abhishreshthaa
Abhijeet S
Pest Analysis On Allergan, Inc : 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.
In 1995, Allergan achieves $1 billion in sales. In 1995, Allergan completed four acquisitions. In January 1995, Allergan acquired Optical Micro Systems, Inc., a U.S.-based developer and manufacturer of phacoemulsification surgical equipment. In June 1995, Allergan acquired Laboratorios Frumtost, S.A., a manufacturer of ophthalmic and other pharmaceutical products in Brazil. In August 1995, Allergan purchased the assets of Herald Pharmacal, Inc., a U.S.-based developer and manufacturer of glycolic acid-based,
POLITICAL
• Strong global network
• Broad product line that covers most major market niches / R&D development
ECONOMICAL
• A hierarchical, ridged, and semi- autocratic management style, which is a product of its military heritage.
• Labour problems.
• Dependence on US government and WTO-incompatible subsidies.
SOCIAL
• New aircraft to gain market share
• Increase demand for point to point routes
TECHNOLOGICAL
• Slowdown in the commercial jet market
• Uncertain airline industry environment
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.
In 1995, Allergan achieves $1 billion in sales. In 1995, Allergan completed four acquisitions. In January 1995, Allergan acquired Optical Micro Systems, Inc., a U.S.-based developer and manufacturer of phacoemulsification surgical equipment. In June 1995, Allergan acquired Laboratorios Frumtost, S.A., a manufacturer of ophthalmic and other pharmaceutical products in Brazil. In August 1995, Allergan purchased the assets of Herald Pharmacal, Inc., a U.S.-based developer and manufacturer of glycolic acid-based,
POLITICAL
• Strong global network
• Broad product line that covers most major market niches / R&D development
ECONOMICAL
• A hierarchical, ridged, and semi- autocratic management style, which is a product of its military heritage.
• Labour problems.
• Dependence on US government and WTO-incompatible subsidies.
SOCIAL
• New aircraft to gain market share
• Increase demand for point to point routes
TECHNOLOGICAL
• Slowdown in the commercial jet market
• Uncertain airline industry environment
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