Discuss about the Marketing and Management for Contrasting Between two Companies.
The report is based on comparing and contrasting between two companies. The two organizations care considered here are CSL and Macquarie Group. The former one is an Australian blood and serum products organization whereas the second one is an investment banking group. Internationally, CSL is a biotherapeutics organization which is concerned with the deliveries and development of innovative biotherapies. It helps the people of Australia with life-threatening medical circumstances to live a better life. CSL has major facilities in Australia, United Kingdom, Switzerland, United States of America as well as Germany. The organization employs around sixteen thousand employees working in more than thirty countries. On the other hand, the Macquarie Group Limited is related to global investment banking as well as differentiated financial services. Headquarter of this bank is situated in Sydney, and it is considered as the largest Australian investment bank. The business activities of this investment bank are prepared into six principle operating groups such as MSG or Macquarie Securities Group, Macquarie Capital, Commodities and Financial Markets, Banking and Financial Services Group or BFS, Macquarie Asset Management and Corporate and Asset Finance.
The mission and vision of these two companies completely differ from each other. The mission of CSL is to provide safety and quality treatment to their clients. CSL are deeply committed toproviding the best possible services and therapies (Chapman and Chapman, 2002). Besides, the vision of Macquarie Group Limited is to bring together all the investments of the customers into one integrated and single digital tool. The digital tools help the customers to manage the wealth easily.
SMART Analysis
The full form of SMART Analysis is Specific, Measurable, Attainable, Realistic, and Timely. Each of these points has their significance (Zhang and Schmidt, 2013). The following points are described below on these two organizations.
Here, a target is fixed for improvements of a given area. The specific area for improvement of CSL is to provide the customers with innovative and technical therapies which are not harmful to the body but efficient as well (Royal Pharmaceutical Society of Great Britain., 2015). Human Plasma is used for the production of a wide range of life-saving medicines. For Macquarie, the target is to bring all the customers to invest using a unique digital tool.
In this section, a concrete criterion is established to measure the progress towards the achievement of each goal. The objectives the CSL and Macquarieare measurable and can be achieved. Since the objectives of Macquarie are unique and single and so it can be achieved. On the other hand, CSL has many objectives. The objectives vary according to the type of treatment.
The goals and objectives CSL and Macquarie are assignable, and they are appropriate (Ensler, 2007). The stakeholders of these companies will be responsible for achieving the objectives,
During this year 2016, the biotherapeutics industry reports that it is an innovative technology to heal human beings from death and provides a long-lived life. Therefore, it is a great opportunity for CSL to work as a biotherapeutics industry (Phillips & Freeman, 2010). The results and resources are realistic. Besides, Macquariecan provide the customers with banking and financial services. Therefore, these services are realistic.
In this part, the results that can be achieved from the objectives of these companies are time-consuming (Kumar & Singh, 2016). These organizations take years to achieve their goals because their goals are not ordinary. Their goals are made only to serve customers with care.
The values of CSL serve as a tool in decision making in diverse business. The values are innovation, integrity, customer focus, superior performance and collaboration. CSL Company is very passionate about meeting the requirements of their clients (Kloks et al., 2015). They seek better ways of doing activities, and they are honest and ethical during their service. The members of this organization can be work together to achieve better results. Their primary motive is to provide superior performance regarding service to patients.
On the other hand, Macquarie Group realizes the opportunity and respect different ways of thinking and the contribution of others. The bank seeks to recognize the opportunities and realize it for their clients, shareholders, people and the community (Hollington, 2007). The organization also encourages ingenuity, entrepreneurial essence, and innovation. They support their people to accomplish and succeed. Macquarie attempts to be a pre-prominent supplier of financial services for future purposes. However, the company perceives that their accomplishments to date are judged, and their mission for development is endless. The society of Macquarie is represented by the way by which they work and act together. The organizations believe in six principles such as commitment to the client, strive for profitability, integrity, teamwork, highest standards and fulfillment of their people (Florczak, 2002). These responsibilities are vital for continuous growth along with prosperity.
At first in CSL, the Corporate Social Responsibility is concerned with the conduction of ethical business. It is also concerned with the contribution to social, environmental, economic and health of the communities (Hunnicutt, 2009). The organization believes in taking responsibilities, and these responsibilities are crucial for the sustainability of the organization. During 2009, the organization established a Corporate Responsibility Steering Committee to facilitate the development of Corporate Responsibility priorities as well as to drive continuous improvement, awareness, and integration (“Corporate Social Responsibility”, 2016). The priority areas of CSL’s Corporate Responsibility is based on research and development of new medicines foe unmet requirements of the clients. At the organization, the employees are dedicated to the development of protein-based medicines. These medicines treat and prevent severe human disease. It is important for continuous sustainability and growth of the organization. The priorities also provide a positive working environment for their people by compromising a belief of mutual respect and trust (Ginn, Khalili, Lever, & Brocchini, 2014).
At Second in Macquarie Group Foundation, the organization gives backing to group associations internationally every year through financial reinforcement, volunteering, and abilities sharing, overwhelmingly in the areas in which Macquarie works. The work of the company is fundamentally affected by the exercises of Macquarie staff with attention on limit working inside the group division and expanding social and financial versatility.Since the organization’s formal foundation in 1985, the Foundation’s principal target strengthens non-benefit associations inside the groups Macquarie staff work and live. Moreover, some Macquarie’s grant partner accepts a Foundation gift, and the advantage from volunteer and fundraising supports from Macquarie staff. The daily donations made through the Macquarie Giving system and had a Macquarie staff part serving on their board. It is a persevering component of the Foundation of the company. It empowers us to assemble profound and long-term associations with inventive and well-run group associations around the world.
The actions, policies, and objectives of an organization impact the stakeholders. Examples of stakeholders are government, employees, creditors, directors, unions, suppliers, owners and the community (Henry & Holzmann, 2008). The stakeholders are responsible for bringing resources in the business. The organizational employees have a special inclination regarding sharing the message of the company they represent. Each stakeholder has his specialized venue to help communicate the corporate message of a particular company.
The stakeholders of CSL consists of patients, plasma donors, employees, shareholders, media, consumers, health professionals, license partners, in-license partners, suppliers, regulators, policy makers, research partners and customers. The organization concerns the engagement of stakeholders as the foundation of Corporate Social Responsibility. The engagement of stakeholders covers numerous various activities from the provision of information along with the educational material to the providers of health service (Corporate social responsibility, 2007). They do to active collaboration with and support the structured dialogue and patient organizations with the representatives of the stakeholders. The organization maintains an open dialogue with their stakeholders and applies various methods to achieve customer surveys, visits to major suppliers, meetings with the government customers, studies amongst the healthcare experts and at last periodic surveys of employees.
In Macquarie Group Limited, there is wide range of stakeholders who are responsible for corporate communications. The stakeholders of Macquarie Group consist of investment analysis, shareholders, governments, media, rating agencies, the wider community and staff. These stakeholders maximize their understanding of the organization and enable the organization to understand the expectations of Macquarie’s key stakeholders.Macquarie objects to promote a future profitability, drive superiority as well as the sustainable value of shareholder while meeting stakeholder’s expectations of sound corporate governance (Fernandez, 2004). From the history, it has been found that the organization has encouraged their businesses and staff for pursuing opportunities. The others operate with a framework of strong risk management.
Conclusions
Biotherapeutics are often known as biopharmaceutical. It is a science which is concerned with the treatment of patients by biological means. The use of chemically produced medicines affects human beings in several ways. These chemically produced medicines have side effects on human beings. Therefore, the use of biological medicines is not only useful for humans but also efficient and long lasting. On the other side, people spend money on these therapies and for that they use the bank. Today’s banking infrastructure is developed technologically, and it is very useful for the people who are using it. Fast transaction systems made peoples life easier.
References
Chapman, N. & Chapman, J. (2002). Digital media tools. New York: John Wiley.
Corporate social responsibility. (2007). London [u.a.].
Corporate Social Responsibility. (2016). IJSR, 5(1), 1829-1831. https://dx.doi.org/10.21275/v5i1.nov153197
Ensler, E. (2007). The treatment. New York: Dramatists Play Service.
Fernandez, J. (2004). Corporate communications. New Delhi: Response Books.
Florczak, C. (2002). Maximizing profitability with safety culture development. Amsterdam: Butterworth-Heinemann.
Ginn, C., Khalili, H., Lever, R., & Brocchini, S. (2014). PEGylation and its impact on the design of new protein-based medicines. Future Medicinal Chemistry, 6(16), 1829-1846. https://dx.doi.org/10.4155/fmc.14.125
Henry, E. & Holzmann, O. (2008). Financial statement presentation. J. Corp. Acct. Fin., 20(1), 79-83. https://dx.doi.org/10.1002/jcaf.20455
Hollington, R. (2007). Shareholders’ rights. London: Sweet & Maxwell.
Hunnicutt, S. (2009). Corporate social responsibility. Detroit, MI: Greenhaven Press.
Kloks, C., Berger, C., Cortez, P., Dean, Y., Heinrich, J., & Bjerring Jensen, L. et al. (2015). A fit-for-purpose strategy for the risk-based immunogenicity testing of biotherapeutics: a European industry perspective. Journal Of Immunological Methods, 417, 1-9. https://dx.doi.org/10.1016/j.jim.2015.01.003
Kumar, S. & Singh, S. (2016). Developability of biotherapeutics. Boca Raton: CRC Press.
Phillips, R. & Freeman, R. (2010). Stakeholders. Cheltenham: Edward Elgar.
Royal Pharmaceutical Society of Great Britain.,. (2015). Medicines. Pharmaceutical Press.
Zhang, S. & Schmidt, R. (2013). Large rotation FE transient analysis of piezolaminated thin-walled smart structures. Smart Mater. Struct., 22(10), 105025. https://dx.doi.org/10.1088/0964-1726/22/10/105025
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