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How Quality Ensures Success
An Overview
GlaxoSmithKline (GSK) was formed from the December 2000 merger of Glaxo Welcome and SmithKline Beecham plc.
The $70 billion deal created the world's largest drug manufacturer and research-based pharmaceutical concern.
PRODUCTS
PRODUCTS
GlaxoSmithKline develops, manufacturers and markets:
pharmaceuticals, vaccines, over-the-counter medicines and health related consumer products
Our broad pharmaceutical product line includes:
antibiotic, antidepressant, gastrointestinal, dermatological, respiratory, cancer and cardiovascular medications
PRODUCTS
PRODUCTS
VISION
“We want to become the indisputable leader in our country, not simply in terms of size, but in how we use that size to achieve our mission and improve the quality of human life.”
MISSION
SPIRIT OF GSK
TOTAL QUALITY MANAGEMENT
SIX PILLARS
“Commitment” – the commitment from the top level to the operational level was observed during our visit as the lower staff and the strategic level gave the same answer for the quality that is to “follow the benchmark”.
“An unwavering focus on the both customers” – the organization believes that both internal and external customers are the key players in being profitable and so they never assist their stakeholders in every means to get the required output.
“Employee Involvement” – employee involvement acts as strong pillar in meeting the targets. The organization provides a linked database system through which every employee can contribute in terms of suggestions and ideas for growth and improvement.
SIX PILLARS
“Optimal use of resources” – they do understand the importance of the concept of scarce resources and thus tries to minimize the waste and get the optimal level of benefit from the raw material and other available resources.
“Treating suppliers as partners” – the output of the firm do depend on the quality of the raw material and differentiating on the basis of quality requires consistent and accurate level input with sustainable quality level and thus the organization has treated the supplier as their long term strategic alliance.
“Benchmarking” – GSK Pakistan over the period of time has developed its own standard, which includes ISO standards and their best practices.
QUALITY POLICY
QUALITY IMPROVEMENT STRATEGY
Reduce failure costs by problem solving methods and tools
Contributing in the selected prevention activities
Reduce appraisal costs in a statistically sound manner
Continuously monitoring and reinforce the prevention effort to gain desired quality improvement level.
QUALITY PLANNING
The overall planning can be summarize as the following steps
Customer needs
Forecast the future
Gap- analysis
Closing the loop holes
Alternatives Evaluation
Implementation
We prepared this presentation for the Innovation and Technology Management lecture. It is about the digital transformation that Under Armour undertook and the role of technology.
Analyzing Nike's products and promotional strategies.
The presentation can be viewed with audio on Youtube. https://www.youtube.com/watch?v=vKVO8P7x7Bc
Career Development at GlaxoSmithKline Pakistan (HRM: AHK)Zeeshan Ali
GSK is committed to rewarding, developing and retaining talent. It shares the responsibility of its people career development needs through support in financial terms as well as in career through a wide range of programs including rotations in different departments so employees can have an overview of the business process. Then a training and development plan is prepared and all Departmental Heads are involved in it. Periodic assessment is done for training and developmental needs and also for analyzing skills and potential of employees. Based on this at final stage employee is evaluated though a series of interviews and then either promoted or transferred to more appropriate department matched for skills and potential. Most of the time succession planning is done at the time of hiring of a new employee. HR works in close collaboration with departmental heads and defines the road map for a job position.
There are vast ranges of resources available to help employees determine and meet developmental needs discussed in the presentation.
As part of introduction to media planning, we were given assigned the brand 'Durex' for which we had to identify dynamics, define goals and design a media campaign keeping in mind the consumer journey of the same .
We developed an insight on the 'senior guy'. That guy who influences and drives sex life related conversations in peer groups.
Presented to : Professor Pratibha Pat Vinayak
PPT Design and Edits : Krishni Miglani
Comprehensive Analysis on roadmap of strategic management
1) WHERE ARE WE NOW?
2) WHERE DO WE WANT TO GO?
3) HOW DO WE GET THERE?
4) HOW DO WE ENSURE OUR ARRIVAL?
The report is on the Total Quality Mangement of the Federal Board of Revenue Pakistan. How the total quality will be managed. What conditions and rules are made to increase the total quality. How to train the employees every month or every 6 months. How to satisfied the customer for the best training of the employees.
We prepared this presentation for the Innovation and Technology Management lecture. It is about the digital transformation that Under Armour undertook and the role of technology.
Analyzing Nike's products and promotional strategies.
The presentation can be viewed with audio on Youtube. https://www.youtube.com/watch?v=vKVO8P7x7Bc
Career Development at GlaxoSmithKline Pakistan (HRM: AHK)Zeeshan Ali
GSK is committed to rewarding, developing and retaining talent. It shares the responsibility of its people career development needs through support in financial terms as well as in career through a wide range of programs including rotations in different departments so employees can have an overview of the business process. Then a training and development plan is prepared and all Departmental Heads are involved in it. Periodic assessment is done for training and developmental needs and also for analyzing skills and potential of employees. Based on this at final stage employee is evaluated though a series of interviews and then either promoted or transferred to more appropriate department matched for skills and potential. Most of the time succession planning is done at the time of hiring of a new employee. HR works in close collaboration with departmental heads and defines the road map for a job position.
There are vast ranges of resources available to help employees determine and meet developmental needs discussed in the presentation.
As part of introduction to media planning, we were given assigned the brand 'Durex' for which we had to identify dynamics, define goals and design a media campaign keeping in mind the consumer journey of the same .
We developed an insight on the 'senior guy'. That guy who influences and drives sex life related conversations in peer groups.
Presented to : Professor Pratibha Pat Vinayak
PPT Design and Edits : Krishni Miglani
Comprehensive Analysis on roadmap of strategic management
1) WHERE ARE WE NOW?
2) WHERE DO WE WANT TO GO?
3) HOW DO WE GET THERE?
4) HOW DO WE ENSURE OUR ARRIVAL?
The report is on the Total Quality Mangement of the Federal Board of Revenue Pakistan. How the total quality will be managed. What conditions and rules are made to increase the total quality. How to train the employees every month or every 6 months. How to satisfied the customer for the best training of the employees.
Project Report
On
PRODUCTIVITY IMPROVEMENT THROUGH TOTAL QUALITY MANAGEMENT
Submitted in partial fulfilment of requirements
For the award of the Degree of
BACHELOR OF ENGINEERING
IN
PRODUCTION ENGINEERING
By
ABHINANDAN KUMAR
Under the guidance of
Prof. KAPIL DEV PRASAD
Department of Production Engineering
DEPARTMENT OF PRODUCTION ENGINEERING
BIRLA INSTITUTE OF TECHNOLOGY, MESRA, RACHI
2014
More and more customers, employees and investors expect companies to behave sustainably, i.e. showing respect for people and the environment. By responding to the need for sustainable products and services the company creates a foundation for sustainable profits.
Showing respect for the environment means reducing the negative environmental impact of a company’s products and services throughout the entire product life-cycle; in production, in use and at the end of its life.
Showing respect for people means ensuring that production is performed under safe and decent conditions and that products and services are safe to use. Companies should behave ethically and demonstrate respect for human rights. Customers, employees, business partners and owners then have confidence in the company and its management.
ATG Execution will challenge you and your stakeholders to think differently about your business. The ATG Execution team will guide you through planning and work alongside your team to execute strategies and tactics that drive transformation and realize growth.
ATG Execution will challenge you and your stakeholders to think differently about your business. The ATG Execution team will guide you through planning and work alongside your team to execute strategies and tactics that drive transformation and realize growth.
Running head: organizational assessment 1
Organizational assessment 8
Student name
University affiliation
Date
Nestle organizational assessment
Nestle is globally known to be one of the largest multinational company that specializes in beverages and food. Nestlé Company has had a very successful business strategies and product expansion. Nestle company has achieved the industry leadership through embracing research and development activities and networks. Through the development and research, Nestle Company has been able to offer safe, high quality and healthier beverages and food categories.
Nestle vision
Since the time Nestle Company was incepted, it has been aware that beverages and food choices can have a great impact on the quality of life of its consumers. Therefore, the company is very much committed to ensure that the products they manufacture are healthier and tastier. They are also committed to ensure that they offer various products to the worldwide consumers. The backbone of Nestle product portfolio is the unmatched research and development capability, innovation and nutrition science and also the high food quality. Nestlé Company, therefore, employs a team of high qualified nutritionists, engineers, scientists, designers, consumer care personnel and regulatory specialists. The goal of this team of talented personnel is to nearn the trust of the consumers by ensuring creation and delivery of products that are safe and of high quality. As a result of solid trust from the stakeholders and financial health, Nestle Company is able to achieve its goal of being the global leader in health, wellness and nutrition (Lee, 2014).
Nestle mission
The main objective of Nestle Company is to become the leader in health, wellness and nutrition while promoting protection of the environment they operate their business in and common value in the provision of nutrition. Nestlé Company believes that its behavior and size is the main contributor to its leadership within the nutrition and food industry. The company acknowledges that trust from the consumers is built and developed over time via continuous promise. The conduct and the mission of Nestle Company is entrenched in the term, Good Food, Good life. This term gives the summary of the company ambitions. Nestle company is very committed to encouraging its staff to offer high-performance level in order to support the company goals.
Objectives
The objectives of Nestle Company are to become a leader in wellness, health, and nutrition and also to be trusted by the company stakeholders. Also the company objective is to become the reference for performance in finance within the food industry. The company seeks to promote leadership and achieve trust simply by satisfying all the consumer expectations. The company believes in the creation of.
The project report on organization study og global green company
detailed slides and power point
complete details on green global company
project on global green company
about infrastructure of green global company
design of green gloabl company
development of global green comapny
internship on green global company
strategy used in green company
Omore marketing analysis by brands academyBrands Academy
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Brand Academy provides details brand analysis, research, article and insights for free.
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Brand Academy provides details brand analysis, research, article and insights for free.
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5 year plans of pakistan by brands academyBrands Academy
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Pakistan Five Year Development PlansSince 1955 to 2010An Overview
Introduction
Almost all five-year plans prepared during political or military regimes were shelved in the country’s history after regime change and none of them succeeded in getting the desired results.
Pakistan has a semi-industrialized economy, which mainly encompasses textiles, chemicals, food processing, agriculture and other industries.
The economy has suffered in the past from decades of internal political
disputes, a fast growing population and ongoing confrontation with
neighboring India.
Pakistan's average economic growth rate since independence has been higher than the average growth rate of the world economy during the period.
Average annual real GDP growth rates were 6.8% in the 1960s, 4.8% in the 1970s, and 6.5% in the 1980s. Average annual growth fell to 4.6% in the 1990s with significantly lower growth in the second half of that decade.
Introduction
Two wars with India, in Second Kashmir War 1965 and Bangladesh Liberation War 1971 and separation of Bangladesh adversely affected economic growth. In particular, the latter war brought the economy close to recession, although economic output rebounded sharply until the nationalizations of the mid-1970s.
Pakistan is aggressively cutting tariffs and assisting exports by improving ports, roads, electricity supplies and irrigation projects. Islamabad has doubled development spending from about 2% of GDP in the 1990s to 4% in 2003, a necessary step towards reversing the broad underdevelopment of its social sector.
First Five Year Plan (1955-1960) Highlights
Targets
Emphasis mainly on achieving high national income.
The First Plan was implemented within certain obvious handicaps and limitations and its release was delayed by two Years.
In practice, this plan was not implemented, however, mainly because political instability led to a neglect of economic policy, but government, Deputy Chairman Planning Board (Commission) Said Hassan announces the plan in 1957.
The development expenditures were regarded as the foundation for rapid progress in the future and plans explicitly affirmed that some sectors of the economy must be expanded much more rapidly than others in order to secure maximum gains.
The size of the First Plan initially was Rs. 11.5 billion which was revised and decreased to 10.8 billion out of which Rs. 750 million for the public sector and Rs. 3.3 billion for the private sector was allocated. Of the total plan amount of Rs. 6.6 billion from the internal sources and R.s 4.2 billion was to be achieve from the foreign sources in the form of loans and aid.
First Five Year Plan (1955-1960) Highlights
Achievements/Failure
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CORPORATE SOCIAL RESPONSIBILITY
Our Vision
To remain market leader and technology pace setter in the engineering and electronics industry by utilizing the high-tech engineering expertise of the Siemens Group worldwide. To maintain our strong and prominent local presence.
Our Mission
Providing quality to our customers at competitive prices, to their complete satisfaction.
Generating earnings sufficient to ensure a secure future for the company and to protect and increase our shareholders/stakeholders' investment.
To enhance creativity and job satisfaction of our employees by providing opportunities for personal development, limited only by their own ability and drive.
To contribute to the national economy, whilst realizing a strong sense of responsibility to society and the environment.
To enhance the investment of our customers through Human Excellence, our Technology, our Processes, our High Standards of Quality and Financial Strength.
To support and strive for technology transfer to Pakistan through our global resources and local Presence.
INTERVIEW
Q1) How corporate social responsibility impacts businesses?
Q2) Who Benefits From Corporate Social Responsibility?
Q3) Why should businesses care about their social and environmental responsibilities?
Q4)Do you publish any quarterly or yearly sustainability report?
Q5) Is there a correlation between CSR and a business’s financial performance?
Q6) What does CSR mean to the average citizen /consumer?
Q7)What is Corporate Philanthropy? Do you believe in that?
Q8) How do you relate CSR with marketing strategies?
Q9) What is your allocated budget for CSR on annual basis?
Q10) Do you think there is a place for such programs at a time of economic deceleration?
Siemens A Global Perspective
Sustainability is the guiding principle for our daily business practices
Sustainability are closely linked to our company values – excellent, innovative, and responsible
Sustainability is our contribution to a more equitable world economy and the provision of energy-efficient, durable products and solutions for our customers.
Sustainability Goals
Help customers reduce their CO2 emissions by 300 million tons
Grow Environmental Portfolio revenue to €40 billion
Improve CO2 efficiency by 20 percent
Increase water efficiency by 20 percent
Environment, Health and Safety
Siemens has introduced a Corporate Environmental Protection Program (Environmental Program)
The key components of the Environmental Program are:
The company-wide introduction of an environmental management system.
The improvement of resource and energy efficiency in production.
An expansion of our environmental portfolio.
Tapal marketing research by brands academyBrands Academy
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Marketing ResearchFinal Term Report
Wahaj Hussain
Marketing Mix (4p’s)
Product
Pricing
Place
Promotion
PRODUCT
The Core
o Tea Beverage
The Actual Product
o Packaging and labeling: See the picture
o Branding: red color, aspect of refreshing, hard pack and soft pack both.
o Trade name: Tapal Danedar, a TAPAL product
o Brand personality Freshness, Healthy, Innovative, etc.
o Brand equity: Tapal Danedar provides a quality, consistent, innovative and accessible tea reputation.
PRICE
Tapal follows high-medium price strategy in which it offers high quality tea at reasonable prices. Tapal also follows a Going Rate Pricing strategy, in which it bases its price largely on competitors’ price that is Unilever. Unilever being the market leader always sets the price, and then Tapal accordingly allocates its prices, always lower than that of Unilever. Tea prices have fallen over the years which are because of reduced import duties and costs. Besides taking the competition into account, Tapal does cost plus pricing
PRICE COMPARISION
PLACE
In the beginning the company sole aim was to capture the tea market of Karachi, as they were already in tea business here, only and then strategically build there network to other cities of Pakistan.
Now Tapal has a distribution network spread across Pakistan, from Karachi to Khyber with over 410 distributors, Extensive training programs are provided for the devoted sales personnel. The popularity of its fine brands is unabated, making it the No.1 national tea company in Pakistan.
Tapal has a wider distribution coverage in the South where as Unilever has better distribution in the North. Therefore, Tapal’s main objective is to increase their sales in the North. It ensures that it places its tea in the same outlets as its competitors in order to maximize availability. The distribution coverage of Tapal is as follows:
Karachi 14%
Lahore 34%
Islamabad 18%
Sukkur 22%
Hyderabad 12%
Tapal caters to its customers by providing Tapal Danedar and Family Mistures to more than 140,000 outlets in Pakistan, which include superstores, department stores, general stores, medical stores, paan walas, grocery stores, merchants, etc. Grocery stores and merchants together provide 80% volume of the tea sales.
PROMOTION
Danedar performance
Major Activities 2008-2009
Launch of Danedar Hard Pack
We transformed our Soft Pack to Hard Pack with the use of the following communication platforms
Sales Briefing Sessions
Pack Revealing Ceremony
Press Conference
Press Advertisement
Tactical TVC Airing
Radio Commercial Airing
Bill Board Advertisement
Shop Signages
Instore Branding
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Sales Forecasting At Colgate Palmolive Pakistan Limited
Introduction
Colgate Palmolive Pakistan Limited is operated as a franchise of Colgate Palmolive Co. (US-based) by Lakson group companies.
Its located at Lakson square building no. 2 office near zainab market karachi.
It has been a major player in the health care sector through its valuable and innovative solutions particularly in the oral care, personal care, surface care and fabric care.
Company offerings are quite successful in generating brand loyalty and demand for the products, as it has been able to generate the increase in the net revenue and gross profit by 22.7% and 8.6% respectively.
Target increase in market share was clearly achieved in the YR2011 by attaining an increase of 1.42% in the net profit. Rs. 14,150 million was the annual net sales of YR11 with gross profit of Rs.4,161 million.
Focus of Our Report
Our report focuses mainly on the “Sales Forecasting”.
Our analysis and findings are focused to Colgate GRF (great regular flavor) brand’s forecasting techniques and issues related to the scope of Sales manager.
We have interviewed
National, Regional & Area managers of Karachi,
and some merchandisers in order attain trade insights and market norms regarding forecasting practices.
Estimation of Industry sales
Colgate GRF & its Competitors
Top of mind brand in this category is Colgate GRF as being market leader with 59% share
Whereas Medicam & Pepsodant are the direct competitor for Colgate GRF having 20% & 3% respectively
The 18% share is with other competitors like forhans etc.
Colgate GRF is a supreme profit generating factor and therefore termed as “Cash Cow” for CP Pakistan.
Market potential
Colgate tooth paste with all its brands like Herbal, Misvaak, Maxfresh, etc. that contains nearly 55% of the market share as of whole toothpaste category in YR2011.
Sales in volume were not shared.
Rs. 4161m(Sales of YR11) /0.55 (Colgates share in YR11)= Rs.7565m (Category sales in YR11)
20% of expected increase so expected total category sales would be Rs.7565 X 1.20 = Rs.9078m
Rs.9078m is the market potential.
Sales potential
Colgate aims to grab 58% to 60% of the market share by the end of June YR13.
For this some new brands are in pipeline of brand extension plan. The launch of Colgate Sensitive is part of launch and share boosting plan.
Sales potential is Rs.5266m to Rs.5447m
Annual Forecast table for Colgate GRF
YR12 expected sales of 150gms tube are 15% due to 2-3 brush pack schemes.
Stock keeping unit information
Colgate GRF is available in 130 different stock keeping units (SKUs) which are
50grams for Rs.40
75grams for Rs.58
100grams for Rs.72
150grams for Rs.100
200grams for Rs.125
Distributor margin is 5.5%
Retail Margin is 7%
Pampers marketing analytics by brands academyBrands Academy
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PampersMarketng Analytics
Introduction (Industry)
Introduction (Industry)
Introduction (P&G)
Famous P&G Products in Pakistan
Introduction (Pampers)
INDUSTRY ANALYSIS
Forecasted Sales (Volume)
Forecasted Volume Sales Analysis
INDUSTRY ANALYSIS:
Forecasted Value Sales
Forecasted Value Sales Analysis
CUSTOMER PERSPECTIVEMETRICSUNIT MARKET SHARE:
CUSTOMER PERSPECTIVEMETRICSUNIT MARKET SHARE
REVENUE MARKET SHARE
RELATIVE MARKET SHARE
PENETRATION
SHARE OF REQUIREMENTS AND HEAVY USAGE INDEX
MARKETING ACTIVITIES PERSPECTIVE METRICS:GROWTH : CAGR AND YEAR-ON-YEAR GROWTH
BDI AND CDI
PRICE PREMIUM
METRICS FOR SALES FORCE AND DISTRIBUTION / CHANNEL MANAGEMENT SALES FORCE COVERAGE
NUMERIC , WEIGHTED AND SHARE IN HANDLERS DISTRIBUTION :
NUMERIC , WEIGHTED AND SHARE IN HANDLERS
BRAND ATTRIBUTE PERFORMANE :
Advertisements on Different Medias
Awareness of the Brand
RETENTION RATE!!!
Sales Force Effectiveness Measure Metrics
Sales Force Effectiveness Measure Metrics
Sales Pipeline
Sales Pipeline
Customer Satisfaction
Recommendations
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Tapal Family Mixture Brand analysis for MBA, BBA and other marketing, branding, advertising and business students.
Slide contains
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
4. An Overview
•
•
GlaxoSmithKline (GSK) was formed from the December 2000
merger of Glaxo Welcome and SmithKline Beecham plc.
The $70 billion deal created the world's largest drug
manufacturer and research-based pharmaceutical concern.
6. PRODUCTS
GlaxoSmithKline develops, manufacturers and
markets:
pharmaceuticals, vaccines, over-the-counter medicines
and health related consumer products
Our broad pharmaceutical product line includes:
antibiotic, antidepressant, gastrointestinal, dermatologic
al, respiratory, cancer and cardiovascular medications
7. PRODUCTS
They supply products to 191 global markets
Produce over 1,200 different brands
Manufacture 4 billion packs per year
Produce over 28,000 different finished packs per
year
Supply 6,900 tonnes of bulk active each year
Manage 2,000 new product launches globally each
year
9. VISION
“We want to become the indisputable leader in
our country, not simply in terms of size, but in
how we use that size to achieve our mission
and improve the quality of human life.”
10. MISSION
“Our global quest is to improve the quality
human life by enabling people to do more, feel
better and live longer.”
12. TOTAL QUALITY MANAGEMENT
“TQM is an enhancement to the traditional way of
doing business. It is the art of managing the whole
to achieve excellence. It is defined both a
philosophy and a set of guiding principles that
represent the foundation of a continuously
improving organization. It is the application of
quantitative methods and human resources to
improve all the processes within an organization
and exceed customer needs now and in the future.
It
integrates
fundamental
management
techniques, existing improvement efforts, and
technical tools under a disciplined approach.”
James T. Levin
Book: “Ways of Quality e4”
13. SIX PILLARS
“Commitment” – the commitment from the top level to the
operational level was observed during our visit as the lower
staff and the strategic level gave the same answer for the
quality that is to “follow the benchmark”.
“An unwavering focus on the both customers” – the
organization believes that both internal and external
customers are the key players in being profitable and so they
never assist their stakeholders in every means to get the
required output.
“Employee Involvement” – employee involvement acts as
strong pillar in meeting the targets. The organization provides
a linked database system through which every employee can
contribute in terms of suggestions and ideas for growth and
improvement.
14. SIX PILLARS
“Optimal use of resources” – they do understand the
importance of the concept of scarce resources and thus tries to
minimize the waste and get the optimal level of benefit from
the raw material and other available resources.
“Treating suppliers as partners” – the output of the firm do
depend on the quality of the raw material and differentiating
on the basis of quality requires consistent and accurate level
input with sustainable quality level and thus the organization
has treated the supplier as their long term strategic alliance.
“Benchmarking” – GSK Pakistan over the period of time has
developed its own standard, which includes ISO standards
and their best practices.
20. QUALITY IMPROVEMENT
STRATEGY
The organization is working on its “Quality Improvement Strategy”
which would be focusing on the issues like
Reduce failure costs by problem solving methods and tools
Contributing in the selected prevention activities
Reduce appraisal costs in a statistically sound manner
Continuously monitoring and reinforce the prevention effort to gain
desired quality improvement level.
21. QUALITY PLANNING
The overall planning can be summarize as the following steps
Customer needs
Forecast the future
Gap- analysis
Closing the loop holes
Alternatives Evaluation
Implementation
These steps are used to identify the gaps and set SMART objectives to
measure it and eliminate it through PDCA-plan, do, check and act cycle.
22. QUALITY COUNCIL
The organization has formed a different quality department and circles
to assure the quality at every process.
Develop the quality based core values, vision statement and quality
policy statement.
Design the long-term strategic plan with annual goals for quality
improvement programs and objectives.
Establish total education and training plan and procedure.
Continually monitor and update with the help of best practices.
23. QUALITY COUNCIL
Determine the measures that are the performance
measures for organization with coordination with
different organizational functional areas.
Unwavering focus on the issues regarding external and
internal customers.
Develop a system to solve those problems.
Monitor and revise the benchmarks to remain updated.
Look for certifications and recognition for the best
practices followed in the organization.
24. QUALITY COST
“Comparison” – comparing themselves with the
companies in the industry that is evaluating the
alternatives for doing the same job with low cost.
“Optimizing the results at individual level” – focusing to
attain maximum results at individual level so that the
quality gets ensured from the beginning.
“Creating relationships among the cost categories” –
linking the cost drivers to minimize the cost.
25. SENIOR MANAGEMENT & LEADERSHIP
PLAYS A ROLE
Effective leader must have the clear concept of
• the providing security and independence,
• sensitive rewards and incentives for self-motivation,
• defined area of responsibilities
26. ENVIRONMENTAL MANAGEMENT SYSTEM
GlaxoSmithKline (GSK) have always shown strong commitment and
support for public health, awareness and many social causes.
GSK does not have a fixed budget for CSR because they believe in
funding as many deserving ,charities & NGOs as possible.
It focus on improving health and education
GSK’s program include:
Global: this focus on supporting major public health issues - LF, HIV
and AIDS, malaria and diarrheal disease
Regional: 4 regions make a Contributions Committee that does
funding for selected program that address relevant local needs
Local: All GSK sites have community support and employee
involvement.
27. ENVIRONMENTAL MANAGEMENT
SYSTEM
Encouraging prevention and prompt treatment of malaria.
PHASE (Personal Hygiene and Sanitation Education) A simple hand washing
education program run in schools
In 2008, GSK donated medicines for £5.3 million for humanitarian aid to 118
countries supporting relief efforts for natural disaster or war.
GSK supplies and deliver donations of medicines, vaccines and consumer
healthcare product for the earthquake-affected people. Rs.3million were donated
for the victims of the Baluchistan in October 08.
The initiative allows employees to take one day fully paid to volunteer for a chosen
community project, organization or cause
The storeroom, packaging, warehouse, and the boiler for the factory assistance are
highly protected, as it is dangerous if damaged.
Cafeteria is apart from the company so it is totally hygienic, and there is a medical
center for the employee facilitation.
Environmental health and safety council conducts meeting every month.
GSK is against animal testing.
28. FAILURE MODE AND EFFECT
ANALYSIS (FMEA)
At GSK most of the products or we can say 95% products are
established products ,therefore they carry out FMEA and
make QFD model at the time of launching new products.
The team who carry out FMEA at GSK is the same team who
launch new products, and who are able to
define (FMEA) Failure Mode and Effect Analysis
define the role (FMEA) in error reduction strategies
describe the (FMEA) requirements
describe the application of (FMEA) in product or process
evaluation
29. QFD AT GSK
Where as QFD model basically concerned with two
departments at GSK
Manufacturing Department and
Commercial Department.
The manufacturing department helps in identifying
technical descriptors i.e. material and process required
for making a product, and commercial department helps
in identifying customer requirements
Commercial department also measure level of GSK`s
customer`s satisfaction by different means periodically.
30. BENCHMARKING
The process of identifying the best practice in relation to products and
processes, both within an industry and outside it, with the object of
using this as a guide and reference point for improving the practice of
one's own organization.
The quality department at GSK has established certain criteria for
benchmarking its performances which set at global level and
implemented in every country. They have set there own standards by
integrating ISO standards therefore they are benchmark against the
pre-set standards and levels by GSK.
They follow WHO,FDA,TGA standards align with GSK global standards
31. Integrating Knowledge Management
and Total Quality:
A Complementary Process
• Knowledge management is concerned with the exploitation and
development of the knowledge assets of an organization with a view to
furthering the organization's objectives. The knowledge to be managed
includes both explicit, documented knowledge, and tacit, subjective
knowledge
32. KM-FOR CREDITS DEFAULT @ SILK
BANK LTD.
HOW TO
REDUCE
WHAT WE
KNOW
REASONS FOR
CUSTOMER
DEFAULT
OUR STRATEGIES
•
•
•
•
•
•
•
DECLINING
ECO.GROWTH
RECESSION
UNFORESEEN
EVENTS
INC INTEREST
RATES
LAW&ORDER
HOW WE
OPERATE
•
•
STABLE POLITICAL
GOVT
FRIENDLY
ECONOMIC&
COMMERCE
POLICY
GOOD
GOVERNANCE
NEW AVENUES
FOR FOREIGN INV.
•
•
•
•
•
•
STRICT LENDING
POLICY
FRIENDLY
REGULATORY POLICY
DUE DILIGENCE OF
BUS.SECTOR
RISK MANGT.POLICIES
MONITOR A/C TO
INSURE TIMELY
RETURNS
KEEP CHECK ON
INDICATORS
33. NON-CONFORMITY REPORT
.
PROBLEM: Non payment of installments, customer likely to default in
future.
CORRECTIVE ACTION: Reduce interest rates, restructure customer credit
line
(
cash
flow analysis)
ROOT CAUSE: Decline in Eco. Growth, recession, inc interest
rates, law&order, political unstability
PREVENTIVE ACTION: Monitor the industry and put cap on the industry
CONTINOUS IMPROVEMENT: Customer friendly policies, improve service
quality
34.
35. QUALITY MANAGEMENT SYSTEM
The Quality Management System (QMS) is designed to support the
the GSK Quality Statement. It provides a framework
that ensure
Quality
Regulatory compliance
Assure product safety
Efficacy and support continuous improvement at GSK.
commitment in
The whole system is centrally managed which is published on GSK intranet and
implemented at sites through local SOP (standard operating procedures) systems.
also
At GSK (standard operating procedures) SOPS implements QMS locally and comply with the
Global Quality Policy requirements.
36. CUSTOMER COMPLAINTS
At GSK they have developed a system for handling customer complaints called `COMPLAINT
HANDLER`. The system works in following manner
First of all it investigate customer`s past experience and then act on it
Secondly analyze the customer complaint
Thirdly develop complaint resolution procedure accordingly.
And finally identify process and material variation and then work to eliminate the root
cause.
At GSK a department called COMMERCIAL DEPARTMENT is also established who deals and
identify customer expectations and their satisfaction and constantly monitor them.
Quality Council at GSK is also provided with a monthly complaint report by such team or
department who handles CC.
At GSK they tend to take action on customer complaints within 24 hours.
37. AUDITING AT GSK
GSK has a very strong internal audit system or committee and it has given most
important at GSK. The GSK`s internal auditing function consist of following people
internal auditor
internal consultant
compliance officer
quality assurance manager
operational analysts
The whole Audit system at GSK can be elaborated in four levels i.e. L1, L2, L3, and
L4 of a pyramid. This can be shown by a figure in my next slide
38. L-4
L-3
L-2
L-1
L-1 which is known as Self Inspection level , in which
each and every member of all departments carry out their
own inspection and check what are the standards
requirements and how they are performing
L-2 which is also known as internal auditing level, in which
each and every department of the GSK gets internally audited
by an internal auditing body which consists of certified
auditors.
L-3 which is also known as Manufacturing Internal Auditing (MIA) which is done by a
group of independent auditors, who audits different sites of manufacturing…
L-4 which is also known as regulatory auditing which is done by a local regulatory body
who audits the entire GSK
At GSK the Audit Committee uses Software called CHARISMA-2, for entering
and recording of data of all level of audits from L-1 to L-4.
39. RISK MANAGEMENT
At GSK there is very big section for Risk Management Processes, who carry out the
risk management of all operational, financial and manufacturing activities
At GSK there is a board called (RMCB) Risk Management Compliance Board who
provides assistance, instructions and procedures to the risk management
committee for identifying problems related to the following
Machine Maintenance
Production
Volume
Product labeling
Working instruction and conditions etc
They also analyze the impact of each risk in short term and long term both ,and
after analyzing they rate each risk on the basis of their type ( minor or major ) and
on the basis of their impact in short and long term. The rating is done globally at
GSK.
40. QUALITY MONTH
•
•
•
At GSK they use to make QUALITY MONTH once in a year in order to promote a
culture towards total quality management.
During this month new tools or improved tools are considered to be used for
bringing in and assuring more and more quality every where within the
organization.
Several interactive sessions take place and all employees and senior management
share their findings and their solutions which ultimately promote a culture
towards quality
41. PERIODIC PRODUCT REVIEW
•It is their prior responsibility to review their products annually.
•The process of reviewing the products includes tools like STATISCA.
•They have software called LIMPS. This software is a LAB
INFORMATION MANAGEMENT PERFORMANCE SYSTEM in which all
the product reviews are saved.
•All the past data saved in it and thus they can easily compare that
where they were last year and where they stand today.
•This also helps GSK to know is their product robust or not.
42. “GEMBA” CONCEPT AT GSK
• AT GSK they strongly believe on Management By Walking Around
(MBWA).
• They do daily GEMBAS on labs and production areas to keep a
proper check and balance on the working of the organization.
• Whether any employee is facing any problem to do his work and
to maintain environmental health and safety to their employees
so that the quality of their products is not at stake. .
• Management by walking around is done by any senior level
person.
43. KNOWLEDGE MANAGEMENT
• Their KMS is known as KNOWLEDGE REPOSITORY.
• They conduct training of their employees.
• Occurred problem is shared with all the other departments
through video conferencing so that every employee comes to
know that which corrective action was taken to solve a particular
kind of problem.
• Through this they also know that what causes the problem to
occur and what should be done in future to avoid the same kind of
problem.
44. EMPLOYEE TRAINING & AWARD SYSTEM
Before an employee joins the organization he is fully trained about his work and
the culture of his organization.
After training an audit is done on his training and then he is allowed to join the
organization as an employee and do the job.
Instructions are always written & approved and authorized to use it.
GSK have a proper system of complaints. They have a target to investigate and
report their serious complaints within 24 hours. Employees are empowered in
decision-making.
every month they select one employee in every department who does exceptional
work.
Recognition is given to employees by attaching a statement “EMPLOYEE OF THE
MONTH”. Besides this monthly activity they also have ERA awards once in a year.
45. PRODUCT LIABILITY
GSK has a proper system for their return products but as far now their has
not been any issue with their any medicine or any home oral ointments.
The problem only occurs with GSK cosmetics and for that they have a
policy of money back guarantee.
GSK is working to develop new cosmetic line for people with different
types of skin keeping in mind the weather of the country.
46. MUDA – WASTAGE
MUDA is basically a Japanese word, which is used at GSK for waste.
This waste is unproductive so at GSK every necessary step is taken to avoid using
this MUDA.
Environmental Health and Safety Council (EHSC) conducts meetings every
month. This council also has a target every month to reduce their waste as much
as they can because MUDA reduction is an effective way for any organization to
increase profitability.
At GSK waste is insanities or dump……….its not used in any case. GSK is against
landfill
47. EMPLOYEE SUGGESTION SYSTEM
GSK involves employees from grassroots level also in evaluating and formulating
strategies. Because it believes the fact that they are in direct contact with the customers.
GSK is open to accept any recommendation and suggestion from their employees.
Annually appraisal is done at the beginning of the year. In which targets given to each
employee is matched with its performance.
It is done for:
Basis for Reward (Increment Bonus)
Basis for Promotion, Placement
Ascertain Training And Development Needs
It increases Employee motivation and that leads to increase in profit, sales, and reduce
turn over.
If an employee is under performing he is given a time limit of 6-9 months to improve his
performance.