Forschungsarbeit, 2007
17 Seiten, Note: 1,3
1 Introduction
2 Crisis Management at pharmaceutical companies Bay
3 Bayer and the Heroin Crisis
3.1 Brief history of heroin, the new wonder drug
3.2 Advertising and Marketing of Heroin
3.3 Banning Heroin from the Market
3.4 Bayer’s Response to the Crisis
4 Chemie Grünenthal and the Thalidomide Crisis
4.1 Brief History of Grünenthal’s thalidomide
4.2 Research, development, testing and marketing of thalidomide
4.3 The thalidomide tragedy
4.4 Chemie Grunenthal’s actions after the tragedy
4.5 How victims were treated
5 Conclusion
6 References
The paper examines the crisis management strategies employed by Bayer AG and Chemie Grünenthal in response to the public health catastrophes caused by heroin and thalidomide. It explores how corporate decision-making and negligence contributed to these crises and investigates the adequacy of the companies' responses regarding their social responsibility.
4.2 Research, development, testing and marketing of thalidomide
Wishing to take a large share of the sedative market, which at that time was dominated by the group of barbiturates, Chemie Grünenthal started a huge advertising campaign for Contergan. The company marketed the drug with advertisements depicting peaceful nature scenes and recommended using thalidomide as a break from stressful work life. Parents even gave it to their children, earning Contergan the nickname “West Germany’s baby-sitter” (Daemmlich, 2002). The company also developed international markets by exporting the drug and selling it under licensing agreements, making it available in over 46 countries.”18
The advertising efforts paid off. In 1959, only two years after bringing thalidomide to the market, the pharmaceutical company was selling daily 1 million pills only in Germany, producing more than one ton a month. The “wonder drug” was sold mostly without a prescription - a favourable circumstance for the vast consumer market. It became even more popular after the British Distillers Ltd. confirmed its safety for pregnant women. The non toxic qualities of the drug were the best argument for its selling and Contergan became a particular economic success. The aggressive advertising program included as target groups, on one side, pregnant women, on the other side, parents of hyperactive and restless children. The drug, sold in many countries worldwide, was so popular that it was produced also as sweet syrup.
1 Introduction: Provides an overview of the pharmaceutical industry's responsibilities and outlines the scope of the study regarding the heroin and thalidomide tragedies.
2 Crisis Management at pharmaceutical companies Bay: Defines the term "crisis" within the pharmaceutical sector and establishes the criteria for evaluating corporate responses to scandals.
3 Bayer and the Heroin Crisis: Details the development, aggressive marketing, and subsequent banning of heroin, highlighting the company's attempts to distance itself from the drug's history.
4 Chemie Grünenthal and the Thalidomide Crisis: Investigates the rapid market expansion of thalidomide, the lack of rigorous safety testing, and the devastating impact of the resulting birth defects.
5 Conclusion: Summarizes the findings on corporate negligence and emphasizes the need for stronger regulatory oversight and ethical pharmaceutical practices.
6 References: Lists the sources and literature used to support the research findings.
Heroin, Contergan, Thalidomide, Bayer AG, Chemie Grünenthal, Crisis Management, Pharmaceutical Industry, Medical Negligence, Public Health, Drug Testing, Corporate Social Responsibility, Teratogenic, Birth Defects, Marketing Strategies, Regulatory Oversight.
This work explores the historical cases of heroin and thalidomide as examples of pharmaceutical crisis management and the consequences of corporate negligence regarding drug safety.
The study centers on Bayer AG and its role in the development and marketing of heroin, as well as Chemie Grünenthal and its involvement in the thalidomide tragedy.
The research aims to evaluate whether the crisis management measures taken by these companies were appropriate and effective, given their social responsibilities.
The author uses a historical and descriptive analysis of company policies, marketing strategies, and the legal outcomes of both crisis events to assess corporate accountability.
The main sections cover the development history of the drugs, the aggressive marketing techniques employed, the discovery of side effects, and the subsequent legal and social responses.
Key concepts include corporate social responsibility, pharmaceutical ethics, crisis communication, and the impact of regulatory frameworks on drug safety.
Bayer initially promoted heroin as a non-addictive "wonder drug" and, after being forced to stop production, eventually attempted to erase the history of its invention from official company records.
The "Contergan Trial" ended without a guilty verdict for the company's managers, resulting instead in an out-of-court agreement for the financial recompensation of victims.
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