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CRM is an approach which diversifies the customer facing processes, according to Customer groups of different value to the Enterprise. CRM is about tuning the consumption of Enterprise resources, in orde

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

r to provide increased value to the valuable Customers.

‘Tuning the consumption of Enterprise resources’ means trying to identify optimal approaches in investing existing budget to handle the Customer r

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

Examples of combination products may in

elationship. Optimal approaches would entail the direct & flexible linking between Customer value to the Enterprise and service level or pricing offered.

Enabler of this approach is Customer insight: th

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

knowledge of the Customer by the Enterprise, the Customer’s value to the Enterprise and the Customer’s preferences in the relationship with the Enterprise. If this information is unavailable, the Enterp

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

rise is unable to apply any of the above mentioned practices. CRM is about developing Organisational processes & competences, which shall allow the Enterprise to better learn from the Customer and adopt

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

Combination pro

o the Customer’s needs, thus positioning itself to better serve the latter.

CRM is about transformation of an Entreprise, from product-centric to customer-centric & solution-focused. CRM is about viewin

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

g ‘one face of the Customer’: the ability to consolidate records related to a single Customer, in order to produce a holistic view (or 360 degree view) of that Customer.

CRM is about having ‘one face 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

the Customer’. All Customer Touch points (e.g. sales personnel, service personnel, call centers, invoices etc) should have the same level of consistent & timely information on a Customer, and act in coor

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

dination (cross channel alignment). CRM is about enabling the measurement of marketing efficiency and aiming at reducing marketing campaign cycle times, increasing ROI on marketing programs, increasing

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

customer satisfaction & loyalty.

CRM is about automation & standardization of customer facing processes.

CRM is about innovation: the ability of an Enterprise to identify new ways to handle the relatio

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

nship with specific Customer groups, ways that are valued by the latter (e.g. offering similar service content on the web channel, to that of the conventional channels).

CRM is a simple concept, which c

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

Following aspects would a

an be quite difficult to implement in the context of a complex Enterprise which markets numerous products via many Customer touch points (CTPs) to thousands or millions of Customers (e.g. banking or tele

dd to the challenges in developing combination products:

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

om industry).

Barriers to a successful CRM

Barriers to a successful CRM can be any of the following:
• Internal resistance to change – lack of process management funding
• difficulty in ide

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

ntifying the Customer (data related to the customer are unlinked or stored in silos)
• problems in capturing Customer data (i.e. web registration forms may discourage the visit to a web page)
•

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

difficulty to organize internally in order to implement the diversified customer facing processes (selling, order handling, problem management, billing, customer retention) required (e.g. implementing c

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

omplex service levels or invoicing).
• difficulty to measure customer value or CLV
• Many retailers do not capture any customer data unless they promote a loyalty program

CRM information syste

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

Professional from academic institutions, pharmaceutical industries, health care indust

s

In a complex Enterprise, the necessity to implement an information system to support these customer facing processes and capture, store & exploit customer profile & behavior info efficiently, is obvi

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

ous. This CRM information system has to be linked to many (if not all) other operational systems, which are serving non customer facing processes (e.g. order fulfillment or billing processes).

Moreover

.

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

t has to be linked to an analytical infrastructure (a Data Warehouse or a CRM Datamart), in order to retrieve derived facts like Customer value rankings or lists of Customers to be contacted.

However, t

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

Companies that provide selfless information through particip

he information system is only a tool supporting the CRM strategy, value proposition & relevant process. If this strategy is not designed or implemented efficiently, the information system can’t help much

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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