Distribution Strategy of Allergan : Allergan, Inc., is a global specialty pharmaceutical company. Their product ranges include ophthalmic pharmaceuticals, dermatology products, and neurological products. In 1950, Allergan launched its first product, NASAL DROPS. In 1962, Allergan achieves $1 million in eye care sales. In 1966, Worldwide corporate headquarters was established in Irvine by acquiring a 28-acre (110,000 m2) parcel of land. In 1970, Allergan becomes publicly traded and achieves $10 million in sales. In 1978, Started manufacturing in Ireland. In 1980, Subsidiaries are in 30 countries and products are marketed in more than 100 countries sales reach $100 million. In 1980, Allergan was acquired by SmithKline Beecham plc (then known as "SmithKline Corporation" and herein "SmithKline"). Allergan operated as a wholly owned subsidiary of SmithKline from 1980 until 1989. In 1989, Allergan again became a stand-alone public company through a spin-off distribution by SmithKline. In 1992, Allergan sold its contact lens business in North and South America. In 1993, Allergan sold its contact lens business outside of the Americas. In 1994, Allergan acquired the Ioptex Research worldwide intraocular lens product line. In 1987, Allergan achieves $500 million in sales.
Distribution Strategy
This vast network creates plenty of scope for data inaccuracies. As the company grew, it became increasingly crucial to monitor parameters like DSO (Day Sales Outstanding), which is used to gauge the performance of every division and DOH (the Day's On Hand), which is a measure of inventory. It was then that they realized there was a fair amount of inefficiency in the system. That's when we decided to introduce BI tracing the need for RUBIC (Re-usable Business Intelligent Components). The association with Rubik's cube is no accident. The cube represented the two things Allergan wanted from its IT team: a single version or block of truth and multiple sides to look at it.
Which is why like most companies, Allergan, chose to implement BI: to give the business more actionable information. But, Allergan also needed BI to create a platform that its executives could collectively work off. The year 2006 saw a decision to implement a BI solution that could throw up solutions to this problem. In 14 months, with Mindtree (who had helped build Empower) as their technology partner,
Rajan set up RUBIC. The tool had an SQL 2005 server at the backend and an extraction transformation loading (ETL) tool in the middle. The ETL extracts and cleans data then coverts it into a standard format. It then puts the data into a local ERP that feeds the data warehouse. The warehouse is fed from various transactional level systems. A number of analytics, static and dynamic query capabilities were built on this. Reports are available through a presentation layer (on Windows Share Point), and allowed a comprehensive representation of various key business performance indicators.
Allergan company pursuing therapeutic advances to help patients live life to their fullest potential. In making this commitment, we work to develop an unparalleled level of insight into patients' wants and needs — and into the priorities and concerns of the medical specialists who treat them. To this end, we employ more than 50 percent of our work force in either research and development (R&D) or sales, ensuring our efforts are focused on innovation and our customers.
Allergan classifies doctors by their “prescription potential”. They wanted to ensure that they don’t miss out on any A or B class ones. “The med-reps will met the class “A”s more often than the class “B”s, the class “B”s, more often than class “C”s and so on,” clarifies Rajan.
There was a cross-functional team formed covering various faculties of the organisations. This team looked at the vital needs and developed the scope of the initiate. These field personnel reviewed and committed to the proposed solution. The management team approved the final specification.
A broad category of needs was identified for this initiative. Firstly, the aim was to offer online and real time field information on daily basis. They also wanted to track the quality and accuracy of data gathered from the nation wide physicians who were catered to by a sales force of over 180 field personnel. They wanted to increase the productivity by making use of the slack time between doctor calls.
TVS-E Chennai, who also took care of the server administration and troubleshooting, developed the software. Allergan’s IT team framed the functional specifications, trained field personnel, did the implementation and the software administration.
There are over 12,000 opthalmologists across the country. Allergan’s business requirement was to reach this entire population with the minimum number of representatives
Apart from these, the company wanted to capture a doctor’s perception of products offered to him by its competitors and suitably redesign its own offerings.
Distribution Strategy
This vast network creates plenty of scope for data inaccuracies. As the company grew, it became increasingly crucial to monitor parameters like DSO (Day Sales Outstanding), which is used to gauge the performance of every division and DOH (the Day's On Hand), which is a measure of inventory. It was then that they realized there was a fair amount of inefficiency in the system. That's when we decided to introduce BI tracing the need for RUBIC (Re-usable Business Intelligent Components). The association with Rubik's cube is no accident. The cube represented the two things Allergan wanted from its IT team: a single version or block of truth and multiple sides to look at it.
Which is why like most companies, Allergan, chose to implement BI: to give the business more actionable information. But, Allergan also needed BI to create a platform that its executives could collectively work off. The year 2006 saw a decision to implement a BI solution that could throw up solutions to this problem. In 14 months, with Mindtree (who had helped build Empower) as their technology partner,
Rajan set up RUBIC. The tool had an SQL 2005 server at the backend and an extraction transformation loading (ETL) tool in the middle. The ETL extracts and cleans data then coverts it into a standard format. It then puts the data into a local ERP that feeds the data warehouse. The warehouse is fed from various transactional level systems. A number of analytics, static and dynamic query capabilities were built on this. Reports are available through a presentation layer (on Windows Share Point), and allowed a comprehensive representation of various key business performance indicators.
Allergan company pursuing therapeutic advances to help patients live life to their fullest potential. In making this commitment, we work to develop an unparalleled level of insight into patients' wants and needs — and into the priorities and concerns of the medical specialists who treat them. To this end, we employ more than 50 percent of our work force in either research and development (R&D) or sales, ensuring our efforts are focused on innovation and our customers.
Allergan classifies doctors by their “prescription potential”. They wanted to ensure that they don’t miss out on any A or B class ones. “The med-reps will met the class “A”s more often than the class “B”s, the class “B”s, more often than class “C”s and so on,” clarifies Rajan.
There was a cross-functional team formed covering various faculties of the organisations. This team looked at the vital needs and developed the scope of the initiate. These field personnel reviewed and committed to the proposed solution. The management team approved the final specification.
A broad category of needs was identified for this initiative. Firstly, the aim was to offer online and real time field information on daily basis. They also wanted to track the quality and accuracy of data gathered from the nation wide physicians who were catered to by a sales force of over 180 field personnel. They wanted to increase the productivity by making use of the slack time between doctor calls.
TVS-E Chennai, who also took care of the server administration and troubleshooting, developed the software. Allergan’s IT team framed the functional specifications, trained field personnel, did the implementation and the software administration.
There are over 12,000 opthalmologists across the country. Allergan’s business requirement was to reach this entire population with the minimum number of representatives
Apart from these, the company wanted to capture a doctor’s perception of products offered to him by its competitors and suitably redesign its own offerings.
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