Main Subject - Business

Some people think newsletters don’t work. Often, they’re right. In a world where most newsletters don’t work, it is common to be confused about how to define newsletter success.

What’s it good for?

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

Over the past ten years, I have paid attention to newsletters. I can tell you why most don’t work. It starts with confusion about what newsletters are good for. Confusion about how to monitor success comes fro

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

Examples of combination products may in

m that.

How many next-day phone calls?
Many marketers expect a newsletter to generate results as soon as it arrives. Most newsletters do. However, when the results expected are new sales and referr

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

ls following each issue, most newsletter issuers eventually conclude that newsletters don’t work. By the way they gauge success, they’re right.

Check your perspective.
From a sales perspective, an

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

ineffective newsletter should be canned. But first, consider other perspectives. For example, think from the perspective of the impression left on readers. What impression would it make on you to receive two or

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

Combination pro

three newsletters, then none at all, from your accountant? your lawyer? your investment advisor?

What newsletters do
Because of mismatched expectations, many who issue newsletters conclude either t

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

hat newsletter success is harder to achieve than they imagined, or that newsletters just don’t work. Yet, I see something in these situations that often escapes people struggling with an unsuccessful newsletter

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

: A newsletter shapes people’s perceptions of you.

Four Brand Effects
It can do other things, such as announce news and complement advertising; still, every newsletter is a reputation-shaping instr

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

ment of brand management. Any newsletter will:
*leave a first impression, or
*mould an already-formative impression, or
*validate a formed impression, or
*confuse a formed impression.

A

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

newsletter makes an impression.
How does this fit into a context where more sales and good referrals are wanted now? Consider the following example.

Maintain meaningful contact.
There are

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

eople who receive newsletters from their credit union who would never attend a competing bank’s grand opening in their own neighbourhood. They’re so loyal to the credit union that they don’t want the bank’s c

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

Following aspects would a

upcakes or door prizes. The credit union’s newsletter refreshes their loyalty every three months. It maintains meaningful contact with them. It’s a tool of client retention.

Effective at what?
The

dd to the challenges in developing combination products:

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

problems solved by the credit union newsletter in the example include:

*competition of extrinsic incentives (e.g. “Free gift when you sign up!”).
*vulnerability to client attrition.
*the cost of acqu

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

ring new clients.
*the opportunity cost of losing profitable clients’ future business.

Watch the numbers.
Watch-the-books managers should direct attention to:
*business per client – segm

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

ented by profitability per client.
*referrals per client – with a profile of clients providing referrals.
*client attrition – with a profile of clients lost and why.
*net increase in clientele

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

including clients gained and lost by all means).

Monitor over time.
Review these metrics on a quarterly basis and compare each quarter. Use this review to set newsletter performance goals in tandem

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

Professional from academic institutions, pharmaceutical industries, health care indust

with business performance goals (even if your newsletter is not a quarterly). Why not measure newsletter success this way?

Steady, no spikes.
A good newsletter might not cause a spike in sales. It

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

can prevent losing a client who is being wooed by competitors, though. What business problems do you want to solve? Is it reasonable to expect a newsletter to help solve them?

Client relations success<

.

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

r> Newsletters shape market perception, first and foremost, and can help to maintain hundreds of business relationships with meaningful engagement. Those who accept this and apply it wisely can find great succ

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

Companies that provide selfless information through particip

ess with newsletters. Those who expect each issue to boost sales or to bring new customers are wise to consider other methods. A good newsletter as a client-relations tool improves business measurably over time

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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What does shortening product life cycles imply for the work of the designer and indicateings for a need to tie in marketing with research?

We have become so ingrained with the need the change, that we don't pause long enough to decide what does not need to be changed.

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Main Subject - Most Newsletters Don't Work - part one: Success and How to Monitor It

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