The document discusses whether science graduates or non-science graduates are better suited as medical representatives. It notes that while companies promoting novel drugs may need science graduates to provide scientific information to doctors, most Indian pharmaceutical companies are focused on sales more than science. The key question is whether companies should see themselves primarily as science companies or sales organizations when making hiring decisions for medical representative roles.
Go through this presentation to know about:
1) What every Medical Representative needs to discover before making Doctor Calls?
2) What lays the foundation for healthy prescription growth?
Go through this presentation to know about:
1) What every Medical Representative needs to discover before making Doctor Calls?
2) What lays the foundation for healthy prescription growth?
Decades ago, Peter Drucker was invited to address the senior management team at General Motors, he asked them a simple, but penetrating question: “Why should I buy a GM car?”
Many senior executives attempted to answer that simple question but, nobody was able to give a convincing answer! The senior managers at General Motors had unlearnt the art of winning customers by not being able to answer the simple question - “Why should I buy a GM car?” But they kept introducing more and more new models which less and less customers bought. And that was the prelude to GM’s decline and bankruptcy.
That question still resonates for every business including Indian Pharma. I wonder how many field sales people - Medical Reps and their managers can answer the question - Why Should the Doctor Rx Your Product? Having a clear answer to that question is the key to winning customers - be they doctors, chemists, distributors or hospitals.
As companies grow larger, hierarchies are created and sales processes like CRM/SFA evolve and become embedded. In the absence of a dynamic top leadership, hierarchy and processes become rigid and difficult to change even though rapidly changing market dynamics demand that they do. Bureaucracy slows down customer-centric decision making and inaction becomes part of the organisation's culture. The emphasis shifts from developing employees and winning customers to launching products and hitting numbers.
Peter Drucker rarely blamed individuals; he saw root causes in the design of organizations—in their structures, processes, norms, and routines. He would ask leaders a few provocative questions: “What is your mission? What should you stop doing? Where has the drive for short-term efficiencies undermined long-term effectiveness? What should be your objectives and guiding principles?”
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.
This presentation will be helpful for the facilitator to help the medical representative understand about improving his/her performance inside the doctor's chamber by following these easy 4 steps -
1. Opening of Call
2. Presentation of the product (Detailing)
3. Closing of Call (demand Rx)
4. Documentation of the Call
Sales Force Effectiveness is Dead ... or is it?
Five opportunities for pharma to get ‘back to basics’ and immediately lift sales performance.
Blackdot are a full service benchmarking, consulting, training & advisory firm exclusively focused on lifting sales force effectiveness & efficiency. Blackdot exist to assist their clients to achieve more predictable, repeatable, and sustainable sales performance.
What makes them unique is their total fixation on the use of data-driven, evidence-based techniques to understand what does (and does not) drive sales performance.
By viewing the ‘sales engine’ holistically, as an ecosystem of component parts that work interdependently to impact sales results, Blackdot are able to identify the root cause of what’s inhibiting and enabling your current performance, including quantifying the payoff in actually getting it right.
Armed with this knowledge, Blackdot stand alongside their clients who engage them to define, implement and embed change programs that bridge the gap between ‘hoping’ and ‘knowing’ they’ll deliver top and bottom line performance improvement.
Pharmaceutical SFE Metrics: Are You Measuring The Wrong Things? (mini)Eularis
With the ever-increasing pressure to ensure maximum return on investment, Sales Force Effectiveness is becoming a high priority area. A Sales Force represents the largest spend in sales and marketing and is second only to Research and Development within the whole of a company. Yet, similar to R & D, study after study shows that the returns gained from this spend are not particularly strong.
Research by Novartis shows, despite the fact that the top 40 Pharmaceutical companies in the US doubled their investment in Sales Force over the past 5 years, prescriptions only rose by 15% in the corresponding time period. Research by IBM concurred with this result and found that every dollar spent on Sales Force generates just $10.30 in sales. This represents a 22% drop in return since 1996.
Generally, there has been an industry-wide decrease in productivity per Sales Representative, down 24% since 1996. In addition, the Sales Representatives that are hired are low in age, output and skill. Reps face a highly competitive field, with recent figures showing a field of 90,000 Reps competing for 650,000 Physicians - only 125,000 of whom are top tier prospects. A rapidly expanding Sales Force with rapidly decreasing productivity results in an approximate 18% turnover each year.
Fortunately, the concept that ‘size sells’ is largely beginning to be abandoned across the Pharmaceutical Industry. Many Sales Managers are turning their attention to increasing the effectiveness of the Sales Force, rather than the size.
In this report, we examine Sales Force Effectiveness in the Pharmaceutical Industry. We analyze current metrics and their limitations, in focus and in measuring Sales Force Effectiveness, for the Pharmaceutical Industry. Then we discuss appropriate metrics to solve these problems, and demonstrate implementation methods and issues.
Clinical Quality Improvement - Dr. Croston's 7 TipsHealth Catalyst
Starting a clinical quality improvement initiative requires shifting from a personality-centric culture to one that is data-driven, with near real-time data to help providers make better decisions and improve the quality of outcomes. But turning plentiful data into meaningful information represents a significant change. From Dr. J. Kevin Croston, MD, CMO at North Memorial Health Care, here are seven tips to gaining physician buy-in: 1. Get the Physicians Engaged Early; 2. Find Champions Among the Medical Leadership; 3. If Your Project Is Large, Choose One Area of Focus; 4. Build a Broad but Specific Guidance Team; 5. One You Have Plan, Follow It; 6. Make the Results Data-driven; 7. Be an Agent for Change
Decades ago, Peter Drucker was invited to address the senior management team at General Motors, he asked them a simple, but penetrating question: “Why should I buy a GM car?”
Many senior executives attempted to answer that simple question but, nobody was able to give a convincing answer! The senior managers at General Motors had unlearnt the art of winning customers by not being able to answer the simple question - “Why should I buy a GM car?” But they kept introducing more and more new models which less and less customers bought. And that was the prelude to GM’s decline and bankruptcy.
That question still resonates for every business including Indian Pharma. I wonder how many field sales people - Medical Reps and their managers can answer the question - Why Should the Doctor Rx Your Product? Having a clear answer to that question is the key to winning customers - be they doctors, chemists, distributors or hospitals.
As companies grow larger, hierarchies are created and sales processes like CRM/SFA evolve and become embedded. In the absence of a dynamic top leadership, hierarchy and processes become rigid and difficult to change even though rapidly changing market dynamics demand that they do. Bureaucracy slows down customer-centric decision making and inaction becomes part of the organisation's culture. The emphasis shifts from developing employees and winning customers to launching products and hitting numbers.
Peter Drucker rarely blamed individuals; he saw root causes in the design of organizations—in their structures, processes, norms, and routines. He would ask leaders a few provocative questions: “What is your mission? What should you stop doing? Where has the drive for short-term efficiencies undermined long-term effectiveness? What should be your objectives and guiding principles?”
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.
This presentation will be helpful for the facilitator to help the medical representative understand about improving his/her performance inside the doctor's chamber by following these easy 4 steps -
1. Opening of Call
2. Presentation of the product (Detailing)
3. Closing of Call (demand Rx)
4. Documentation of the Call
Sales Force Effectiveness is Dead ... or is it?
Five opportunities for pharma to get ‘back to basics’ and immediately lift sales performance.
Blackdot are a full service benchmarking, consulting, training & advisory firm exclusively focused on lifting sales force effectiveness & efficiency. Blackdot exist to assist their clients to achieve more predictable, repeatable, and sustainable sales performance.
What makes them unique is their total fixation on the use of data-driven, evidence-based techniques to understand what does (and does not) drive sales performance.
By viewing the ‘sales engine’ holistically, as an ecosystem of component parts that work interdependently to impact sales results, Blackdot are able to identify the root cause of what’s inhibiting and enabling your current performance, including quantifying the payoff in actually getting it right.
Armed with this knowledge, Blackdot stand alongside their clients who engage them to define, implement and embed change programs that bridge the gap between ‘hoping’ and ‘knowing’ they’ll deliver top and bottom line performance improvement.
Pharmaceutical SFE Metrics: Are You Measuring The Wrong Things? (mini)Eularis
With the ever-increasing pressure to ensure maximum return on investment, Sales Force Effectiveness is becoming a high priority area. A Sales Force represents the largest spend in sales and marketing and is second only to Research and Development within the whole of a company. Yet, similar to R & D, study after study shows that the returns gained from this spend are not particularly strong.
Research by Novartis shows, despite the fact that the top 40 Pharmaceutical companies in the US doubled their investment in Sales Force over the past 5 years, prescriptions only rose by 15% in the corresponding time period. Research by IBM concurred with this result and found that every dollar spent on Sales Force generates just $10.30 in sales. This represents a 22% drop in return since 1996.
Generally, there has been an industry-wide decrease in productivity per Sales Representative, down 24% since 1996. In addition, the Sales Representatives that are hired are low in age, output and skill. Reps face a highly competitive field, with recent figures showing a field of 90,000 Reps competing for 650,000 Physicians - only 125,000 of whom are top tier prospects. A rapidly expanding Sales Force with rapidly decreasing productivity results in an approximate 18% turnover each year.
Fortunately, the concept that ‘size sells’ is largely beginning to be abandoned across the Pharmaceutical Industry. Many Sales Managers are turning their attention to increasing the effectiveness of the Sales Force, rather than the size.
In this report, we examine Sales Force Effectiveness in the Pharmaceutical Industry. We analyze current metrics and their limitations, in focus and in measuring Sales Force Effectiveness, for the Pharmaceutical Industry. Then we discuss appropriate metrics to solve these problems, and demonstrate implementation methods and issues.
Clinical Quality Improvement - Dr. Croston's 7 TipsHealth Catalyst
Starting a clinical quality improvement initiative requires shifting from a personality-centric culture to one that is data-driven, with near real-time data to help providers make better decisions and improve the quality of outcomes. But turning plentiful data into meaningful information represents a significant change. From Dr. J. Kevin Croston, MD, CMO at North Memorial Health Care, here are seven tips to gaining physician buy-in: 1. Get the Physicians Engaged Early; 2. Find Champions Among the Medical Leadership; 3. If Your Project Is Large, Choose One Area of Focus; 4. Build a Broad but Specific Guidance Team; 5. One You Have Plan, Follow It; 6. Make the Results Data-driven; 7. Be an Agent for Change
Employee engagement is not an exact science. So far, the whole concept has been built on HR experience, positive phycology and business models that engage a company’s talent towards a productive culture of success.
At the core of employee engagement, similar to any company’s foundation, are some values. These values determine the why, how and what of that company, presumably.
In today’s economy, you’re building your company brand both through external as well as internal efforts. Playing two battlefields at the same time can prove to be tricky, that’s why some companies decide to focus their resources only on the external branding front. Meanwhile, they neglect their internal environment, failing to provide an engaging, challenging and appealing workplace.
Enters talent management. A grey area where an HR manager meets a Talent Manager/Chief Happiness Officer. Confusing? Yes. And if it’s confusing for the person actually holding that position, imagine what it does to the employees he or she is supposed to be engaging.
So, we came up with 25 ideas that can save a manager in need of some inspiration. Enjoy!
What is modern employee engagement and why is it important? With key stats and quotes from industry experts and professionals, we look at how you can create and maintain an engaged culture suitable for 21st century businesses.
We've gathered the most surprising, horrifying, and enlightening sales statistics on cold calling, social selling, sales training, and much more.
Whether you are a sales rookie or an experienced veteran, these 21 sales stats will knock your socks off and perhaps inspire you to improve the way you sell. Enjoy and share!
Employee engagement impacts nearly every area of business, from productivity to retention, and even operating costs. You can improve engagement by mastering the five elements.
15 Employee Engagement activities that you can start doing nowHppy
Trying to find new employee engagement activities to boost productivity in your company?
We thought you might, now that these long summer days make it difficult to focus and give 110% at work. But we also thought this is a great time to plan a proper employee engagement strategy that focuses on long-term growth and retention.
Whether you’re simply browsing for some ideas that might boost up morale or if you’re putting down the final details for your HR strategy, here are 15 employee engagement activities that you should try!
Virtual Conferencing: A Roadmap for PharmaLen Starnes
A pragmatic Roadmap for the pharmaceutical and medtech industries to digitize their conference and events channels. Presentation is a follow-up to an earler deck: 'The Medical Conference is Dead. Long Live the Medical Conference'.
1215 Bidwell, Alan To Vancouver City Council, 10 Dec 2009WestEnd Prepare
Presentation of citizen Alan to Vancouver City Council in Public Hearing on rezoning of 1215 Bidwell Street (Maxine's Hideaway) in the West End to build a 20-storey tower.
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
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
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.
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.
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
Is Pharma Losing Good Salespeople and Getting Bad Managers?Anup Soans
The skills needed to succeed as a Medical Rep and those needed to be effective as an Front-line Manager are completely different. It's like Sachin Tendulkar being promoted to Captaincy without the necessary orientation. The result - India lost a great batsman and got a poor Captain.
How Can Medical Reps Achieve Breakthrough Performance?Anup Soans
In the 1940s, pilots had a belief that it was impossible to fly faster than the speed of sound. Their belief was supported by the prevailing theory that transonic forces would tear the aircraft apart. Captain Chuck Yeager of the US Air Force smashed that belief on October 14, 1947, when he broke the sound barrier.
Like those pilots, Medical Reps also have various limiting beliefs that hold them back from breaking barriers. These limiting beliefs impact their performance on a daily basis -- till they become like the fly-in-the-jar that kept hitting the lid and eventually gave up, thinking that the lid was the sky!
The 10 Most Admired Companies to Watch in 2019Merry D'souza
Companies who rise above the challenges of business and find a place in consumer’s as well as employees heart are admired, become a brand and a trendsetter for other companies globally. In this issue of Insights Success, we are glad to enlist “The 10 Most Admired Companies to Watch in 2019”. These companies are here not just for the business they do and the services they do, but the way they do it.
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.
Xerox surveyed over 5,000 people regarding their optimism in the workplace, including over 800 healthcare workers. See the results and learn why optimism is so “healthy.”
FDC Ban - What's Right and What's Wrong?Anup Soans
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.
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.
You know your employees are the lifeblood of your company but if not properly motivated, they can end up sucking the life out of your company. Unhappy employees cost companies over half a billion dollars in lost productivity.
What if there were a formula for gauging your employees’ attitudes and a methodology for creating an energetic workplace atmosphere? While we can’t promise an overnight solution, we can give you facts and actionable tips based on national and global research to get the process in motion. All it takes from you is the desire to make the change and the commitment to transform the culture of your organization from blah to hell ya!
Change is best implemented from the top with executive support so every employee on your payroll understands the importance of the initiative. Give your employees a reason to care.
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
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.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
2. 2 | MedicinMan May 2013
EDITORIAL | Science Vs. Non-Science Graduates as Medical Reps
The top management of each company must have
a clear understanding and ask - are we a ‘science’
company or are we a ‘sales organization’?
H
ere’s the question: Do all
the thousands of companies
promoting the 100th generic
molecule need to talk science? Even if
they want to, is the doctor interested in
listening to a ‘detailing talk’ by a poorly
motivated field force that changes their
company every year?
Sure, companies promoting IP prod-
ucts and even Indian companies
focusing on a particular therapy area
or niche market segment may need
B. Pharma or B.Sc candidates.
You need B. Pharma and B. Sc candi-
dates as MRs when the job role is to
generate prescriptions by giving highly
scientific information. Do you need
them when the job is largely a sales
job?
We have over 60,000 brands in Indian
Pharma Market - how many of them
are novel IP products?
Today the role of an MR/FLM in most
Indian Pharma companies is ‘science’
by title and ‘sales’ by necessity. Why
then this emphasis on science can-
didates? Will they really enjoy doing
an ultra high pressure sales job? Are
they cut-out for the role where 80%
of the time is spent waiting and only
20% in actually talking and listening to
doctors? How much science can an MR
talk in 180 seconds? The attrition rate
is clearly an indicator of dissatisfaction
brought about by mismatch.
Pharma is busy fitting square pegs in
round holes and as a result neither
the candidates are happy nor are the
companies getting enough productivity
from the field force.
Time to re-think?
I think the top management of each
company must have a clear under-
standing and ask - “are we a ‘science’
company or are we a sales organiza-
tion?”
Once this is clear, it becomes easier to
adopt the right strategy, hire the right
people and give the right training.
So far only a few Indian companies
like Mankind Pharma have dared to
address this issue head-on and their
splendid field force productivity and
low attrition is a proof that it works.
Even when it comes to product
management in most Indian Pharma
companies, the PMs are busy designing
sales schemes and not product man-
agement or brand building.
A strong, sales oriented field force
led by FLMs with good leadership
and managerial skills and supported
by field force friendly, physician-fo-
cused and patient centric, on-call
medico-marketing team might be a
better option.
What do you think? - MM
For further reading:
1. Report by the iOpener Institute for People
and Performance:“Job Fulfillment, Not Money,
Retains Gen-YTalent”. Full report is available
at - http://medicinman.net/2013/04/job-
fulfillment-not-pay-retains-gen-y-talent/
2.What Do MRs Need to MakeTheirWork
Enjoyable? A MedicinMan Survey. For full article
please download MedicinMan December 2011
issue -http://medicinman.net/archives/
3. How to Attract Freshers to Opt for Pharma/
Healthcare Career? LinkedIn Discussion - http://
lnkd.in/D7WAEj
Connect with Anup Soans on LinkedIn | Facebook | Twitter
Visit anupsoans.com.
Meet the Editor
Anup Soans is an Author, Facilitator and the Editor of MedicinMan.
Write in to him: anupsoans@medicinman.net
Editorial
“You need B. Pharma and B. Sc
candidates as MRs when the job
role is to generate prescriptions
by giving highly scientific infor-
mation. Do you need them when
the job is largely a sales job?”
3. Buy 1 get 1 free !
MRP Rs. 799/- MRP Rs. 599/-
For Individuals*
Buy SuperVision for the SuperWiser Front-line Manager and Get HardKnocks for the
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Field Force Excellence Tools for Individuals and Corporates
4. Field Force Excellence
1. Employee Engagement for Field Force
Excellence - Part I..................................................6
Who is an “engaged employee”? Why are engaged
employees so critical to a company’s success? How
can we bring about enployee engagement?
Joshua Soans
2. So, You’re the Boss Now................................10
How to make the transition from ‘sales’ to
‘people management’ (without intimidating team
members, micro-managing or losing your cool).
K. Hariram
3. Stakeholders in Field Force Excellence .......13
Many people in an organization are repsonsible
for FFE. A brief look at some of their roles and
responsibilities.
Vishal V. Bhaiyya
Marketing for the MR
4. Segmentation for the Medical Rep................16
Segmentation of customers is a critical skill and
tool for Medical Reps to increase the ROI of their
sales call.
Anup Soans from “HardKnocks for the GreenHorn”
In Memoriam
5. ‘Crocin Man’ Passes Away..............................19
Gurudas Masurkar was an industry veteran who
launched landmark brands like Crocin and Lacto
Calamine. He was Chairman Emeritus at Entod
Pharmaceuticals.
Vivek Hattangadi
Contents (click to navigate)
5. Emerging Areas in Healthcare
6. What is Pharmacoeconomics? .....................20
Pharmacoeconomics exposes the true cost to
society of a particular drug therapy in treating a
condition.
Richa Goyal and Mahendra Rai
7. Pharmacoeconomic Analysis........................22
An in-depth look at pharmacoeconomics - the
types of cost calculation, how they are calculated
and what they mean for different stakeholders.
Javed Shailk and Shafaq Shaikh
Coaching
8. Ten Coaching Nuggets for FLMs ..................27
Ten tips on how to get the best out of your team
by Coaching them.
K. Hariram
Contents (click to navigate)
MedicinMan Volume 3 Issue 5 | May 2013
Editor and Publisher
Anup Soans
CEO
Chhaya Sankath
COO
Arvind Nair
Chief Mentor
K. Hariram
Advisory Board
Vivek Hattangadi; Jolly Mathews
Editorial Board
Salil Kallianpur; Dr. Shalini Ratan; Shashin
Bodawala; Prabhakar Shetty; Vardarajan S;
Dr. Mandar Kubal; Dr. Surinder Kumar
International Editorial Board
Hanno Wolfram; Renie McClay
Executive Editor
Joshua Soans
MedicinMan Academy:
Prof. Vivek Hattangaadi, Dean, Professional
Skills Development
MedicinMan ChangeMakers
Saurabh Kumar
Make a difference in Pharma. Join MedicinMan
ChangeMakers. Write in to our editor to find out
more:
anupsoans@medicinman.net
Letters to the Editor: anupsoans@medicinman.net
FFE 20135
x
10 15 20 25 30 35 40 45 50 55 60
y
Date: Saturday, 8th June 2013
Theme:FieldForceProductivity
Place: Courtyard Marriott, Mumbai
Registrations
Open. Hurry!
Visit: medicinman.net/
ffe13-registration
6. E
6 | MedicinMan May 2013
Employee Engagement for Field Force Excellence | Joshua Soans
Employee
Engagement
for Field Force
Excellence.
Studies involving hundreds of thousands of employees across the globe have
shown that engaged employees invest more “discretionary effort”, have a
better understanding of their work, are far less likely to leave the organization,
positively recommend the organization to others and take fewer days off from
work. This article is the 1st
in a series on Employee Engagement.
Employee Engagement is a serious
commitment to aligning employee
aspirations with organizational goals. For
engaged employees, the line between
“work” and “life” is blurred or non-
existant - like this woman reporter in the
Sichuan Province of China who was on
her way to her wedding when a massive
earthquake struck on April 20th, 2013.
She immediately got to work interviewing
bystanders and reporting on the quake (see
video: http://youtu.be/bLsTs4DRv18)
FFE 20135
x
10 15 20 25 30 35 35 40 45 50 55
y
SPECIAL REPORT
7. Employee Engagement for Field Force Excellence | Joshua Soans
7 | MedicinMan May 2013
Introduction.
E
very manager in charge of
achieving company goals
through a team of employees
would like to know how to motivate
them to put in 100 per cent effort and
some more. A pharma sales manager
would like to know how to get his
team to generate more sales, increase
customer satisfaction, take lesser time
off from work, make fewer mistakes
on the job, recommend the company
to others and motivate his colleagues
to do all of the above as well.
A number of authoritative studies
in recent years show that employees
who are “fully” or “highly” engaged
are much more likely to do all of the
above compared to their counterparts
with low engagement levels or who
are “actively disengaged”. The results
from these studies – involving up to
6.5 lakh employees globally1
– even
show a direct and stunningly large
correlation between increased profits
and employee engagement.
Consider these figures.
Research from organisations
representing more than five million
employees worldwide in the Aon
Hewitt database showed that in 2010
organisations with engagement
levels of 65% or greater posted total
shareholder returns that were 22%
higher than average; companies with
engagement levels of 45% or less had
a total shareholder return that was
28% lower than the average return
in 20102
.
A Gallup study (2006) looking at data
from over 23 thousand business units
demonstrated that those with the
highest engagement scores (top 25%)
averaged 18% higher productivity
and 12% higher profitability than
those with the lowest engagement
scores (bottom 25%)3
.
70% of the more engaged have a
good understanding of customer
needs against only 17% of the
disengaged (PwC). 67% of engaged
employees were happy to advocate
their organisations compared to only
3% of the disengaged4
.
Companies with highly engaged
staff report employees taking an
average of 7 absence days per year,
approximately half the 14 days per
year reported in low engagement
companies (bottom 25%). Those
employees in high engagement
companies also report significantly
less workplace stress, 28% versus 39%
(Aon Hewitt 2012)5
.
The CLC reports that highly engaged
organisations have the potential to
reduce staff turnover by 87%; the
disengaged are four times more likely
to leave the organisation than the
average employee (CLC 2008)6
.
What is Employee
Engagement?
As a manager, imagine if every
member of your team acted as though
he or she were the owner/CEO of the
company – taking direct responsibility
for increased sales, lower expenses,
better customer engagement,
increased territory coverage,
motivation of fellow team members
etc. Imagine all of this happening
without you having to constantly run
behind these individuals with a carrot
or a stick to prod them along.
Such employees can be said to be at
the highest levels of engagement with
the company and their jobs. They are
not working to win the “Salesman of
the Year” award. They are not working
for fear of losing their jobs. They do
what they do because they believe that
their work is meaningful, in tune with
their self-image and career goals and
makes a difference to the company
they work for and perhaps even to the
society they live in.
It is true that not everyone on your
team will reach such a state of “flow”
with their work – i.e. work for work’s
sake. Many will be working to get
References
1. Towers Perrin-ISR (2006) “The ISR Employee
Engagement Report” as cited in Macleod and Clarke
“Engaging for Success: Enhancing performance
through employee engagement.”
2. “Trends in Employee Engagement”. Aon Hewitt
(2011).
3. Harter, James K., Schmidt, F. L., Killham, E. A.
and Agrawal, S. (2012). “Q12® Meta-Analysis:
The Relationship Between Engagement at Work and
Organizational Outcomes.” (Gallup Organization.)
4. Fleming, J., Coffman, C. and Harter, J. (2005),
“Manage Your Human Sigma.” Harvard Business
Review 83(7): 106-114.
5. “2012 Trends in Employee Engagement (Aon
Hewitt 2012)
6. Corporate Leadership Council (2004). “Driving
Performance and Retention Through Employee
Engagement” Corporate Executive Board.
“employees... at the highest
levels of engagement with the
company and their jobs... are not
working to win the “Salesman
of the Year” award. They are
not working for fear of losing
their jobs. They do what they do
because they believe that their
work is meaningful, in tune
with their self-image and career
goals and makes a difference to
the company they work for and
perhaps even to the society they
live in.
9. 9 | MedicinMan May 2013
Employee Engagement for Field Force Excellence | Joshua Soans
up elsewhere. Unless brought into
engagement or politely asked to
leave, these employees are often a
drag on the company.
How to Bring About
Engagement
The HayGroup, in its report on
Employee Engagement titled:
“Engage Employees and Boost
Performance”, tells the following
story:
Patrick, a call center team manager,
was a “good” employee. He was
prompt, did what he was asked and
was liked by his subordinates. Ask
Patrick how his job was going and he’d
say, “Fine, they pay me pretty well.”
Suddenly he resigned, citing no
complaints and saying only that a
competitor offered him slightly more
money.
But Patrick quit because he was
disengaged. He, like millions of
other employees, needed to believe
his job was important, that he was
contributing daily to the company.
That his work had meaning.
Former colleagues who talked to
him six months later said he was a
different person. His work was no
different, but he clearly had passion
for his job. His explanation? “My
team’s hourly sales are 40 percent
higher than before. But it's more than
that. My first day I got ‘induction
training,’where they explained the
company vision and values. My first
week my boss, Stephanie, explained
what I needed to do to meet the
company’s goals and act in sync with
its values. She spent time coaching me
on my managerial skills, something I
needed badly.”
Soon, Patrick received a “most
promising newcomer” award. At the
company picnic, Stephanie’s boss
asked him how he was doing. After
six months Patrick had an in-depth
performance review where he and
Stephanie candidly discussed his
performance and outlined training
and career growth options for him.
“I work extra hard when it’s needed
because they really care about me,”
Patrick told his ex-colleagues. “They
even let me leave early twice a week
to pick up my kids, which means a lot.
But in the end it really comes down to
leadership. My new company doesn’t
just have a business model; it has a
people model.”9
The HayGroup defines employee
engagement as: “a result that is
achieved by stimulating employees’
enthusiasm for their work and
directing it toward organizational
success.”10
An employee spends a significant
portion of his/her life at work. It is
important that they feel their work
is meaningful and that it matters to
the organization. This is what lies at
the heart of engagement. One cannot
simply trick or coerce employees into
feeling engaged with their jobs – it
is a mental and emotional connect
that is generated through a well
thought out process that enables the
employee to flourish by doing well
what he/she does best.
Think of what might enable an
employee to become attached to
his work and company. At the top
of mind are clearly defined roles
and KPIs, a belief in the vision and
mission of the organization, trust in
his immediate manager and senior
management (that they too believe
in the goals of the organization and
are willing to walk the talk), the right
tools to do his job well (including
training and skills), open and free
communication and voice in the
decisions of the company etc.
These are all serious points which
need further elaboration. And there
are many more. More on how to
bring about Employee Engagement
in the next issue. -MM
References
9. HayGroup 2001. “Engage Employees and Boost
Performance.
10.Ibid.
“An employee spends
a significant portion of
his/her life at work. It is
important that they feel
their work is meaningful
and that it matters to
the organization. This is
what lies at the heart of
engagement.”
Joshua Soans is the Executive Editor
of MedicinMan
joshuasoans@medicinman.net
10. 10 | MedicinMan May 2013
W
hen I was promoted
from a MR to DM
(FLM) and that too at
a young age of 24 years, besides the
fear of unknown and the trepidation
of bigger responsibilities, the first
thought that came to my mind was
‘ I made it’. I felt that all my hard
work and consistent performance
has finally been rewarded. So it was
all celebrations at a reasonably good
restaurant with close friends apart
from my family members. More than
all these, I strongly believed that I
was more than ready to take on the
managerial role.
If I now sit and reflect on this part of
my transition, I have some interest-
ing perspectives to share which may
help many young managers and ‘to
be’ promoted managers.
The reality is, to be successful as a
first-time manager one needs to go
through a major transition for which
many people are not adequately
prepared.
Perhaps the most challenging aspect
of this transition is that first-time
managers are responsible for getting
work done through others rather
than on their own.
While a new manager may recognize
this transition theoretically, they
often refuse to accept it psychologi-
cally, as reflected by their on the job
behaviors.
Most often, they intimidate their
team members with their experience
and expertise. For example, a newly
promoted manager might start doing
So, YOU’RE THE
BOSS NOW.
K. Hariram is the former MD (retd.) at Galderma India.
He is Chief Mentor at MedicinMan and a regular contributor.
khariram25@yahoo.com
Howtomakethetransitionfromsalestopeoplemanagement(without
intimidating team members, micro managing or losing your cool).
“Perhaps the most challenging aspect
of this transition is that first-time
managers are responsible for getting
work done through others rather than
on their own.
While a new manager may recognize
this transition theoretically, they often
refuse to accept it psychologically, as
reflected by their on the job behaviors.”
E
11. 11 | MedicinMan May 2013
So, Your the Boss Now | K. Hariram
everything from talking to doctors/re-
tailers to taking orders etc, himself rather
than helping his team member to do it;
this is all the more if he is well versed
with the customers and the market,
enjoying the thrill of exhibiting to every-
one his established skill in this area. In
other situations, the new manager may
end up challenging/competing with his
team members on assignments and lose
patience when the team member is slow
or shoddy in his approach.
Letting go of the tasks and responsibil-
ities that earned them a promotion in
the first place is a tremendously difficult
aspect of this transition.
Since these behaviors may impact
the overall development, morale and
therefore the productivity of the team
members, organizations must do more
than the normal induction to help the
newly promoted go through this import-
ant transition. The ‘transition training’
should include specific shift in skills,
time frame applications, and work values
in terms of ‘what’ and ‘how’. The new
manager should also understand how the
team members have progressed in their
performance, their skill areas, events
that have shaped them and their value
systems.
In today’s times the era of ‘command and
control’ type of managers do not help
or sustain the performance or for that
matter, the team members, too. Infor-
mation is accessible at all level and the
Generation-Y looks for more latitude in
handling their assignments. Unlike in the
past, they demand career opportunities
and loyalty is the thing of past.
First-line managers and the first time
managers need to wake up to these new
realities and not to the old ones. Not
always easy, because many of the people
who are promoted to this first manageri-
al level are/were good sales people; they
have spent their time developing great
skills at reaching their targets by manag-
ing themself rather than being in touch
with the expectations of their colleagues.
So, let us look at what could help first
time Manager to help through this tran-
sition to meet the needs and maximize
the performance of their team members:
Managers must cease thinking only
about themselves and start thinking
about their team members, their report-
ing managers, other supporting func-
tions, etc. Of course, saying this is easy,
but practicing and orienting takes time.
Clearly defining and assigning
work to be done, including
communicating with the boss and others
about needs or expectations, planning,
organizing, choosing people, and dele-
gating.
Enabling the team members to do
the work by monitoring, coach-
ing, providing feedback, helping with
resources, problem solving, and commu-
nicating.
Establishing relationships with
direct reports, bosses, and sup-
port functions that facilitate two-way
communication including building trust.
Bringing in the necessary
ATTITUDINAL shift from ‘self
to others’.
Investing the necessary time with
the team members. Joint working
with all the team members covering all
the important markets irrespective of
the discomforts of travel, weather, long
working hours and other hardships.
Of course, there are many other aspects
of this management function - and many
other techniques, skills and tools for per-
forming them - than what is mentioned
here.
I have attempted to bring these points to
help people who have transited or going
through the transition to have a basic
understanding of the requirements. I
am sure as one gets deeper into their job
they will be looking for new ideas, new
tools and new techniques.
The conventional definition of a manager
is ‘getting things done through the efforts
of people’.
The new version in the context of
knowledge era is “also helping people to
develop and evolve through work”. -MM
1.
2.
3.
4.
5.
“Letting go of the tasks and
responsibilities that earned
them (managers) a promotion
in the first place is a tremen-
dously difficult aspect of this
transition.”
“In today’s times the era of
‘command and control’ type
of managers do not help or
sustain the performance or for
that matter, the team mem-
bers, too.
Information is accessible at
all level and the Generation-Y
looks for more latitude in
handling their assignments.
Unlike in the past, they de-
mand career opportunities and
loyalty is the thing of past.”
12. 12 | MedicinMan April 2013
Speakers at FFE 2012
FFE 20135
x
10 15 20 25 30 35 40 45 50 55 60
y
Date: Saturday, 8th June 2013
Theme:FieldForceProductivity
Place: Courtyard Marriott, Mumbai
13. 13 | MedicinMan May 2013
O
ne man can be a crucial
ingredient on a team, but
one man cannot make a
team.” - Kareem Abdul-Jabbar
The famous quote by former NBA
player can be applied in Field Force
Effectiveness (FFE).
Here, if we consider FFE is team-
work, then it cannot be achieved by
Medical Reps or line managers alone.
There must be active involvement of
all other team players in the organi-
zation.
In regular industry practice, sales
persons are held responsible for FFE.
Whereas there are various depart-
ments which are directly or indirect-
ly working towards FFE and there-
fore should made accountable for it.
Consider the following scenarios:
Scenario 1 – Company whose
Medical Reps visit Doctors regularly,
delivering the same message which
marketing team wants to convey, able
to attract good number of customers
under company’s umbrella and have
good hold in territory .
Even after this, if they fail to fetch
the sales numbers it is considered as
their ineffectiveness.
Scenario 2 – Medical Reps of
another company not at all working
efficiently in terms of number of
visits, brand communication and
other activities, even then company
is making satisfactory sales from
heritage brand. This is considered as
effectiveness of sales force.
However both the above cases show
that companies have to look beyond
field force to achieve FFE.
Stakeholders of
Field
Force
ExcellenceMedical Representative
Senior Management
Line Managers
HR
Marketing
Training
Field Force Excellence is the
responsibility of a group of
individuals and not just the Medical
Rep. Each stakeholder in selling
process has a precise and important
role to play.
Vishal V. Bhaiyya is a Consultant - Pharma and Healthcare Projects,
Strategic Analysis Inc.
Follow Vishal Bhaiyya on Twitter: @bhaiya_vishal
vishalbhaiyyapharma.blogspot.in
E
14. 14 | MedicinMan May 2013
Stakeholders of Field Force Excellence | Vishal Bhaiyya
Therefore, there is definite need of map-
ping the accountability of other stake-
holders by their contribution such as
brand strategy, medical communication,
innovation in the molecule, company
reputation in the market and others.
All these stakeholders can impact FFE
beyond their respective tasks.
Roles & Responsibilities for FFE
1) HR and Administration
• Recruitment of members in the team
with good communication skills, clarity
of thoughts and learning ability, and
overall charming personality.
• Transparency in appraisal and other
admin related activities.
2) Training
• Product And Product Related Techni-
cal Knowledge - Trainers can ignite the
minds of sales people with knowledge
required to sell the products in the high-
ly competitive market.
• Calling Skills - Medical Reps who
are the face of company should be well
versed with the skills required to impress
the customers during the call.
3) Marketing and Medical
Communication
• Product Brand Equity
- Marketing team can con-
tribute to FFE in terms of
continuously improving the
brand equity of its products
in the minds of clinicians.
• Brand Communication -
Leveraging USP of prod-
uct to differentiate from
competitors and be able to
force customers to think
twice before switching over
to competitor’s product.
• Medical Communication
- Medical communication
must be so convincing, that KOLs and
influential customers must be convinced
about product before the field force visit.
• CME - This is the best way for a com-
pany to get close to customers so that
field force can nurture the opportunity.
4) Senior Management
• Product Innovation and Introduction
– Pioneers always have an advantage.
Therefore company management should
focus on launching innovative prod-
ucts so that field force can leverage the
advantage.
• Relationship Through CSR – By CSR
activities company can build corporate
image in the society and influence cus-
tomers positively.
5) Line Managers
• Motivation – This is the most import-
ant factor that enabeles line managers to
keep the field force engaged.
• Day To Day Follow-Ups
6) Medical Representative
• Effective Implementation – This should
be the motto of Medical Reps. Whether
it is brand message, medical commu-
nication or any campaign - all must be
implemented as per plan.
• Visit Frequency and Consistency –
There must be continuous and fruitful
visit to customers according to their
category.
• Efficiency in Reaping Benefits – CSR
activities, CMEs, patient education
programs and other activities make the
Medical Reps and Doctors come closer
Conclusion
By this multidimensional and approach,
the company can allocate responsibilities
and make the strategy more and more
focused, leading to FFE -MM
Fig. 1 – Responsibilities of Stakeholders in FFE
15. )+91-93422-32949
* anupsoans@medicinman.net22 North Road, Cooke Town, Bangalore - 575084
FFE 20135
x
10 15 20 25 30 35 40 45 50 55 60
y
Date: Saturday, 8th June 2013
Theme:FieldForceProductivity
Place: Courtyard Marriott, Mumbai
MORNINGAFTERNOON
Session 1: Keynote Address: Shakti Chakraborty, President, Lupin
Session 4: Panel Discussion: “Employee Engagement: The New Paradigm for Enhanc-
ing Field Force Productivity.”
Moderator: Anup Soans - Editor, MedicinMan
Panelists: Deep Bhandari - Director, Marketing and Sales Excellence, UCB
-Confirmation awaited from other panelists
Networking Breakfast
Lunch
Session 2: CEO Roundtable: “Field Force Productivity: Opportunities and Challenges”
Moderator: Sujay Shetty, Partner and Lead, Pharma and Life Sciences, PwC
Roundtable Members:
Shakti Chakraborty, President, Lupin
Bhaskar Iyer, Divisional vice president, India Commercial Operations, Abbott
-Confirmation awaited from other panelists-
Session 5: Amlesh Ranjan, Associate Director, Sanofi: “New Pharma Sales Model for
Healthcare Opportunity”
Session 3: Panel Discussion: “Business Intelligence for Field Force Productivity.”
Moderator: Vikas Dandekar, India Bureau Chief, Elsevier Business Intelligence
Panelists: Salil Kallianpur, Commercial Head - Classic Brands Center of Excellence, GSK
-Confirmation awaited from other panelists-
Session 6: K. Hariram, Chief Mentor at MedicinMan, Former (Retd) Managing Director at
Galderma India: “Role Clarity for Field Sales Managers to enhance Field Force Productivity.”
www.medicinman.net
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Theme: Field Force Productivity - Opportunities and Challenges
16. Segmentationforthe
medicalRep.
16 | MedicinMan May 2013
This Article is extacted from
the book “HardKnocks for the
GreenHorn” by Anup Soans.
“HardKnocks for the GreenHorn
is available at a special 1+1 FREE
offer. For Details see page 18.
Segmentation for the Medical Rep | Anup Soans
S
egmentation refers to the
grouping of prospective
customers into segments that
have common needs and will respond
in an identical manner to a marketing
input. Segmentation begins with
understanding customers and allowing
marketers to build relationships with
them. It is the first step in a marketing
strategy. Once marketers divide the
market into various groups, they can
then select their 'targeted segments'
and design products and the marketing
strategy to match their needs.
Pharmaceutical marketing managers
are well-versed in the traditional
aspects of segmenting according
to the speciality of the doctor, the
prescription potential of the doctor,
and the location of his practice, private
practices, institutional businesses,
and the like. These are processes
of demographic and geographic
segmentation, which tell you who the
doctor is and where he practises. It
focuses on the features and benefits of
the product and its price.
It does not, however, take into account
what motivates him, what are his
aspirations, what intangibles move
him, and his personal preferences,
including the aesthetics of the product,
its presentation, the persons who
promote it, and the way it is promoted.
Nonetheless, this type of segmentation,
while difficult, is more personalised
E
17. 17 | MedicinMan May 2013
Segmentation for the Medical Rep | Anup Soans
and, therefore, more effective. For
example, in order to be effective while
promoting a product to a lady doctor,
one needs to be more sensitive to the
nature of her personality. Similarly, in
order to be effective while promoting a
product to a senior doctor, one needs to
take into account his emotional need for
recognition. In short, one size does not
fit all, and the imaginative and informed
MR will strive to be more empathetic
while promoting products to various
segments of doctors. This will make his
job more interesting and will increase
his productivity.
The psychographic profile of the doctor
can make product-promotion more
specific and effective. The prescription
pattern of a doctor or group of doctors
when analysed can reveal the individual
preferences, which are called specific
graphics. They can be used to tailor-
make the promotion so as to influence
the doctor favourably towards the
product, the MR, and his company. The
MR with knowledge, understanding
and an appreciation of the processes
of segmentation, differentiation,
positioning, branding, and pricing can
study individual doctors and groups of
them, and may be in a position to get a
higher return on efforts by adapting the
presentation to suit the doctor's profile.
There are at least six categories of
customer characteristics that form the
basis for segmentation:
Geographic segmentation: The market
is divided according to location. It is
based on the assumption that people
living in the same area share similar
habits and wants.
Demographic segmentation: It is based
on characteristics such as age, sex,
marital status, income, education, and
specialisation of the doctor.
Psychographic segmentation:
Psychological characteristics refer to the
traits of a person. Doctors are divided
on the basis of their needs, personality,
perceptions, knowledge, and level of
engagement, motivations and attitudes.
Specific-graphics segmentation:
Doctors are divided depending on the
product or brand usage characteristics,
such as the rate of usage (doctors are
divided depending on the number
of times they prescribe a product);
awareness status (doctors are divided
based on their knowledge of a product;
for instance, if a doctor instantly
recalls all of the product’s features, his
awareness-level is high and so is his
brand loyalty).
Benefit-segmentation: The market is
divided into segments depending on the
benefits of the products. This method
is used to communicate the product’s
features to consumers. For instance, OD
dosage can be marketed as a form of
convenience and for better compliance.
Hybrid segmentation: Instead of
sticking to one particular segmentation
style, marketers combine one or two
segmentation variables and arrive at
another segmentation. This style is
referred to as Hybrid segmentation.
What are the benefits of Segmentation?
1. You are able to lend focus to your
marketing strategy:
You need to deliver your marketing
message to a relevant doctor group. If
the target market is too broad, there is
a strong risk that the key customers will
be missed. By segmenting markets, the
target doctor can be reached more often
and at a lower cost.
2. You can gain a share of the market
segment:
Unless your products have a strong
or leading market share, they will
be unlikely to get you much profit.
Minor brands suffer from pressures
from distributors and less space on the
chemists’ shelves. Proper segmentation
and targeting will allow you to achieve
a competitive position and become
the preferred choice of doctors and
chemists. Segmentation enables smaller
firms to compete with bigger ones. -MM
Anup Soans is the author of
“HardKnocks for the GreenHorn”,
SuperVision for the SuperWiser
Front-line Manager”and“Repeat Rx”.
He is a facilitator of Learning and
Development Programs for Managers
and Medical Reps at India’s top
Pharma Company’s
Contact:
anupsoans@gmail.com
+91-93422-32949
“In order to be effective while
promoting a product to a senior
doctor, one needs to take into
account his emotional need
for recognition. In short, one
size does not fit all, and the
imaginative and informed
MR will strive to be more
empathetic while promoting
products to various segments
of doctors. This will make his
job more interesting and will
increase his productivity.”
18. Buy 1 get 1 free !
MRP Rs. 799/- MRP Rs. 599/-
For Individuals*
Buy SuperVision for the SuperWiser Front-line Manager and Get HardKnocks for the
GreenHorn FREE.
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INR 500/- for a set of SuperVision for the SuperWiser Front-line Manager (1 copy)
and HardKnocks for the GreenHorn (1 copy) for purchase of 50 sets and above.
*Inclusive of Shipping to One Location.
Please pay through bank transfer to SB account no. *07141000006761* of “Anup Soans” HDFC Bank, Mosque Road, Frazer
Town Branch, Bangalore – 560005. RTGS/NEFT IFSC: HDFC0000714 and inform by email and SMS - anupsoans@gmail.
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Or you can send a cheque favoring “Anup Soans” to:
Anup Soans
101 - North Forte Apts;
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Cooke Town,
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Bangalore - 560084
Field Force Excellence Tools for Individuals and Corporates
19. 19 | MedicinMan May 2013
J
ust the day
before ‘Brand-
Drift 2013’,
when I called on
Gurudas Masurkar at his office, to present him my book,
‘PHARMA FIRST-LINE LEADER TO CEO: THE ROAD-
MAP TO SUCCESS’, I never thought that this would be my
last meeting. Just imagine, at 91, attending office, albeit on
a wheelchair! Late Gurudas Masurkar was the Chairman
Emeritus of Entod Pharmaceuticals, a company he founded
after he retired from an illustrious 29 year career with Duphar
Interfran. Late Gurudas Masurkar was better known as the
‘Crocin Man’.
Gurudas’s journey from a farming family in Masur village of
North Kanara District (Karnataka) to a successful entrepre-
neur is fascinating. After BA he did D.Pharma. He literally
gate-crashed into Crookes Laboratories as a medical represen-
tative (the company later became Duphar Interfran and then
Solvay)! He began his career as a clerk in Popular Pharmacy,
Gurgaon, Mumbai. He was impressed by the well dressed gen-
tlemen, with polished manners, speaking fluent English often
calling on him at Popular Pharmacy. They were the medical
representatives. He decided to pursue his career in pharma-
ceutical selling.
One fine afternoon he went to the office of Crookes Labora-
tories and submitted his application, but was told that there
was no vacancy. He left the office but waited outside for the
managing director. As soon as he saw him, he approached
him and told him of his desire. The MD seeing his bold and
courageous approach recruited him. He eventually rose to
become the head of sales and marketing at Crookes.
Late Gurudas Masurkar launched two successful brands viz.
Crocin and Lacto Calamine. In India, the history of Cro-
cin was more than 50 years when it was first introduced by
Crookes. Competition to Crocin was tough - from Metacin
(by Themis), Malidens (by British Schering, now with Abbott
via the Nicholas Piramal route) and Calpol (by Burroughs
Wellcome, now GSK). Although the brand management con-
cept did not exist in India those days, he once told me, there
used to be healthy marketing battles for brand leadership.
It was a brutal battle which Crocin won. He gives the entire
credit of the success of Crocin to the medical representatives
and field managers. Who would do this in today’s age? My
close friend Shirish Gore who was a Field Manager in Duphar
once said “Masurkar Sir cares a lot for the people and our
development. We will do anything for him. His best trait is
giving honest feedback without offending anyone. Feedback
from him is always a positive experience.” A great lesson to be
learnt by the sales and brand managers!
I asked him about the genesis of the name Crocin. Very simple
he answered. “‘cin’ was a popular suffix for pain killers in those
days. The pain killer from Crookes became Crocin”!
Apart from a brilliant marketing strategist, he was a great
philanthropist and cared even for people he did not know.
When he went on Board of Directors of the second largest
cooperative bank in India, viz. SVC Bank, he remembered
the days when he had to struggle for finances when he floated
Entod Pharmaceuticals. He cut off the red tape so that young
entrepreneurs did not have to wait long for finances. He made
the entire process very smooth and swift.
He has helped in the shaping the careers of many young peo-
ple; and I am one of the beneficiaries.
A great era has come to end. May his soul be in peace! - MM
P.S. Those who have read my book ‘PHARMA FIRST-LINE
LEADER TO CEO: THE ROADMAP TO SUCCESS’ may
remember the two central characters in this book: ‘The Mentor’
and ‘Vinod Kamat‘. ‘The Mentor’ in this book is Late Gurudas
Masurkar while ‘Vinod Kamat’ represents the author.
‘Crocin Man’ passes away.
Gurudas Masurkar was an industry veteran who launched landmark brands like
Crocin and Lacto Calamine. He was Chairman Emeritus at Entod Pharmaceuticals.
A tribute to a Mentor by one of his Mentee.
Prof. Vivek Hattangadi is a Consultant in Pharma Brand Management and
Sales Training at The Enablers. He is also visiting faculty at CIPM Calcutta (Vidyasagar
University) for their MBA course in Pharmaceutical Management.
vivekhattangadi@theenablers.org
E
20. 20 | MedicinMan May 2013
What is
Pharmaco-
economics?
P
harmacoeconomics can be
defined as the description
and analysis of the cost
of drug therapy to the healthcare
systems and the society1
. It is the
process of identifying, measuring
and comparing the costs, risks and
benefits of programs, services or
therapies and determining the best
alternative for health outcomes
for the resource invested. Applied
Pharmacoeconomics can be defined
as combining Pharmacoeconomic
principles, methods and theories
into practice to quantify the
value of pharmacy products and
pharmaceutical care services used in
the real world environments.
Pharamcoeconomics, outcomes
research and pharmaceutical
care can be related to each other.
Pharmacoeconomics is a division
of outcomes research that can
be used to quantify the value of
pharmaceutical care products and
services. Outcomes research can be
defined as the studies that identify,
measure and evaluate the results of
healthcare services. Pharmaceutical
care has been defined as the provision
of drug therapy for achieving definite
outcomes2
.
Perspectives
The perspective of the analysis
determines from whose point of
view the decision is being made.
Defining the perspective of the
analysis is especially important
in pharmacoeconomic analyses
because the costs that are
incurred depend heavily on the
perspective. Assessment of costs
and consequences and the value
of pharmaceutical product or
service depend on the perspective
evaluation. Common perspectives
include patient, provider, payer, and
society.
1. Patient
perspective
It is of utmost importance as the
patients are the ultimate consumers
of healthcare services. These costs
are essentially paid by the patients
Mahendra Rai is a Senior Consultant (HEOR,
Pricing and Market Access) at Capita India.
He is an expert in HEOR, Market Access, and
Outcomes Research.
mahendra.rai@gmail.com
Richa Goyal is a Consultant (HEOR, Pricing and Market
Access) at Capita India, Mumbai. She is an expert in
HEOR, Market Access, Outcomes Research and medical
communications services.
richapharmacist@gmail.com
References
1. Townsend RJ. Post-marketing drug research and
development. Ann Pharmacother 1987;21:134-136.
2. Drummond M, Smith GT, Wells N. Economic evaluation in the
development of medicines. London: Office of Health Economics,
1988:33.
3. http://www.institute.nhs.uk/quality_and_service_
improvement_tools/quality_and_service_improvement_
tools/patient_perspectives.html. Accessed on 28th April 2013
Pharmacoeconomics can be defined as the description and analysis of
the cost of drug therapy to the healthcare systems and the society.
- EMERGINGING AREAS IN HEALTHCARE -
E
21. 21 | MedicinMan May 2013
Pharmacoeconomics: Perspectives in Cost Evaluation | Richa Goyal & Mahendra Rai
for a product or service and are
not covered by the insurance
companies. This perspective should
be considered when assessing the
impact of drug therapy on quality
of life or if a patient pays out of
pocket expense for a healthcare
service3
.
2. Provider
perspective
These are the actual expense of
providing a product or service,
regardless of what is charged
by the provider. Providers
can be hospitals, managed
care organizations, or private
practice physicians. From this
perspective, direct costs like drugs,
hospitalization, laboratory tests,
supplies and salaries of healthcare
professionals can be identified,
measured and compared4
.
3. Payer
perspective
Payers comprise of insurance
companies, employers or the
government. The costs from this
perspective represent the charges
for healthcare products and
services allowed or reimbursed
by the payer. The primary cost
of the payer comes under the
direct costs. Indirect costs such
as lost work days (absenteeism),
low productivity (presenteeism)
also contribute to the total cost of
healthcare to the payer5
.
4. Societal
perspective
This is the broadest of all
perspectives, as it is the only
one that considers the benefit to
society. All direct and indirect
costs are included in the economic
evaluation performed by the
societal perspective. Costs from
this perspective include patient
morbidity and mortality and the
overall costs of giving and receiving
medical care6
.
Conclusion
Analyses can be done from one
or several perspectives, which
will help in determining the
distribution of disease costs across
multiple stakeholders. To conclude,
pharmacoeconomic data can be a
powerful tool to support various
clinical decisions, ranging from
the level of patient to the entire
healthcare system. - MM
References
4. Gail R. Wilensky. Reforming Medicare’s Physician Payment
System. N Engl J Med 2009; 360:653-655.
5. Lancry PJ, Oconnor R, Stempel D, Raz M. Using health
outcomes data to inform decision-making: healthcare payer
perspective. Pharmacoeconomics. 2001;19 Suppl 2:39-47.
6. Russell LB, Fryback DG, Sonnenberg FA. Is the societal
perspective in cost-effectiveness analysis useful for decision
makers? Jt Comm J Qual Improv. 1999 Sep;25(9):447-54.
FFE 20135
x
10 15 20 25 30 35 40 45 50 55 60
y
Date: Saturday, 8th June 2013
Theme:FieldForceProductivity
Place: Courtyard Marriott, Mumbai
Registrations
Open
Visit: medicinman.net/
ffe13-registrations
22. 22 | MedicinMan May 2013
Pharmacoeconomic
Analysis
Introduction
T
he rising healthcare
cost is a major concern
to patients, healthcare
professionals, and various
stakeholders involved in
the decision-making. As the
affordability of new medical
technologies continues to be
the subject of heated debate,
attention is increasingly focused
on providing quality, cost-effective
healthcare to patients. In this era
of cost-conscious healthcare
delivery, pharmacoeconomic
research has evolved as a
significant and important field of
research.
Pharmacoeconomic evaluation
identifies, measures and
compares the costs and
consequences of pharmaceutical
products and services. The
numerous stakeholders in the
healthcare landscape must
understand the basics of
pharmacoeconomic principles
and how these may be applied to
make rational therapeutic choices.
Types of
Pharmacoeconomic
Analysis
There are four main types of
pharmacoeconomic evaluations:
1. Cost-Effectiveness Analysis
(CEA)
2. Cost-Utility Analysis (CUA)
3. Cost-Benefit Analysis (CBA)
4. Cost-Minimisation Analysis
(CMA)
1. Cost-Effectiveness
Analysis (CEA): Compares
the relative difference of costs
and consequences of different
treatment alternatives. In CEA,
costs are measured in monetary
terms and health consequences
are measured in natural or
physical units.
2. Cost-Utility Analysis (CUA):
CUA has the same principle as
a CEA, but includes measures
of the impact on the quality of
life. CUA is often used when
quantity and quality of life are both
important.
3. Cost-Benefit Analysis (CBA):
Compares treatment alternatives
where both costs and benefits are
expressed in monetary terms.
4. Cost-Minimisation Analysis
(CMA): Compares treatment
alternatives that yield similar
health consequences. Once
the health consequences are
established to be the same, a
CMA would compare all cost
between treatments to determine
the option with the least cost.
Pharmacoeconomic evaluation
identifies, measures and compares
the costs and consequences
of pharmaceutical products
and services. The numerous
stakeholders in the healthcare
landscape must understand the
basics of pharmacoeconomic
principles and how these may
be applied to make rational
therapeutic choices.
Javed Shaikh is a Consultant (HEOR, Pricing,
Reimbursement and Market Access) at Capita
India, Mumbai.
cpnjaved@gmail.com
Shafaq Shaikh is an Associate (HEOR, Pricing,
Reimbursement and Market Access) at Capita
India, Mumbai.
shafaq07@gmail.com
E
23. 23 | MedicinMan May 2013
Pharmacoeconomic Analysis: Javed Shaikh and Shafaq Shaikh
Types of Costs in
Pharmacoeconomic
Analysis
Costs in health economic
analyses are divided into three
main groups (see Table):
1. Direct cost
2. Indirect cost
3. Intangible cost
Direct Costs Indirect Costs Intangible Costs
Cost of resources
used related to the
illness: medical cost
and non-medical cost
Refers to resources
lost as a result of the
treatment and illness
that involve morbidity
and mortality
Represents costs
as a consequence
of the treatment
not measurable in
monetary terms
Direct medical cost:
Cost of medication,
diagnostic,
treatment, follow-up,
rehabilitation, and
hospital admission
Includes both
paid and unpaid
productivity
loss such as
temporary sickness
absenteeism,
permanent functional
impairment,
premature death, etc.
These costs can
be pain, grief, and
suffering
Direct non-medical
cost: Costs for
personal facilities,
travel, food, lodging,
paid personal care,
etc.
Indirect cost can
be measured by
approaches such as
the Human Capital or
Frictional Methods
Can be quantified
using approved
outcome-
measurement
techniques
Measurements
of Outcomes in
Pharmacoeconomic
Analysis
Health outcomes are
consequences of a treatment/
intervention or programme
which results in changes of
quantity and quality of life.
Health consequences can be
final, intermediate or surrogate
outcomes. Final outcomes are
usually measured as life years
or quality adjusted life years
(QALYs). Intermediate outcomes
are usually measured by clinical
parameters that have evidence-
based correlation with the final
outcome. A surrogate outcome
is an end point that substitutes
and can be predictive of a final
outcome. Final outcomes are
measured over a natural course
of the disease whilst intermediate
outcomes are measured over
a short time horizon. Changes
in quality of life can be valued
directly by several methods such
as rating scale or time trade-off.
It can also be valued indirectly by
employing instruments such as
EQ-5D, HUI3, or SF-6D.
24. 24 | MedicinMan May 2013
Pharmacoeconomic Analysis: Javed Shaikh and Shafaq Shaikh
Decision Analytic Model
Modelling is necessary in health
economic analysis in order
to inform decision-making. It
consists of a series of health
states, representing the expected
health consequences of different
treatments. Modelling provides
an important framework for
synthesizing available evidence
and generating estimates of
clinical and cost-effectiveness.
Modelling can be used to
extrapolate short-term outcome
data or surrogate measures
to long-term outcomes using
modelling techniques. It may
also be used to generate data
from clinical trial settings to
routine practice and to estimate
the relative effectiveness of the
technologies where these have
not been directly compared.
Discounting
The reason for the need to
discount in an economic
evaluation is ‘time preference’
which refers to the desire to enjoy
benefits in the present while
deferring any negative effects
of doing so. Future costs are
discounted to account for the
time value of money, and future
health benefits are discounted
to account for the delay in
satisfaction from these outcomes.
The effect of discounting is to
give future costs and health
benefits less weight in an
economic analysis.
Sensitivity Analysis
Uncertainty could arise in
pharmacoeconomic studies
from the natural variation
in populations and also the
heterogeneous external data
sources used. Sensitivity
analysis is performed for all
key parameters in an analysis,
in order to test the validity and
robustness of the conclusion.
Incremental Cost-
Effectiveness Ratio
(ICER) and Average Cost-
Effectiveness Ratio (ACER)
ICER compares the difference
between the costs and health
consequences of two alternative
interventions that compete for the
same resources. It is generally
described as the additional
cost per additional health
consequence.
ACER is the ratio of the cost to
benefit of an intervention without
reference to a comparator. It
deals with a single intervention
and evaluates that intervention.
ACER is calculated by dividing
the net cost of the intervention
by the total number of health
consequences prevented by
the intervention. It is generally
described as cost per unit of
outcome.
Budget Impact Analysis
(BIA)
BIA estimates the financial
consequences of adopting
a new health technology in
a clearly specified setting.
BIA complements the
pharmacoeconomic evaluations
by providing additional
information for decision making
as it addresses the issue of
affordability and sustainability.
BIA provides information on the
overall impact of a new health
technology to a budget.
25. 25 | MedicinMan May 2013
Pharmacoeconomic Analysis: Javed Shaikh and Shafaq Shaikh
Summary
In order to achieve the goal of
the least expensive treatment
with the best possible outcome,
pharmacoeconomics should be
implemented into the healthcare
decision-making process.
Healthcare resources are not
easily accessible and affordable
to many patients, therefore
pharmacoeconomic evaluations
play an important role in the
allocation of these resources.
Pharmacoeconomics is also
important to drug manufacturers
in terms of communicating
to external decision-makers
(payers, physicians, patients) the
value of their products, achieving
regulatory and reimbursement
approval, and contributing to
commercial success. The use
of pharmacoeconomics in early
drug development phases is
likely to enhance the efficiency
of R&D resource use and also
provide a solid foundation for
communicating product value to
external decision-makers.- MM
References
1. Pharmacoeconomics: From Theory to Practice, Renee J. G.
Arnold (Editor), Boca Raton, FL: CRC Press. 2009. 264. ISBN-
13: 978-1420084221.
2. Pharmacoeconomics. Sule NS, Nerurkar RP, Kamath SA. J
Assoc Physicians India. 2002 Aug;50:1057-62.
3. Principles of Good Practice for Decision Analytic Modeling
in Health-Care Evaluation: Report of the ISPOR Task Force
on Good Research Practices—Modeling Studies. Available
from: http://www.ispor.org/workpaper/research_practices/
PrinciplesofGoodPracticeforDecisionAnalyticModeling-
ModelingStudies.pdf
4. Pharmacoeconomics: basic concepts and terminology: T.
Walley & A. Haycox, Br J Clin Pharmacol 1997; 43: 343–348.
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27. 27 | MedicinMan May 2013
10 Coaching
Nuggets for FLMs
H
ave you (FLM) ever
thought of building
a sales team that is a
great DIFFERENTIATOR in the
crowded market place? Here are
10 nuggets to help you do this:
1.As an FLM and as a coach,
you have to be accessible
when the team member has a
problem or a need.
2.To be effective as
an FLM, you must have
developed something
through experience that
you can demonstrate and
that will be respected by
your sales people. Merely
demanding results may
not be accepted by your team
members.
3.As an effective sales coach,
you need to ‘walk the talk’ by
modeling those behaviors that you
tell your sales people to exhibit.
4. TELLING is not
COACHING. Your ability
to INFLUENCE with proper
INTERPERSONAL skills become
very vital as part of your coaching
efforts.
5.In coaching activities, as
an FLM and as a coach you are
looking for those behaviors that
influence your sales person’s
selling capabilities. They are
(a) knowledge of the products
and services offered, (b) clear
understanding of sales strategies
and the communication skills,
and (c) knowledge of the market,
including customers.
6.As a coach, you must be
committed and involved in
making each of your team
members...Successful.
7.Sales coaching is a two-way,
one-on-one process that enables
improvement of sales person’s
performance.
8. As an effective coach,
you need to develop the skill
of listening, observing and
objectively putting across the
truth.
9. As a coach you should
promote openness and trust.
10.You need to have
a clear understanding of
sales productivity and more
importantly, the skills in
developing your sales people
to successfully handle the
competitive environment. - MM
This article is 7th in a series on
“Coaching” by the author.
K. Hariram is the former MD (retd.) at Galderma India.
He is Chief Mentor at MedicinMan and a regular
contributor. khariram25@yahoo.com
As an effective coach, you need
to develop the skill of listening,
observing and objectively
putting across the truth.
To be effective as FLM, you
must have developed something
through experience that you can
demonstrate and that will be
respected by your sales people.
Merely demanding results may
not be accepted by your team
members.
E