大连有哪些药企
大连有哪些药企
(C)2017 列表网&琼ICP备号-12&增值电信业务经营许可证B2-&药厂国有企业和私有企业哪个好？ - 知乎有问题，上知乎。知乎作为中文互联网最大的知识分享平台，以「知识连接一切」为愿景，致力于构建一个人人都可以便捷接入的知识分享网络，让人们便捷地与世界分享知识、经验和见解，发现更大的世界。8被浏览<strong class="NumberBoard-itemValue" title="分享邀请回答添加评论分享收藏感谢收起1添加评论分享收藏感谢收起写回答&&& &nbsp&nbsp&nbsp会员注册
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【分享】跨国药企的创办史
【分享】跨国药企的创办史
药厂的百年老店很多, 在此专门收集跨国公司的创办史和发展史,供大家了解学习, 希望各位补充
跨国药企的创办史
施贵宝 1858
施贵宝的创办史
Our company has a strong legacy of innovation that began in New York in 1858 when Edward R. Squibb, M.D., founded a pharmaceutical company in Brooklyn, and in 1887 when two friends, William McLaren Bristol and John Ripley Myers purchased a struggling drug manufacturing firm in Clinton. Together, they laid the foundation for our company today — a global BioPharma leader that continues this legacy of innovation.
As a young U.S. Navy doctor, Edward Robinson Squibb () was so unimpressed by the quality of medicines available on ships during the Mexican War that he pitched the unfit drugs overboard. In 1858, he founded his own pharmaceutical laboratory in Brooklyn, New York. E.R. Squibb, M.D. was dedicated to the production of consistently pure medicines.1858
Squibb became the source of medicines for the Union Army during the Civil War. He invented the Squibb pannier—a compact wooden medicine chest used on the battlefield—filled with some 50 medicines to treat casualties. The chest sold for about $100, and included ether and chloroform for use as an anesthetic during amputations, quinine and whiskey to treat symptoms of malaria, and herbal treatments for dysentery and other diseases that ravaged the unsanitary military camps.
William McLaren Bristol (left) and his friend, John Ripley Myers, invested $5,000 into the Clinton Pharmaceutical Company, a failing drug manufacturing firm located in Clinton, New York. The company was officially incorporated on December 13, 1887, with Bristol as president and Myers as vice president.1887Squibb retired in 1895 and passed most of the responsibility for managing the firm to his sons, Charles and Edward. The company became known as E.R. Squibb & Sons.1895
Bristol-Myers first nationally recognized product, termed a poor man’s spa by chief chemist J. Leroy Webber, was a laxative mineral salt that, when dissolved in water, reproduced the taste and effects of the natural mineral waters of Bohemia. Christened Sal Hepatica, the new product sold modestly at first. By 1903 however, Sal Hepatica was a best seller.1898
Bristol and Myers changed the name from Clinton to Bristol, Myers Company (a hyphen would replace the comma after Myers’ death in 1899, when the company became a corporation). Not until 1900 did Bristol-Myers break through into the black—where it has remained ever since.
Another runaway success of this era was Ipana toothpaste, the first toothpaste to include a disinfectant in its formula and thus protect against infection of bleeding gums. The demand for Sal Hepatica and Ipana transformed Bristol-Myers from a regional company into an international one.
The Squibb sons sold the company to Lowell M. Palmer and Theodore Weicker, and the company became incorporated. That same year, land was purchased in New Brunswick, New Jersey, for establishment of an ether production plant. Around the same time, the prototype of the Squibb logo was designed. The logo represented product uniformity, purity, efficacy and reliability based on research.1905
默克创办史
We've done great things in the past. Today, we're doing great things for the future.
Merck has a long and rich history of working to improve people's health and well-being. Through the years, our researchers have helped to find new ways to treat and prevent illness - from the discovery of vitamin B1, to the first measles vaccine, to cold remedies and antacids, to the first statins to treat high cholesterol. Our scientists also have helped develop many products to improve animal health, including vaccines and antibiotics.
While we are proud of our past, we are enthusiastic about the future of this new company and we are excited to help create a healthier, brighter future for people around the world.
Company Perspectives:
The mission of Merck is to provide society with superior products and services--innovations and solutions that improve the quality of life and satisfy customer needs&mdash? provide employees with meaningful work and advancement opportunities and investors with a superior rate of return. Key Dates:
Key Dates:
1668:Friedrich Jacob Merck purchases an apothecary in Darmstadt, Germany. 1827:Heinrich Emmanuel Merck transforms the pharmacy into a drug manufactory. 1887:The German firm, E. Merck AG, sets up a sales office in the United States. 1891:George Merck, grandson of Heinrich Merck, joins the U.S. branch, known as Merck & Company. 1899:The Merck Manual of Diagnosis and Therapy is first published. 1903:U.S. production begins at a site in Rahway, New Jersey. 1917:Entrance of United States into World War I leads to severing of relationship between Merck & Co. and E. Merck AG. 1925:George W. Merck takes over as president, succeeding his father. 1927:Company merges with Powers-Weightman-Rosengarten and is incorporated as Merck & Co., Inc.
1940s:Merck's laboratories make a series of discoveries: vitamin B12, cortisone, streptomycin. 1953:Company merges with Sharp & Dohme, Incorporated. 1965:Henry W. Gadsen is named CEO and launches an ill-advised diversification program. 1976:John J. Honran succeeds Gadsen and reemphasizes drug research. 1979:Company begins marketing Enalapril, a high-blood-pressure inhibitor whose annual sales eventually reach $550 million. 1982:Merck enters into a partnership with Astra AB to sell that company's products in the United States. 1985r. P. Roy Vagelos takes over as CEO; Vasotec, a treatment for congestive heart failure, is introduced. 1988:Vasotec becomes Merck's first billion-dollar-a-year drug. 1989:Over-the-counter medication joint venture is created with Johnson & Johnson. 1992:Zocor, a cholesterol-fighter, is introduced and eventually becomes a blockbuster. 1993:Medco Containment Services Inc., a drug distributor, is acquired for $6.6 billion. 1994:Raymond V. Gilmartin is named chairman and CEO, becoming the first outsider so named. 1995:Company divests its specialty chemicals businesses. 1999:Astra pays Merck $1.8 billion stemming from a joint venture between the companies and from Astra's merger with Z arthritis medication Vioxx makes its debut.
Company History:
Merck & Co., Inc. is one of the largest pharmaceutical companies in the world. Among the company's most important prescription drugs are Vioxx, a painkiller use Zocor and Mevacor, used to modif Cozaar, Prinivil, and Vasotec, hype Fosamax, for the treatment and preven Pepcid, Primaxin and Noroxin, Crixivan, a protease inhibitor used in the treatment of HIV; Singulair, Cosopt, Timoptic, and Trusopt, all us Propecia, and several vaccines, including M-M-R II, chicken pox vaccine Varivax, and hepatitis B vaccine Recombivax HB. Merck also develops, manufactures, and markets pharmaceuticals through a number of joint ventures, including: a partnership with Johnson & Johnson that concentrates on designing and commercializing over-the-counter versions of prescription medications, such as Pepcid AC; a venture with Aventis A.G. focusing on the Eur and another partnership with Aventis, this one concentrating on animal health and poultry genetics. Nearly half of the company's revenues are generated by Merck-Medco Managed Care, a pharmacy benefit management subsidiary principally involved in selling prescription drugs through managed prescription drug programs. Merck spends more than $2 billion each year on pharmaceutical research and development. About 40 percent of the company's human health product sales are generated outside the United States.
German Origins
Merck's beginnings can be traced back to Friedrich Jacob Merck's 1668 purchase of an apothecary in Darmstadt, Germany, called 'At the Sign of the Angel.' Located next to a castle moat, this store remained in the Merck family for generations.
The pharmacy was transformed by Heinrich Emmanuel Merck into a drug manufactory in 1827. His first products were morphine, codeine, and cocaine. By the time he died in 1855, products made by his company, known as E. Merck AG, were used worldwide. In 1887 E. Merck sent a representative, Theodore Weicker, to the United States to set up a sales office. Weicker (who would go on to own drug powerhouse Bristol-Myers Squibb) was joined by George Merck, the 24-year-old grandson of Heinrich Emmanuel Merck in 1891. In 1899, the younger Merck and Weicker acquired a 150-acre plant site in Rahway, New Jersey, and started production in 1903. Weicker left the firm the following year.
The manufacture of drugs and chemicals at this site began in 1903. This same location housed the corporate headquarters of Merck & Co. and four of its divisions, as well as research laboratories and chemical production facilities, into the 1990s. Once known as 'Merck Woods,' the land surrounding the original plant was used to hunt wild game and corral domestic animals. In fact, George Merck kept a flock of 15 to 20 sheep on the grounds to test the effectiveness of an animal disinfectant. The sheep became a permanent part of the Rahway landscape.
The year 1899 also marked the first year the Merck Manual of Diagnosis and Therapy was published. In 1983, the manual entered its 14th edition. A New York Times review rated it 'the most widely used medical text in the world.'
In 1917, upon the entrance of the United States into World War I, George Merck, fearing anti-German sentiment, turned over a sizable portion of Merck stock to the Alien Property Custodian of the United States. This portion represented the company interest held by E. Merck AG, thereby ending Merck & Co.'s connection to its German parent. At the end of the war, Merck was rewarded for his
the Alien Property Custodian sold Merck shares, worth $3 million, to the public. George Merck retained control of the corporation, and by 1919 the company was once again entirely public-owned.
1920s Through 1950s: Growth Through Mergers and R & D
By 1926, the year George Merck died, his son George W. Merck had been acting president for more than a year. The first major event of the younger Merck's tenure--which would last 25 years--was the 1927 merger with Philadelphia-based Powers-Weightman-Rosengarten, a pharmaceutical firm best known for antimalarial quinine. Following the merger, Merck incorporated his company as Merck & Co., Inc. The merger enabled Merck & Co. to increase its sales from $6 million in 1925 to more than $13 million in 1929. With the resultant expansion in capital, Merck initiated and directed the Merck legacy for pioneering research and development. In 1933, he established a large laboratory and recruited prominent chemists and biologists to produce new pharmaceutical products. Their efforts had far-reaching effects. En route to researching cures for pernicious anemia, Merck scientists discovered vitamin B12. Its sales, both as a therapeutic drug and as a constituent of animal feed, were massive.
The 1940s continued to be a decade of discoveries in drug research, especially in the field of steroid chemistry. In the early 1940s, a Merck chemist synthesized cortisone from ox bile, which led to the discovery of cortisone's anti-inflammation properties. In 1943, streptomycin, a revolutionary antibiotic used for tuberculosis and other infections, was isolated by a Merck scientist.
Despite the pioneering efforts and research success under George W. Merck's leadership, the company struggled during the postwar years. There were no promising new drugs to speak of, and there was intense competition from foreign companies underselling Merck products, as well as from former domestic consumers beginning to manufacture their own drugs. Merck found itself in a precarious financial position.
A solution was found in 1953 when Merck merged with Sharp & Dohme, Incorporated, a drug company with a similar history and reputation. Sharp and Dohme began as an apothecary shop in 1845 in Baltimore, Maryland. Its success in the research and development of such important products as sulfa drugs, vaccines, and blood plasma products matched the successes of Merck. The merger, however, was more than the combination of two industry leaders. It provided Merck with a new distribution network and marketing facilities to secure major customers. For the first time, Merck could market and sell drugs under its own name.
At the time of George W. Merck's death in 1957, company sales had surpassed $100 million annually. Although Albert W. Merck, a direct descendant of Friedrich Jacob Merck, continued to sit on the board of directors into the 1980s, the office of chief executive was never again held by a Merck family member.
1960s Through Mid-1980s: Diversifying, Reemphasizing Research, Surviving Various Difficulties
Henry W. Gadsen became CEO in 1965 and, as was fashionable at the time, initiated a program of diversification. Among the businesses acquired in the late 1960s and early 1970s were Calgon Corporation, a supplier of water treatment ch Kelco, a maker of and Baltimore Aircoil, a maker of refrigeration and industrial cooling equipment. Many of these businesses were quickly divested after it was discovered that profits were hard to come by, but Calgon and Kelco remained part of Merck into the early 1990s. Under Gadsen's emphasis on diversification, Merck's pharmaceutical operations suffered.
In 1976, John J. Honran succeeded the 11-year reign of Gadsen. Honran was a quiet, unassuming man who had entered Merck as a legal counselor and then became the corporate director of public relations. But Honran's unobtrusive manner belied an aggressive management style. With pragmatic determination Honran not only continued the Merck tradition for innovation in drug research, but also improved a poor performance record on new product introduction to the market.
This problem was most apparent in the marketing of Aldomet, an antihypertensive agent. Once the research was completed, Merck planned to exploit the discovery by introducing an improved beta-blocker called Blocadren. Yet Merck was beaten to the market by its competitors. Furthermore, because the 17-year patent protection on a new drug discovery was about to expire, Aldomet was threatened by generic manufacturers. This failure to beat its competitors to the market is said to have cost the company $200 million in future sales. A similar sequence of events occurred with Indocin and Clinoril, two anti-inflammation drugs for arthritis.
Under Honran's regime, the company introduced a hepatitis vaccine, a treatment for glaucoma called Timoptic, and Ivomac, an antiparasitic for animals. In addition, while Honran remained strongly committed to financing a highly productive research organization, Merck began making improvements on research already performed by competitors. In 1979, for example, Merck began to market Enalapril, a high-blood-pressure inhibitor, similar to the drug Capoten, which was manufactured by Squibb. Sales for Enalapril reached $550 million in 1986. Honran also embarked on a more aggressive program for licensing foreign products. In 1982 Merck purchased rights to sell products from Swedish firm Astra AB in the United S a similar arrangement was reached with Shionogi of Japan. Two years later the Merck-Astra agreement was transformed into a joint venture, Astra Merck Inc.
Honran's strategy proved very effective. Between 1981 and 1985, the company experienced a nine percent annual growth rate, and in 1985 the Wall Street Transcript awarded Honran the gold award for excellence in the ethical drug industry. He was commended for the company's advanced marketing techniques and its increased production. At the time of the award, projections indicated a company growth rate for the next five years of double the present rate.
In 1984, Honran claimed Merck had become the largest U.S.-based manufacturer of drugs in the three largest markets--the United States, Japan, and Europe. He attributed this success to three factors: a productive r manufacturing capability that allowed for cost-efficient, high- and an excellent marketing organization. The following year, Honran resigned as CEO. In 1986, his successor, Dr. P. Roy Vagelos, a biochemist and the company's former head of research, also was awarded the ethical drug industry's gold award.
Although Merck's public image was generally good, it had its share of controversy. In 1974, a $35 million lawsuit was filed against Merck and 28 other drug manufacturers and distributors of diethylstilbestrol (DES). This drug, prescribed to pregnant women in the late 1940s and up until the early 1960s, ostensibly prevented miscarriages. The 16 original plaintiffs claimed that they developed vaginal cancer and other related difficulties because their mothers had taken the drug. Furthermore, the suit charged that DES was derived from Stilbene, a known carcinogen, and that no reasonable basis existed for claiming the drugs were effective in preventing miscarriages. (A year before the suit, the Federal Drug Administration, or FDA, banned the use of DES hormones as growth stimulants for cattle because tests revealed cancer-causing residues of the substance in some of the animals' livers. The FDA, however, did not conduct public he consequently, a federal court overturned the ban.)
Under the plaintiffs' directive, the court asked the defendants to notify other possible victims and to establish early detection and treatment centers. More than 350 plaintiffs subsequently sought damages totaling some $350 billion.
Merck was not beleaguered by the DES lawsuit only. In 1975, the company's name was added to a growing list of U.S. companies involved in illegal payments abroad. The payoffs, issued to increase sales in certain African and Middle Eastern countries, came to the attention of Merck executives through the investigation of the Securities and Exchange Commission. While sales amounted to $40.4 million for that year in those areas of the foreign market, the report uncovered a total of $140,000 in bribes. Once the SEC revealed its report, Merck initiated an internal investigation and took immediate steps to prevent future illegal payments.
Later, Merck found itself beset with new difficulties. In its attempt to win hegemony in Japan, the second largest pharmaceutical market in the world, Merck purchased more than 50 percent of the Banyu Pharmaceutical Company of Tokyo. Partners since 1954 under a joint business venture called Nippon Merck-Banyu (NMB), the companies used Japanese detail men (or pharmaceutical sales representatives) to promote Merck products.
When NMB proved inefficient, however, Merck bought out its partner for $315.5 million--more than 30 times Banyu's annual earnings. The acquisition was made in 1982, and Merck was still in the process of bringing Banyu into line with its more aggressive and imaginative management style in the early 1990s.
Problems in labor relations surfaced during the spring of 1985 when Merck locked out 730 union employees at the Rahway plant after failing to agree to a new contract. For three months prior to the expiration of three union contracts, involving 4,000 employees, both sides negotiated a new settlement. When talks stalled, however, the company responded by locking out employees. The unresolved issues involved both wages and benefits.
By June 5, all 4,000 employees participated in a strike involving the Rahway plant and six other facilities across the nation. In West Point, Virginia, operations were halted when union picketers prevented nonstriking employees from entering the plant. Merck, however, was able to win a court-ordered injunction limiting picketing.
The strike proved to be the longest in Merck' but after 15 weeks an agreement was finally reached. A company request for the adoption of a two-tier wage system that would permanently pay new employees lower wages was rejected, as was a union demand for wage increases and cost-of-living adjustments during the first year. Nevertheless, Merck's reputation as an exceptional, high-paying workplace remained intact, and its subsequent contract agreements were amicable. In fact, Merck was ranked as one of the '100 Best Companies to Work for in America' and one of Working Mother magazine's '100 Best Companies for Working Mothers' since that ranking's 1986 inception.
Late 1980s and Early 1990s: Blockbuster Drugs, Joint Ventures, Medco
During the late 1980s, double-digit annual sales increases catapulted Merck to undisputed leadership of the pharmaceutical industry. CEO Vagelos's research direction in the 1960s and 1970s laid the foundation for Merck's drug 'bonanza' of the 1980s. Vasotec, a treatment for congestive heart failure, was introduced in 1985 and became Merck's first billion-dollar-a-year drug by 1988. Mevacor, a cholesterol-lowering drug introduced in 1987, and ivermectin, the world's top-selling animal health product, also contributed to the company's impressive growth. In the late 1980s, Merck was investing hundreds of millions of dollars in research and development--ten percent of the entire industry's total. Over the course of the decade, Merck's sales more than doubled, its profits tripled, and the company became the world's top-ranked drug company as well as one of Business Week's ten most valuable companies.
The company also was recognized for its heritage of social responsibility. In the 1980s, Merck made its drug for 'river blindness'--a parasitic infection prevalent in tropical areas and affecting 18 million people&mdash…ailable at no charge. In 1987, the company shared its findings regarding the treatment of human immunodeficiency virus (HIV) with competitors. These efforts reflected George W. Merck's assertion: 'Medicine is for the patients. It is not for the profits. The profits follow, and if we have remembered that, they have never failed to appear. The better we have remembered it, the larger they have been.'
Growth did slow in the early 1990s, however, as Merck's drug pipeline dried up. Although the company maintained the broadest product line in the industry, its stable of new drugs was conspicuously absent of the 'blockbusters' that had characterized the previous decade, with one exception. In 1992 Merck introduced Zocor, a cholesterol-fighting drug that eventually surpassed $1 billion in annual sales and became the company's top-selling drug and one of the most successful pharmaceuticals in history.
In the meantime, Merck entered into a number of joint ventures that created alternative avenues of product development. In 1989 Merck joined with Johnson & Johnson in a venture to develop over-the-counter (OTC) versions of Merck's prescription medications, initially for the U.S. market, later expanded to Europe and Canada. Two years later Merck and E.I. du Pont de Nemours and Company formed a joint venture to research, manufacture, and sell pharmaceutical and imaging agent products. Merck and Connaught Laboratories, Inc. (later part of Aventis S.A.) jointly agreed in 1992 to develop combination vaccines in the United States. In 1994 Merck created a venture with a related company, Pasteur Merieux Connaught (which was also later part of Aventis S.A.), to market combination vaccines in Europe.
In 1993 Merck acquired Medco Containment Services Inc. for $6.6 billion. Medco was a mail-order distributor of drugs that was previously acquired by Martin Wygod in the early 1980s for $36 million. With the help of infamous investment banker Michael Milken, Wygod built Medco into a mass drug distribution system with $2.5 billion in revenues and $138 million in profits by 1992. The acquired company soon was renamed Merck-Medco Managed Care.
The wisdom of the purchase was debated among analysts. On one hand, it was regarded as making Merck more competitive in a U.S. healthcare industry dominated by cost-cutting managed care networks and health maintenance organizations. On the other hand, some observers noted that Merck's newest subsidiary would necessarily distribute competitors' drugs and that it had been a major proponent of discounting, which threatened to cut into Merck's R & D funds.
The Medco acquisition also complicated Vagelos's plans for a successor. Vagelos's choice, Richard J. Markham, resigned unexpectedly in mid-1993, just months before the CEO's anticipated retirement. Some observers speculated that 54-year-old Wygod, with his cost-cutting tendencies and marketing forte, was a likely successor, but he, too, resigned in March 1994. In the end, other internal candidates were bypassed as well in favor of the company's first outsider in Merck history to take the top job, Raymond V. Gilmartin. Named CEO in June 1994 and chairman in November of that year, Gilmartin had helped turn around medical equipment maker Becton Dickinson & Co. as that firm's chairman and CEO.
Mid-1990s and Beyond
Although Vagelos had built Merck into its position of industry preeminence by the time of his retirement, the entire pharmaceutical sector was in upheaval stemming from the growth of managed care. Sales and earnings growth were on the decline. Industry pressure resulted in large mergers that created Glaxo Wellcome plc and Novartis AG and toppled Merck from its position as the world's biggest drugmaker to a tie for third place with Germany's Hoechst Marion Roussel. Merck also was suffering from the difficult 18 months it took to find Vagelos's successor and the 'turf-conscious, defection-ridden' culture (so described by Business Week's Joseph Weber) that Vagelos left behind. One of Gilmartin's first major tasks, then, was to restructure the company's management team. In September 1994 he set up a 12-member management committee to help him run the company and plot strategies for growth. The management team included sales executives in Europe and Asia, the heads of the veterinary and vaccine divisions, the president of Merck-Medco, and executives from the research, manufacturing, finance, and legal areas. The creation of this committee helped to streamline and flatten Merck's organizational structure, fostered a greater degree of company teamwork, and halted the exodus of top managers that occurred during the Vagelos succession.
One of the management committee's first acts was to create a mission statement for Merck, which affirmed that the company was primarily a research-driven pharmaceutical company. Gilmartin then launched a divestment program, which jettisoned several noncore units, including a generic-drug operation and a managed mental-health care unit. In 1995 Merck sold its Kelco specialty chemicals division to Monsanto Company for $1.1 billion, and its other specialty chemicals unit, Calgon Vestal Laboratories, went to Bristol-Myers Squibb Company for $261 million. These sales also helped Merck pay down the debt it incurred in acquiring Medco, a unit that Gilmartin retained.
There were also two significant divestments in the late 1990s. In July 1997 Merck exited from the agribusiness sector when it sold its crop protection unit to Novartis for $910 million. In July 1998 Merck sold its half-interest in its joint venture with E.I. du Pont to its partner for $2.6 billion. Merck also restructured its animal health unit by combining it with that of Rhone-Poulenc S.A. to form Merial, a stand-alone joint venture created in August 1997. At the end of the 1990s Merial stood as the world's largest firm focusing on the discovery, manufacture, and marketing of veterinary pharmaceuticals and vaccines. By that time, Merck's partner in Merial was Aventis S.A., which had been formed from the late 1999 merger of Rhone-Poulenc and Hoechst A.G.
Another joint venture--the one formed with Astra in 1982--was restructured in the late 1990s. This venture's biggest success came with the December 1996 approval of Prilosec for the treatment of ulcers and heartburn. Prilosec went on to become a blockbuster. In July 1998 Merck and Astra agreed to transform the joint venture into a new limited partnership in which Merck would have no management control but would hold a limited partnership interest and receive royalty payments. This gave Astra more flexibility in terms of seeking a merger partner, and in April 1999 the company merged with Zeneca Group Plc to form AstraZeneca AB. Stemming from this merger and the 1998 agreement between Merck and Astra, Merck received from Astra two one-time payments totaling $1.8 billion.
From 1995 through 1999, Merck introduced a total of 15 new drugs. Gilmartin helped bring these new products to market, but credit for developing them fell to Dr. Edward M. Scolnick, the research chief under Vagelos who stayed with the firm even though he had vied to succeed Vagelos. Within 18 months of Gilmartin's arrival, Merck had launched a record eight drugs, including Crixivan, a protease inhibitor used in the treatment of HIV; Fosamax, used t and hypertension medication Cozaar. The eight drugs accounted for more than $1 billion in sales in 1996, about ten percent of the company's total drug sales. Through its joint venture with Johnson & Johnson, Merck also received U.S. approval in April 1995 for the antacid Pepcid AC, an OTC version of Merck's Pepcid.
As the 1990s continued, Merck faced the specter of the expiration of patent protection for some of its biggest-selling products--Vasotec and Pepcid were slated to expire in 2000, Mevacor and Prilosec in 2001. These five drugs generated $5.2 billion in U.S. sales in 1997. Under intense pressure to replace this--at least potentially--lost revenue, Merck continued its torrid pace of product debuts. In 1998 the company introduced a record five drugs: Singulair for asthma, Maxalt for migraine headaches, Aggrastat for acute coronary syndrome, Propecia for hair loss, and Cosopt for glaucoma. Merck managed only one drug introduction in 1999, but it was a blockbuster. Making its U.S. debut in May 1999, Vioxx was part of a new category of pain drugs, dubbed Cox-2 inhibitors. Cox-2, an enzyme present in various diseases, was blocked by the new drugs. As a treatment for arthritis, Vioxx was noteworthy for being effective while not irritating the stomach. Despite being second to market behind G.D. Searle & Co.'s Celebrex, Vioxx had a remarkable first seven months in which U.S. physicians wrote more than five million prescriptions. The new medication was expected to have sales in 2000 of more than $1 billion, a rapid rise to that level.
Merck headed into the uncertainty of the early 21st century riding a triumphant 1999 wave. In addition to its successful introduction of Vioxx, the company was heartened by the continued strength of its top-selling drug, Zocor, which was gaining market share despite intense competition, particularly from Warner-Lambert Company's Lipitor. Zocor was likely to have worldwide sales of more than $5 billion in 2000. Overall sales in 1999 increased 22 percent, reaching $32.71 billion, while net income increased 12 percent to $5.89 billion. Merck's worldwide pharmaceutical sales totaled $12.55 billion in 1999, placing the company in the number one position. This ranking was unlikely to last, however, thanks to two proposed mergers expected to close in 2000: the U.K. marriage of Glaxo Wellcome plc and SmithKline Beecham plc, and the U.S. coupling of Pfizer Inc. and Warner-Lambert. Merck's Gilmartin stated that he had no interest in such a merger, despite the looming patent expirations. One apparent reason for Gilmartin's go-it-alone approach was the company's rapidly growing Merck-Medco unit, which achieved 1999 sales of $15.23 billion. The unit had established the world's biggest Internet-based pharmacy, merckmedco.com, and formed an alliance with CVS Corporation in 1999 to sell OTC medicines and general health products through this site. Merck-Medco also was helping enhance the sales of Merck drugs, although the FDA launched an investigation in the late 1990s into the practices of pharmacy-benefit management (PBM) firms, including whether any illegalities were taking place in regard to the PBMs steering patients to drugs made by a particular firm. Another reason for optimism about the future of Merck was its continued R & D commitment, represented in 2000 by a $2.4 billion budget. The company's pipeline included a potential blockbuster drug for the treatment of depression and anxiety, which could reach the market by 2001, in addition to several others in various stages of testing.
Principal Subsidiaries: Chibret A/S (Denmark); Hangzhou MSD Pharmaceutical Company Limited (China); International Indemnity Ltd. (Bermuda); Johnson & Johnson-Merck Consumer Pharmaceuticals C Laboratorios Prosalud S.A. (Peru); MCM Vaccine Co.; Merck and Company, I Merck Capital Investments, Inc.; Merck Capital Resources, Inc.; Merck Enterprises Canada, Ltd.; Merck Foreign Sales Corporation Ltd. (Bermuda); Merck Hamilton, Inc.; Merck Holdings, Inc.; Merck Investment Co., Inc.; Merck Liability Management C Merck-Medco Managed Care, L.L.C.; Merck Resource Management, Inc.; Merck Sharp & Dohme (Europe) Inc.; Merck Sharp & Dohme Industria Quimica e Veterinaria Limitada (Brazil); Merck Sharp & Dohme (New Zealand) L Merck Sharp & Dohme Overseas Finance N.V. (Netherland Antilles); Merck Sharp & Dohme (Panama) S.A.; Merck Sharp & Dohme Peru S.C.; Merck Sharp & Dohme (Philippines) Inc.; Merial L MSD International Holdings, Inc.; MSD (Japan) Co., Ltd.; SIBIA Neurosciences, Inc.; The O'Hare Group, Inc.
Principal Competitors: Abbott L American Home Products C Amgen Inc.; Baxter International Inc.; Bayer AG; Boehringer I Bristol-Myers Squibb C Eli Lilly and C Express Scripts, Inc.; Glaxo W Monsanto C Novartis AG; Pfizer Inc.; Pharmacia & Upjohn, Inc.; The Procter & Gamble C Roche Holding Ltd.; Schering-Plough C SmithKline B Warner-Lambert Company.
Further Reading:
Baldo, Anthony, 'Merck Plays Hardball,' Financial World, June 26, 1990, pp. 22&.
Barrett, Amy, 'Can Merck Grow Without a Megamerger?,' Business Week, June 22, 1998, p. 40.
Byrne, John A., 'The Miracle Company,' Business Week, October 19, 1987, pp. 84&.
Cloud, David S., 'Pharmacy-Benefit Management Firms Got Subpoenas in Drug-Marketing Probe,' Wall Street Journal, March 7, 2000, p. B7.
Eklund, Christopher S., and Judith H. Dobrynski, 'Merck: Pouring Money into Basic Research to Replace an Aging Product Line,' Business Week, November 26, 1984, pp. 114&.
Galambos, Louis, and Jane Eliot Sewell, Networks of Innovation: Vaccine Development at Merck, Sharp, & Dohme, and Mulford, , New York: Cambridge University Press, 1995.
Gannes, Stuart, 'Merck Has Made Biotech Work,' Fortune, January 19, 1987, p. 58.
Harris, Gardiner, 'Cold Turkey: How Merck Intends to Ride Out a Wave of Patent Expirations,' Wall Street Journal, February 9, 2000, pp. A1, A8.
Koberstein, Wayne, 'The Inner Merck: Chairman Ray Gilmartin Charts Pace-Setting Growth,' Pharmaceutical Executive, January 2000, pp. 44-48&.
Langreth, Robert, 'Merck Raises Its Estimate of Astra Sum,' Wall Street Journal, December 10, 1998, p. B7.
'Mercky Waters,' Economist, May 24, 1997, pp. 59-61.
Nossiter, Daniel D., 'Blue Chip Bet on Research: Merck to Launch Raft of New Products,' Barron's, November 8, 1982, pp. 16&.
O'Reilly, Brian, 'Why Merck Married the Enemy,' Fortune, September 20, 1993, pp. 60-64.
Reingold, Jennifer, 'Mercky Waters,' Financial World, January 17, 1995, pp. 28-29.
Robertson, Wyndham, 'Merck Strains to Keep the Pots Aboiling,' Fortune, March 1976, p. 134.
Rudnitsky, Howard, 'Anticipating Hillary,' Forbes, August 30, 1993, pp. 44-45.
Scheibla, Shirley Hobbs, 'Merck's Main Man: He Sees New Drugs Sparking Continued Growth,' Barron's, November 11, 1985, pp. 13&.
Seiden, Carl, 'Why Merck Has to Run Just to Stay in Place,' Medical Marketing and Media, August 1998, pp. 38-40, 42, 44, 46.
Smith, Lee, 'Merck Has an Ache in Japan,' Fortune, March 18, 1985, pp. 42&.
Tanouye, Elyse, 'Drug Makers' PBM Strategy Produces Uneven Results,' Wall Street Journal, February 11, 1998, p. B4.
------, 'Gilmartin, Merck's New CEO, Expected to Try Approaches He Used at Becton,' Wall Street Journal, June 13, 1994, p. B6.
------, 'Merck's Competition in Key Markets Pressure Earnings,' Wall Street Journal, July 24, 1998, p. B4.
Tanouye, Elyse, and Stephen D. Moore, 'Novartis to Pay $910 Million for Merck Business,' Wall Street Journal, May 14, 1997, p. A3.
Warren, Susan, 'DuPont Is Paying Merck $2.6 Billion to Buy Out 50% Stake in Drug Venture,' Wall Street Journal, May 20, 1998, p. A4.
Weber, Joseph, 'Merck Is Showing Its Age,' Business Week, August 23, 1993, pp. 72-74.
------, 'Merck Needs More Gold from the White Coats,' Business Week, March 18, 1991, pp. 102&.
------, 'Merck Wants to Be Alone--But with Lots of Friends,' Business Week, October 23, 1989, p. 62.
------, 'Mr. Nice Guy with a Mission,' Business Week, November 25, 1996, pp. 132&.
------, 'Suddenly, No Heir Is Apparent at Merck,' Business Week, July 26, 1993, p. 29.
Weber, Joseph, et al., 'Merck Finally Gets Its Man,' Business Week, June 27, 1994, p. 22.
'What the Doctor Ordered,' Time, August 18, 1952.
Willatt, Norris, 'Merck's Unlimited Medicine,' Management Today, May 1981, pp. 82&.
Source: International Directory of Company Histories, Vol. 34. St. James Press, 2000
默克创办史
在过去，我们已经做了伟大的事情。今天，我们为未来做伟大的事情。
默克公司具有悠久而丰富的历史，努力提高人民的健康和福祉。通过这些年来，我们的研究人员已经帮助找到新的方法来治疗和预防疾病 - 从发现的维生素B1，麻疹疫苗，感冒药和制酸剂，第一个他汀类药物治疗高胆固醇。我们的科学家也帮助开发了许多产品，以改善动物健康，包括疫苗和抗生素。
虽然我们很自豪我们的过去，我们关于这家新公司未来的热情，我们很高兴能够帮助世界各地的人们创造一个健康，光明的未来。
公司观点：
默克公司的使命是为社会提供优质的产品和服务 - 创新和解决方案，提高生活质量和满足客户的需求 - ？为员工提供有意义的工作和晋升机会和投资者提供一个优越的回报率。关键日期：
关键日期：
1668：弗里德里希·雅各默克在德国达姆施塔特，购买一个药剂师。 1827：海因里希灵光默克药物生产厂家到药店转换。 1887：E.默克公司，德国公司，在美国设立销售办事处设置。 1891年：乔治·默克，海因里希·默克的孙子，加入美国的分支，称为默克公司。 1899年：“默克诊疗手册诊断和治疗是首次发表。 1903年：美国拉威，新泽西州在网站中开始生产。 1917年：美国的入口到第一次世界大战我撞断默克制药公司和E.默克公司之间的关系。 1925年：乔治·W·默克接任总统，接替他的父亲。 1927年：公司权力特曼罗森葛登合并和默克公司，公司注册成立
20世纪40年代：默克公司的实验室进行了一系列的发现：维生素B12，可的松，链霉素。 1953年：公司与默沙东公司的合并。 1965：W. Gadsen亨利被任命为CEO，并启动一个不明智的产品多样化的计划。 1976年：约翰J. Honran的成功Gadsen，并再次强调药物研究。 1979年公司开始营销依那普利，其年销售额最终达到5.5亿美元，高血压抑制剂。 1982年，默克公司进入一个销售该公司的产品在美国与阿斯特拉AB合作。 1985年：博士P.罗伊瓦格洛斯接任CEO; Vasotec，用于治疗充血性心脏衰竭，被引入。 1988：Vasotec的成为默克的第一个十亿美元的一年的药物。 1989：过的非处方药合资创建了强生公司。 1992年：舒降胆固醇的战斗机，被引入，并最终成为一个重磅炸弹。 1993年：Medco的遏制服务公司“，”药品经营企业，为$ 660亿美元收购。 1994年：雷蒙V.吉尔马丁被任命为董事长兼首席执行官，成为第一个局外人，因此而得名。 1995年：公司剥离其特种化学品业务。 1999年：阿斯特拉默克公司支付$ 1.8十亿源自公司之间的一家合资企业，从阿斯特拉与捷利康公司合并;关节炎药物Vioxx的做它的首演。
公司发展历程：
默克公司，是世界最大的制药公司之一。其中该公司最重要的处方药物是用于治疗关节炎的止痛药万络，舒降之，美降脂，用于修改胆固醇水平;科素亚，Prinivil，和Vasotec，高血压药物;福善美，为的治疗和预防骨质疏松症;甲磺噻脒[抗消化性溃疡药，一个溃疡用药; Primaxin Noroxin，抗生素，蛋白酶抑制剂，用于治疗HIV CRIXIVAN;尔宁，哮喘的治疗; Cosopt，Timoptic，Trusopt，用于治疗青光眼，保法止，脱发的补救措施，以及几种疫苗，包括MMR II，水痘的疫苗VARIVAX，和乙肝疫苗Recombivax HB。默克公司还开发，生产，营销眼部医药品通过多家合资企业，其中包括：与强生（Johnson＆Johnson），专注于设计和商业化过度的非处方版本的处方药物，如甲磺噻脒[抗消化性溃疡药AC合伙创业与安万特公司专注于欧洲的疫苗市场和安万特公司，这其中专注于动物保健和家禽遗传&#8203;&#8203;学的另一个合作伙伴关系。近半公司的收入产生，由Merck-Medco的托管护理，药房福利管理子公司，主要从事销售处方药管理的处方药计划。默克花费超过2亿，每年药品的研究和开发。大约40％的公司的人类健康产品的销售产生美国以外的国家。
默克的开端可以追溯到弗里德里希·雅各布默克公司1668购买一个药剂师在德国达姆施塔特，被称为“在天使的标志。”毗邻的护城河，这家店仍然在默克家族几代人。
药房转化由海因里希灵光默克的药物生产厂家在1827年。他的第一个产品是吗啡，可待因，可卡因。他于1855年去世的时候，由他的公司，被称为E.默克公司的产品在全世界使用。 E.默克公司在1887年向美国派出一名代表，西奥多魏克尔，设立了销售办事处。魏克尔（谁还会去到自己的药物巨头施贵宝）加入由乔治·默克，海因里希·伊曼纽尔默克在1891年，24岁的孙子。 1899年，年轻的默克和魏克尔的收购拉威，新泽西州，占地150英亩的厂区，并于1903年开始生产。魏克尔次年离开公司。
在这个网站上的药物和化学品的制造始于1903年。此相同的位置安置企业默克公司总部和它的四个部门，以及研究实验室和化学品生产设施，到20世纪90年代。一旦被称为“默克·伍兹，”原植物周围的土地被用来猎取野味和畜栏国内动物。事实上，乔治·默克保持15至20只羊的羊群的动物消毒剂的有效性进行测试的理由。羊成为拉威景观的永久组成部分。
1899年也标志着默克手册“出版的诊断和治疗的第一年。本手册在1983年，进入了它的第14版。纽约时代周刊的评分，它在世界上使用最广泛的医疗文本。
1917年，当美国进入第一次世界大战中，乔治·默克的入口担心反德情绪，上缴相当一部分外国人财产托管人的美国默克股票。这部分代表E.默克公司持有的公司权益，从而结束默克＆Co。的德国母公司的连接。在战争结束后，默克公司奖励他的爱国领导，外国人财产托管默克公司出售股份，价值约300万美元，向社会公开。乔治·默克保留该公司的控制权，1919年公司再次被完全公有制。
20世纪20年代至20世纪50年代：通过并购和研发增长
年到1926年，乔治·默克去世后，他的儿子乔治·默克一直担任总裁一年多的时间。年轻默克的任期的第一件大事 - 将持续25年 - 1927年合并，总部位于费城的权力特曼罗森葛登，制药公司最出名的抗疟药奎宁。合并后，默克公司注册成立自己的公司，默克公司，公司的合并使默克公司，以增加其销售额从1925年的600万美元的1929年超过1300万美元。用所得的资本扩张，默克公司默克传统的开创性研究和发展的启动和指导。 1933年，他建立了大型实验室，并聘请著名化学家和生物学家产生新的医药产品。他们的努力有深远的影响。研究治疗恶性贫血的途中，默克公司的科学家发现维生素B12。它的销售，无论是作为治疗药物和饲料的组成部分，是巨大的。
20世纪40年代持续十年的发现在药物研究中，尤其是在类固醇化学领域。在20世纪40年代初，默克公司的化学家合成可的松从牛胆，从而导致发现可的松的抗炎特性。在1943年，一个革命性的用于肺结核及其他感染的抗生素，链霉素，分离由默克公司的科学家。
尽管乔治·W·默克的领导下所做的开拓和研究成功，该公司在战后的几年奋斗。有没有前途的新药可言，并有来自外国公司的激烈竞争，抛售默克产品，以及前国内消费者开始制造自己的药物。默克公司发现自己在一个岌岌可危的财务状况。
一个解决方案是在1953年发现，当默克公司合并，并入，默沙东医药公司具有类似的历史和声誉。夏普和Dohme开始作为一个药剂师店于1845年在美国马里兰州巴尔的摩市。它的成功，在如此重要的产品，如磺胺类药物，疫苗和血浆产品的研究和开发匹配默克的成功。然而，兼并，以上两个行业领导者的结合。默克一个新的分销网络和市场设施，以确保主要客户。第一次，默克公司可以以自己的名义推广及销售药物。
在乔治·W·默克公司于1957年去世的时候，公司的销售已经超过了每年1亿美元。虽然阿尔伯特·默克的直系后裔弗里德里希·雅各布默克，继续坐在董事会上，进入20世纪80年代，行政长官从来没有再次举行由默克家族成员。
20世纪60年代到80年代中期：多元化，再次强调研究，幸存的各种困难
首席执行官亨利·Gadsen成为在1965年，当时的时髦，发起了一个多元化的方案。在20世纪60年代末和70年代初收购的业务为Calgon公司，水处理化学品和服务的供应商; Kelco公司，特种化学品制造商和巴尔的摩威斯达，制冷和工业制冷设备制造商。许多这些企业很快就被剥离后，发现利润是很难得的，到20世纪90年代初，但，卡尔冈和Kelco公司仍然默克的一部分。根据了Gadsen强调多元化，默克制药业务受到影响。
在1976年，约翰·J. Honran接替在位11年的Gadsen。 Honran是一个安静的，不事张扬的人，曾进入默克作为法律顾问，并成为企业公关总监。但Honran的不显眼的方式掩盖了积极的管理风格。随着务实的决心Honran不只有继续默克公司在药物研究中的创新传统，但也提高了新产品推出市场上表现欠佳。
这个问题是最明显的在营销的Aldomet，抗高血压药。一旦研究完成后，默克公司计划利用这一发现，通过引入改进的β-受体阻滞剂称为Blocadren的。然而，默克公司被殴打的市场，其竞争对手。此外，由于17年的专利保护对新药发现即将到期，Aldomet仿制药生产商的威胁。这种故障击败其竞争对手的市场说已经花费了公司未来销售200亿美元。发生类似的事件序列与消炎痛和Clinoril的，两个关节炎消炎药。
根据Honran的政权，公司引进肝炎疫苗，为青光眼称为Timoptic的治疗，动物，抗寄生虫药Ivomac。此外，虽然仍然坚定地致力于Honran融资高度生产力的研究机构，默克竞争对手进行的研究已经开始改善。例如，1979年，默克公司开始向市场依那普利，高血压抑制剂，类似的药物博通，Squibb公司制造。依那普利的销售达到了550万美元于1986年。 Honran也走上许可国外产品更积极的方案。默克公司在1982年购买的权利卖产品从瑞典阿斯特拉公司在美国AB，日本盐野义制药达成类似安排。两年后，默克雅特协议被改造成合资公司，阿斯特拉默克公司
Honran的策略被证明是非常有效的。该公司在1981年和1985年之间，经历了9％的年增长率，并于1985年华尔街成绩单，授予Honran的卓越金奖处方药的产业。他赞扬，为公司的先进的营销技术和增加生产。预测表明当时的奖励，双目前的速度，未来五年，公司增长率。
1984年，Honran声称，默克公司已成为最大的总部设在美国的三个最大市场 - 美国，日本和欧洲的药品制造商。他这种成功归结为三个因素：生产力的研究组织，允许符合成本效益，高品质的生产制造能力和优秀的营销组织。次年，Honran辞任行政总裁。 1986年，他的继任者，P.罗伊瓦格洛斯博士，生物化学家和公司的前负责人研究，也被授予道德制药业的金奖。
虽然默克公司的公众形象被普遍看好，它有它的份额争议。在1974年，3500万美元的诉讼是针对默克公司和其他28个药品生产企业和经销商己烯雌酚（DES）。此药，处方给孕妇，直到20世纪60年代初，在20世纪40年代末和表面上防止流产。原来的16个原告声称，他们开发的阴道癌和其他相关的困难，因为他们的母亲采取了药物。此外，诉讼费用，DES来自芪，已知的致癌物质，而且没有合理的依据，存在声称药物是有效的预防流产。 （前一年的西装，联邦药物管理局FDA，禁止使用DES的荷尔蒙，生长牛兴奋剂，因为测试显示残留物质在一些动物的肝脏致癌。，然而，美国食品和药物管理局不进行公开听证，在这个问题上，因此，联邦法院推翻禁令。）
法院根据原告的指令，要求被告通知其他可能的受害者，并建立早期发现和治疗中心。 350多名原告随后寻求赔偿总额约350亿美元。
默克公司是不被围攻的DES诉讼。 1975年，该公司的名字被添加到越来越多的美国公司在国外非法支付。通过调查，美国证券交易委员会颁布的回报，在某些非洲和中东国家，以增加销售，来到默克公司高管的注意。虽然销售额达美元在这些领域的国外市场，该年度报告共发现了14万美元贿赂。一旦美国证券交易委员会的报告透露，默克公司发起了内部调查，并立即采取措施，以防止未来的非法款项。
后来，默克公司发现了自己新的困难所困扰。在其试图赢得霸主地位，在日本，在世界上的第二大医药市场，默克公司购买东京伴宇药业公司的50％以上。下一个合资商业企业称为合作伙伴自1954年以来日本默克伴宇（NMB），公司采用日本细节的男人（或医药销售代表）促进默克产品。
NMB被证明是低效的，但是，默克买下了它的合作伙伴美元 - 30倍以上伴宇的年度盈利。该项收购是在1982年，默克还是在使伴宇成符合其更积极的和富有想象力的管理风格，在20世纪90年代初的过程中。
在1985年的春天，当默克锁定不同意一份新合同的730名工会员工在拉威厂后劳动关系中存在的问题浮出了水面。三个工会的合同，涉及4000名员工，期满前三个月，双方达成了一项新的解决。当谈判陷入僵局，但是，该公司锁定员工回应。尚未解决的问题涉及工资和福利。
6月5日，所有4000名员工参加罢工涉及拉威厂房及六个全国各地的其他设施。在弗吉尼亚州的西点，操作时停止工会纠察队员阻止非罢工员工进入工厂。默克，然而，能赢得了法院下达的禁令，限制纠察。
这次罢工被证明是在默克公司的历史最长，但15周后，终于达成了协议。 A公司请求采用两层的工资制度，将永久降低新员工的工资被拒绝支付，是工会在第一年内增加工资和生活成本调整的需求。然而，默克公司的声誉作为一个特殊的，高报酬的工作环境保持完好，其后续合同协议友好。事实上，默克公司被评为100家最佳公司之一工作的母亲“，因为该排名的1986年成立以来，在美国”工作母亲“杂志评选的100家最佳公司之一的工作。
20世纪80年代末和90年代初：重磅炸弹药物，合资，Medco公司
在20世纪80年代后期，每年两位数的销售增长，一跃默克制药行业无可争议的领导地位。 CEO瓦格洛斯在20世纪60年代和70年代的研究方向奠定了基础，为默克公司的药物在20世纪80年代的“富矿”。 Vasotec，用于治疗充血性心脏衰竭，于1985年推出，成为默克公司由1988年的第一个十亿美元的一年的药物。美降脂，降胆固醇药物，于1987年推出，伊维菌素，世界上最畅销的动物保健产品，也推动了公司的令人印象深刻的增长。在20世纪80年代后期，默克投资数百数百万美元的研究和开发 - 整个行业的总量的百分之十。在过去的十年中，默克公司的销售额增加了一倍以上，其利润的三倍，该公司成为世界上排名第一的制药公司，以及“商业周刊”的10个最有价值的公司之一。
该公司还确认其遗产的社会责任。默克公司在20世纪80年代，其药物'[河blindness' - 在热带地区流行的一种寄生虫感染，影响18万人 - ... ailable不收费。 1987年，公司分享了其研究结果对治疗人类免疫缺陷病毒（HIV）与竞争对手。这些努力反映了乔治·W·默克的说法：“医学是为病人。它的利润。的利润，如果我们记住的是，他们从来没有出现。我们更好的记住它，他们已经较大。“
增长确实缓慢，但是在20世纪90年代初，默克公司的药品管道干燥。虽然该公司保持了在同行业中最广泛的产品线，其稳定的新的药物，显眼的特点在过去十年的'大片'，但有一个例外。默克公司在1992年推出的舒降之，对抗胆固醇的药物，最终超过1亿美元的年销售额，成为该公司最畅销的药物和在历史上最成功的药品之一。
与此同时，默克公司签订了一些合资企业，创造替代产品开发的途径。默克在1989年加入强生公司在创业发展的柜台交易（OTC），默克公司的处方药版本，最初是为美国市场，后来扩大到欧洲和加拿大。两年后，默克和E.I.杜邦公司成立一家合资公司，研究，制造和销售药品和显像剂产品。默克公司和诺Laboratories公司（后来的部分对Aventis SA）共同商定于1992年在美国开发联合疫苗。默克公司在1994年创建了一个企业与关连公司，巴斯德梅里埃诺（这也是后来安万特公司的一部分），在欧洲市场结合疫苗。
默克公司在1993年为$ 660亿美元收购Medco的遏制服务公司。 Medco的是先前由Martin Wygod在获得3600万美元的20世纪80年代初的药物邮购分销商。臭名昭著的投资银行家迈克尔·米尔肯的帮助下，Wygod建的Medco成大众药品流通体制改革与由1992年的2.5亿美元的收入和1.38亿美元利润。很快被收购公司更名为默克Medco的管理式医疗。
购买的智慧分析师辩论。一方面，它被视为默克在美国医疗保健行业占主导地位的削减成本的管理服务网络和健康维护组织更具竞争力。另一方面，一些观察家指出，默克公司的子公司必然会散布竞争对手的药物，它一直贴现的主要支持者，扬言要切成默克公司的研发资金。
收购Medco公司也复杂瓦格洛斯的继任计划。意外辞职瓦格洛斯的选择，理查德·马卡姆，在1993年年中，就在几个月前CEO的预期退休。一些观察家推测，的54岁Wygod，他削减成本的倾向和营销拿手好戏，是有可能的继任者，但他也于1994年3月辞职。最终，其他内部候选人被绕过，以及有利于该公司的第一个局外人在默克历史采取的最高职位，雷蒙V.吉尔马丁。于1994年6月任命为CEO和董事长在当年11月，吉尔马丁有助于扭转医疗设备制造商碧迪公司作为该公司的董事长兼首席执行官。
20世纪90年代中期及以后
虽然已建成瓦格洛斯默克行业超群的位置，他的退休时间，整个医药板块在动荡源于管理式医疗的成长。销售和盈利增长都在下降。行业压力导致大合并创建葛兰素威康公司和诺华公司，推翻其作为全球最大的制药公司默克公司并列第三位，德国的赫斯特马里昂罗素。默克公司还患上了艰难的18个月了，找到瓦格洛斯的继任者留下'草皮意识，叛逃缠身的“文化（”商业周刊“的约瑟夫·韦伯所描述的）瓦格洛斯。吉尔马丁的主要任务之一，那么，重组公司的管理团队。 1994年9月，他成立了一个12名成员组成的管理委员会，以帮助他的增长的公司和情节战略的运行。管理团队包括在欧洲和亚洲的销售人员，兽医部门和疫苗，默克Medco公司的总裁，高管的研究，&#8203;&#8203;制造，金融，法律领域的元首。这个委员会的建立有助于精简和扁平化默克公司的组织结构，促进更大程度的公司团队，并停止外流发生的继承瓦格洛斯期间的高层管理者。
管理委员会的第一行为之一的肯定，该公司主要是一家研究驱动型制药公司默克，创建一个使命陈述。吉尔马丁随后又推出了撤资计划，抛弃一些非核心单位，包括仿制药的操作和管理的精神健康护理单元。 1995年，默克公司出售其Kelco公司特种化学品部门孟山都公司为$ 1.1亿美元，，去其他特种化学品业务单元，卡尔冈维斯塔实验室，施贵宝公司为$ 2.61亿美元。这些销售也有助于默克偿还债务所产生的收购Medco公司，吉尔马丁保留一个单位。
还有两个重大撤资20世纪90年代中后期。 1997年7月，默克公司退出时，从农业综合部门向诺华出售其作物保护单元9.1亿美元。 1998年7月，默克公司出售其一半的利益在其合资公司与EI杜邦到其合作伙伴为$ 2.6亿美元。默克公司还重组其动物卫生单位，结合与罗纳普朗克SA的梅里亚，形成一个独立的合资企业，创建于1997年8月。在90年代末，梅里亚站在作为世界上最大的公司，致力于发现，制造和营销的兽医药品和疫苗。到那个时候，默克公司的合作伙伴在梅里亚是安万特公司，已形成了从1999年底罗纳普朗克和Hoechst AG合并
另一家合资企业 - Astra在1982年形成一个 - 在20世纪90年代末进行了重组。这家合资公司最大的成功是1996年12月批准了对Prilosec用于治疗溃疡和胃灼热。奥美拉唑去成为一个重磅炸弹。 1998年7月，默克和Astra同意改造的合资企业进入一个新的有限合伙企业，默克就没有管理控制，但将持有的有限合伙权益，并收取版权费用。这给了更多的灵活性方面寻求合并伙伴，阿斯特拉公司在1999年4月与捷利康集团公司合并形成阿斯利康AB。源于这次合并和1998年之间的协议，默克公司和阿斯特拉，默克公司收到从阿斯特拉两个一次性付款，总额达180亿美元。
从1995年到1999年，默克公司共推出了15个新的药物。 “吉尔马丁帮助将这些新产品推向市场，但是开发它们的信用下降，研究首席下瓦格洛斯谁呆在一起的坚定，尽管他已经争先恐后地成功瓦格洛斯的博士爱德华·Scolnick的。吉尔马丁的到来的18个月内，默克公司已经推出了创纪录的八种药物，，包括CRIXIVAN，用于治疗HIV蛋白酶抑制剂;福善美，用于治疗骨质疏松症和高血压的药物科素亚。八种药物占超过100亿美元的销售额，在1996年，该公司的药品销售总额的百分之十左右。通过其合资公司与强生（Johnson＆Johnson），默克公司还获得了美国于1995年4月批准的交流抗酸剂甲磺噻脒[抗消化性溃疡药，默克公司的甲磺噻脒[抗消化性溃疡药OTC版本。
正如20世纪90年代持续，默克公司面临着其最畅销的产品 - Vasotec和甲磺噻脒[抗消化性溃疡药的专利保护期届满的幽灵将在2001年到期，在2000年，美降脂和奥美拉唑。这五种药物产生5.2亿美元在美国的销售额在1997年。激烈的压力下，以取代本 - 至少是潜在的 - 失去的收入，默克继续炎热产品推出的步伐。公司于1998年推出了创纪录的五种药物：顺尔宁哮喘，偏头痛Maxalt的，艾卡特急性冠脉综合征，脱发柔沛，Cosopt青光眼。默克管理只有一种药物1999年推出，但它是一个重磅炸弹。其在美国的首次亮相于1999年5月，万络是新一类的止痛药，被称为“COX-2抑制剂的一部分。的Cox-2，在各种疾病中存在的酶，被阻塞的新的药物。作为一种治疗关节炎的Vioxx的是，值得注意的是有效的，同时不刺激胃。尽管第二市场，仅次于塞尔GD＆Co。的西乐葆，万络有一个显着的前七个月，美国医生写了超过五百万张处方。预计将有新的药物，在2000年销售超过100亿美元，迅速上升到这一水平。
默克公司为首骑胜利的1999年波21世纪初的不确定性。该公司在除了其Vioxx的成功引进，是其最畅销药，舒降之，这是赢得市场份额，尽管激烈的竞争，特别是来自华纳 - 兰伯特公司的立普妥的持续走强鼓舞。舒降之是有可能在2000年的全球销售额超过500亿元。在1999年的整体销售增长了22％，达到32.71十亿美元，而净收入增长12％至5.89十亿美元。默克公司的全球药品销售总额为1999年的12.55十亿美元，使该公司的头号位置。这个排名是不太可能到最后，然而，由于两个拟议合并预计将在2000年：英国葛兰素威康和史克必成PLC婚姻，与美国辉瑞公司和华纳 - 兰伯特公司的耦合。默克公司的吉尔马丁说，他有没有兴趣，这样的合并，尽管迫在眉睫的专利到期。吉尔马丁去单独的方法的一个明显的原因是公司快速增长的默克的Medco的单元，实&#8203;&#8203;现1999年的销售额为15.23十亿美元。该单位已建立了世界上最大的基于互联网的的药房，merckmedco.com，形成了一个联盟与CVS公司在1999年销售非处方药和一般健康产品，通过这个网站。默克Medco公司还帮助提高默克药物的销售，虽然FDA展开调查，在20世纪90年代后期到医药福利管理（PBM）公司，包括是否有违法的情况正在发生方面PBMs的转向患者的做法药物由某公司。默克公司的未来持乐观态度的另一个原因是其持续研发的承诺，在2000年表示，由$ 2.4亿美元的预算。该公司的管道，包括潜在的重磅炸弹药物，用于治疗抑郁症和焦虑，从而达到2001年的市场，除了几个人在不同阶段的测试。
主要附属公司：Chibret A / S（丹麦）;杭州默沙东制药有限公司（中国）国际责任有限公司（百慕达）;约翰逊＆约翰逊 - 默克消费者制药公司; LABORATORIOS Prosalud SA（秘鲁）; MCM疫苗有限公司，默克公司注册成立;资本投资默克公司默克资本资源公司，加拿大默克企业有限公司;默克对外销售有限责任公司（百慕达）;公司默克汉密尔顿;默克集团，公司，默克投资有限责任公司;默克责任管理公司，默克Medco公司托管护理，有限责任公司，默克资源管理，公司默沙东（欧洲）有限公司，默沙东INDUSTRIA QUIMICAéVETERINARIA LIMITADA（巴西）;默克默沙东（新西兰）有限公司;默沙东海外金融NV（荷属安的列斯群岛），默沙东（巴拿马）SA默沙东秘鲁SC默沙东（菲律宾）公司，梅里亚有限公司; MSD国际控股公司MSD（日本）有限公司;神经科学公司SIBIA;奥黑尔集团，
主要竞争对手：雅培，美国家用产品公司，安进公司，Baxter国际公司，拜耳，勃林格殷格翰公司，施贵宝公司，礼来公司Express Scripts的公司，葛兰素威康公司，孟山都公司;
罗氏创办史及发展史
Improving patients' lives for more than a century
Roche's Milestones
The founder of Roche, Fritz Hoffmann-La Roche, was a pioneering entrepreneur who was convinced that the future belonged to branded pharmaceutical products. He was among the first to recognise that the industrial manufacture of medicines would be a major advance in the fight against disease. Since then, Roche has grown into one of the world's leading healthcare companies. Navigate with the timeline through Roche's history.
The founding year - first successes
F. Hoffmann-La Roche & Co. was founded at a time when industrial revolution was changing the face of Europe. On October 1, 1896, at the age of 28, Fritz Hoffmann-La Roche launched his company as the successor company to Hoffmann, Traub & Co in Basel, Switzerland. The guiding maxim for Fritz Hoffmann-La Roche was to develop and to manufacture novel drugs of uniform strength and quality and to distribute them internationally - a goal still valid today.
Expansion and internationalisation
Early on Roche starts to expand its business activities. From 1897 to 1910 the production facility in Grenzach, Germany, is greatly expanded and the lion's share of manufacturing is moved there. Fritz Hoffmann-La Roche and his new partner Carl Meerwein do not waste any time in building up a network of European and overseas agents and subsidiaries. Among others Roche opens offices (by 1914) in Milan (Italy), New York (USA), St. Petersburg (Russia), and London (Great Britain).
Vitamin boost overcomes the crisis
Roche managed to overcome the crisis under the leadership of chairman Emil C. Barell. The company experienced an unexpected upsurge spurred by its vitamin production, which made the return to former prosperity possible. Roche is able to expand once more and starts its strong commitment to the US-American market with first investments in New York and Nutley.
Diversification
Propelled by the success of the benzodiazepines, Roche is to branch out into markets spanning the whole spectrum of healthcare. In Switzerland and the United States bioelectronics departments are set up to develop electronicmedical instruments. Rocom and Medicovision are the company's forays into medical publishing. The acquisition of Dr. R. Maag AG, a plant protection company, reflects Roche's growing involvement in the agrochemical sector. The headquarters in Nutley, USA, set up a diagnostics department of its own. This period is also the starting point for Roche's involvement in basic biomedical research reflected by the decision to establish the Roche Institute of Molecular Biology in Nutley, USA, and the Basel Institute for Immunology as well as the Nippon
Reform, Concentration and Transparency
Roche begins to tighten organisational structures and moves towards creating separate business units, which should become more and more autonomous. In addition, corporate activities are consolidated through selective acquisitions and divestments in various business segments. After a general alignment of the company's structures Roche is left with four core business divisions: pharmaceuticals, vitamins and fine chemicals, diagnostics, and flavours and fragrances.
Company Restructure and Focus on Biotech
By sharpening the Group's focus on its core businesses - Pharmaceuticals and Diagnostics - the way of the future development is already paved. With combined expertise in Diagnostics and Pharmaceuticals and strength in biotechnology, Roche is ranked among the world’s leading innovation-driven healthcare companies and is ideally positioned to pursue Personalised Healthcare options.
2007-Today
Moving towards Personalised Healthcare
The increased focus on innovation and medical biotechnology has led to important advances in diagnostic techniques and innovative medicines aiming at molecular targets. As a result, many diseases can now be detected earlier and treated more specifically than ever before. The full integration with biotech pioneer Genentech in 2009 follows the acquisitions of other key players in areas spanning from life science research, gene sequencing and tissue diagnostics. They strengthen Roche’s access to innovation and new technologies to drive forward the commitment to more targeted treatments, and ultimately make personalised healthcare a reality.
Choose your era
Roche's History of Biotechnology
Company Perspectives:
We want to be innovative, and see change as an opportunity. Being active in high-technology fields, we must recognize new trends at a very early stage and be open to unconventional ideas. We see complacency as a threat. It is therefore our policy to encourage everywhere in the company the curiosity needed to be open to the world and to welcome change.
Key Dates:
1896:F. Hoffmann-La Roche & Co. is founded in Basel, Switzerland. 1919:The company goes public. 1920:Fritz Hoffmann-La Roche dies and Emil Barell assumes t and Elmer Bobst becomes head of the company's U.S. subsidiary. 1928:Nutley, New Jersey, becomes the site of the company's U.S. and company interests are transferred to Sapac, a Canadian holding company. 1944:Elmer Bobst resigns. 1953:Emil Barell dies and Albert Caflisch replaces him. 1960:The company introduces Librium, a benzodiazepine tranquilizer that relieves tension without causing apathy. 1963:The company introduces Valium and it exceeds Librium in popularity. 1965:Caflisch dies and Adolf Jann assumes control of the company. 1978:Fritz Gerber becomes chairman of the board. 1986:The company releases Roferon-A, a treatment for rare forms of cancer. 1990:The company restruc Roche purchases a majority shareholding in California's leading biotech company, Genentech, Inc. 1994:The company acquires Syntex Corporation, which becomes Roche Bioscience, a major R&D development site. 1995:Fritz Gerber becomes chief executive officer. 1998:Franz Humer becomes chief executive officer. 1999:Roche inaugurates a new R&D facility in Basel. 2000:Roche spins off its Fragrances and Flavors division as a new company, called Givaudan. 2001:Roche acquires Amira Medical, a corporation active in diabetes monitoring.
Company History:
Founded in 1896 in Basel, Switzerland, F. Hoffmann-La Roche Ltd. has grown from a small drug laboratory into one of the world's leading research-based healthcare companies active in more than 130 countries. Roche is involved in the discovery, development, and manufacture of pharmaceuticals and diagnostic systems, and is a producer of vitamins and carotenoids. It has research centers in Switzerland, Japan, the United States, and Germany.
The company's Pharmaceutical division engages in the research and development, manufacture and distribution of pharmaceuticals for the treatment of infectious diseases, cardiovascular diseases, inflammatory and autoimmune diseases, bronchopulmonary diseases, metabolic disorders, and in the fields of virology, oncology, hematology, dermatology, and neurology.
The Diagnostics division engages in developing and marketing tools for research in genomics and proteomics, test methods for viruses such as HIV and HCV, integrated laboratory workstations, and devices for patients' own use. Its products are delivered through its affiliates all over the world.
Roche Vitamins and Fine Chemicals division is a bulk supplier of vitamins and carotenoids to the feed, food, pharmaceutical, and cosmetic industries. Its products include medicinal feed additives, amino acids, polyunsaturated fatty acids, feed enzymes, sunscreens, and emulsifiers.
The Early Years Under Fritz Hoffmann-La Roche
At the beginning of the 20th century, Fritz Hoffmann-La Roche's family had hoped that he would become a scientist, but when he showed no interest in a scientific career, his father, a wealthy Basel silk merchant, founded F. Hoffmann-La Roche & Co. for his son.
Hoffmann-La Roche was a talented entrepreneur who soon proved a success in his own right--and ahead of his time. He was committed to standardized packaging and to maintaining product quality and was convinced that the future belonged to branded pharmaceuticals. He recognized the importance of forming ties between the pharmaceutical industry and the community of academic scientists. Hoffmann-La Roche instituted the company's commitment to research, generously funding the company's facilities around the world to offer scientists a freedom in experimentation usually associated only with university laboratories.
Despite such well-intentioned policies, the young company experienced hardshi after only a few years in business, Hoffmann-La R