Collaborating with Mr. Bangerter to direct the firm’s operations, Managing Partner Kenneth J. Sheppard boasts distinction as a Martindale-Hubbell AV rated lawyer who focuses his practice on corporations and partnerships, real estate law, business law, and mergers and acquisitions. Prior to joining Bangerter Sheppard, he functioned as Vice President and General Counsel for Melaleuca, Inc., a global manufacturer and distributor of consumer goods. Licensed in California and Utah, Partner William E. Frazier takes on cases in insurance defense, personal injury, professional malpractice, and business litigation. Mr. Sheppard is also an AV rated attorney and possesses State Bar licensure in California, Utah, and Nevada. Partner Daniel P. Wilde supplements his colleagues’ focal practice areas with work in consumer litigation, construction defects, and contracts.
Bangerter Sheppard, PC has provided legal counsel of unsurpassed quality to clients throughout the western United States since 2005, steadily expanding from its original office in Oakland, California to establish satellite practices in Los Angeles and St. George, Utah. Led by Managing Partner Steven Bangerter, the firm places high value on its tradition of ethically guided representation, optimizing its personnel and technology resources to the utmost degree while consistently striving to address the simple and complex needs of it clientele in a speedy and cost effective manner. The organization’s attorneys possess considerable knowledge in their chosen field of specialization and maintain affiliation with a wide array of professional associations, thus remaining actively engaged in the nationwide legal community. Licensed to practice in California, Utah, Nevada, and Idaho, Mr. Bangerter and his colleagues have obtained the honor of a Martindale-Hubbell Registry of Preeminent Lawyers listing, a sought-after designation indicative of strong litigation ability, solid integrity, unshakable moral understanding, and an overall sense of professional excellence.
Collaborating with Mr. Bangerter to direct the firm’s operations, Managing Partner Kenneth J. Sheppard boasts distinction as a Martindale-Hubbell AV rated lawyer who focuses his practice on corporations and partnerships, real estate law, business law, and mergers and acquisitions. Prior to joining Bangerter Sheppard, he functioned as Vice President and General Counsel for Melaleuca, Inc., a global manufacturer and distributor of consumer goods. Licensed in California and Utah, Partner William E. Frazier takes on cases in insurance defense, personal injury, professional malpractice, and business litigation. Mr. Sheppard is also an AV rated attorney and possesses State Bar licensure in California, Utah, and Nevada. Partner Daniel P. Wilde supplements his colleagues’ focal practice areas with work in consumer litigation, construction defects, and contracts.
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The story started in 1888 when the Lever Brothers exported Sunlight soap bars to India marked with the words “Made in England by Lever Brothers.” Soon, other soap brands marketed by the Lever Brothers also reached the Indian shores.
Unilever established its first subsidiary in India in 1931 and named it Hindustan Vanaspati Manufacturing Company. Two other subsidiaries were subsequently opened: Lever Brothers India Limited in 1933, and United Traders Limited in 1935. These three subsidiaries merged in November 1956 and formed the Hindustan Unilever Limited (HUL). HUL offered 10% of its stakes to the public while 52.1% of HUL is owned by Unilever. Since the beginning of HUL’s inception, the company has responded with vigor to the growing stimuli of the Indian economic growth. In fact, the company has had major corporate decisions that led to many diversifications, mergers and acquisitions in line with the public’s aspirations and opinions. But HUL’s remarkable growth was not really significant until 1991 when the Indian government started to liberalize the nation’s economic climate. The government started to deregulate certain industries and gave the Indian economic players to explore as many business opportunities as possible without fear of constraints of supply. The deregulation also encouraged companies to acquire, merger and form alliances with other players. One of HUL’s first mergers was with Tata Oil Mills Company on April 1, 1993. The merger was one of the most talked about mergers in the history of the Indian economy. The merger was followed by another merger with Tata’s Lakme Limited. The 50:50 merger created the Lakme Unilever Limited, a company that would market Lakme’s cosmetics and other products that would deem fit for the merger. In 1998, Lakme divested its interest in the merger and sold all its stakes to HUL. Some of the other joint ventures entered by HUL was with the US-based Kimberly-Clark Corporation in 1994. This merger was followed by HUL’s expansion in Nepal when it opened the Unilever Nepal Limited to sell HUL’s products in the Nepali market. Another major merger was the one with Brooke Bond Lipton India Limited, owner of several popular food and beverages brand, on January 1, 1996. In 1998, HUL also merged with Ponds (India) Limited (PIL) and started a significant economic base in specialty products and personal products in India. A historic event in the Indian economy happened in January 2000 when the government decided to award 74% of its equity in Modern Foods to HUL. This was just the beginning of some divestments made by the government because in 2002, HUL purchased the government’s remaining stakes in Modern Foods. The acquisition marked HUL’s expansion in the wheat business. HUL also embarked on value added marine products when it purchased the Cooked Shrimp and Pasteurized Crabmeat owned by the Amalgam Group of Companies in 2003. But HUL’s most remarkable achievement was Project Shakti launched in 2001. It is an initiative that would target communities with population of less than 5,000 people. The residents will have the opportunity to become entrepreneurs, an initiative that would catalyze rural affluence. There are over 45,000 Shakti businessmen in more than 100,000 Indian villages in 15 states representing more than 3 million homes. HUL was formally named Hindustan Unilever Limited in 2007. Experienced pharmaceuticals executive Ellen Scharaga joined OncoMed Pharmaceuticals, Inc., in 2009 in a senior executive position to make a difference. The company, founded in 2003, acts as a physician-preferred bio-oncology pharmacy. Based in New York City, OncoMed serves hematology and oncology physicians, manufacturers, managed-care organizations, and patients. As Senior Vice President of Operations, Ellen Scharaga directs pharmacy-dispensing and call-center functions, maintains operational best practices, and developed and oversees the company’s Managed Care Account Service model. She also led the Joint Commission process, achieving accreditation for every OncoMed branch in 2010, and oversees all pharmacy, specialty injectable, and home-infusion programs.
For physicians, OncoMed manages the preparation and timely delivery of medications, enabling medical professionals to focus on treatment. Oncology-certified pharmacists supervise all activities at the firm, which provides 24/7 nurse and pharmacist support. Through its network partner YgeneX, OncoMed can even coordinate molecular and genomic diagnostic testing. The company also coordinates free home delivery for patients, including medications and injectables, and employs a proactive process for reminders and refills. Each patient receives an OncoMed nursing assessment, which enables the bio-oncology pharmaceutical enterprise to risk-stratify and target specific care management as well as follow-up. The compounding and mixing takes place in a Class 5 clean-room environment, with each dose undergoing a six-point quality check. In addition, the OncoMed model bridges the gap for manufacturers between patients, physicians, and managed care. The system facilitates manufacturers’ understanding of the ever-changing pharmaceutical care for cancer and customizes solutions, supporting distribution logistics, compliance, managed-care contracting, and reimbursement. The company’s method streamlines administration and authorizations, promotes responsible management controls for drug waste, and provides evidence-based pathways and protocols. In her role, Ellen Scharaga works with pharmaceutical manufacturers, professional and trade organizations, physicians, and other health care groups as well as pharmacy benefit-program executives. Bharat Heavy Electricals Limited is a producer of integrated power plant equipments. The company has the biggest engineering and manufacturing businesses in India. Upon its creation in 1964, Bharat has since then ushered the heavy electrical equipment industry to India.
Bharat has been a big lift to many of India’s economic sectors like power generation and transmission, transportation, petroleum, defense and renewable energy with its wide array of products and services, which include design, engineering and construction, manufacturing, and testing and servicing. Currently, Bharat maintains 15 regional centers, 8 offshore offices, 8 service centers, 4 regional offices, 2 repair units and 15 manufacturing segments. The company is presently managing over 150 projects in India and other parts of the world. As of March 31, 2012, Bharat has contributed about 69% of India’s power requirement. Its innovations have been exported to 21 other countries which, to date, are generating a cumulative installed capacity of 8,500 mega watts. Bharat prides in its 49,000 strong workforce who are committed to training and retraining, positive culture, and participative management style. Sony Corporation owns one of the most popular brands of consumer electronic products in the world. Since its creation after the Word War II, the company has revolutionized consumer electronics which includes the Betamax VCR, Trinitron TV sets, transistor radio and the portable cassette player called Walkman.
To maintain its grip as the leading electronic consumer brand, Sony has partnered with several other companies through joint ventures. Among its existing partnerships include Union Carbide for the production of Eveready batteries; Prudential Life Insurance Company for its life insurance operations; Pepsi Co. for the importation and marketing of the sports equipment brand Wilson; and, a standing joint venture agreement with the government of the People’s Republic of China for the production of TV sets for Chinese markets. Sony is the brainchild of Akio Morita, a naval lieutenant, and Masaru Ibuka, a weapons researcher. The two first met during the World War II when they were commissioned to develop a night vision gun telescope and a missile guidance system. After the war, Ibuka was featured in a local newspaper for having invented a shortwave converter. When Morita learned about his invention, he kept in touch with Ibuka again. They formed a partnership in May 1946 from a borrowed capital of $500.The partnership was registered under the name Tokyo Tsushin Kogyo (Tokyo Telecommunications Engineering Corporation, or TTK). TTK’s first product was a rice cooker which was reported to have been a commercial failure. On their first year, they registered revenues of $7,000 for a net profit of $300. The company’s first “Sony” product was a transistor radio which TTK has mass produced in 1954 for an American company Regency Electronics. The radios were named Sony, from the Latin word sonus, which means sound. The Sony radio was widely accepted and showed great sales potential. The increasing popularity of the Sony radio led Morita and Ibuka to change the company’s name to Sony Kabushiki Kaisha (Corporation) in January 1958. The new company’s first new product was a transistorized TV set. Offshore offices were established in New York City and Switzerland. The overseas operations were handled by Sony Overseas. In 1968, Sony introduced the Trinitron TV, a new color-TV innovation that produced clearer images. Sony has invested a large amount of money for the Trinitron TV that it was referred to as Sony’s biggest gamble. However, Trinitron’s market performance proved that it is worth the risk. Sony’s next seller was the Betamax. The product was faced with much opposition including a lawsuit filed by major film outfits that Betamax can be used for copyright infringement. It was also challenged by Matshushita Electric’s Video Home System (VHS). Sony’s major management move was the reorganization in 1982 when the company was divided into five operating groups for the sake of diversification and business focus. The success of Sony is attributed to the wisdom of its founders who, although did not have formal management training, anticipated the market’s demands and developed innovative products to meet those needs. They were a success in instilling open-mindedness and cooperative ideals to all its workers, which the founders call “the Sony Spirit.” Research In Motion (RIM) Limited is a designer, developer, producer and seller of wireless solutions for the global mobile phone market. RIM integrates software, hardware and service to provide the platform for a seamless access to information – email, voice, SMS, Instant messaging, and many more.
RIM’s primary source of revenue is the Blackberry wireless solution consisting mainly of tablets, smartphones, software and service. It has developed a global Blackberry infrastructure to serve the requirements of Blackberry. Early this year, RIM launched the Blackberry Playbook OS 2.0. Soon, it also released the WiFi-enabled Blackberry PlayBook tablet. The Blackberry PalyBook features a seven-inch HD display, a dual core 1 GHz processor, dual HD cameras and web browsing and multitasking. RIM has developed the Blackberry Enterprise Server to be the link between Blackberry smartphones, the enterprise systems and wireless networks. The Server allows Blackberry users to access emails, contacts, tasks, notes and calendar. The company also generates a considerable amount of revenue from services related to billing Blackberry subscribers. The fees collected for the infrastructure access form the company’s revenues from services. Hewlett-Packard Company, or HP, is the world’s leader in information technology. HP is a major provider of software solutions to individuals, small-and-medium-sized enterprises, large business and even the world’s governments. The company is divided into several major divisions, each operating on a specific industry to provide total customer satisfaction to clients.
HP’s packages include personal computing devices; customer services which include infrastructure technology, BPO, technology maintenance and support and printing and imaging products and services. HP is also into server and storage technology, IT management software and risk management solutions. Personal Systems Group HP has the Personal Systems Group, the segment responsible for selling personal computers, workstations, calculators and related products and services provided mainly to consumer and commercial markets. Consumer markets include multimedia series of HP and Compaq, mini-notebooks and desktops sold to individuals. The commercial market’s demand includes desktops and workstations designed for large companies and businesses. Services Group The company’s Service division takes care of the outsourcing, consulting and technology services. The segment is divided into four groups: BPO, applications services, technology services, and infrastructure technology outsourcing. The BPO group deals with both cross-industry and industry-specific solutions such as financial process management, customer relationship management and administrative services. The Application Services group includes systems integration, development, modernization and testing of applications. The Technology Services group provides the consulting and support services including those that come in the form of pre-packaged offerings and service contracts. The infrastructure Technology Outsourcing segment includes communications and network, and business compliance, security and continuity. Printing and Imaging Group The Printing and Imaging Group sells commercial and consumer printer peripherals and hardware, scanning devices, media, and supplies. The group also deals with outdoor signage and graphic arts businesses. HP is known for the Inkjet and LaserJet printers. The company supplies genuine printer cartridges and ink products for printing-related media. HP is ranked 11th by the Fortune 500 list of 2011. Maria Fareri Children’s Hospital at Westchester Medical Center in Valhalla, New York, where Dr. Gustavo Stringel serves as Surgeon in Chief and Director of Pediatric Surgery and Minimally Invasive Surgery, helps more than 20,000 children annually. The hospital’s namesake, Maria Fareri, died of rabies at the medical center in 1995. She was only 13. Hospitals at the time weren’t particularly family friendly. Maria Fareri Children’s Hospital, the only such medical facility in the United States named after a child, views parents as partners, not visitors. Gustavo Stringel and other top physicians take advantage of the institution’s state-of-the-art equipment and facilities, including the only Level IV neonatal intensive care (NICU) unit in the region.
The hospital’s onsite Ronald McDonald House includes a kitchen and living room, with five family suites under construction. A Family Resource Center provides a respite area and a library with computers for easy access to health and other Web information. All patient rooms are private and feature parent sleeping areas, bathrooms, and showers. The Pediatric Organ Transplant Center for the region, Maria Fareri Children’s Hospital also acts as one of only five Pediatric Asthma Clinical Research Centers in the U.S. sponsored by the American Lung Association. The advanced medical facility even houses a pediatric hematology/oncology center addressing bone-marrow transplants, experimental chemotherapy, and cutting-edge therapies for sickle cell anemia and other hematological disorders. Dr. Gustavo Stringel serves as an example of the level of physicians at the world-class children’s hospital. Possessing an M.D. and an M.B.A., he completed two internships and two residencies and holds fellowship status with several professional organizations. He has delivered presentations internationally and earned recognition from New York and Westchester WAG magazines, Castle Connolly Medical Ltd. and other publications. The children’s hospital also has garnered numerous awards, such as the Mission Triangle Award from the March of Dimes and honors for the NICU nurses for their compassionate and exceptional care. Maria Fareri’s parents, John and Brenda Fareri, must be very proud of the melding of top physicians and facilities in an environment embracing families that Maria Fareri Children’s Hospital has become. Aviva is ranked fifth among the largest insurance groups in the world. The company leads in providing life and pension insurance services in the European market. Its long term savings businesses in Asia, Australia and the US have also seen remarkable growth in recent years.
The company is the result of the 1998 merger of General Accident and Commercial Union, forming the CGU. In 2000, CGU also merged with Norwich Union to form the CGNU plc. In the move to strengthen the company’s brand name, the name was changed to Aviva in July 2002. Aviva’s activities are categorized into long term savings and fund management. The company is engaged in investments, general insurance and health care services. In 2007, the company reported revenues from insurance premiums and sales from investments of £38.6 billion. The company manages assets amounting to £364 billion. In 2003, Aviva started the telematic technology which the company called “Pay As You Drive.” The technology provides customized insurance products to motor owners. Pay As You drive is capable of computing insurance premiums based on the distance the client has driven the vehicle. GPS is installed to the car to allow the technology to work. The technology has enhanced client interaction and has deepened Aviva’s relationship with plan holders. In spite of stiff competition, Aviva has held the edge especially among the first time drivers because of this unique innovation. Boeing leads the world’s aerospace industry being the biggest commercial airline producer in the world. It is also the world’s largest military aircraft manufacturer, along with the design, production and supply of electronic and defense systems, communication systems, satellites, missiles and launch vehicles. The NASA is dependent on Boeing on some of its major service needs. The company is the operator of the International Space Station and the Space Shuttle.
Boeing is serving practically the whole world, with clients in over 90 countries with revenues reported to be more than $66 billion. No other company can compare with what Boeing has achieved for the aeronautics industry. However, the company could not be complacent with its accomplishments. The challenges from competitors have caused Boeing to focus on innovation. Boeing holds the record for the fastest selling new airplane model with more than 800 units of the 787 Dreamliner sold since 2004. The 787 is not another bigger and faster Boeing model. Unlike other models which are batch-produced, the 787 is mass produced. The company has taken advantage of composite materials to allow mass production of the 787. Aside from the milestones achieved by the 787, other Boeing models have also reached their own landmarks. The 737 has already reached the seven thousandth order point and the 767 and the 777 have each reached the one thousandth order point. Boeing continues to win contracts for defense equipments and aircrafts. In spite of the declining demand for military aircrafts, the support services for existing clients have been growing considering that new programs are consistently developed for the provision of the needed support services. In fact, Boeing is working on NASA’s Ares 1 program. The program is a new border security system designed to build new tracking satellites. The company has recently employed several initiatives to increase the company’s total efficiency and effectiveness. First, Boeing is applying lean principles in an accelerated manner with the Lean+ program. Next, research and development is increasing with the Development Process Excellence. Third, the company tries to leverage on the company’s purchasing power in relation to the world’s supply chain with Global Sourcing. Being hopes to continue to deliver highly innovative products, which the company considers as the primary drivers that enhance the company’s overall profitability. |
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