To see the other types of publications on this topic, follow the link: Yardley and Company Ltd.
Journal articles on the topic 'Yardley and Company Ltd'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Yardley and Company Ltd.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Fox, David. "EQUITIES TO RESCIND AND INTERESTS UNDER RESULTING TRUSTS." Cambridge Law Journal 59, no. 3 (November 16, 2000): 421–71. http://dx.doi.org/10.1017/s0008197300280203.
Full textAbstract:
Twinsectra Ltd. v. Yardley [1999] Lloyd’s Rep. Bank. 438, a unanimous decision of the Court of Appeal, illustrates the various liabilities of a fiduciary who obtains money by a fraudulent misrepresentation. Apart from liability at law for deceit, he may be liable in equity as a resulting trustee or the claimant may rescind the transaction for fraud. This note asks how real the differences are between these two equitable means of reversing the unjust enrichment of the fiduciary.
2
Reid, Jim. "Company Profile: Sistemic Ltd." Regenerative Medicine 8, no. 5 (September 2013): 549–52. http://dx.doi.org/10.2217/rme.13.58.
Full text
3
McCarthy, Alun. "Company Profile: PGXIS Ltd." Pharmacogenomics 12, no. 9 (September 2011): 1253–56. http://dx.doi.org/10.2217/pgs.11.87.
Full text
4
Telaranta-Keerie, Aino, and Berwyn Clarke. "Company Profile: Lab21 Ltd." Pharmacogenomics 13, no. 13 (October 2012): 1453–57. http://dx.doi.org/10.2217/pgs.12.135.
Full text
5
Pedain, Antje. "DISHONEST ASSISTANCE: GUILTY CONDUCT OR A GUILTY MIND?" Cambridge Law Journal 61, no. 3 (December 11, 2002): 499–544. http://dx.doi.org/10.1017/s0008197302321706.
Full textAbstract:
Chancery lawyers have for many years awaited a definitive House of Lords ruling on the mental element required to make strangers to a trust liable for knowing or dishonest assistance in a breach of trust, and for knowing receipt of trust property. The appeal in Twinsectra Ltd. v. Yardley [2002] UKHL 12, [2002] 2 All E.R. 377 provided the opportunity for resolution of the issue in the former case but not the latter; the degree of knowledge required for a knowing receipt claim remains for final determination on another occasion.
6
Lay, H. T. "Ibiden Company Ltd, Ogaki, Japan." Microelectronics International 7, no. 2 (February 1990): 40–42. http://dx.doi.org/10.1108/eb044415.
Full text
7
Leung, Alicia, Amy L. Y. Wong, and Michael N. Young. "Global Information Technology Company, Ltd." Asian Case Research Journal 12, no. 01 (June 2008): 129–40. http://dx.doi.org/10.1142/s0218927508001060.
Full textAbstract:
This case presents a scenario that pertains to the effective management of human resources in a Chinese cultural context where guanxi and face are of considerable importance. It depicts actual situations in detail, but the names of the organization and participants have been disguised at the request of the interviewees. The scenarios deal with issues of managerial appointments, promotion, husband-wife team in an organization, threat of resignation, effective leadership and achievement of subordinate respect and performance. Human resource management in China often requires a different approach from that espoused in the Western literature that currently dominates orthodox management theory. With China's growing economic power and the numerous foreign joint ventures in China, examining the cultural differences provides important insights for understanding the ways in which the norms and informal rules in general, and face and harmony in particular, function in Chinese organizations.
8
Sinclair, Andrew. "Rossetti Marketing Ltd V (1) Diamond Sofa Company Ltd (2) Solutions Marketing Ltd." European Law Reports 16, no. 2 (March 1, 2012): 249–74. http://dx.doi.org/10.5235/109132912799939448.
Full text
9
Sheffield, Leslie J., and Edith Rogers. "Company Profile: GenesFX Health Pty Ltd." Personalized Medicine 8, no. 4 (July 2011): 397–400. http://dx.doi.org/10.2217/pme.11.40.
Full text
10
Divekar, Rajiv Gopalkrishna, Pradnya Vishwas Chitrao, and Pravin Kumar Bhoyar. "Millennium Company Ltd: overcoming tough times." Emerald Emerging Markets Case Studies 4, no. 5 (October 8, 2014): 1–5. http://dx.doi.org/10.1108/eemcs-03-2013-0024.
Full textAbstract:
Subject area Strategic marketing, Downturn, Optimal utilisation of minimal resources, Consolidating profitability, Focus shift from features to benefits and cost savings. Study level/applicability Management students who have knowledge of basic concepts of management discipline to derive the maximum benefit and understand the applicability; budding entrepreneurs; middle- and senior-level executives in an executive development program; people running family-owned businesses. Case overview In 2008-2009, the Indian manufacturing sector was facing stiff competition from China on account of the latter's ability to provide cheap labour and handle large volumes. The 2008-2009 economic down turn saw consumers cut down on their requirements with manufacturing companies getting fewer orders. Manufacturing companies therefore adopted the principle of optimal utilisation of minimal resources. Millennium Company Ltd (MCL) also succeeded in overcoming the 2008-2009 downturns through a shift in focus during the recession of 2009 from achieving pure revenue to consolidating its profitability. MCL is probably the only company in the world to have extensive expertise in both steam and control instrumentation. The dual expertise allows them to engineer industry-specific systems that focus on energy efficiency and utilities management for sectors as diverse as textiles, food processing, paper, power and chemicals etc. The company shifted its attention from features to benefits, cost savings, and profitability. MCL trained its people as to what to talk to whom. Today, MCL is a leader in India in process efficiency and energy conservation through technology tie-ups and focused investments in manufacturing and research. Expected learning outcomes The purpose of this case is to enable student managers to evaluate effectiveness of corporate strategies; make the student managers understand the resources–businesses–systems framework and the need for focused connection between these three through appropriate coordination and control mechanisms for a corporate strategy to deliver value; encourage students to apply their knowledge of Turnkey Projects, BCG/Porters/SWOT/Mackensys Model; encourage the students to research and find out how other companies in this field fared and what were the strategies adopted by them to overcome the recession and compete with MCL in a highly competitive market like that of India; and encourage student managers to go on field visits with the institute's help to similar organisations within the same city and if possible get live projects. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
11
Shearman, Jennifer, and Robert Pearce. "Spread Trustee Company Ltd v Hutcheson." Denning Law Journal 23, no. 1 (November 26, 2012): 181–91. http://dx.doi.org/10.5750/dlj.v23i1.369.
Full textAbstract:
EXEMPTING A trustee for gross negligenceCan an exemption clause exclude a trustee’s liability for gross negligence? That was the question which the Privy Council was required to consider in this appeal from the Guernsey Courts. Guernsey has developed substantial activities in finance and trusts, and now has legislation (the Trusts (Guernsey) Law 2007) creating a legal framework for this business. The legislative framework was first introduced in 1989, and amended in 1990. The effect of an exemption clause had never been considered in litigation in Guernsey prior to the introduction of legislation.
12
Anon. "Polymer Products from the Kaustik Company Ltd." International Polymer Science and Technology 29, no. 8 (August 2002): 1–15. http://dx.doi.org/10.1177/0307174x0202900801.
Full text
13
Socha, Błażej. "The Agency Problem in the Merger of Vistula & Wólczanka Ltd. and W. Kruk Ltd." Comparative Economic Research. Central and Eastern Europe 12, no. 3 (September 30, 2009): 133–47. http://dx.doi.org/10.2478/v10103-009-0017-4.
Full textAbstract:
The article discusses the behavior of company bodies and possible conflicts of interests occurring among them during company takeover. In this context, the insider management model, popular in Poland, is discussed. Its implications have been presented using the example of the merger between Vistula & Wólczanka Ltd. and W. Kruk Ltd.
14
Yamazaki, Yasunori. "Factory Tour of Mimaki Engineering Co. Ltd." International Journal of Automation Technology 2, no. 6 (November 5, 2008): 493–97. http://dx.doi.org/10.20965/ijat.2008.p0493.
Full textAbstract:
Mimaki Engineering Co. Ltd., founded in the city of Tomi, Nagano Prefecture in 1975 and listed on the JASDAQ Stock Exchange in 2007, is an up-and-coming company. At first, the company developed and manufactured the special order item like the electrical equipment unit, the chip mounter, and the automatic transfer line system, etc., which were the “Engineering” still remaining in the name of the company. The Company’s first ever original product was a pen plotter which made the best use of the servo technologies cultivated in earlier experiences in producing custom-made products. This then led to the development of cutting plotters that utilize cutters instead of pens. Knowledge gained on the needs and characteristics of the Company’s mainstay market seems to have opened the door to the later commercial success of the company. The product that has most influenced the direction of the company has been the large-size ink jet printer put on the market in 1996. The company, in order to meet the needs of sign graphics (the company’s mainstay market), has added new inks and technologies for large-sized printing to the fundamental ink jet technologies introduced by Epson, and in so doing has grown into a leading company in the field. Moreover, the Company has steadily prepared to advance into the field of industrial products with printing and cutting technologies applied to plastic plates, etc. and also into the textile and apparel field, in which printing is done on fabric. These technologies all provide main stay products for digital on-demand production, an innovative production method.
15
Vishwanath, S. R., and Vijaya L. Narapareddy. "Corporate governance scandal at Satyam Computer Services Ltd." CASE Journal 10, no. 1 (May 1, 2014): 68–81. http://dx.doi.org/10.1108/tcj-01-2014-0005.
Full textAbstract:
Case description The case highlights a $1.4 billion fraud committed by the founder of a NYSE listed, Information Technology Services firm in India. In response to the crisis, the Indian government appointed an interim board to find a strategic investor in the company. The case traces the events leading to the fall of the company. Students are asked to analyze the governance and intermediation failures, assess the financial position of the company and to estimate the intrinsic value of the company from an acquirer's perspective.
16
Sree, K. Sowmya, DR K. Balaji, and Dr Venkata Rangaiah. "Dividend Analysis At Kesoram Industries Ltd." Think India 22, no. 2 (April 18, 2019): 109–14. http://dx.doi.org/10.26643/think-india.v22i2.7985.
Full textAbstract:
The term dividend refers to that part of the profits of a company which is distributed amongst its shareholders. It may therefore be defined as the return that a shareholder gets from the company, out of its profits, on his share holdings. "According to the Institute of Charted Accounts of India" dividend is a "Distribution to shareholder out of profits or reserves available for this purpose"
17
Arlow, Ruth. "Lee v Ashers Baking Company Ltd and Others." Ecclesiastical Law Journal 21, no. 2 (April 12, 2019): 251–52. http://dx.doi.org/10.1017/s0956618x19000267.
Full text
18
Ahmed, Jashim Uddin, Anwar Sadat Shimul, and Shahid Hossain. "Azad Products (Pvt.) Ltd: The Challenges Ahead." Business Perspectives and Research 5, no. 1 (January 2017): 100–109. http://dx.doi.org/10.1177/2278533716671634.
Full textAbstract:
This case study investigates key competitive advantages, opportunities, and challenges faced by Azad Products (Pvt.) Ltd (hereinafter referred to as APPL)—a pioneer in printing service company of Bangladesh. Over the last three decades, the company has gone through the dynamics of ever-changing consumer tastes and preferences embraced with technological shifts. The company develops diverse products consisting of greeting cards, calendars, view cards, posters and so on. APPL is the first ever company in Bangladesh to bring forth a complete printing solution encompassing such a broad product categories. Its impressive list of products entails a myriad of strategic issues regarding supply chain activities, future expansion plan, and current challenges faced. After 35 years of its successful operation, now, APPL is considering a strategic plan for sustainable growth and market leadership in the coming years. This case is an effort to probe further into this promising company’s strategic elements and future potential.
19
S.R., Vishwanath, Kulbir Singh, Jaskiran Arora, and Durga Prasad. "Restructuring at Suzlon Energy Ltd." CASE Journal 13, no. 2 (March 6, 2017): 218–48. http://dx.doi.org/10.1108/tcj-05-2016-0035.
Full textAbstract:
Synopsis The case highlights the ambitious growth strategy of Suzlon, an Indian company specializing in non-conventional (wind) energy. In 2007, Suzlon announced the acquisition of REpower of Germany, one of the top wind power companies in the world. It issued zero coupon and coupon bearing foreign currency (US dollar) convertible bonds (FCCB) amounting to $760 million to finance the acquisition. These bonds were listed in Singapore. Due to deteriorating business conditions the company experienced a sharp decline in profitability and stock price resulting in a debt overhang. At the same time, the Indian rupee depreciated from INR44 to INR55 leading to losses on largely unhedged, foreign currency coupon payments. The company had to restructure its capital structure to escape bankruptcy. Since FCCB holders did not agree to restructure the terms of the instrument, the company had to turn to senior lenders to restructure debt. Eventually Suzlon had to sell-off REpower to reduce leverage. Research methodology The case is based on interviews of market intermediaries and published information. The information relating to the restructuring has been taken from the information statement filed with the Securities Exchange Board of India and the Stock Exchanges. The timeline of events were constructed from the information available in company press releases. Financial statements and other details are from the documents filed with the regulators and supplemented with the information available in Prowess database. The stock price and stock market index data are from the websites of Bombay Stock Exchange and the National Stock Exchange of India. Exchange rates, inflation and interest rates have been taken from Bloomberg and the Reserve Bank of India website. Valuation inputs like multiples are from Prowess database and security analyst reports. Sources of information are documented appropriately in the case and instructor’s manual. Although we interviewed the investment bankers involved in the restructuring we have not included any private information in the case to preserve confidentiality. Relevant courses and levels This case can be used in a corporate finance course or in a module on debt restructuring in a corporate restructuring course or in the financing module in an advanced corporate finance course or in an International Finance course. It can also be used to teach an integrated approach to valuation and financing in a valuation course. Theoretical bases The case highlights the rationale for issuing FX convertible debt, parity conditions in international finance and the use of alternate valuation models.
20
Mundhra, Ravi Prakash, and Saurabh Agarwal. "Gujarat NRE Coke Ltd.: Revival of Companies in Distress." Emerging Economies Cases Journal 3, no. 1 (June 2021): 35–45. http://dx.doi.org/10.1177/25166042211029135.
Full textAbstract:
The case study on Gujarat NRE Coke Limited is about a company that has been a pioneer in the metcoke industry. The company is the largest manufacturer of metcoke in India. This case study sets out the details of the company providing insight on its journey starting from its humble beginning to its glorious past to its present struggles. The case provides a picture of the economics of a company and how policy decisions of the government, changing global economic conditions and myopic legal and financial system prevailing in a country can change the fortunes of a high-flying viable company.
21
Syed, Jawad, and Junhua Wang. "Shanghai Silk Pharma Ltd: Employee Turnover." Asian Journal of Management Cases 15, no. 2_suppl (November 2018): S55—S67. http://dx.doi.org/10.1177/0972820118804969.
Full textAbstract:
This case highlights the issues of employee turnover and retention in a Chinese private sector pharmaceutical company. It discusses the reasons of high employee turnover and the company’s approach to retention. While the case shows that individual–company fit and individual–work fit affects voluntary turnover, it also highlights the importance of financial and non-financial incentives and measures to improve employee retention. It also discusses issues of high-power distance and guanxi that are unique to China. Overall, the case brings to light different organizational choices and strategies to address employee retention.
22
Alcock, Alistair. "IS IT TIME TO KILL OFF HAMPSHIRE LAND?" Denning Law Journal 26 (September 25, 2014): 214–33. http://dx.doi.org/10.5750/dlj.v26i0.928.
Full textAbstract:
In the early development of English Company Law it was doubted whether a company could be deemed to have the necessary “malice or motive” for most criminal and many tortious liabilities. This view was rejected by the Privy Council in Citizens’ Life Assurance Co Ltd v Brown, which led to the concept of a company having attributed to it personally (as against vicariously) the thoughts and actions of its “directing mind and will”. This was famously explained in a further House of Lords decision, Lennard’s Carrying Co Ltd v Asiatic Petroleum Co Ltd.
23
Tsai, Terence, Jonathan Lee, Catina Pui Pui Siu, Michael Chun-Fu Ma, Christianne Lam, and Meg Sze Ming Li. "ChemSafe (HK) Ltd." Asian Case Research Journal 07, no. 01 (June 2003): 17–42. http://dx.doi.org/10.1142/s0218927503000306.
Full textAbstract:
This case study explores the unique challenges confronting a small-sized Hong Kong enterprise in the wake of the "Green Revolution". The founder Mr. Peter Chan, possessed of a zest to protect the natural environment, sought to combine profit for the company with environmental protection. The science and technology behind the development of PestControl®, an organic and environmentally friendly pesticide, was clearly superior to that of its closest competition. However, despite an impressive growth rate in the 1990s, Chan was concerned about his firm's ability to sustain growth. The case is a classic example of entrepreneurship fighting for survival in a rapidly changing society.
24
He, Zheng, and Leida Chen. "Maipu Communication Technology Co., Ltd: challenges in innovation." CASE Journal 13, no. 3 (May 2, 2017): 414–37. http://dx.doi.org/10.1108/tcj-12-2015-0077.
Full textAbstract:
Synopsis This case traces through a 20-year history of a Chinese high-tech company, Maipu Communications Technology Company. Throughout the company’s growth, Maipu adjusted its innovation models in order to ensure that they remained compatible with corporate strategies, resources and external environments. However, as the company grew bigger, it was finding it more and more difficult to meet its innovation goals. Its current innovation model is a market-driven platform + distributed innovation. While Maipu has achieved some success under this model, it is faced with a myriad of challenges during the execution of the model. The key questions raised by this case are whether Maipu’s current innovation model is suitable for the company at this stage and how the innovation model should be adjusted to propel new innovation and growth opportunities for Maipu in this increasingly competitive market. Research methodology This case was a field research case. The authors paid three visits to Maipu Communications Technology Company, during which the authors conducted in-depth interviews with Mr Zhao, the Head of Maipu’s R&D and Innovation group, and several senior and functional managers of the company. Follow-up communication via telephone and e-mail was conducted to verify the accuracy of the written case. Relevant courses and levels This case is well suited for courses in the areas of strategic management, innovation management, high-tech management, entrepreneurship, and international business. The target audiences of the case are primarily MBA students, although this case can also be used in upper-level undergraduate business courses. Theoretical bases The theoretical basis for this case includes the following management theories: strategy formulation and strategy implementation, business-level and corporate-level strategies, enterprise life-cycle, corporate strategies at various stages of growth, patterns of innovation and applications, and implementation of innovation strategies.
25
Lim, Ghee Soon. "MobileOne Ltd (M1)." Asian Case Research Journal 08, no. 01 (June 2004): 107–31. http://dx.doi.org/10.1142/s0218927504000465.
Full textAbstract:
The present case documents how a young mobile phone company was built from scratch. A number of contingency factors contributed to the successful founding and growth of M1, including leadership, competitive strategy, technological development, customer service, shareholders' commitment, employee quality, community involvement, and industry regulation. Following M1's successful initial public offering in December 2002, management had to find new ways to sustain the M1 miracle. A number of new trends presented M1 with threats and opportunities, including new customer demands, 3G technology, and intertelco rivalry for the existing set of customers. This case is useful for assessing the conditions for successful start-up as well as examining strategies to maintain growth.
26
Christian, Natalis, Friendty Friendty, Alfredo Crisitiano, Angellyn Lim, and Uci Sufikat Maskat. "PERKEMBANGAN AKUNTANSI SINGAPURA SERTA ANALISIS FINANCIAL SHENANIGANS PADA BLUMONT GROUP LTD." Jurnal Ilmiah Akuntansi dan Bisnis 6, no. 1 (August 3, 2021): 84–95. http://dx.doi.org/10.38043/jiab.v6i1.3069.
Full textAbstract:
The development of accounting is related to manipulating financial performance. Accounting includes organizations, certification profession, and financial reporting standards in that country. Financial shenanigans is an action planned to manipulate the financial performance of a company which consists of seven categories. This article describes a comparison between the development of accounting for Indonesia and Singapore, and an analysis of seven financial shenanigans in manipulating financial performance Blumont Group Ltd, a business service company located in Singapore, where was involved in a case of very high new share price manipulation with two listed Singapore companies, Asiasons Capital Ltd and LionGold Corp Ltd in 2013. The research method explains based on facts in Singapore and the financial statements 2016-2020 of Blumont Group Ltd. The results explain that there isn’t evidence that the Blumont Group Ltd company does shenanigans one, two, four, five, six and seven, but was found to practice shenanigans three. Keyword: The development of accounting, Financial Shenanigan, Singapore, Indonesia, Manipulation.
27
Black, Gillian. "WS Karoulias SA v The Drambuie Liqueur Company Ltd." Edinburgh Law Review 10, no. 1 (January 2006): 132–40. http://dx.doi.org/10.3366/elr.2006.10.1.132.
Full text
28
Jaradat, Yazan M., and Maria Victoria U. Sy. "Organizational Communication Practices of Toc Glycol Company Ltd., Thailand." Procedia - Social and Behavioral Sciences 40 (2012): 122–27. http://dx.doi.org/10.1016/j.sbspro.2012.03.170.
Full text
29
MOGAMIYA, Makoto. "Activities of patent evaluation in RICOH IMAGING COMPANY, LTD." Journal of Information Processing and Management 57, no. 4 (2014): 243–50. http://dx.doi.org/10.1241/johokanri.57.243.
Full text
30
Handayani, Sri. "ANALISIS HUMAN CAPITAL READINESS PADA PERUSAHAAN PERDAGANGAN INDONESIA (PERSERO)." Indonesian Journal of Accounting and Governance 1, no. 2 (December 1, 2017): 34–57. http://dx.doi.org/10.36766/ijag.v1i2.14.
Full textAbstract:
This research aims to review the gaps between human capital employed and the actual needs of PT. PPI(Ltd.) in achieving the corporate objectives. The Company is built with the vision and mission that aretranslated into corporate actions towards the achievement of corporate goals. The company's missionmust be communicated clearly to all stakeholders, especially employees, because employees play animportant competency for successful mishievin. Through this study, the HR department is expected to beable to measure the contribution of human capital in the process of achieving corporate goals. Themeasurement is intended to allow the HR department to provide and develop competence in accordancewith company requirements, to achieve corporate objectives. The results of this study conclude that theavailability of human capital PT. PPI (Ltd.) only reached 65 percent. By that illustrated, the percentageof PT. PPI (Ltd.) doesn’t have the human capital needs in the achievement of company goals, so PT.PPI (Ltd.) needs a strategic initiative to address the inconsistency, which are recruitment and trainingon the job strategies in the company.
31
Handayani, Sri. "ANALISIS HUMAN CAPITAL READINESS PADA PERUSAHAAN PERDAGANGAN INDONESIA (PERSERO)." INDONESIAN JOURNAL OF ACCOUNTING AND GOVERNANCE 1, no. 2 (December 11, 2019): 34–57. http://dx.doi.org/10.36766/ijag.v1i2.8.
Full textAbstract:
This research aims to review the gaps between human capital employed and the actual needs of PT. PPI (Ltd.) in achieving the corporate objectives. The Company is built with the vision and mission that are translated into corporate actions towards the achievement of corporate goals. The company's mission must be communicated clearly to all stakeholders, especially employees, because employees play an important competency for successful mishievin. Through this study, the HR department is expected to be able to measure the contribution of human capital in the process of achieving corporate goals. The measurement is intended to allow the HR department to provide and develop competence in accordance with company requirements, to achieve corporate objectives. The results of this study conclude that the availability of human capital PT. PPI (Ltd.) only reached 65 percent. By that illustrated, the percentage of PT. PPI (Ltd.) doesn’t have the human capital needs in the achievement of company goals, so PT. PPI (Ltd.) needs a strategic initiative to address the inconsistency, which are recruitment and training on the job strategies in the company.
32
Gratham, Ross. "The Unanimous Consent Rule in Company Law." Cambridge Law Journal 52, no. 2 (July 1993): 245–71. http://dx.doi.org/10.1017/s0008197300095155.
Full textAbstract:
In the history of the modern company the shareholder has held a privileged position, for although the company's separate identity is the fundamental tenet of company law the shareholder's place as proprietor has only recently been questioned. It is perhaps not surprising therefore that for nearly a century the unanimous assent of shareholders has held the status of an overriding authority, able to cure procedural defects, overcome statutory requirements and validate almost any act within the capacity of the company. In its most recent application in Brick and Pipe Industries Ltd. v. Occidental Life Nominees Pty. Ltd., where the consent of shareholders was held to bind the company to a guarantee, we have a striking example of the authority accorded to the wishes of shareholders.
33
Haibing, Liu, and Kan Yuyue. "Business model innovation of Qingdao Youzhu Decoration Company." E3S Web of Conferences 214 (2020): 02046. http://dx.doi.org/10.1051/e3sconf/202021402046.
Full textAbstract:
There are many problems in home decoration industry, such as imperfect industry system, lack of integrity of enterprises, low quality of construction personnel, etc. However, Qingdao Youzhu Home Decoration Co., Ltd. has achieved rapid growth with the innovation of business model. Therefore, based on Qingdao Youzhu Home Decoration Co., Ltd., this paper attempts to analyze the company’s business model innovation. The conclusion shows that the company’s business model canvas includes nine modules of important partners, value proposition, key business, core resources, customer segmentation, customer relationships, Channel access, revenue sources and cost structure, and each module plays an important role.
34
Mathur, Sachin. "Kwality Ltd.: the banker’s dilemma." Emerald Emerging Markets Case Studies 10, no. 1 (January 31, 2020): 1–19. http://dx.doi.org/10.1108/eemcs-05-2019-0096.
Full textAbstract:
Learning outcomes The case provides an opportunity to the students to learn some of the analytical processes in making a credit decision, including interpretation of financial ratios for credit analysis, forecasting a stress scenario, analysing cash flow adequacy, assessment of financial flexibility and, finally, recommend a credit decision. Case overview/synopsis The case discusses the analytical challenges facing a bank credit officer while assessing the credit quality of Kwality Ltd., an India-based dairy product manufacturer. Kwality Ltd. had undertaken a significant capacity expansion and business transformation to strengthen its market position in value-added dairy products business and improve its profit margins. The capacity expansion had recently been completed and the management, credit rating agency, equity analysts and investors appear to be optimistic regarding the company’s prospects. However, the capital investment had been almost entirely debt-funded and large long-term debt repayments would have become due shortly. The company had also built up large trade receivables. The banker had to assess if Kwality would be in a position to repay its debt and should his bank increase working capital disbursement to the company. Complexity academic level Complexity: Academic level. Applicability: MBA, Executive MBA. Supplementary materials Teaching Notes are available for educators only. Subject code CSS1: Accounting and Finance.
35
Upadhyay, Krishna Prasad. "Financial Analysis of Finance Companies in Pokhara: A Comparative Study of Pokhara Finance Ltd. and Annapurna Finance Company Ltd." Journal of Nepalese Business Studies 1, no. 1 (August 12, 2006): 101–6. http://dx.doi.org/10.3126/jnbs.v1i1.46.
Full textAbstract:
Every business entity should be able to enhance their competitive strength through achieving the financial goals. Financial statement analysis should be adopted to appraise the financial performance of the concerned companies. Information and results obtained from financial analysis are important to all stakeholders. Interest of the different stakeholders is conflicting. Out of different stakeholders, managements of the companies worry about their financial performance. So, in this paper, an attempt to analyze the financial performance of Pokhara Finance Company and Annapurna Finance Company has been made.
Journal of Nepalese Business Studies Vol.1(1) 2004 pp.101-106
36
Matsumura, Itaru, Shigeki Ohtake, Yoshiko Atsuta, Mio Kurata, Yosuke Minami, Naoto Takahashi, Chiaki Nakaseko, et al. "Nilotinib Vs. Dasatinib in Achieving MR4.5 for Newly Diagnosed Chronic Myeloid Leukemia: Results of the Prospective Randomized Phase 3 Study, JALSG CML212." Blood 136, Supplement 1 (November 5, 2020): 40–41. http://dx.doi.org/10.1182/blood-2020-134168.
Full textAbstract:
Background: Treatment-free remission (TFR) is a new therapeutic goal for chronic myeloid leukemia in chronic phase (CML-CP). Deep molecular response (DMR) is a prerequisite condition to discontinue a tyrosine kinase inhbitor (TKI). In ENESTnd and DASISION trials, both nilotinib and dasatinib achieved DMR more effectively than imatinib. However, there is no direct comparative study to determine which TKI is better to achieve DMR for de novo CML-CP. So, we conducted a randomized phase 3 JALSG CML212 study to compare the achievement of MR4.5 (BCR-ABL IS≤0.0032%) between nilotinib and dasatinib. Methods: The JALSG CML212 study is a multicentral open-labeled prospective randomized controlled phase 3 study for de novo CML-CP. This study was reviewed and approved by the institutional review board of each institute and registered in the UMIN Clinical Trials Registry (#UMIN000007909). All patients provided written informed consent before enrollment. Diagnosis of CML was done by a cytogenetic study (G-banding or FISH) and/or detection of BCR-ABL by RT-PCR. The primary endpoint is a rate of cumulative achievement of MR4.5 by 18 mon. Major secondary endpoints were safety, continuity, progression-free survival (PFS), event-free survival (EFS), overall survival (OS), and cytogenetic and molecular responses. A total of 461 patients were registered from 82 institutes and 454 patients were randomly assigned to the nilotinib arm or dasatinib arm (both, n=227) with Sokal risk scores as a stratification factor. Treatment doses were 300 mg, bid for nilotinib and 100 mg, qd for dasatinib. Treatment responses were evaluated by ELN2009. Patients were allowed to stop study treatment if judged as failure by ELN2009 or showed intolerance (repetitive ≥Grade 3 or continuous Grade 2 side effects) to the allocated TKI. BCR-ABL mRNA levels were monitored every three months with international scales using a MolecularMD, ODK-1201, or M135R kit with ≥MR4.5 sensitivities. Adverse events were evaluated by the CTCAE ver 4.0. Results: The median age of the patients was 53 years old in both arms. The proportions of Sokal low, intermediate, and high risk groups were 44.1%, 37.0%, and 18.9% in the nilotinib arm and 44.5%, 37.0%, and 18.5% in the dasatinib arm, respectively, without a significant difference. Also, there was no significant difference in ECOG PS, EUTOS risk groups, complications, or frequencies of additional chromosomal abnormalities in both arms. In the ITT population, the cumulative achievement rates of MR4.5 by 18 mon were 33.0% (75/227) (95% CI:27.0-39.6%) in the nilotinib arm and 30.8% (70/227) (95% CI: 24.9-37.3%) in the dasatinib arm with no significant difference with a CMH test (p=0.62). This finding was also confirmed in the per-protocol (PP) population (33.5% in the nilotinib arm and 31.8% in the dasatinib arm, p=0.72). At 18 mon, 75.9% and 79.6% of the patients continued the allocated TKI in the nilotinib and dasatinib arms, respectively (p=0.36) (in the PP population).There was no significant difference in PFS, EFS, or OS between two arms by log-rank tests (the estimated rates at 36 mon: 98.8%, 67.2%, and 98.8% in the nilotinib arm; 99.0%, 65.4%, and 99.0% in the dasatinib arm). In addition, PFS, EFS and OS didn't differ between both arms regardless of Sokal and EUTOS risk groups. The cumulative CCyR rates by 12, 18, 24, and 36 mon were 77.1%, 78.0%, 78.4%, and 78.4% in the nilotinib arm and 78.4%, 78.9%, 78.9%, and 78.9% in the dasatinib arm, respectively without no significant difference. The MMR rates by 12, 18, 24, and 36 mon were 62.6%, 67.0%, 72.3%, and 73.1% in the nilotinib arm and 68.7%, 73.1%, 75.3%, and 77.1% in the dasatinib arm, respectively, without no significant difference. The MR4.5 rates by 12, 24, and 36 mon were 25.6%, 37.4%, and 40.5% in the nilotinib arm and 23.4%, 36.6%, and 44.5% in the dasatinib arm, respectively, with no significant difference. In the safety population, Grade 3/4 adverse events observed with ≥10% frequencies were lipase elevation (11.5%) in the nilotinib arm and neutropenia (12.8%) and thrombocytopenia (16.8%) in the dasatinib arm. Any new safety issue was observed in neither of the arms. Conclusions: Based on these results, we consider that nilotinib and dasatinib are equally effective for de novo CML-CP patients in achieving MR4.5 as well as in achieving CCyR and MMR in terms of both frequencies and times to achievement with similar continuity. Figure Disclosures Matsumura: Kyowa Kirin Co., Ltd.: Research Funding; Sumitomo Dainippon Pharma Co., Ltd.: Research Funding; Shionogi & Co., Ltd.: Research Funding; Janssen Pharmaceutical K.K: Speakers Bureau; Amgen K.K.: Speakers Bureau; DAIICHI SANKYO COMPANY, LIMITED.: Speakers Bureau; Astellas Pharma Inc.: Speakers Bureau; Otsuka Pharmaceutical Co., Ltd.: Speakers Bureau; ONO PHARMACEUTICAL CO., LTD.: Research Funding; Chugai Pharmaceutical Co., Ltd.: Research Funding; Eisai Co., Ltd.: Research Funding; Bristol-Myers Squibb Company: Speakers Bureau; Pfizer Japan Inc.: Speakers Bureau; Novartis Pharma KK: Speakers Bureau. Minami:Pfizer Japan Inc.: Honoraria; Novartis Pharma KK: Honoraria; Bristol-Myers Squibb Company: Honoraria; Takeda: Honoraria. Takahashi:Bristol-Myers Squibb Company: Honoraria; Pfizer Japan Inc.: Honoraria, Research Funding; Novartis Pharma KK: Honoraria, Research Funding. Nakaseko:Novartis Pharma KK: Speakers Bureau; Pfizer Japan Inc.: Speakers Bureau. Iriyama:Bristol-Myers Squibb Company: Speakers Bureau; Novartis Pharma KK: Speakers Bureau; Pfizer Japan Inc.: Speakers Bureau; Otsuka Pharmaceutical: Speakers Bureau. ONO:Mundipharma K.K.: Honoraria; Janssen Pharmaceutical K.K: Honoraria; Eisai Co., Ltd.: Honoraria; Astellas Pharma Inc.: Honoraria; TAIHO PHARMACEUTICAL CO., LTD.: Research Funding; Takeda Pharmaceutical Company Limited.: Honoraria; ONO PHARMACEUTICAL CO., LTD.: Honoraria, Research Funding; Otsuka Pharmaceutical Co., Ltd.: Honoraria; Pfizer Japan Inc.: Honoraria; Bristol-Myers Squibb Company: Honoraria; Novartis Pharma KK: Honoraria; Chugai Pharmaceutical Co., Ltd.: Honoraria, Research Funding; Kyowa Kirin Co., Ltd.: Honoraria, Research Funding; Celgene: Honoraria, Research Funding; DAIICHI SANKYO COMPANY, LIMITED.: Honoraria. Fujisawa:Janssen Pharmaceutical K.K: Speakers Bureau; Celgene: Speakers Bureau; Novartis Pharma KK: Research Funding, Speakers Bureau; Bristol-Myers Squibb Company: Speakers Bureau; Pfizer Japan Inc.: Research Funding, Speakers Bureau; Otsuka Pharmaceutical: Speakers Bureau; Astellas Pharma Inc.: Research Funding, Speakers Bureau; Takeda Pharmaceutical Company Limited.: Speakers Bureau; NIPPON SHINYAKU CO.,LTD.: Research Funding. Kobayashi:Pfizer Japan Inc.: Research Funding, Speakers Bureau; Astellas Pharma Inc.: Speakers Bureau; SymBio Pharmaceuticals Limited.: Consultancy. Asou:Fuji Pharma Co.,Ltd.: Speakers Bureau; Sumitomo Dainippon Pharma Co., Ltd.: Research Funding; Eisai Co., Ltd.: Research Funding; NIPPON SHINYAKU CO.,LTD.: Honoraria, Speakers Bureau; Astellas Pharma Inc.: Research Funding; Chugai Pharmaceutical Co., Ltd.: Research Funding; Novartis Pharma KK: Honoraria; Asahi Kasei Pharma.: Speakers Bureau. Kiyoi:Celgene Corporation: Research Funding; Bristol-Myers Squibb Company: Speakers Bureau; Astellas Pharma Inc.: Consultancy, Research Funding, Speakers Bureau; Chugai Pharmaceutical Co., Ltd.: Research Funding; Novartis Pharma KK: Research Funding, Speakers Bureau; Sumitomo Dainippon Pharma Co., Ltd.: Research Funding; Otsuka Pharmaceutical Co., Ltd.: Research Funding; NIPPON SHINYAKU CO.,LTD.: Research Funding; Amgen Astellas BioPharma K.K.: Consultancy; Kyowa Kirin Co., Ltd.: Research Funding; Zenyaku Kogyo Co., Ltd.: Research Funding; FUJIFILM Corporation: Research Funding; Daiichi Sankyo Co., Ltd.: Consultancy, Research Funding; Eisai Co., Ltd.: Research Funding; Pfizer Japan Inc.: Research Funding; Takeda Pharmaceutical Co., Ltd.: Research Funding; Sanofi K.K.: Research Funding; Perseus Proteomics Inc.: Research Funding. Miyazaki:NIPPON SHINYAKU CO.,LTD.: Honoraria; Otsuka Pharmaceutical: Honoraria; Novartis Pharma KK: Honoraria; Chugai Pharmaceutical Co., Ltd.: Honoraria; Kyowa Kirin Co., Ltd.: Honoraria; Astellas Pharma Inc.: Honoraria; Celgene: Honoraria; Sumitomo Dainippon Pharma Co., Ltd.: Honoraria. Naoe:Sysmex co.: Speakers Bureau; NIPPON SHINYAKU CO.,LTD.: Speakers Bureau; Eisai Co., Ltd.: Speakers Bureau; Astellas Pharma Inc.: Speakers Bureau; Bristol-Myers Squibb Company: Speakers Bureau.
37
Immawan, Taufiq, and Dea Kusuma Putri. "House of risk approach for assessing supply chain risk management strategies: A case study in Crumb Rubber Company Ltd." MATEC Web of Conferences 154 (2018): 01097. http://dx.doi.org/10.1051/matecconf/201815401097.
Full textAbstract:
Risk is an uncertain and can have both negative and positive impacts. If the risks have a negative impact then a company will incur losses. CRUMB RUBBER COMPANY LTD is one of crumb rubber company in West Kalimantan. The length of the supply chain contained in CRUMB RUBBER COMPANY LTD and the high dependence on suppliers leads to vulnerability. So the purpose of this research is to identify the risk and determine the priority of source of risk along with the priority of handling it on CRUMB RUBBER COMPANY LTD supply chain with House of Risk approach. House of risk approach consists of two phases. Phase 1 is used to determine the dominant risk agent and phase 2 determines the effective action to deal with the dominant risk agent. From the research results, there are 19 risk events and 29 risk agents identified. The result of house of risk in phase 1 is known that 13 of 28 risk agents are dominant risk agent. Then the priority handling strategy in house of risk in phase 2, in this phase obtained 18 priority risk handling strategies.
38
Mahajerin, Arash, Rahul Khairnar, Craig S. Meyer, Ibrahim M. Abbass, Rongrong Wang, Lucy Lee, Eunice Tzeng, and Karina Raimundo. "Real-World Persistence with and Adherence to Emicizumab Prophylaxis in Persons with Hemophilia a: A Secondary Claims Database Analysis." Blood 136, Supplement 1 (November 5, 2020): 13. http://dx.doi.org/10.1182/blood-2020-137632.
Full textAbstract:
Introduction: Emicizumab is a subcutaneously administered, humanized bispecific monoclonal antibody, approved for routine prophylaxis in persons with hemophilia A (PwHA) with or without factor VIII inhibitors. Little is known about patterns of emicizumab use in clinical practice. We aimed to evaluate real-world persistence with and adherence to emicizumab treatment for PwHA on prophylaxis. Methods: This retrospective study used de-duplicated commercial insurance claims data from IBM® MarketScan® Commercial Research and IQVIA PharMetrics® Plus databases from 16 November 2017 to 31 December 2019. Individuals included met the following criteria: 1) evidence of emicizumab use (at least two prescription fills) and 2) continuous enrollment for at least three months pre-emicizumab initiation. Individuals were followed until the end of study period or continuous enrollment. Persistence was defined as the proportion of individuals continuing treatment with emicizumab during the study period. Time to discontinuation and proportion of individuals who restarted emicizumab prophylaxis were reported for patients who discontinued emicizumab. Discontinuation was defined as 60 days without a prescription fill. Adherence was measured over the post-index persistence period using the proportion of days covered (PDC), and the proportion of individuals adherent at ≥80% PDC threshold was reported. Results: We identified 328 unique individuals who met the inclusion criteria. All patients were male (100%); the average age was 23 years (standard deviation [SD] ±16; range=1-64); and the average follow-up post-index was eight months (245±147 days). The vast majority of individuals (92%) were persistent with emicizumab prophylaxis during the study period. Among those who discontinued emicizumab (n=25), the average time to discontinuation was approximately three months (84±124 days); 40% restarted emicizumab prophylaxis after discontinuation, with an average time to restart of approximately four months (126±56 days). During the period for which individuals were persistent to treatment, adherence to emicizumab was high (81%); with 70% individuals meeting the ≥80% PDC threshold. Among those with at least one-year post-index enrollment (n=48), adherence during the first year was also high (85%), with 77% individuals adherent at the ≥80% PDC threshold. Conclusions: In this study, the vast majority of individuals treated with emicizumab had high rates of adherence and persistence to treatment. This is one of the first studies to report real-world persistence with and adherence to emicizumab prophylaxis in PwHA. Future evaluations should examine the association of persistence and adherence with health outcomes in this population. Disclosures Mahajerin: Spark Therapeutics, Alexion, Genentech, Inc.: Speakers Bureau. Khairnar:Genentech, Inc.: Current Employment, Current equity holder in publicly-traded company; F Hoffmann-La Roche Ltd: Current equity holder in publicly-traded company. Meyer:F. Hoffmann-La Roche Ltd: Current equity holder in publicly-traded company; Genentech, Inc.: Current Employment, Current equity holder in publicly-traded company. Abbass:Genentech, Inc.: Current Employment, Current equity holder in publicly-traded company; F Hoffmann-La Roche Ltd: Current equity holder in publicly-traded company. Wang:Genentech, Inc.: Current Employment, Current equity holder in publicly-traded company; F Hoffmann-La Roche Ltd: Current equity holder in publicly-traded company; Acumen, LLC: Ended employment in the past 24 months. Lee:Genentech, Inc.: Current Employment; F. Hoffmann-La Roche Ltd: Current equity holder in publicly-traded company. Tzeng:Genentech, Inc.: Current Employment, Current equity holder in publicly-traded company; F Hoffmann-La Roche Ltd: Current equity holder in publicly-traded company. Raimundo:Genentech, Inc.: Current Employment, Current equity holder in publicly-traded company; F Hoffmann-La Roche Ltd: Current equity holder in publicly-traded company.
39
Beswick, Claire, and Boris Urban. "Discovery Ltd: entrepreneurship in its DNA." Emerald Emerging Markets Case Studies 2, no. 1 (March 9, 2012): 1–21. http://dx.doi.org/10.1108/20450621211214487.
Full textAbstract:
Subject area Entrepreneurship. Study level/applicability The case has been used at Master's level but it has direct application to any MBA programme or entrepreneurship module. Case overview Adrian Gore started Discovery in 1992 with seed-funding of R10 million from merchant banking group, Rand Merchant Bank (RMB), as a health insurance company within the RMB stable. By 2009, Discovery had become a large, listed, financial services institution employing more than 5,000 people and comprising not only Discovery Health (DH), but also Discovery Life (DL), Discovery Invest (DI) and Discovery Vitality (a wellness programme). In addition, it had operations in the USA, where it licensed Vitality for use by employers and other health insurers, and in the UK where it operated two joint ventures with The Prudential plc – Pruhealth and Prulife. Expected learning outcomes To understand the similarities and differences between corporate and start-up entrepreneurship; to understand the entrepreneurial process within an established organization; to explore the environment within an established company in terms of how much it supports or constrains entrepreneurship; and to look at creative ways to overcome obstacles to entrepreneurship in established companies. Supplementary materials Teaching notes.
40
Gorbatyuk, S. M., A. Yu Zarapin, and N. A. Chichenev. "REENGINEERING OF SPIRAL CLASSIFIER OF CATOCA MINING COMPANY LTD, ANGOLA." MINING INFORMATIONAL AND ANALYTICAL BULLETIN 2 (2018): 215–21. http://dx.doi.org/10.25018/0236-1493-2018-2-0-215-221.
Full text
41
Waibel, Michael W. "World Duty Free Company LTD. v. the Republic of Kenya." International Legal Materials 46, no. 2 (March 2007): 337–72. http://dx.doi.org/10.1017/s0020782900005441.
Full text
42
Rajendren, K. "Opportunities for In-mould Painting at TVS Motor Company Ltd." Progress in Rubber, Plastics and Recycling Technology 27, no. 2 (May 2011): 107–32. http://dx.doi.org/10.1177/147776061102700204.
Full text
43
Nummela, Niina. "Controlling the Growth of a ‘Born Global’ Company: Blancco Ltd." International Journal of Entrepreneurship and Innovation 3, no. 3 (August 2002): 221–26. http://dx.doi.org/10.5367/000000002101299222.
Full text
44
Blake, Andrew P., and Martin Weale. "The UK Economy." National Institute Economic Review 175 (January 2001): 8–15. http://dx.doi.org/10.1177/002795010117500103.
Full textAbstract:
The production of this forecast is supported by the Institute's Corporate Members: Bank of England, Barclays Bank plc, Glaxo Wellcome plc, 3i plc, INVESCO Europe Ltd, Marks and Spencer plc, Morgan Stanley Dean Witter (Europe) Ltd, Morley Fund Management, The National Grid Company plc, Nomura Research Institute Europe Ltd, Pearson Management Services Ltd, The Post Office, Rio Tinto plc, Standard Chartered Bank, UBS Warburg, Unilever plc and Willis Corroon Group plc.
45
Genovese, M. C., J. S. Smolen, T. Takeuchi, G. R. Burmester, W. Deberdt, D. Schlichting, H. Song, D. Mo, C. Walls, and K. Winthrop. "FRI0123 SAFETY PROFILE OF BARICITINIB FOR THE TREATMENT OF RHEUMATOID ARTHRITIS UP TO 8.4 YEARS: AN UPDATED INTEGRATED SAFETY ANALYSIS." Annals of the Rheumatic Diseases 79, Suppl 1 (June 2020): 642.1–643. http://dx.doi.org/10.1136/annrheumdis-2020-eular.1723.
Full textAbstract:
Background:Baricitinib (bari) is an oral selective inhibitor of Janus kinase (JAK) 1 and 2, approved for the treatment of moderately to severely active rheumatoid arthritis (RA) in adults.Objectives:Here we update the drug’s safety profile with data up to 8.4 years of treatment.Methods:Long-term safety of bari was assessed from 9 completed randomized trials (5 Ph3, 3 Ph2, 1 Ph 1b) and 1 ongoing long-term extension (LTE) study. Incidence rates (IR) per 100 patient-years (PY) were calculated for all patients with RA treated with ≥1 dose of bari through 1-Sep-2019 (All-Bari-RA analysis set). IRs for deep vein thrombosis (DVT), pulmonary embolism (PE), and DVT and/or PE (DVT/PE) were also calculated for groups of patients while receiving bari 2mg or bari 4mg within All-Bari-RA. Major adverse cardiovascular events (MACE) were adjudicated in 5 phase 3 studies and the LTE.Results:3770 pts received bari for 13,148 PY, with a median and maximum exposure of 4.2 and 8.4 years, respectively. Overall IRs per 100 PY were: for any treatment-emergent adverse event (AE)(25.8); serious AE (including death)(7.2); temporary interruption due to AE (9.5); permanent discontinuation due to AE (4.8); death (0.52); serious infection (2.7); opportunistic infection (0.44) (excluding tuberculosis [TB], including multidermatomal herpes zoster [HZ]); TB (0.15); HZ (3.0); MACE (0.50); DVT (0.31); PE (0.24); DVT/PE (0.45); malignancies excluding non-melanoma skin cancer (NMSC) (0.90); NMSC (0.33); lymphoma (0.06); and gastrointestinal perforation (0.04). Incidence rates (IR)[95% confidence intervals] for patients while receiving bari 2mg (N=1077) and bari 4mg (N=3400) were DVT 2mg (0.38) [0.18, 0.73] and 4mg (0.30) [0.21, 0.43]; PE 2mg (0.26) [0.09, 0.56] and 4mg (0.25) [0.16, 0.36]; and DVT/PE 2mg (0.47) [0.23, 0.84] and 4mg (0.46) [0.34, 0.61]. IRs for death tended to increase in later time intervals (beyond 192 weeks). No particular cause of death contributed to this increase. For all other safety topics of interest, across 48-week treatment intervals, IRs remained stable over time. Across safety topics, IRs were consistent with previous analyses1,2.Conclusion:In this update with 3,021 additional PY of exposure, bari maintained a safety profile similar to that previously reported,1,2with no increase of IRs across safety topics through exposures up to 8.4 years.References:[1]Smolen JS et al. J Rheumatol. 2019 Jan;46(1):7-18[2]Genovese MC et al. Ann Rheum Dis. 2019 78(supp. 2):A308Table.n/NARIRTreatment emergent AE3391/377025.8Serious AE (including death)940/37707.2Temporary d/c due to AE1241/36479.5Permanent d/c due to AE644/37704.8Death69/37700.52Serious infection344/37702.7Opportunistic infection (excluding tuberculosis, including multidermatomal herpes zoster)59/37700.44Herpes zoster384/37703.0Tuberculosis20/37700.15Major adverse cardiovascular events*63/32510.50DVT41/37700.31PE32/37700.24DVT and/or PE60/37700.45Malignancies excluding NMSC120/37700.90NMSC44/37700.33Lymphoma8/37700.06Gastrointestinal perforation6/37700.04*studies with positive adjudication. AE=adverse event; D/C= discontinuation; DVT=deep vein thrombosis; IR=incidence rate; NAR=number of patients at risk; NMSC=non-melanoma skin cancer; PE=pulmonary embolismDisclosure of Interests:Mark C. Genovese Grant/research support from: Abbvie, Eli Lilly and Company, EMD Merck Serono, Galapagos, Genentech/Roche, Gilead Sciences, Inc., GSK, Novartis, Pfizer Inc., RPharm, Sanofi Genzyme, Consultant of: Abbvie, Eli Lilly and Company, EMD Merck Serono, Genentech/Roche, Gilead Sciences, Inc., GSK, Novartis, RPharm, Sanofi Genzyme, Josef S. Smolen Grant/research support from: AbbVie, AstraZeneca, Celgene, Celltrion, Chugai, Eli Lilly, Gilead, ILTOO, Janssen, Novartis-Sandoz, Pfizer Inc, Samsung, Sanofi, Consultant of: AbbVie, AstraZeneca, Celgene, Celltrion, Chugai, Eli Lilly, Gilead, ILTOO, Janssen, Novartis-Sandoz, Pfizer Inc, Samsung, Sanofi, Tsutomu Takeuchi Grant/research support from: Eisai Co., Ltd, Astellas Pharma Inc., AbbVie GK, Asahi Kasei Pharma Corporation, Nippon Kayaku Co., Ltd, Takeda Pharmaceutical Company Ltd, UCB Pharma, Shionogi & Co., Ltd., Mitsubishi-Tanabe Pharma Corp., Daiichi Sankyo Co., Ltd., Chugai Pharmaceutical Co. Ltd., Consultant of: Chugai Pharmaceutical Co Ltd, Astellas Pharma Inc., Eli Lilly Japan KK, Speakers bureau: AbbVie GK, Eisai Co., Ltd, Mitsubishi-Tanabe Pharma Corporation, Chugai Pharmaceutical Co Ltd, Bristol-Myers Squibb Company, AYUMI Pharmaceutical Corp., Eisai Co., Ltd, Daiichi Sankyo Co., Ltd., Gilead Sciences, Inc., Novartis Pharma K.K., Pfizer Japan Inc., Sanofi K.K., Dainippon Sumitomo Co., Ltd., Gerd Rüdiger Burmester Consultant of: AbbVie Inc, Eli Lilly, Gilead, Janssen, Merck, Roche, Pfizer, and UCB Pharma, Speakers bureau: AbbVie Inc, Eli Lilly, Gilead, Janssen, Merck, Roche, Pfizer, and UCB Pharma, Walter Deberdt Shareholder of: Eli Lilly and Company, Employee of: Eli Lilly and Company, Douglas Schlichting Shareholder of: Eli Lilly and Company, Employee of: Eli Lilly and Company, Hongsuk Song Employee of: Syneos Health under contract to Eli Lilly and Company, Daojun Mo Shareholder of: Eli Lilly and Company, Employee of: Eli Lilly and Company, Chad Walls Shareholder of: Eli Lilly and Company, Employee of: Eli Lilly and Company, Kevin Winthrop Grant/research support from: Bristol-Myers Squibb, Consultant of: AbbVie, Bristol-Myers Squibb, Eli Lilly, Galapagos, Gilead, GSK, Pfizer Inc, Roche, UCB
46
Kurnianto, Agung Made, Tantri Yanuar Rahmat Syah, Semerdanta Pusaka, and Dadan Ramdhani. "Marketing Strategy on The Project Planning of Retail Business for Garage Shop." International Journal of Multicultural and Multireligious Understanding 6, no. 1 (February 24, 2019): 217. http://dx.doi.org/10.18415/ijmmu.v6i1.513.
Full textAbstract:
Garage Shop, Ltd is a distribution company of all types of goods for the needs of cooperatives located in Tangerang which has a mission of maintaining customer satisfaction, providing an easy shopping process for cooperatives and participating in developing the country to advance the development of cooperatives. The background of the establishment of this business is to provide convenience for cooperatives in obtaining goods, facilitate cooperatives to manage and record the amount of goods, encourage cooperatives to be more advanced and to accommodate the desires of consumers who cannot shop on credit because they do not have a Garage Shop, Ltd for credit card, which concentrate on distributing goods for the needs of cooperatives that will be at the start of the cooperative members, in the early stages the Garage Shop, Ltd Company will start up in Tangerang Regency, Banten Province. In the operational process, the Garage Shop, Ltd company will cooperate with non-banking financial institutions. Garage Shop, Ltd needs funds for this business plan of around Rp. 2.5 billion, with working capital as much as 27% of the total capital while for capital expenditure and initial capital amounting to 73% of the total capital. The plan for funding capital will be 80% from the founder and 20% from the other party. The company maintains a gross profit of around 57% of first-year sales with 270 cooperative partners, with a return on investment (payback period) in year 1 of the 10th month with a Return of Investment (ROI) of 21.28%.
47
Macdonald, Ross. "Manufacturing MSCs for commercial application: an interview with Ross Macdonald." Regenerative Medicine 14, no. 11 (November 2019): 997–1000. http://dx.doi.org/10.2217/rme-2019-0122.
Full textAbstract:
Ross Macdonald is the CEO and Managing Director of Cynata Therapeutics Limited (Australia). He has over 30 years of experience and a track record of success in pharmaceuticals and biotechnology businesses. His career history includes positions as Vice President of Business Development for Sinclair Pharmaceuticals Ltd (now Sinclair IS Pharma), a UK-based specialty pharmaceuticals company, and Vice President of Corporate Development for Stiefel Laboratories, Inc., then the largest independent dermatology company in the world and acquired by GlaxoSmithKline in 2009 for £2.25 billion. He has also served as the CEO of Living Cell Technologies Ltd, Vice President of Business Development of Connetics Corporation and Vice President of Research and Development of F H Faulding & Co Ltd.
48
"Ricoh Company Ltd." Journal of Life Cycle Assessment, Japan 7, no. 2 (2011): 203–4. http://dx.doi.org/10.3370/lca.7.203.
Full text
49
"Albany Engineering Company Ltd." World Pumps 1996, no. 354 (March 1996): 20. http://dx.doi.org/10.1016/s0262-1762(99)80828-1.
Full text
50
"Company profile: Signal Processors Ltd." Journal of the Institution of Electronic and Radio Engineers 55, no. 9 (1985): 297. http://dx.doi.org/10.1049/jiere.1985.0097.
Full text