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CRM…strategic engine or just another technology tool? How would you answer this question about your company's CRM initiative? It depends on how honest you

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

are in answering some other questions, including:

Do your people have real decision-making power to provide great customer service?

Do you have the right

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

people with the right knowledge and skills?

Are you including people across the board, not just in your customer service and call centers?

The bottom li

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

ne is that people skill sets need to be similar to the technology they are using -- information sharing needs to be fast, focused, integrated.

Let’s Start

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

With the Leaders

For CRM to become the strategic engine, not just a tool that people opt to use when they choose, managers and leaders need to demonstrat

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

e the new vision through their day-to-day actions. Leadership is about making a vision happen. If you want your CRM strategy to be the engine that drives g

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

rowth and profitability, take a look at what your leaders are doing and how they are behaving.

The heart of strategic change is when the leadership makes

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

the conscious choice to focus on actions that matter. When an organization undergoes significant and fundamental transition, leaders must be teachers and r

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

ole models of the new actions and behaviors. Leaders who successfully transition to new operating values and practices are those who recognize they are on

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

a steep learning curve and adopt a personal learning ethic that others can model.

What About Everyone Else?

Just as any change needs good leaders, making

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

CRM the strategic engine requires good followers. People need to have the knowledge and skill sets that will translate the vision to a seamless customer e

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

xperience. Having the skill to build personal and professional networks of information and knowledge will allow managers and employees to think and act in

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

less linear ways. There is a need to learn to behave as integrated teams, not individual contributors or functions.

Teaming, problem-solving behaviors acr

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

oss job boundaries, knowledge-discovery skills, personal networking outside the department, and building relationships to share knowledge and information a

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

re rarely seen metrics on employee performance evaluation forms. Yet these are the skills required to drive the CRM strategic engine. Those skills need to

t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel

be valued, encouraged, and rewarded by the organization.

Don’t Take New Roles For Granted

To move CRM deeper into the ethos of the company culture, clear

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

and unambiguous roles for leaders and employees need to be communicated. When people have a role beyond that of being an individual contributor, accountab

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

ility, involvement, and interest in making CRM the strategic engine all increase.

The key is communicating what new roles leaders and employees are expect

.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

ed to fill. As social scientists and consultants, it has been our experience that there is always a portion of leaders and employees who can't or won't ado

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

pt the new vision. This is why there are always tough people decisions involved in a large system change initiative.

Copyright 2002 Dailey & O'Brien, Inc.

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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Mission Statements and Vision Statements -- Use Them for Impact, to Build Excitement and Create Success. See how others have used these statements to benefit!

Ever wondered what someone else is making on their job? Well, the answers are out there. If you are considering becoming a make-up artist, here are the figures.

Many people slaving away in a reasonably paid job realize that they could be doing far better for themselves and will at this moment be thinking of breaking free of the corporate shackles and discovering the freedom of having their own business...

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