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Susan Williamson. Request a free trial Log in. Endo Pharmaceuticals. Endo Pharmaceuticals Overview Update this profile. Founded Status Public. Employees 3, Investments Endo Pharmaceuticals General Information Description Endo International PLC is a specialty pharmaceutical company with a considerable presence in pain management, urology, orthopedics, endocrinology, bariatrics, and others. Formerly Known As. Endo Laboratories. Ownership Status.
Publicly Held. Financing Status. Formerly PE-Backed. Primary Industry. Other Industries. Stock Exchange. Primary Office. What you see here scratches the surface Request a free trial. Want to dig into this profile? Endo Pharmaceuticals Stock Performance.
Endo Pharmaceuticals Financials Summary. Public Fundamental Data provided by Morningstar, Inc. Request a free trial. Endo Pharmaceuticals Comparisons. The family-run business eventually relocated to Long Island, and then in was acquired by E. Just three years earlier DuPont had become involved in the pharmaceutical industry after one of its researchers developed an antiviral drug called Symmetrel, effective in treating flus. The primary reason DuPont acquired Endo was because of its marketing capabilities.
Unfortunately Endo's marketing efforts failed to achieve the kind of growth DuPont was looking for in Symmetrel, due in large measure to the bureaucracy of the parent company. Endo began developing other drugs, although in DuPont decided to stop using the Endo name for its pharmaceutical division. In DuPont and giant pharmaceutical Merck and Company entered into a research and marketing arrangement. This collaboration led a year later to the two parties creating an independent joint venture, The DuPont Merck Pharmaceuticals Company, to which DuPont contributed its pharmaceutical holdings.
The resulting company proved to be a cipher to customers, who were unsure what to make of its mix of injectable drugs, off-patent brands, and the other products it distributed for other companies. In the fall of Dupont Merck decided to achieve some focus by establishing a subsidiary to serve as its generic division.
For a company name executives drew on the old Endo name, which surveys showed that despite a decade-long absence was still remembered positively by 85 percent of pharmacists. The division was formed in early The first successful product offered by Endo Laboratories LLC in May was cimetidine, a generic equivalent of SmithKline Beecham's Tagamet, followed a few months later by a generic version of Glucotrol.
Endo also secured the marketing rights to some of the multisource products produced by DuPont Merck, as well as developing its own generics through a strong research and development effort. Heading Endo was President Carol Ammon, supported by Louis Vollmer, vice-president of sales and marketing, both of whom, along with college friend Mariann MacDonald, head of DuPont Merck's generic-drug manufacturing, had grown up on Long Island, virtually in the shadow of the old Endo plant.
MacDonald, in fact, had gone to work for Endo in before it was acquired by DuPont, and Ammon joined the company four years later, at a time when the old entrepreneurial spirit of the company was still present. The three of them had successfully lobbied DuPont Merck to reinstate the Endo name for the new generic division. Ammon and MacDonald had worked together for years and were close friends. They now became part of a team put together by DuPont Merck to determine what to do about some old pain medications, such as Percodan launched in the s and Percocet launched in the mids.
The patents had long expired and the products were now losing sales to cheaper generics. Faced with the choice of either investing in these drugs to expand their markets or selling them, the recommendation was to sell. In effect, Endo wanted to cast off its pain management franchise, an area to which Ammon had devoted much of her career.
She recognized that pain management was an underserved area, neglected by major pharmaceutical firms in search of high-margin sectors. But she also observed a changing attitude in the public about pain management that presented a niche opportunity for a small company willing to focus on it. Prior generations, hardened by the experience of the Great Depression and World War II, were far more stoic about enduring pain than members of the Baby Boom generation, who were less interested in pleasing a doctor and more than willing to acknowledge when they were experiencing uncomfortable pain.
In the early s pain management became a specialty and physicians could now take their residency in it. Moreover, hospitals were now rated on how well they assessed and treated pain.
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