Is Your Sales Training Adequate to Deliver the Sales Targets?

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Inside this Issue

Editorial: Targets Vs. Training by Anup Soans

Are your training targets as agressive as your sales targets?

1. BRAND DRIFT 2013 – A Milestone for Pharma by Arvind Nair

The Conference Director of Brand Drift 2013 tells us what drives pharma’s most loved annual branding event.

2. Five Simple Equations for Sales Excellence by K. Satya Mahesh

Tried and tested means to achieve Field Force Excellence, condensed in FIVE simple equations.

3. Field Force Excellence – The Need for Role Clarity by K. Hariram

A sales organization cannot achieve excellence unless there is a clear-cut definition and understanding of roles and responsibilities.

4. Employee Loyalty – At What Cost? by Sharad Virmani

The era of employees being loyal to a single organization has passed – the upsides to this are surprisingly plentiful.

5. Munshiji ki Panch Tantra for Professional Growth by Sanjay Munshi

The Chief General Manager for Sales and Marketing at Tablets India shares the Five Ingredients of his Professional Success Story.

6. What PMT Proposes, Field Force Disposes by Mala Raj

A Brand Strategy that does not demonstrate a concrete understanding of ground reality is bound to fail – first in the minds of your Reps and then on the field itself.

7. You Think You are Coaching; Do They? by K. Hariram

How do you know if your inputs to your reps are really adding value?

8. Decision Analysis by Mahendra Rai, Richa Goyal and Pinaki Ghosh

A scientific approach to complex decisions involving healthcare interventions and treatments.

9. Emerging Areas in Healthcare: HTA by Javed Shaikh and Shafaq Shaikh

Health Technology Assessment (HTA) is an emerging discipline for assessing the implications of choosing a particular technology in treating patients.

10. BOOK REVIEWS

1. Pharma First Line Leader to CEO – The Roadmap to Success by Vivek Hattangadi reviewed by Subba Rao Chaganti

2. Interactive and Engaging Training – A Practical Guide by Renie McClay reviewed by Anup Soans

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Is Your Sales Training Adequate to Deliver the Sales Targets?

  1. 1. TMMEDICINMANApril 2013 | www.medicinman.net Field Force Excellence TARGETS Vs. TRAINING Is your training as ambitious as the targets you set for your teams? - EDITORIAL 1 | MedicinMan April 2013
  2. 2. EDITORIAL: Target Vs. Training | Anup Soans, EditorPharma companies are great at setting ambitious sales targets but not so greatwhen it comes to training people who are responsible for achieving those targets.I f the only tool you have is a The power of training can be What is useful is a demonstration hammer, every problem looks like illustrated vividly through the of how knowledge can make a nail.” terrorist attack on Mumbai in difference to improving 2008. Ten well-trained and highly performance. For this, the initialCorollary: if pressure on people motivated terrorists held the classroom training must beis the only strategy you have city to ransom as they struck followed up on the field regularlyto achieve sales target, then by the FLM and SLM – this rarely at will killing policemen andstress and attrition are the only happens. As a result behaviour civilians. There were over 30,000permanent outcomes your sales remains same and the hapless policemen in Mumbai when theteam will produce. FLM transfers the pressure with attack occurred. There was littlePharma companies are great in they could do to take back the a force multiplier to MRs. Thesetting ambitious sales targets city, except cordon off the areas only people who gain from this approach are the hundreds ofbut not so great when it comes under attack. In contrast the NSG placement agencies that haveto training people who are commandos took the task head- mushroomed to enable pharmaresponsible for achieving those on and completed their mission companies put feet-on-street astargets. successfully. quickly as possible.I recently met the VP Sales of a The main difference between The current industry trendwell established company with the Mumbai police and the NSG is to hire ONLY experienceda good mix of me-too and niche commandos is the importance candidates. The assumptionproducts in global markets. They they give to training and being that they have the righthad an enviable track record of preparedness. Many of the experience and are likely to stayover 25 years and a turnover of policemen had not fired a single for at least a year given thatnearly Rs. 1000 crores. They had round of ammunition for years. In they are offered a reasonablerecently entered the domestic contrast, NSG commandos are increase, which is not easy tomarket and wanted to know how trained intensely and regularly match. This will compound the in all areas of professional pipeline problems as salespeopletheir field force could be trained will become scarcer few yearsto work in a professional manner. competence. down the line. To address theseThey wanted to replicate what The difference in performance issues, MedicinMan will bethey had done in the international is the result of difference in conducting the second Fieldmarkets. After discussions for training. Tougher the task, Force Excellence (FFE 2013)over an hour, I had an uneasy greater the need for training. The conference on June 8th atfeeling that this meeting was not Indian Pharma Market is fiercely Mumbai.going to make much headway. competitive – too many MRs At FFE 2013, CEOs and seniorReason? They had set very chasing too few CORE doctors! managers of Indian Pharma willaggressive sales targets but very Aggressive sales targets must be gather for a day’s deliberations tolittle resources were allocated to matched by aggressive training explore new ways of enhancingtrain and develop their field force. interventions. Field Force Productivity. ToMost companies in the Indian know more about how you can For most companies, product benefit from FFE 2013, write toPharma Market set very training takes the front-seat and anupsoans@gmail.com or visitaggressive sales targets, which it becomes an exercise in ‘what’ www.medicinman.net/ffe2013.§is good in itself. But it must be knowledge rather than ‘how’backed by aggressive training knowledge and ‘why’ knowledge.and development programs that FFE 2013 It is a fill-the-bucket approachbuild skills and confidence of the x that dumps information infield force. elephant doses, which is rarely effective. 5 10 15 20 25 30 35 35 40 45 50 55Connect with Anup Soans on LinkedIn | Facebook | Twitter Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai y Theme: FIELD FORCE PRODUCTIVITY 2 | MedicinMan April 2013
  3. 3. field force excellencetools at special Price ! MRP Rs. 799/- MRP Rs. 599/- For Individuals* Buy SuperVision for the SuperWiser Front-line Manager and Get HardKnocks for the GreenHorn FREE. For Corporates* INR 500/- for a set of SuperVision for the SuperWiser Front-line Manager (1 copy) and HardKnocks for the GreenHorn (1 copy) for purchase of 50 sets and above. *Inclusive of Shipping to One Location.Please pay through bank transfer to SB account no. *07141000006761* of “Anup Soans” HDFC Bank, Mosque Road, FrazerTown Branch, Bangalore – 560005. RTGS/NEFT IFSC: HDFC0000714 and inform by email and SMS - anupsoans@gmail.com | +91-93422-32949.Or you can send a cheque favoring “Anup Soans” to:Anup Soans101 - North Forte Apts;22, North Road,Cooke Town,St. Thomas Town P.O.Bangalore - 560084
  4. 4. Contents (click to navigate)1. BRAND DRIFT 2013 - A Milestone forPharma..................................................................6 11The Conference Director tells us what drivespharma’s most loved annual branding event.Arvind Nair Field Force Excellence2. Five Simple Equations for SalesExcellence..............................................................8Tried and tested means to achieve Field ForceExcellence, condensed in FIVE simple equations.K. Satya Mahesh3. Field Force Excellence - The Need for role 20Clarity...................................................................11A sales organization cannot achieve excellenceunless there is a clear-cut definition andunderstanding of roles and responsibilities,K. Hariram Counterpoint4. Employee Loyalty - At What Cost?................14The era of employees being loyal to a singleorganization has passed - the upsides to this aresurprisingly plentiful.Sharad Virmani Personal Success 255. Munshiji ki Panch Tantra for ProfessionalGrowth ................................................................17The Chief General Manager for Sales andMarketing at Tablets India shares the FiveIngredients of his Professional Success Story.Sanjay Munshi
  5. 5. Contents (click to navigate) MedicinMan Volume 3 Issue 4 | April 2013 Editor and Publisher Anup Soans Product Management CEO Chhaya Sankath6. What PMT Proposes, Field Force COODisposes..............................................................20 Arvind NairA Brand Strategy that does not demonstrate Chief Mentora concrete understanding of ground reality is K. Harirambound to fail - first in the minds of your Reps and Advisory Boardthen on the field itself. Vivek Hattangadi; Jolly MathewsMala Raj Editorial Board Salil Kallianpur; Dr. Shalini Ratan; Shashin Coaching Bodawala; Prabhakar Shetty; Vardarajan S; Dr. Mandar Kubal; Dr. Surinder Kumar7. You Think You are Coaching; Do They?........24 International Editorial BoardHow do you know if your inputs to your reps are Hanno Wolfram; Renie McClayreally adding value? Executive EditorK. Hariram Joshua Soans Medical Rep Knowledge Series MedicinMan Academy: Prof. Vivek Hattangaadi, Dean, Professional Skills Development8. Decision Analysis............................................25 MedicinMan ChangeMakersA scientific approach to complex decisions Saurabh Kumarinvolving healthcare interventions and Make a difference in Pharma. Join MedicinMantreatments. ChangeMakers. Write in to our editor to find out more:Mahendra Rai, Richa Goyal and Pinaki anupsoans@medicinman.netGhosh Letters to the Editor: anupsoans@medicinman.net9. Emerging Areas in Healthcare: HTA.............28Health Technology Assessment (HTA) is anemerging discipline for assessing the implicationsof choosing a particular technology in treatingpatients.Javed Shaikh and Shafaq Shaikh Book Reviews10. “Pharma First Line Leader to CEO - TheRoadmap to Success” by Vivek Hattangadi....29Reviewed by Subba Rao Chaganti11. “Interactive and Engaging Training - APractical Guide”........................................................29Reviewed by Anup Soans
  6. 6. meHo BRAND DRIFT 2013 – Another Milestone for Pharma come together to interact, share change things. They push the human best practices, gain insights race forward. And while some may see and go back refreshed and them as the crazy ones, we see genius. better equipped to take on the Because the people who are crazy challenges of pharma branding enough to think they can change the effectively. At Knowledge Media world, are the ones who do.” – Steve Venturz, we want to be a catalyst Jobs. 1955-2011 in this process. The full benefit of Brand Drift will only be realized Knowledge Media Venturz is a when the Indian Pharma industry team of seasoned professionals takes ownership of Brand Drift for who are passionate about the benefit of its brand managers shunning mediocrity and creating through regular interactions and interactive media that fosters active participation. excellence in Indian Pharma.§ The first two editions of Brand Drift held in 2012 and 2013 were Gallery - BRAND DRIFT 2013 Arvind Nair, Conference Director, very well attended with over a 100 Brand Drift 2013 delegates participating in each. Brand Drift saw thought leaders “ K ick-start your brain. New ideas and achievers from within and come from watching something, outside the pharma industry come talking to people, experimenting, and deliberate on challenges asking questions and getting out of the faced by practicing pharma office!” marketing professionals in today’s – Steve Jobs challenging times. (Visit www. Pharma brand management is branddrift.com for details) one of the most challenging tasks, Future editions of Brand Drift given the stringent regulations will see the addition of BRAND when it comes to marketing a DRIFT AWARDS for marketing pharma brand. And that, without and branding excellence in Indian the benefit of marketing channels Pharma. It will be an exclusive available to other marketers. platform to recognize and Managing the expectations celebrate the achievements of of multiple stakeholders who Indian pharma brand managers. influence the marketing plan - the strategists, marketing gurus, sales The future is exciting and we teams, regulatory and medical at Brand Drift promise to make advisors requires political skills as the journey invigorating through well - all this without losing sight regular meaningful interactions. of top and bottom lines; surely a Get the Drift? pharma brand manager’s job is “Here’s to the crazy ones. The misfits. not easy. A forum to hear what The rebels. The troublemakers. The other pharma brand managers round pegs in the square holes. The experienced, discovered and ones who see things differently. They’re learnt was the need of the hour. not fond of rules. And they have no Brand Drift was conceived to respect for the status quo. You can bridge this learning gap and quote them, disagree with them, glorify create a platform where Indian or vilify them. About the only thing you View the full gallery here: pharma brand managers could can’t do is ignore them. Because they http://medicinman.net/2013/03/349/ 6 | MedicinMan April 2013
  7. 7. Glimpses of FFE 2012 FFE 2013 xTheme: Field Force Productivity 5 10 15 20 25 30 35 35 40 45 50 55 y Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai 7 | MedicinMan April 2013
  8. 8. meHo FFE 2013 x K. Satya Mahesh is Sr. Manager, Systems and Projects at Sanofi. 5 10 15 20 25 30 35 35 40 45 50 55 y He worked on different facets of Sales Force Effectiveness (SFE), SPECIAL REPORT Integrated Business Analytics and Digital Initiatives. Five Simple Equations for Sales Excellence. Tried and tested means to achieve Sales Excellence, condensed in FIVE simple equations. C hange is cliché. Well, I will The equations may be simple Equation #2: not ask you to ‘change’ and easy to comprehend but 25% ≠ 25% ≠ 25 ≠ 25% to excel in sales. All I ask if the actions do not follow the is that you pay attention to well- understanding, it’s guaranteed that known, time-tested basics. Revisit one’s luck will end soon. Simply put, all customer segments them. Understand them. Ensure are not equal. Let us see why they Here are these five equations that your thoughts, words and are not equal! actions become coherent with this These equations work for basic ethos. individuals, team leaders and also If you consider your business as organizations. 100%, you will observe that 25% World over, many organizations are struggling to grow or sustain of your business is contributed by growth while the competition Equation #1: approximately 5% of customers. grows at a geometric rate. Results = Data x Action The next 25% of the business is The surge in competition often contributed by approximately 10% undermines the work of the sales of customers. force. Today, there is no dearth of data Even in the fastest growing but data itself does not guarantee The next 25% of the business is organizations, only 50-60 percent growth. Mature markets - where contributed by approximately 25% of the sales force performs data is abundant - grow by single of customers to expectations. The rest are digit numbers. Whereas emerging And the remaining 25 % of the surviving by sheer luck. In this markets - where there is little or no business is contributed by a milieu, needless to say, everyone data - are growing in leaps and whooping 60% of customers. is in search of actions that can bring sales excellence. bounds. Now, do you realize why 25% ≠ Can sales excellence be simplified Organizations are said to be data 25% ≠ 25% ≠ 25% ? to five equations? The answer driven! But it is what you do with Can you write down the split is both “Yes” and “No”. In fact, it data that is more important. Data of sales and the efforts and is not the equations - what you gives you powerful insights that do with them determines Sales are useless unless you act on expenditure using the simple table Excellence. them. given below as an illustration? 8 | MedicinMan April 2013
  9. 9. Five Simple Equations for Field Force Excellence | K. Satya Mahesh Sales Vs. Resources Top 25% Sales Next 25% Sales Next 25% Sales Last 25% Sales Sales 25% 25% 25% 25% % Customers giving sales 5% 10% 25% 60% Advertising and Promo Spend 25% 30% 25% 20% Man Hours Spent 15% 25% 30% 30% Does the table above ring a bell? value as you have no control over Conclusion If it does, then check sales competition intensity. To summarize, you can achieve vis-à-vis efforts and resource Most of the times, you will have Sales Excellence through five allocation. lesser resources compared to simple equations that translate in Remember: similar is not same. competition. This is the time to five actions: Allocate resources differentially you need to invest in your only to different customer segments reliable resource – ‘Emotional The Equations The Actions based on their contribution to Fixed Deposits’. You need to find Results = Data x Do Act now. business. means to emphatically use your Action own deposits from emotional 25% ≠ 25% ≠ Allocate bank accounts created in the 25% ≠ 25% Resources Equation #3 hearts of your customers. World Proportionately Share of Mind = Market Share over, emotions score over rational factors when customers choose Share of Mind Simple, Sticky products. = Market Share and Consistent You can afford to lose battles in the marketplace but you must win Equity = Build Emotional the war in the minds of customers. Equation #5 Perceived value fixed Deposits ÷ Competition To win the war, your message Strategy = Execution Intensity must be: Simple, Sticky and Consistent. Quite often, as a sales Strategy = Do Execute Strategy is said to be “the man you get bored with Simple, obvious choice”. Once strategy Execution Sticky and Consistent message. is formulated after innumerable However keep reminding yourself: debates and discussions, the These five equations encompass Simple, Sticky and Consistent. “actions” needed will be clear. all the theories advocated by That’s how you gain a share of Once clarity on actions is gained, innumerable business gurus to mind. Share of mind is market never revisit strategy. Neither attain sales excellence. They are share. Check out any brand before nor during execution. tried and tested. anywhere in the world: share of You will be able to comprehend Constantly try to achieve mind reflects in market share. how accelerated performance excellence in the process of can be achieved in competition execution. intensive markets by embedding Equation #4 When execution fails, do not these equations in rationally Equity = Perceived value ÷ question strategy. Repeatedly emotional thoughts and question the process and emotionally rational actions. Competition Intensity implementation. These equations are interwoven in Results will prove whether “The the DNA of every performer. You may have created value and Strategy” is right or wrong. equity. But when competition is I merely have identified them, Mumbai ‘Dabbawallas’ are Six named them and penned them.§ intense, it erodes your equity Sigma certified! This means only by reducing the value you have The views expressed in this message are made in an individual 1 error in 1,000,000 tiffin box capacity and do not necessarily reflect those of the company, Sanofi created. You have no option but deliveries. That’s the excellence (the “company”) or any of its affiliates. Neither the company nor any of its affiliates assumes any responsibility or liability of any use to constantly add to the perceived they have achieved. which may be made of any views expressed here in this article. 9 | MedicinMan April 2013
  10. 10. field force excellencetools at special Price ! MRP Rs. 799/- MRP Rs. 599/- For Individuals* Buy SuperVision for the SuperWiser Front-line Manager and Get HardKnocks for the GreenHorn FREE. For Corporates* INR 500/- for a set of SuperVision for the SuperWiser Front-line Manager (1 copy) and HardKnocks for the GreenHorn (1 copy) for purchase of 50 sets and above. *Inclusive of Shipping to One Location.Please pay through bank transfer to SB account no. *07141000006761* of “Anup Soans” HDFC Bank, Mosque Road, FrazerTown Branch, Bangalore – 560005. RTGS/NEFT IFSC: HDFC0000714 and inform by email and SMS - anupsoans@gmail.com | +91-93422-32949.Or you can send a cheque favoring “Anup Soans” to:Anup Soans101 - North Forte Apts;22, North Road,Cooke Town,St. Thomas Town P.O.Bangalore - 560084
  11. 11. meHo FFE 2013 x K. Hariram is the former MD (retd.) at Galderma India. He 5 10 15 20 25 30 35 35 40 45 50 55 is Chief Mentor at MedicinMan and a regular contributor. y SPECIAL REPORT khariram25@yahoo.com Field Force Excellence The Need for Role Clarity T he Indian pharmaceutical The sales force management For example, calling on industry is on a good growth should be based on three pillars: physicians including KOLs, path and is likely to be in joint working with sales people, 1. Attracting, hiring, developing and the top 10 global markets by value stockists management are day retaining the right sales people in by 2020. High burden of disease, to day functions in which there is terms of attitude, skills, knowledge good economic growth leading overlapping and duplication with and activities to higher disposable incomes, no clear cut responsibility. This is improvements in healthcare 2. Defining and executing a also due to poorly defined sales infrastructure and improved successful management style with processes leading to fire fighting healthcare financing are driving regular personalized coaching, during month end sales closing. growth in the domestic market. feedback and evaluations, clear So the process is forgotten or roles and responsibilities, and compromised and the month However, in order to sustain growth workload versus potential analysis. end becomes an end by itself till in the long run, companies will 3. Organizing and defining the next month end. This leads need to modify their business processes, underpinned by using to erosion of ‘efficiency’ and models and connect with their the appropriate technology and ‘effectiveness’. And ‘excellence’ customers faster and work on performance measurement. remains an unreachable dream. innovative ideas to serve them better. Peter Drucker defines EFFICIENCY The starting point is clarity as “doing things right” and in defining the role and the Field Force continues to be the EFFECTIVENESS as “doing the responsibility at each level of sales vital link between the customer right things”. management. Stephen Covey, and the organization. Hence, the the author of ‘The Seven Habits of performance of the field force Achieving Field Force Excellence Highly Effective People’ defines will determine to a high degree requires intelligent combination “role” (both in personal and the sustained success of any of both. If this excellence has to professional life) which relates to organization. be achieved and sustained, the three areas: Although sales force automation role clarity and the associated responsibilities have to be clear 1. Responsibility, and measurement have become increasingly common business with regard to sales management 2. Area of Relationship, and practices, the true success of including the line functions. 3. Area of Contribution. the Field Force is based on the Today, there is still a tremendous correct alignment of the sales force amount of confusion and there The responsibility to achieve management with the company are many situations where there is Planned Revenue Generation strategy to accomplish its mission duplication or substitution of the rests at all levels of hierarchy and thus drive value. effort areas. in a commercial organization, 11 | MedicinMan April 2013
  12. 12. Field Force Excellence: The Need for Role Clarity | K. Hariramwhether direct or indirect. But the differentiation between roles is to be found in the relationship areas and the area ofcontribution.Let me illustrate this through an inverted organogram. The Customer Everyone’s cheque is ultimately signed by the Customer. The Customer allows us to stay in business. So he belongs to the top. In Pharma the Doctor and Chemists ring forms the Customer The Revenue Generating Team This is made of the Pharma sales team ably supported by marketing team. The Revenue Generating Team works for the Customer. The People Building Team They are the front-line managerial team. Their responsibility is to coach, direct and guide the revenue generating team. The Leadership Team They are the second-line Sales and Marketing Managers. They lead and direct the company in their region/zone brand management. They work for the people building teamThe above organogram veryclearly defines the role respon-sibility of each level. While onelevel may help or support theother level of function, the real The Development Team/Corporate Managers For long-range planning &Development. They work for the leadership team. The MD Gives Vision and Direction to the Company. He works Product and service differentiation is going to become increasingly difficult to achieve in the era of “concern is duplication of efforts, for all globalization. Sales managementlack of clear direction and more will continue to face growingimportantly, the absence ofcoaching, guiding and directing pressures to reduce field salesas part of the area of contribu- investments and to produce’ moretion.So communications at all levels with less’. Faced with increasingremain more often on a transac- resource constraints, sales leaderstional level and seldom lead totransformation. Hence, the cha- need to complement their internalos, fire fighting and blame-fixing, sales force effectiveness measuresresulting in gaps at all levels. effectiveness measures through roleThis is also one of the major fac- clarity through well defined respon- through role clarity through welltors contributing to sales force sibility, area of relationship and defined responsibility, area of re-attrition. area of contribution leading to Field Force Excellence.§ lationship and area of contributionI strongly opine that product andservice differentiation is going “Excellence endures and sustains. It leading to Field Force Excellence.to become increasingly difficult goes beyond motivation into realmsto achieve in the era of glo- of inspiration. I have found that ex- FFE 2013balization. Sales management cellence is not so much of a battle xwill continue to face growing you fight with others, but a battlepressures to reduce field sales you fight with yourself, by constant-investments and to produce’ ly raising the bar and stretching 5 10 15 20 25 30 35 35 40 45 50 55more with less‘. Faced with yourself and your team. This is the yincreasing resource constraints, best and the most satisfying and Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai THEME: FIELD FORCE PRODUCTIVITYsales leaders need to comple- challenging part about excellence.”ment their internal sales force – Azim Premji 12 | MedicinMan April 2013
  13. 13. FFE 2013 x Theme: Field Force Productivity 5 10 15 20 25 30 35 35 40 45 50 55 y Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai THEME: FIELD FORCE PRODUCTIVITY Networking Breakfast Session 1: Keynote Address: Shakti Chakraborty, President, Lupin MORNING Session 2: CEO Roundtable: “Field Force Productivity: Opportunities and Challenges” --Panel Members Confirmations Awaited-- Session 3: Panel Discussion: “Business Intelligence for Field Force Productivity.” Moderator: Vikas Dandekar, India Bureau Chief, Elsevier Business Intelligence Panelists: Salil Kallianpur, Commercial Head - Classic Brands Center of Excellence, GSK Lunch Session 4: Panel Discussion: “Transactional to Transformational: the Changing Role of HR AFTERNOON in enhancing Field Force Productivity.” Moderator: Anup Soans - Editor, MedicinMan --Panel Members Confirmations Awaited-- Session 5: Amlesh Ranjan, Associate Director, Sanofi: “New Pharma Sales Model for Healthcare Opportunity” Session 6: K. Hariram, Chief Mentor at MedicinMan, Former (Retd) Managing Director at Galderma India: “Role Clarity for Field Sales Managers to enhance Field Force Productivity.”Delegate Registration Register Now!Pharma Delegates: INR 8,500/-Non-Pharma Delegates/ Service Providers: INR 9,500/- Click here or go to www.medicinman.net/ffe13Early Bird Discount (for full payment before 30 April 2013): INR 1,000/- ) +91-93422-32949 22 North Road, Cooke Town, Bangalore - 575084 www.medicinman.net * anupsoans@medicinman.net
  14. 14. meHo Sharad Virmani is Vice President Marketing and Counterpoint Sales at Comed Chemicals and Pharmaceuticals. virmanis@gmail.com “ People who travel from one organization to another carry many good practices and learning compared to people who are stuck with same organization for years and have not seen and refuse to see the world changing around them. ” Employee Loyalty - at What Cost? E verybody expects loyalty. What are the disadvantages of ¤¤ Controlled turnover statistics. Whether internal or courting loyalty? ¤¤ Controlled training costs. external customers – every Loyalty generally means sticking ¤¤ Face familiarity with external entrepreneur expects loyalty from around for longer times. It can lead customers and above all them. to the propogation of: ¤¤ A pseudo-feeling of being Loyalty is a two-way process: it ¤¤ Same, stale ideas. an employer of choice with must be rewarded to develop and ¤¤ Same, mundane approach. “superior HR practices.” grow. That’s where executives err ¤¤ Limited drives. Inferences can be drawn out of a lot. ¤¤ Business driven with both situations depending upon While most industries have come the organization’s own outlook. calculated risks. of age on the loyalty issue, pharma ¤¤ Focus on sustaining / Does loyalty help or hinder growth still banks heavily on internal retaining the job and earning of the organization? customer loyalty. reasonable increments and In my opinion, it hinders growth Frequent short-term changes by management, courtesy because people get settled, they Pharma employees are viewed promotions. loose drive, they work for retaining negatively, while in other industries The only advantages of employee their jobs and increments and that such changes have come to be loyalty are: “Push” which the organization accepted. needs goes for a toss. 14 | MedicinMan April 2013
  15. 15. Employee Loyalty - at what cost? | Sharad Virmani On the contrary “new arrivals” They get themselves assessed or portfolio shift, they ensure that every 2 - 3 years in the company in the market regularly and the their area’s actual potential is bring in: moment they get the right price, never utilized by the organization. the right position and right valuer They grow as per their fixed ¤¤ New ideas of their potential and talent, they plan, ensuring that their jobs safe ¤¤ New energy guarded year after year. move. ¤¤ Momentum to the current Organizations fail to recognize There is nothing wrong in it. business these factors and some who do No employer gives a lifelong ¤¤ A look at new opportunities realize are reluctant to push these guarantee. So why expect a and risk-taking individuals just for the sake of lifelong commitment from the “loyalty”. Over a period of time the ¤¤ Drive the organization towards employee. competition sets a firm foot hold it’s goals The employee should have the in these areas and by the time The big question is - why is loyalty equal freedom of moving to realization sets in, the organization in pharma diminishing? another employer of his choice looses its edge in those areas. who pays and gives him a role as Time has come to look beyond The answer is simple. per his perceived and assessed mere loyalty. Reason No. 1: market potential. The employers People who travel from one When it comes to rewarding and do the same while replacing an organization to another carry recognizing internal customers, existing employee. many good practices and learning the organization looks at internal But the Pharma industry behaves compared to people who are stuck factors. differently. with same organization for years The age-old saying comes true While it appreciates long-term and have not seen and refuse to here “ghar ki murgi dal barabar”. commitment from its employees see the world changing around Employees change because they with minimal rewards and them. realize that they are not being recognition for talent, it looks down Short bursts of rejuvination with rewarded as per their “Market on people who change frequently. new ideas propelling growth are Value”. The fear is always that these short- better than long term loyalty with While organizations underrate term employees disturb the rhythm stagnation. their existing employees when of their organization to which they The message is simple: rewarding, the same employers are well tuned. The myth is also Loyalty is a diminishing virtue – hire similar-level new talent at a that all short term employees employers have to learn to live with higher price, justifying that he who move from organizations to it. deserves that cost. organization are devoid of talent Loyalty does not ensure new ideas These dual-standards are eroding and keep moving because they do and rapid growth. It only ensures employee loyalty. Loyal employees not have much to offer. stagnated growth. feel cheated and either go into a Probably a deeper insight into All short-term employees are not shell because of job insecurity or employees mindset will change worthless - look closely at their move out if they have confidence this thinking. career path, their achievements in their talent. Believing that people sticking over and their talents. Forget about the Reason No. 2 for a long time in the organization loyalty - look at their contribution. People join organizations with have higher commitments, Short-term employees bring drive, growth aspirations – both Financial involvement and talent is a wrong new ideas, rejuvenation and a new and Hierarchical. notion. culture – propelling organizations Infact these so-called “loyal to new levels With the changing pace of time, competition and outlook towards employees” sometimes are the The old era of life-long contractual biggest impediments to the labour is over. life, everyone wants to be where he or she should be as per his organization’s growth. With a The newer breed of employees or her potential at the earliest clear plan to spend several years believe in short-term beneficial possible. Nobody has patience or in the same organization, at the and growth oriented contracts same H.Q., at the same post with with changing canvas every short the time to wait. minimal growth and no locational while.§ 15 | MedicinMan April 2013
  16. 16. AdS Training that From the team that brings you MedicinMan, Brand Drift, Field Force Excellence seminars and other breakthrough learning and development events. tands Out Training that is RELEVANT and grabs the ATTENTION of the participants, appealing to EMOTIONS and firing the INTELLECT to bring about CHANGE in MINDSET and BEHAVIOR on the FIELD leading to VALUE CREATION in the DOCTOR’s CHAMBER and REPEAT Rx for the Company. For customized programs for Medical Reps, Front-line Managers and Senior Professionals call: +91 93422 32939 | anupsoans@medicinman.net
  17. 17. meHo Sanjay Munshi is Chief General Manager- Personal Success Sales and Marketing at Tablets (India) Ltd. Munshiji ki Panch Tantra for My success Professional Growth story was never A new financial year is plan about how to sell my ideas a time when most of and manage organizational planned; it was built us evaluate our career objectives to create a distinct by sheer passion and aspirations and make new go to person identity. decisions. Youngsters in the Are you a recognizable brand hard work though I did pharma industry must think carefully about what it will or just another face? Getting make conscious efforts recognised is harder than take for them to advance their before. In the past, you short and long term career to be recognized for prospects. just had to perform your job description well, achieve my work. I was bold My success story was never planned; it was built by sheer targets and support the enough to stand out in organization’s objectives and passion and hard work though goals. Today, you must also I did make conscious efforts the crowd – among to be recognized for my work. earn your team’s respect, so that your share of the voice is my peers and I was bold enough to stand out in the crowd – among my heard and acted on within the colleagues. peers and colleagues. After company. You gain this respect completing 20 years in the as a person who can manage pharma industry, I still think and crisis and solve problems. 17 | MedicinMan April 2013
  18. 18. Munshiji ki Panch Tantra for Professional Success | Sanjay Munshi You must have the boldness to trust your instincts based on insights gained from careful observation of market dynamics. Even after many years of experience, many executives do not have the courage to trust their gut feelings. It may lead to failure, but it will teach you valuable lessons, no MBA program can teach. Product promotions get you high competition? Your aptitude is a powerful asset and essential prescriptions and self-promotion has a better chance of being for getting promoted. gets you promoted. But just as discovered and recognized if your Being trusted by others is not the product has to be promoted attitude is Can Do. Your behaviour earned just because you are on the basis of scientific facts, in difficult situations, the choices likeable. You must know how self promotion has to be based on you make, your reliability and your to build rapport, be a strong solid achievements. personality are being measured communicator, be credible and all the time. Attitude is caught and Everyone has a Success Story and be honest with people. Always not taught. As you demonstrate a its reasons and I am no exception, be careful to make commitments Can Do attitude consistently, those but these Panch Tantra have and then once you have made around you begin to catch it and contributed to my success. promises, work on how you can soon everybody is contributing to keep your promises instead of Passionate about making your task a little easier. 1 Personal Growth finding excuses and explanations. Can you trust your If you are not passionate about 3 Instincts? 5 Loyalty Matters. your personal growth, don’t expect Being loyal to your You must have the boldness to others to be interested in your company and colleagues is trust your instincts based on professional growth. The old ways important to gain trust without insights gained from careful of being good at something and which success is hard to come by. observation of market dynamics. never enhancing your abilities Your personal values must align Even after many years of are over. You must work twice with those of your organization. experience, many executives do as hard to illustrate your capacity For example, I will never forget not have the courage to trust their for growth. This will require you to the job offers I received from gut feelings. It may lead to failure, keep learning and investing in self competitors during my tenure but it will teach you valuable development continuously. at Tablets (India) Limited - TIL. lessons, no MBA program can While companies offered to pay To keep it simple, identify three to teach. So go ahead, take that me more money, they could never four skill areas that will enable you plunge that put your capabilities give me present responsibilities to grow in your company and then to the test. Seize the opportunity. or future opportunities or the make the effort to invest in those Often your instincts tell you to take relationship and trust I had built skill areas. It’s not how much you action during times of adversity with my colleagues and the know, it’s how fast you can learn – but you don’t. Instead, you sales team. As difficult as the new things, whether relating to wait for those above you to take temptations were, my loyalty to therapy area knowledge or new decisions and let opportunities slip TIL paid off and led to multiple ways of leading people. You must by. Leading and managing is all promotions. have a desire to handle greater about taking bold decisions and responsibilities. making those decisions to work Getting frequent promotions by careful implementation of plans requires a lot more than just what Possess a Can Do 2 Attitude and strategies. your job description demands. As you begin to map-out your career Trust is Built by Doing The real test of your attitude is 4 What You Say You Will. goals for 2013, I suggest you when things do not go as you to integrate these Panch Tantra want it to. Can you maintain a At a time when people have into your career plan or better Can Do attitude in the face of trouble trusting themselves let still, design your own success challenges like high attrition and alone trusting others building trust roadmap.§ 18 | MedicinMan April 2013
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  20. 20. eHom Mala Raj is a Pharma Marketing Consultant with expertise in Brand Management, New Product Launches and Training. She has over 26 years experience and runs her own consultancy - Product Management Support Services at Thane. Product Management malaraj.pmss@gmail.com What PMT Proposes, Field Force Disposes. A Brand Strategy that does not demonstrate a concrete understanding of ground reality, is bound to fail - first in the minds of your Reps and then on the field itself. Here’s how you can overcome “Boardroom bias”. I t is a well known fact that the force during the cycle meetings. It Special Customer Campaign: ‘Success of a brand’ depends is here that the brand manager is The Brand manager, in all his on the brand managers’ put to his most crucial test, that of enthusiasm has chalked out a strategy for the brand. convincing the team to implement special ‘Good Morning’ Campaign his strategy. for his brand, which has a dose Before any new launch, a good product manager toils for months A strategy, no matter how good of 1 tablet once in the morning for it may seem to the brand and round-the clock BP control. The in advance to understand all the marketing manager, will MR is expected to make a list of the fine nuances of his brand, see the light of the day in the just five Top Drs whom he will call its competitors, the market, the intended manner, only if the upon daily before the Dr starts his customers, business environment field force are convinced on its and so on and finally develops a practice and remind him of the novelty, implementability, possible winning strategy for the brand. brand with a ‘Good Morning’ card effectiveness and likely gains. On and a small gift associated with Likewise, for strengthening existing the face of it, the brand manager morning activities (like shaving kit, brands too he / she reflects and may be assured of all co- etc). The intended message of a contemplates on various issues operation, but reality may be quite ‘Good start for a trouble-free day’ before defining the strategies for otherwise! is topmost in the PM’s mind while the year ahead. framing this strategy. Then comes the critical moment of Scenario 1: New Antihypertensive However, from the MR’s point sharing these launch strategies or Brand; of view, it is nearly impossible brand strategies with the imple- Target Audience: Cardiologists & to be able to meet five TOP menters, viz., the pharma field Physicians. 20 | MedicinMan April 2013
  21. 21. What PMT Proposes, Field Force Disposes | Mala Rajcardiologists, repeatedly on all five and spends the entire briefing How to develop thosedays of the week, that too before session on what inputs are planned ‘Winning strategies’ - A fewthey start practice. ‘Does the for the 52 weeks and goes on to pointers:Product Manager think that all my impress upon them the statistics.cardiologists practice in the same The MR thinks, “Let’s put this Regularly work on thelane? Meeting them once a month PM on the field for 3 months to 1 field - atleast for 3-4 daysitself requires meticulous planning; implement his strategy! How many every month and work inthen how can I meet my leading brands are there in the history of different territories in different partsCardiologists on a daily basis, even Indian Pharma which have attained of the country month after month.if it is to just greet for a second?’, is Rs 50 Cr in the 1st year!” Familiarise yourself with groundwhat he muses. realities in these visits. There it goes…Statistics thatThere it goes…Good bye to the are good to look at….but remain‘Good morning Campaign’ by merely an ‘illusion’. If you are a PM with themajority of the field force. 2 favoured B.Pharm + MBA There are countless such examples background, but with little where the brand manager experience in PMT, always discussScenario 2: New Anti-arthriticBrand; proposes and the field force your ideas with your colleagues disposes. No wonder then, the with more PMT experience & withTarget Audience: Orthopaedics PM is left alone to battle questions your Marketing manager, beforeBrand Strategy: ‘Just 1 New Rx from his seniors on how his you plan your activities or inputsper week from 10 Orthos… That’s strategies have not fetched the based on the same.all’ desired results or how his plannedThe Product Manager is convinced expenses have been expended but If you have a novelthat getting ‘Just 1 Rx / week from planned forecasts have not been 3 strategy, but have doubts10 Orthos’ is quite a simple task met. on its implementability, No. of Rxs / Patients Sales Val @ Rs do a pilot testing of the same 10/ day; Rs 70 / during your field work or ask a few week friendly Frontline managers for their Week Rxs No. of New Existing Total Value - Rs / opinion. Sending a long email with Drs Week / MR your proposed plan will almost 1 1 10 10 0 10 700 never get you the desired feedback 2 1 10 10 10 20 1400 that your personal discussion will get. So pick up the phone and ask. 3 1 10 10 20 30 2100 4 1 10 10 30 40 2800 Think of possible ways …..And So On…… 4 to make your idea more innovative, be it a literature 49 1 10 10 480 490 34300 or a visual aid or a scientific input 50 1 10 10 490 500 35000 or anything else. MRs love to 51 1 10 10 500 510 35700 ‘show-off’ to their Drs any new information or literatures designed 52 1 10 10 510 520 36400 in novel manner. But limit the urge Total Annual Sales Per MR = Rs 9,64,600 to have pullouts and flaps too Total Annual Sales for 500 MRs = Rs 48,23,00,000 often, for they often fail after a few uses. Bravo! We have a 50 Cr (1st year) Brand in front of us!! 21 | MedicinMan April 2013
  22. 22. What PMT Proposes, Field Force Disposes | Mala Raj Feeling the Keep regular tabs on what 5 competition is doing and offer your team competitive strategythat they look forward to from you. love? In your cycle-meeting briefing, 6 discuss with the team the genesis of the idea for thecampaign, theme, etc and highlight howit has been tested and proven for itseffectiveness in your field visits. If otherbrand managers do the briefing in otherparts of the country ensure that you trainthem well on your promotional plans andgive them the relevant back-up datato enable them also make a powerfulimpact in their presentation. Occasionally you can involve 7 the MRs by teaser campaigns seeking their participation insuggesting a name for the campaign, Make sureetc. While talking of gains to the MR, 8 be realistic in your expectations you share it. and stress on personal andprofessional gains that are to be hadfrom your strategies Be alert, monitor the feedback MedicinMan is FREE to read and distribute. But it is not free to 9 and amend your plans if produce. It takes us plenty of time and energy to put together required at the earliest. every month, with minimal advertisements. Not to mention the efforts of our writers and board members. Lastly, your attitude matters a 10 lot in gaining co-operation from If you enjoy reading MedicinMan, here’s how you can show us some love: others. Marketing and sales arebut two sides of the same coin and must 1. Subscribe, on our NEW, Wordpress-powered website:work in unison to realise the corporate www.medicinman.net.objectives of growth, market share and 2. Link-in with our Editor on Social Media. Linkedin | Facebookprofits.§ | Twitter 3. Send this PDF to your friends and colleagues. Done? A BIG thank you from the team at MedicinMan and here’s to a successful, rewarding career in healthcare to you. 22 | MedicinMan April 2013
  23. 23. FFE 2013 x Theme: Field Force Productivity 5 10 15 20 25 30 35 35 40 45 50 55 y Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai THEME: FIELD FORCE PRODUCTIVITY Networking Breakfast Session 1: Keynote Address: Shakti Chakraborty, President, Lupin MORNING Session 2: CEO Roundtable: “Field Force Productivity: Opportunities and Challenges” --Panel Members Confirmations Awaited-- Session 3: Panel Discussion: “Business Intelligence for Field Force Productivity.” Moderator: Vikas Dandekar, India Bureau Chief, Elsevier Business Intelligence Panelists: Salil Kallianpur, Commercial Head - Classic Brands Center of Excellence, GSK Lunch Session 4: Panel Discussion: “Transactional to Transformational: the Changing Role of HR AFTERNOON in enhancing Field Force Productivity.” Moderator: Anup Soans - Editor, MedicinMan --Panel Members Confirmations Awaited-- Session 5: Amlesh Ranjan, Associate Director, Sanofi: “New Pharma Sales Model for Healthcare Opportunity” Session 6: K. Hariram, Former (Retd) Managing Director Galderma India: “Role Clarity for Field Sales Managers to enhance Field Force Productivity.”Delegate Registration Register Now!Pharma Delegates: INR 8,500/-Non-Pharma Delegates/ Service Providers: INR 9,500/- Click here or go to www.medicinman.net/ffe13Early Bird Discount (for full payment before 30 April 2013): INR 1,000/- ) +91-93422-32949 22 North Road, Cooke Town, Bangalore - 575084 www.medicinman.net * anupsoans@medicinman.net
  24. 24. eHom K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. This article is 6th in a series on “Coaching” . Coaching khariram25@yahoo.com “You Think You ..are Coaching; Do they?” This is what K. Hariram heard from pharma sales managers in a recent conversation: R ecently I was having a Research and survey across “The current generation does not talk with some pharma the globe has shown that listen to us. sales managers. The managers believe that they They are not taking responsibility conversation veered towards coach far more often than their for their sales target “Coaching”. The typical comments sales people believe they do. achievement. that emerged were: On the other hand, the sales people have reported that they They have a mind of their own. • The current generation does not listen to us. get very little coaching from They are too casual. their managers. • They are not taking They want territories which are responsibility for their sales Why this discrepancy and how nearer to their residence, etc.” target achievement. could this be? Chances are that He decided to take a closer look. • They have a mind of their own. the managers may be doing • They are too casual. some talking or using some bits and pieces of transactional Feedback is yet another area of • They want territories which are communication, often mistaken for improvement because it remains nearer to their residence, etc. coaching. at a transactional level. We live in I also had the occasion to speak systems; and most of the systems A worthwhile question that will with some pharma sales people are self-reinforcing—until they stop help is “Does this action grow my while I was sitting in my physi- working or we change them. sales people?” cian’s clinic. Five out of six reps Are you reinforcing a system that told me that they had no signifi- Managers may be spending time promotes dependence, or are you cant ‘value add’ from their manag- on one-on-one meetings but reinforcing a system that promotes ers either pre, during or post the 90% of the time may go in talking interdependence, extensive doctor calls except for telling ‘you about sales, quotas, so called thinking, critical decision making did this’ or ‘you missed this’. They CRM activities etc. So, the above and empowerment? also added that the only talk from referred question would probably the manager was ‘how much have meet with an answer “not really” Making your coaching visible has you done?’ its own dividends—make sure Everyone goes through the motion that your sales people see that The purpose of bringing this point of performance review to meet you are allotting time for coaching is not to judge who is right or with deadline and comply with or- and developing them.. Investing who is wrong. But it set me into ganizational system requirements in your sales people by coaching thinking mode as to where does but fail to really build develop- them and expanding their capa- the problem lie. ment plans that will make a big bility will help you, them and the Could it be improper understand- difference to the sales person and organization. ing of the role by line management therefore, for the organization, in or lack of coaching skills? the long term. The rewards are immense.§ 24 | MedicinMan April 2013

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