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  • Subjects - Think Globally, Act Locally

    Does your staff really know and understand what you are talking about? If the company directive is to improve speed, does the staff understand doesn't that mean sacrifice quality? Often times as leaders, we know what we mean, but th
    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
    e managers and staff might have a very different idea. Did you know the word 'set' has over 460 different definitions?

    While attending a CHART conference last year, guest speaker Shep Hyken had the group write down nine words they
    ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

    Examples of combination products may in
    associated with the word ‘run.' He then had us compare lists with one other person. A simple word we all know, but the majority of the group matched either none or one word with the other person. The point of the exercise? Be specif
    lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

    ic with direction and guidance.

    For example, when the direction is ‘greet the guest,' the staff could interpret that as:



    • “For here or to-go?”


    • “Next.”


    • “Can I take your order?”


    • “Delivery or ca
    here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
    rry-out?”

    While it might appear to many that these phrases are ‘greetings,' they aren't the ones you want your people using—not if you're trying to enhance service, anyway. The staff, however, hears these at many of the
    d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

    Combination pro
    competitors and believes this is the way to properly greet the guest. Similar scenarios happen for suggestive selling (“Anything else?,” “You don't want to upsize that, do you?,” “Is that all?”), delivering the food (“Here's your f
    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
    ood,” “#54,” “Burger with fries.”), and thanking the guest (“Next,” “Wait over there,” and “…” silence).

    As leaders you must think globally and focus on the 10,000-feet view of operations—the higher up the corporate hierarchy, the
    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
    bigger the picture and focus. Don't forget, however about acting locally. Provide the global direction (enhance service, increase speed, lower costs) and follow up with local specifics so the front-line staff executing the direction
    nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
    understands specifically how it does be done.

    When trying to build speed, it is simple to put a timer facing the guest (either on the POS terminal, drive-thru) or have a delivery guarantee to create a sense of urgency in the emplo
    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
    yees. If the employees hear “Deliver food faster,” they can certainly hit that goal, but if they don't also understand the food has to look great, follow the recipe, and meet the quality standard, you fixed one problem but created a
    ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
    other (one probably even more damaging to the guest).

    Putting a guarantee message on the register (“If we forget to suggest to up-size your value meal, you receive it free”) will certainly ensure the cashier or drive-thru attendant
    ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

    Following aspects would a
    suggests items, but if they are saying the following, it doesn't enhance service, it just appears we are trying to push things on the guest:



    • “Would you like to upsize your meal?”


    • “You don't want to upsize your
    dd to the challenges in developing combination products:

    Which markets to tap where the combination products can do fairly well?
    Which combination prod
    meal, do you?”

  • “We have to mention the upsize, or it's yours free, so do you want it upsized?”


  • As mentioned in previous columns, more effective sales lines are:



    • “We feature two [or three] sizes of v
    cts are meaningful and rational?
    Which therapeutic categories to select?
    Which Combinations can address unmet needs of the patients?
    Do combin
    alue meals, which would you prefer?”

  • “You can have the meal with fries and a drink or a side salad and a drink, which would you like?”


  • “We have the large size meal for $5.49 or you can save 49 cents and get the r
  • tions increase the patient compliance?
    What would be the developing cost?
    How to tackle the risks encountered during combination product developmen
    egular size meal—which would you like to order?”

    The local specifics need to be given. Don't create robots—provide multiple options so your frontline employees aren't spouting mechanical, scripted sayings. Many of your
    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
    staff members have personality—let it shine! Provide guidelines and boundaries similar to teachers who are in charge of the playground at elementary schools. Certain rules can't be broken, but as long as they stay within the paramet
    ping new procedures for reviewing their safety, efficacy and quality.

    Professional from academic institutions, pharmaceutical industries, health care indust
    ers, they can have fun!

    Sound simple and logical? Sure. But is it commonly practiced? Think about tying your shoes. A very easy task we have done tens of thousands of times in our lives. But those with children know how hard is it
    y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
    to train someone how to tie their shoes. Quite a daunting task. Additionally, people learned differently as children so one parent might show them one way they learned and the other parent another—another example of two right ways t
    .

    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
    o achieve the same goal. The result? A confused child. If all else fails, buy the shoes with Velcro.

    Same holds true in restaurants. Manager A directs the employee to do a process one way while Manager B directs the employee to do
    elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

    Companies that provide selfless information through particip
    the process another way. If both ways are “right” (i.e. acceptable), let the employee use the method they prefer as long as the desired result is achieved. Think globally, but act locally—your employees and guests will appreciate it


    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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