Do more‚ feel better‚ live longer GlaxoSmithKline Annual Report 2010 Contents Business review P08–P57 Governance and remuneration P58–P101 Financial statements P102–P191 Shareholder information P192–P212 Business review 2010 Performance overview Research and development Pipeline summary Products‚ competition and intellectual property Regulation Manufacturing and supply World market GSK sales performance Segment reviews Responsible business Financial review 2010 Financial position and resources
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TABLE OF CONTENTS 1 TABLE OF FIGURES 2 THE RETAIL DRUGSTORE INDUSTRY 3 BUSINESS ACTIVITIES 7 INDUSTRY OVERVIEW 7 BACKGROUND 8 MODERN DRUGSTORES 8 CURRENT ORGANIZATION AND STRUCTURE 9 CURRENT CONDITIONS 10 FUTURE INDUSTRY PERFORMANCE 13 HISTORY OF WALGREENS 16 COMPETITIVE ANALYSIS 20 RITE AID CORPORATION 20
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scc SM Supply Chain Operations Reference (SCOR®) model Overview - Version 10.0 supply chain council About Supply Chain Council Supply Chain Council (SCC‚ supply-chain.org) is a global nonprofit organization whose framework‚ improvement methodology‚ and benchmarking tools help member organizations make dramatic and rapid improvements in supply chain performance. SCC established and maintains the supply chain world’s most widely accepted framework for evaluating and comparing supply
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Share repurchases and the protection of shareholders* KATHLEEN VAN DER LINDE** 1 Introduction From a creditor’s perspective there is not much difference between the payment of a dividend in respect of a share and a payment for the acquisition or repurchase of that share. However‚ from the point of view of the shareholder a dividend is a return on capital while a repurchase is a return of capital to the vendor shareholder. Share repurchases change the structure of the company’s share capital
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ECS8_C03.qxd 10/15/07 14:23 Page 93 The Strategic Position 3 Strategic Capability LEARNING OUTCOMES After reading this chapter you should be able to: ➔ Distinguish elements of strategic capability in organisations: resources‚ competences‚ core competences and dynamic capabilities. ➔ Recognise the role of continual improvement in cost efficiency as a strategic ➔ Analyse how strategic capabilities might provide sustainable competitive advantage on the basis of their value‚ rarity‚ inimitability
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PIDE Working Papers 2007:29 Entrepreneurship in Pakistan Nadeem Ul Haque Formerly Vice-Chancellor Pakistan Institute of Development Economics‚ Islamabad PAKISTAN INSTITUTE OF DEVELOPMENT ECONOMICS ISLAMABAD 2 All rights reserved. No part of this publication may be reproduced‚ stored in a retrieval system or transmitted in any form or by any means—electronic‚ mechanical‚ photocopying‚ recording or otherwise—without prior permission of the author(s) and or the Pakistan Institute of Development
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A T HEO RY O F V ICARIOUS L IABILITY 1 A THEORY OF VICARIOU S LIABILITY J.W . N EYERS * This article proposes a theory of vicarious liability which attempts to explain the central features and limitations of the doctrine. The main premise of the article is that the common law should continue to impose vicarious liability because it can co-exist with the current tort law regime that imposes liability for fault. The author lays out the central features of the doctrine of vicarious liability
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Cost Accounting A Managerial Emphasis Fourteenth Edition Charles T. Horngren Stanford University Srikant M. Datar Harvard University Madhav V. Rajan Stanford University Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Donna Battista AVP/Executive Editor: Stephanie
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