Main Subject - Business

I don't know of an organization that does not want its salespeople to cross-sell. The big question is why it is so difficult to successfully implem

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

ent a cross-sell strategy, especially across divisions. Certainly product knowledge is a real issue and so is compensation - What's in it for me? B

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

Examples of combination products may in

ut more than that are the issues of risk and trust.

Many salespeople are afraid to "expose" their client to their colleagues. This could be based

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

on their own bad experience, "what ifs", or on internal horror stories where colleagues from other divisions have not delivered and have damaged re

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

ationships. Although confidence in your colleagues' ability to deliver is paramount and even though many salespeople have been burned, allowing thi

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

Combination pro

s to impede cross-selling is a tremendous loss for an organization. The return on cross-selling across the board — to the salesperson, the client,

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

and the organization — is fantastic.

Everybody knows it is easier to sell to a current client than a prospect. Cross-selling increases the ties th

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

at bind and build loyalty. Cross-selling reduces vulnerability. The answer is to do it in a way in which the risks are minimized. A practical, orga

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

ized approach to cross-selling is an answer: Start with the specialist. Begin to build internal relationships. Call them directly and if there are

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

no specialists, contact other salespeople or research product knowledge resources. Ask the specialist: What questions shall I ask my client to see

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

if there is a need? What are the qualifying criteria you need for a solid prospect? What key objectives should I expect? What is a sound bite and

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

Following aspects would a

success story I can use to interest this client? What are the next steps or implementation steps to move this along? The knowledge you get won't ma

dd to the challenges in developing combination products:

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

e you an expert, but you don't have to be! However, you need at least this much information.

If a specialist or colleague suggests, "All you need

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

to know is my name and phone number. Have the client call me," empathize and make a second effort to get a little information to make the call wort

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

h everybody's time. If the specialist or colleague persists in being difficult, talk to your manager. As any successful salesperson knows, it can b

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

e as challenging to sell internally as externally. If your organization is serious about cross-selling, it will have to make sales-oriented product

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

Professional from academic institutions, pharmaceutical industries, health care indust

information — not just technical details — available to you.

Certainly to close a sale you need more product knowledge than what is captured above

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

. But the objective for cross-selling that most organizations define is to get the specialist or colleague from another division or product line in

.

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

the door to leverage the current relationship. Be sure to update the specialist regarding the outcome of your cross-sell discussion and share cre

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

Companies that provide selfless information through particip

dit publicly to help build internal relationships. With a proactive approach to cross-selling and with an attitude of collaboration, everybody wins

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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