Stakeholder, Funding and Value - BAP 61

Added on - Mar 2020

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Running head: STAKEHOLDER, FUNDING AND VALUEStakeholder, funding and valueName of the studentName of the universityAuthor note
2STAKEHOLDER, FUNDING AND VALUETable of ContentsIntroduction................................................................................................................................41.Value and the value creation...................................................................................................5Balance scorecard of Hikma Pharmaceuticals.......................................................................52. Mendelow’s Matrix:.............................................................................................................11Key stakeholders:.................................................................................................................11Priority structure and strategy..............................................................................................11Organisational objectives:....................................................................................................12Persons involved in the value creation process....................................................................12Recipient of the value created by the organisation..............................................................13Evaluation with the help of Mendelow’s Structure:............................................................14Figure 1: The Mendelow’s matrix structure.............................................................................143. Financial analysis.................................................................................................................16Ratio analysis.......................................................................................................................16Debt finance as an option of finance....................................................................................174. Value created by the organization through EVA model......................................................18Calculation of CAPM...........................................................................................................18Calculation of WACC..........................................................................................................18Calculation of EVA..............................................................................................................19References:...............................................................................................................................20
3STAKEHOLDER, FUNDING AND VALUEHikma Pharmaceuticals PLCIntroductionHikma Pharmaceuticals is the multinational company from London that manufacturesthe non branded as well as branded in-licensed and generic pharmaceuticals products. Thecompany was established in Amman, Jordan during 1978 bt Mr. Smith Darwazah. Thecompany is listed under the London Stock Exchange and the constituent of FTSE 250 Index.Building the ethical heritage for the last 30 years, their values are mainly based upon the waythey conduct their business. The company is committed towards improving the life of thepeople through the existing products and differentiated as well as extensive pipeline. Theirmain objective is to deliver their patients with affordable, better quality medicines in themajor therapeutic segments. Their vision is to construct Hikma into the leading companies forspeciality pharmaceuticals with the global presence. Through the strategic acquisitions andorganic growth they expected to continue for developing and maintaining the high level ofresponsibility and ethics that are the main factors of their operation (Hikma.com 2017).The company acts with honour and honesty without compromising with the truth andhold the people accountable for maintaining highest performance standards. Showing theconsideration for each other, recognizing each other’s expectation, needs and differenceamong themselves are the main motto of the company. Further, they maintain accountability,openness and transparent communication at the operation level, which in turn, allow them tocarry on their operation openly and clearly that makes it easier for others to observe theperformance of the company.
4STAKEHOLDER, FUNDING AND VALUE1.Value and the value creationBalance scorecard of Hikma PharmaceuticalsThe balance scorecard is the performance metric that is used under the strategicmanagement for improving and identifying different internal factors of the business and theresulting outcomes from the external sources. It is utilized for measuring and providingfeedback to the organizations (Fürstet al. 2014). The collection of data is important forproviding the quantitative results as information collected are analysed and interpreted by theexecutives and managers and are used to make organizational decisions.The balanced score card is prepared for reinforcing the good behaviours in theorganization through isolating 4 different segments that are to be evaluated. Four segmentsare also called as the legs and include business processes, finance, customers and learningand growth. Further, it is prepared to achieve the goals, initiatives, measurements andobjectives that are the outcomes from these four major activities of the business (Boscia andMcAfee 2014). The organizations easily can recognize the factors with regard to theperformance of the company, and the strategic changes that are identified by the futurescorecards. With the help of the balanced scorecard, the company as a whole is analysedwhile looking at the objectives of the company. The organization can use balanced scorecardfor implementing the strategy mapping for identifying the areas where value is added in theorganization. The organization may also utilize the balanced scorecard for developing thestrategic initiatives and the strategic objectives (Sainaghi, Phillips and Corti 2013).Data is gathered and broke down from four parts of a business. To begin with,learning and growth are dissected through the examination of preparing and informationassets. This first leg handles how well data is captured and how viably workers use the data tochange over it to an upper hand over the business. Second, business processes are assessed by

Finally, they maintain accountability, openness, and transparent communication at the operational level, allowing them to carry on their operations openly and clearly, making it easier for others to observe the company's performance.

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