This case examines how a drug price increase by one small company, Turing Pharmaceuticals, became the focal point of a controversy that engulfed the entire drug industry. Turing’s decision to raise the price of its anti-infection drug Daraprim, from $13.50 to $750 per dose, is emblematic of the debate about the responsibilities of pharmaceutical companies and business more generally.

Merck & Co is preparing the launch of Gardasil, the first human papillomavirus (HPV) vaccine. Because knowledge of HPV is poor among potential vaccinees and other stakeholders (parents, physicians, third-party payers), and there is no habit of vaccinating adolescents, Merck needs to develop pre-launch programmes.

The case describes the development and US launch of Celebrex, the first Cox-2 inhibitor, which is co-promoted by Pfizer and Searle. The launch was phenomenally successful. However, four months after launch Celebrex is facing three issues: (1) How to address the mix-ups between Celebrex and two drugs with similar names?

This is the fourth case in a series of 11, which deals with a technological partnership between a large firm (Ciba-Geigy) and a small firm (Alza). It covers a period of about eight years: from 1977 until 1984. The first cases describe the pharmaceutical industry, the two companies, and the events leading up to the partnership opportunity.

This is the fifth case in a series of 11, which deals with a technological partnership between a large firm (Ciba-Geigy) and a small firm (Alza). It covers a period of about eight years: from 1977 until 1984. The first cases describe the pharmaceutical industry, the two companies, and the events leading up to the partnership opportunity.

This case describes a technological partnership between a large firm (Ciba-Geigy) and a small firm (ALZA), over the period 1977-84. It describes the pharmaceutical industry setting, the companies and the events leading up to the partnership opportunity.