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Glaxo's big challenge

机译：葛兰素的挑战

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One year ago, furious shareholders voted against the pay package of Jean-Pierre Gamier, the boss of GlaxoSmith-Kline (GSK), on the grounds that it would reward him handsomely even if he were to prove a failure. No such fireworks are expected at next week's annual meeting of the drug giant, at which his revamped remuneration is likely to be approved. Shareholders are more likely to debate whether Mr Gamier is actually failing. GSK is behind schedule in delivering the fruits of the largest merger in the history of the drug industry, the $30 billion marriage in 2000 of Glaxo Wellcome and SmithKline Beecham. When most analysts and investors look at GSK, they see a pipeline of new drugs of unproven potential, and financials with an obvious downside for the foreseeable future. GSK is second only to Pfizer by revenues and market capitalisation. But its shares trade at 15 times estimated 2004 profits, compared with the industry average of 25.
机译：一年前，愤怒的股东投票反对葛兰素史克（GSK）老板让-皮埃尔·加米尔（Jean-Pierre Gamier）的薪酬方案，理由是即使他证明自己失败了，这也会给他丰厚的回报。预计在下周该制药巨头的年度会议上将不会举行此类烟花大会，届时他的调整后的薪酬很可能会获得批准。股东更有可能讨论加米先生实际上是否在失败。葛兰素史克（GSK）落后于时间表，无法实现制药业历史上最大规模合并的成果，即2000年葛兰素威康（Glaxo Wellcome）与史密斯克莱恩（SmithKline Beecham）的300亿美元联姻。当大多数分析家和投资者研究GSK时，他们会看到大量潜力尚未得到验证的新药，而且在可预见的未来，财务状况也有明显的下行空间。葛兰素史克在收入和市值上仅次于辉瑞。但其股票交易价格是2004年预期利润的15倍，而行业平均水平是25。

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