A large medicines system is not yet a customer.

NHSBSA's community dispensing statistics establish a substantial operating context in England (NHSBSA, n.d.). They do not measure PHARMORIS demand or the amount a customer could save. The investment question is narrower: which medicines task creates sufficient unresolved burden for a specific organisation to consider a different approach? A useful thesis should connect that task with an accountable professional, an operational sponsor and a budget holder, then test whether their incentives align.

PHARMORIS should be compared with the customer's current combination of staff expertise, spreadsheets, existing software and external advice. Doing nothing is another alternative. The proposed research would ask what these approaches already do well and where a gap remains worth paying to close. A product can be useful yet commercially weak if the existing process is sufficient, if switching costs dominate or if the problem occurs too infrequently to justify a continuing relationship.

Interest becomes more informative when a prospective buyer contributes time, authorised sample materials or a defined evaluation decision. We propose staged demand tests that progress from structured discovery to a jointly scoped assessment and, where appropriate, a separately agreed paid evaluation. None of those steps should be described as a customer contract before it exists. A letter, meeting or enthusiastic demonstration response carries a different evidential weight from an agreed purchase and subsequent use.

Demand may weaken if the user and payer benefit differently, the required data is inaccessible or the organisation cannot change its process. A buyer may prefer a service engagement to software, or value a one-off review without recurring need. These are useful findings. We would record them rather than expand the addressable market by assuming every stakeholder is a buyer. The commercial model should follow observed purchasing behaviour and delivery economics as evidence develops.

We invite discussion around how to test one priority buyer segment with bounded development and acquisition costs. Continuation would require a repeated problem, a credible comparison and meaningful evidence of willingness to proceed under realistic terms. We would stop or redirect if qualified discovery finds no budget owner, no material gap or no feasible purchasing route. This is an investment-development thesis, not an offer of securities, a revenue claim or a promise of returns.