The 'painfree' project appears a rather 'painful' project. Potential of the drug Nomoramide (painfree) appears to be immense, as specialists as well as General Physicians are fully convinced and have echoed their support for the drug, but the major drawback in managing the project has been a lack of sound understanding and respect for the views different departments within the company.
Project management as such is a set of principles, practices, and techniques applied to lead project team and control project schedule, cost, and performance risks in order to in delight the customers. But in case of 'painfree' the end result appears to be resulting in a rather painful experience for the company as well as for the customers. The project appears successful to the extent that it succeeded in convincing the General Physicians and specialists about the usefulness of the drug. It generated lot of curiosity about the company and the product, which can go a long way in generating marketing potential for the company in the long run.
It appears the company has been able to make good use of its contacts in the regulatory and licensing departments of the governments in different countries, yet it appears at loggerheads with authorities like BGA for continuously ignoring the genuine concerns of the people, which is resulting in restriction of the use of the drug to the post-operational pain, in Europe. In US though the company appears to have convinced in regulatory authorities regarding the drug’s unrestricted acceptance with specialists and GPs able to prescribe it for pain relief.
The project team chose to launch the drug in Germany in November when accidents cases are at its peak and a large number of migraine cases are linked to the dark season of the year. The launch was a big success with over 700,000 packages being sold from November 1994 to March 1995. The drug even received rave reviews form experts, medical journals and magazines. But in the absence of adequate market communication from the company, about the precautions after the intake of the drug, the cases of orthostatic hypotension soon started reaching alarming levels. The company could have retained the successful beginning, if it had immediately launched an information campaign for consumer and medical fraternity informing them about the precaution like taking rest after the drug intake, no doing physical exercises etc. But the company appeared grossly under-prepared for taking up such an initiative. This resulted in damaging the credibility of the drug and the company.
Therefore, despite a promising start and good product the Painfree project appears to have earned limited success.
From the available documents it is more than evident that the project was not managed in a very professional and successful manner. It appears unsuccessful on several counts;
i. In this market driven economy when we talk about global village concept, any company studies the market with long term perspective, in such a manner that the customer feels being valued. Data and information is gathered from the market regarding the competitor's position, availability of alternatives, outcomes of similar launches etc. In case of a new drug launch additional care is to be taken regarding its side-effects, safety of the consumer etc. To this end extensive researches are carried out for testing the effects of the drug, data is also compiled from existing studies etc. Here it appears the company, despite