Crisis Communication Case Study -- Vioxx
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The document discusses corporate image and strategies for image restoration. It outlines that corporate image is influenced by others' perceptions and must be trusted. When accusations threaten an image, understanding the nature and responsibility of the act is key. Three stages of image restoration are identified: preparation, identifying the crisis nature, and crisis coping. The case study discusses a drug withdrawn in 2004 due to safety issues, the CEO's resignation, and Merck's consistent message campaign from 2004-2005 to argue its case and reduce liability.
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Vioxx powerpt
Merck failed to properly communicate health risks of its drug Vioxx before and after recall. Studies in 2000 showed increased heart attack risks but Merck downplayed this. In 2004, a trial showed double heart attack risk with long term use, leading to recall. Merck's communication was ineffective - doctors learned from patients and hotlines were jammed. While Merck withdrew the drug swiftly, it did not express regret or prioritize health communication over legal and financial concerns. This case shows the challenges of balancing priorities during a drug recall crisis.
Vioxx case study
Merck developed the drug Vioxx to treat arthritis pain. It was approved by the FDA in 1999 but later studies showed it increased risks of heart attacks and strokes. Merck faced thousands of lawsuits and eventually paid $4.85 billion to settle claims after voluntarily withdrawing Vioxx from the market in 2004. The document discusses the history of Merck and development of Vioxx, clinical trials that showed safety issues, lawsuits against Merck, and recommendations for how the FDA could strengthen drug safety processes going forward to prevent similar situations.
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Here are 3 potential actions the FDA could take given the Vioxx lessons:
1. Require drug companies to conduct longer pre-market and post-market clinical trials to more thoroughly evaluate drug safety, especially for drugs intended for long-term use.
2. Strengthen post-market surveillance programs to more closely monitor drug safety once a drug is on the market and approved. This could involve requiring drug companies to report adverse events more quickly and comprehensively to the FDA.
3. Give the FDA more authority to require drug companies to modify drug labels or even pull drugs from the market more quickly if safety issues arise post-approval. Currently the FDA must go through legal proceedings, which can delay action and protect public health.
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This document summarizes key points about medical literature and clinical studies regarding the drug Vioxx:
1) Medical studies and literature published after harm is done to patients may be relevant to determining general or specific causation but not a manufacturer's fault.
2) There should be reasonable skepticism when evaluating validity of published drug studies due to influence of pharmaceutical industry on medical journals.
3) Many drug studies are designed and results published in ways that yield favorable outcomes for the sponsoring manufacturers.
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This document summarizes the Vioxx controversy involving pharmaceutical company Merck. It describes Merck's development and marketing of the pain medication Vioxx, which was later pulled from the market after studies showed it increased risks of heart attacks and strokes. The summary discusses Merck's aggressive promotion of Vioxx, rejection of proposed safety studies, and eventual $4.85 billion legal settlement after Vioxx was found to have dangerous side effects.
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Vioxx powerpt
Merck failed to properly communicate health risks of its drug Vioxx before and after recall. Studies in 2000 showed increased heart attack risks but Merck downplayed this. In 2004, a trial showed double heart attack risk with long term use, leading to recall. Merck's communication was ineffective - doctors learned from patients and hotlines were jammed. While Merck withdrew the drug swiftly, it did not express regret or prioritize health communication over legal and financial concerns. This case shows the challenges of balancing priorities during a drug recall crisis.
Vioxx case study
Merck developed the drug Vioxx to treat arthritis pain. It was approved by the FDA in 1999 but later studies showed it increased risks of heart attacks and strokes. Merck faced thousands of lawsuits and eventually paid $4.85 billion to settle claims after voluntarily withdrawing Vioxx from the market in 2004. The document discusses the history of Merck and development of Vioxx, clinical trials that showed safety issues, lawsuits against Merck, and recommendations for how the FDA could strengthen drug safety processes going forward to prevent similar situations.
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Here are 3 potential actions the FDA could take given the Vioxx lessons:
1. Require drug companies to conduct longer pre-market and post-market clinical trials to more thoroughly evaluate drug safety, especially for drugs intended for long-term use.
2. Strengthen post-market surveillance programs to more closely monitor drug safety once a drug is on the market and approved. This could involve requiring drug companies to report adverse events more quickly and comprehensively to the FDA.
3. Give the FDA more authority to require drug companies to modify drug labels or even pull drugs from the market more quickly if safety issues arise post-approval. Currently the FDA must go through legal proceedings, which can delay action and protect public health.
Vioxx Clinical Studies
This document summarizes key points about medical literature and clinical studies regarding the drug Vioxx:
1) Medical studies and literature published after harm is done to patients may be relevant to determining general or specific causation but not a manufacturer's fault.
2) There should be reasonable skepticism when evaluating validity of published drug studies due to influence of pharmaceutical industry on medical journals.
3) Many drug studies are designed and results published in ways that yield favorable outcomes for the sponsoring manufacturers.
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This document summarizes the Vioxx controversy involving pharmaceutical company Merck. It describes Merck's development and marketing of the pain medication Vioxx, which was later pulled from the market after studies showed it increased risks of heart attacks and strokes. The summary discusses Merck's aggressive promotion of Vioxx, rejection of proposed safety studies, and eventual $4.85 billion legal settlement after Vioxx was found to have dangerous side effects.
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Merck & Co. is one of the largest pharmaceutical companies established in 1891. It manufactures and markets a broad range of healthcare products for human and animal use. Merck has annual revenue of $27.4 billion and employs over 61,500 people worldwide. Some of Merck's major products include vaccines, prescription drugs, consumer health products, and animal health medicines. One of Merck's prescription drugs is lisinopril, an ACE inhibitor used to treat hypertension, heart failure, and diabetic complications. It has annual global sales of over $1 billion.
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- 1. Chapter 15 Case Study
Editor's Notes
- Perceptions of a company can mean more than the actual reality. Because an image is an impression, image is not necessarily parallel to the reality of how the organization is observed
- Once the image has been threatened, it is necessary for the crisis communicator to identify the most important audience or to prioritize the important audiences in a crisis situation.
- On page 248 of the book, you can find a chart which labels all of strategies and their key characteristics. Suggestions for a successful image restoration suggests 3 stages, named above. These strategies can be used alone or together throughout the restoration process, but should be kept mildly consistent.
- The Manufacturer of the drug, Merck & Co., withdrew it after a trial showed that people who took 25 mg of Vioxx daily for more than 18 months were twice as likely to suffer from a heart attack or stroke. Now, Merck had claimed it withdrew the drug based on results of a 3 year clinical study that it had received days earlier. However, allegations of cardiovascular risks surfaced as early as 2000, a year after it was introduced.
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