1,722,446 research outputs found
Sanofi-aventis R&D Alliance Conference
No full text부록: 1. 국문 신청서 양식 - 2. 영문 신청서 양식설명회자료: "Sanofi-aventis R&D Alliance Conference" (2009.6.16)1. 사노피-아벤티스의 연구개발 전략 소개
2. 사노피-아벤티스의 임상연구 동향 및 한국 활동계획
3. 사노피-아벤티스의 백신 개발 동향
4. Global Alliance Project with sanofi-aventis(GAP-SA) 소개
5. GAP-SA 예비심사(screening) 기준
6. 사노피-아벤티스의 외부 혁신 전략 및 GAP 선별 기
CSR Report
Get PDFNo s'actualitza més aquest registre.Altres títols : Sustainability report Sanofi-Aventis, Sustainable development repor
Analysis of a corporate culture at Sanofi-Aventis LLC.
No full textCílem bakalářské práce je popsat a analyzovat stav podnikové kultury ve společnosti Sanofi-Aventis s.r.o. Porovnáním s teoretickými znalostmi, analyzovat sdílení podnikové kultury zaměstnanci společnosti. Najít slabé stránky ve struktuře společnosti a snažit se navrhnout opatření pro jejich nápravu.The theme of this bachelor work is the problems of an entrepreneurial culture in the fast enterprize Sanofi-Aventis LLC. The questions of a corporate culture are developed in this work. Itś described the origins and the development of a corporate culture. And as corporate culture affests Sanofi – Aventis, it´s employees, it´s investors and it´s customers.Katedra dopravního managementu, marketingu a logistikyDokončená práce s úspěšnou obhajobo
Inköpsfunktionens interna strategiska betydelse : En fallstudie av Sanofi-Aventis inköpsfunktion
No full textDenna uppsats har till syfte att beskriva och analysera läkemedelsbolaget Sanofi-Aventis inköpsfunktions interna strategiska betydelse. Efter eget intresse och ett behov från Sanofi-Aventis sida med en utomstående betraktare genomförde vi denna studie. Studien har genomförts genom intervjuer, genomgång av litteratur och analys av tidigare forskning samt ett frågeformulär. Inköpsfunktionen har idag en alltför låg intern strategisk betydelse inom Sanofi-Aventis. Detta beror på en rad olika faktorer inom olika områden, såsom; relationerna till leverantörerna, de inköpta tjänsternas karaktär, inköpsprocessen samt inköpsfunktionens struktur. För att stärka denna funktions betydelse krävs ytterligare åtgärder. Dessa åtgärder innefattar bland annat en klassificering av leverantörsbasen, en större involvering från ledningen samt en implementering av en intern benchmarking
Inköpsfunktionens interna strategiska betydelse : En fallstudie av Sanofi-Aventis inköpsfunktion
No full textDenna uppsats har till syfte att beskriva och analysera läkemedelsbolaget Sanofi-Aventis inköpsfunktions interna strategiska betydelse. Efter eget intresse och ett behov från Sanofi-Aventis sida med en utomstående betraktare genomförde vi denna studie. Studien har genomförts genom intervjuer, genomgång av litteratur och analys av tidigare forskning samt ett frågeformulär. Inköpsfunktionen har idag en alltför låg intern strategisk betydelse inom Sanofi-Aventis. Detta beror på en rad olika faktorer inom olika områden, såsom; relationerna till leverantörerna, de inköpta tjänsternas karaktär, inköpsprocessen samt inköpsfunktionens struktur. För att stärka denna funktions betydelse krävs ytterligare åtgärder. Dessa åtgärder innefattar bland annat en klassificering av leverantörsbasen, en större involvering från ledningen samt en implementering av en intern benchmarking
Technology evaluation: VEGF Trap (cancer), Regeneron/sanofi-aventis
No full textSanofi-aventis (formerly Aventis) and Regeneron are developing systemic VEGF Trap, a soluble decoy receptor comprising portions of VEGF receptors 1 and 2, for the potential intravenous/subcutaneous treatment of cancer. © The Thomson Corporation
Technology evaluation: VEGF Trap (cancer), Regeneron/sanofi-aventis
No full textSanofi-aventis (formerly Aventis) and Regeneron are developing systemic VEGF Trap, a soluble decoy receptor comprising portions of VEGF receptors 1 and 2, for the potential intravenous/subcutaneous treatment of cancer. © The Thomson Corporation
Pharmaceutical product launching: a Sanofi-Aventis report
Get PDFThis internship report is submitted in a partial fulfillment of the requirements for the degree of Bachelor of Business Administration,2014.Cataloged from PDF version of Internship report.Includes bibliographical references (page 32).For a country like Bangladesh, pharmaceutical sector is a great success story. The market is growing in a spectacular rate. In just five years (from 2010 to 2014) the size of the market almost doubled. Competition is fierce in the market, but since growth potential is still there the pharmaceutical companies are exerting their best effort to gain more market share and be a part of the growth. Sanofi-Aventis Bangladesh Limited is no exception. Along with other strategies like bringing up their own research product to Bangladesh market, they are also trying to win greater share of the generic market. Launching dermatological product portfolio was a decision in congruence to their growth policy. This report was prepared as an internship report to fulfill the program completion requirement of the BBA Program at BRAC University and the training work was done in Sanofi-Aventis Bangladesh Limited. In the training program, firsthand experience was gained regarding pharmaceutical product launch by working in the derma portfolio launching project. The intention of the internship training was to obtain some real world experience by working in a practical environment. Pharmaceutical marketing is a delicate task, product launching is even more. It is such a complex task that, for every marketer in the pharmaceutical sector it’s a challenging experience. The Inter-departmental nature of the jobs makes it extremely interactive. The product manager has to manage so many stakeholders that he has to be very careful about maintaining the balance. Beginning from the initial market analysis and profit-loss analysis, thorough subjective and objective decision making capabilities are required. Meeting the deadline is always important but it becomes more so in case of product launching. An efficient communication line has to be maintained between the backward linkage stakeholders (supply chain & production) to the forward linkage stake holders (distribution & sales). Also the task of managing external stakeholders, like vendor management, is involved in many steps of launching. The task of launching a pharmaceutical product is critical in the sense that, for the company, it is a step forward to capitalize growth opportunities. Launching is also a critical experience for a product manager: it requires interaction with almost every department of a pharmaceutical company. This is probably the best way of getting an in-depth understanding of the pharmaceutical marketing job. Being involved in the product launch procedure at Sanofi-Aventis Bangladesh Limited was an enriching experience.Safat HasanB. Business Administratio
Factors Relevant to Intellectual Capital Management from the perspective of the Resource Based View (RBV): A Study Based on the Perception of Managers of Sanofi Aventis Brazil
Get PDFAssuming that intellectual capital has a central role in generating wealth of business and the economy as a whole, this study sought to investigate what is the perception of managers of Sanofi Aventis Brazil on the concept of intellectual capital and the factors that are relevant to performing its management from the perspective of resource-based view (RBV) line with its economic environment, which is one of the pharmaceutical industry. The study, exploratory and descriptive nature, was developed with the managers of Sanofi Aventis Brazil has adopted the strategy to search a single case study supported by a protocol, so it is a snip of a larger study that sought to know the management of intellectual capital in this industry. Data were collected through interviews, were treated by the technique of content analysis. The analyzes carried out within the context of Sanofi Aventis helped confirm that the most relevant factor for the management of intellectual capital in the company is managing the process, the feeling of control and evaluate your investment returns through the use of indicators. However, given the context analyzed, one can infer that although Sanofi Aventis managers realize the importance of intellectual capital management, they do not have tools that help them in this process, since the area of controlling the company has not yet developed evaluation indicators of intellectual capital. Therefore decisions regarding the management of intellectual capital at Sanofi Aventis are still performed in an intuitive manner
- …
