ReutersAlabama reached $276 million in settlements with Johnson & Johnson, McKesson Corp. and Endo International Plc, resolving claims that the companies fueled an opioid addiction crisis, the state attorney general said.
Biohaven Pharmaceutical Holding and Pfizer have partnered to market the Connecticut-based company’s migraine drug Nurtec ODT (rimegepant) outside of the United States once approved by global regulatory organizations.
Massachusetts sued a unit of French advertising company Publicis Groupe SA on May 6, accusing it of fueling the U.S. opioid crisis by using unfair and deceptive marketing to help drugmaker Purdue Pharma sell more OxyContin.
Drugmakers Johnson & Johnson, Endo International, AbbVie’s Allergan unit, and Teva Pharmaceutical headed to court on April 19 in California over claims the companies engaged in deceptive marketing practices that fueled the opioid crisis in America.
Mallinckrodt filed for bankruptcy protection, saddled with lawsuits alleging the company helped fuel the U.S. opioid epidemic.
How a global healthcare network built around independent agencies and affiliations can beat the Holding Companies at their own game
COVID-19 has changed nearly every aspect of healthcare as we know it. Pharmaceutical commercial organizations must quickly adapt to the present while simultaneously planning for a dramatically different future.
The U.S. Food and Drug Administration said the regulatory agency would require antibody tests for the new coronavirus to undergo an agency review, reversing an earlier policy that had allowed fraudulent products to be marketed.
With 270 million Americans currently under a “stay at home” directive, only activities deemed “essential” are happening in person. In healthcare, which relies significantly on personal connections – between patients and HCPs, HCPs and pharma reps, and even marketers and their teams – there have been dramatic shifts in the way we all work and operate over the last couple of weeks.
One key issue for healthcare brands that many of us know about and have seen firsthand is keeping marketing and sales teams in complete alignment as the brand message is developed and then rolled out in the field. In the race to get positive marketplace momentum going there can be a disconnect that develops in what we call the “passing of the baton” from marketing to sales. It’s when, even after all the work, time, creativity, analysis, and testing that goes into brand development, somehow a gap arises, or the timing is off as the proverbial brand “baton” is passed to the sales force.