Inside this Issue
1. Three Simple Ways to Step Up Your Role as a First-line Leaders by Vivek Hattangadi
Using Empathy, Focus and Presentation to earn the confidence of your team and produce outstanding results.
2. What Makes a Brand Management Strategy Successful? by Genesh Kuriakose
What every Pharma Brand Manager needs to know about crafting a successful Brand Strategy over the lifecycle of a product.
3. Application of Porter’s 5 to Pharma Marketing by Pankaj Mehrotra
A tried-and-tested competition analysis framework, applied seamlessly to pharma.
4. Market and Morals in Pharma by Salil Kallianpur
Free markets are by nature amoral. To get moral (or ’just’) outcomes from an amoral market requires a well-developed governance system – which India presently lacks.
5. NOT Business as Usual by Jay Mehta
How the New Generation of Pharma Professionals Will Embrace Change and Disruption.
Most public hospitals have been facing the shortage and migration of doctors in the health market in
the context of global integration and the development of the private economic sector in Vietnam. The public
hospital system focuses on developing high-quality and stable human resources. Human resources development
that must be linked to organizational performance is a challenge for policy makers and hospital managers. This
study uses 246 doctor survey data and applies a Linear Structural Model in the analysis
Converting human capital data in to actionable management informationManoj Kumar
Cover story article from Business Manager Magzine - An interview with Manoj Kumar on Converting human capital data into actionable management information.
Most public hospitals have been facing the shortage and migration of doctors in the health market in
the context of global integration and the development of the private economic sector in Vietnam. The public
hospital system focuses on developing high-quality and stable human resources. Human resources development
that must be linked to organizational performance is a challenge for policy makers and hospital managers. This
study uses 246 doctor survey data and applies a Linear Structural Model in the analysis
Converting human capital data in to actionable management informationManoj Kumar
Cover story article from Business Manager Magzine - An interview with Manoj Kumar on Converting human capital data into actionable management information.
HR Revista 4th edition - Best People PracticesChintan Trivedi
HR Revista is a quarterly E-magazine published by MHRM Student and Alumni Forum of Faculty of Social Work, The Maharaja Sayajirao University of Vadodara.
Presentation looking at why companies should engage employees in CSR and sustainable business, the benefits and how some leading companies do it, or try to.
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
SAP Business One has tremendous potential in helping the company run themselves at higher efficiency levels with increased visibility in operations, reduction in manual and repetitive work, reduction in cost (better inventory control, more checks, and balances) and enhanced customer relationship.
Too many modern-day employees describe their work as “soul crushing.” This often refers to
activities that may at one time have been, or could potentially be enjoyable and meaningful. Instead, they have
been rendered joyless. This feeling breaks employee spirit and drains people of a sense of accomplishment. This
type of work crushes motivation and enthusiasm
IB Business and Management (Standard Level)
All material taken from the IB Business and Management Textbook:
"Business and Management", Paul Hoang, IBID Press, Victoria, 2007
This study was conducted in order to evaluate the impact of different factors on workforce at the
industrial parks in Hai Duong Province. The research datawas collected primarily by interviewing production
workers and managers working at different companies at the industrial parks in Hai Duong Province In this
study, the author uses the method of Structure Equation Modeling to analyze the impact of the factors on
workforce development at the industrial parks in Hai Duong Province.
The New Entrepreneurial Society and Modern Labor Issuesinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
HR Revista 4th edition - Best People PracticesChintan Trivedi
HR Revista is a quarterly E-magazine published by MHRM Student and Alumni Forum of Faculty of Social Work, The Maharaja Sayajirao University of Vadodara.
Presentation looking at why companies should engage employees in CSR and sustainable business, the benefits and how some leading companies do it, or try to.
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
SAP Business One has tremendous potential in helping the company run themselves at higher efficiency levels with increased visibility in operations, reduction in manual and repetitive work, reduction in cost (better inventory control, more checks, and balances) and enhanced customer relationship.
Too many modern-day employees describe their work as “soul crushing.” This often refers to
activities that may at one time have been, or could potentially be enjoyable and meaningful. Instead, they have
been rendered joyless. This feeling breaks employee spirit and drains people of a sense of accomplishment. This
type of work crushes motivation and enthusiasm
IB Business and Management (Standard Level)
All material taken from the IB Business and Management Textbook:
"Business and Management", Paul Hoang, IBID Press, Victoria, 2007
This study was conducted in order to evaluate the impact of different factors on workforce at the
industrial parks in Hai Duong Province. The research datawas collected primarily by interviewing production
workers and managers working at different companies at the industrial parks in Hai Duong Province In this
study, the author uses the method of Structure Equation Modeling to analyze the impact of the factors on
workforce development at the industrial parks in Hai Duong Province.
The New Entrepreneurial Society and Modern Labor Issuesinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Dealing With Clients In Financial DistressArthur Howe
This presentation identifies issues that law firms and lawyers should consider when dealing with clients in financial distress. It is focused on Illinois law.
This presentation does not create an attorney-client relationship or provide legal advice. It may be deemed to be “Advertising Material.”
How Can Indian Pharma Better Manage Talent - Highlights of BCG ReportAnup Soans
Inside this Issue
1. Book Review: “You Can Be a Medical Representative” by Rajat Saha reviewed by Vivek Hattangadi
A successful pharma sales professional hands down success strategies to new and experienced Reps
2. Experience: Edge or Baggage? by Noumaan Quereshi
Experience, always counted a benefit to be had, can be baggage in a swift-paced world if it does not go hand-in-hand with the ability to adapt
3. The Impact of VUCA Times on Indian Pharma by K. Hariram
What it will take for Indian Pharma to navigate in these times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA)?
4. Clearing the Air About Content Marketing by Suchi Yadav
Busting common myths about the do’s and dont’s of content marketing
Ethics in Indian Healthcare - MedicinMan October 2016Anup Soans
Inside this Issue
1. New Product Launch: An Opportunity to Launch Your Own Career! a Book Extract from HardKnocks for the GreenHorn by Anup Soans
Product launches are tracked very closely by senior management and Medical Reps who contribute to its success can easily bring themselves to the attention of management. Here’s how to get it right.
2. The Power of Emotions in Brand Building by Vivek Hattangadi
Emotions are powerful tools in the hands of marketers to draw attention, inspire action and increase retention of customers.
3. Coaching: the Art of Creating New Possibilities by K. Hariram
Anticipation of hurdles and proactively responding to them is at the heart of sales coaching.
4. BOOK REVIEW: The Ethical Doctor an extract from the Huffington Post
A deep examination of the state of the medical profession that asks the question: “Is it possible to be an ethical doctor today?”
5. BOOK REVIEW: Dissenting Diagnosis an extract from India Medical Times
A group of ethical medical practitioners talk about their profession’s declining standards, and then invite us to join them in their efforts to arrest that decline.
6. Moral Intelligence and Leadership in Pharma a Book Extract from SuperVision for the SuperWiser Front-line Manager by Anup Soans
Moral Intelligence is like a compass or the light from a lighthouse, enabling leaders to steer organizations in all kinds of weather and create trust in their leadership.
Medical Rep to President - Inspiring Story of Subroto BanerjeeAnup Soans
Inside this Issue
1. In Conversation with Subroto Banerjee by Anup Soans
Subroto Banerjee shares his thoughts on what’s driving Indian pharma and what’s holding it back.
2. Ten Steps to Becoming a Leader-Manager by K. Hariram
10 ‘do’s’ and ‘don’ts’ for new and aspiring people- managers and team leaders.
3. Overcoming Attention Deficit Disorder in Everyday Detailing by Dineish Pardesi
Pharma selling is an art that requires the combination of scientific value-add and presentation skills to make an impact in the mind of the Doctors.
4. Visual Card: An Alternative to Visual Aid? by Mayank Bedi
A digital card with product information can add a new dimension to in-clinic interaction.
5. Drivers of Sales force Effectiveness by Prof. Vivek Hattangadi
A refresher on what Sales Force Effectiveness (SFE) is and is not.
6. The OTC Market in India: Some Growth Drivers by Kumud Kandpal
Socio-economic changes that are driving the growth of the OTC market in India.
7. Chai pe Charcha by Kailash Khatod
10 lessons learnt by a Product Manager (PM) from the Prime Minister (PM) of India.
8. Artwork by M.Pharm student Varsha Phirke
KOL Relationship Management in Pharma & Devices - Workshop HighlightsAnup Soans
Inside this Issue:
1. Sales Managers: Avoiding Irrelevance in Joint Field Work by K. Hariram
How to ensure that joint field work adds real value to the MR’s daily routine
2. Social Network Analysis for KOL Discovery by Salil Kallianpur
Identifying KOLs through their influence on the social network they are a part of
3. The Art and Science of KOL Management by Dr. Viraj Suvarna
Deep-dive into the art and science of identifying, selecting and engaging KOLs
4. A CEO’s perspective on KOL Management by K. Hariram
Identifying KOLs based on long-term strategy, not short term goals
5. Special Feature: How to Train Your Reps by Prof. Vivek Hattangadi
Applying Cognitive Load Theory to make training effective for your medical reps
6. No Admission! by Rakesh Tiwari
Why Reps are increasingly finding it difficult to get a foothold in the Doctor’s clinic
7. Snippets from a Pharma Field Force Veteran by Anirudha Sengupta
A veteran shares his experiences and insights on pharma sales
8. Uncertainties in Pharmaceutical Distribution Channel with Reference to Availability of New Products
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 - http://medicinman.net/2014/07/july-2014-issue/
Pharma Marketing - Improvement or Insanity? August MedicinManAnup Soans
1. Pharma Marketing: Continuous Improvement or Insanity? by Salil Kallianpur
Why does Indian pharma insist on fixing a model that seems to be obsolete?
2. The Marks of a Super Rep by Shashikant Iyengar
Small things that make a BIG difference in the life of a Medical Rep.
3. Customer-Centric Interaction for the Medical Rep by Srinivas Pothapragada
The sales process that puts the Customer at the center of your sales interactions.
4. Prepare to Promote by K. Hariram
How to build a pipeline of capable individuals to fill the roles of FLM and SLM.
5. Why Great Strategy Often Fails by Prof. Vivek Hattangadi
How to avoid the pitfalls of strategy execution.
6. Introduction to Diabetes Mellitus by Dr. Amit Dang
What the Field Force needs to know about the disease that affects over 50 million Indians.
7. Five Steps to Breakthrough Performance by Anup Soans
How FLMs can deliver breakthrough sales performance with their teams.
CAN INDIAN PHARMA STAY AHEAD OF THE ETHICS CURVE?Anup Soans
MedicinMan November 2016 Issue is Now Live...
Highlights:
1. Report from OPPI’s 50th Annual General Meeting by K. Hariram
OPPI’s 50th Annual General Meeting (AGM) was held on 21st October 2016 at Hotel Taj Land’s End, Mumbai.
2. The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales. Pharma sales managers need to think about new and bold ways to promote their products. Here’s what science tells us about how new ideas go viral.
3. The Many Faces of Emotion and the Role They Play in Marketing by Vivek Hattangadi
Different emotions trigger different actions – a look into different emotional states and how they can be put to use in pharma marketing.
4. The Peter Principle and How to Beat It
The importance of preparing for the next level of your career by acquiring the requisite knowledge, skills and attitude before you get there.
6. BOOK REVIEW: “Triggers” by Marshall Goldsmith reviewed by K. Hariram
How to initiate change in personal and professional life.
Inside this Issue:
1. Listening to the Patient by Hanno Wolfram
The answer to the simple question – “Dear patient, to which degree has your health problem been solved or alleviated?” – might be your company’s most important metric.
2. Getting the Bang for Your Buck from Training by K. Hariram
What you do post-training is crucial to the long-term effectiveness of your training programs.
3. 3 Principles of Steve Jobs by Prof. Vivek Hattangadi
Using Empathy, Focus and Imputation to deliver value and to delight your customers.
4. Is Indian Pharma Future-Ready? by Salil Kallianpur
The nature of healthcare delivery is changing rapidly. Can Indian pharma keep pace?
5. Trial by Fire by Dr. Viraj Suvarna
Much rhetoric has muddied the water of what exactly is at stake for clinical trials in India.
6. 42 Years at Pfizer - Special Report
Sudhir Ganguly recently retired after a 42 year stint at Pfizer.
Inside This Issue
1. What the Doctor Wants from the MR
by Dr. Aniruddha Malpani, MD
Doctors want MRs who are knowledge workers, willing and able to partner with him to better serve his patients.
2. The Marks of a True Professional
by Rachana Narayan
A True Professional is one who has achieved a high standard of “Personal Quality” in everything from dressing sense to professional knowledge and inter-personal relationships.
3. Paradigm Shift
by Sharad Virmani
How Pharma companies can survive and thrive in the New DPCO era.
4. The Single-Minded Success of Sachin Tendulkar
by RM Saravanan
What Gen-Y can learn from the cricket-or-nothing attitude of the Little Master.
5. Catch People Doing Things Right
by K. Hariram
FLMs must proactively engage their team in doing the right things and doing things right.
6. Building Sales Teams from Scratch
by Anup Soans
Every team goes through the stages of Forming, Storming and Norming before they can start Performing
7. Observational Research in Healthcare
by Javed Shaikh & Shafaq Shaikh
8. Patient Reported Outcome Measures in Pharmacoeconomics
by Mahendra Rai & Nishkarsh Likhar
Pharma Front-line Manager - Demand Generation or Sales Closing?Anup Soans
Too many leaders are like travel agents – they want to send people where they’ve never been. - John Maxwell.
Travel agents are terrific salesmen - they sell exotic holiday packages to gullible tourists, who discover ramshackle accommodation and poor amenities to their disappointment.
Once the payment is made, the travel agent is often unhelpful and the tourist is left to his own devices to discover the destination through his own efforts.
Indian Pharma sales team leaders (FLMs) are often like travel agents - directing their field force to achieve sales targets, they themselves have no clue about. Instead they should be like veteran tour guides who take people along with them to places, they know thoroughly.
Pharma field sales work is a really long journey of discovery - a tough one at that; full of hurdles, challenges and disappointments. The results are often not commensurate with efforts and without the expertise of FLMs, medical reps can give up quickly or become cynical. But for those who persist and learn how the business works, pharma sales is a rewarding career.
The single most important factor in making this journey worthwhile is the FLM’s character (to build trust) and his competence (to solve problems). Character and competence together will determine the quality of FLM’s relationship with his team of medical reps and their ability to generate demand for their brands.
HardKnocks for the GreenHorn is a career progression tool for Medical Reps. Written in simple, easy-to-grasp style, it is filled with quotes, anecdotes and cartoons to illustrate a point. It is widely read and used by industry.
Why are there only 15% to 20% Women in Indian Pharma?Anup Soans
Guest Editorial - Gender Gap in Indian Pharma - An Unaddressed Issue
..............................................................................
Inside this Issue
1. A Salesforce Retention Strategy for Indian Pharma by K. Hariram
A quantitative and qualitative approach to measuring and stemming the tide of attrition in pharma sales.
2. “I Am Waiting for the Day When Pharma Hires a CEO from a Tech Company” an Interview with Salil Kallianpur
Salil Kallianpur – Executive Vice President – Primary Care at GSK shares his thoughts on Indian pharma in 2017 and beyond with MedicinMan.
3. 1st World Pharma Brand Managers Day by Prof. Suniel Deshpande and Vivek Hattangadi
A report on the 1st World Pharma Brand Managers Day which began with a Pharma CEO Conclave.
4. Pharma L&D Beyond the Classroom by Diksha Fouzdar
Real learning almost always takes place outside the classroom, but internalizing that in L&D requires a mindset change.
The Future of Pharma Learning is Mobile, Fun and SocialAnup Soans
Inside this Issue
1. Trust – The key to retail call effectiveness by Prof. Vivek Hattangadi
How to make the retailer your ally in marketing and selling your product.
2. Traditional Vs. Experiential Learning by Gopal Kishore
Experiential learning programs have a high RoI as compared to traditional classroom learning as it is practice-based, engaging, measurable and personalized.
3. Control Vs. Monitor by K. Hariram
The advantages of a proactive approach to managing people over a reactive one.
4. Indian Pharma in 2014: A Stock Taking by Salil Kallianpur
A look back at the year that was in Indian Pharma and an estimation of what it will take to survive and thrive in 2015.
5. Where the Future Lies by Hanno Wolfram
The future of pharma lies in creating “intangible assets” by “treating patients” rather than simply pushing drug sales
MedicinMan August 2017 - Role of 2nd Line Manager in PharmaAnup Soans
1. Incentivizing a Patient-First Approach in Indian Pharma – interview with Annaswamy Vaidheesh
A conversation with Annaswamy Vaidheesh, Vice President, OPPI, VP, South Asia & Managing Director, India, GSK on GSKs initiatives to meet the demands of Indian pharma in the digital age while putting the patient first
2. The Indian Pharma Brand Story: From Independence to Now by Vivek Hattangadi
Vivek Hattangadi traces the story of Indian pharma branding from Independence till today through his personal and professional experiences
3. The Second-line Manager as Both Actor and Architect by Sunder Ramachandran
Operational effectiveness and strategic alignment are the two KPIs for every successful second-line manager
4. To SWOT or not to SWOT by K. Hariram
Understanding the strategic intent behind SWOT analysis
When Will Indian Pharma Get its Act Together? Anup Soans
Inside this Issue
1. Indian Medical Advisors Summit by Dr. Amit Dang
Photo essay and briefing.
2. Digital Pharma by Chandan Kumar
Digital is changing the fundamentals of the marketplace. Here’s how pharma can keep pace.
3. Selling Across Cultures by Anup Soans and Joshua Soans
Chapter extract from the new book The Art of Modern Sales Management by Renie Mcclay.
4. What You Measure is What Gets Done by Hanno Wolfram
Performance metrics are often a trade-off between ease and value. Is “calls-per-day” a meaningless metric that needs immediate replacement?
5. Book Review: Unlealthy Practices by Anup Soans
Review of the new work of fiction by Dr. Sumit Ghoshal.
Why Pharma Front-line Managers Must Excel at TeamworkAnup Soans
Inside this Issue
1. The Challenge of Healthcare Access in India by K. Hariram
India’s health access gap is a matter of grave concern – and opportunity – for healthcare planners and providers.
2. 5 Questions for Salil Kallianpur
An industry veteran answers 5 questions by MedicinMan on his professional life and outlook for the industry
3. Pharma Training: The Competency Model by Satya Mahesh
A refresher on the well-established learning model and its application to Indian Pharma
4. Success Story: Vivek Mishra
The author started his career in pharmaceutical sales and is currently GM at Sericare – a silk-based health products company
5. The Rise of Mankind in the Consumer Healthcare and OTC Segment by Kumud Kandpal
The company’s success can be attributed to a combination of aggressive marketing and a bold distribution strategy
6. “Engaging Drs in the Healthcare Revolution by HBR” Review by K. Hariram
HBR article on the application of behavioral science while reaching out to stakeholders in the healthcare ecosystem
7. Survey of Digital Technology Adoption by Drs by Sanil Jagiwala and Vibha Kawa
Two MBA students survey Doctors on the acceptability of digital technology to aid in-clinic interaction
Similar to FDC Ban - What's Right and What's Wrong? (20)
An Infectious Disease Specialist, Dr Mandar Kubal Speaks to Pharma on How it ...Anup Soans
Key Point from the Q &A with Dr. Mandar Kubal, Mumbai
Telemedicine has become a very useful tool for clinicians to manage their patients.
Given the ever changing contours of Covid19 treatment, doctors have to check daily for online resources.
It would be wonderful if pharma can provide every specialty the latest developments in treating Covid19 with pre existing conditions instead of sending their unvaccinated field force to give brand reminders.
Pharma should seek frontline worker status for Medical Reps and Field Managers as they are critical to maintain the drug supply chain.
Treat the Field Force as an asset and protect them, instead of pushing them onto the field without vaccination.
And many more insights from a clinician at the frontlines of treating Covid19 patients.
Now on MedicinMan YouTube Channel - https://youtu.be/J_p3paeO_eg
Key Challenges Facing Pharma Industry and the Way ForwardAnup Soans
Suresh Subramanian, pharma veteran discusses Key Challenges Facing Pharma Industry and the Way Forward on Saturday, 27th March at 6 PM on https://www.credoweb.in/discussion/630/key-challenges-facing-pharma-industry-and-the-way-forward
MedicinMan CEO Roundtable 2021 is here... Saturday, Feb 27thAnup Soans
Covid-19 has hugely affected the modes of interaction between physicians and pharma Sales Force.
As of February 2021, most pharma companies in India re-started their F2F visits even though most corporate hospitals have restricted access to salesforce
What is keeping most CEOs awake – How to respond to customer expectations and adjust the content and format accordingly.
How to track complexities of implementation of a new model into marketing & sales teams.
Many research reports have indicated that a hybrid (mixed model) that includes face to face and digital interactions are favoured by most respondent Physicians.
The other challenge is the need to change the outdated traditional digital model, which is overused and creates digital noise into an innovative interactive model.
Register Now: https://lnkd.in/gmJK8et
Key Account Management - Time for India Pharma to Adopt KAMAnup Soans
Pharma's 40-year Model of Pitching to the HCPs is Over says Hanno Wolfram author of Key Account Management in Pharma...
Watch the webinar on Digital Excellence Pharma Academy today at 6 PM to know more - https://lnkd.in/gjZRN6q
How can Pharma Use Digital to Engage Doctors and Understand PatientsAnup Soans
Doctors and patients are already using digital for many healthcare needs. Telemedicine is a prime example.
A Webinar by Dr. Shenoy Robinson today at 6 PM on - https://www.credoweb.in/discussion/604/how-can-pharma-use-digital-to-engage-doctors-and-understand-patients
How can Pharma Use Digital to Engage Doctors and Understand Patients
Why Indian Pharma Needs to Enable Managers to Develop TalentAnup Soans
People need the support of their leaders and organisations processes to develop their talents.
Deep Bhandari delves deep into the topic of Talent Development and its impact on individuals and organisations.
Digital Excellence Pharma Academy Certification ProgramAnup Soans
Now on YouTube: Gartner's Top Five Priorities for Pharma Business Leaders and @Hariram K's Key Learning Points on Leadership
25-minute discussion with Deep Bhandari on the Gartner Report and Leadership Imperatives by Hariram Krishnan on How the DEPA Certification Program Can Make Pharma Professionals Future Proof
https://lnkd.in/gHiT_WU via @YouTube
Architecture To Develop Pharma Business Leaders For Today and Tomorrow Anup Soans
4 Factors of Digital Transformation
1. Leadership Mindset for Digital Transformation
2. Digital Transformation - Why and How to Do it Right
3. Sales and Sales Management - Challenges & Solutions
4. Customer/Patient Centricity - Why and How to Do it Right
What is Indian Pharma Thinking about Digital? A Research ProjectAnup Soans
First Ever Indian Pharma Centric Survey: A CredoWeb India – #MedicinMan Research Project
As a part of Digital Excellence Pharma Academy , we initiated a research project with a detailed survey to understand the current status and issues faced by Indian Pharma companies in adopting digital to bridge the pharma – physicians disconnect.
You can know more about the scope and scale of this research project and survey at https://lnkd.in/gR5JMer
Digital Excellence Pharma Academy - Webinar & Online Certification ProgramAnup Soans
Ready for the next Webinar on Digitalisation of Pharma Marketing?
Digital Excellence Pharma Academy a partnership between MedicinMan and CredoWeb not only equips pharma/devices/diagnostics/disposable company employees with KA$H (you’ll learn about KA$H soon in the future webinars), but offers you the ability to adopt the digital platform to communicate and engage your customers and create lasting experiences to build your relationship with customers.
To know more on how to engage doctors via digital, attend 40+ webinars brought to you by CredoWeb in partnership with MedicinMan - follow 3 simple steps:
Go to www.credoweb.in
Create your “Pharma professional” registration
Follow Digital Excellence Pharma Academy page and stay tuned for our webinars for which you will be cordially invited
The Mankind Pharma Story by Dr. Sumit GhoshalAnup Soans
Mankind was established in 1991, almost a decade after the industry leaders of today including Dr.Reddy’s and Sun Pharma, but has grown considerably faster than its contemporaries...
One reason for this is that unlike major drug makers who have a large portfolio of hundreds of products, mankind prefers to concentrate on a much smaller number of high value products. “they don’t bother with smaller products with a potential value of less than Rs.5 crore,” says a long-time industry watcher. thus Health OK, their OTC product, which is a combination of vitamins and nutritional medicines was able to generate Rs.50 crore in revenue within a year of its launch in 2014-15.
This is also the approach adopted by some multinationals like Sanofi, whose CEO Chris Viebacher said, that his company obtained a lion’s share of its revenue from just 15 top selling patented products...
Indian Pharma and Retail Pharmacies - Sales View PollAnup Soans
The Sales View poll concluded with valuable information on several key aspects of the Indian Pharmaceutical field force, especially in the strategies employed by medical sales reps to obtain marketing intelligence. With sales force considered to be a strong pillar of the pharmaceutical industry, gaining pointers on their day-to-day operations, and challenges faced, is indeed an asset in improving the pharma industry.
Such weekly and monthly data analysis by IQVIA and leading pharma KOLs will help you understand market dynamics better. Do participate in our polls and keep up with the latest opinions and trends on IQVIA Sales View.
Healthcare's Future will be Patient ExperienceAnup Soans
With healthcare reform now opening the door to more insured patients, it is not overwhelming what we hear nowadays that market access is dead and patient access is the new prescription for healthcare marketing.
Patient access helps when there is precariousness in the benefits, which will never be fully known until a product is used in the real world and over a period of time.
A patient access centered mindset aims to understand the patient and provider pathways, with the ultimate objective that all those patients who can optimally benefit from a product can have the access to the product.
Instead of a win/lose mindset at the core of market access, patient access tries to create win/win/win solutions that lead to value for patients, companies, and the healthcare system at large.
In such a scenario, several issues that should deal with patient access should be addressed such as:
Patient access as a guiding principle across all functions
Developing a clear and compelling value proposition for each stakeholder group
Creating a formal framework for understanding the impact of decisions on patient access
Getting payer input and advice early on
Enhanced patient satisfaction
Improved communication through shared data
Unethical Practices in Pharma - Interesting Study from Pakistan Anup Soans
This study clarifies the current pharmaceutical drug promotion and prescribing practices in Pakistan. The majority of prescribers and national pharmaceutical firms and to some extent the multinational pharmaceuticals are involved in unethical practices in drug promotion and prescribing. Alarming policies governing the drug promotion and prescribing are required to be implemented by the concerned regulatory authorities to avoid unnecessary harm to the patient’s life and pocket through the unethical drug promotion. The prescribers should not accept any incentives, gifts of financial value from any pharmaceutical companies in return for an increase in prescribing selected brand. On the other hand, pharmaceutical companies must compete in the market on the basis of the drug quality and do not offer any valuable gift and incentives to the prescribers. The interaction between doctors and phar- maceutical firms should be restricted within acceptable boundaries and the authorities must be prepared to play an active role. Strengthening the regulatory machinery and formulating policies in this regard in neces- sary. It is essential that a health care professional such as a pharmacist can play an important role in this process since he/she is an expert in the pharmaceutical field as well as more aware of the outcomes of unethical drug prescribing practices such as polypharmacy and adverse drug reactions.
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
Acute scrotum is a general term referring to an emergency condition affecting the contents or the wall of the scrotum.
There are a number of conditions that present acutely, predominantly with pain and/or swelling
A careful and detailed history and examination, and in some cases, investigations allow differentiation between these diagnoses. A prompt diagnosis is essential as the patient may require urgent surgical intervention
Testicular torsion refers to twisting of the spermatic cord, causing ischaemia of the testicle.
Testicular torsion results from inadequate fixation of the testis to the tunica vaginalis producing ischemia from reduced arterial inflow and venous outflow obstruction.
The prevalence of testicular torsion in adult patients hospitalized with acute scrotal pain is approximately 25 to 50 percent
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
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New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
1. MEDICINMANField Force Excellence
April 2016| www.medicinman.net
Since 2011
“HealthcareinIndianeedsacompleterevampbutithastobedonethrough
well-thought-out measures.The Indian Government needs to make Indian
Pharma a partner in delivering healthcare, not to mention a key driver of
“Make-in-India”.”
L
ike India, the Indian Pharma Industry is also as di-
verse as it can get. There are the world-beaters
- first rate companies Like Sun Pharma, Cipla, Dr.
Reddy’s and Serum Institute in the top 10 as well as small,
bouquet companies like British Biologicals, Human Bio-
logicals Institute and Apex Laboratories, who have done
India proud.
The MNCs in India have contributed both to making
healthcare better and to grooming and developing in-
dustry professionals – companies like Pfizer, GSK, Eli Lilly,
Merck and MSD are virtually centres of learning and de-
velopment. Janssen Pharmaceuticals recently flagged off
a brilliant campaign in collaboration with Government of
India to develop new modalities to treat MDR TB.
Thus, to paint the entire industry with the same brush
whether it be through the FDC ban or the recent slew of
policy measures that have hit the industry like a tsunami
– is mindless, to put it mildly.
EDITORIAL: FDC Ban
PARTNER,
DON’T PUNISH
2. True, healthcare in India needs a complete re-
vamp – but it has to be done through well
thought out measures. Not in ham-handed ways
that do not make a distinction between the
good, bad and the ugly.
A ban on irrational combination of drugs was
long overdue but the execution was haphazard,
creating pandemonium for pharma, physicians
and patients. Salil Kallianpur, a founding-mem-
ber of MedicinMan editorial team, writes on the
topic as eloquently as he has always done (see
page 18). We plan a series of such articles on ur-
gent issues that affect Indian Healthcare.
The Indian government needs to make Indian
Pharma a partner in delivering healthcare, not to
mention a key driver of its “Make-in-India” pro-
gram. The Jannsen Pharmaceuticals anti-MDR
TB campaign amply demonstrates the scope for
such meaningful partnership.
MedicinMan plans to conduct a CEO Conclave to
discuss these and other burning issues and ar-
rive at insights for action that can lead to better
government–industry interaction and partner-
ship in the interest of the Nation’s health.
Do write in with your thoughts. - Anup Soans
Editorial
A ban on irrational combination
of drugs was long overdue but
the execution was haphazard,
creating pandemonium for
pharma, physicians and patients.
Connect with Anup 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
4. CONTENTS
MedicinMan Volume 6 Issue 4 | April 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. Three Simple Ways to Step Up Your Role as a
Firstline Leader ..................................................6
Using Empathy, Focus and Presentation to earn the
confidence of your team and produce outstanding
results.
Vivek Hattangadi
2. What Makes a Brand Management Strategy
Successful? .......................................................11
What every Pharma Brand Manager needs to know
about crafting a successful Brand Strategy over the
lifecycle of a product.
Genesh Kuriakose
3. Application of Porter’s 5 to Pharma
Marketing ........................................................15
A tried-and-tested competition analysis framework,
applied seamlessly to pharma.
Pankaj Mehrotra
4.MarketandMoralsinPharma?.....................18
Free markets are by nature amoral. To get moral
(or ’just’) outcomes from an amoral market requires
a well-developed governance system - which India
presently lacks.
Salil Kallianpur
5. NOT Business as Usual ................................23
How the New Generation of Pharma Professionals
Will Embrace Change and Disruption.
Jay Mehta
We’ve changed the formatting of articles to make
the PDF more mobile-friendly.
Tell us what you think:
anupsoans@medicinman.net
5. PHARMINTECH 2016.
THE STRONG HEART OF ITALY’S PHARMACEUTICAL INDUSTRY
The international rendezvous dedicated to the pharmaceutical, parapharmaceutical and nutraceutical in-
dustry celebrates its 15th anniversary in excellent health.
The fifth edition will take place during the Pharma Week, from 13 to 15 April 2016, alongside Cosmofarma.
In this manner, the entire supply chain for the pharmaceutical world will converge into a unified rendezvous.
Anup Soans - Editor, MedicinMan will be present at Pharmintech as a representative of the Indian
Pharma Industry as well as to report on the proceedings.
Visit pharmintech.it for more
6. 3 SIMPLE
WAYS TO STEP
UP YOUR ROLE AS
A FIRSTLINE
LEADER.
Using Empathy, Focus and Presentation
to earn the confidence of your team and
produce outstanding results.
6 | MedicinMan April 2016
W
alter Isaacson in his biography of
Steve Jobs describes the 3 Principle’s
that drove Apple Inc. – ‘The Apple
Philosophy’. These 3 Principle’s have influenced
me greatly.
»» Empathy
»» Focus
»» Presentation
How can these 3 Principles be used by the phar-
ma first-line leader (FLL)? Here is my interpreta-
tion.
The case histories are drawn from real-life epi-
sodes, although the names have been changed.
Empathy
Empathy is ‘the ability to understand and share
the feelings of another person’. For a leader, it
is to understand the medical representative’s
world fully and to let them know that you un-
derstand it.
If you are an empathic FLL, you will care for your
medical representatives. If they feel valued and
appreciated they will go beyond the call of duty.
Empathy fosters positive feelings, and is funda-
mental to effective leadership.
Vivek Hattangadi
7. A client of mine, Maheshbhai Patel, the MD of a
growing pharma company in the I.V. fluid segment,
observed that a newly joined lady receptionist had
come to office on her old, battered Luna, without
a helmet. Privately he asked her why she wasn’t
wearing a helmet. She innocently told him: “I come
from a lower middle-class family and will be the
only bread winner once I get my first salary. I can’t
afford it today. I will certainly buy one with my first
salary.”
During lunch, Maheshbhai’s chauffeur came to her
with three helmets and asked her to choose one
which fitted her best. “It’s for you from our MD. He
cares for everyone in this organization and wants
you to be safe.”
The same evening while returning, she met with an
accident. The helmet cracked but the girl was not
hurt seriously. When she related her experience, I
was moved and my respect towards Maheshbhai
soared.
This is empathy. Not surprisingly, the attrition rates
in this organization are very low.
Focus
Do you know the difference between the sun and
a laser beam? The sun is the all-powerful fountain-
head of energy. It delivers to planet earth billions
of kilowatts of energy every day. However, with a
cap, or an umbrella, medical representatives can
work in the sun. This is because the sun dissipates
its energy.
On the other hand, the laser is a weak source of
energy. Yet its applications are where power is re-
quired. A laser-beam can cut metal, diamonds and
even replace the surgeon’s knife. The principle of
the laser is simple. It amplifies and concentrates
light over and over again until it emerges into a
very powerful beam.
This is focus – the power of focus. A narrow focus
becomes a powerful driving force.
7 | MedicinMan April 2016
If you are an empathic FLL,
you will care for your medical
representatives. If they feel
valued and appreciated they will
go beyond the call of duty.
Vivek Hattangadi | 3 Simple Ways to Step Up Your Role as a Firstline Leader
8. For an FLL, focus means to eliminate the numerous
unimportant things, and invest time on important
tasks. You need to understand your priorities so
that important issues get precedence - rather than
end up doing a ‘fire-fighting’ job when important
tasks become urgent.
Learning to prioritize and then focusing on import-
ant issues is a skill which FLLs must develop.
Ram Negi, a recently promoted first-line manag-
er did exactly this. His focus was on the most im-
portant task - of developing and training his peo-
ple – not the urgent task of meeting numbers. At
times, when he missed the monthly numbers, he
got a mouthful from his bosses. He didn’t let mind-
less criticism detract him from his sharply focused
goal of developing people. Within a year, he never
missed numbers. He was the most relaxed first-line
leader on the sales-closing day. In less than two
years he was promoted to the next position. In the
expansion program which followed, four of his six
medical representatives were promoted. Ram Negi
today is the Vice President in his organization.
Presentation
“People do judge a book by its cover”. So also
medical representatives judge the strength of your
leadership based on the signals they receive when
interacting with you.
You as an FLL may have the best of the technical
competence, and communication of the highest
quality. However, if you present yourself in a slip-
shod manner, you may be perceived as an FLL with
poor leadership skills and competence. If you pres-
ent yourself in a professional manner, you will be
perceived to have the qualities of an excellent FLL.
Abhiman Gokhale, a FLL of a mid-size pharmaceu-
tical company used to be shoddily dressed, always
chewing betel nut and invariably unpunctual. De-
spite his good communication skills, a high degree
of technical competence and superb EI, his career
stagnated. Because of his appearance, he was nev-
er taken seriously or accepted as a leader .
8 | MedicinMan April 2016
A laser-beam can cut metal,
diamonds and even replace the
surgeon’s knife... This is focus –
the power of focus. A narrow
focus becomes a powerful
driving force.
Vivek Hattangadi | 3 Simple Ways to Step Up Your Role as a Firstline Leader
9. Vivek Hattangadi | 3 Simple Ways to Step Up Your Role as a Firstline Leader
The HR Chief asked him to do a self-assessment
and take stock of his strengths and shortcomings.
Abhiman understood his deficiencies and decided
to change. He gave up his low-quality habits and
requested for a transfer to a totally new zone where
he was not known.
In his new District, Abhiman Gokhale presented
himself as true professional and an ideal FLL. He
was promoted to second-line leader within two
years.
To sum up:
1. Have empathy for your people – make sure ev-
ery little thing you do helps to develop them.
2. Focus – forget about everything else except
the most important task.
3. Send the right signals so that you present
yourself as a strong leader. M
9 | MedicinMan April 2016
...if you present yourself in a
slipshod manner, you may be
perceived as a FLL with poor
leadership skills and competence.
If you present yourself in a
professional manner, you will be
perceived to have the qualities of
an excellent FLL.
Vivek Hattangadi is a Consultant in Pharma
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
10. App Store: https://itunes.apple.com/us/app/medicin-
man/id1077336476?
Google Play: https://play.google.com/store/apps/de-
tails?id=com.medicinman.apps
DownloadtheMedicinManapptogetvideos,photos,snippets,big
ideasandkeytakeawaysfromFFE&BrandStorm2016everyweek.
MEDICINMAN
Field Force Excellence
CEORountableatFFE2016
(L-R) Darshan Patel, Partner, PwC; Krishna Singh, Founder-CEO, GlobalSpaceTechnologies;Vikas
Dandekar, Editor - Pharma & Healthcare at The Economic Times; YS Prabhakar, CEO Sutures In-
dia; CT Renganathan, Managing Director RPG LifeSciences; Ali Sleiman, General Manager India,
Merck Serono
Sankar Dass, COO & Director, CURATIO
Healthcare.
Sankar Dass has more than three de-
cades of experience during which time
he has built major brands like Omez,
Razo, Nise, Ketorol, Stamlo, Mintop, Ve-
nusia and others.
Prior to his current role, he was the Vice
President in Dr. Reddy’s Laboratories.
BrandStorm2016Keynote FFE2016Keynote
Darshan Patel, Partner, PwC
Darshan is a Partner leading the Forensic Services
practice in Mumbai with substantial investigative
and forensic accounting experience in USA and
India.
He has been with the organization for over 22
years out of which, he spent 9 years as part of
the forensics practice in New York. He has over 14
years of work experience across practice areas of
Forensic accounting, Disputes & Litigation.
11. T
he biggest challenge facing healthcare
marketers is how to make their brand
sustainable when the brand manager has
limited control on employee attrition, doctor/
chemist/patient perception of medical sales pro-
fessionals, guidelines, and many more.
Today, brands are built either through prod-
uct innovation or creating product loyalty and
product “alliances” in the minds of doctors and
patients.
Product Innovation
For Indian pharmaceutical companies drug dis-
covery may be difficult but product innovation
in rational combinations and micro-macro nu-
trients is very well possible. Product innovation
can happen in any small organization by cre-
ating a knowledge-sharing platform because
most innovation happens when we understand
the minute failures in the currently available op-
tions.
11 | MedicinMan April 2016
Genesh Kuriakose
WHAT MAKES
A BRAND
MANAGEMENT
STRATEGY
SUCCESSFUL?
What every Pharma Brand Manager needs
to know about crafting a successful Brand
Strategy over the lifecycle of a product.
12. Genesh Kuriakose | What Makes a Brand Management Strategy Successful?
12 | MedicinMan April 2016
One example is the prevalence of Hyperhomocys-
teinemia (well known risk factor for vascular dis-
eases) in India. As per a recent report, Hyperhomo-
cysteinemia is prevalent in 92.85% of Indian men
and 81.60% of Indian women1
.
We can very well conclude that those Indian com-
panies who identified the potential of Hyperho-
mocysteinemia and its pharmacological treatment
(Methylcobalamin, L methylfolate and Pyridoxal 5
phosphate) have done their job in product inno-
vation. Yet another example is carica papaya leaf
extract for Thrombocytopenia.
ADA recommends medical nutrition therapy for
all patients with type 1 and type 2 diabetes as part
of treatment plan2
. Indian food habits and nutri-
tional deficiencies are peculiar and specific, hence
addressing the deficiencies using the knowledge
sharing innovation platform could lead to a suc-
cessful product innovation.
Product Alliances
This is where brand managers and marketing
teams can contribute majorly. An organization can-
not rely solely on short-term brand management
plans. It needs both short-term and long-term
plans for business generation. In simple terms, a
short-term plan can be defined as any promotional
strategy to get immediate business, while a long-
term plan needs to focus on creating product al-
liances.
Humans tend to align to a certain routine. For
example, we generally prefer to go to our place
of work and come back by the same route even
though multiple routes are available. Similarly
brand alliances get the doctor to prescribe a prod-
uct by routinely associating it as a solution to a
disease problem.The steps to creating product alli-
ances is as follows:
Humans tend to align to a
certain routine... Similarly
brand alliances get the doctor to
prescribe a product by routinely
associating it as a solution to a
disease problem.
13. Genesh Kuriakose | What Makes a Brand Management Strategy Successful?
13 | MedicinMan April 2016
Identification of core value
Core value is not just a positioning line; it has to be
identified based on product and organization com-
petencies. Correctly identified core value should be
practiced in all process associated with the brand.
A living example of a core value practiced is“Think
Different”of Apple Inc.
Reflecting the core value
Creating a reflection of identified core value in the
customer’s mind without stating the same is the
stepping stone of brand building. The reflection is
cerated through the sales representative’s dressing
style, body language, literature, sample pack, prod-
uct pack, patient experience, distributor level, etc.
Reflecting the core value is like wearing a perfume
- wherever one goes the fragrance follows. Similar-
ly the product core value is expected to get reflect-
ed at every point of its movement.
Consistency
Consistency can happen only with standardization.
Standardization of colour, pattern, font, language,
etc is the basics of consistency and is considered as
the foundation of product alliance.
Brand Lifecycle Management3
Interestingly, 50% of recent launch successes was
from brand extensions. To build brands, pharma-
ceutical players need to proactively manage their
brand during various phases:
»» 0 to 4 years of launch – Generate prescription
momentum, establish credibility and compet-
itor edge
»» 4 to 8 years – Broaden the portfolio (line exten-
sion and newer indications)
»» Beyond 8 years – Product life cycle manage-
ment
What happens to the
patients for who a particular
combination that worked to
relieve cold and fever is suddenly
pulled off the market? Shouldn’t
consumers have a way of
lending their voice too?
14. Genesh Kuriakose is Technical Director -
Smarkus Solutions
Genesh Kuriakose | What Makes a Brand Management Strategy Successful?
14 | MedicinMan April 2016
In this competitive healthcare market, pharmaceu-
tical players need to think beyond disease manage-
ment and patient management. Strategies should
be formulated to enhance disease awareness, doc-
tor personal branding, and hospital product/ser-
vice branding and corporate branding.
Industry needs to move from a one-size-fits-all, ap-
proach to customized product offering by under-
standing the unattended areas in current disease
management.
Tomorrow’s business accomplishment depends on
creating a platform for product innovations and
branding techniques for product alliances. M
References
1. Kamdi SP, Palkar P. Prevalence of hyperhomocyste-
inemia in healthy Indian doctors. Bioinformation.
2013;9(4):193-196. doi:10.6026/97320630009193.
2. American Diabetes Association. Standards of
medical care in diabetes—2015. Diabetes Care.
2015;38(suppl 1):S1-S93
3. India pharma 2020: propelling access and accep-
tance realizing true potential, by Mckinskey
In this competitive healthcare
market pharmaceutical players
need to think beyond disease
management and patient
management. Strategies could be
formulated to enhance disease
awareness, doctor personal
branding, and hospital product/
service branding and corporate
branding
15. P
orter’s 5 forces, was a tool created by re-
nowned management thinker Michael
Porter to analyze the competitive advan-
tage, attractiveness and likely profitability of an
industry in 1979.
For more than 16 years, Porter’s Five Forces tool
has enabled managers to conduct a simple,
powerful and disciplined examination of a com-
pany’s competitive advantage by examining the
way in which an organization can compete ef-
fectively to strengthen its market position.
The tool structured the concept of competitive
advantage by defining the 5 parameters and
their impact on an organization’s performance
and profitability.
Porter’s 5 Forces encapsulates:
Analytical framework: The strategic implica-
tion of 5 competitive forces includes the analysis
of competitors, buyers, and suppliers; Identifi-
cation of strategic clusters and a framework to
forecast business evolution.
Action: Guidance for strategy formulation and
reacting to competitive moves.
15 | MedicinMan April 2016
Pankaj Mehrotra
APPLICATION
OF PORTER’S
5 TO PHARMA
MARKETING
A tried-and-tested competition analysis
framework, applied seamlessly to pharma.
16. Pankaj Mehrotra | Application of Porter’s 5 to Pharma Marketing
16 | MedicinMan April 2016
Review: Decisions taken by your organization/sub
units and reasons behind differences in their per-
formance and examine the competitor’s past and
present decisions in context of 5 forces.
5 important forces identified by Michael
Porter that determine competitive pow-
er in a business situation are:
1. Supplier Power: Factors influencing the suppli-
er power to control prices are: the number of sup-
pliers, the uniqueness of the product, the cost of
switching from one to another etc.
2. Buyer Power: Power of buyers to control prices
of products and services is driven by the number of
buyers, the market share of individual buyers, the
cost of switching from one to another supplier etc.
3. Competitive Rivalry: The ability of competitors
to offer equally priced products with similar effi-
cacy and quality impact the bargaining power of
both suppliers and buyers.
4.Threat of Substitution:The factors like availabil-
ity of substitutes like molecules/ products/brands,
their comparative effectiveness and safety profile,
current treatment protocol, emerging treatment
trends influences a supplier power.
5. Threat of New Entry: The ability of new com-
petitor to compete effectively is influenced by mar-
ket size; entry barriers like government policies,
technology, cost of entry, manufacturing and the
number of both supplier and buyers influences the
decision of others to enter a market.
17. Pankaj Mehrotra | Application of Porter’s 5 to Pharma Marketing
17 | MedicinMan April 2016
TheartofusingPorter5forcestodesign
competitive strategy in pharmaceutical
marketing lies in:
»» Factoring in the importance of Physicians and
their associations; distribution channels and
trade bodies
»» Role and place of molecules in the treatment
cycle
»» Identifying 3 or 4 main factors, quantifying
their impact
»» Identify resources like money, manpower and
their availability
»» Patents
»» R & D costs
Porter 5 forces is a comprehensive framework of
analytical techniques to help an organization sys-
tematically analyze the industry and predict the
industry’s future evolution, to understand its own
position versus competitors and use this analysis to
formulate a competitive strategy.
The competitive advantage is not limited to cost
leadership, CRM activities, coverage and geograph-
ical reach of an organization but encompasses the
entire value chain of an organization. A firm can
influence the balance of forces through strategic
moves in value chain to improve relative position
of its products and services. The more sustainable
the competitive advantage, the more difficult it is
for competitors to copy and neutralize the advan-
tage. Competitive advantage strengthens the abil-
ity of an organization to outperform over the rivals
in the competitive market. M
Pankaj Mehrotra is a Product
Group Manager at GlaxoSmithKline
Pharmaceuticals. His views are personal.
18. 18 | MedicinMan April 2016
O
f late, the pharmaceutical industry has
been in the news for all the wrong rea-
sons. The government intervened to
bring in large groups of medicines under the
price cap to make them more affordable to the
sick. Companies were caught overcharging for
some medicines in violation of the prices set by
the national price regulator and more recently -
and infamously – fixed dose combinations (FDCs
or products containing two or more medicines
in a single dosage form) were banned en masse
by the government. All these decisions caused
observers to declare that the free market had all
but failed.
Salil Kallianpur
Free markets are by nature amoral. To
get moral (or ’just’) outcomes from an
amoral market requires a well-developed
governance system - which India presently
lacks.
MARKETS
MORALS
IN PHARMA
&
19. Salil Kallianpur | Markets and Morals in Pharma
19 | MedicinMan April 2016
Fixed Dose Combinations (FDCs) – con-
venient or deadly?
So what is it with FDCs and its appeal with doctors?
Recently, about a 1,000 of these products were
shown to be irrational, which means that they
could potentially harm patients who consumed
them. Commentators have pegged FDCs to consti-
tute nearly 50% of the $15 billion domestic Indian
pharma market.
It is impossible to believe that such a large market
can exist without consumer demand to match. And
this has happened for years – in some cases, over
30 years. But this doesn’t make it legitimate. What
is wrong is wrong and one should not defend it.
What one should definitely do though, is debate
how to make things better. Why were irrational
combinations approved? What systemic shortcom-
ings should be plugged to ensure that this doesn’t
happen again?What kind of punitive action should
be forthcoming?
Instead of debating such questions, the discussion
in the public domain has been completely moralis-
tic. Companies have been labeled greedy and cor-
rupt. They have been accused of caring nothing for
human lives and focusing only on making profits
instead. This is not to absolve companies at all, but
what seems to irk some commentators more is that
no laws were broken and so it is difficult to lay the
blame squarely on one party. To confound matters,
the courts immediately granted stay orders on the
ban. Some commentators have wondered if com-
panies bent the rules. Why else have state regula-
tors – who approved most of these products – not
stood up to defend their case? Instead of such con-
jecture, should we not seek to understand why this
was allowed for so many decades?
... the discussion [about FDCs]
in the public domain has
been completely moralistic.
Companies have been labeled
greedy and corrupt. Instead of
such conjecture, should we not
seek to understand why this was
allowed for so many decades?
20. What can we do better?
If FDCs were irrational, why were they authorized
in the first place? If the rules stipulated that licens-
es obtained from state regulators be validated by
the central regulator, why were there no checks in
the system to make sure that was done? Obvious-
ly, there isn’t an appropriate approval system that
seeks proper documentation. There is no prop-
er adverse event reporting (AER) system in place
that helps gather real-world evidence of the harm
caused by such medicines. Absent all these sys-
temic check-points, the government action seems
ham-handed and open to moralistic judgment.
This is probably why 40% of doctors disagreed with
the ban in an informal survey carried out by a lead-
ing business daily.
The governance system is severely underdevel-
oped in India. When a PIL was filed in the Supreme
Court of India, the judges threw the case out saying
something to the effect that they had bigger prior-
ities to work on! With this context, does a ban seem
like the best solution to the problem? The ban is
based on the fact that these FDC products aren’t
approved by the US-FDA. This is simply because
the single medicines used in creating the com-
binations are often under patent protection and
belonged to different companies. It would take
extraordinary effort for these companies to forge
deals to create such combination products. India
does not recognize these patents and therefore In-
dian companies can easily formulate combination
products.
Salil Kallianpur | Markets and Morals in Pharma
20 | MedicinMan April 2016
The ban is based on the fact
that these FDC products aren’t
approved by the US-FDA. This
is simply because the single
medicines used in creating the
combinations are often under
patent protection and belonged
to different companies... India
does not recognize these
patents and therefore Indian
companies can easily formulate
combination products.
21. Sadly, what began as an exercise to help patients
reduce pill burden and increase compliance to
therapy ended up in an overambitious industry ef-
fort to create products, not all of which were sup-
ported by science.
It would be interesting to examine if patients
complained about problems with these products.
What happens to the patients when a particular
combination that worked to relieve cold and fever
is suddenly pulled off the market? Shouldn’t con-
sumers have a way of lending their voice too? Have
any commentators called for the formalization of
patient bodies that can have a place at the table
during such decisions?
Also, it is common knowledge that goods with
great demand that are banned by government
regulation, find their way to consumers through
a parallel marketplace that we commonly call the
‘black market’.The government knows this through
its strict regulation on alcohol, narcotics, gold and
other such goods. Sadly, it learns nothing.
Should companies be absolved?
Exploiting loopholes in the law is definitely not a
smart business decision. History has taught us that
such seemingly short-term benefits can turn out
to be medium-to-long-term disasters which have
often led to companies considered market leaders
to disappear. Why do executives not learn from
history then? Are they evil, scheming Scrooges as
they are made out to be? They only answer I can
think of is that corporate incentives are completely
misaligned. They are skewed towards profit cen-
tricity. While this in itself is not bad, it can encour-
age recklessness and avarice especially in a system
with a grossly underdeveloped governance infra-
structure. This is no excuse at all claim observers
and rightly so. What about internal ethics and gov-
ernance policies?
Salil Kallianpur | Markets and Morals in Pharma
21 | MedicinMan April 2016
What happens to the
patients for who a particular
combination that worked to
relieve cold and fever is suddenly
pulled off the market? Shouldn’t
consumers have a way of
lending their voice too?
22. Corporatization and Free Markets
Overall, such behavior undermines the true na-
ture of free markets. Popular moralistic sentiment
mistakes corporate behavior as the epitome of the
evils of privatization and the subsequent failure of
free markets. The irony is that bans and punitive
government action and interference prove time
and time again that markets are NOT free at all.
It can be argued that the government is forced to
intervene because of reckless corporate behavior.
Irresponsible action by companies forces govern-
ment agencies to intervene. The key question is
who will stand up and take the responsibility to
break this vicious cycle? Until then, we will mis-
guidedly worry about markets becoming detached
from morals.
Salil Kallianpur | Markets and Morals in Pharma
22 | MedicinMan April 2016
Salil Kallianpur is an executive in the
pharmaceutical industry currently working
for GlaxoSmithKline Pharmaceuticals. This
article is written in his personal capacity and
is not endorsed by his employers. The views
are personal.
23. I
nnovation has constantly transformed man-
kind, revolutionizing the way we live and
work. The industrial revolution gave the
world economy a new character. The internet
revolution in the nineties transcended horizons,
taking the world economy to the next level.
Today we stand at the cusp of another revolu-
tion called the disruption saga, encompassing
the internet, digital technologies and artificial
intelligence. This wave of disruption has em-
braced many sectors. Now it will revolutionize
healthcare.
The core business model of Indian pharmaceuti-
cal companies is gradually becoming irrelevant
in this digital age and needs renovation.
The earlier strategy worked while companies
reaped the benefits of developing new drugs
for various diseases, launching blockbuster ge-
nerics and to certain extent, new drug delivery
technologies. But this strategy is no longer go-
ing to fetch the same return on capital. Newer
models which focus on collaboration with vari-
ous stakeholders need to be established.
23 | MedicinMan April 2016
Jay Mehta
NOT Business as Usual:
How the New Generation
of Pharma Professionals
Will Embrace Change
and Disruption.
24. Jay Mehta | NOT Business as Usual
24 | MedicinMan April 2016
Today’s companies must leverage novel technol-
ogies to offer more personalized, patient-specific
medicines and find ways to serve the Indian mar-
ket. They will need new collaborations, fresh think-
ing, and all of the tools for furthering innovation.
Leveraging SMAC in Healthcare market-
ing: Emerging technologies for emerg-
ing markets
Next-gen technology is integrated marketing strat-
egy for healthcare. The paradigm shift from brand-
ed products to generics has demanded revolution-
ary changes in the marketing strategies adopted
by pharmaceutical organizations. Medical research
has also augmented dramatic changes in terms of
product innovations.
The pool of information assembled from the social
media and mHealth platforms will be significantly
vast and the real challenge will be to collate the
data and extract the key analytical findings. These
findings will be an enabler for ethical marketing.
Certain statistics about internet usage behavior of
doctors is interesting. 72% of doctors use internet
frequently. 26% of doctors go online during con-
sultations. 52% of doctors use multiple devices to
go online (Source: Via Media Health).
While few can deny the promise that a robust, con-
nected analytics infrastructure holds for identifying
high-risk patients, targeting preventative services,
and reducing hospitalizations and deadly infection
rates, getting to the point of performing meaning-
ful analytics is both difficult and expensive.
The strategy should focus on using data intelli-
gently to produce actionable insights, and taking
advantage of new storage and exchange opportu-
nities.
Next-gen technology is integrated
marketing strategy for healthcare.
The paradigm shift from
branded products to generics has
demanded revolutionary changes
in the marketing strategies adopted
by pharmaceutical organizations.
25. Jay Mehta | NOT Business as Usual
25 | MedicinMan April 2016
Newer tools include –
1. Analytics to map channel performance, mea-
surement of campaign effectiveness, customer
engagement metrics and unmet needs/ re-
quirements identification.
2. Strong Social Media presence by actively lis-
tening to and analyzing online behavior of
physicians and patients through exclusive por-
tals, blogs and social networking sites.
3. Capitalizing on ecommerce to enhance online
sales among manufacturers, wholesalers, dis-
tributors, re-sellers, vendors and consumers.
4. IT and emerging technologies such as SMAC
present opportunities for pharma companies
to engage with external stakeholders such
as patients, healthcare providers and gov-
ernments to develop products and services
designed to make the goal of ‘health for all’ a
reality.
5. Digital Services need to be tapped for execu-
tion of digital functions such as business rules,
security, authorization, workflows, and web
content management. Digital and social media
is also key to understanding customer behav-
ior and channel effectiveness by using appro-
priate measurement frameworks.
6. Discovering new ways to engage patients and
reach out to them is the next strategy. 94% of
pharma and life sciences CEOs said that cus-
tomers and clients influence their business
strategy. So an integrated social media strategy
should be on the cards.
26. Jay Mehta | NOT Business as Usual
26 | MedicinMan April 2016
By leveraging new age devices, pharma companies
can differentiate and create a competitive advan-
tage in a rapidly shifting market. First of all, effec-
tive utilization of social media tools for internal col-
laboration and knowledge cross over is must.
A multichannel approach:
In the current scenario, trade/ retail segment con-
tributes to 85 % of market value. As a result, much
less attention is paid to the hospital segment by
pharmaceutical marketing teams. A futuristic
study by IMS MIDAS predicts the share of hospitals
rising from 9 % to 28% in coming years. Many Indi-
an pharmaceutical companies are reworking their
strategy to explore the evolving hospital segment
as high potential markets. A recent count of 20,000
private hospitals and 500 corporate hospitals un-
derlines the opportunity.
Majority of the potential is in urban hospitals and
outpatient treatments and there is an increasing
preference for getting treated at sophisticated
hospitals for chronic diseases, and slew of health
checkup plans.
The influence of hospitals over physicians is in-
creasing it is important for Indian companies to
understand the dynamics and align sales strategies
accordingly.
Distinguishing from the traditional model, there
is a need to focus on providing integrated and
holistic solutions and not just products. Targeting
patients through education programs, targeting
paramedics and physicians with newer perspec-
tives on disease management and providing value
-added services through technology are some ave-
nues that can be explored.
By leveraging new age
devices, pharma companies
can differentiate and create a
competitive advantage in a rapidly
shifting market. First of all,
effective utilization of social media
tools for internal collaboration and
knowledge cross over is must.
27. Jay Mehta | NOT Business as Usual
27 | MedicinMan April 2016
Companies should invest time and resources to
develop relationships with stakeholders in high
-potential hospitals to ensure high recall and seek
entry. Brand building initiatives hold the key to
success in hospital marketing.
Conclusion:
There is a need for disruption in the approach and
thinking of Indian pharmaceutical businesses. A
platform should be given to the younger genera-
tion to capitalise their idea-pool and potential. For
this we need to nurture a mindset which paves the
way for fresh thinking and scale up of the ideas.
The time is perfect for our generation to drive the
change.
Indian pharma industry, however, has been slow in
catching up the trends in the new age India across
verticals like - marketing, manufacturing and sell-
ing. Those with first-mover advantage will evolve
into integrated healthcare organisations, and not
just traditional pharma companies. M
Jay Mehta is Sr. Product Executive, Marketing
at Fullife Healthcare. He handles brand man-
agement, strategy and planning for 3 brands
in Dermatology & General health portfolio.
He has an MBA in Pharmaceutical Marketing.