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According to a recent study by the Incoming Calls Management Institute, Inc. (ICMI), there are currently 50,600 Call Centers in the United States containing 2.86 million agent

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

positions. Additionally in Canada there are approximately 4,500 Call Centers with 212,000 agent positions. In North America alone, this is in excess of 3 million agent posi

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

Examples of combination products may in

ions with an estimated 2.4 employee shifts of operation in these centers – which is approximately 7.4 million Call and Contact Center Agents – with over 97 percent of these ag

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

ents currently identified as headset users in North America. Additionally there are over 1 million agent positions overseas devoted exclusively to servicing the U.S. market.

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

One of the driving forces in the expansion of Call and Contact Centers worldwide is the burgeoning CRM (Customer Relationship Management) industry and its use in today’s techn

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

Combination pro

logy-enabled corporate environments. CRM is a catch-all term that is most commonly used to describe software and related technologies that manage customer-facing business fun

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

ctions (most notably Sales, Customer Service, Marketing, and Support) and their related business processes and data.

The term CRM first emerged in the mid-1990s, created with

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 intent of describing how Sales, Marketing and Customer Service technologies needed to work not just within each department but also integrated together. Prior to the adve

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

nt of CRM, some companies deployed Sales Force Automation (SFA) applications to automate the sales process and track prospect data, but that data did not usually leave the sal

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

s department. Therefore when customers called in with a problem or service need, the Customer Service department would be unaware of interactions with the Sales team. This l

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

ad to customers’ perceptions that the company was uncaring, incompetent or uncoordinated. This would often result in a frustrated customer departing for the competition.

Ea

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

Following aspects would a

rly customer-facing applications, SFA, telemarketing, marketing campaign management, and help desk served their individual purposes, but were unable to provide the integration

dd to the challenges in developing combination products:

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

that allowed companies to serve their customers with a “single face.”

CRM is neither a simple nor risk-free proposition, but not implementing CRM is also not an option. Mark

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

ets continue to get more and more competitive, and the margin between success and failure grow narrow. Companies that are able to better manage customer data and customer-fac

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

ng processes have a clear advantage over their competitors.

When implemented and utilized to its full potential, CRM allows companies to increase both their revenues and prof

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

ts while lowering the cost of marketing, selling to and servicing their customers. The payoff is clear – by better aligning business processes and managing customer data acro

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

Professional from academic institutions, pharmaceutical industries, health care indust

ss all customer-facing functions, companies can build successful, profitable and long-term customer relationships.

A CRM strategy is about much more than merely selecting the

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

right technology – rather it is a business strategy that may very well necessitate that you completely reinvent how companies do business. Despite these challenges, many com

.

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

panies including many Small and Medium Businesses (SMBs) have seen tremendous success with CRM.

Getting CRM right is about striking balance between tactically solving problem

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

Companies that provide selfless information through particip

within specific areas and managing customer-facing processes and data across them. For CRM to be successful at both strategic and technological levels, it must be integrated

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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