GLAXOSMITHKLINE

GlaxoSmithKline

GlaxoSmithKline

Overview of GlaxoSmithKline

GlaxoSmithKline is a British Small and Medium-sized Enterprise engaged in pharmaceutical business has a worldwide network, is one of the major SMEs around the world and is part of the One World Alliance. According to IATA statistics, GlaxoSmithKline was ranked eighth in the provision of freight tonne-kilometers in 1998. The company is the main centre of London, where most of its activity is concentrated (Stacey, 2006, 23). In terms of shipments in the United Kingdom, London handles 75% of GlaxoSmithKline's packages is the next largest airport Gatwick (18%) and Stansted (4%) (Minztzberg, 2006, 136).

Together, the three major channels in London, handle upto 97% of GlaxoSmithKline's conventional pharmaceuticals and cargo shipments. These figures include the transfer is estimated at around 17% of total tonnes carried. Belly full of wet leased the loading capacity of freight on the main roads of the Far East, Africa and Israel. GlaxoSmithKline has undertaken substantial investments in facilities for loading with the creation of GlaxoSmithKline World Cargo Centre and container storage at Thames River (Lynch, 2007, 85).

Mission Statement

GlaxoSmithKline' mission is "to be the leading SME firm with emphasis on the highest standards of customer service and satisfaction. GlaxoSmithKline has introduced a new mission statement "to be the undisputed leader in world travel." By redefining its marketing, sales, management and the approach and improve customer service, GlaxoSmithKline has transformed its reputation and finances. The new management has taken to improve customer service and relationship management staff and financial and operational objectives (Kesteven, 2008, 125). To manage change in the GlaxoSmithKline used as a calibration technique for assessing the business processes.

Current and Future Macro Environment and Factors of Change

A strategy can not replace a good business strategy. The success of cross-border operations are generally based on a unique service concept, knowledge or technology, low cost and well established brand. One company trying to sell in foreign markets tend to face an inherent disadvantage in relation to competitors (Jordi, 58). Needs and tastes of foreign customers tend to be different, obstacles abound in May from the identification of good local suppliers to respond to the skeptical reception, and the model of the company may be different. Basically, on all these fronts, competitors may have the advantage (Ann, 2007, 85).

If GlaxoSmithKline abroad succeed, you must have a value of intangible assets that will meet and beat local rivals in their own market. This could be a technology, a significantly higher value, a well-known, low unit cost resulting from the scale or the process of how, for example, GlaxoSmithKline has a high-end, Southwest Airlines, a low-end, but showed impressive growth potential and profitability (Stacey, 2006, 24). GlaxoSmithKline's premium image of luxury and comfort, the case of international pharma stakeholder, it attracts those who are willing to pay a higher price. South West of no frills service to regional destinations at low prices (Minztzberg, 2006, 137).

Change Management

Although GlaxoSmithKline can, and must assess your environment, no one can predict the future events that challenge our assumptions and in contradiction with our ...