This is repository of my old source code which isn't updated any more. Go to git.rot13.org for current projects!
ViewVC logotype

Annotation of /news/7.html

Parent Directory Parent Directory | Revision Log Revision Log

Revision - (hide annotations) (vendor branch)
Mon Feb 12 08:33:50 2001 UTC (19 years ago) by dpavlin
Branch: MAIN, dbp
CVS Tags: alpha, HEAD
Changes since 1.1: +0 -0 lines
File MIME type: text/html

1 dpavlin 1.1 <p><b>PLIVA launches new strategy for the 21st century </b></p>
2     <p><b>PLIVA’s new vision and new strategy represents the company’s response to
3     the challenges that globalisation is setting before pharmaceutical companies.
4     At the same time, it represents an adjustment to the times and circumstances
5     which characterise this industry at the end of the 90’s and will depict the
6     trends in the next decade. The new organisational model focuses on pharmaceutical
7     business as the core area of the company’s activities. </b></p>
8     <p>Zagreb, 17 December 1998 </p>
9     <p>At its meeting held on 16 December 1998, PLIVA’s Supervisory Board supported
10     the PLIVA XXI concept which defines the company’s strategy for the 21st century.
11     The PLIVA XXI project is moving into its implementation phase with a business
12     reorganisation model which is the result of solutions developed earlier regarding
13     strategy and business processes. </p>
14     <p>Although PLIVA is today considered the most successful company in Croatia and
15     largest pharmaceutical company in the region and has in the last five years
16     recorded excellent business results as well as continuous growth and development,
17     it is necessary to redefine its organisational structure for the company to
18     continue to grow and strengthen its position in the pharmaceutical industry.
19     </p>
20     <p>Several major factors influenced this decision being taken. With competition
21     on target markets increasing, including both large multinational companies and
22     local companies, and taking into consideration the anticipated further consolidation
23     of the pharmaceutical industry, it will become ever harder for companies to
24     differentiate themselves and achieve competitive advantages, especially in response
25     to customer needs. Also, it is necessary to create the preconditions that will
26     allow the company to compensate for losses that the company may incur after
27     the patent for PLIVA’s drug azithromycin expires. </p>
28     <p>That is why PLIVA commenced the PLIVA XXI project in co-operation with PriceWaterhouseCoopers
29     more than a year ago with the intention to redefine its vision and business
30     strategy. The goal of the new vision and strategy is to ensure continuous long-term
31     growth of the company, increase shareholders’ value, and develop key processes
32     and skills, as well as the corporate culture that will support PLIVA’s strategy.
33     </p>
34     <p>The PLIVA XXI project is divided into three phases. Initial activities were
35     focused on analysing the current situation, which helped to determine what areas
36     needed to be changed and to what extent. Throughout the entire process the guiding
37     idea was a new vision of PLIVA as the leading pharmaceutical company in Central
38     and Eastern Europe, able to generate superior response to customer needs and
39     expand in other markets (USA, Western Europe and Asia) while continuing to invest
40     largely in research and development, and thus become the most significant middle-sized
41     pharmaceutical company on a global level. The main strategic feature of future
42     business operations is the Customer Intimacy concept, which is a new business
43     philosophy which hasn’t been applied totally in the pharmaceutical industry
44     up to now. The basic characteristic of this concept is understanding customer
45     needs better than the competition and responding to them with products and operating
46     solutions which exceed the expectations of customers. </p>
47     <p>After defining the strategic concept, the second phase was concentrated on
48     developing solutions by re-engineering key support processes such as: strategic
49     planning and budgeting, developing new products, production and marketing planning
50     and integrating primary and secondary production. At the same time, the task
51     of the project team at that stage was to prepare the company to accept the necessary
52     changes and use new ways of working and new behaviour which would result in
53     establishing an entrepreneurial and winning corporate culture that supports
54     the company’s goals. Prior to the implementation phase, a new organisational
55     model was designed in order for the implementation of solutions to be fully
56     supported with an appropriate organisational structure.</p>
57     <p> The new organisational model is in line with the new strategy and key processes.
58     It defines the pharmaceutical business as the core business of the company and
59     the business activity which is most responsible for achieving corporate goals.
60     Therefore, all internal resources have been allocated for that purpose. The
61     intention is to also have integration on a horizontal level, thus giving PLIVA
62     Krakow, and all pharmaceutical companies owned by PLIVA in the future, the same
63     level of independence in decisions, as well as responsibility, as the central
64     pharmaceutical operations have. Such an organisation should result in faster
65     and better response to the needs of local customers.</p>
66     <p> Within the process of integrating all the pharmaceutical aspects of the business
67     into one unit, New Product Development has been established as an independent
68     organisational unit which reflects the dedication of the company to innovation
69     as one of it major values. On the other hand, the newly appointed Portfolio
70     Management Board will enable research and development activities to be fully
71     focused on achieving pharmaceutical goals. While the implementation of designed
72     solutions is underway, the organisational model will be further developed in
73     accordance with a previously defined transitional plan until the new organisational
74     model is fully implemented. </p>
75     <p>Commenting on the new strategy and organisational structure, Zeljko Covic,
76     President of PLIVA’s Management Board said: “PLIVA has shown its willingness
77     to change, accepting capability to change as an asset that distinguishes successful
78     companies. Even though PLIVA has good financial results and keeps strengthening
79     its growth, the company has decided to undertake a significant business restructuring
80     process because the management wants to ensure all the preconditions for long-term
81     sustainable development, which in concrete terms means equipping the company
82     to be able to acquire new skills for the 21st century. I believe that the new
83     strategy and new organisational model will define PLIVA as a company whose major
84     activities are focused on further strengthening its core-business - pharmaceuticals.
85     This will enable PLIVA to become a fully integrated company that can continue
86     to increase shareholders’ value.” </p>

  ViewVC Help
Powered by ViewVC 1.1.26