Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Pharma Field Force Excellence 2016 and BrandStorm

1,252 views

Published on

MedicinMan February 2016 issue
Please download your FREE copy to know all about FFE 2016 and BrandStorm - Indian Pharma's premier events for Field Force and Brand Building

Published in: Healthcare
  • Be the first to comment

Pharma Field Force Excellence 2016 and BrandStorm

  1. 1. MEDICINMANField Force Excellence February 2016| www.medicinman.net Since 2011 ANINVITATION FROMTHEEDITOR D ear Reader, We at MedicinMan are strongly committed to the cause of professional excellence among Pharma Frontline Sales Professionals and Brand Managers. In this pursuit, we’ve brought you over 50 issues of MedicinMan since 2011. As a part of this pursuit for excellence, we host 2 conferences at the start of every year - FFE & BrandStorm. Both these events are attended by Pharma Thought Leaders, both as speakers and participants, many of whom have been closely associated with MedicinMan over the years. I take this opportunity to invite you to the two most awaited pharma events of 2016 - FFE & BrandStorm, to be held on 16th (Tues) and 17th (Wed), February at the Courtyard Marriott, Mumbai. Come to Learn, Share & Network. Register at goo.gl/w016ar - The Editor. Connect with Anup Soans on LinkedIn | Facebook | Twitter Anup Soans is an Author, Facilitator and the Editor of MedicinMan. Write in to him: anupsoans@medicinman.net Meet the Editor FFE&BrandStorm2016 16TH AND17TH FEBRUARY2016 ATTHECOURTYARDMARRIOTT,MUMBAI Darshan Patel Partner, PwC Renganathan CT Managing Director, RPG Life Sciences YS Prabhakar Chief Executive Officer, Sutures India Ali Sleiman General Manager India, Merck Serono Vikas Dandekar Editor-Pharma/Health- care, Economic Times Satya Mahesh Head, Business Excellence, Boehringer Ingelheim Nandita Dandekar Respiratory Commer- cial Manager, GSK Ajit Nair Marketing Manager, Sanofi Daleep Manhas GM & AVP, McCann Health Deep Bhandari Head of Business Unit -Multiple Sclerosis, UCB Salil Kallianpur Commercial Director - Classic Brands, MENA-CIS & Russia, GSK VK Sharma, Assoc. VP (Marketing & Sales), Unichem Praful Akali MD, Medulla Commu- nications Amit Akali Creative Consultant, Medulla Communi- cations Dr Manish Verma MD Director Medical Affairs, Sanofi K. Hariram MD (retd.), Galderma India Jagmohan Singh Rishi Assoc.VPLearning&Devel- opment,BusinessAnalytics &Digital,Wockhardt Sankar Dass, COO & Director, CURATIO Healthcare Pankaj Dikholkar, General Manager, Abbott Confirmation Awaited Confirmation Awaited
  2. 2. FFE2016-AGENDA&SPEAKERS Tuesday, 16 February 2016 0830 to 0920 - Business Breakfast 1. KEYNOTE ADDRESS - 0930 to 0950 Keynote Speaker: Darshan Patel, Partner, PwC lnked.in/drshnp 2. CEO ROUND-TABLE 1000 to 1115 Topic: “Field Force of the Future” Speakers: - CT Renganathan, Managing Director RPG LifeSciences lnked.in/ctra - YS Prabhakar, CEO Sutures India lnked.in/yspr - Ali Sleiman, General Manager India, Merck Serono lnked.in/alis Moderator: Vikas Dandekar, Editor - Pharma & Healthcare at The Economic Times lnked.in/vksd 1115 to 1145 – Tea Break 3. PANEL DISCUSSION - 1145 to 1300 Topic:“Generating Rx is not the Job of Field Force Alone. Role of Marketing, Medical, HR and L & D in Building the Rx Capabilities of the Field Force.” Panelists: - Deep Bhandari, Head of Business Unit - Multiple Sclerosis, UCB lnked.in/deep - Jagmohan Singh Rishi, Assoc. VP Learning & Development, Business Analytics & Digital, Wockhardt lnked.in/jgri Moderator: Anup Soans, Editor, MedicinMan lnked.in/anup 1300 to 1400 – Lunch Break 4. THOUGHT LEADERSHIP – 1400 to 1445 Topic:“Making SFE Work for Your Field Force–Practical Issues in Developing and Implementing a Robust SFE Plan“ Speaker: Satya Mahesh, Head, Business Excellence, Boehringer Ingelheim lnked.in/stya 5. THOUGHT LEADERSHIP - 1445 to 1530 Topic:“Why and How of Sales Hierarchy: Functions of Sales Management and Role Clarity from Front-line Manager to National Sales Manager” Speaker: VK Sharma, Associate VP (Marketing & Sales), Unichem lnked.in/vkshrma 1530 to 1600 – Tea Break 6. PANEL DISCUSSION - 1600 to 1700 Topic:“Coaching for Sales Excellence – How Can It Work in the Front-lines?” Speakers: - K. Hariram, MD (retd.), Galderma India lnked.in/hari - Anup Soans, Editor, MedicinMan lnked.in/anup FFE 2016 Highlight Launch of MedicinMan app for Android and iOS will take place at FFE 2016. See ad on P6. Developed in partnership with Pharmatask. Contact:ChhayaSankath chhaya@kmv.co.in +91-986-742-1131
  3. 3. BrandStorm2016-AGENDA&SPEAKERS Wednesday, 17 February 2016 0830 to 0920 - Business Breakfast 1. KEYNOTE ADDRESS - 0930 to 1000; Q & A - 1000 to 1015 Topic:“What does it take to Build Strong Sustainable Brands in the Indian Pharma Market?” Keynote Speaker: Sankar Dass, COO & Director, CURATIO Healthcare lnked.in/sdas 2. PANEL DISCUSSION Topic:“UCPMP & MCI Guidelines - Implication for Pharma Marketing” Speakers: - Darshan Patel, Partner, PwC lnked.in/drshnp - Salil Kallianpur, Commercial Director - Classic Brands, MENA-CIS & Russia, GSK lnked.in/salil - Deep Bhandari, Head of Business Unit - Multiple Sclerosis, UCB lnked.in/deep 1115 to 1145 – Tea Break 3. CASE STUDIES AND PANEL DISCUSSION - 1145 to 1300 Case 1: “Building a patient-focused sustainable business” Presenter: Nandita Dandekar, Respiratory Commercial Manager, GSK lnked.in/nandita Case 2: “Success of the Plavix brand” Presenter: Ajit Nair, Marketing Manager, Sanofi lnked.in/ajit Case 3:“There is no shortage of data but how effectively is it mined and is it giving you the insights to change behaviour and practice?” Presenter: Daleep Manhas, General Manager & Associate Vice President at McCann Health lnked.in/daleep 1300 to 1400 – Lunch Break 4. SESSION:“Unleashing the Power of Digital Marketing” – 1400 to 1530 Speakers - Praful Akali, MD, Medulla Communications (discussion leader) lnked.in/praful - Amit Akali, Creative Consultant, Medulla Communications (discussion leader) lnked.in/amtk - Pankaj Dikholkar, General Manager, Abbott lnked.in/pankaj - Dr. Manish Verma MD, Director Medical Affairs, Sanofi lnked.in/mvrma 1530 to 1600 – Tea Break 5. IN-DEPTH - 1600 to 1700 Topic:“Comparative Study of Sun Pharma and Mankind Pharma Business Models” Speaker: VK Sharma, Associate VP (Marketing & Sales), Unichem lnked.in/vkshrma Contact:ChhayaSankath chhaya@kmv.co.in +91-986-742-1131
  4. 4. DELEGATE REGISTRATION DELEGATE FEE* MATRIX FOR FFE 2016 & BRANDSTORM 2016 All figures in INR FFE BRANDSTORM BOTH PHARMA DELEGATES 9,000/- 7,000/- 14,000/- SERVICE PROVIDERS 20,000/- 20,000/- 35,000/- To register, make payment and email payment and delegate details to Chhaya Sankath (chhaya@kmv.co.in) CHEQUE PAYMENT Payment must be made in INR by Cheque / Bank Draft and must be received prior to the conference. Cheques to be issued in the name of “KNOWLEDGE MEDIA VENTURZ LLP”, payable at Mumbai. SEND CHEQUES TO: Chhaya Sankath, A-302, Kshitij C. H. S. L., Off Film City Road, Behind Satellite Towers, Goregaon East, Mumbai 400 063 PAY BY ACCOUNT TRANSFER NEFT DETAILS BANK: AXIS BANK BRANCH: GOREGAON WEST, MUMBAI (MH), GR FLR, PATKAR COLLEGE, S V ROAD, GOREGAON WEST, MUMBAI -62. ACCOUNT NAME: KNOWLEDGE MEDIA VENTURZ LLP ACCOUNT NO: 913020033732313 IFSC CODE: UTIB0000647 PAYMENT OPTIONS *Service Tax of 14% + Swacch Bharath cess of 0.5% will be charged extra. SEND US ALL THE FOLLOWING DETAILS TO CONFIRM YOUR REGISTRATION NAME: DETAILS OF CHEQUE/ NEFT TRANSFER: COMPANY: DESIGNATION: ADDRESS: EMAIL & MOBILE: Send details of payment and delegate details to Chhaya Sankath (chhaya@kmv.co.in | +91-986-742-1131)
  5. 5. 5 | MedicinMan February 2016 CONTENTS MedicinMan Volume 6 Issue 2 | February 2016 Editor and Publisher Anup Soans CEO Chhaya Sankath Chief Mentor K. Hariram Editorial Board Salil Kallianpur; Prof. Vivek Hattangadi; Shashin Bodawala; Hanno Wolfram; Renie McClay Executive Editor Joshua Soans Letters to the Editor: anupsoans@medicinman.net 1. Implementing New Ideas: Lessons for Product Managers .............................................7 When driving a new sales plan, high levels of motivation in the sales team is necessary but not sufficient for the success of the plan. Having the right skills and free and open feedback mechanisms are key. Raja Reddy Always Be Coaching ........................................9 Sales Coaching is the ABC of sales success. Why is it that so few get it right? K. Hariram 3. Sales Targets: Getting it Right ...................12 How to set sales targets that are challenging but fair. Amit Jain 4. E-detailing: A Primer ...................................15 A quick take on the important digital touch points pharma can use to reach out to Doctors. Vivek Hattangadi
  6. 6. TheMedicinManapp. Forthepharmaprofessionalonthego. ITSHERE!! TheMedicinManappforAndroidandiOS. WeareproudtoannouncethatwewillbereleasingtheMedicinManappforAndroidandiOSatFFE2016. Today’spharmaprofessionalsareconstantlyon-the-go.Pharmareps oftenspendupto80%oftheirtimeeithertravelingtomeeta doctororinthedoctor’swaitingroom. TheMedicinManappisfortheconstantlymobilepharmaprofessional.NowallyourfavoriteMedicinMancontentwillbeavailable onyourmobile-frommarketintelligencetoselfdevelopmentandmotivationaltools. DevelopedinpartnershipwithPharmatask.Visitpharmatask.com Launchdate:17February2016 Tokeepyourselfinformedabouttheavailabilityoftheappfordownload,sendamailtoanupsoans@gmail.com with“MedicinManApp”asthesubject.
  7. 7. IMPLEMENTING NEW IDEAS: LESSONS FOR PRODUCT MANAGERS When driving a new sales plan, high levels of motivation in the sales teamisnecessarybutnotsufficientforthesuccessoftheplan.Having the right skills and free and open feedback mechanisms are key. 7 | MedicinMan February 2016 A few years ago, as a young product manager I had the first opportunity of designing and implementing an idea. This idea involved using a new tool and had the potential to acceler- ate sales. Before presenting the concept to the sales team, I had personally tested the model on a real time basis. Following the test experience I became even more confident in the success of the project. But the project did not reach the set milestones. I re- alised that I had committed critical mistakes which lead to the initial failure of the project. However I learnt valuable lessons in project management. Motivation is Not Enough During the course of the project when the initial re- sponse was not satisfactory, I would motivate the sales team by telling them that although the num- bers were challenging they could be achieved them with hard work and perseverance. That didn’t work. I was about to call off the project, but thankfully, run- ning the model with an actual sales representative on the field who was a part of the project team prevent- ed me from taking that decision. Raja Reddy E Raja Reddy is Group Product Manager at Servier India. Connect: linkedin.com/in/rajareddy1
  8. 8. Raja Reddy | Implementing New Ideas: Lessons for Product Managers 8 | MedicinMan February 2016 Observation & Real-time Experience I watched this highly motivated and skilled sales person struggling to conduct the project. I demonstrated the cor- rect procedure to him, but the results stayed the same. When I enquired why this was happening, he was hesitant to reveal it to me. At the end of the day it occurred to me that one possibility could be that he did not know how to operate the complex machine which was used to run the project. Training is Key This got me thinking. The problem I realised was that the demo of using the machine was conducted for a large group of participants; therefore many could not get hands-on experience. With the help of our training team we brought in the local sales team for a re-training on how to use the gadget. This time we ensured that all the par- ticipants got enough hands-on experience of using the gadget. Scaling Up We watched the local team closely for the next few months. I saw that the initial unwillingness gave way to a gradual and steady increase in conducting the project.The numbers our local sales team was punching in gave me sufficient assurance that the same tactic could be replicat- ed with members of other sales teams as well. We decided to implement the training across all regional areas. Creating Healthy Competition To enhance the momentum we created a score board about the project update of each area and shared with all the people. This stimulated a healthy competition leading to“a snow ball effect”. Sharing the Success Story Teams across the country were curious to know the facts behind the success. We invited successful sales people to share their stories at the sales meets. This narrative-based approach allowed rest of them to learn from their col- league’s experience and replicate the success in their ar- eas. M The problem I realised was that the demo of using the machine was conducted for a large group of participants; therefore many could not get hands-on experience. ”
  9. 9. 9 | MedicinMan February 2016 I was sitting in the waiting room of my physician’s clin- ic to show my annual check-up reports when over- heard the conversation of an FLM and MR inside. The Doctor asked a typical and oft-heard question, “Any- thing new?!” The MR was quick enough to reply, “No Doctor. Just a few reminders.” We all know the routine questions about pricing, safe- ty, efficacy, availability issue, being busy, etc. that are posed by physicians and the routine answers given by the MRs. Why is this ritual repeated monotonously? Aren’t these good opportunities to revisit the conversation and also a great “Coachable” moment for the FLM to the MR? I call these coachable moments as‘Aha!’moments. Coachable moments usually present themselves as op- portunities for powerful coaching. Every pharma organisation and its Management know the importance of their Frontline Managers (FLMs). If this so, then why is it that FLMs are referred to as‘Super Reps’and there is a mere pressure on sales numbers ev- ery month end? Companies know the value of training their sales force, but many don’t realize the importance of developing their front-line sales managers. They assume that their top performing sales people can seamlessly transition from a position of selling to one of managing, inspite of there being a substantially different skill set between the two job functions. K. Hariram ALWAYS BE COACHINGSales Coaching is the ABC of sales success. Why is it that so few get it right? K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. khariram25@yahoo.com E
  10. 10. K. Hariram | Always Be Coaching 10 | MedicinMan February 2016 Training FLMs not only produce a better return on invest- ment, it is also a critical element of sales success. One of the most valuable skills an FLM can learn is ‘sales coach- ing’. It is quite obvious that a well-defined‘role clarity’with the right dose of ‘on-the-job’ coaching skills separates the excellent from the average FLMs. When FLMs know how to coach, companies can readily leverage them to improve the sales performance of their entire sales force. I would like to mention here that when FLMs are sent for training programs, there is hardly any follow up and al- most no reinforcement from their reporting managers. Hence, training becomes a fancy and often a stand-alone activity. Studies have clearly shown that post training, if there is no coaching or no follow up reinforcement activ- ity, there is a drop of 87% of the knowledge that one ac- quired from training. In short, it is 87% of resources spent on any developmental effort is wasted. The most significant obstacles to coaching are FLM-relat- ed. Usually the following reasons are to blame: 1. They believe they do not have enough time to coach. (Believing you have no time to coach ultimately costs more time) 2. They may lack the intent to coach 3. Inadequate scheduling of their priorities for coach- ing 4. They may shy away as they lack the necessary skills 5. It could also be inadequate training 6. Lack of accountability with regard to coaching as part of their role responsibilities. 7. The organisation does not believe in coaching cul- ture Some further observations on sales coaching in the pharma industry: 1. Often sales coaching efforts seem to be largely reac- tive; it is more of TELLING 2. Focus of ‘so called’ coaching efforts are to poor per- formers, and those asking for help 3. High-performing salespeople are left to fend for themselves and at best they are given an informal feedback 4. Lack of structured and planned approach to coach- ing 5. Lack of Management responsibility and accountabil- ity 6. No systematic and timely follow up Training FLMs not only produce a better return on investment, it is also a critical element of sales success. One of the most valuable skills an FLM can learn is ‘sales coaching’. ”
  11. 11. K. Hariram | Always Be Coaching 11 | MedicinMan February 2016 An organised study conducted by Forum confirms that Coaching greatly impacts overall sales effectiveness. Among the wide spectrum of initiatives on Sales Force Effectiveness, sales coaching was rated the highest im- pact activity among survey respondents. It was higher than some of the SFE approaches such as sales training, sales management training, enabling technology, or sales compensation. Here are 7 practices and guiding principles on im- proving sales coaching at your company. 1. Build commitment to sales coaching at all levels of sales management by creating a developmental cli- mate that fosters collaboration, forward action and on-going improvement. 2. Train/Coach FLMs. Managers need the right skills to effectively coach others. Have senior executives pro- vide visible support for sales coaching. 3. Establish clear coaching expectations. Clearly define the process and build accountability measures. 4. Have a well-defined structure. Sales coaching should be programmatic, so performance tracking and established indicators of success should be put in place. 5. Focus coaching on specific performance outcomes. Quality coaching has clear objectives and structure. 6. Make coaching a critical initiative. Utilize a variety of people such as peers, marketing people, SFE ex- ecutives, Human resources managers and technical experts, not just sales managers. 7. Focus sales coaching on knowledge and skills. All these should support the sales strategy. The founda- tion should be for related products and services, cus- tomers’needs and expectations, the company’s sales process included the customer relationship process. Overall, sales coaching has to be collaborative, involving sales people and sales managers. It should also be con- temporary, addressing the needs of today. This will re- sult in the organisations aligning the selling behaviours leading to mutually beneficial business relationship with customers. Further, it will help in gaining a substantial competitive advantage in the market place. To sum up, sales coaching is an essential performance enhancing skill. It is necessary to equip the Sales man- agement team including the FLMs with appropriate skills and build this as a part of organisational culture. M An organised study conducted by Forum confirms that Coaching greatly impacts overall sales effectiveness. Among the wide spectrum of initiatives on Sales Force Effectiveness, sales coaching was rated the highest impact activity among survey respondents. ”
  12. 12. 12 | MedicinMan February 2016 E very incentive cycle, sales managers and sales oper- ations team are faced with a difficult job of setting fair but challenging quotas. As a company, you want your sales team to meet their quotas but also push the en- velope to achieve growth. Quotas play a big role in mo- tivating sales reps to achieve broader strategic business objectives. Depending on the quality of quotas, 3 types of outcomes are possible for the rep as well as organization. Quotas generally are a good way to engage salespeople by providing them visibility into target that needs to be hit. Though quotas are generally desirable plan type for incen- tive payments but organization can set fair quotas only if the following conditions are met: [[ Reliable historical information at individual territory or rep level is available [[ National Sales Numbers can be forecasted with rea- sonable accuracy [[ Reasonable understanding of variation in sales poten- tial across reps [[ Selling process is generally more defined with focus more on product awareness Amit Jain E Amit Jain is Co-founder and Director of Operations at Aurochs Software, an incentive compensation solution specifically designed for the pharmaceutical industry. SALES TARGETS: GETTING IT RIGHT How to set sales targets that are challenging but
  13. 13. Amit Jain | Sales Targets: Getting It Right! 13 | MedicinMan February 2016 Quota Setting Process 1. Gather data a. Ask for national forecasts and review them for consistency – using historical growth information and any future market changes b. Collect historical performance information at ter- ritory level and use that for understanding how predictable are sales results c. Understand incremental sales potential for indi- vidual territories (based on potential targets and external market situation) and also align resources if required 2. Quota Methodology and Modelling a. Identify the appropriate goal setting methodolo- gy based on the business situation. i. Uniform growth quota ii. Equitable unit growth quota iii. Potential proportional unit growth quota iv. Share growth quota v. Potential proportional share growth vi. Weighted index proportion quota b. Calculate quotas using the identified methodolo- gy and the factor weights for the test period (latest period for which actual sales exist) c. Compare test period quotas with sales and per- form analysis for fairness 3. Finalize Quotas a. Tweak factor weights after performing fairness analysis b. Set quotas for future period using finalized weights c. Identify communication channels for goal com- munication. Provide opportunity to front line managers to refine quotas within certain con- straints based on field knowledge. Indicators that your quotas are unfair? Quality of quotas play a big role in motivating sales reps to achieve broader strategic business objectives. For quotas to be effective, comprehensive communication strategy needs to be chalked out. Reps perceive the quo- tas to be fair only when there is transparency around the quota setting methodology, process and the local factors being considered as part of quota setting process. As an organization, there are several indicators that your quotas may not be fair: The Quota Setting Process
  14. 14. Amit Jain | Sales Targets: Getting It Right! 14 | MedicinMan February 2016 [[ Extreme outliers are observed on both the lower side as well as higher side [[ Significant difference between median and average performance. This may be due to performance skew in one particular direction [[ Broad mismatch between nation performance and total incentive payout. As an organization, total in- centive outflow is more than expected for the current national performance level [[ Performance of salespeople are changing drastically year over year. Top performers under perform while under performers over achieving due to quality of goals [[ Attrition rate in the sales force is higher than industry standards [[ Disproportionate performance such as more than 60% people missing their quotas or majority of sales- force beating their sales quota Systemic biases such as: Territories or reps with larger geographical foot- print earning more Territories with higher starting market shares earn- ing less. M Reps perceive the quotas to be fair only when there is transparency around the quota setting methodology, process and the local factors being considered as part of quota setting process. ”
  15. 15. 15 | MedicinMan February 2016 E arlier this year when I visited Google, the Goo- gle-Doodle was beautifully scripted in the form of cakes, pastries, candles and candies. I was wondering what the occasion is. WhenIclickedononeofthecakes,amessagepopped out:“Happy Birthday, Vivek”. I was dumbfounded. If Google, which has more users than the combined population of China and India, can track down one non-entity and an insignificant person like me and customize its message, you can well imagine the power digital marketing has. Digital marketing has the power to change the way pharma brands com- municate, interact and engage with patients and doctors. The prodigious digital technology has the po- tential to metamorphose the way Pharma India builds brands. Doctors are increasingly using digi- tal and mobile technologies to get the information they need. They may prefer to access information about a brand, where and when they want. They have very little time for medical representatives. Vivek Hattangadi Vivek Hattangadi is a Consultant in Phar- ma Brand Management and Sales Training at The Enablers. He is also visiting faculty at CIPM Calcutta (Vidyasagar University) for their MBA course in Pharmaceutical Management. vivekhattangadi@theenablers.org E-detailing - A Primer A quick take on the important digital touch points pharma can use to reach out to Doctors *These statistics are as per Praveen Kulkarni (General Manager Marketing and Sales, Parle Products) in his statement in Business Standard of 26th February 2015 E
  16. 16. 16 | MedicinMan February 2016 Vivek Hattangadi | E-detailing: A Primer ” E-detailing is not the transfer of the pages of a visual-aid into a Tablet or iPad. It is not the replication of the paper promotional material into a modern gadget. In fact, many doctors mentally shut off when they meet pharma representatives. They are weary of the 1970s marketing tools deployed by Pharma India. Having said this, let us walk through some of the chan- nels of Digital Marketing. E-detailing Before we discuss what e-detailing is, let me explain what e-detailing is not. E-detailing is not the transfer of the pages of a visu- al-aid into a Tablet or iPad. It is not the replication of the paper promotional material into a modern gadget. E-detailing is a broad and continually evolving term describing the use of interactive electronic media to facilitate brand or sales presentations. E-detailing has several advantages. Doctors can get information and other details of the brand as and when they want; at a time and location most convenient to them. E-detailing can increase the contact time of doc- tors with the brand - depending on how interest- ingly and creatively the message has been creat- ed. E-detailing has not only a better reach, but also better retention of the message. The brand messages via e-detailing are consistent and uniform. The doctors will hear exactly what the brand manager wants them to hear. E-detailing can take many forms. Interactive Voice Response This is a technology which allows a computer to inter- act with doctors (humans) through voice, touch-tone keypads, and signals. It provides appropriate respons- es in the form of pre-recorded voice. Every caller gets a uniform message. This is consistent with what Jack Welch says: “Simple, consistent, focused communica- tions travel faster and is understood better by organi- zations.”1 In Interactive Voice Response, for example, a doctor calls the company. The call is attended by an‘electron- ic receptionist’- the Interactive Voice Responding Sys- tem. He is then directed to an extension depending on the information required. The doctor receives the pre-recorded information. It could be the latest study, a new indication, drug-drug interaction or even the latest information from pharmacovigilance.
  17. 17. ” E-detailing is not a substitute to doctor’s visits by a medical representative; rather it can complement and augment the efforts of the medical representatives. Doctor’s visits should continue. Vivek Hattangadi | E-detailing: A Primer 17 | MedicinMan February 2016 Scripted interaction with the website This is a computer program wherein the doctor and the server speak to each other through a scripting language. This interaction is possible through micro-sites in the company’s website. Retrieving data from the website or feeding data into a website happens through communi- cation of the doctor and the web server. E-detailing through portals for doctors The portals offer access to doctor’s communities and are favored by the young and upcoming ones.With more and more portals opening up like Lybrate, Indmedica, Doctor- store, and Practo, Pharma India should take e-detailing via these portals seriously. These portals can be used to deliver sponsored marketing messages, brand-specific details, and so on. The company can even know which doctor has accessed and follow through can be done by the field personnel. E-detailing is not a substitute to doctor’s visits by a med- ical representative; rather it can complement and aug- ment the efforts of the medical representatives. Doctor’s visits should continue. Social Media There is an exponentially increasing number of net-sav- vy and Smartphone-hooked doctors and patients. Many patients too, first consult ‘Dr. Google’ before consulting an actual doctor. Social media has become a channel that the pharma cannot afford to ignore. Various social media initiatives can be used. FaceBook, LinkedIn, Twitter, and YouTube can be very effective digital marketing tools. What makes Facebook so potent? It has the ability to am- plify word-of-mouth effects. Skadeedle.com says that: “Facebook has become a global phenomenon. You hear the social network being discussed in everyday conver- sation, whether it’s in an office, classroom, or home. It has allowed people to connect with each other anywhere in the world and is now a vital resource for businesses and brands too.”2 Brand managers should not consider social media as a side-activity; rather it should be a significant and planned activity. E-mail Marketing E-mail marketing can effectively contribute to building loyalty and fostering a relationship with doctors and pa- tients. This form of digital marketing should not be used indiscriminately. E-mail marketing should essentially be permission based. Rather, ethical, responsible email cam- paigns start with permission. Permission leads to better e-mail deliverability and better results from your cam- paigns.
  18. 18. ” Digital marketing has many advantages like brand building efforts at reduced costs, engaging with doctors and patients, real-time results (as measured by the numbers of visitors to the site) and better communication of your marketing messages. It can add to but cannot replace a medical representative’s visit and the emotional bonding these visits create. Vivek Hattangadi | E-detailing: A Primer 18 | MedicinMan February 2016 Content Marketing “Content marketing is a strategic marketing approach fo- cused on creating and distributing valuable, relevant, and consistent content to attract and retain a clearly-defined audience — and, ultimately, to drive profitable customer action.”3 This is how Content Marketing Institute (CMI) de- fines it. Content Marketing can attract the attention of doctors seeking specific product-related information online. Often the material is designed to promote a brand, through a more oblique and subtle way, different from the tradition- al advertising. “Basically, content marketing is the art of communicating with your customers and prospects with- out selling,”says CMI.3 Content Marketing can include YouTube videos, blog posts, advertorials, and white papers. Content Marketing may not yield results overnight – it requires commitment from the marketer towards the doctors or patients. Conclusion Digital marketing has many advantages like brand build- ing efforts at reduced costs, engaging with doctors and patients, real-time results (as measured by the numbers of visitors to the site) and better communication of your marketing messages. It can add to but cannot replace a medical representative’s visit and the emotional bonding these visits create. Damien Ryan says“What makes the dig- ital revolution so exciting is that it’s happening right now. We are living through it, and you have a unique opportu- nity to jump in and be part of this historical transition.”4 Digital marketing is for those who are ready to leave the time warp. Are you ready to leave 1976 and welcome 2016? M References 1. Welch, S &Welch, J. 10 leadership lessons you don't want to learn the hard way. Available online on https://www.linkedin.com/pulse/10- leadership-lessons-you-dont-want-learn-hard-way-jack-welch 2. The Definitive Guide to Getting StartedWith Social Media Marketing. Available on http://skadeedle.com/wp-content/uploads/2013/05/de- finitive-guide-to-social-media-marketing.pdf [Accessed 12th January 2016] 3. Content Marketing Institute. Available online on http://contentmar- ketinginstitute.com/what-is-content-marketing/ [Accessed 12th January 2016] 4. Ryan, D. (2014) Understanding Digital Marketing: Marketing Strate- gies for Engaging the Digital Generation. London: Kogan Page.

×