| Papers [1-4] of 4 | Search results on "CELEBREX": |
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Celebrex, 2005.
A look at the pain medication called Celebrex.
908 words (approx. 3.6 pages), 12 sources, MLA, $ 32.95
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Abstract
This paper describes the pain-killing medication, Celebrex, including its functional groups and solubility. This paper also talks about some of the diseases Celebrex helps control, as well as the medication's possible side effects.
From the Paper
"There has been much controversy the past couple of years about COX-2 inhibitors. These drugs are currently either being taken off the market or given strict caution labels. This is due to a higher risk of heart attacks and strokes. One of these COX-2 inhibitors that are coming up in discussion is Celecoxib. This drug is better known by its brand name, Celebrex."
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Pharmaceutical Public Relations, 2005.
This paper examines the public relations practices of three pharmaceutical companies: Merck and its product VIOXX, Pfizer and its product Celebrex and Johnson & Johnson and its Direct-to-the-Consumer (DTC) marketing campaign.
3,000 words (approx. 12.0 pages), 9 sources, APA, $ 88.95
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Abstract
This paper explains that companies often encounter ethical issues and product problems, which open them to criticism and challenge; therefore, the way they handle the issue can help or hinder their public relations process and the image the public has of the company. The author points out that, in general, companies, which take responsibility quickly and work to get out all the facts, fare better than those that stonewall, which for many executives seems to be their first action as in the case of both Merck and its product VIOXX, Pfizer and its product Celebrex. The paper praises Johnson & Johnson's Direct-to-the-Consumer (DTC) marketing campaign because it shows concern for what concerns its customers and offering the consumer information to be used in making decisions; however, the same danger applies if a problem erupts, but the strategy fits well with current public attitudes and with business methods that burnish a company's image.
From the Paper
"Critics of Pfizer note not only that the company may have had information on the dangers long before the issue was revealed and did nothing but that the company advertised in a way that minimized any risks and so lulled the public into accepting the safety of the product:
Several of the medical experts convened last month by the Food and Drug Administration to review Vioxx, Pfizer Inc.'s Celebrex and related painkillers lashed out against advertising that minimized the risks of the medicines and led many patients to use them unnecessarily."
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Crisis Communication in Public Relations, 2005.
This paper discusses the crisis communication strategies used by Merck, Pfizer and Johnson & Johnson in problems marketing their specific controversial products.
2,400 words (approx. 9.6 pages), 4 sources, APA, $ 73.95
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Abstract
This paper explains that Merck's culpability lies in the fact that fully six years before the drug VIOXX was withdrawn from the market, they continued to attempt to dodge and deny rather than holding detailed studies on the cardiovascular risks of the drugs, which has made Merck so vulnerable to court action today. The author points out that when Pfizer Pharmaceuticals found itself in similar trouble with Celebrex, it should have re-submitted Celebrex for safety trial specific to cardiovascular events to the FDA; instead Pfizer, like Merck, bet that marketing the risk versus benefit profile of the drug would be sufficient. The paper relates that Johnson and Johnson plans to make direct to consumer (DTC) advertisements for drugs, such as Levitra and Viagra, more informative; however, the paper stresses that the best decision about whether or not a drug is right for a patient should be left to the physician and his or her patient, not a 30 second television advertisement.
Table of Contents
Merck and VIOXX
Pfizer and Celebrex
Johnson & Johnson and DTC (Direct to Consumer) Marketing
From the Paper
"In this case, it is difficult to asses whether Pfizer was being coy surrounding the potential risks of Celebrex or was simply under the impression that the drugs, while sharing the same class and mechanism of action, did not hold the same cardiovascular risks. This assumption could be held up when one thinks of the release of the non-sedating antihistamine Seldane in the 1990s. This drug, originally containing a black box warning (the highest warning made by the FDA) against concurrent use with certain antifungal and antibiotic drugs, was later removed from the market due to a propensity to cause a fatal heart rhythm. A popular drug, it was soon reformulated and is now widely available even as an over-the-counter preparation without these side effects. It could be possible that Pfizer truly felt the initial studies were flawed, but the manner in which they chose to disseminate the data from the first study would seem somewhat underhanded in nature."
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Pfizer, Inc. and the Pharmaceutical Industry, 2005.
This paper is a risk analysis of Pfizer, Inc. and the pharmaceutical industry including its direct competitors: Bayer AG, Merck & Co., Novartis AG, Abbott Labs and Eli Lilly.
2,175 words (approx. 8.7 pages), 7 sources, MLA, $ 67.95
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Abstract
This paper explains that Pfizer and all five of its direct competitors essentially face many of the same risks such as the tendency for the marketplace to discourage the use of new medicines because of their higher costs. The author points out that the safety of products and proper usage by consumers are always concerns as demonstrated by the problems facing Bayer and Merck and, now, potentially, by Pfizer with Celebrex. The paper concludes that Pfizer is unique from its competitors and remains the leading pharmaceutical company because of its effective risk and resource management of the company's extraordinary portfolio management practices, security of the day-to-day management of resources and its research and development.
From the Paper
"The third goal, corporate social responsibility, means putting people and communities first and preserving and protecting the environment. It also means being sensitive to the needs of Pfizer's colleagues, and evaluating the company from a critical point of view. Over the past four years, Pfizer has almost tripled in size, from about 45,000 colleagues worldwide to over 122,000. In 2003, Pfizer created a global corporate citizenship coordinating team. The goal of this group is to help unify Pfizer's approach to corporate citizenship across many countries and cultures, through membership in organizations that promote responsible business practices internationally. Some of the initiatives that have been explored are the reduction of carbon monoxide emissions and supplying global energy through cleaner sources. This final goal is a symbol of Pfizer's commitment to strengthen leadership and become more responsive."
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