Pharma Field Force - How To Bring About Engagement


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May 2013 Issue of MedicinMan | Employee Engagement Special

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Pharma Field Force - How To Bring About Engagement

  1. 1. MEDICINMANField Force ExcellenceTMMay 2013 | www.medicinman.netGraduatesas Medical Reps.- EditorialScienceVs.Non-Science
  2. 2. 2 | MedicinMan May 2013EDITORIAL | Science Vs. Non-Science Graduates as Medical RepsThe top management of each company must havea clear understanding and ask - are we a ‘science’company or are we a ‘sales organization’?Here’s the question: Do allthe thousands of companiespromoting the 100th genericmolecule need to talk science? Even ifthey want to, is the doctor interested inlistening to a ‘detailing talk’ by a poorlymotivated field force that changes theircompany every year?Sure, companies promoting IP prod-ucts and even Indian companiesfocusing on a particular therapy areaor niche market segment may needB. Pharma or B.Sc candidates.You need B. Pharma and B. Sc candi-dates as MRs when the job role is togenerate prescriptions by giving highlyscientific information. Do you needthem when the job is largely a salesjob?We have over 60,000 brands in IndianPharma Market - how many of themare novel IP products?Today the role of an MR/FLM in mostIndian Pharma companies is ‘science’by title and ‘sales’ by necessity. Whythen this emphasis on science can-didates? Will they really enjoy doingan ultra high pressure sales job? Arethey cut-out for the role where 80%of the time is spent waiting and only20% in actually talking and listening todoctors? How much science can an MRtalk in 180 seconds? The attrition rateis clearly an indicator of dissatisfactionbrought about by mismatch.Pharma is busy fitting square pegs inround holes and as a result neitherthe candidates are happy nor are thecompanies getting enough productivityfrom the field force.Time to re-think?I think the top management of eachcompany must have a clear under-standing and ask - “are we a ‘science’company or are we a sales organiza-tion?”Once this is clear, it becomes easier toadopt the right strategy, hire the rightpeople and give the right training.So far only a few Indian companieslike Mankind Pharma have dared toaddress this issue head-on and theirsplendid field force productivity andlow attrition is a proof that it works.Even when it comes to productmanagement in most Indian Pharmacompanies, the PMs are busy designingsales schemes and not product man-agement or brand building.A strong, sales oriented field forceled by FLMs with good leadershipand managerial skills and supportedby field force friendly, physician-fo-cused and patient centric, on-callmedico-marketing team might be abetter option.What do you think? - MMFor further reading:1. Report by the iOpener Institute for Peopleand Performance:“Job Fulfillment, Not Money,Retains Gen-YTalent”. Full report is availableat - Do MRs Need to MakeTheirWorkEnjoyable? A MedicinMan Survey. For full articleplease download MedicinMan December 2011issue - How to Attract Freshers to Opt for Pharma/Healthcare Career? LinkedIn Discussion - with Anup Soans on LinkedIn | Facebook | TwitterVisit the EditorAnup Soans is an Author, Facilitator and the Editor of MedicinMan.Write in to him: anupsoans@medicinman.netEditorial“You need B. Pharma and B. Sccandidates as MRs when the jobrole is to generate prescriptionsby giving highly scientific infor-mation. Do you need them whenthe job is largely a sales job?”
  3. 3. Buy 1 get 1 free !MRP Rs. 799/- MRP Rs. 599/-For Individuals*Buy SuperVision for the SuperWiser Front-line Manager and Get HardKnocks for theGreenHorn 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 - | +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 - 560084Field Force Excellence Tools for Individuals and Corporates
  4. 4. Field Force Excellence1. Employee Engagement for Field ForceExcellence - Part I..................................................6Who is an “engaged employee”? Why are engagedemployees so critical to a company’s success? Howcan we bring about enployee engagement?Joshua Soans2. So, You’re the Boss Now................................10How to make the transition from ‘sales’ to‘people management’ (without intimidating teammembers, micro-managing or losing your cool).K. Hariram3. Stakeholders in Field Force Excellence .......13Many people in an organization are repsonsiblefor FFE. A brief look at some of their roles andresponsibilities.Vishal V. BhaiyyaMarketing for the MR4. Segmentation for the Medical Rep................16Segmentation of customers is a critical skill andtool for Medical Reps to increase the ROI of theirsales call.Anup Soans from “HardKnocks for the GreenHorn”In Memoriam5. ‘Crocin Man’ Passes Away..............................19Gurudas Masurkar was an industry veteran wholaunched landmark brands like Crocin and LactoCalamine. He was Chairman Emeritus at EntodPharmaceuticals.Vivek HattangadiContents (click to navigate)
  5. 5. Emerging Areas in Healthcare6. What is Pharmacoeconomics? .....................20Pharmacoeconomics exposes the true cost tosociety of a particular drug therapy in treating acondition.Richa Goyal and Mahendra Rai7. Pharmacoeconomic Analysis........................22An in-depth look at pharmacoeconomics - thetypes of cost calculation, how they are calculatedand what they mean for different stakeholders.Javed Shailk and Shafaq ShaikhCoaching8. Ten Coaching Nuggets for FLMs ..................27Ten tips on how to get the best out of your teamby Coaching them.K. HariramContents (click to navigate)MedicinMan Volume 3 Issue 5 | May 2013Editor and PublisherAnup SoansCEOChhaya SankathCOOArvind NairChief MentorK. HariramAdvisory BoardVivek Hattangadi; Jolly MathewsEditorial BoardSalil Kallianpur; Dr. Shalini Ratan; ShashinBodawala; Prabhakar Shetty; Vardarajan S;Dr. Mandar Kubal; Dr. Surinder KumarInternational Editorial BoardHanno Wolfram; Renie McClayExecutive EditorJoshua SoansMedicinMan Academy:Prof. Vivek Hattangaadi, Dean, ProfessionalSkills DevelopmentMedicinMan ChangeMakersSaurabh KumarMake a difference in Pharma. Join MedicinManChangeMakers. Write in to our editor to find outmore:anupsoans@medicinman.netLetters to the Editor: anupsoans@medicinman.netFFE 20135x10 15 20 25 30 35 40 45 50 55 60yDate: Saturday, 8th June 2013Theme:FieldForceProductivityPlace: Courtyard Marriott, MumbaiRegistrationsOpen. Hurry!Visit:
  6. 6. E6 | MedicinMan May 2013Employee Engagement for Field Force Excellence | Joshua SoansEmployeeEngagementfor Field ForceExcellence.Studies involving hundreds of thousands of employees across the globe haveshown that engaged employees invest more “discretionary effort”, have abetter understanding of their work, are far less likely to leave the organization,positively recommend the organization to others and take fewer days off fromwork. This article is the 1stin a series on Employee Engagement.Employee Engagement is a seriouscommitment to aligning employeeaspirations with organizational goals. Forengaged employees, the line between“work” and “life” is blurred or non-existant - like this woman reporter in theSichuan Province of China who was onher way to her wedding when a massiveearthquake struck on April 20th, 2013.She immediately got to work interviewingbystanders and reporting on the quake (seevideo: 20135x10 15 20 25 30 35 35 40 45 50 55ySPECIAL REPORT
  7. 7. Employee Engagement for Field Force Excellence | Joshua Soans7 | MedicinMan May 2013Introduction.Every manager in charge ofachieving company goalsthrough a team of employeeswould like to know how to motivatethem to put in 100 per cent effort andsome more. A pharma sales managerwould like to know how to get histeam to generate more sales, increasecustomer satisfaction, take lesser timeoff from work, make fewer mistakeson the job, recommend the companyto others and motivate his colleaguesto do all of the above as well.A number of authoritative studiesin recent years show that employeeswho are “fully” or “highly” engagedare much more likely to do all of theabove compared to their counterpartswith low engagement levels or whoare “actively disengaged”. The resultsfrom these studies – involving up to6.5 lakh employees globally1– evenshow a direct and stunningly largecorrelation between increased profitsand employee engagement.Consider these figures.Research from organisationsrepresenting more than five millionemployees worldwide in the AonHewitt database showed that in 2010organisations with engagementlevels of 65% or greater posted totalshareholder returns that were 22%higher than average; companies withengagement levels of 45% or less hada total shareholder return that was28% lower than the average returnin 20102.A Gallup study (2006) looking at datafrom over 23 thousand business unitsdemonstrated that those with thehighest engagement scores (top 25%)averaged 18% higher productivityand 12% higher profitability thanthose with the lowest engagementscores (bottom 25%)3.70% of the more engaged have agood understanding of customerneeds against only 17% of thedisengaged (PwC). 67% of engagedemployees were happy to advocatetheir organisations compared to only3% of the disengaged4.Companies with highly engagedstaff report employees taking anaverage of 7 absence days per year,approximately half the 14 days peryear reported in low engagementcompanies (bottom 25%). Thoseemployees in high engagementcompanies also report significantlyless workplace stress, 28% versus 39%(Aon Hewitt 2012)5.The CLC reports that highly engagedorganisations have the potential toreduce staff turnover by 87%; thedisengaged are four times more likelyto leave the organisation than theaverage employee (CLC 2008)6.What is EmployeeEngagement?As a manager, imagine if everymember of your team acted as thoughhe or she were the owner/CEO of thecompany – taking direct responsibilityfor increased sales, lower expenses,better customer engagement,increased territory coverage,motivation of fellow team membersetc. Imagine all of this happeningwithout you having to constantly runbehind these individuals with a carrotor a stick to prod them along.Such employees can be said to be atthe highest levels of engagement withthe company and their jobs. They arenot working to win the “Salesman ofthe Year” award. They are not workingfor fear of losing their jobs. They dowhat they do because they believe thattheir work is meaningful, in tune withtheir self-image and career goals andmakes a difference to the companythey work for and perhaps even to thesociety they live in.It is true that not everyone on yourteam will reach such a state of “flow”with their work – i.e. work for work’ssake. Many will be working to getReferences1. Towers Perrin-ISR (2006) “The ISR EmployeeEngagement Report” as cited in Macleod and Clarke“Engaging for Success: Enhancing performancethrough employee engagement.”2. “Trends in Employee Engagement”. Aon Hewitt(2011).3. Harter, James K., Schmidt, F. L., Killham, E. A.and Agrawal, S. (2012). “Q12® Meta-Analysis:The Relationship Between Engagement at Work andOrganizational Outcomes.” (Gallup Organization.)4. Fleming, J., Coffman, C. and Harter, J. (2005),“Manage Your Human Sigma.” Harvard BusinessReview 83(7): 106-114.5. “2012 Trends in Employee Engagement (AonHewitt 2012)6. Corporate Leadership Council (2004). “DrivingPerformance and Retention Through EmployeeEngagement” Corporate Executive Board.“employees... at the highestlevels of engagement with thecompany and their jobs... are notworking to win the “Salesmanof the Year” award. They arenot working for fear of losingtheir jobs. They do what they dobecause they believe that theirwork is meaningful, in tunewith their self-image and careergoals and makes a difference tothe company they work for andperhaps even to the society theylive in.
  8. 8. 8 | MedicinMan May 2013Employee Engagement for Field Force Excellence | Joshua Soansthat “Salesman of the Year award”,that promised foreign trip or merelyto avoid getting reprimanded. Butthe closer you move your team tofull engagement, the better for you,your company and your employeesthemselves.What Engagement is Not.It is important to reiterate here thatemployee engagement is not a looseconcept of getting employees toparticipate in the company crickettournament, write poetry for thecompany newsletter or take partin potluck lunches – althoughthese might make an importantcontribution to overall engagement.HR professionals are often inthe dark about what engagementreally means (perhaps many arethemselves disengaged?) Takethis poll on a large HR forumon Linkedin, for example. Thequestion was to do with “employeeengagement activities” that couldbe taken up presumably by theHRM of the company7. While theresponses in themselves were quitecolorful (“best looser award - weight”,“dance competition”) they essentiallyseemed to be lists of how to distractemployees from work. What theyseemed to convey was “we know yourworks sucks, so here’s somethingto keep your spirits up.” Imaginethe Indian cricket team going for amatch because they later got to playantakshari in the dressing room.Again this is not to undermine theimportance of these activities. Aspart of a broader strategy they can,for example, increase social capitalat the workplace – a critical aspectof engagement. But in isolation, theymight actually reduce employeeengagement. In any case mostemployees today are smart enoughto figure out when their time is beingtaken simply because HR is requiredto use its budgets – they may prefer tospend this time at their own discretion.a test for engagement.Fundamentally, employee engagementhas 2 aspects to it – the employee’ssatisfaction with his work/companyand the company’s satisfaction withthe employee’s contribution. If eitherof this is missing, one can say that theemployee is not fully engaged.BessingWhite, a Training and HumanResources firm based out of Princeton,USA defines full engagement ofan employee as the alignment of“maximum job satisfaction” with“maximum job contribution” (see Fig.1). Employees are not just “passionateand proud” of their work. They are notjust “committed” to the organization.They have an eye on their own careergoals and the business goals of theorganization. They are convincedthat to achieve the former, they mustembrace the latter8.The BlessingWhite model ofengagement is particularly interestingbecause it shows how employeescan be extremely happy with theirorganization (maybe they love therecognition they get because of thecomapany’s reputation) and yet not befully engaged – the “honeymoonersand hamsters”. Or they can be highlyproductive but burnt out, and thus notfully engaged – the “crash and burn”folks.Then there are the “almost engaged”– highly productive employees wholove their jobs, but are still a littleunconvinced that another companywhere perhaps they are appreciateda little more, might not in fact be abetter fit for them. These people are theeasiest to move into full engagement.Finally we have the disengaged –people who actively dislike theirjobs and are liable to spread theirnegative feelings to coworkers. Theseare often employees with poor jobfit, poor attitudes to work or thosewhose attention is entirely caughtReferences7. BlessingWhite 2008. “The Employee EngagementEquation in India.”Fig. 1: The BlessingWhite Engagement Model. © BlessingWhite
  9. 9. 9 | MedicinMan May 2013Employee Engagement for Field Force Excellence | Joshua Soansup elsewhere. Unless brought intoengagement or politely asked toleave, these employees are often adrag on the company.How to Bring AboutEngagementThe HayGroup, in its report onEmployee Engagement titled:“Engage Employees and BoostPerformance”, tells the followingstory:Patrick, a call center team manager,was a “good” employee. He wasprompt, did what he was asked andwas liked by his subordinates. AskPatrick how his job was going and he’dsay, “Fine, they pay me pretty well.”Suddenly he resigned, citing nocomplaints and saying only that acompetitor offered him slightly moremoney.But Patrick quit because he wasdisengaged. He, like millions ofother employees, needed to believehis job was important, that he wascontributing daily to the company.That his work had meaning.Former colleagues who talked tohim six months later said he was adifferent person. His work was nodifferent, but he clearly had passionfor his job. His explanation? “Myteam’s hourly sales are 40 percenthigher than before. But its more thanthat. My first day I got ‘inductiontraining,’where they explained thecompany vision and values. My firstweek my boss, Stephanie, explainedwhat I needed to do to meet thecompany’s goals and act in sync withits values. She spent time coaching meon my managerial skills, something Ineeded badly.”Soon, Patrick received a “mostpromising newcomer” award. At thecompany picnic, Stephanie’s bossasked him how he was doing. Aftersix months Patrick had an in-depthperformance review where he andStephanie candidly discussed hisperformance and outlined trainingand career growth options for him.“I work extra hard when it’s neededbecause they really care about me,”Patrick told his ex-colleagues. “Theyeven let me leave early twice a weekto pick up my kids, which means a lot.But in the end it really comes down toleadership. My new company doesn’tjust have a business model; it has apeople model.”9The HayGroup defines employeeengagement as: “a result that isachieved by stimulating employees’enthusiasm for their work anddirecting it toward organizationalsuccess.”10An employee spends a significantportion of his/her life at work. It isimportant that they feel their workis meaningful and that it matters tothe organization. This is what lies atthe heart of engagement. One cannotsimply trick or coerce employees intofeeling engaged with their jobs – itis a mental and emotional connectthat is generated through a wellthought out process that enables theemployee to flourish by doing wellwhat he/she does best.Think of what might enable anemployee to become attached tohis work and company. At the topof mind are clearly defined rolesand KPIs, a belief in the vision andmission of the organization, trust inhis immediate manager and seniormanagement (that they too believein the goals of the organization andare willing to walk the talk), the righttools to do his job well (includingtraining and skills), open and freecommunication and voice in thedecisions of the company etc.These are all serious points whichneed further elaboration. And thereare many more. More on how tobring about Employee Engagementin the next issue. -MMReferences9. HayGroup 2001. “Engage Employees and BoostPerformance.10.Ibid.“An employee spendsa significant portion ofhis/her life at work. It isimportant that they feeltheir work is meaningfuland that it matters tothe organization. This iswhat lies at the heart ofengagement.”Joshua Soans is the Executive Editorof
  10. 10. 10 | MedicinMan May 2013When I was promotedfrom a MR to DM(FLM) and that too ata young age of 24 years, besides thefear of unknown and the trepidationof bigger responsibilities, the firstthought that came to my mind was‘ I made it’. I felt that all my hardwork and consistent performancehas finally been rewarded. So it wasall celebrations at a reasonably goodrestaurant with close friends apartfrom my family members. More thanall these, I strongly believed that Iwas more than ready to take on themanagerial role.If I now sit and reflect on this part ofmy transition, I have some interest-ing perspectives to share which mayhelp many young managers and ‘tobe’ promoted managers.The reality is, to be successful as afirst-time manager one needs to gothrough a major transition for whichmany people are not adequatelyprepared.Perhaps the most challenging aspectof this transition is that first-timemanagers are responsible for gettingwork done through others ratherthan on their own.While a new manager may recognizethis transition theoretically, theyoften refuse to accept it psychologi-cally, as reflected by their on the jobbehaviors.Most often, they intimidate theirteam members with their experienceand expertise. For example, a newlypromoted manager might start doingSo, YOU’RE THEBOSS NOW.K. Hariram is the former MD (retd.) at Galderma India.He is Chief Mentor at MedicinMan and a regular contributor.khariram25@yahoo.comHowtomakethetransitionfromsalestopeoplemanagement(withoutintimidating team members, micro managing or losing your cool).“Perhaps the most challenging aspectof this transition is that first-timemanagers are responsible for gettingwork done through others rather thanon their own.While a new manager may recognizethis transition theoretically, they oftenrefuse to accept it psychologically, asreflected by their on the job behaviors.”E
  11. 11. 11 | MedicinMan May 2013So, Your the Boss Now | K. Harirameverything from talking to doctors/re-tailers to taking orders etc, himself ratherthan helping his team member to do it;this is all the more if he is well versedwith the customers and the market,enjoying the thrill of exhibiting to every-one his established skill in this area. Inother situations, the new manager mayend up challenging/competing with histeam members on assignments and losepatience when the team member is slowor shoddy in his approach.Letting go of the tasks and responsibil-ities that earned them a promotion inthe first place is a tremendously difficultaspect of this transition.Since these behaviors may impactthe overall development, morale andtherefore the productivity of the teammembers, organizations must do morethan the normal induction to help thenewly promoted go through this import-ant transition. The ‘transition training’should include specific shift in skills,time frame applications, and work valuesin terms of ‘what’ and ‘how’. The newmanager should also understand how theteam members have progressed in theirperformance, their skill areas, eventsthat have shaped them and their valuesystems.In today’s times the era of ‘command andcontrol’ type of managers do not helpor sustain the performance or for thatmatter, the team members, too. Infor-mation is accessible at all level and theGeneration-Y looks for more latitude inhandling their assignments. Unlike in thepast, they demand career opportunitiesand loyalty is the thing of past.First-line managers and the first timemanagers need to wake up to these newrealities and not to the old ones. Notalways easy, because many of the peoplewho are promoted to this first manageri-al level are/were good sales people; theyhave spent their time developing greatskills at reaching their targets by manag-ing themself rather than being in touchwith the expectations of their colleagues.So, let us look at what could help firsttime Manager to help through this tran-sition to meet the needs and maximizethe performance of their team members:Managers must cease thinking onlyabout themselves and start thinkingabout their team members, their report-ing managers, other supporting func-tions, etc. Of course, saying this is easy,but practicing and orienting takes time.Clearly defining and assigningwork to be done, includingcommunicating with the boss and othersabout needs or expectations, planning,organizing, choosing people, and dele-gating.Enabling the team members to dothe work by monitoring, coach-ing, providing feedback, helping withresources, problem solving, and commu-nicating.Establishing relationships withdirect reports, bosses, and sup-port functions that facilitate two-waycommunication including building trust.Bringing in the necessaryATTITUDINAL shift from ‘selfto others’.Investing the necessary time withthe team members. Joint workingwith all the team members covering allthe important markets irrespective ofthe discomforts of travel, weather, longworking hours and other hardships.Of course, there are many other aspectsof this management function - and manyother techniques, skills and tools for per-forming them - than what is mentionedhere.I have attempted to bring these points tohelp people who have transited or goingthrough the transition to have a basicunderstanding of the requirements. Iam sure as one gets deeper into their jobthey will be looking for new ideas, newtools and new techniques.The conventional definition of a manageris ‘getting things done through the effortsof people’.The new version in the context ofknowledge era is “also helping people todevelop and evolve through work”. -MM1.“Letting go of the tasks andresponsibilities that earnedthem (managers) a promotionin the first place is a tremen-dously difficult aspect of thistransition.”“In today’s times the era of‘command and control’ typeof managers do not help orsustain the performance or forthat matter, the team mem-bers, too.Information is accessible atall level and the Generation-Ylooks for more latitude inhandling their assignments.Unlike in the past, they de-mand career opportunities andloyalty is the thing of past.”
  12. 12. 12 | MedicinMan April 2013Speakers at FFE 2012FFE 20135x10 15 20 25 30 35 40 45 50 55 60yDate: Saturday, 8th June 2013Theme:FieldForceProductivityPlace: Courtyard Marriott, Mumbai
  13. 13. 13 | MedicinMan May 2013One man can be a crucialingredient on a team, butone man cannot make ateam.” - Kareem Abdul-JabbarThe famous quote by former NBAplayer can be applied in Field ForceEffectiveness (FFE).Here, if we consider FFE is team-work, then it cannot be achieved byMedical Reps or line managers alone.There must be active involvement ofall other team players in the organi-zation.In regular industry practice, salespersons are held responsible for FFE.Whereas there are various depart-ments which are directly or indirect-ly working towards FFE and there-fore should made accountable for it.Consider the following scenarios:Scenario 1 – Company whoseMedical Reps visit Doctors regularly,delivering the same message whichmarketing team wants to convey, ableto attract good number of customersunder company’s umbrella and havegood hold in territory .Even after this, if they fail to fetchthe sales numbers it is considered astheir ineffectiveness.Scenario 2 – Medical Reps ofanother company not at all workingefficiently in terms of number ofvisits, brand communication andother activities, even then companyis making satisfactory sales fromheritage brand. This is considered aseffectiveness of sales force.However both the above cases showthat companies have to look beyondfield force to achieve FFE.Stakeholders ofFieldForceExcellenceMedical RepresentativeSenior ManagementLine ManagersHRMarketingTrainingField Force Excellence is theresponsibility of a group ofindividuals and not just the MedicalRep. Each stakeholder in sellingprocess has a precise and importantrole to play.Vishal V. Bhaiyya is a Consultant - Pharma and Healthcare Projects,Strategic Analysis Inc.Follow Vishal Bhaiyya on Twitter: @bhaiya_vishalvishalbhaiyyapharma.blogspot.inE
  14. 14. 14 | MedicinMan May 2013Stakeholders of Field Force Excellence | Vishal BhaiyyaTherefore, there is definite need of map-ping the accountability of other stake-holders by their contribution such asbrand strategy, medical communication,innovation in the molecule, companyreputation in the market and others.All these stakeholders can impact FFEbeyond their respective tasks.Roles & Responsibilities for FFE1) HR and Administration• Recruitment of members in the teamwith good communication skills, clarityof thoughts and learning ability, andoverall charming personality.• Transparency in appraisal and otheradmin related activities.2) Training• Product And Product Related Techni-cal Knowledge - Trainers can ignite theminds of sales people with knowledgerequired to sell the products in the high-ly competitive market.• Calling Skills - Medical Reps whoare the face of company should be wellversed with the skills required to impressthe customers during the call.3) Marketing and MedicalCommunication• Product Brand Equity- Marketing team can con-tribute to FFE in terms ofcontinuously improving thebrand equity of its productsin the minds of clinicians.• Brand Communication -Leveraging USP of prod-uct to differentiate fromcompetitors and be able toforce customers to thinktwice before switching overto competitor’s product.• Medical Communication- Medical communicationmust be so convincing, that KOLs andinfluential customers must be convincedabout product before the field force visit.• CME - This is the best way for a com-pany to get close to customers so thatfield force can nurture the opportunity.4) Senior Management• Product Innovation and Introduction– Pioneers always have an advantage.Therefore company management shouldfocus on launching innovative prod-ucts so that field force can leverage theadvantage.• Relationship Through CSR – By CSRactivities company can build corporateimage in the society and influence cus-tomers positively.5) Line Managers• Motivation – This is the most import-ant factor that enabeles line managers tokeep the field force engaged.• Day To Day Follow-Ups6) Medical Representative• Effective Implementation – This shouldbe the motto of Medical Reps. Whetherit is brand message, medical commu-nication or any campaign - all must beimplemented as per plan.• Visit Frequency and Consistency –There must be continuous and fruitfulvisit to customers according to theircategory.• Efficiency in Reaping Benefits – CSRactivities, CMEs, patient educationprograms and other activities make theMedical Reps and Doctors come closerConclusionBy this multidimensional and approach,the company can allocate responsibilitiesand make the strategy more and morefocused, leading to FFE -MMFig. 1 – Responsibilities of Stakeholders in FFE
  15. 15. )+91-93422-32949* anupsoans@medicinman.net22 North Road, Cooke Town, Bangalore - 575084FFE 20135x10 15 20 25 30 35 40 45 50 55 60yDate: Saturday, 8th June 2013Theme:FieldForceProductivityPlace: Courtyard Marriott, MumbaiMORNINGAFTERNOONSession 1: Keynote Address: Shakti Chakraborty, President, LupinSession 4: Panel Discussion: “Employee Engagement: The New Paradigm for Enhanc-ing Field Force Productivity.”Moderator: Anup Soans - Editor, MedicinManPanelists: Deep Bhandari - Director, Marketing and Sales Excellence, UCB -Confirmation awaited from other panelistsNetworking BreakfastLunchSession 2: CEO Roundtable: “Field Force Productivity: Opportunities and Challenges”Moderator: Sujay Shetty, Partner and Lead, Pharma and Life Sciences, PwCRoundtable Members:Shakti Chakraborty, President, LupinBhaskar Iyer, Divisional vice president, India Commercial Operations, Abbott -Confirmation awaited from other panelists-Session 5: Amlesh Ranjan, Associate Director, Sanofi: “New Pharma Sales Model forHealthcare Opportunity”Session 3: Panel Discussion: “Business Intelligence for Field Force Productivity.”Moderator: Vikas Dandekar, India Bureau Chief, Elsevier Business IntelligencePanelists: Salil Kallianpur, Commercial Head - Classic Brands Center of Excellence, GSK -Confirmation awaited from other panelists-Session 6: K. Hariram, Chief Mentor at MedicinMan, Former (Retd) Managing Director atGalderma India: “Role Clarity for Field Sales Managers to enhance Field Force Productivity.”www.medicinman.netRegister Now!Click here or go RegistrationPharma Delegates: INR 8,500/-Non-Pharma Delegates/ Service Providers: INR 9,500/-Early Bird Discount (for full payment before 10 May 2013): INR 1,000/-Theme: Field Force Productivity - Opportunities and Challenges
  16. 16. SegmentationforthemedicalRep.16 | MedicinMan May 2013This Article is extacted fromthe book “HardKnocks for theGreenHorn” by Anup Soans.“HardKnocks for the GreenHornis available at a special 1+1 FREEoffer. For Details see page 18.Segmentation for the Medical Rep | Anup SoansSegmentation refers to thegrouping of prospectivecustomers into segments thathave common needs and will respondin an identical manner to a marketinginput. Segmentation begins withunderstanding customers and allowingmarketers to build relationships withthem. It is the first step in a marketingstrategy. Once marketers divide themarket into various groups, they canthen select their targeted segmentsand design products and the marketingstrategy to match their needs.Pharmaceutical marketing managersare well-versed in the traditionalaspects of segmenting accordingto the speciality of the doctor, theprescription potential of the doctor,and the location of his practice, privatepractices, institutional businesses,and the like. These are processesof demographic and geographicsegmentation, which tell you who thedoctor is and where he practises. Itfocuses on the features and benefits ofthe product and its price.It does not, however, take into accountwhat motivates him, what are hisaspirations, what intangibles movehim, and his personal preferences,including the aesthetics of the product,its presentation, the persons whopromote it, and the way it is promoted.Nonetheless, this type of segmentation,while difficult, is more personalisedE
  17. 17. 17 | MedicinMan May 2013Segmentation for the Medical Rep | Anup Soansand, therefore, more effective. Forexample, in order to be effective whilepromoting a product to a lady doctor,one needs to be more sensitive to thenature of her personality. Similarly, inorder to be effective while promoting aproduct to a senior doctor, one needs totake into account his emotional need forrecognition. In short, one size does notfit all, and the imaginative and informedMR will strive to be more empatheticwhile promoting products to varioussegments of doctors. This will make hisjob more interesting and will increasehis productivity.The psychographic profile of the doctorcan make product-promotion morespecific and effective. The prescriptionpattern of a doctor or group of doctorswhen analysed can reveal the individualpreferences, which are called specificgraphics. They can be used to tailor-make the promotion so as to influencethe doctor favourably towards theproduct, the MR, and his company. TheMR with knowledge, understandingand an appreciation of the processesof segmentation, differentiation,positioning, branding, and pricing canstudy individual doctors and groups ofthem, and may be in a position to get ahigher return on efforts by adapting thepresentation to suit the doctors profile.There are at least six categories ofcustomer characteristics that form thebasis for segmentation:Geographic segmentation: The marketis divided according to location. It isbased on the assumption that peopleliving in the same area share similarhabits and wants.Demographic segmentation: It is basedon characteristics such as age, sex,marital status, income, education, andspecialisation of the doctor.Psychographic segmentation:Psychological characteristics refer to thetraits of a person. Doctors are dividedon the basis of their needs, personality,perceptions, knowledge, and level ofengagement, motivations and attitudes.Specific-graphics segmentation:Doctors are divided depending on theproduct or brand usage characteristics,such as the rate of usage (doctors aredivided depending on the numberof times they prescribe a product);awareness status (doctors are dividedbased on their knowledge of a product;for instance, if a doctor instantlyrecalls all of the product’s features, hisawareness-level is high and so is hisbrand loyalty).Benefit-segmentation: The market isdivided into segments depending on thebenefits of the products. This methodis used to communicate the product’sfeatures to consumers. For instance, ODdosage can be marketed as a form ofconvenience and for better compliance.Hybrid segmentation: Instead ofsticking to one particular segmentationstyle, marketers combine one or twosegmentation variables and arrive atanother segmentation. This style isreferred to as Hybrid segmentation.What are the benefits of Segmentation?1. You are able to lend focus to yourmarketing strategy:You need to deliver your marketingmessage to a relevant doctor group. Ifthe target market is too broad, there isa strong risk that the key customers willbe missed. By segmenting markets, thetarget doctor can be reached more oftenand at a lower cost.2. You can gain a share of the marketsegment:Unless your products have a strongor leading market share, they willbe unlikely to get you much profit.Minor brands suffer from pressuresfrom distributors and less space on thechemists’ shelves. Proper segmentationand targeting will allow you to achievea competitive position and becomethe preferred choice of doctors andchemists. Segmentation enables smallerfirms to compete with bigger ones. -MMAnup Soans is the author of“HardKnocks for the GreenHorn”,SuperVision for the SuperWiserFront-line Manager”and“Repeat Rx”.He is a facilitator of Learning andDevelopment Programs for Managersand Medical Reps at India’s topPharma Company’“In order to be effective whilepromoting a product to a seniordoctor, one needs to take intoaccount his emotional needfor recognition. In short, onesize does not fit all, and theimaginative and informedMR will strive to be moreempathetic while promotingproducts to various segmentsof doctors. This will make hisjob more interesting and willincrease his productivity.”
  18. 18. Buy 1 get 1 free !MRP Rs. 799/- MRP Rs. 599/-For Individuals*Buy SuperVision for the SuperWiser Front-line Manager and Get HardKnocks for theGreenHorn 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 - | +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 - 560084Field Force Excellence Tools for Individuals and Corporates
  19. 19. 19 | MedicinMan May 2013Just the daybefore ‘Brand-Drift 2013’,when I called onGurudas Masurkar at his office, to present him my book,‘PHARMA FIRST-LINE LEADER TO CEO: THE ROAD-MAP TO SUCCESS’, I never thought that this would be mylast meeting. Just imagine, at 91, attending office, albeit ona wheelchair! Late Gurudas Masurkar was the ChairmanEmeritus of Entod Pharmaceuticals, a company he foundedafter he retired from an illustrious 29 year career with DupharInterfran. Late Gurudas Masurkar was better known as the‘Crocin Man’.Gurudas’s journey from a farming family in Masur village ofNorth Kanara District (Karnataka) to a successful entrepre-neur is fascinating. After BA he did D.Pharma. He literallygate-crashed into Crookes Laboratories as a medical represen-tative (the company later became Duphar Interfran and thenSolvay)! He began his career as a clerk in Popular Pharmacy,Gurgaon, Mumbai. He was impressed by the well dressed gen-tlemen, with polished manners, speaking fluent English oftencalling on him at Popular Pharmacy. They were the medicalrepresentatives. He decided to pursue his career in pharma-ceutical selling.One fine afternoon he went to the office of Crookes Labora-tories and submitted his application, but was told that therewas no vacancy. He left the office but waited outside for themanaging director. As soon as he saw him, he approachedhim and told him of his desire. The MD seeing his bold andcourageous approach recruited him. He eventually rose tobecome the head of sales and marketing at Crookes.Late Gurudas Masurkar launched two successful brands viz.Crocin and Lacto Calamine. In India, the history of Cro-cin was more than 50 years when it was first introduced byCrookes. Competition to Crocin was tough - from Metacin(by Themis), Malidens (by British Schering, now with Abbottvia the Nicholas Piramal route) and Calpol (by BurroughsWellcome, now GSK). Although the brand management con-cept did not exist in India those days, he once told me, thereused to be healthy marketing battles for brand leadership.It was a brutal battle which Crocin won. He gives the entirecredit of the success of Crocin to the medical representativesand field managers. Who would do this in today’s age? Myclose friend Shirish Gore who was a Field Manager in Dupharonce said “Masurkar Sir cares a lot for the people and ourdevelopment. We will do anything for him. His best trait isgiving honest feedback without offending anyone. Feedbackfrom him is always a positive experience.” A great lesson to belearnt by the sales and brand managers!I asked him about the genesis of the name Crocin. Very simplehe answered. “‘cin’ was a popular suffix for pain killers in thosedays. The pain killer from Crookes became Crocin”!Apart from a brilliant marketing strategist, he was a greatphilanthropist and cared even for people he did not know.When he went on Board of Directors of the second largestcooperative bank in India, viz. SVC Bank, he rememberedthe days when he had to struggle for finances when he floatedEntod Pharmaceuticals. He cut off the red tape so that youngentrepreneurs did not have to wait long for finances. He madethe entire process very smooth and swift.He has helped in the shaping the careers of many young peo-ple; and I am one of the beneficiaries.A great era has come to end. May his soul be in peace! - MMP.S. Those who have read my book ‘PHARMA FIRST-LINELEADER TO CEO: THE ROADMAP TO SUCCESS’ mayremember the two central characters in this book: ‘The Mentor’and ‘Vinod Kamat‘. ‘The Mentor’ in this book is Late GurudasMasurkar while ‘Vinod Kamat’ represents the author.‘Crocin Man’ passes away.Gurudas Masurkar was an industry veteran who launched landmark brands likeCrocin and Lacto Calamine. He was Chairman Emeritus at Entod Pharmaceuticals.A tribute to a Mentor by one of his Mentee.Prof. Vivek Hattangadi is a Consultant in Pharma Brand Management andSales Training at The Enablers. He is also visiting faculty at CIPM Calcutta (VidyasagarUniversity) for their MBA course in Pharmaceutical Management.vivekhattangadi@theenablers.orgE
  20. 20. 20 | MedicinMan May 2013What isPharmaco-economics?Pharmacoeconomics can bedefined as the descriptionand analysis of the costof drug therapy to the healthcaresystems and the society1. It is theprocess of identifying, measuringand comparing the costs, risks andbenefits of programs, services ortherapies and determining the bestalternative for health outcomesfor the resource invested. AppliedPharmacoeconomics can be definedas combining Pharmacoeconomicprinciples, methods and theoriesinto practice to quantify thevalue of pharmacy products andpharmaceutical care services used inthe real world environments.Pharamcoeconomics, outcomesresearch and pharmaceuticalcare can be related to each other.Pharmacoeconomics is a divisionof outcomes research that canbe used to quantify the value ofpharmaceutical care products andservices. Outcomes research can bedefined as the studies that identify,measure and evaluate the results ofhealthcare services. Pharmaceuticalcare has been defined as the provisionof drug therapy for achieving definiteoutcomes2.PerspectivesThe perspective of the analysisdetermines from whose point ofview the decision is being made.Defining the perspective of theanalysis is especially importantin pharmacoeconomic analysesbecause the costs that areincurred depend heavily on theperspective. Assessment of costsand consequences and the valueof pharmaceutical product orservice depend on the perspectiveevaluation. Common perspectivesinclude patient, provider, payer, andsociety.1. PatientperspectiveIt is of utmost importance as thepatients are the ultimate consumersof healthcare services. These costsare essentially paid by the patientsMahendra Rai is a Senior Consultant (HEOR,Pricing and Market Access) at Capita India.He is an expert in HEOR, Market Access, andOutcomes Research.mahendra.rai@gmail.comRicha Goyal is a Consultant (HEOR, Pricing and MarketAccess) at Capita India, Mumbai. She is an expert inHEOR, Market Access, Outcomes Research and medicalcommunications services.richapharmacist@gmail.comReferences1. Townsend RJ. Post-marketing drug research anddevelopment. Ann Pharmacother 1987;21:134-136.2. Drummond M, Smith GT, Wells N. Economic evaluation in thedevelopment of medicines. London: Office of Health Economics,1988:33.3. Accessed on 28th April 2013Pharmacoeconomics can be defined as the description and analysis ofthe cost of drug therapy to the healthcare systems and the society.- EMERGINGING AREAS IN HEALTHCARE -E
  21. 21. 21 | MedicinMan May 2013Pharmacoeconomics: Perspectives in Cost Evaluation | Richa Goyal & Mahendra Raifor a product or service and arenot covered by the insurancecompanies. This perspective shouldbe considered when assessing theimpact of drug therapy on qualityof life or if a patient pays out ofpocket expense for a healthcareservice3.2. ProviderperspectiveThese are the actual expense ofproviding a product or service,regardless of what is chargedby the provider. Providerscan be hospitals, managedcare organizations, or privatepractice physicians. From thisperspective, direct costs like drugs,hospitalization, laboratory tests,supplies and salaries of healthcareprofessionals can be identified,measured and compared4.3. PayerperspectivePayers comprise of insurancecompanies, employers or thegovernment. The costs from thisperspective represent the chargesfor healthcare products andservices allowed or reimbursedby the payer. The primary costof the payer comes under thedirect costs. Indirect costs suchas lost work days (absenteeism),low productivity (presenteeism)also contribute to the total cost ofhealthcare to the payer5.4. SocietalperspectiveThis is the broadest of allperspectives, as it is the onlyone that considers the benefit tosociety. All direct and indirectcosts are included in the economicevaluation performed by thesocietal perspective. Costs fromthis perspective include patientmorbidity and mortality and theoverall costs of giving and receivingmedical care6.ConclusionAnalyses can be done from oneor several perspectives, whichwill help in determining thedistribution of disease costs acrossmultiple stakeholders. To conclude,pharmacoeconomic data can be apowerful tool to support variousclinical decisions, ranging fromthe level of patient to the entirehealthcare system. - MMReferences4. Gail R. Wilensky. Reforming Medicare’s Physician PaymentSystem. N Engl J Med 2009; 360:653-655.5. Lancry PJ, Oconnor R, Stempel D, Raz M. Using healthoutcomes data to inform decision-making: healthcare payerperspective. Pharmacoeconomics. 2001;19 Suppl 2:39-47.6. Russell LB, Fryback DG, Sonnenberg FA. Is the societalperspective in cost-effectiveness analysis useful for decisionmakers? Jt Comm J Qual Improv. 1999 Sep;25(9):447-54.FFE 20135x10 15 20 25 30 35 40 45 50 55 60yDate: Saturday, 8th June 2013Theme:FieldForceProductivityPlace: Courtyard Marriott, MumbaiRegistrationsOpenVisit:
  22. 22. 22 | MedicinMan May 2013PharmacoeconomicAnalysisIntroductionThe rising healthcarecost is a major concernto patients, healthcareprofessionals, and variousstakeholders involved inthe decision-making. As theaffordability of new medicaltechnologies continues to bethe subject of heated debate,attention is increasingly focusedon providing quality, cost-effectivehealthcare to patients. In this eraof cost-conscious healthcaredelivery, pharmacoeconomicresearch has evolved as asignificant and important field ofresearch.Pharmacoeconomic evaluationidentifies, measures andcompares the costs andconsequences of pharmaceuticalproducts and services. Thenumerous stakeholders in thehealthcare landscape mustunderstand the basics ofpharmacoeconomic principlesand how these may be applied tomake rational therapeutic choices.Types ofPharmacoeconomicAnalysisThere are four main types ofpharmacoeconomic evaluations:1. Cost-Effectiveness Analysis(CEA)2. Cost-Utility Analysis (CUA)3. Cost-Benefit Analysis (CBA)4. Cost-Minimisation Analysis(CMA)1. Cost-EffectivenessAnalysis (CEA): Comparesthe relative difference of costsand consequences of differenttreatment alternatives. In CEA,costs are measured in monetaryterms and health consequencesare measured in natural orphysical units.2. Cost-Utility Analysis (CUA):CUA has the same principle asa CEA, but includes measuresof the impact on the quality oflife. CUA is often used whenquantity and quality of life are bothimportant.3. Cost-Benefit Analysis (CBA):Compares treatment alternativeswhere both costs and benefits areexpressed in monetary terms.4. Cost-Minimisation Analysis(CMA): Compares treatmentalternatives that yield similarhealth consequences. Oncethe health consequences areestablished to be the same, aCMA would compare all costbetween treatments to determinethe option with the least cost.Pharmacoeconomic evaluationidentifies, measures and comparesthe costs and consequencesof pharmaceutical productsand services. The numerousstakeholders in the healthcarelandscape must understand thebasics of pharmacoeconomicprinciples and how these maybe applied to make rationaltherapeutic choices.Javed Shaikh is a Consultant (HEOR, Pricing,Reimbursement and Market Access) at CapitaIndia, Mumbai.cpnjaved@gmail.comShafaq Shaikh is an Associate (HEOR, Pricing,Reimbursement and Market Access) at CapitaIndia, Mumbai.shafaq07@gmail.comE
  23. 23. 23 | MedicinMan May 2013Pharmacoeconomic Analysis: Javed Shaikh and Shafaq ShaikhTypes of Costs inPharmacoeconomicAnalysisCosts in health economicanalyses are divided into threemain groups (see Table):1. Direct cost2. Indirect cost3. Intangible costDirect Costs Indirect Costs Intangible CostsCost of resourcesused related to theillness: medical costand non-medical costRefers to resourceslost as a result of thetreatment and illnessthat involve morbidityand mortalityRepresents costsas a consequenceof the treatmentnot measurable inmonetary termsDirect medical cost:Cost of medication,diagnostic,treatment, follow-up,rehabilitation, andhospital admissionIncludes bothpaid and unpaidproductivityloss such astemporary sicknessabsenteeism,permanent functionalimpairment,premature death, etc.These costs canbe pain, grief, andsufferingDirect non-medicalcost: Costs forpersonal facilities,travel, food, lodging,paid personal care,etc.Indirect cost canbe measured byapproaches such asthe Human Capital orFrictional MethodsCan be quantifiedusing approvedoutcome-measurementtechniquesMeasurementsof Outcomes inPharmacoeconomicAnalysisHealth outcomes areconsequences of a treatment/intervention or programmewhich results in changes ofquantity and quality of life.Health consequences can befinal, intermediate or surrogateoutcomes. Final outcomes areusually measured as life yearsor quality adjusted life years(QALYs). Intermediate outcomesare usually measured by clinicalparameters that have evidence-based correlation with the finaloutcome. A surrogate outcomeis an end point that substitutesand can be predictive of a finaloutcome. Final outcomes aremeasured over a natural courseof the disease whilst intermediateoutcomes are measured overa short time horizon. Changesin quality of life can be valueddirectly by several methods suchas rating scale or time trade-off.It can also be valued indirectly byemploying instruments such asEQ-5D, HUI3, or SF-6D.
  24. 24. 24 | MedicinMan May 2013Pharmacoeconomic Analysis: Javed Shaikh and Shafaq ShaikhDecision Analytic ModelModelling is necessary in healtheconomic analysis in orderto inform decision-making. Itconsists of a series of healthstates, representing the expectedhealth consequences of differenttreatments. Modelling providesan important framework forsynthesizing available evidenceand generating estimates ofclinical and cost-effectiveness.Modelling can be used toextrapolate short-term outcomedata or surrogate measuresto long-term outcomes usingmodelling techniques. It mayalso be used to generate datafrom clinical trial settings toroutine practice and to estimatethe relative effectiveness of thetechnologies where these havenot been directly compared.DiscountingThe reason for the need todiscount in an economicevaluation is ‘time preference’which refers to the desire to enjoybenefits in the present whiledeferring any negative effectsof doing so. Future costs arediscounted to account for thetime value of money, and futurehealth benefits are discountedto account for the delay insatisfaction from these outcomes.The effect of discounting is togive future costs and healthbenefits less weight in aneconomic analysis.Sensitivity AnalysisUncertainty could arise inpharmacoeconomic studiesfrom the natural variationin populations and also theheterogeneous external datasources used. Sensitivityanalysis is performed for allkey parameters in an analysis,in order to test the validity androbustness of the conclusion.Incremental Cost-Effectiveness Ratio(ICER) and Average Cost-Effectiveness Ratio (ACER)ICER compares the differencebetween the costs and healthconsequences of two alternativeinterventions that compete for thesame resources. It is generallydescribed as the additionalcost per additional healthconsequence.ACER is the ratio of the cost tobenefit of an intervention withoutreference to a comparator. Itdeals with a single interventionand evaluates that intervention.ACER is calculated by dividingthe net cost of the interventionby the total number of healthconsequences prevented bythe intervention. It is generallydescribed as cost per unit ofoutcome.Budget Impact Analysis(BIA)BIA estimates the financialconsequences of adoptinga new health technology ina clearly specified setting.BIA complements thepharmacoeconomic evaluationsby providing additionalinformation for decision makingas it addresses the issue ofaffordability and sustainability.BIA provides information on theoverall impact of a new healthtechnology to a budget.
  25. 25. 25 | MedicinMan May 2013Pharmacoeconomic Analysis: Javed Shaikh and Shafaq ShaikhSummaryIn order to achieve the goal ofthe least expensive treatmentwith the best possible outcome,pharmacoeconomics should beimplemented into the healthcaredecision-making process.Healthcare resources are noteasily accessible and affordableto many patients, thereforepharmacoeconomic evaluationsplay an important role in theallocation of these resources.Pharmacoeconomics is alsoimportant to drug manufacturersin terms of communicatingto external decision-makers(payers, physicians, patients) thevalue of their products, achievingregulatory and reimbursementapproval, and contributing tocommercial success. The useof pharmacoeconomics in earlydrug development phases islikely to enhance the efficiencyof R&D resource use and alsoprovide a solid foundation forcommunicating product value toexternal decision-makers.- MMReferences1. Pharmacoeconomics: From Theory to Practice, Renee J. G.Arnold (Editor), Boca Raton, FL: CRC Press. 2009. 264. ISBN-13: 978-1420084221.2. Pharmacoeconomics. Sule NS, Nerurkar RP, Kamath SA. JAssoc Physicians India. 2002 Aug;50:1057-62.3. Principles of Good Practice for Decision Analytic Modelingin Health-Care Evaluation: Report of the ISPOR Task Forceon Good Research Practices—Modeling Studies. Availablefrom: Pharmacoeconomics: basic concepts and terminology: T.Walley & A. Haycox, Br J Clin Pharmacol 1997; 43: 343–348.Missing something important?You can access all past issues of MedicinManat: sure to Subscribe on our website(top-right corner: stay up-to-date with us.
  26. 26. TrainingthatStands OutFrom the team that brings youMedicinMan, Brand Drift, FieldForce Excellence seminars andother breakthrough learning anddevelopment events.AdTraining that is RELEVANT and grabs theATTENTION of the participants, appealing toEMOTIONS and firing the INTELLECT to bring aboutCHANGE in MINDSET and BEHAVIOR on the FIELDleading to VALUE CREATION in the DOCTOR’sCHAMBER and REPEAT Rx for the Company.For customized programs for Medical Reps, Front-line Managers and Senior Professionals call:+91 93422 32939 |
  27. 27. 27 | MedicinMan May 201310 CoachingNuggets for FLMsHave you (FLM) everthought of buildinga sales team that is agreat DIFFERENTIATOR in thecrowded market place? Here are10 nuggets to help you do this:1.As an FLM and as a coach,you have to be accessiblewhen the team member has aproblem or a need.2.To be effective asan FLM, you must havedeveloped somethingthrough experience thatyou can demonstrate andthat will be respected byyour sales people. Merelydemanding results maynot be accepted by your teammembers.3.As an effective sales coach,you need to ‘walk the talk’ bymodeling those behaviors that youtell your sales people to exhibit.4. TELLING is notCOACHING. Your abilityto INFLUENCE with properINTERPERSONAL skills becomevery vital as part of your coachingefforts.5.In coaching activities, asan FLM and as a coach you arelooking for those behaviors thatinfluence your sales person’sselling capabilities. They are(a) knowledge of the productsand services offered, (b) clearunderstanding of sales strategiesand the communication skills,and (c) knowledge of the market,including customers.6.As a coach, you must becommitted and involved inmaking each of your teammembers...Successful.7.Sales coaching is a two-way,one-on-one process that enablesimprovement of sales person’sperformance.8. As an effective coach,you need to develop the skillof listening, observing andobjectively putting across thetruth.9. As a coach you shouldpromote openness and trust.10.You need to havea clear understanding ofsales productivity and moreimportantly, the skills indeveloping your sales peopleto successfully handle thecompetitive environment. - MMThis article is 7th in a series on“Coaching” by the author.K. Hariram is the former MD (retd.) at Galderma India.He is Chief Mentor at MedicinMan and a regularcontributor. khariram25@yahoo.comAs an effective coach, you needto develop the skill of listening,observing and objectivelyputting across the truth.To be effective as FLM, youmust have developed somethingthrough experience that you candemonstrate and that will berespected by your sales people.Merely demanding results maynot be accepted by your teammembers.E