External Factors Affect On Organisations | Case Study

External Factors Affect On Organisations | Case Study External factors have an immediate effect on an organizations planning. Marketing a product takes thorough planning. Managers organize ideas on where to market a product that provides benefits to other countries. Leading globalization can be difficult because other countries may not want to use a product they are unfamiliar with. Therefore, a thorough explanation of why a product would be beneficial in another country is very important (Moon, 2010). The cell phone for instance has brought forth much controversy. Rates, service areas for Internet, communication, contractual agreements, and a wide range of other issues have been broad topics for subscribers of cell phones. To control globalization, cell phone providers must have management teams that extend enough information about products to other countries to determine if the product is marketable around the globe (Moon, 2010). Information is organized through technology; via Internet so customers are better informed regarding price, and other vital information before purchasing. Innovative technology has brought forth social networking sites. Companies such as Google have created blog forums where customers can share thoughts about a product hence, making others aware before purchasing. 1.2.the needs and Expectations of stakeholders in orchid The board of Piramal Healthcare has approved the spin-off of the New Chemical Entity (NCE) from Piramal Life Sciences, reports CNBC-TV18. The unit will then be merged with parent. According to the company filing with BSE, shareholders will be issued one fully paid up equity share of Rs 2 of parent Piramal Healthcare for every four shares of Rs 10 held of Piramal Life Sciences. Investment in NCE research calls for sharper research focus, longer time horizon and higher risk appetite, said a press release. CNBC-TV18 had earlier reported about how Piramal Health is more poised to take the risks arising from the drug discovery business than Piramal Life Sciences. This demerger is expected to be completed in six months, Ajay Piramal was quoted as saying. Piramal hopes, ultimately, to re-absorb Piramal Life Sciences back into the company. According to CNBC-TV18, long-term strategies of the company include hiking capacity in active pharmaceutical ingredients segment and formulations business. 1.3. major changes taking place in the external environment it affects stretegy This process is most applicable to strategic management at the business unit level of the organization. For large corporations, strategy at the corporate level is more concerned with managing a portfolio of businesses. For example, corporate level strategy involves decisions about which business units to grow, resource allocation among the business units, taking advantage of synergies among the business units, and mergers and acquisitions. In the process outlined here, company or firm will be used to denote a single-business firm or a single business unit of a diversified firm. Once the firm has specified its objectives, it begins with its current situation to devise a strategic plan to reach those objectives. Changes in the external environment often present new opportunities and new ways to reach the objectives. An environmental scan is performed to identify the available opportunities. The firm also must know its own capabilities and limitations in order to select the opportunities that it can pursue with a higher probability of success. The situation analysis therefore involves an analysis of both the external and internal environment. The external environment has two aspects: the macro-environment that affects all firms and a micro-environment that affects only the firms in a particular industry. The macro-environmental analysis includes political, economic, social, and technological factors and sometimes is referred to as a PEST analysis. 2.1. Appropriate Tools to analyse Current business Plan What next? This is the question on the minds of the shareholders. We have drawn up a growth blueprint for the company, segregated into short and medium-term business drivers focusing on ramping up of the existing business verticals, creating front-end marketing organisations and entering new high-growth product segments. In the short term, we have identified key areas which will drive business growth for your company. We will cater to the API needs of Hospira and other global innovators in addition to our regular API and formulation sales in the emerging markets. We will strengthen our geographical presence in key regulated markets like the US, Europe and Japan. Currently, we are marketing around 10 products in the oral cephalosporins segment and 5 products in the NPNC (Non-penicillin, Non-cephalosporin) segment. Your company will further strengthen its product basket for catering to these markets. Our focus on acquiring front-end marketing companies possessing infrastructure, people, product registrations and approvals will augur well in the medium term. Our product pipeline in the regulated markets will be filled with our own molecules, ANDAs and in-licensed products. This will help us strengthen our product basket and maximise and internalise value which was earlier shared with our marketing partners. 2.2.Orchid Chemicals in its current market Since inception, your company established a strong foothold in niche therapeutic segments which are relatively uncluttered due to the inherent technical complexity. In doing so, your company grew in size and is now a global name in its operating domains. In recent times, your companys performance in the global and domestic markets could not translate into robust growth for the company and superior shareholder value creation. This was primarily owing to the sizeable debt burden which weighed heavy on your companys profitability. With the debt levels coming down and with a strong growth strategy in place, this is set to change going forward. My fellow shareholders may have a number of apprehensions about the future of the company 2.3.competitive strength and weakness e expect strong year-on-year growth over the next three years by focusing on the non-penicillin, non-cephalosporin (NPNC) segment where we possess a strong basket of over 73 products spanning diverse therapeutic areas. We possess marketing alliances in the US and Europe with prominent players such as Actavis, North Star and Alvogen for 31 NPNC products. We also expect to capitalise on Para IV opportunities; our 8 Para IV FTF filings provide a revenue potential of about US$ 80 Mn. A favourable outcome in any patent challenge litigation could result in our being awarded the 180-day exclusivity. 3.1. strategic options What next? This is the question on the minds of the shareholders. We have drawn up a growth blueprint for the company, segregated into short and medium-term business drivers focusing on ramping up of the existing business verticals, creating front-end marketing organisations and entering new high-growth product segments. In the short term, we have identified key areas which will drive business growth for your company. We will cater to the API needs of Hospira and other global innovators in addition to our regular API and formulation sales in the emerging markets. We will strengthen our geographical presence in key regulated markets like the US, Europe and Japan. Currently, we are marketing around 10 products in the oral cephalosporins segment and 5 products in the NPNC (Non-penicillin, Non-cephalosporin) segment. Your company will further strengthen its product basket for catering to these markets. 3.2. comparative understanding of an activity The performance of your company in the first quarter of the current financial year reflects the start of a robust growth journey. Going forward, your company is well poised to ramp up its API and formulations business based on specific product-market contracts and regulatory filings which will help spread the growth canvas wider. We entered into an out-licensing and distribution agreement with the US-based pharma major Alvogen for marketing 8 oral non-antibiotic generic formulations in the US market. These products cater to the high-growth therapeutic segments of CNS and osteoporosis, among others and have a cumulative addressable market size estimated at USD 8 billion. Your company also recently acquired Karalex Pharma, LLC, a US-based generic marketing and sales services company through an all-cash deal for creating a front-end presence in the US market to deliver generic products to the US customers directly. Karalex Pharma is a leading provider of generic pharmaceuticals, focused exclusively on the US healthcare market. 3.4. future organizational strategy Our focus on acquiring front-end marketing companies possessing infrastructure, people, product registrations and approvals will augur well in the medium term. Our product pipeline in the regulated markets will be filled with our own molecules, ANDAs and in-licensed products. This will help us strengthen our product basket and maximise and internalise value which was earlier shared with our marketing partners. 4.1. participation from all stake holders I take the opportunity to thank the Central and State governments, financial institutions, public and private sector banks, government agencies and non-government institutions for extending their support in your companys growth and development. 4.2. potential options for strategy plan I thank your companys valued business stakeholders namely vendors, customers, strategic alliance partners and business associates for their exceptional support during difficult times, in accomplishing our business plans. Most importantly, I acknowledge the critical role played by the employees whose contribution to your companys business growth has been paramount. On behalf of the Board, I would like to thank all the shareholders for their unstinted support in helping your company enhance its technological and business strengths and remain on the growth path. 4.3.strtegy plan includes resorce implication: n the API (Active Pharmaceutical Ingredients) segment, your company increased its cumulative US DMF filing count to 82. The break-up of the total filings is: 30 in the cephalosporin Segment, 39 in NPNC segment, 2 in the betalactam segment and 11 in the carbapenems segment. The cumulative filings of CoS (Certificate of Suitability) for the European market stood at 20 which includes 13 in cephalosporin segment, 6 in the NPNC segment and 1 in the betalactam segment. With a robust product development pipeline, your Companys filing and approval count is poised to increase in the coming months and quarters. 5.1. organizational Values: Most organisations are mostly driven by strategies. We are also driven by values. Corporate Social Responsibility Respect for the Individual Excellence Innovation Value for Stakeholders 5.2 vission and mission statements: Vision Enriching Lives through Innovation in Healthcare Mission Discovery to Delivery Orchid is a vertically integrated pharmaceutical company with established research, manufacturing and marketing capabilities across multi-therapeutic domains. We successfully leverage our penchant for science and technology to create niche products and manufacturing platforms leading to attractive growth. 5.3. Future Management Objrctive: Innovation drives growth. Sensitive to market needs and committed to innovation, here at Orchid we focus on niche product manufacturing platforms, combining cutting-edge technology and the best minds in the business. Valuing People We value individuality and creativity. Our unique People and Process Paradigm helps achieve the twin objective emphasis on regulatory and compliance on one hand, while fostering innovation and creativity on the other. Peak Performance We seek to build a sustainable organisational eco-system where one is constantly motivated to attain new heights and empowered to discover new avenues for growth. Quality Quality has always been a strong part of Orchids proposition. Our quality initiative covers all aspects including product quality, operational quality, environmental quality and finally a good quality of life for our people. Harmony with Society We seek to balance environmental impact and economic interest in all our business activities. Committed to the development of the society, culture and economy, we dutifully observe laws; demonstrate high ethical standards and endeavour to preserve the environment. 5.4. Evaluating Stretegy Plan Government: It has the mechanics to receive and document the needs of society. It also has the legislative and administrative power to take forward development programs. Industry: It has the strength of technology and managerial skills required to identify solutions and execute projects in a time-bound manner. NGOs and other Institutions: They penetrate deep into the community to propagate ideas and act as a vibrant feedback mechanism. We have always believed that enhancing the social well-being of individuals would add a lot more meaning to our overall business existence. Caring for the people and the community has therefore been an important facet of our business philosophy. We are happy that we have influenced the lives of several people in the vicinity of our facilitates through the several initiatives and programmes undertaken by the Trust. 6.1. Schedule for implementing stretgic planning Our oral non-cephalosporin formulations facility specialises in the manufacturing of nutraceutical products. The facility produces a range of dietary supplements for the advanced markets. Many other high-value products like anti-diabetics, cardio vascular drugs (CVS), anti-depressants and anti-epileptics are manufactured in this facility to cater to the emerging markets. 6.2. To gain commitment from stake holders We have a long tradition of successful collaborations. Our approach to partnerships has been path-breaking and successful in the Indian pharmaceutical industry in terms of product and market coverage and leveraging each others partnership strengths. They are an essential and integral part of our research and business strategy. Every day, we commit ourselves to aligning our capabilities with business opportunities and everything we do is based on being easy to work with to ensure mutual success. We continuously engage in new projects to aid technology development, development of new molecules, chemical process enhancement and innovative drug delivery systems development 6.3.monitoring the evaluation system for the implementation of a strategy plan rchid has emerged as a full-fledged pharmaceutical corporation with end-to-end connectivity from discovery to delivery. Each alliance we build is based on a shared vision with well-defined goals and objectives. We have the ability to leverage and represent our entire portfolio of products and services based on their core competencies, partner great models, build and sustain operations. By pooling the talents of our science and business teams, we have engaged in numerous collaborations with a range of companies and research institutions. We look to build upon our existing strengths as well as to create new areas of expertise. Lab Report: Heat Capacity Ratio For Gases Lab Report: Heat Capacity Ratio For Gases Jekathjenani Ratnakumaran Introduction: Heat capacity of gases is the amount of heat required to increase the temperature of one mole of the gas through one degree Celsius at constant pressure or volume. Heat capacity at constant pressure (Cp), the volume will increase and heat capacity at constant volume (CV), the pressure will increase. The main physical properties of gases are compressed in the state, expand themselves to fill the entire containers, and thus obeys the second law of thermodynamics. It occupies more space, compare to liquids and solids. Gases has no fixed shape. The physical state of the gases can be defined by, PV = nRT P- pressure of the gas, V- Volume of the gas, T- Temperature of the gas, n- number of moles of the substance present on the gas and R- Gas constant. The purpose of this study is to determine the value of the heat capacity ratio, ÃŽ ³ = Cp/CV for giving gases such as argon, oxygen, nitrogen and nitrous oxide using adiabatic expansion. This experiment is mainly based on measuring the pressure of the gases. Pressure can be measured by the force applied by the collision of the molecules or atoms with the surface or the walls of the tube. Pressure is measured in psi (Pounds per Square Inch) unit using manometer (P.Atkins et al, 2008). At room temperature, nitrogen is a colorless diatomic molecule of gas. It occupied 78.09% of earths atmosphere. Nitrogen occurs in all living organisms and about 3% of nitrogen are available in human body. Similarly, oxygen is a colorless, diatomic molecules and occupied about 20.95% earths atmosphere. Its a highly reactive organic element and also it plays an important role in the respiration mechanism. Argon is another important gas, also called as inert gas as it is stable. It occupied about 0.93% of earths atmosphere and its colorless, nontoxic element. Nitrous oxide is a colorless, nonflammable gas and also known as laughing gas. It also takes place in the earths atmosphere as it is produced by the bacteria in the soil and ocean. Adiabatic expansion is the process which takes place with no transfer of heat between the system and surroundings. The ratio, ÃŽ ³ will be compared with the theoretical value. Using the adiabatic expansion, three states of gas such as before the expansion (P1), immediately after expansion (P2) and after returning to room temperature (P3) can be observed. Based on these values, the heat capacity ratio can be determined. The ratio of heat capacity can be calculated using the following formula, ÃŽ ³ ratio of heat capacity Cp- heat capacity at constant pressure Cv- heat capacity at constant volume Methods: This experiment was conducted by following the procedure given in the laboratory manual by the department of chemistry, Trent University. Related questions Answers: Ideal gas law, PV = nRT As the density, Ï  = m/V, the density can be calculated using the above equation, Ï  = PM / RT P = Pressure; M = Molar mass; R = gas constant; T = Temperature For Nitrogen, P = 14.476 psi = 1.018 kg/cm2 T = 22 0C = 295 K M = 0.028 Kg /mol R = 8.314 Jm3/Kmol = 84.784 x 10-6 m3 kg/cm2.K-1mol-1 Using the above calculation method, density of remaining gases was calculated. For oxygen, Ï  = 1.301 Kgm-3 For argon, Ï  = 1.595 Kgm-3 For nitrous oxide, Ï  = 1.790Kgm-3 PV = nRT P = 14.550 psi = 0.9900 atm V = 30 L R = 0.08206 Latm/Kmol T = 295K n = 1.227 mol Molecules = n x 6.022 x1023 = 7.389 x 1023 molecules the carboy holds under prevailing laboratory conditions. For nitrogen, Collision frequency of molecules of nitrogen can be calculated using the following formula, N = 6.022 x 1023/ mol A = 0.60 m2 P = 0.985 atm = 99808.5066 pa R = 8.314 J/K mol = 8.314 Kg m2 /s2 K mol M = 28 g / mol = 0.028 Kg/mol T = 295 K Z = 1.736 x 1027 s-1 Results: Table 1 represents the observations and reading of pressure obtained for the Argon, Oxygen, Nitrogen and Nitrous Oxide. The unit of pressure is recorded in psi. Figure 1 represents the heat capacity ratio of the given gases: nitrogen, Oxygen, Argon and Nitrous Oxide. Data Analysis Calculations: For Nitrogen: ÃŽ ³1 = 0.02773 / 0.02111 = 1.3134 Mean value Nitrogen, ÃŽ ³ = (ÃŽ ³1 + ÃŽ ³2 + ÃŽ ³3) / 3 = (1.3134 + 1.2476 + 1.2834) / 3 = 1.2814 Discussion: The experiment was conducted with careful consideration to get the result as close as to the real value. However, due to the some experimental error involved in this experiment, the calculated values are not close to the literature value. The calculated heat capacity ratios for the given gases: nitrogen, oxygen, argon, and nitrous oxide are 1.2815, 1.0248, 1.4268, 1.0163 respectively. The literature heat capacity ratio values are 1.4000 (nitrogen), 1.6667 (argon), 1.4000 (oxygen) and 1.3100 (nitrous oxide) (P.Atkins et al, 2008). Figure 1 represents the heat capacity ratio of the given gases. Based on the graph shown on figure 1, heat capacity ratio of oxygen and nitrous oxide are lower than the nitrogen and argon. In comparison with the literature value, nitrogen and argon are closer to the calculated heat capacity value. However, the calculated percentage error is 8.46% and 14.4% respectively. In the case of oxygen and nitrous oxide, calculated value more deviated from the literatu re value and the calculated percentage error are 26.8% and 22.42% respectively. These differences between the calculated and literature value heat capacity ratio value occurred due to the experimental error. Equipments used in this experiment were used by the previous batch. As the experiment was conducted using the pre setup equipments, there might be an error in the flow of gases through the tubes. Due to these occurrences, there might be changes in the pressure. Since the flow rate of gases are in larger amount, it could have heavily affected the final results. Gas leak is one of the major concern which lead to decrease in pressure and affected the result. Moreover, the adjustment made at the flow rate of gases also might be lead to the error in the heat capacity value. As the digital manometer is open ended to the atmosphere, there might be an error due to the unstable atmospheric pressure. Furthermore, due to the weather condition (winter), temperature and pressure changes and might not favored to conduct the experiment. Conclusion: In conclusion, the heat capacity ratio of nitrogen, oxygen, argon and nitrous oxide were calculated using the adiabatic expansion. In order to get accuracy of result, the precision can be improved by more attention on the experimental procedure and handling the equipments. Also, accurate result can be made by observing the measurements such as notifying the pressure of gases and units in a proper manner. References K.Lunder et al (1999); Heat Capacity Ratios For Gases: The Sound Velocity Method, Physical Chemistry 301, Augustana College P. Atkins and J. de Paula, Atkins’ Physical Chemistry, 8th ed., W. H.Freeman and Co., New York (2006).