How to Become a Pharma Product Manager


Published on

Lifetime Value of Customers is the Secret to Business Success - When the customer comes first, the customer will last ! - Robert Half

KOL Management Workshop to Tap into the Lifetime Value of Customers

Learn from Indian Pharma's Top Talent @ One Day Workshop on July 12, Saturday at Mumbai

1. KOL Management - Key to Brand Building in Pharma/Devices - Keynote Address by Salil Kallianpur Brand Director - Classic Brands, Europe at GlaxoSmithKline

2. CEO Perspectives on KOL Management by K. Hariram, former Managing Director, Galderma India

3. KOL Management and Medical Advisor - Dr. Viraj Suvarna, Medical Director at Boehringer Ingelheim

4. Workshop Leader - Anup Soans, Editor - MedicinMan

Register today - Only 25 Participants. Call Arvind Nair @ Mumbai on 09870201422 or Chhaya Sankath on 09867421131

For details download -

How to Become a Pharma Product Manager

  1. 1. Outliers: Another Success Story – from MR to Business Head Success Story September 2011 ~ F I E L D F O R C E E X C E L L E N C E ~ TM P H A R M A | M E D I C A L D E V I C E S | D I A G N O S T I C S | S U R G I C A L S A BroadSpektrum Healthcare Business Media’s Corporate Social Responsibility Initiative Vol. 1 Issue 2 MedicinMan Editorial UCPMP* Special Issue UCPMP: Does Healthcare Need a Anna Hazare? Outliers: The Story of Success written by Malcolm Gladwell was on the New York Times Bestseller list for eleven con- secutive weeks. In Outliers, Gladwell examines the factors that contribute to high levels of success. Gladwell examines how Microsoft co-founder Bill Gates achieved his extreme wealth, and how two people with exceptional intelligence - Christopher Langan and J. Robert Oppenheimer - end up with vastly different fortunes. Gladwell repeatedly mentions the "10,000-Hour Rule", claim- ing that the key to success in any field is, to a large extent, a matter of practicing a specific task for a total of around 10,000 hours beginning at an early age. The inaugural issue of Medicin- Man carried the remarkable success story of Mr. K. Hariram who rose from the position of a Medical Rep to that of a Man- aging Director of an MNC pharma company. On closer study of Mr. Hariram‘s success it becomes evident that the 10,000 hour rule holds good. In this issue, MedicinMan looks at another remarkable individu- al, Ms. Chhaya SS who started her career as an MR and is presently the Head of Medical Communications at of one of the world‘s most reputed medi- cal publishing company. Read her story to be inspired to reach for the stars. “Chance favors the prepared mind,” said the brilliant scien- tist Louis Pasteur. MedicinMan seeks to inspire and prepare profession- als in healthcare field sales to open their minds to the vast opportunity that exists in allied fields of healthcare. The success stories carried in this issue highlight the im- portance of being dedicated to profes- sional excellence, which is crucial to achieving success. If you are serious about succeed- ing, stop listening to negative talk and focus on how you can create your 10,000 hours that will transform you from being an amateur to an achiever. ▌ The Uniform Code of Phar- maceuticals Marketing Prac- tices (UCPMP), issued by the DoP is a 14 page document (see that covers important areas per- taining to product promotion by Pharma companies. In the backdrop of Anna Hazare‘s movement against corruption, UCPMP gains signifi- cance, as the once noble profession of medicine is now in- creasingly viewed with mistrust by pa- tients who suffer; and with frustration by sales people who pro- mote pharmaceuticals. While doctors still retain their aura of invincibil- ity and sit on the pedes- tal of know-it-all, in- creasingly patients are eager for transparency, involvement and ac- countability in health care. (Cont. on Page 8) Read ChhayaSankath‘s rise fromMedicalRepresentative to Head Medcom, Wolters Kluweron Page3 Career Growth MalaRajtellsMedical Reps and Front-lineManagershow to makethetransition to ProductManagement onPage5 Against All Odds Astoryofcourage&pas- sion. Vishal Verma‘s rise from grocerystore sales- man to RBM with MNC onPage4 Introducing our new Editorial Board on Page 17 *Uniform Code of Pharmaceuticals Marketing Practices issued by Dept of Pharmaceuticals; Govt of India.
  2. 2. Career Development Resources for Medical Reps and Front-line Managers “SuperVision for the SuperWiser Manager is a must for front-line managers of every pharma company. It is tailor-made to transform Medical Reps to leadership positions.” Akshya Mahapatra, Head–Sales and Marketing, Glenmark Pharmaceuticals Discount on bulk purchase for SuperVision for the SuperWiser Front-line Manager and HardKnocks for the GreenHorn starting at 10 copies and range from 30% to 45% off retail price based on quantity. “If you are willing to read HardKnocks for the GreenHorn, it means you are willing to do whatever it takes to build your career.” - K. Hariram, Managing Director, Galderma To place your orders or make an inquiry: +91 934 2232 949 +91 855 3030 949 MedicinMan Logos used are the property of the respective companies Rs. 599/- Rs. 799/- To find out more about the programs email:
  3. 3. Page 3 MedicinMan Life is full of beginnings, and many beginnings are difficult. I was born in a modest Guja- rati family, as the first girl child, my journey com- menced as the eldest amongst four siblings, three of which belong to the fairer sex. Early on, fate dealt a cruel blow in form of my father‘s demise. Being the eldest in the family, it was expected from me to contribute to the family‘s financial resources. Thus after graduating from Bombay College of Pharma- cy, plans for higher education had to be shelved. Neverthe- less, I had a firm belief with- in me that ―Graduation is only a concept. In real life one graduates everyday. It is a process that will go on until the last day of our lives.‖ Drawing inspiration from two famous quotes of Winston Churchill: “Never, never, never, never give up” and ―Success is the ability to go from one failure to another with no loss of enthusiasm”, I set-out for a career and my quest for success. I landed my first job as Medical Rep- resentative in 1992, with ―Criticare Labs―. It was a routine sales job. However the two years of employment helped me create a strong network with various stake- holders in the industry. After marriage, I migrated to Indore, in Madhya Pradesh, and joined ‗Cabdrul Pharma‘ as Sales & Administration Manager in 1994, handling twin states of Rajasthan and Madhya Pradesh. While read- ing the pulse of the market, I constantly mapped stake- holders‘ response and expec- tations to various promotion- al initiatives to analyze the need gaps. My interest in medical com- munication grew stronger and I returned to Mumbai, where I joined IJCP Publications as a Business Manager, in 1996. The six years in medical communications at IJCP ena- bled me to acquire invaluable knowledge about how good content given at the right time helped in creating awareness amongst doctors and patients, to promote niche prescription brands. Brand Management was a field that always intrigued me. Thus I spent the follow- ing five years with Indegene Lifesystems Pvt. Ltd.— pio- neers in medico-marketing segment. This period was instrumental in honing my skills in formulating and exe- cuting, complex, comprehen- sive strategies for Brand building across product life- cycles. It was now time for another beginning, to add Healthcare Advertising to with my reper- toire of medico-marketing and medical communications. So I joined McCann Healthcare and launched its Medical Communications Division. During my three- year stint, I donned multiple roles as a Mentor, Guide, and Team Leader and conceived a plethora of campaigns in- volving various media for Domestic and Multinational Organizations and Institu- tions in Healthcare across the country. I have now moved into Medi- cal Publishing, as Head - Medical Communications with an MNC – Wolters Kluwer, the largest medical communications conglomer- ate globally. Finally I would like to share a famous quote of Anatole France with upcoming youngsters, “To accomplish great things, we must not only act, but also dream; not only plan, but also believe”. ▌ Chhaya‘s success story clear- ly shows that the career of a Medical Rep is an ideal launching pad for a career in the healthcare sector. By publishing such success stories MedicinMan seeks to make MRs and FMs aware of the opportunities for ca- reer growth, for which they need to plan their careers carefully. ~ MM Success Story: Medical Rep to Business Head Chhaya Sankath Head, Medcom; Wolters Kluwer UNABLE TO PURSUE EDUCATION AFTER B. PHARM, I NEVERTHELESS BELIEVED THAT “GRADUATION IS ONLY A CONCEPT. IN REAL LIFE ONE GRADUATES EVERYDAY. IT IS A PROCESS THAT WILL GO ON UNTIL THE LAST DAY OF OUR LIVES.
  4. 4. MedicinMan From Grocery Store Salesman to RBM with an MNC I was always an obedient son at home and very good stu- dent at school. When I passed 8th Standard, I was bitter and surprised to be sent to a vil- lage school almost 80 km away from Lucknow. I was 11 years old that time, but slowly I realized that some- thing bad had happened to my father‘s government job. This incident made me under- stand how to live and adjust with limited resources. I start- ed working in my uncle‘s shop and became financially independent at the age of 11. After completing high school, I came back to Lucknow and came face-to-face with a worsening financial situation at home. I was 13 years old when I started taking tuitions along with my elder sister and started supporting my family and the education of my younger sister. It wasn‘t enough, but it was better than nothing. I could see the help- lessness of my parents and their sacrifices for their chil- dren. This was the time when I lost focus on studies and did poor- ly in my 12th standard exams. My parents were shocked with this - they had a lot of hope for me since I was their only son. My father decided to open a small grocery shop as his dreams were shattered by my performance in 12th standard. I started working in that shop with my father and completed my graduation. Business started growing tre- mendously because of my aggressive business tactics. During this period my father got his job back and I com- pleted my Post Graduation. I and my father decided to close business, so that I could focus on my studies and ca- reer. I tried with various com- petitive exams but I could not crack any. During my Post Graduation, I befriended someone who was working with an Indian phar- maceutical company. He sug- gested me to try my luck in this industry. My first interview was with Glaxo Pharmaceuticals. I was selected and joined duty in Gorakhpur, a small city in eastern U.P. It was a great learning experience for me as a fresher. But soon I was bored as there wasn‘t any- thing new to learn and after two years, I moved to Eli Lilly in 2001. It was great learning experience at Lilly where I developed my soft skills. I learnt how to convert aggression into assertiveness. After five successful years with Eli Lilly, I decided to move to Medical Devices. I was lucky to start working with Boston Scientific, a lead- er in Interventional Cardiolo- gy. Today whatever I have achieved, a lot of credit goes to my training and develop- ment in Boston Scientific. Under the guidance of my exceptionally talented super- visors, I learnt how empower- ment and exposure transforms young professionals into achievers. In 2009, Boston Scientific decided to partner with an Indian Medical De- vice Company; it came as a shock to me. I was upset, but I remembered what my father always told me when I was working with him in our shop - “Never worry about things that are not in your control, always focus on what you can control.” So though upset and angry, I decided to move to Stryker, medical device company with market leadership in technolo- gy and products. I still work at Stryker; here I have learnt finer things of handling a team, people management, product launches, marketing strategies & ethics of busi- ness. My journey of learning is still on and when I look back, I feel that I have pro- gressed a lot in my personal and professional life. But when I look forward then I can see that there is still so much to learn from the world around me. I have followed certain thumb rules in my life and I want to share them with you. Always be passionate about your work, never take decisions in haste, care for your exter- nal and internal customers, compete with yourself every day, be your own critic and always be ethical in whatev- er you do.,▌ Write to Vishal Verma at: ALWAYS BE PASSIONATE ABOUT YOUR WORK, NEVER TAKE DECISIONS IN HASTE, CARE FOR YOUR EXTERNAL AND INTERNAL CUSTOMERS, COMPETE WITH YOURSELF EVERY DAY, BE YOUR OWN CRITIC AND ALWAYS BE ETHICAL IN WHATEVER YOU DO. —— Personal Growth Story —— Vishal Verma RBM, Stryker India Page 4
  5. 5. Page 5 MedicinMan This article is aimed at Medi- cal Reps (MRs) and Front- line Managers (FMs) who want to become Product/ Brand Managers. Medical Reps generally fall into one of 4 categories after a few years of field work: 1. Hard Core Seller: Has experienced good results with his efforts; is keen on continu- ing in selling more volumes in his territory & enjoying the rewards. 2. Team-oriented Seller: Enjoys selling; has observed and learnt a lot from his im- mediate manager; desires to head a team of MRs.. 3. Marketing Oriented Seller: Understands the art and science behind each brand that he sells; attempts consultative & participative selling; is a keen participant in cycle meetings; tries to understand competitors‘ strat- egies, thinks far beyond rou- tine doctor and chemist calls. 4. Confused Seller: Is in the job because he has no- where else to go. How to Move from Field Sales to Product Management While the Hard Core Seller goes on to becoming one of the organisation‘s top achiev- ers, Team-oriented Seller soon becomes a Front-line Manager, Marketing Orient- ed Seller tries to explore ave- nues to enter product manage- ment team (PMT). Quite often, during the course of my field working with MRs, I have come across the Marketing Oriented Seller: MRs who make best use of the waiting time between calls to ask and clarify many issues on how to shift from Selling into Product Management. Here are a few questions raised by them that will be helpful to MRs and FMs who aspire to become Product Managers: Q1. What does a Product Manager do? What is his main role? A product manager is respon- sible for the profitable pro- gress of his brand in the mar- ket place over both short and long-term through effective Planning, Execution, Control & Training. For details m/20090531/pharmalife01.shtml Q2. Can a Medical Repre- sentative enter PMT? Yes, most certainly he can. In the 1980‘s, it was mostly medical reps who moved into PMT. There were not too many MBA institutes then and a Bachelor‘s in any bio- logical sciences was consid- ered adequate for entry into PMT. Product Managers who have risen from the field have the distinct advantage of actually interacting and selling to the customers for many years. They have studied ‗Consumer Behaviour‘ for a major part of their selling years and have actually faced the competition at ground level. This experi- ence is so vital, that, in most companies, it is a practice to send PMTs to the field for at least 2-6 months before being given product management role. Q3. Is a B.Sc adequate to become a PM? Well, Yes & No. Yes, be- cause, many winning brand strategies have been crafted by science graduates. The difference lies in how keen a learner you are. Science grad- uates, with some effort, will comfortably be able to under- stand the science behind sell- ing medicines too. This has to be coupled with what is called as ‗MBWA‘: Management by Working Along. He learns the management tactics by work- ing alongside others in the PMT. No, because, times have changed now. Candidates with B.Pharm, M.B.A are available in plenty. They are already exposed not only to Pharmacology and all other pharmacy subjects, but also important concepts of Man- agement, viz., Planning, Exe- cution and Control. They know how to make presenta- tion, how to train, etc. Hence they are preferred over plain graduates. (Cont. on Page 6...) Mala Raj The ideal person to move into PM is the “Market- Oriented Seller.” He understands the art and sci- ence behind each brand that he sells; attempts consultative & participative sell- ing; is a keen participant in cy- cle meetings; tries to under- stand competi- tors‟ strategies & thinks far beyond routine doctor and chemist calls. — Career Growth Focus —
  6. 6. Page 6 MedicinMan (Cont. from Page 5...) Q4. How can an MR with just B.Sc. get entry into PMT? First and foremost, if you really want something, you must do all that it takes to reach there through your hon- est and sincere efforts. A B.Sc cannot be changed into a B.Pharma. However nothing stops you from reading all about medicines, their actions, pharmacology, com- parative evaluation, etc. Nothing stops you from reading books on Brand Man- agement, on Market- ing Strategies, etc. Nothing prevents you from keeping yourself abreast of the recent happenings in your industry. It has never been as easy as it is today, to have quick and easy access to ‗Reliable and Quality Information‘ in any field; thanks to the internet revolu- tion. So, there is absolutely no need for anyone to remain stuck with that ‗Only B.Sc‘ tag, which is not enough to get you into PMT unless you are exceptionally creative and talented. Q5. What course should one pursue to improve the chances of entering PMT? ‗Full-time‘ or ‗Part-time‘ course? ‗Diploma‘ or a ‗Masters‘? ‗General Manage- ment‘ or ‗Pharma / Healthcare Management‘? If you are keen on entering PMT then a Management qualification will definitely be an asset that you must try and acquire at the earliest. Since, you are already em- ployed, it will be a major de- cision to quit and opt for a Master‘s in Management / Business Administration. That has to be carefully evalu- ated by you, keeping all your priorities in mind. While ‗Full -time‘ courses certainly do far better justice to the Manage- ment curriculum, there are many good ‗Executive Pro- grams / Post-Graduate Diplo- mas‘ available for the em- ployed candidates. Likewise, an MBA in Phar- ma/Healthcare Management is better for a career in Phar- ma PMT than a general man- agement course. Q6. What important skills/ qualities must I have for being a PM? Knowledge is an important area where prospective PEs/ PMs are evaluated - knowledge of multiple disci- plines, including Pharmacolo- gy, Microbiology, Basics of Medicine (Anatomy, Physiol- ogy, Systems of the body, Diseases and their treatment), Principles of Marketing Man- agement, Marketing Research (Data Analysis & Interpreta- tion), Drug Policies and Pric- ing policies of the country, Patent regulations governing drugs and many such areas. So be an ardent reader and keep abreast of industry hap- penings. Secondly, you must have exposure of how to manage all resources allotted to you to meet the objectives set for your role. Computer literacy with mastery in Mi- crosoft Excel, Word, Power- Point, etc; is a prerequisite. A good command of English is an absolute must. Many among the field force fail on this criterion. Make sure you improve your basic com- mand on English prior to entry into PMT. Product Managers must have excellent oral and written communica- tion skills. Q7. How do we go about making the switch from field sales to PMT? Plan your moves in a system- atic and time-bound manner. Put it on paper: ‗where you stand now, where do you wish to be and by when‘ and pin it up prominently in your room, so that your goal always re- mains in sight. List the Quali- ties that a ‗Product Executive‘ must have. Tick the Qualities that you already have & make (Cont. on Page 7...) To move into PMT, firstly knowledge of multiple disci- plines is a must – be an ardent reader and keep abreast of industry happenings. Secondly, you must learn to manage re- sources allotted to meet your goals. Finally, computer liter- acy and a good command over English is a must. How to Move from Field Sales to Product Management
  7. 7. MedicinMan To move from selling to PM, plan your moves in a systematic and time-bound manner. List the Qualities that a „Product Execu- tive‟ must have. Tick the Quali- ties that you al- ready have & make a plan for acquiring those you do not have but must have. How to Move from Field Sales to Product Management However, keep your eyes and ears alert to any openings in PMT that meets your require- ments of location, company profile, emoluments, etc. Q9. How do the other PMT members accept field mem- bers in their team? Once you have been selected for the post, rest assured that you will be good for the job, irrespective of whether you are from the field or from a prem- ier B School. Make sure to use your key strength of having actually sold the product and having interacted with the customers. Soon your colleagues will be seeking your opinion on issues like, ‗Is their campaign practi- cal, will the field force accept the idea, can it be implemented properly, etc; The going may not always be smooth. At times, you may still feel a little inadequate in terms of making good presen- tations to the top management, in terms of convincing your team about why more funds must be allotted to your cam- paign ideas, etc. But with con- certed efforts you can certainly overcome these doubts and have a wonderful time working as part of the marketing team. Page 7 Q10. Does our „FIELD MAN‟ image come in the way of future promotions? Once again, let me assure you, that your future promotions will be based on your current performance and your poten- tial for the next position. Your being a ‗field man‘ will have no bearing on the matter. So in conclusion, if you want to switch from being a MR or Front-line Manager to Product Management, do Plan, Man- age, Think and Act according- ly. This is not an overnight jump. It is a strategic career move. If you are certain, this is where you want to be, go ahead and plunge into doing all that it takes to be there. Wishing you all the best. ▌ Mala Raj is a Pharma Market- ing Consultant with expertise in Brand Management and Training of Field force & PMT. She has over 25 years experience in the Indian Phar- ma Industry and runs her own consultancy at Product Man- agement Support Services, Thane. Mail Queries / Feedback at (...Cont. from Page 6) a time bound plan for acquir- ing those you do not have but must have. In the meanwhile, continue to do your job as a MR well. Simultaneously take a greater interest in studying your cus- tomers better (doctors & chem- ists), monitor your direct and indirect competitors very closely, keep a watch on new product launches in your terri- tory, regularly share feedback with your Marketing Manager, collect and send competitors‘ literatures to your PMT, volun- teer to undertake small market research activities in your terri- tory, participate in all the cycle meets, have scientific discus- sions about your brand with doctors and offer to train new MRs in your team during their induction. In due course of time, you will certainly stand apart a Medical representative having potential to become a Product Manag- er. Q8. Should we try to enter the PMT in our own compa- ny or in another company? Working in your own compa- ny‘s PMT gives you more fa- miliarity with the brands, as you have sold all of them. You know the customer‘s percep- tions; you know the markets, the competitors, etc. So cer- tainly, there is more comfort in the initial months as opposed to working in the PMT of a new organisation. — Career Growth Focus —
  8. 8. Page 8 (Cont. from Page 1) The UPA govern- ment‘s insensitivity to people‘s frustra- tion with corrup- tion, the rise of so- cial activism and the media‘s deft handling of popular imagination has done more for Anna Hazare‘s suc- cess than inherent merits of the Jan Lokpal bill itself. If there is one place other than a government office where the common man experiences anguish, trauma and helpless- ness, it is the hospital, cloaked in secrecy and jargons, which intimidate the bravest. The industry – healthcare provider nexus puts profits before pa- tients when burdening pa- tients with unnecessary drugs, devices and diagnostics. That the chief of the MCI was corrupt enough to be arrested and locked up was shocking enough for most people. If the current CRM (Corrupt Rx Methods) practices of phar- ma, devices and other players are made public like the Radia tapes, then healthcare industry will be in a similar predica- ment like that of the Congress led UPA. Like the degeneration of the Congress party from a free- dom fighting movement to that of a corrupt regime of touts and middlemen, the healthcare industry too has fallen into bad times. The once worthy inventors of Pen- icillin, vaccines and other live saving drugs, devices and diagnostics are now obsessed with market share rather than patient care. The healthcare industry in its original avatar was not only idealistic and patient oriented, but most MNCs and leading Indian companies were also people builders. A career as a Medical Rep meant an opportunity to real- ize one‘s personal aspirations and professional goals. The fact that a large number of senior executives in healthcare industry started their careers as MRs is a testi- mony to the sterling role played by both MNC and ethical Indian companies like Sarabhai and Alembic, to name only a few; is proof of its commitment to people development. Pharma focused on inventing products that brought relief to patients for myriads of ail- ments, while at the same time empowering its people to grow as individuals and pro- fessionals. A rewarding life- long career was a norm. The pharma market began to deteriorate as more and more players entered the market with less and less useful drugs. The promotion of these me-too products needed nei- ther science nor art and the rat -race of numbers began to corrode the professionalism of pharma marketers. Commis- sion replaced Communication as the enabler of Rx. The growth was quick and heady like the extra strong Brandy that replaced Branding. Suddenly nobody was com- plaining at the discovery of these new efficacious promo- tions that produced instant results as doctors flew from Bangkok to Dubai; all in the name of CME. Old-timers who resisted were replaced as trade unions also gave way to the new era of liberal eco- nomics. The one-upmanship has reached its nadir as industry employs people who neither know science nor have the heart to learn the art of rela- tionship building. Attrition is sky-high but the approach is assembly line – feet-on-street sans brains. MedicinMan contacted atleast 300 industry leaders for opin- ion on UCPMP. The approach is wait and watch. UCPMP is yet to percolate down the ranks; most MRs and Field Managers are blissfully una- ware of the DoP guidelines and go on with business as usual booking tickets and delivering gifts. UCPMP when implemented has the power only to ensure rational use of drugs, devices and diagnostics but also at- tract talent to the industry. In many companies, MRs and field managers are travel agents and product managers have become vendor manag- ers. This hardly requires talent or competence and healthcare field sales profession has be- come the last resort of unem- ployables. Implementing UCPMP volun- tarily is definitely the way forward both in the interest of patients and people working in the industry. However the government must play an ac- tive role as many players in the market have neither the interest nor the inclination for ethical promotions and people development. Healthcare must reinvent itself and become committed to patient care and people development - market share will follow. ▌ Write to the Editor: MedicinMan UCPMP: Does Healthcare Need a Anna Hazare? UCPMP Special
  9. 9. MedicinMan MedicinMan contacted industry leaders for their response to UCPMP. Here‘s what they said. "Broadly, I feel we have the strongest provisions and stat- utes in place but though cli- chéd we have to go back to the enforcement part. Unless India strengthens its mecha- nisms to check violations and ensure strictures, it will be very tough to bring any men- tionable sanity to the idea of ethical marketing of pharma- ceutical brands. India is slated to be a $55 billion market by the end of the decade and we are al- ready closing at $12 billion. There is enough to do here by means of awareness and val- ue driven growth." ▌ Vikas Dandekar, India Bu- reau Chief, Elsevier Business Intelligence Notable Comments on ―Appreciable and much needed initiative on the part of the DoP. This should be widely publicized in me- dia including TV. Norms regarding Medical Reps should be reviewed periodically. An annual audit of complaints will make certain concerns disappear.‖ R D Joshi, Secretary General OPPI (1984-2004) The DoP guide- lines are a wel- come move and the UCPMP appears fairly similar to the guidelines in the US. There is however a world of difference in the sce- nario here. It is very rele- vant to countries where patented molecules are being introduced on a regular basis and com- parisons with existing therapies and brands are an essential part of a launch strategy and tactics. The Govt. and Trade Associa- tions have already strangled the Indian Pharma industry so much that a large majority are gasping for breath. I do not think that Pharmaceutical Companies are very keen to squander their hard earned money on freebies. Let's face it, they are compelled by the very noble profession to shell out huge sums for all the free- bies. The debate about product claims by the Pharma Compa- nies in India, are also irrele- vant. If a molecule is new and the medical profession is be- ing misled by a company, citing flawed trials, that would constitute a criminal offence. Most of the mole- cules marketed in India have 30 to 50 or more brands and all knowledge about the mol- ecules are in the public do- main. Hence, the question of misleading does not arise, unless the Doctor is an igno- ramus or a quack. The UCPMP will however usher in a new trend in Prod- uct Management where the wording of a claim or benefit will adhere to the letter and spirit of a clinical trial or a publication. Most companies do not have a Medical Advi- sor or Department and adver- tising copy is created by peo- ple who know very little about the molecule or its place in therapy. Coming to the underpaid hap- less Medical Representative who has to 'produce or per- ish'. This MR is paid less than Industrial Casual Labourers and is expected to be well versed in Medicine !! Most Doctors are visited by about 20-25 MRs in a day. If this UCPMP forbids samples and various promo materials, I feel that the days of a few 1000 companies are numbered. The code will be effec- tive when the Govt. reins in Trade Cartels and also regulates the Medical Profession. Otherwise UCPMP will turn out to be a 'ideal treatment' for the wrong disease. ▌ Prabhakar Shetty is an industry veteran. He rose from MR to Assoc. Director at Parke Davis. He is currently a Director at Acumen MMC. Email: Prabhakar Shetty “I do not think that Pharmaceutical Companies are very keen to squan- der their hard earned money on freebies. Let's face it, they are com- pelled by the very noble profession to shell out huge sums for all the freebies.” UCPMP Special Vikas Dandekar Page 9 ―Seems unlikely that all companies will follow the guidelines... I think it be a great effort if all just read it !!‖ - Deepak Paliwal, Head-Marketing, AIOCD AWACS ―Field representatives will be required to pull up their socks and equip themselves with both product knowledge and skills. Since sampling will be controlled, this will have a positive impact on the bottom line of companies.‖ - Preeti Mohile, Co-Founderand MD,MediaMedicCommunicationsPvt.Ltd.
  10. 10. MedicinMan Love at Many Sights - Insights from Across the Border Seeing the title of this article, you might be tempted to think of it as a matrimonial or a marriage proposal. However the title relates to my passion and love for my profession which is Pharma Marketing. I was relocated by my compa- ny PharmEvo to Sri Lanka from Pakistan in January 2011 as a Product Manager. I was selected to turn around our operations in Sri Lanka and was put in charge of development and expansion of the market. It was my dream at the time of completing my MBA to become a CEO in 12-15 years‘ time and this assign- ment is a blessing as it takes me one step closer to my des- tination. When I was leaving my office in Pakistan for this assign- ment, I was instructed by my seniors to: 1. “Create net- works‖ by my Sr. M.M 2. “Be a silent observer‖ by my Director Marketing and 3. “Follow up‖ by my M.D. I was fortunate to have these three persons to guide me – it is like attending school for being a future leader. Now to lift the curtain on my mysterious title, ―love at sev- eral sights‖. Briefly it relates to the way in which we treat our customers – meeting them regularly and caring for them as a family. James Stewart, an American actor, once said, ―Never treat your customers as audience, always as partners‖. Thomas. J. Peter (American Author and consultant) said ―The magic formula that successful businesses have discovered is to treat customers like guests and employees like people.‖ Likewise, I say ―I love my customers‖. That starts when you remain with them like a family and treat them as prior- ity. Whenever, I meet my custom- ers, I always wear a smile to make them feel at ease. I de- liberately start my discussion with any news topic or current affairs and even with family touch points. This helps me to involve them in a way that I want and receive insights about what they want and need. I always try to Google their interests and find personal interest in those things. Some- times, I meet them only to provide an article / news item / magazine or discuss cultural / language and tradi- tional differences and similar- ities. The most important lesson which I give to my colleagues is to serve the doctors as MedicinMan has caught the imagination of Pharma pro- fessionals from all over the world. This article from a Pakistani professional work- ing in Sri Lanka and writing for an Indian Magazine is a proof of that. Pharma professionals in South Africa are also inter- ested in reproducing MedicinMan in South Afri- ca. MedicinMan welcomes contributions from Pharma professionals from all over the world. ~ MM Abdul Basit Khan though you are the only per- son who can take care of them. I avoid formal or traditional way of communication to grab attention. Instead, I make them feel that I can help them when they need me. This in turn helps me to connect with external customers emotional- ly. I apply the same rule to my internal customers, so they share all their concerns with me. I mentor and coach my col- leagues and help them to for- get their problems and take their job as challenge and opportunity. Sometimes, I meet with their families, stay at their homes and share my past so that they realize that I am not an alien or a spooky manager but their friend. I always take their challenges on my shoulder and am ready to support them in achieving their goals. I hate the word ―Boss‖ and treat my people as family. I keep them motivated through infusion of internal healthy competition and giving con- tinuous encouraging enablers and rewards. This is all I do to keep my topic alive - ―Love at several sights‖. ▌ Abdul Basit Khan is a Prod- uct Manager at PharmaEvo Ltd. in Sri Lanka. He is origi- nally from Pakistan. Contact him at: Abdul is a Pakistani National working in Sri Lanka Page 10 I MENTOR AND COACH MY COLLEAGUES AND HELP THEM TAKE THEIR JOB AS CHALLENGE AND OPPORTUNITY. SOMETIMES, I MEET WITH THEIR FAMILIES, STAY AT THEIR HOMES AND SHARE MY PAST.
  11. 11. 60 Seconds for Patients and 16 Seconds for MRs An article by Adi Narayan of Bloomberg on the plight of Medical Reps waiting for cardiologist P.L. Tiwari in Bombay Hospital has become a trending story on the Net. The good doctor is inundated with Medical Reps (MRs) and limits their visits to Friday nights. He disposes of 30 MRs in 8 minutes flat; that‘s 16 seconds of the good doc- tor‘s valuable time per MR. The good doctor however does not complain about be- ing inundated by 50 patients every day. One wonders about the quality of patient care in such situations given the seri- ousness of cardiac ailments. This gains significance in the light of a Times of India re- port about MCI‘s proposal to make it obligatory for doctors to spend quality time with patients. Both the Bloomberg and TOI article can be read @ The highlights of the Bloom- berg article are: ―Pharmaceutical sales in India have increased at 14 percent annually since 2005, stoked by rising incomes and surging rates of CAD, diabetes and cancer. DTC is banned in India, so Pharma companies are trying to tap the $12 billion market through a sales force of 100,000 that is predicted to at least triple by 2020. (This figure is suspect as a Business World article in 2003 indicat- ed the number of MRs to be 300,000.) India‘s 10 biggest pharmaceu- tical companies, Dr. Reddy‘s, Cipla, Pfizer and Glaxo -- bolstered their combined sales forces by more than 6,000. India has 92,000 brand names of registered pharmaceuticals. About 90 percent of prescrip- tions are generics, which companies seek to differenti- ate with unique names -- mak- ing them branded generics. Prices of the brands can differ by as much as 75 percent for 10 tablets, according to MIMS. When prescribing, Indian doctors typically refer to brands rather than chemical names. Chemists are prohibit- ed from substituting one ge- neric for another, even if it‘s cheaper, so MRs persuade doctors to think of their brands first. There are at least 43 brands of blood-pressure drug, olmesar- tan, which is sold by Merck as Olmighty and by Glaxo as Benitec. According to McKinsey, there will be at least three Medical Reps for every 10 doctors by 2020. ―MRs are getting crowded out of the doctors‘ chambers,‖ especially in In- dia‘s largest cities. Growth in salaries has out- stripped productivity with MRs at Ranbaxy, Cipla, Dr. Reddy‘s and Lupin generating less revenue than they were two years ago, according to Edelweiss Securities report. The pharmaceutical industry‘s influence in driving sales is facing resistance from the Medical Council of India in New Delhi. MCI -- the top government body responsible for setting ethical standards. MCI is restricting sponsorship of medical events, including paying for doctors‘ flights and accommodations. The council is seeking a sys- tem requiring India‘s 800,000 doctors to continue updating their knowledge and skills. For some doctors, sales pitch- es from pharmaceutical com- panies are their only source of new medical information. Biased information from the industry is influencing doc- tor‘s decisions, said Pankaj Chaturvedi, a cancer surgeon at Mumbai‘s Tata Memorial Hospital.‖ In the light of the above, training and development of Pharma field sales profession- als gains even more signifi- cance. For example they now have to communicate like a 30 second advertisement jin- gle on TV. Their attire and appearance becomes the first layer of communication and they need to develop resili- ence in their attitude. In short, a complete shift of mindset. Hopefully these adverse times will lead to pharma compa- nies taking genuine interest in the development of their field force that will equip them with skills to deal with changed market conditions. ▌ ~MM Page 11 MedicinMan To train MRs first of all the trainer should have the fun- damental belief in communi- cation as a medium of reach- ing the customer. 20 seconds sometimes is pretty long time to face a customer when you have nothing of substance to communicate. Usain Bolt covered 200 meters in 19.19 seconds. When you train the MR ask him to sit in front of you silent and check how long it takes to cross just 10 seconds. If you have information on the customer and can classi- fy him as (1) Believer and User (2) Believer but non- user and (3) Non-Believer - Non -User then your com- munication can be fine tuned. Believe me when a good communicator meets the doctor, the first surprise begins - nowadays good communicators are a rarity. K. Chandrasekharan is a Consultant—Pharmaceutical and Life Sciences Operation at “Chase” Corporation. This comment was made on Indian Pharma Connection on Linked-in Comments K. Chandrasekharan
  12. 12. Page 12 MedicinMan ONE NEED NOT SHY AWAY FROM REPORTING ADVERSE EVENTS. LEVERAGE ON THE FACT THAT THE SCIENCE OF SAFETY CAN BE A SOURCE OF CONTINUING BUSINESS. IT IS NOT THAT ONE DRUG IS BETTER THAN ANOTHER. IT IS ABOUT FINDING OUT WHICH PATIENT RESPONDS BEST TO WHICH DRUG. - Viraj Suvarna For the field force managing adverse events (AEs) is an onerous task, fraught with the prospect of irritating an al- ready irate customer. This article empowers every field sales person to use AEs into Rx opportunities. By looking at Pharmacovigi- lance beyond drug safety and compliance, Medical Reps can turn it to a point of cus- tomer engagement. Some- thing that can be the differen- tiator and a core competence. The spontaneous adverse event reporting system is a mandatory requirement for companies interested in dis- charging their responsibility towards their patients as long as their product is marketed. When a doctor reports an ad- verse event, instead of getting scared that the doctor may not prescribe the product ever again or worse still tell other doctors not to prescribe, Medical Reps should empa- thize with doctors and inform them about the company‘s safety department which con- scientiously collects all such information and feeds back the analysis of the safety pro- file of the product in the real world. The Medical Rep must then inform his immediate supervisor and the company‘s medical department. The company‘s clinical safety officer then connects with the concerned doctor and thanks him for honoring their report- ing obligation and puts them in touch with the product phy- sician who then proceeds to engage the reporting doctor in a conversation that enables the product physician to un- derstand the circumstance of the case and gives an oppor- tunity for the doctor to under- stand the reason behind the adverse event. The product physician can provide data on similar events that may have occurred in India and across the globe. This way the doctor under- stands the event fully. It is possible that the adverse event may not have been causally related to the drug. The event could have been caused by a drug-drug inter- action or perhaps the doctor may not have used the prod- uct as per the label. Thus the doctor learns to match the right patient to the right drug and how to use the product optimally, maximiz- ing the benefit and minimiz- ing the risk. He is reassured of the wealth of evidence on the product's safety and tolerabil- ity, both in randomized con- trolled trials and in the real world, and continues prescrib- ing the product with greater confidence. This experience improves credibility of the company in the eyes of the customer. Continuing safety data on a product, if analyzed carefully, can reveal a whole lot of in- formation which can help further the science around the product. At times it can lead to a new indication and a blockbuster product as hap- pened with Viagra and erec- tile dysfunction. Medical Reps could even conduct Pharmacovigilance work- shops using real life examples of the product which can lead to more Rx opportunities. To conclude, one need not shy away from reporting ad- verse events but instead lever- age on the fact that the sci- ence of safety can be a source of continuing business. It is not that one drug is better than another. It is about find- ing out which patient re- sponds best to which drug. And which patient may not. Continuing benefit to risk assessment (BRA) helps put the product in perspective and gives the medical community a clearer picture of how to use a product in as safe a manner as possible. After all, all of us can be patients. Even doc- tors..▌ Viraj Suvarna is Medical Dir. at Boehringer Ingelheim. Email:..viraj.suvarna@boehri Differentiation Through Pharmacovigilance How Field Force can convert Problems into Rx Opportunities
  13. 13. Dear Anup Soans, glad you still support the classical approach of clean (ethical!) demand generation. Believe me, it is not just the quality of foot soldiers, the rot comes down from the top! When I entered the field, all my superiors were hard core field people. They were not perfect, but they did have an excellent grasp of the subject, a good idea of what was ex- pected of them, and a clear idea of how to go about it. Most of them ascended from the ranks. Those who came in at higher levels did not overrule meth- ods arbitrarily, but familiar- ized themselves with opera- tions, and only after discuss- ing with core managers, did attempt to change anything they felt needed changes. The scenario today is that somebody who comes even when the going is great dis- cards existing practices, even junks great products as soon as possible, and attempts to replace those with his/her historical baggage, with- out even assessing wheth- er the changes would blend with operations, resulting in multiple obstacles, and the decline thereafter is attributed to the non-cooperation of the field and inability to imple- ment best practices from across the spectrum - spec- trum meaning the earlier en- vironment that the new guy comes from. Naturally attri- tion multiplies manifold. I would like to mention that these new heads do not ever experience the working of the According to legend, Mazatec Indians who live in Mexico do not share anything as they believe that even greeting someone with good wishes involves giving away something from their personal fortune. Mazatec Indians do not make any efforts to help ease the burden of their fellowmen. They do not even like to have a second child because they believe that they will have to love the first child lesser. Mazatec Indians are a dwin- dling tribe toady with only around 18,000 surviving. MedicinMan Are You a Mazatec Manager? A SuperVisionSeries Insight Many front-line managers tend to operate like the Mazatec Indians; they believe that if they encourage, share and develop their colleagues, they will lose their position. This insecurity is often at the root of underdeveloped/poor quality MRs in terms of knowledge, skills and attitude. How to overcome this insecu- rity and develop team mem- bers to facilitate great perfor- mance? Leadership is like a fish. The rot begins in the head. Experienced fish eaters check the head of the fish for freshness before buying it. If the head is good, then the whole fish is good. Many sales teams are led by incompetent people at the top. They feel threatened by com- petent people. So they always hire someone they can easily manage; someone they be- lieve knows less than them. As a result the company at- tracts only poor quality peo- ple who naturally perform less than their leader. SuperVision for the SuperWiser Front-line Manager is a first-of- its-kind Learning and Develop- ment tool crafted to address the development needs of Pharma Front-line Sales Managers. systems followed earlier or implementing their diktats by working first hand. ―Run after a huge segment!‖ It is huge, because everybody is into it! What you get out of it is a fragment! There are too many guys fighting for a share of a 'Copy!' In these circumstances, train- ing of course must morph to dance to the tune of this boss. 'Get sales, get sales, get sales! Don't spend time even on prospecting for the right customer, or waste time on learning about what you are promoting! Do what you are told! Written by a veter- an pharma sales professional. Page 13 Avail a Special Discount of up to 45 % on bulk purchase of SuperVision for the SuperWiser Front-line Manager. Mail: Call: +91 934 2232 949 Anonymous Letter to the Editor Avail a Special Discount of up to 45 % on bulk purchase of HardKnocks for the GreenHorn. Mail: Call: +91 934 2232 949
  14. 14. E-reporting or Sales Force Automation? Page 14 “Many a wrong step was taken by standing still”. Indian Pharma- ceutical Industry is one of the fastest growing sectors at 14% growth rate. Despite such buoyant growth as well as increased penetra- tion of Internet, Indian Pharma has shown re- sistance to embrace tech- nology to enhance sales & marketing effectiveness. On the other hand compe- tition is fierce given the fact that there is minimal difference between brands. The company with better rela- tionship with doctors and bet- ter activity efficiency have a notional edge in the market place. With redefined business prior- ities, changing market scenar- io and pressure from competi- tion, companies look for a quick fix solution. There is a widespread talk of Pharma SFA being the panacea for all business problems. Some companies jump into the bandwagon without proper understanding or research. The reasons to look at an SFA product are evident. Pressure from competition, no proper IT unit within the company and no defined budgets. Choosing the SFA product then becomes a tactical initia- tive mostly driven by fear. Enter e-reporting. A stripped down version of SFA provid- ed as a cheap alternative. Low cost turns out to be the USP. The typical e-reporting tool has a bunch of daily call entry screens, sample management and some reports. At best, the information from this system will help understand activity efficiency of MRs. But the one question that should loom in front of the Pharma compa- nies is that ―Do these features help us achieve business pri- orities‖? I believe that business leaders look for comprehensive solu- tions to address business pri- orities. Given this, let‘s at- tempt to define what an SFA should be. Sales Force Automation: A tool that: Records all events in the sales process Records Pertinent data driv- en by those events Automate the process of data collection Integrates with other rele- vant systems like Primary, Secondary sales data, HR systems Has Built in Control indica- tors Instantly propagates data into reports for meaningfully decision making Needs to align with Pharma sales process In essence SFA needs to dy- namically link sales force strategy and operational ac- tions. A typical output of an SFA should highlight the cause and effect variables i.e. which action of yours has yielded what kind of results. Using this information, the abil- ity to forecast sales numbers is of para- mount importance. If your goal is to manage by objectives, Pharma SFA should be a perfect ally in automating all processes and data collection and deliver meaningful reports for deci- sion making. Do not fall for cheap me-too alternatives of e reporting tools sold under the garb of an SFA. The cost of undoing and redoing this work could be of monstrous proportions. Make a smart buy. SFA should be Easy to buy, Easy to Use. Rajesh Rangarajan is Partner and Chief Marketing Officer at SwaaS Systems. Email: MedicinMan Rajesh Rangarajan SFA needs to dynamically link sales force strategy and operational ac- tions. A typical output of an SFA should highlight the cause and ef- fect variables i.e. which ac- tion of yours has yielded what kind of results. Using this infor- mation, the ability to fore- cast sales num- bers is of par- amount im- portance.
  15. 15. Though I work as a Training Manager today, I still have the heart of a Sales Person. I worked in the field for 15 years and I always felt proud to be a Sales Professional. A Sales Job teaches one the Art of Living. A Sales Profes- sional will always have an edge over Rest of the World, as the Sales Job provides Ho- listic Development & Multi- ple Intelligence. A Sales Professional deals with outside world on a con- sistent basis. To be Success- ful, he has to deal with every Proud to be a Sales Professional ! Customer differently & he learns the nuances of handling different people. Every day, he wakes up with a Challenge and subcon- sciously, he has programmed his mind to perceive ―Challenge‖ as ―Opportunity in Disguise‖. Experientially, he learns how to convert a Problem into an Opportunity. A Sales Professional gains from every experience:  He meets a Friendly Cus- tomer… he learns Rela- tionship Building  He meets a Conservative Customer… he gains a Never Give up Attitude  He persists long enough to convince a Custom- er… he develops Com- munication Skills  He travels and stays in different markets… he becomes adaptable A Sales Professional who has a winning attitude and works on self-development will achieve Success in all walks of life. ▌ MedicinMan Invites Contributions ~ MedicinMan will chroni- cle the achievements of people who began their career in pharma and allied field sales like medical devices and grew to positions of emi- nence. This is to moti- vate the current crop of MRs and other field sales people as well as to market the pharma industry to attract tal- ent. Contributions, contacts, and success stories are welcome. Joshua Soans Executive Editor MedicinMan RM Saravanan Training Manager Chiron Panacea I have always considered Medical Representatives to be the knowledgeable front-line warriors of the medical fra- ternity, delivering the best to the patient. Because of this attitude, I have always been engrossed in my work. As a Rep, one is constantly facing challenges. Launching a product which involves lots of care and pains to make the patient communi- ty understand the benefits of the product is a challenge in itself. Secondly, seeking coopera- tion from the medical fraterni- ty to receive very personal information on who can use such a sophisticated lifesaving drug is another challenge. But overcoming them gave me self-confidence to face more challenges in such a way that they have never been a hurdle to me. In conclusion, a Medical Rep‟s job makes a person confident enough to endure the hardships of today‟s corporate world. It should be a part of professional curriculum of those who see themselves as future lead- ers. ▌ - Atish is Manager, eProbe Research Sales : A Stepping Stone to Success in Life Page 15 First of all, a sales person is a fearless person. He learns how to overcome obstacles and come out as a winner. He learns tenacity. He cultivates a never give up attitude and patience. He sees every cus- tomer as a teacher. The boss‘ pressurizing every month is his monthly stress manage- ment class. His demanding customers teach him to care for people and their needs. He learns so many life les- sons on the job and if he ap- plies that in daily life he is approaching towards becom- ing a near perfect individual. I salute to every such profes- sional. He (or she) is not only playing a pivotal part in mov- ing the economy but also close to becoming an ideal human being. ▌ Amruta Bhavthankar Exec. HR, Chiron Panacea Sales: An Education for Success in all Aspects in Life - Atish Mukherjee
  16. 16. MedicinMan ―C O N G R A T U L A T I O N S!!! This is a brilliant initiative, and I strongly feel it's merely the first step in a tremendous movement towards Field Force Excellence in times to come. I urge all my friends and colleagues to read the magazine, and grace the initiative by contributing fully in the forthcoming issues, so that we pave a way for a healthier tomorrow of our very own Industry for the "future generations" to come.‖ - Sandhya Pramanik, Regional Training Manager, Merck India Dear Anup Soans, I am astonished by the outstanding work that was put into the Sales Force Effectiveness Magazine. I am a Training Manager at Adcock Ingram, a South African pharmaceutical company. I would like to adopt your idea to the SA pharmaceutical industry since after reading your first edition, I realize that the industry is similar. - Rebone Edith Matlala, Training Manager, Adcock Ingram, SA ―Great work! Have spread the word for both the pdfs as well as the online version to my sphere! Best Wishes!‖ - Dinesh Chindarkar, Country Head for Global HealthPR ―Congratulations for this innovative idea & its realization. Ajit Kumar Singh, Pharma Trainer; Patna. Good Initiative Anup. I am sure it will benefit a lot of people. The content is simple and quite realistic. wish you all the best. - Jay Anand, National Manager, Reckitt Benckiser ―MedicinMan… absolutely brilliant !!! It has filled up a huge void in pharma biz.‖ - K.P. Ragina, Vice President, Sales Training and Development, Abbott I felt delighted to read MedicinMan. It feels Great that Industry does think of smaller players like ABMs and MRs when everywhere figures matter. I congratulate you for bringing this beautiful magazine to address the needs of Pharma Sales Professionals. - Ziaul Khan, Business Manager, Cipla Lifecare ―It's a good initiative. I am sure it will not only bring togeth- er a lot of fellow professionals but offer them useful tips for progress in their careers. Congratulations!‖ Narayanadas Upadhyayula, Veteran MR, Brilliant Columnist and Chief Consultant, BRIHAS Consulting MedicinMan reaches over 10,000 healthcare sales, marketing and HR professionals. ~ To advertise and collaborate with us contact: +91 934 2232 949
  17. 17. themselves aren‘t given the necessary training to improve their own skills. Delta Point says: ―A sig- nificant gap exists be- tween the importance placed on skills that enhance customer rela- tionships and the training structure and opportuni- According to an article by Lisa Roner, (, ―More than 100 re- spondents from 20 phar- ma companies, includ- ing eight of the largest drug makers, say that in spite of being in charge of overseeing thousands of reps in the field, they ties that pharmaceutical companies are currently providing managers.‖ If this is the case in de- veloped markets, the situation in India could be much worse. It is a given that Medical Reps and Front-line Managers form the back-bone of Neglect of Pharma Frontline Managers We’ve Made Some Value Addition to Our Editorial Board ! I N T R O D U C I N G O U R N E W E D I T O R I A L B O A R DEditor Anup Soans Author & Former Executive Director and COO of India‘s leading medico- marketing and CME publisher. He began his career as a Medical Rep +91 934 2232 949 Executive Editor Joshua Soans MA Development Studies, IIT-M +918553030949 COO Arvind Nair A Veteran in Medical Communications. He has worked with IJCP & McCann Erickson Published and Printed for MedicinMan by Joshua Soans at 22 North Road, Cooke Town, Bangalore 560084 Shashin Bodawala is Director Sales, Boehringer Ingel- heim. He has 25 years experience in pharma with leading MNCs like Pfizer. He started his career as a Medical Rep with Hoechst India. Product train- ing has be- come an eye wash. Having people with great com- munication skills, right vision for the career is the requirement. But how many of the MR's select- ed really have these skills? Trending Discussion on Linked-in on Indian Pharma Connection “Front line Managers today are either prematurely promoted or not trained properly adding to industry woes of Attrition, Non Performance & Bad Image.” Starting from the promotion process, to training, coaching and mentoring is flawed in most instances and the result is evident. Like breeds like. Why have we forgotten that the today‘s sales manager was also selected through the same route. What is the HR Department doing? Proper selection, training is of utmost importance. - Aditya Moona Prabhakar Shetty is Director, Marketing and Training, Acumen MMC. He started his career as a Medical Rep and rose to the position of Associate Director, Parke Davis. He has held many senior positions in India and the USA. Dr. Shalini Ratan is Founder and Chief Knowledge Facilita- tor, NIRVAN Life Sciences. She has over 15 years‘ experience in medico-marketing, and training field force. She was med- ical affairs consultant at Wyeth. Pharma sales. Yet this importance does not translate to action in terms of equipping them with skills that will empower and make them effective. ▌ ~ An MR is crushed be- tween FM and Dr. They always look forward for a Tool which can help them get Dr‘s attention. They need to be made Self de- pendent with confidence and skills. But will people with these skills want to become an MR? - Dr. Shalini Ratan Salil Kallianpur Marketing Manager at India Medtronic. He has over 16 years ex- perience. He was GPM at Pfizer He is a leading healthcare blogger at salilkallianpur.wordpr-