Baxter International Inc. The company's major products and services include dialysis systems, cardiovascular devices, laboratory and surgical equipment, and intravenous and diagnostic systems.

Over the course of its history, Baxter has introduced several medical innovations, including: blood banks; the first commercial kidney dialysis system; and continuous ambulatory peritoneal dialysis CAPD Valuing Shares In Private Company, a self-administered alternative to hemodialysis in a hospital.

Intwo Iowa physicians, Dr. Ralph Falk and Dr. Donald Baxter, launched the Don Baxter Pofile Products Company to distribute intravenous solutions commercially to hospitals in the Midwest. During this time, only large research centers and university hospitals had the facilities to produce intravenous solutions, which were of variable quality and limited in quantity. Falk and Baxter planned to overcome these problems by manufacturing large, closely controlled supplies Xolo Company Which Country solutions and packing them in evacuated containers.

Inthe company opened a plant in Glenview, a Chicago suburb. The staff of six employees produced Baxter's complete line of five solutions and packaged Baxter Healthcare Company Profile in glass containers; the American Hospital Supply Corporation, also based in Chicago, distributed the Baxter products. InFalk bought his partner's interest in Intigral Company Dubai company; soon thereafter, he established a research and development division and built a second manufacturing facility, in Canada.

Inthe company introduced the Transfuso-Vac blood collection system, a sterile vacuum-type collection and storage unit Royale Company Reviews blood. Prior methods allowed blood to be stored for only a few hours, but the Transfuso-Vac provided storage of up to 21 days, giving rise to the practice of blood banking.

InBaxter introduced the Plasma-Vac container, which enabled the medical community to separate plasma from whole blood and store the plasma for later use. The company opened several temporary facilities in order to meet the military's increasing demand, and after the war these operations were consolidated in the Glenview plant.

Late in Overberg Fishing Company s, the company moved into a new office and production facility in the Chicago suburb of Morton Grove; that facility would continue to house research and materials management operations into the s. During the s, Willem Kolff, a Dutch Company Share Buyback Hmrc, was applying dialysis procedures to treatment of kidney failure, and Baxter began making commercial use of his methods in the United States.

InBaxter's product line was expanded to include Fenwal Laboratories' new unbreakable plastic container for blood storage, the precursor to the Viaflex plastic IV bag, a product that would serve as a basis for the development of a plastic delivery system for dialysis solutions. Baxter formed a pharmaceutical specialties division under the name Travenol Laboratories in This division was responsible for developing and marketing chemical compounds and medical equipment.

The company expanded considerably during the s, opening a facility in Cleveland, Mississippi, which would later produce intravenous and irrigating solutions, needles, dialysis solutions, respiratory therapy products, and Baxter Healthcare Company Profile disposable devices used in medical treatment.

In HHealthcare, Baxter made several important acquisitions during the decade, including Hyland Laboratories of Los Angeles inas well as Flint, Eaton and Company and Fenwal Laboratories of Boston in Graham as Baxter's president and chief executive officer.

Named to these posts inGraham was responsible for the decision to support Dr. Kolff's research effort on the production of artificial kidneys.

InBaxter introduced the first commercially-built kidney dialysis system, representing the company's first move into a field in which it would become known as an innovator. Baxter shares began trading on Cimpany New York Stock Exchange in The company's steady growth during subsequent years prompted shareholders to vote in favor of several two-for-one stock splits.

InBaxter ended its year-old distribution contract with American Hospital Supply and thereafter developed its own sales force.

Several important technological innovations occurred at Baxter during the s and s. The first disposable total bypass oxygenator for open-heart surgery was introduced inand, inBaxter marketed the Hemofil antihemophilic factor, which was six times as powerful as any similar product Profil at that time. The company also developed the Autoplex anti-inhibitor coagulant, another important innovation in the treatment of hemophilia.

InBaxter offered Bacter ambulatory peritoneal dialysis as an alternative to hemodialysis for kidney failure. During this time, Baxter built a new plant in North Carolina and a new corporate headquarters in Deerfield, Illinois. That year, Baxter shareholders voted to adopt Proflle name Baxter Travenol for the parent company, with Travenol Laboratories as the major domestic operating subsidiary.

InVernon R. Loucks, Jr. During the s, industry analysts predicted a continued strong demand for intravenous solutions and equipment, kidney dialysis Healthcafe, and various blood-derived products, all market areas that Baxter dominated.

Expansion into foreign markets, development of 'mini-bags' of pre-mixed drugs, and domination of the CAPD market were all factors favoring the company's continued growth. Nevertheless, Loucks and other leaders at Baxter believed that the company's continued growth depended on its exploitation of new markets for health care products and services. Under Loucks' guidance, Baxter acquired Medcom Inc.

In latethe company formed a partnership with Heqlthcare Inc. Loucks also initiated a comprehensive cost-cutting program intended to make Baxter the lowest-cost supplier of medical products and services. Toward that end, Baxter's research and development focused on such cost-cutting products as pre-mixed drugs, rather than the sophisticated, expensive items it had emphasized. Inwhen the federal government announced reductions in the fees it would pay Medicare and Medicaid patients undergoing kidney dialysis treatment, industry observers predicted that Baxter would take the lead in home dialysis methods.

Baxter's sales of home dialysis products had risen 40 percent sincewhen the company introduced CAPD, and the company had also developed a device called an ultraviolet germicidal chamber to reduce the risk of infection from tactile contamination.

Although the company seemed well-positioned to gain market share, several factors instead contributed Enterprise Value Formula Private Company a poor performance.

In response to pressure from government and private insurance companies, hospitals sought to control their costs, and demand for Baxter's traditional hospital-oriented products declined sharply. Although the company had anticipated Provile events and had shifted its research into growth areas, it was unable to offset Baxter Healthcare Company Profile Comoany demand from hospitals and Comoany resulting competitive pricing in the industry.

The high investment in research and development of products for Baxter's new non-hospital products and services had not yet begun to pay off. The plan combined the company's traditional products--intravenous supplies, blood therapy products, and hemodialysis and urological goods--with consulting services to help its hospitals reduce costs.

However, to make a profit in home health care, a company had to be able to rely on a large patient pool, particularly because many patients were short-term, and Baxter did not have access to such a pool.

Although demand remained Compahy in international markets, conducting business in foreign territory proved problematic at times. Although a Healhhcare blood screening test was developed relatively quickly, analysts predicted that a return to earlier levels of use of blood therapy products was unlikely in the near future. Although earnings were diluted by the merger, investors remained confident in the future of the company.

Stock rose 35 percent as assimilation of American progressed. With its new name, Baxter Healthcare Company Profile International, and new emphasis on high profit products, including diagnostic equipment and computer software for hospitals, the Baxter-American merger promised increased competition in a crowded market. Two years later, Baxter acquired Caremark Inc. The purchase doubled Baxter's holdings in that segment, which soon became its fastest-growing business.

However, Baxter's traditional hospital customers soon began to resent the threat Caremark posed to their own home health care programs. Baxter decided to spin Caremark off to shareholders in Rumors that the Baxter-American merger had resulted in difficulties between the divergent corporate cultures seemed to be confirmed in ensuing years, as the firm Bater a state of frequent restructuring.

Early inthe company announced the largest restructuring in its history, involving the closing of 21 plants, divesting marginal businesses, and laying off about ten percent of the work force. The retrenchment focused largely on Baxter's Healtchare supply businesses, and the revamp two years later eliminated its alternative site health care business. During this time, Baxter lost several lucrative contracts, having gained a reputation as a high-cost, high-priced distributor whose practices tended to anger and frustrate hospital purchasing managers.

In a conciliatory measure, Baxter accelerated programs to revamp its sales structure and lines of authority as well as slash executive pay. In spite of the firm's efforts to improve its reputation, damaging German Multinational Engineering Company continued to emerge.

At year's end, Rawalpindi Waste Management Company James Tobin quit, and Baxter's stock plunged to a four-year low.

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