Cases - Business

OK, so you’ve figured out the kind of people you need, and you’ve hired the right ones into your practice. Now, how do you keep them on board? Believe it or not, you can’t just live happily ever after with staff un

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

less you put a little work into it. So what do you have to do to keep ‘em?

TELL ‘EM WHAT’S GOING ON
Communication is always at the top as far as business complaints, and medical practices are no exception. Mo

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

Examples of combination products may in

t bosses, including physicians, assume this means talking more. That’s only half of it. When you hire good people, one of their characteristics will be that they want to know they’re making a difference. How will t

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

ey know that? They’ll know it when you make it a point of telling them what’s happening with the practice. Now, you don’t have to tell them everything, but you should keep them abreast of the important stuff. Like

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

what you ask? Well, how about challenges the practice is facing, new equipment or procedures you’re considering and how they will affect the practice.

You might let them know when you or other principals are going

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

Combination pro

o take time off, and even give them a little report when you get back. Tell them honestly how their work is affecting the success of the practice, people want to know when they’re doing things right. By the way, if

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

there are bad things going on, focus on the effect of those bad things (gossip, customer service issues, incomplete work) rather than pointing out individuals and ‘hanging it on them’. There IS a time to do such a t

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

ing, but it’s when you’re meeting one-on-one with the person involved, don’t point out individual problems in staff meetings.

LISTEN TO WHAT THEY’RE TELLING YOU
This is the second important part of good communi

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

ation. Physicians are challenged for time, so planning for listening is important. Set up a bi-weekly or a monthly meeting for listening. You want to avoid a gripe session, so – especially at the beginning – caref

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

lly script it. It’s wise to take notes, and then to take action where action is called for. By the way, there’s nothing wrong with deciding that you are NOT going to do everything that staff would like, but it IS i

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

portant to respect them enough to tell them face to face that you’ve decided not to, and why. Regular feedback is CRITICAL. In a small office, feeding back action on the past month’s concerns is enough. In a large

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

Following aspects would a

r office, you may want to post a bulletin board with concerns and the action that followed them. One office set up a team whose job was to follow up on staff concerns and see that action was carried through. Done i

dd to the challenges in developing combination products:

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

cooperation with the docs, this is a very good idea, as long as the team and the physicians are communicating regularly.

INVOLVE THE STAFF IN MAKING THE OFFICE WORK
Everybody wants to be part of a winning team

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

and good staff especially so. Once you’ve laid out the challenges that the practice is facing in your “listening meetings”, find ways to get the staff involved in helping to meet those challenges. The same practic

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

that had the team for dealing with staff concerns also had staff teams for other major areas, such as the physical plant and practice processes. The process team was able to make several changes in scheduling pro

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

edures that had a significant effect on flow through the practice, patient satisfaction, and physician satisfaction. You might be surprised at what staff can do;but again, take the time to plan for it – don’t turn e

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

Professional from academic institutions, pharmaceutical industries, health care indust

erything over and ignore it.

REWARD STAFF FOR MAKING THE PRACTICE SUCCESSFUL
Finally, a reward system for making the practice successful is really an investment, not a cost – if it’s done right. To do it right

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

the rewards have to be tied to important values and results within the practice, not just to monetary gains. Do you want patients to be happy with your practice? Find a way to reward for that. Are you concerned w

.

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

th a smooth flow of patients and information through the practice? Look for the data that will allow you to monitor the flow. Monetary rewards are the most common, but they should be tied to practice performance, s

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

Companies that provide selfless information through particip

that they are only paid when the practice is performing to known goals. Rewards can also be in the form of awards, pins, dinners, but should always be tied to actions or results that make the practice more effective

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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