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In happens every year in June.

Six months down and six months to go. What will you do differently during the second half of the year to improve your selling results? If you don't take time to think about what you'll do differently, you may not do anything different. No

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

w that’s okay if you're happy with your year to date results. If however you'd like to do more during the second half of this year you'd better think about making some changes now.

One of the keys to raising the bar is effective sales planning. For most of us selling i

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

Examples of combination products may in

s fun and planning is not. Remember that selling success doesn't come from doing what everyone else is doing. The most successful salespeople do the things that few salespeople take an interest in doing. There are two requirements for planning. First set aside some quie

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

t time for creative thinking. Second, be sure to put your thoughts on paper.

At least once a year professional salespeople should dedicate a minimum of one-day to strategically think about their businesses. Don't be too quick to say you're already doing it. Most sales

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

reps acknowledge they think about their territories and customers daily. When pressed however most will admit they don't have time to creatively think about blue sky scenarios that may happen a year from now. If you can't devote one solid day for unrestrained creative

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

Combination pro

thinking, don't think about aiming for the stars. Your best bet is to wait for a shooting star to come your way.

Begin your planning process with these six critical questions. Direct these questions at your business, your territory, your accounts, your customers, and n

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

aturally your competitors. These questions will raise more questions and you should consider this process a success if you end up with more questions than answers. Here are the six questions.

1. Where are you are now? Where are you now relative to your sales results

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

nd selling skills? How's your performance? What's your relative rank within your region and within your company? What kind of overall growth do you have in your territory and in your top-10 accounts? Where are your competitors making inroads in your accounts? How w

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

ell are you managing your time in your territory? What are your biggest challenges and best opportunities for growth?

2. Where are you headed if you don't change anything? What's the implication for you if you don't acquire new skills? What happens to your overall pe

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

rformance next year if you don't make up the loss of your second-largest customer? How will your customers react to a strategy that is really based on a "more of the same" concept, especially when your competitors are becoming more creative in their approach? With mor

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

e work and less time available, how are you planning to manage next year when your business is expected to grow 10 percent across the board? If you can't handle the sales and marketing challenges and opportunities this year, how will you respond to the one’s you face nex

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

Following aspects would a

t year?

3. Where should you be headed? Do you have specific personal and professional goals? Are these goals specific and clearly defined? Are they in writing? Do you have completion dates established? For each of your top-10 accounts do you have specific objective

dd to the challenges in developing combination products:

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

s for sales, margins, growth rates, product mix, etc? Have you made a commitment to read sales books and to subscribe to sales publications? Have you analyzed your travel time and your time allocated to large, medium, and small accounts?

4. How will you achieve your o

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

bjectives? You really can't "do" a goal or an objective. What you can and must do is create an action plan detailing how specifically you plan to achieve the goals you outlined when considering question three. For example, if your goal is to increase your sales by 12 p

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

rcent in your largest account, how specifically will you do it? How many “how’s” will it take to achieve your goal? Your goals define (what you want to achieve) and your strategies define (how specifically you’ll do it.) Without proper linkage between goals and strat

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

egies, your goals begin to look like dreams.

5. What are the specific details involved? The details referred to are the who, what, where, why, when, which, and how as they relate to initiating and implementing your strategies. Ben Franklin once said, "Small leaks can

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

Professional from academic institutions, pharmaceutical industries, health care indust

sink big ships." In sales, minor adjustments often create big impacts and higher sales in your territory.

6. What should you measure? Always measure what matters. One of my favorite old sayings is "what gets measured gets done." To keep you on your stated course (ob

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

jectives) how will you measure your progress? What key elements of success should your review monthly? Personal growth and development are often the result of careful measurement and evaluation. The difference between first-place and second place is often a very narrow

.

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

margin.

These questions can make a significant contribution to your selling results, but only if you invest the time to ask them. The favorite day of the week for procrastinators is tomorrow. Action-oriented people, the real doers in life, recognize, if you focus your

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

Companies that provide selfless information through particip

energy on today, tomorrow takes care of itself. The future is yours to live one-day at a time. The shape of your future depends on the foundation of your plan.

Are you planning your future today or waiting for tomorrow to do it? It's a clear choice and it's all yours

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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In a traditional organization, the role of purchasing is to simply purchase and the means was to negotiate and to have a confrontational attitude with the vendors. This led to the concept of ‘buying power’ of organizations into the management literature. For instance, large organizations squeezed every cent from their suppliers by using their buying clout.

Recruit talented people from all segments of the population, and assure them that their contributions are needed and welcome.

Every day, so many tens of thousands of innocent clients and employees are bored to tears by presentations that it ought to be considered a crime against humanity. Are your presentations guilty of the following sins?

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