MedicinMan August 2017 - Role of 2nd Line Manager in Pharma

MEDICINMANField Force Excellence
August 2017| www.medicinman.net
Indian Pharma’s First Digital Magazine Since 2011
TM
W
hen the Managing Director of GlaxoSmithKline,
Annaswamy Vaidheesh, said in an interview with
ETHealthWorld that GSK’s Reps were no longer
measured on lagging indicators like sales targets but on lead-
ing indicators like their ability to transfer scientific information
effectively to doctors, it was music to the ears of many pharma
professionals.
The over-emphasis on sales targets has been the single most
impactful factor that has led to decline in the professional
and ethical standards of Indian Pharma. Sales is an outcome
of a series of steps originating with the vision of the compa-
ny. Pharmaceutical companies are the custodians of nation’s
healthcare along with physicians and others in the value
chain. Somewhere along the dramatic growth curve, most
companies lost sight of their goal of putting the patient first.
In the absence of such directional vision, Indian Pharma ad-
opted the transactional business model, which completely ig-
nores patient interest and treatment outcomes. Health, sadly,
is measured in terms of tons of drugs sold instead of patients
healed.
INCENTIVIZING A PATIENT-FIRST
APPROACH IN PHARMA
Beginning with the proliferation of me-too
companies in the 1980s with me-too products,
the role of Medical Reps underwent a dramat-
ic shift from knowledge disseminators to pill
pushers. From a market dominated by a few
hundred companies led by the MNCs, India
suddenly became a free-for-all arena and val-
ues and ethos plummeted as sales climbed to
never-before levels.
The biggest casualty of the transactional busi-
ness model adopted in the 1980s was the mar-
keting skills of Indian Pharma professionals. In
this issue, veteran pharma marketer and author
of serveral books on brand building, Prof. Vivek
Hattangadi, gives our readers an overview of
Indian Pharma marketing from 1947 to the
present. For aspiring pharma marketing pro-
fessionals, Prof. Hattangadi’s books and articles
in MedicinMan are a rich source of brand-build-
ing insights.
GSK’s landmark shift in approach to the work of
Medical Reps coupled with its robust learning
and development emphasis is welcome and
hopefully a harbinger of change from sales-by-
any-way to building brands through scientific
promotions and the adoption of digital media.
GSK’s learning and development led by Sunder
Ramachandran with his powerful advocacy of
digital media is indeed in a position to inspire
and influence fellow professionals to adopt
novel ways of developing the skills of field force
and make the work of Medical Reps interesting,
engaging and relevant to doctors.
INTERVIEW
A CONVERSATION WITH ANNASWAMY VAIDHEESH, VICE PRESIDENT,
OPPI, VP, SOUTH ASIA & MANAGING DIRECTOR, INDIA, GSK
EDITOR’S NOTE

Interview | Incentivizing Patient-First in Pharma
2 | MedicinMan August 2017
MM: Your ET HealthWorld interview has gen-
erated a lot of interest among Indian pharma
professionals, can you tell us more about this
initiative?
We have changed the way we engage with health-
care professionals. Our new focus being the cre-
ation of multi-channel approaches to serve more
patients in India through the dissemination of
high-quality scientific education to healthcare pro-
fessionals.
MM: How was the field force prepared for such
a massive shift in mindset and how have they
responded?
We took our first step into the digital future, equip-
ping our field force with iPads and a best-in-class
customer relationship management tool. This has
enhanced real-time flow of information to our
HCPs. The variable component of the compensa-
tion for our sales force is not on sales targets, but
based on evaluation of their skills and knowledge.
This qualitative criteria has been put in place over
the last few years and is key differentiator for GSK .
GSK has invested significantly in building the sales
capability of its field-based workforce. A sales com-
petency framework was launched this year which
enables every colleague to identify their develop-
ment needs across the areas of scientific knowl-
edge, business planning and patient-focused
selling, and work with their manager towards con-
tinuous learning and development. A mobile learn-
ing app that gauges sales readiness of a field-based
representative was also launched during the year.
MM: What challenges did you face in respond-
ing to a changed approach to business?
In any sales organisation, navigating without a
sales target is a challenge. This requires a new
mindset and ways of working. Getting the entire
organisation to pivot around this model presented
its initial challenges in terms of different interpre-
tations and understanding. Increasing adoption
levels and driving large scale enterprise change re-
quires an‘all hands on deck’approach.

“
The variable component of the
compensation for our sales force
is not on sales targets, but based
on evaluation of their skills and
knowledge.
Interview starts here ->

Interview | Incentivizing Patient-First in Pharma
MM: Give us an overview of the L&D approach
in GSK, especially the digital adoption
As an organisation we have institutionalized the
hardware ecosystem for our field force by provid-
ing them an iPad. In addition, we have also em-
bedded mobile learning platforms that enable our
field force to learn anytime anywhere. Our digital
learning platforms incorporate the modern learn-
ing principles of micro learning, gamification and
simulations. We believe that for optimum results,
learning technology platforms must be integrated
with performance support provided by managers
via on the job coaching.
MM: Your message to professionals in Indian
Pharma
We are committed to putting people at the heart
of everything we do to help them do more, feel
better and live longer. The future of the healthcare
landscape will be driven by increased access for the
next billion with heightened disease awareness
and solutions to meet specific healthcare needs of
the country. MM

“
Our digital learning platforms
incorporate the modern learning
principles of micro learning,
gamification and simulations. We
believe that for optimum results,
learning technology platforms must
be integrated with performance
support provided by managers via
on the job coaching.

CONTENTS
Our mission is to collectively improve the pharma
sales and marketing ecosystem - leading to better
relationships with doctors and better outcomes for
patients.
MedicinMan Volume 7 Issue 8 | August 2017
Editor and Publisher
Anup Soans
Chief Mentor
K. Hariram
Editorial Board
Salil Kallianpur; Prof. Vivek Hattangadi; Shashin
Bodawala; Hanno Wolfram; Renie McClay
Letters to the Editor: anupsoans@medicinman.net
An imprint of MedicinMan Pvt. Ltd.
1. Incentivizing a Patient-First Approach in
Indian Pharma ...................................................1
MedicinMan speaks to Annaswamy Vaidheesh, Vice
President, OPPI, VP, South Asia & Managing Director,
India at GSK
Interview with Annaswamy Vaidheesh
2. The Indian Pharma Brand Story: From
Independence to Now......................................6
Vivek Hattangadi traces the story of Indian pharma
branding from Independence till today through his
personal and professional experiences
Vivek Hattangadi
3. The Second-line Manager as Both Actor and
Architect ...........................................................13
Operational effectiveness and strategic alignment
are the two KPIs for every successful second-line
manager
Sunder Ramachandran
4. To SWOT or not to SWOT .............................16
Understanding the strategic intent behind SWOT
analysis
K. Hariram
Connect with Anup on LinkedIn | Facebook | Twitter
Anup Soans is an L&D Facilitator,
Author, Pharma Consultant.
Visit: anupsoans.com
Meet the Editor

SuperVision for the SuperWiser Front-line Manager is a tool to help pharma pro-
fessionals transition from super salesmen to great front-line managers and leaders.
The book will equip front-line managers to Manage, Coach, Motivate and Lead their
teams to deliver outstanding performance. An engaging read, filled with examples
and illustrations, SuperVision for the SuperWiser Front-line Manager has been used
by thousands of managers across the industry.
HardKnocks for the GreenHorn is a specially crafted training manual to enable
Medical Representatives to gain the Knowledge, Skills and Attitude needed to
succeed in the competitive arena of pharma field sales. Medical Representatives
joining the field are often not aware about the key success factors of their job and as
a result they get discouraged when things don’t go as planned. HardKnocks for the
GreenHorn is a powerful learning and motivational tool for field sales managers to
build their sales teams.
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H
ave you ever wondered how pharma adver-
tisements looked like before India became
independent in 1947? And how we have
evolved in the last 70 years?
Let’s hop into a time machine and travel back in time
to visit pre-independence Indian Pharma!
15th August 1947 – India gained Independence; but
Indian pharma wasn’t fully independent. India was still
dependent on MNCs, even for some basic medicines.
Yet some great Indian companies which were born be-
fore Independence - like Alembic and Cipla - have left
an indelible mark with their brands.
One of the strongest brands introduced during that
period was Glycodin (believed to be introduced in
1930) and it is still trusted by generations for cough
and cold relief. (see image 1) I still recall the headline
in a paper when the Alembic owner Chirayu Amin was
named the interim IPL Chief in 2010: “His blockbuster
Glycodin Syrup has cured many; he will now give a Gly-
codin dose to the ailing IPL”. I liked the way a pharma
brand was tagged with cricket via the‘Glycodin Man’.
Glycodin was a prescription product for over thir-
ty years. It is only in the 1960s it became an OTC.1
Here’s an early but humorous ad for Glycodin:
https://www.youtube.com/watch?v=-KmU8KlpiQs

THE INDIAN PHARMA
BRAND STORY:
FROM INDEPENDENCE
TO NOW
Vivek Hattangadi
VivekHattangaditracesthestoryofIndianpharma
branding through his personal and professional
experiences
Independence Day
Special

 Vivek Hattangadi | The Indian Pharma Brand Story: From Independence to Now
“
...somegreatIndiancompanieswhich
were born before independence -
like Alembic and Cipla - have left an
indelible mark with their brands.
Another great brand of the pre-independence era
is Qinarsol!
In 1939, World War II began. One event which
triggered a transformation for Cipla is Mahatma
Gandhi’s visit to Khwaja Abdul Hamied. Recalls Y.K.
Hamied in an interview with Business Standard:
“He told my father that due to the war, imports of
medicines had stopped. Gandhi wanted us to man-
ufacture medicines for the British Indian army,”That
was when Cipla started manufacturing Qinarsol for
malaria.2
Let’s move forward in our time machine. We’re in
1960s just post the Sino-Indian War. My mother,
like millions of Indian women, put all her trust and
hopes on her son serving the country to preserve
our independence for which we fought so hard.
She and my father wanted me to be strong so I
could join the armed forces.
They put their trust in Ferradol (originally from
Parke Davis) which they believed would strength-
en me and make me fit enough to join the army.
Image 1.

“
My mother made it a point to shove
a spoonful of Ferradol down my
throat every morning and evening,
although I hated its black color and
thick, syrupy, iron taste.
My mother made it a point to shove a spoonful of
Ferradol down my throat every morning and eve-
ning, although I hated its black color and thick,
syrupy, iron taste. I do not know whether Ferradol
helped me, but surely the big broad smile on her
face, every time I drank it, made me feel healthy
and strong!
My childhood memories are rich and varied. And
one of them was going to Bankikodla, a small ham-
let in North Kanara District (erstwhile Mysore, now
Karnataka State) from where my mother hailed.
Visiting Bankikodla, where my uncles and cousins
lived, was a small adventure by itself. The nearest
qualified doctor was in Karwar, 30 miles away. So
for emergency medical use for her brothers, neph-
ews and nieces, my mother invariably packed and
carried a few bottles of Sloans Liniment, Dettol,
Amrutanjan Pain Balm, Phillips’Milk of Magnesia, a
few boxes of Anacin and a dozen bottles of Glyco-
din Syrup. More than anyone, it gave some solace
to the poor villagers. An elderly one blessed my
mother (in Kannada): “Make your son a doctor and
let him practice here in Bankikodla”.

Fast-forward to 1974. I joined Carter Wallace as a
medical representative. During the training pro-
gram I was told that Carter’s Little Liver Pills and
Miltown were the two most popular products of
the company in USA. Miltown was the first anx-
iloytic to be introduced in the world. It contained
meprobamate. I do not know of any other pharma
brand named after a place. But what really fascinat-
ed me was Carters Little Liver Pills which were not
available in India.
There was a mystique around Carter’s Little Liver
Pills. I always wanted to know more about it! So
when the Google Age came, I started looking for
Carters Little Liver Pills. The images and the copy
actually stunned me.
The brand had a very unusual and a very funny
mnemonic – A Crow! Yes! A Crow! See the images
alongside! A Crow as a mnemonic for a pharma
product seemed absurd but the product was a hit
in that country.

“Necessity is the mother of invention
and Prof. Tarun Gupta, then the
head of sales and marketing in
Glaxo developed the first pharma
Visual Aid.
Come 1976. Paper prices were very high and the
cost of leave-behind literature as a detailing aid
was exorbitant. Necessity is the mother of inven-
tion and Prof. Tarun Gupta, then the head of sales
and marketing in Glaxo developed the first pharma
Visual Aid. After 40 years, it continues to remain the
main plank of pharma promotion. Even in 2017,
brand managers fnd it difficult to think beyond the
Visual Aid, although they know that the moment a
Visual Aid is opened, doctors close their ears and
shut their minds.
Do Doctors have no sense of humor? So thinks In-
dian Pharma. Always heavy and serious communi-
cation!
In 1989 Sun Pharma introduced fluoxetine, Prodep.
Prodep was the third fluoxetine after Cadila and
Torrent. Dilip Shanghvi said he would like Prodep
to be the No. 1 fluoxetine and perform better than
Torrent Pharma’s brand – Oxedep. If Prodep had to
beat Oxedep and Fludac, I, as the brand manager,
thought we should first expand the prescriber base
and not just confine it to psychiatrists. This meant
Prodep had to be taken to other segments - like
consulting physicians, cardiologists and gastroen-
terologists.
We brainstormed along with the medical team and
one of the doctors quoted the Ayurveda -The mind
and the body are inextricably connected. This gave
us an opening to take Prodep to non-psychiatrists.
But how? Antidepressants was the domain of psy-
chiatrists and 30 years back, hardly anyone apart
from the psychiatrists knew what antidepressants
were.
I approached Vasant Halbe, a well known carica-
turist who published his cartoons in Marathi news-
papers. Later on he was to create characters like
Shikari Shambhu and Suppandi for the children’s
magazine, Tinkle. I briefed him on the Prodep sto-
ry and it took me at least four hours to explain
what depression is and what antidepressants are.

I told him, that in a humorous and funny way, we
had to tell doctors what depression was. The out-
come far exceeded the expectations – as you see
here.
Through the Prodep promotional material we told
consulting physicians, cardiologists and gastroen-
terologists, in a very humorous way, how to recog-
nize depression and treat it. Prodep became a hit
as a strong co-prescription along with the main
treatment. Prodep went on to become the No.1
antidepressant getting three times more prescrip-
tions from non-psychiatrists than psychiatrists.This
caught the attention of none other than Prof. Chit-
ta Mitra, whom I consider my Guru in brand man-
agement, who virtually took me under his wings.
Now we come to 2017. With over a thousand med-
ical representatives visiting a doctor every month,
he is called on by about 30-40 medical represen-
tatives every day. We must realize that we are in-
truding into his privacy and his time. If a medical
representative takes just a minute, the doctor los-
es around an hour’s practice every day. And who
would like to lose patients or pay less attention to
them? Besides, he also needs to maintain his work-
life balance.

“
I am happy that digital marketing
is slowly shaping Indian Pharma.
Portals like Docplexus should be
used liberally by brand managers to
speak to doctors. E-detailing is the
need of the hour.
So shouldn’t we think differently to engage a doc-
tor?
I am happy that digital marketing is slowly shaping
Indian Pharma. Portals like Docplexus should be
used liberally by brand managers to speak to doc-
tors. E-detailing is the need of the hour.
E-detailing is not the mere transfer of the print
artwork of paper promotional material onto an
ipad or a tablet with some animation or flash – it
is much more. E-detailing means that information
is available 24x7 to medical professionals through
web-based tools, so physicians can now find clear
and interesting product information whenever
they have time during their busy schedules. They
can also choose to read only the content that is
most pertinent and interesting to them. E-detail-
ing is making a doctor listen to detailing at a time
and place of his convenience. An IBM report says:
“Pharma firms should give out data when and
where doctors need it, and help them provide bet-
ter care with access to drug information they value
and trust.”3
Our time machine has landed us on 15th August
2017. It is time to get on board pharma’s latest ve-
hicle called Digital Communication! MM
Vivek Hattangadi is a
Consultant in Pharma
Brand Management and
Sales Training at The En-
ablers. He is also visiting
faculty at CIPM Calcutta
(Vidyasagar University)
for their MBA course in
Pharmaceutical Management.
vivekhattangadi@theenablers.org
Bibliography:
1. Subbarao PS & Murthy KGK. (2005) Cases in
Management. New Delhi: Discovery Publishing
House
2. Chatterjee D (2003) 40 years ago... And
now: Cipla:The crusader for affordable drugs
takes the patent battle to MNCs, interview in
Business Standard. Available from: http://www.
business-standard.com/article/companies/40-
years-ago-and-now-cipla-the-crusader-for-
affordable-drugs-takes-the-patent-battle-to-
mncs-114122400009_1.html
3. Effective e-Detailing IBM. Available from
https://www-935.ibm.com/services/us/imc/
pdf/g510-3242-effective-e-detailing.pdf

T
he second line sales manager is a key role in
the commercial context with a significant top-
line to manage, a large number of people to
lead and a need to stay on top of the micro environ-
ment and competitive landscape of the region. Most
sales professionals see this role as a critical pit stop for
broader national leadership roles in sales or marketing.
Here are some leadership archetypes that aspiring sec-
ond line managers can pivot around and how they can
position themselves for this role.
Strategic Orientation & Message
Alignment
The focus on strategy increases manifold for second
line managers. It can be overwhelming when sudden-
ly everyone expects strategic thinking from you. As a
second line manager, the ask is not so much to create
a new strategy but rather to align with the overall busi-
ness unit strategy. This involves the cognitive ability to
review a strategy document and contribute in the for-
mation of the business strategy as required.

THE SECOND-LINE
MANAGER AS BOTH
ACTOR & ARCHITECT
Sunder Ramachandran
Operational effectiveness and strategic
alignment are the two KPIs for every successful
second-line manager

 Sunder Ramachandran | The Second-line Manager as Both Actor and Architect
“
The 10% - 20% improvement that
the formation of a separate regional
strategy provides gets nullified by
the 40-50% loss in the quality of
execution due to mixed messaging.
Aligning the team to national strategy is where the
ball gets dropped. Regional leaders are given a lot
of rhetoric around becoming strategic and they
end up carving out a regional strategy which is of-
ten tangential to the overall business strategy. It is
also common for a regional leader to justify this cit-
ing“regional nuances”,“market dynamics”etc.
From the regional leader’s perspective, they have
taken the first step towards becoming more “stra-
tegic” but this has left the last mile team member
confused as they hear different messages from
their immediate leader and from the national lead-
ers. The 10% - 20% improvement that the forma-
tion of a separate regional strategy provides gets
nullified by the 40-50% loss in the quality of exe-
cution due to mixed messaging. The better invest-
ment of time is in aligning the team and translating
the current business strategy into tactical commer-
cial outcomes.
It is useful to list down examples from your career
where you have demonstrated the smarts to un-
derstand strategy and the maturity to align and get
things done.
Operational Effectiveness
This is the nuts and bolts of getting things done.
Setting goals, KPIs, review mechanisms, process of
data collection and sources used are all part of this.
I would even bucket sales coaching in this category
given the direct impact on commercial outcomes
and the frequency with which it happens. The sec-
ond-line manager is also expected to remove hin-
drances in the way of employees’performance and
measure, recognise and celebrate the smallest of
wins. These skills become important when some-
one moves from a more operational first-line lead-
er role to a more directional second-line role.
Again, it is useful to list down examples where your
operational efficiency has proven to be an edge.
Maybe you have a unique way of tracking KPIs, con-
ducting performance reviews or an ability to draw
insights from data that may not occur to others.

 Sunder Ramachandran | The Second-line Manager as Both Actor and Architect
“
You cannot underplay the role
of the leader as a teacher. People
will do a lot for personal goals and
targets but they will do even more
for an inspiring leader.
Leader as a Teacher
You cannot underplay the role of the leader as a
teacher. People will do a lot for personal goals and
targets but they will do even more for an inspiring
leader. The self-awareness to connect authentical-
ly with teams, have meaningful conversations (not
just performance reviews) and demonstrate genu-
ine interest in the overall well-being of teams are all
part of this vector. Every leader can pick examples
from their journey that establish their proficien-
cy as a coach, teacher and more importantly as a
lifelong learner. It is also useful to share your own
approach to learning. I find that leaders who have
some rituals to improve on a continuous basis are
naturally inclined to do this for their teams. Learn-
ing agility is climbing the scale as the most critical
leadership competency.
In summary
Second line managers are both actors and archi-
tects. The actor refers to the ability of the second
line manager to play out the national strategy. The
architect refers to their role in setting up the con-
ditions, processes and structures that create an en-
vironment where teams are motivated to perform.
MM
Sunder Ramachandran
is General Manager,
Commercial Training at
GlaxoSmithKline Phar-
maceuticals India.

I
have had the opportunity to sit through a series
of business presentations on SWOT analysis across
business sectors. Most of them lacked purpose
and clarity. It looked like last minute attempt to fill up
space with a mandatory slide on SWOT analysis - a rit-
ual rather than a strategic decision-making exercise.
Based on my reflection, I am sharing why, how and
what of SWOT analysis so that the strategic intent be-
hind it is clear.
Why do a SWOT analysis?
Managements must use its limited resources to exploit
profitable opportunities. The resources include peo-
ple, production capacity and financial resources.
SWOT analysis enables a company to determine where
it stands on the four key strategic areas to determine
what changes are needed or which is the right di-
rection to move forward. SWOT analysis enables the
identification of internal and external factors that may
affect future performance. SWOT is also an excellent
tool for problem solving as it brings clarity in a given
situation.

TO SWOT OR NOT
TO SWOT
K. Hariram
Understanding the strategic intent behind
SWOT analysis

 K. Hariram | Understanding the Strategic Intent Behind SWOT Analysis
“SWOT is also an excellent tool for
problem solving as it brings clarity
in a given situation.
How is SWOT analysis done?
Every company has inherent strengths and weak-
nesses - they are internal in any given context.
Hence, external factors like growing market or
population or good monsoon do not form part of
the strengths.
Opportunities and threats are typically external
factors like the environment, macro-economic
scenario, geopolitical climate, or the prevalence of
disease, epidemics, etc. The threats could be the
competition, price controls, stringent regulations
etc. Strengths and weaknesses need clear identi-
fication and understanding to adopt a “starve the
problems and feed the opportunities”approach to
apply the strengths in areas that result in business
growth.
The‘What’of SWOT analysis
ØØ Is the SWOT analysis just a template or is it a
strategic tool?
ØØ What does one do with the strengths?
ØØ Do we know how to connect it to exploit the
opportunities?
ØØ Is it being utilized to achieve business objec-
tives?
ØØ Is there a clearly identified action plan with
time schedules as a way forward?
ØØ Are weaknesses meant for assigning blame for
shortfalls in performance or is there a clear ac-
tion plan to minimize their impact?
ØØ Is there a realistic assessment of weaknesses
that helps in preventing strategic blunders
like entering a market with products that are
clearly inferior to what well-entrenched com-
petitors are offering?
ØØ Can current weaknesses be turned into future
strengths?
ØØ Can we identify emerging opportunities and
draw-up long-term plans to enter the market
at the right time?

 K. Hariram | Understanding the Strategic Intent Behind SWOT Analysis
“
Threat is another term for risk
– factors outside the company’s
control that can have a negative
impact on performance. Typically,
they are competition, regulatory
regime, change in market trends,
customer preferences, etc.
Threat is another term for risk – factors outside the
company’s control that can have a negative impact
on performance. Typically, they are competition,
regulatory regime, change in market trends, cus-
tomer preferences, etc.
Final thoughts:
ØØ Can SWOT analysis help companies to be bet-
ter prepared for whatever it may encounter in
the external environment?
ØØ When it comes to competitors, can the compa-
ny identify weaknesses in the strength of the
competitor or competition?
ØØ SWOT is not the most robust of tools in its ba-
sic form. But when used in the way it was origi-
nally developed, it is a powerful tool.
In conclusion, SWOT analysis helps to answer the
question: “What are the prospects that this busi-
ness or project will succeed?
To quote Sun Tzu, from the Art of War:
“If you know others and know yourself, you will
not be imperiled in a hundred battles; if you do
not know others but know yourself, you win one
and lose one; if you do not know others and do not
know yourself, you will be imperiled in every single
battle.”MM
K. Hariram is the
former MD (retd.) at
Galderma India.
He is Chief Mentor at
MedicinMan and a
regular contributor.
khariram25@yahoo.com



THE FUTURE OF
PHARMA SALES
& MARKETING
PARTNER WITH US.
anupsoans@gmail.com
 
A MedicinMan annual event
FFE + CEO ROUNDTABLE
AND BRANDSTORM 2017

FFE + CEO ROUNDTABLE
AND BRANDSTORM 2017SEPTEMBER
Field Force Excellence conference + CEO Roundtable is
targeted at senior industry professionals in all functions.
The CEO Roundtable is the highlight of the event and fea-
tures some of pharma’s most well-known leaders.
Past topics include:
• Practical Issues in Sales Force Effectiveness (SFE) imple-
mentation
• Role Clarity from Front-line Manager to National Sales
Manager
• Role of Technology as a Field Force Multiplier
• Social Learning for the Field Force
• Data Analytics: Actionable Insights for Segmented Mar-
keting
• Role of Marketing, Medical, HR and L&D in Building the
Rx Capabilities of the Field Force
• Navigating UCPMP, MCI Guidelines and other regulato-
ry issues
• Reinvention of Doctor-Field Force interaction through
Digital and Social
Past Speakers include:
• Sanjiv Navangul – Managing Director, Janssen India
• K. Shivkumar – Managing Director, Eisai
• Sujay Shetty – Partner, PwC India
• CT Renganathan – Managing Director, RPG LifeScienc-
es
• YS Prabhakar – CEO, Sutures India
• Ali Sleiman – General Manager India, Merck Serono
• Darshan Patel – Partner, PwC
• Vikas Dandekar – Editor Pharma, ET
• Shakti Chakraborty – Group President, Lupin
• Ganesh Nayak – CEO and Executive Director, Zydus
Cadila
• Bhaskar Iyer – Divn VP, India Commercial Operations,
Abbott
• Narayan Gad – CEO, Panacea Biotec
• Girdhar Balwani – Managing Director, Invida
• K. Hariram - Managing Director (retd.) Galderma India
BrandStorm is targeted at Brand Managers. The event
features thought leaders in pharma brand management
addressing the hottest topics of the day.
Past topics include:
• UCPMP & MCI Guidelines – Implication for Pharma
Marketing
• Brand Building: Case Studies from the Indian Pharma
Market
• Unleashing the Power of Digital Marketing – Case
Studies
• From Brand Management to Therapy Shaping
• Marketing to Hospitals
• Case Study: Zifi-AZ
• Field Force – Doctor Interaction through use of Digi-
tal and Social Media
• How to Optimize Healthcare Communication Cre-
ative Agency Services
Past Speakers include:
• PV Sankar Dass – CEO & Director, CURATIO
• Darshan Patel – Partner, Pricewaterhouse Coopers
• Daleep Manhas – General Manager & Associate Vice
President at McCann Health
• Praful Akali – Founder-Director, Medulla Communi-
cations
• Pankaj Dikholkar – General Manager, Abbott
• Salil Kallianpur – Executive Vice President - Primary
Care, GSK
• Deep Bhandari – Director-Marketing & Sales Excel-
lence, UCB
• Shiva Natarajan – General Manager, GSK
• Shashank Shanbag – Business Unit Director, MS
• Nandish Kumar – DGM and Head – Marketing, FD
To partner at the event contact:
anupsoans@gmail.com | +91-968-680-2244
FFE+CEO RT BRANDSTORM

MedicinMan August 2017 - Role of 2nd Line Manager in Pharma

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