Main Subject - Business

The senior flight attendant on the WestJet flight was starting the routine safety talk: the bit about flotation vests and emergency exits that we ignore at

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

the beginning of every flight.

“If we could have your attention, please, we would appreciate it - in fact we’d be downright shocked,” she said. The passe

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

Examples of combination products may in

gers and the rest of the crew laughed along with her and then, having captured our attention, she went on with her instructions.

That event, on my second

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

light with the airline, may have been the point when I became a fan of this upstart, discount carrier. The flight attendant’s small joke was just one of ma

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

y good-spirited remarks I heard from station staff and cabin crews.

Guess what? I like travelling with people who enjoy their work. And that point is made

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

Combination pro

too, by Lance Secretan in an IndustryWeek article (May 15, 2000) that argues employees should be treated as well as customers.

Using Southwest Airlines a

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

his example (and WestJet modeled itself on Southwest), Secretan says management needs to put the same commitment and resources into internal marketing to

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

mployees that it puts into external marketing to customers.

That’s not an unreasonable idea, considering that companies sometimes have to fight harder to

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

et and keep good employees than to get and keep customers. Put another way, can you serve customers well if you don’t have good employees? And, don’t forge

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

the maxim that employees treat customers like they’re treated by management.

So, if we were going to build an internal marketing program for employees, w

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

ere would we start? What would we do? How would we do it?

Well, we’d probably start in much the same way that we start with external customers: by finding

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

Following aspects would a

out what they wanted. By identifying the benefits that they consider most important, and communicating about those benefits.

As we articulate our reasons

dd to the challenges in developing combination products:

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

or internal marketing (setting objectives), as we figure out the goals of employees, and identify the best medium, we’re setting out a communication strate

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

y.

Once we have a strategy we can go on to the tactics, which outline how we will implement the strategy: what will we discuss, how often we’ll discuss it

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

and what presentation style we’ll use.

What we’ll discuss refers to our subject matter; how often refers to the number of times in a specified time perio

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

that we will communicate the subject matter, and presentation style refers to the tone we’ll take in sending our messages.

Once both the strategy and tac

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

Professional from academic institutions, pharmaceutical industries, health care indust

ics are in place, we act. We implement the plan. And good internal marketing, like external marketing, would involve gathering feedback afterward.

In the

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

ase of external customers, feedback is immediate and obvious; they buy or they don’t buy. When we turn to internal customers, though, the feedback will be

.

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

ess obvious. In general, though, we will have set objectives based on having employees do certain things; in the feedback phase we can ask whether they did

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

Companies that provide selfless information through particip

it, and how well, and how often.

In summary, to get and keep good employees, cater to them as you would to important customers, through internal marketing

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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Be sure that when you leave your job to start a business that you recognize they are not the same thing. Your job taught you to be good at your job but not necessarily the details of the business.

In the previous article we discussed the over rules of an institution in comparison with the covert rules. Now that you have had time to explore the overt rules thoroughly, it is time for you to explore the covert rules. One must know the overt rules very well, before one can see the covert rules, because they are just about invisible and they are usually in opposition to the overt rules.

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation. There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

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Main Subject - Pitching to Employees

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