The document provides an agenda and speaker details for two conferences - FFE 2016 and BrandStorm 2016 - being hosted by MedicinMan on February 16th and 17th in Mumbai, India.
The FFE 2016 agenda includes keynote addresses, panel discussions, and thought leadership sessions on topics related to field force excellence, sales management, and coaching for sales excellence. The BrandStorm 2016 agenda focuses on branding, digital marketing, case studies, and comparative business models. Both events aim to promote professional excellence among pharma sales professionals and brand managers through learning, sharing, and networking. Registration information and payment details are provided at the end.
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!
Pharma Managers Must Know the Difference between Leading & ManagingAnup Soans
Management is about control and there are only three things that can be controlled - Time, Quality and Money (TQM). Whichever of those three takes precedent, the other two will suffer. If you want quality, you will have to spend more time and money. If you want it faster and with good quality, then cost will go up. If money (profit) is most important, then quality and time will have to take a back seat. Davids calls TQM, the triple constraint of management. Where do people fit in TQM? People do not come under TQM as people cannot be managed or controlled. People come under leadership.
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.
How to Become an Effective Front-line Manager?Anup Soans
Believe in Your Gifts Even When Others Don’t!
But don't just sit down and expect your gift to somehow change your life. Sharpen your gift like a blacksmith sharpens iron with fire and hammer till it becomes a useful tool.
Only then it will become crystal clear to others that you're gifted! Then your life will change!
Enroll today in MedicinMan Certification Program for FLMs - 12 Modules in 12 Months will sharpen you into an Effective Business Manager and an Inspiring Sales Team Leader.
Pharma Learning & Development, Sales Training & Social LearningAnup Soans
Top faculty from leading pharma companies will share their best practices at FFE 2015.
1. Sunder Ramachandran, Head, Sales Training, Pfizer.
2. Sai Rama Kumari, Head - Centre for Excellence, The Himalaya Drug Company.
3. Pankaj Gursahani, Director, Sales Training at Astra Zeneca.
4. Ashish Ghai, Director, Sales Training at Sanofi.
5. Jagmohan Rishi, AVP for Digital Marketing, L & D and Commercial Excellence at Wockhardt
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!
Pharma Managers Must Know the Difference between Leading & ManagingAnup Soans
Management is about control and there are only three things that can be controlled - Time, Quality and Money (TQM). Whichever of those three takes precedent, the other two will suffer. If you want quality, you will have to spend more time and money. If you want it faster and with good quality, then cost will go up. If money (profit) is most important, then quality and time will have to take a back seat. Davids calls TQM, the triple constraint of management. Where do people fit in TQM? People do not come under TQM as people cannot be managed or controlled. People come under leadership.
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.
How to Become an Effective Front-line Manager?Anup Soans
Believe in Your Gifts Even When Others Don’t!
But don't just sit down and expect your gift to somehow change your life. Sharpen your gift like a blacksmith sharpens iron with fire and hammer till it becomes a useful tool.
Only then it will become crystal clear to others that you're gifted! Then your life will change!
Enroll today in MedicinMan Certification Program for FLMs - 12 Modules in 12 Months will sharpen you into an Effective Business Manager and an Inspiring Sales Team Leader.
Pharma Learning & Development, Sales Training & Social LearningAnup Soans
Top faculty from leading pharma companies will share their best practices at FFE 2015.
1. Sunder Ramachandran, Head, Sales Training, Pfizer.
2. Sai Rama Kumari, Head - Centre for Excellence, The Himalaya Drug Company.
3. Pankaj Gursahani, Director, Sales Training at Astra Zeneca.
4. Ashish Ghai, Director, Sales Training at Sanofi.
5. Jagmohan Rishi, AVP for Digital Marketing, L & D and Commercial Excellence at Wockhardt
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?”
Wondering How to Add Value to Your Pharma Field Force Business Meeting? Anup Soans
Include Learning & Development sessions into your regular business meeting by Anup Soans, Founder-Editor of MedicinMan (www.medicinman.net) - India’s 1st Magazine for Pharma Field Force Excellence.
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
5 Megatrends in Learning and DevelopmentAnup Soans
Embedding a Culture of Learning and Development in Pharma by Diksha Fouzdar
How pharma can make learning and development deliver real value to employees and become a part of the company’s DNA.
Ethics in Indian Healthcare - MedicinMan October 2016Anup Soans
Inside this Issue
1. New Product Launch: An Opportunity to Launch Your Own Career! a Book Extract from HardKnocks for the GreenHorn by Anup Soans
Product launches are tracked very closely by senior management and Medical Reps who contribute to its success can easily bring themselves to the attention of management. Here’s how to get it right.
2. The Power of Emotions in Brand Building by Vivek Hattangadi
Emotions are powerful tools in the hands of marketers to draw attention, inspire action and increase retention of customers.
3. Coaching: the Art of Creating New Possibilities by K. Hariram
Anticipation of hurdles and proactively responding to them is at the heart of sales coaching.
4. BOOK REVIEW: The Ethical Doctor an extract from the Huffington Post
A deep examination of the state of the medical profession that asks the question: “Is it possible to be an ethical doctor today?”
5. BOOK REVIEW: Dissenting Diagnosis an extract from India Medical Times
A group of ethical medical practitioners talk about their profession’s declining standards, and then invite us to join them in their efforts to arrest that decline.
6. Moral Intelligence and Leadership in Pharma a Book Extract from SuperVision for the SuperWiser Front-line Manager by Anup Soans
Moral Intelligence is like a compass or the light from a lighthouse, enabling leaders to steer organizations in all kinds of weather and create trust in their leadership.
CAN INDIAN PHARMA STAY AHEAD OF THE ETHICS CURVE?Anup Soans
MedicinMan November 2016 Issue is Now Live...
Highlights:
1. Report from OPPI’s 50th Annual General Meeting by K. Hariram
OPPI’s 50th Annual General Meeting (AGM) was held on 21st October 2016 at Hotel Taj Land’s End, Mumbai.
2. The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales. Pharma sales managers need to think about new and bold ways to promote their products. Here’s what science tells us about how new ideas go viral.
3. The Many Faces of Emotion and the Role They Play in Marketing by Vivek Hattangadi
Different emotions trigger different actions – a look into different emotional states and how they can be put to use in pharma marketing.
4. The Peter Principle and How to Beat It
The importance of preparing for the next level of your career by acquiring the requisite knowledge, skills and attitude before you get there.
6. BOOK REVIEW: “Triggers” by Marshall Goldsmith reviewed by K. Hariram
How to initiate change in personal and professional life.
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.
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.
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
Inside This Issue
1. What the Doctor Wants from the MR
by Dr. Aniruddha Malpani, MD
Doctors want MRs who are knowledge workers, willing and able to partner with him to better serve his patients.
2. The Marks of a True Professional
by Rachana Narayan
A True Professional is one who has achieved a high standard of “Personal Quality” in everything from dressing sense to professional knowledge and inter-personal relationships.
3. Paradigm Shift
by Sharad Virmani
How Pharma companies can survive and thrive in the New DPCO era.
4. The Single-Minded Success of Sachin Tendulkar
by RM Saravanan
What Gen-Y can learn from the cricket-or-nothing attitude of the Little Master.
5. Catch People Doing Things Right
by K. Hariram
FLMs must proactively engage their team in doing the right things and doing things right.
6. Building Sales Teams from Scratch
by Anup Soans
Every team goes through the stages of Forming, Storming and Norming before they can start Performing
7. Observational Research in Healthcare
by Javed Shaikh & Shafaq Shaikh
8. Patient Reported Outcome Measures in Pharmacoeconomics
by Mahendra Rai & Nishkarsh Likhar
Top 150 Pharma Companies of India as on December 2017Anup Soans
Indian Pharma Highlights for October 2017 by AIOCD AWACS
1. Indian Pharma Market has shown first signs of revival in with a growth of 6.5% and sales of INR 10376 Crore.
2. The Apr to Oct 2017 growth for the industry is 4.1%. Clearly showing the impact of the run-up to GST and implementation of GST.
3. Anti-infective are showing slight growth of 1.6%. Dermatology grew at 13.5% which was better than Sep 2017.
4. Gastro has shown a positive turnaround this month and grew at 7.8% while Vitamins grew at 4.8%.
5. Anti-diabetic showed a double digit growth of 11.4%.
6. Cardio grew at 7.6% and CNS grew better than Sep 2017 at 5.7%.
7. Derma at 11.6% and Diabetes at 13.9% are the only two segments that showed a double digit growth in the top 10 segments.
8. Volumes have posted a positive growth. However, price component is dragging down the market.
9. Oct 2017 quarter saw a better volume growth at 3 % & price growth at – 1.8% while the new products fared slightly better at 2.6%.
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
Are You Underestimating the Digital Tsunami like McKinsey did with Mobile Pho...Anup Soans
In the early 1980s AT&T asked McKinsey to estimate how many cellular phones would be in use in the world at the turn of the century.
McKinsey noted all the problems with the new devices—the handsets were absurdly heavy, the batteries kept running out, the coverage was patchy and the cost per minute was exorbitant—and concluded that the total market would be about 900,000.
At the time this persuaded AT&T to pull out of the market, although it changed its mind later.
KOL Relationship Management in Pharma & Devices - Workshop HighlightsAnup Soans
Inside this Issue:
1. Sales Managers: Avoiding Irrelevance in Joint Field Work by K. Hariram
How to ensure that joint field work adds real value to the MR’s daily routine
2. Social Network Analysis for KOL Discovery by Salil Kallianpur
Identifying KOLs through their influence on the social network they are a part of
3. The Art and Science of KOL Management by Dr. Viraj Suvarna
Deep-dive into the art and science of identifying, selecting and engaging KOLs
4. A CEO’s perspective on KOL Management by K. Hariram
Identifying KOLs based on long-term strategy, not short term goals
5. Special Feature: How to Train Your Reps by Prof. Vivek Hattangadi
Applying Cognitive Load Theory to make training effective for your medical reps
6. No Admission! by Rakesh Tiwari
Why Reps are increasingly finding it difficult to get a foothold in the Doctor’s clinic
7. Snippets from a Pharma Field Force Veteran by Anirudha Sengupta
A veteran shares his experiences and insights on pharma sales
8. Uncertainties in Pharmaceutical Distribution Channel with Reference to Availability of New Products
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.
Shantanu singh taj latest news and updates, shantanu singh special reportsShantanu Kumar Singh
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Taj Pharmaceutical Company Taj Pharma is an enrolled medicate producing office with a great investigation record cancer drug Chemotherapy drugs. Taj Pharmaceutical News & articles published daily. Taj Pharmaceuticals Directors team include Priyanka Singh, Abhishek Singh. Abhishek Taj Pharma is CEO, member of Taj Pharmaceutical Directors since January 2010. Includes news on pharmaceutical cancer drug companies, mergers and cancer drug acquisitions, cancer drug development, cancer drug export and import of cancer drugs, cancer drug legislation, cancer drug advertising and influence
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?”
Wondering How to Add Value to Your Pharma Field Force Business Meeting? Anup Soans
Include Learning & Development sessions into your regular business meeting by Anup Soans, Founder-Editor of MedicinMan (www.medicinman.net) - India’s 1st Magazine for Pharma Field Force Excellence.
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
5 Megatrends in Learning and DevelopmentAnup Soans
Embedding a Culture of Learning and Development in Pharma by Diksha Fouzdar
How pharma can make learning and development deliver real value to employees and become a part of the company’s DNA.
Ethics in Indian Healthcare - MedicinMan October 2016Anup Soans
Inside this Issue
1. New Product Launch: An Opportunity to Launch Your Own Career! a Book Extract from HardKnocks for the GreenHorn by Anup Soans
Product launches are tracked very closely by senior management and Medical Reps who contribute to its success can easily bring themselves to the attention of management. Here’s how to get it right.
2. The Power of Emotions in Brand Building by Vivek Hattangadi
Emotions are powerful tools in the hands of marketers to draw attention, inspire action and increase retention of customers.
3. Coaching: the Art of Creating New Possibilities by K. Hariram
Anticipation of hurdles and proactively responding to them is at the heart of sales coaching.
4. BOOK REVIEW: The Ethical Doctor an extract from the Huffington Post
A deep examination of the state of the medical profession that asks the question: “Is it possible to be an ethical doctor today?”
5. BOOK REVIEW: Dissenting Diagnosis an extract from India Medical Times
A group of ethical medical practitioners talk about their profession’s declining standards, and then invite us to join them in their efforts to arrest that decline.
6. Moral Intelligence and Leadership in Pharma a Book Extract from SuperVision for the SuperWiser Front-line Manager by Anup Soans
Moral Intelligence is like a compass or the light from a lighthouse, enabling leaders to steer organizations in all kinds of weather and create trust in their leadership.
CAN INDIAN PHARMA STAY AHEAD OF THE ETHICS CURVE?Anup Soans
MedicinMan November 2016 Issue is Now Live...
Highlights:
1. Report from OPPI’s 50th Annual General Meeting by K. Hariram
OPPI’s 50th Annual General Meeting (AGM) was held on 21st October 2016 at Hotel Taj Land’s End, Mumbai.
2. The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales. Pharma sales managers need to think about new and bold ways to promote their products. Here’s what science tells us about how new ideas go viral.
3. The Many Faces of Emotion and the Role They Play in Marketing by Vivek Hattangadi
Different emotions trigger different actions – a look into different emotional states and how they can be put to use in pharma marketing.
4. The Peter Principle and How to Beat It
The importance of preparing for the next level of your career by acquiring the requisite knowledge, skills and attitude before you get there.
6. BOOK REVIEW: “Triggers” by Marshall Goldsmith reviewed by K. Hariram
How to initiate change in personal and professional life.
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.
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.
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
Inside This Issue
1. What the Doctor Wants from the MR
by Dr. Aniruddha Malpani, MD
Doctors want MRs who are knowledge workers, willing and able to partner with him to better serve his patients.
2. The Marks of a True Professional
by Rachana Narayan
A True Professional is one who has achieved a high standard of “Personal Quality” in everything from dressing sense to professional knowledge and inter-personal relationships.
3. Paradigm Shift
by Sharad Virmani
How Pharma companies can survive and thrive in the New DPCO era.
4. The Single-Minded Success of Sachin Tendulkar
by RM Saravanan
What Gen-Y can learn from the cricket-or-nothing attitude of the Little Master.
5. Catch People Doing Things Right
by K. Hariram
FLMs must proactively engage their team in doing the right things and doing things right.
6. Building Sales Teams from Scratch
by Anup Soans
Every team goes through the stages of Forming, Storming and Norming before they can start Performing
7. Observational Research in Healthcare
by Javed Shaikh & Shafaq Shaikh
8. Patient Reported Outcome Measures in Pharmacoeconomics
by Mahendra Rai & Nishkarsh Likhar
Top 150 Pharma Companies of India as on December 2017Anup Soans
Indian Pharma Highlights for October 2017 by AIOCD AWACS
1. Indian Pharma Market has shown first signs of revival in with a growth of 6.5% and sales of INR 10376 Crore.
2. The Apr to Oct 2017 growth for the industry is 4.1%. Clearly showing the impact of the run-up to GST and implementation of GST.
3. Anti-infective are showing slight growth of 1.6%. Dermatology grew at 13.5% which was better than Sep 2017.
4. Gastro has shown a positive turnaround this month and grew at 7.8% while Vitamins grew at 4.8%.
5. Anti-diabetic showed a double digit growth of 11.4%.
6. Cardio grew at 7.6% and CNS grew better than Sep 2017 at 5.7%.
7. Derma at 11.6% and Diabetes at 13.9% are the only two segments that showed a double digit growth in the top 10 segments.
8. Volumes have posted a positive growth. However, price component is dragging down the market.
9. Oct 2017 quarter saw a better volume growth at 3 % & price growth at – 1.8% while the new products fared slightly better at 2.6%.
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
Are You Underestimating the Digital Tsunami like McKinsey did with Mobile Pho...Anup Soans
In the early 1980s AT&T asked McKinsey to estimate how many cellular phones would be in use in the world at the turn of the century.
McKinsey noted all the problems with the new devices—the handsets were absurdly heavy, the batteries kept running out, the coverage was patchy and the cost per minute was exorbitant—and concluded that the total market would be about 900,000.
At the time this persuaded AT&T to pull out of the market, although it changed its mind later.
KOL Relationship Management in Pharma & Devices - Workshop HighlightsAnup Soans
Inside this Issue:
1. Sales Managers: Avoiding Irrelevance in Joint Field Work by K. Hariram
How to ensure that joint field work adds real value to the MR’s daily routine
2. Social Network Analysis for KOL Discovery by Salil Kallianpur
Identifying KOLs through their influence on the social network they are a part of
3. The Art and Science of KOL Management by Dr. Viraj Suvarna
Deep-dive into the art and science of identifying, selecting and engaging KOLs
4. A CEO’s perspective on KOL Management by K. Hariram
Identifying KOLs based on long-term strategy, not short term goals
5. Special Feature: How to Train Your Reps by Prof. Vivek Hattangadi
Applying Cognitive Load Theory to make training effective for your medical reps
6. No Admission! by Rakesh Tiwari
Why Reps are increasingly finding it difficult to get a foothold in the Doctor’s clinic
7. Snippets from a Pharma Field Force Veteran by Anirudha Sengupta
A veteran shares his experiences and insights on pharma sales
8. Uncertainties in Pharmaceutical Distribution Channel with Reference to Availability of New Products
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.
Shantanu singh taj latest news and updates, shantanu singh special reportsShantanu Kumar Singh
Mumbai-based Taj Pharmaceutical Company chemotherapy division taj oncology, taj pharmaceutical chemotherapy division, taj oncology chemotherapy companies, cancer drug, Chemotherapy drugs — Taj Pharmaceuticals, taj chemotherapy manufacturer, taj pharmaceutical Chemotherapy, taj pharmaceutical Chemotherapy, manufacturers of taj pharmaceuticals oncology, Taj pharmaceuticals chemicals Api Agro Products, taj pharmaceutical oncology india, manufacturer of taj pharmaceuticals, taj pharmaceutical injection, taj pharmaceutical injections, taj pharmaceuticals generics manufacturer india Mumbai-based Taj Pharmaceutical cancer drug Taj Pharmaceutical Company
Taj Pharmaceutical Company Taj Pharma is an enrolled medicate producing office with a great investigation record cancer drug Chemotherapy drugs. Taj Pharmaceutical News & articles published daily. Taj Pharmaceuticals Directors team include Priyanka Singh, Abhishek Singh. Abhishek Taj Pharma is CEO, member of Taj Pharmaceutical Directors since January 2010. Includes news on pharmaceutical cancer drug companies, mergers and cancer drug acquisitions, cancer drug development, cancer drug export and import of cancer drugs, cancer drug legislation, cancer drug advertising and influence
Pharma Front-line Manager - How to Inspire Peak PerformanceAnup Soans
Inside this Issue
1. The Dead Sea Effect in Talent Management by K. Hariram
How to avert the flight of top talent from your organization.
2. The Audit Mindset: The Key to Successful Implementation of Compliance Practices in Pharma by Diksha Fouzdar
For companies to become and stay compliant, a thorough change in mindset is needed – from an adhoc approach to a systems approach.
3. Emotional Marketing: From ‘Needs’ to ‘Wants’ by Vivek Hattangadi
Different emotions trigger different actions – a look into different emotional states and how they can be put to use in pharma marketing.
4. Top 20 Things Every Digital Health Marketer Should Know by Dr. Ashwin Bonde
The importance of preparing for the next level of your career by acquiring the requisite knowledge, skills and attitude before you get there.
European Young Leaders: '40 under 40'
Report of the three-day seminar, part of an annual working programme co-organised by Friends of Europe and EuropaNova, Summer 2013, Athens
Indian Pharma - Top Guns Brainstorm at BrandStorm and FFE 2015Anup Soans
Indian Pharma's top talent from leading MNC and Domestic Pharma companies, Pharma Consulting firms like PwC and Healthcare Communication experts from Medulla - CEOs to SBU Heads will share their knowledge at BrandStorm and FFE 2015 on March 13th and 14th at The Westin Hotel, Mumbai.
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.
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.
Kodak didn’t go out of business because people stopped taking pictures. They just failed to read and acknowledge the emerging Digital Era...
.....................................................................................
Digital in Indian Pharma - Case Studies and Discussions. Be there at BrandStorm 2016 on 17th Feb - The Courtyard Marriott Mumbai.
CE- 2012 is a one day action packed conference focusing on implementing effective commercial strategies that are necessary to increase revenues and profitability in the complex Indian landscape of today.
Has Pharma Marketing Forgotten the Patient? Anup Soans
Inside this Issue:
1. Sun Rise for Indian Pharma by Prof. Vivek Hattangadi
Sun Pharma’s meteoric rise on the global stage and the man who made it happen.
2. Mergers Fail More Often than Marriages by Chandan Kumar
Mergers, like marriages, have a lot of potential for going bad unless both parties make a concerted effort to allay the other’s fears.
3. Dermato-Cosmetology Gets a Face-lift by K. Hariram
Using Empathy, Focus and Imputation to deliver value and to delight your customers.
4. Sound out on Social Media! - Special Feature
Voice your opinion on matters concerning your career and profession on Facebook, Twitter and LinkedIn.
5. Has Pharma Marketing Forgotten the Patient? by Salil Kallianpur
Pharma marketeers will only deliver real value when the patient is at the center of every promotional effort and decision.
6. Difference between OTC & Prescription Marketing by Kumud Kandpal
A Knowledge for the Medical Rep Series.
VishwaDarpan, the name stands for the mirror which will reflect the student activities of PGDM 2016-18 batch in VVISM. The E-Magazine is a weapon which increases the Writing and Creativity Skills of the students.
Medicinman Training for Pharma Field Force ExcellenceAnup Soans
Empower your Field Force with Learning and Development facilitated by MedicinMan Editor, Anup Soans.
MedicinMan Programs combine left-brain logic with right-brain ‘magic’ to create learning that is truly memorable.
All programs are designed according to adult-learning principles and are highly kinesthetic and visually compelling.
Re:Imagine Pharma Marketing - Agenda at a Glancebarberenar
There have been many COVID driven impacts on customer engagement and marketing processes, tools, and tactics. However, even with the advancement of digital marketing and commercial transformation, in-person engagement still remains the cornerstone of the pharma marketing business.
While we should celebrate the small wins and pivots that have been made as a result of COVID forced change, it is vital to understand which of these changes are transitory and which are true, long lasting transformations and innovation to be built on, and embedded in future processes and planning.
What will be our indicators and measurements of value moving forward?
What are the content consumption habits/behaviors of HCPs now?
How can I de-risk from supply chain to product development to commercial activity?
How can I diversify our clinical trial recruitment and innovation?
Does reimbursement need to be integrated with innovation?
How can I effectively virtualize customer engagement, branding and product launches?
What is the right promotional mix, even if/when sales force can return?
To what extent are the different stakeholder activities changing/overlapping as business needs evolve?
These are just a fraction of the issues currently creating bottlenecks that require proactive future planning and careful roadmap development.
Join our expert speaker faculty, the Thought Leadership Council and many of your industry peers to develop this roadmap together as a true community.
Similar to Pharma Field Force Excellence 2016 and BrandStorm (20)
An Infectious Disease Specialist, Dr Mandar Kubal Speaks to Pharma on How it ...Anup Soans
Key Point from the Q &A with Dr. Mandar Kubal, Mumbai
Telemedicine has become a very useful tool for clinicians to manage their patients.
Given the ever changing contours of Covid19 treatment, doctors have to check daily for online resources.
It would be wonderful if pharma can provide every specialty the latest developments in treating Covid19 with pre existing conditions instead of sending their unvaccinated field force to give brand reminders.
Pharma should seek frontline worker status for Medical Reps and Field Managers as they are critical to maintain the drug supply chain.
Treat the Field Force as an asset and protect them, instead of pushing them onto the field without vaccination.
And many more insights from a clinician at the frontlines of treating Covid19 patients.
Now on MedicinMan YouTube Channel - https://youtu.be/J_p3paeO_eg
Key Challenges Facing Pharma Industry and the Way ForwardAnup Soans
Suresh Subramanian, pharma veteran discusses Key Challenges Facing Pharma Industry and the Way Forward on Saturday, 27th March at 6 PM on https://www.credoweb.in/discussion/630/key-challenges-facing-pharma-industry-and-the-way-forward
MedicinMan CEO Roundtable 2021 is here... Saturday, Feb 27thAnup Soans
Covid-19 has hugely affected the modes of interaction between physicians and pharma Sales Force.
As of February 2021, most pharma companies in India re-started their F2F visits even though most corporate hospitals have restricted access to salesforce
What is keeping most CEOs awake – How to respond to customer expectations and adjust the content and format accordingly.
How to track complexities of implementation of a new model into marketing & sales teams.
Many research reports have indicated that a hybrid (mixed model) that includes face to face and digital interactions are favoured by most respondent Physicians.
The other challenge is the need to change the outdated traditional digital model, which is overused and creates digital noise into an innovative interactive model.
Register Now: https://lnkd.in/gmJK8et
Key Account Management - Time for India Pharma to Adopt KAMAnup Soans
Pharma's 40-year Model of Pitching to the HCPs is Over says Hanno Wolfram author of Key Account Management in Pharma...
Watch the webinar on Digital Excellence Pharma Academy today at 6 PM to know more - https://lnkd.in/gjZRN6q
How can Pharma Use Digital to Engage Doctors and Understand PatientsAnup Soans
Doctors and patients are already using digital for many healthcare needs. Telemedicine is a prime example.
A Webinar by Dr. Shenoy Robinson today at 6 PM on - https://www.credoweb.in/discussion/604/how-can-pharma-use-digital-to-engage-doctors-and-understand-patients
How can Pharma Use Digital to Engage Doctors and Understand Patients
Why Indian Pharma Needs to Enable Managers to Develop TalentAnup Soans
People need the support of their leaders and organisations processes to develop their talents.
Deep Bhandari delves deep into the topic of Talent Development and its impact on individuals and organisations.
Digital Excellence Pharma Academy Certification ProgramAnup Soans
Now on YouTube: Gartner's Top Five Priorities for Pharma Business Leaders and @Hariram K's Key Learning Points on Leadership
25-minute discussion with Deep Bhandari on the Gartner Report and Leadership Imperatives by Hariram Krishnan on How the DEPA Certification Program Can Make Pharma Professionals Future Proof
https://lnkd.in/gHiT_WU via @YouTube
Architecture To Develop Pharma Business Leaders For Today and Tomorrow Anup Soans
4 Factors of Digital Transformation
1. Leadership Mindset for Digital Transformation
2. Digital Transformation - Why and How to Do it Right
3. Sales and Sales Management - Challenges & Solutions
4. Customer/Patient Centricity - Why and How to Do it Right
What is Indian Pharma Thinking about Digital? A Research ProjectAnup Soans
First Ever Indian Pharma Centric Survey: A CredoWeb India – #MedicinMan Research Project
As a part of Digital Excellence Pharma Academy , we initiated a research project with a detailed survey to understand the current status and issues faced by Indian Pharma companies in adopting digital to bridge the pharma – physicians disconnect.
You can know more about the scope and scale of this research project and survey at https://lnkd.in/gR5JMer
Digital Excellence Pharma Academy - Webinar & Online Certification ProgramAnup Soans
Ready for the next Webinar on Digitalisation of Pharma Marketing?
Digital Excellence Pharma Academy a partnership between MedicinMan and CredoWeb not only equips pharma/devices/diagnostics/disposable company employees with KA$H (you’ll learn about KA$H soon in the future webinars), but offers you the ability to adopt the digital platform to communicate and engage your customers and create lasting experiences to build your relationship with customers.
To know more on how to engage doctors via digital, attend 40+ webinars brought to you by CredoWeb in partnership with MedicinMan - follow 3 simple steps:
Go to www.credoweb.in
Create your “Pharma professional” registration
Follow Digital Excellence Pharma Academy page and stay tuned for our webinars for which you will be cordially invited
The Mankind Pharma Story by Dr. Sumit GhoshalAnup Soans
Mankind was established in 1991, almost a decade after the industry leaders of today including Dr.Reddy’s and Sun Pharma, but has grown considerably faster than its contemporaries...
One reason for this is that unlike major drug makers who have a large portfolio of hundreds of products, mankind prefers to concentrate on a much smaller number of high value products. “they don’t bother with smaller products with a potential value of less than Rs.5 crore,” says a long-time industry watcher. thus Health OK, their OTC product, which is a combination of vitamins and nutritional medicines was able to generate Rs.50 crore in revenue within a year of its launch in 2014-15.
This is also the approach adopted by some multinationals like Sanofi, whose CEO Chris Viebacher said, that his company obtained a lion’s share of its revenue from just 15 top selling patented products...
Indian Pharma and Retail Pharmacies - Sales View PollAnup Soans
The Sales View poll concluded with valuable information on several key aspects of the Indian Pharmaceutical field force, especially in the strategies employed by medical sales reps to obtain marketing intelligence. With sales force considered to be a strong pillar of the pharmaceutical industry, gaining pointers on their day-to-day operations, and challenges faced, is indeed an asset in improving the pharma industry.
Such weekly and monthly data analysis by IQVIA and leading pharma KOLs will help you understand market dynamics better. Do participate in our polls and keep up with the latest opinions and trends on IQVIA Sales View.
Healthcare's Future will be Patient ExperienceAnup Soans
With healthcare reform now opening the door to more insured patients, it is not overwhelming what we hear nowadays that market access is dead and patient access is the new prescription for healthcare marketing.
Patient access helps when there is precariousness in the benefits, which will never be fully known until a product is used in the real world and over a period of time.
A patient access centered mindset aims to understand the patient and provider pathways, with the ultimate objective that all those patients who can optimally benefit from a product can have the access to the product.
Instead of a win/lose mindset at the core of market access, patient access tries to create win/win/win solutions that lead to value for patients, companies, and the healthcare system at large.
In such a scenario, several issues that should deal with patient access should be addressed such as:
Patient access as a guiding principle across all functions
Developing a clear and compelling value proposition for each stakeholder group
Creating a formal framework for understanding the impact of decisions on patient access
Getting payer input and advice early on
Enhanced patient satisfaction
Improved communication through shared data
Unethical Practices in Pharma - Interesting Study from Pakistan Anup Soans
This study clarifies the current pharmaceutical drug promotion and prescribing practices in Pakistan. The majority of prescribers and national pharmaceutical firms and to some extent the multinational pharmaceuticals are involved in unethical practices in drug promotion and prescribing. Alarming policies governing the drug promotion and prescribing are required to be implemented by the concerned regulatory authorities to avoid unnecessary harm to the patient’s life and pocket through the unethical drug promotion. The prescribers should not accept any incentives, gifts of financial value from any pharmaceutical companies in return for an increase in prescribing selected brand. On the other hand, pharmaceutical companies must compete in the market on the basis of the drug quality and do not offer any valuable gift and incentives to the prescribers. The interaction between doctors and phar- maceutical firms should be restricted within acceptable boundaries and the authorities must be prepared to play an active role. Strengthening the regulatory machinery and formulating policies in this regard in neces- sary. It is essential that a health care professional such as a pharmacist can play an important role in this process since he/she is an expert in the pharmaceutical field as well as more aware of the outcomes of unethical drug prescribing practices such as polypharmacy and adverse drug reactions.
Trauma Outpatient Center is a comprehensive facility dedicated to addressing mental health challenges and providing medication-assisted treatment. We offer a diverse range of services aimed at assisting individuals in overcoming addiction, mental health disorders, and related obstacles. Our team consists of seasoned professionals who are both experienced and compassionate, committed to delivering the highest standard of care to our clients. By utilizing evidence-based treatment methods, we strive to help our clients achieve their goals and lead healthier, more fulfilling lives.
Our mission is to provide a safe and supportive environment where our clients can receive the highest quality of care. We are dedicated to assisting our clients in reaching their objectives and improving their overall well-being. We prioritize our clients' needs and individualize treatment plans to ensure they receive tailored care. Our approach is rooted in evidence-based practices proven effective in treating addiction and mental health disorders.
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
LGBTQ+ Adults: Unique Opportunities and Inclusive Approaches to CareVITASAuthor
This webinar helps clinicians understand the unique healthcare needs of the LGBTQ+ community, primarily in relation to end-of-life care. Topics include social and cultural background and challenges, healthcare disparities, advanced care planning, and strategies for reaching the community and improving quality of care.
Deep Leg Vein Thrombosis (DVT): Meaning, Causes, Symptoms, Treatment, and Mor...The Lifesciences Magazine
Deep Leg Vein Thrombosis occurs when a blood clot forms in one or more of the deep veins in the legs. These clots can impede blood flow, leading to severe complications.
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
COVID-19 PCR tests remain a critical component of safe and responsible travel in 2024. They ensure compliance with international travel regulations, help detect and control the spread of new variants, protect vulnerable populations, and provide peace of mind. As we continue to navigate the complexities of global travel during the pandemic, PCR testing stands as a key measure to keep everyone safe and healthy. Whether you are planning a business trip, a family vacation, or an international adventure, incorporating PCR testing into your travel plans is a prudent and necessary step. Visit us at https://www.globaltravelclinics.com/
How many patients does case series should have In comparison to case reports.pdfpubrica101
Pubrica’s team of researchers and writers create scientific and medical research articles, which may be important resources for authors and practitioners. Pubrica medical writers assist you in creating and revising the introduction by alerting the reader to gaps in the chosen study subject. Our professionals understand the order in which the hypothesis topic is followed by the broad subject, the issue, and the backdrop.
https://pubrica.com/academy/case-study-or-series/how-many-patients-does-case-series-should-have-in-comparison-to-case-reports/
How many patients does case series should have In comparison to case reports.pdf
Pharma Field Force Excellence 2016 and BrandStorm
1. MEDICINMANField Force Excellence
February 2016| www.medicinman.net
Since 2011
ANINVITATION
FROMTHEEDITOR
D
ear Reader,
We at MedicinMan are strongly
committed to the cause of
professional excellence among Pharma
Frontline Sales Professionals and Brand
Managers. In this pursuit, we’ve brought
you over 50 issues of MedicinMan since
2011.
As a part of this pursuit for excellence, we
host 2 conferences at the start of every
year - FFE & BrandStorm.
Both these events are attended by
Pharma Thought Leaders, both as
speakers and participants, many of
whom have been closely associated with
MedicinMan over the years.
I take this opportunity to invite you to
the two most awaited pharma events of
2016 - FFE & BrandStorm, to be held on
16th
(Tues) and 17th
(Wed), February at
the Courtyard Marriott, Mumbai. Come
to Learn, Share & Network. Register at
goo.gl/w016ar - The Editor.
Connect with Anup Soans on
LinkedIn | Facebook | Twitter
Anup Soans is an Author, Facilitator and the
Editor of MedicinMan.
Write in to him: anupsoans@medicinman.net
Meet the Editor
FFE&BrandStorm2016
16TH
AND17TH
FEBRUARY2016
ATTHECOURTYARDMARRIOTT,MUMBAI Darshan Patel
Partner,
PwC
Renganathan CT
Managing Director,
RPG Life Sciences
YS Prabhakar
Chief Executive Officer,
Sutures India
Ali Sleiman
General Manager
India, Merck Serono
Vikas Dandekar
Editor-Pharma/Health-
care, Economic Times
Satya Mahesh
Head, Business
Excellence, Boehringer
Ingelheim
Nandita Dandekar
Respiratory Commer-
cial Manager, GSK
Ajit Nair
Marketing Manager,
Sanofi
Daleep Manhas
GM & AVP,
McCann Health
Deep Bhandari
Head of Business Unit
-Multiple Sclerosis, UCB
Salil Kallianpur
Commercial Director -
Classic Brands, MENA-CIS
& Russia, GSK
VK Sharma,
Assoc. VP (Marketing &
Sales), Unichem
Praful Akali
MD, Medulla Commu-
nications
Amit Akali
Creative Consultant,
Medulla Communi-
cations
Dr Manish Verma MD
Director Medical
Affairs, Sanofi
K. Hariram
MD (retd.),
Galderma India
Jagmohan Singh Rishi
Assoc.VPLearning&Devel-
opment,BusinessAnalytics
&Digital,Wockhardt
Sankar Dass,
COO & Director,
CURATIO Healthcare
Pankaj Dikholkar,
General Manager,
Abbott
Confirmation
Awaited
Confirmation
Awaited
2. FFE2016-AGENDA&SPEAKERS
Tuesday, 16 February 2016
0830 to 0920 - Business Breakfast
1. KEYNOTE ADDRESS - 0930 to 0950
Keynote Speaker: Darshan Patel, Partner, PwC lnked.in/drshnp
2. CEO ROUND-TABLE 1000 to 1115
Topic: “Field Force of the Future”
Speakers:
- CT Renganathan, Managing Director RPG LifeSciences lnked.in/ctra
- YS Prabhakar, CEO Sutures India lnked.in/yspr
- Ali Sleiman, General Manager India, Merck Serono lnked.in/alis
Moderator: Vikas Dandekar, Editor - Pharma & Healthcare at The Economic Times lnked.in/vksd
1115 to 1145 – Tea Break
3. PANEL DISCUSSION - 1145 to 1300
Topic:“Generating Rx is not the Job of Field Force Alone. Role of Marketing, Medical, HR and L & D in Building the
Rx Capabilities of the Field Force.”
Panelists:
- Deep Bhandari, Head of Business Unit - Multiple Sclerosis, UCB lnked.in/deep
- Jagmohan Singh Rishi, Assoc. VP Learning & Development, Business Analytics & Digital, Wockhardt lnked.in/jgri
Moderator: Anup Soans, Editor, MedicinMan lnked.in/anup
1300 to 1400 – Lunch Break
4. THOUGHT LEADERSHIP – 1400 to 1445
Topic:“Making SFE Work for Your Field Force–Practical Issues in Developing and Implementing a Robust SFE Plan“
Speaker: Satya Mahesh, Head, Business Excellence, Boehringer Ingelheim lnked.in/stya
5. THOUGHT LEADERSHIP - 1445 to 1530
Topic:“Why and How of Sales Hierarchy: Functions of Sales Management and Role Clarity from Front-line Manager
to National Sales Manager”
Speaker: VK Sharma, Associate VP (Marketing & Sales), Unichem lnked.in/vkshrma
1530 to 1600 – Tea Break
6. PANEL DISCUSSION - 1600 to 1700
Topic:“Coaching for Sales Excellence – How Can It Work in the Front-lines?”
Speakers:
- K. Hariram, MD (retd.), Galderma India lnked.in/hari
- Anup Soans, Editor, MedicinMan lnked.in/anup
FFE 2016 Highlight
Launch of MedicinMan app
for Android and iOS will
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Pharmatask.
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3. BrandStorm2016-AGENDA&SPEAKERS
Wednesday, 17 February 2016
0830 to 0920 - Business Breakfast
1. KEYNOTE ADDRESS - 0930 to 1000; Q & A - 1000 to 1015
Topic:“What does it take to Build Strong Sustainable Brands in the Indian Pharma Market?”
Keynote Speaker: Sankar Dass, COO & Director, CURATIO Healthcare lnked.in/sdas
2. PANEL DISCUSSION
Topic:“UCPMP & MCI Guidelines - Implication for Pharma Marketing”
Speakers:
- Darshan Patel, Partner, PwC lnked.in/drshnp
- Salil Kallianpur, Commercial Director - Classic Brands, MENA-CIS & Russia, GSK lnked.in/salil
- Deep Bhandari, Head of Business Unit - Multiple Sclerosis, UCB lnked.in/deep
1115 to 1145 – Tea Break
3. CASE STUDIES AND PANEL DISCUSSION - 1145 to 1300
Case 1: “Building a patient-focused sustainable business”
Presenter: Nandita Dandekar, Respiratory Commercial Manager, GSK lnked.in/nandita
Case 2: “Success of the Plavix brand”
Presenter: Ajit Nair, Marketing Manager, Sanofi lnked.in/ajit
Case 3:“There is no shortage of data but how effectively is it mined and is it giving you the insights to change
behaviour and practice?”
Presenter: Daleep Manhas, General Manager & Associate Vice President at McCann Health lnked.in/daleep
1300 to 1400 – Lunch Break
4. SESSION:“Unleashing the Power of Digital Marketing” – 1400 to 1530
Speakers
- Praful Akali, MD, Medulla Communications (discussion leader) lnked.in/praful
- Amit Akali, Creative Consultant, Medulla Communications (discussion leader) lnked.in/amtk
- Pankaj Dikholkar, General Manager, Abbott lnked.in/pankaj
- Dr. Manish Verma MD, Director Medical Affairs, Sanofi lnked.in/mvrma
1530 to 1600 – Tea Break
5. IN-DEPTH - 1600 to 1700
Topic:“Comparative Study of Sun Pharma and Mankind Pharma Business Models”
Speaker: VK Sharma, Associate VP (Marketing & Sales), Unichem lnked.in/vkshrma
Contact:ChhayaSankath
chhaya@kmv.co.in
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5. 5 | MedicinMan February 2016
CONTENTS
MedicinMan Volume 6 Issue 2 | February 2016
Editor and Publisher
Anup Soans
CEO
Chhaya Sankath
Chief Mentor
K. Hariram
Editorial Board
Salil Kallianpur; Prof. Vivek Hattangadi; Shashin
Bodawala; Hanno Wolfram; Renie McClay
Executive Editor
Joshua Soans
Letters to the Editor: anupsoans@medicinman.net
1. Implementing New Ideas: Lessons for
Product Managers .............................................7
When driving a new sales plan, high levels of
motivation in the sales team is necessary but not
sufficient for the success of the plan. Having the right
skills and free and open feedback mechanisms are
key.
Raja Reddy
Always Be Coaching ........................................9
Sales Coaching is the ABC of sales success. Why is it
that so few get it right?
K. Hariram
3. Sales Targets: Getting it Right ...................12
How to set sales targets that are challenging but fair.
Amit Jain
4. E-detailing: A Primer ...................................15
A quick take on the important digital touch points
pharma can use to reach out to Doctors.
Vivek Hattangadi
7. IMPLEMENTING NEW
IDEAS: LESSONS FOR
PRODUCT MANAGERS
When driving a new sales plan, high levels of motivation in the sales
teamisnecessarybutnotsufficientforthesuccessoftheplan.Having
the right skills and free and open feedback mechanisms are key.
7 | MedicinMan February 2016
A
few years ago, as a young product manager
I had the first opportunity of designing and
implementing an idea. This idea involved
using a new tool and had the potential to acceler-
ate sales. Before presenting the concept to the sales
team, I had personally tested the model on a real
time basis. Following the test experience I became
even more confident in the success of the project.
But the project did not reach the set milestones. I re-
alised that I had committed critical mistakes which
lead to the initial failure of the project. However I
learnt valuable lessons in project management.
Motivation is Not Enough
During the course of the project when the initial re-
sponse was not satisfactory, I would motivate the
sales team by telling them that although the num-
bers were challenging they could be achieved them
with hard work and perseverance. That didn’t work. I
was about to call off the project, but thankfully, run-
ning the model with an actual sales representative on
the field who was a part of the project team prevent-
ed me from taking that decision.
Raja Reddy
E
Raja Reddy is Group Product Manager at
Servier India.
Connect: linkedin.com/in/rajareddy1
8. Raja Reddy | Implementing New Ideas: Lessons for Product Managers
8 | MedicinMan February 2016
Observation & Real-time Experience
I watched this highly motivated and skilled sales person
struggling to conduct the project. I demonstrated the cor-
rect procedure to him, but the results stayed the same.
When I enquired why this was happening, he was hesitant
to reveal it to me. At the end of the day it occurred to me
that one possibility could be that he did not know how to
operate the complex machine which was used to run the
project.
Training is Key
This got me thinking. The problem I realised was that the
demo of using the machine was conducted for a large
group of participants; therefore many could not get
hands-on experience. With the help of our training team
we brought in the local sales team for a re-training on how
to use the gadget. This time we ensured that all the par-
ticipants got enough hands-on experience of using the
gadget.
Scaling Up
We watched the local team closely for the next few
months. I saw that the initial unwillingness gave way to a
gradual and steady increase in conducting the project.The
numbers our local sales team was punching in gave me
sufficient assurance that the same tactic could be replicat-
ed with members of other sales teams as well. We decided
to implement the training across all regional areas.
Creating Healthy Competition
To enhance the momentum we created a score board
about the project update of each area and shared with all
the people. This stimulated a healthy competition leading
to“a snow ball effect”.
Sharing the Success Story
Teams across the country were curious to know the facts
behind the success. We invited successful sales people to
share their stories at the sales meets. This narrative-based
approach allowed rest of them to learn from their col-
league’s experience and replicate the success in their ar-
eas. M
The problem I realised
was that the demo of
using the machine was
conducted for a large
group of participants;
therefore many could not
get hands-on experience.
”
9. 9 | MedicinMan February 2016
I
was sitting in the waiting room of my physician’s clin-
ic to show my annual check-up reports when over-
heard the conversation of an FLM and MR inside. The
Doctor asked a typical and oft-heard question, “Any-
thing new?!” The MR was quick enough to reply, “No
Doctor. Just a few reminders.”
We all know the routine questions about pricing, safe-
ty, efficacy, availability issue, being busy, etc. that are
posed by physicians and the routine answers given by
the MRs.
Why is this ritual repeated monotonously? Aren’t these
good opportunities to revisit the conversation and
also a great “Coachable” moment for the FLM to the
MR? I call these coachable moments as‘Aha!’moments.
Coachable moments usually present themselves as op-
portunities for powerful coaching.
Every pharma organisation and its Management know
the importance of their Frontline Managers (FLMs). If
this so, then why is it that FLMs are referred to as‘Super
Reps’and there is a mere pressure on sales numbers ev-
ery month end?
Companies know the value of training their sales force,
but many don’t realize the importance of developing
their front-line sales managers. They assume that their
top performing sales people can seamlessly transition
from a position of selling to one of managing, inspite
of there being a substantially different skill set between
the two job functions.
K. Hariram
ALWAYS BE COACHINGSales Coaching is the ABC of sales success. Why is it that so few get it right?
K. Hariram is the former MD (retd.) at
Galderma India.
He is Chief Mentor at MedicinMan and a
regular contributor. khariram25@yahoo.com
E
10. K. Hariram | Always Be Coaching
10 | MedicinMan February 2016
Training FLMs not only produce a better return on invest-
ment, it is also a critical element of sales success. One of
the most valuable skills an FLM can learn is ‘sales coach-
ing’. It is quite obvious that a well-defined‘role clarity’with
the right dose of ‘on-the-job’ coaching skills separates
the excellent from the average FLMs. When FLMs know
how to coach, companies can readily leverage them to
improve the sales performance of their entire sales force.
I would like to mention here that when FLMs are sent for
training programs, there is hardly any follow up and al-
most no reinforcement from their reporting managers.
Hence, training becomes a fancy and often a stand-alone
activity. Studies have clearly shown that post training, if
there is no coaching or no follow up reinforcement activ-
ity, there is a drop of 87% of the knowledge that one ac-
quired from training. In short, it is 87% of resources spent
on any developmental effort is wasted.
The most significant obstacles to coaching are FLM-relat-
ed. Usually the following reasons are to blame:
1. They believe they do not have enough time to coach.
(Believing you have no time to coach ultimately costs
more time)
2. They may lack the intent to coach
3. Inadequate scheduling of their priorities for coach-
ing
4. They may shy away as they lack the necessary skills
5. It could also be inadequate training
6. Lack of accountability with regard to coaching as
part of their role responsibilities.
7. The organisation does not believe in coaching cul-
ture
Some further observations on sales coaching in the
pharma industry:
1. Often sales coaching efforts seem to be largely reac-
tive; it is more of TELLING
2. Focus of ‘so called’ coaching efforts are to poor per-
formers, and those asking for help
3. High-performing salespeople are left to fend for
themselves and at best they are given an informal
feedback
4. Lack of structured and planned approach to coach-
ing
5. Lack of Management responsibility and accountabil-
ity
6. No systematic and timely follow up
Training FLMs not only
produce a better return
on investment, it is also
a critical element of
sales success. One of the
most valuable skills an
FLM can learn is ‘sales
coaching’.
”
11. K. Hariram | Always Be Coaching
11 | MedicinMan February 2016
An organised study conducted by Forum confirms that
Coaching greatly impacts overall sales effectiveness.
Among the wide spectrum of initiatives on Sales Force
Effectiveness, sales coaching was rated the highest im-
pact activity among survey respondents. It was higher
than some of the SFE approaches such as sales training,
sales management training, enabling technology, or
sales compensation.
Here are 7 practices and guiding principles on im-
proving sales coaching at your company.
1. Build commitment to sales coaching at all levels of
sales management by creating a developmental cli-
mate that fosters collaboration, forward action and
on-going improvement.
2. Train/Coach FLMs. Managers need the right skills to
effectively coach others. Have senior executives pro-
vide visible support for sales coaching.
3. Establish clear coaching expectations. Clearly define
the process and build accountability measures.
4. Have a well-defined structure. Sales coaching should
be programmatic, so performance tracking and
established indicators of success should be put in
place.
5. Focus coaching on specific performance outcomes.
Quality coaching has clear objectives and structure.
6. Make coaching a critical initiative. Utilize a variety
of people such as peers, marketing people, SFE ex-
ecutives, Human resources managers and technical
experts, not just sales managers.
7. Focus sales coaching on knowledge and skills. All
these should support the sales strategy. The founda-
tion should be for related products and services, cus-
tomers’needs and expectations, the company’s sales
process included the customer relationship process.
Overall, sales coaching has to be collaborative, involving
sales people and sales managers. It should also be con-
temporary, addressing the needs of today. This will re-
sult in the organisations aligning the selling behaviours
leading to mutually beneficial business relationship with
customers. Further, it will help in gaining a substantial
competitive advantage in the market place.
To sum up, sales coaching is an essential performance
enhancing skill. It is necessary to equip the Sales man-
agement team including the FLMs with appropriate skills
and build this as a part of organisational culture. M
An organised study
conducted by Forum
confirms that Coaching
greatly impacts overall
sales effectiveness.
Among the wide
spectrum of initiatives on
Sales Force Effectiveness,
sales coaching was
rated the highest impact
activity among survey
respondents.
”
12. 12 | MedicinMan February 2016
E
very incentive cycle, sales managers and sales oper-
ations team are faced with a difficult job of setting
fair but challenging quotas. As a company, you want
your sales team to meet their quotas but also push the en-
velope to achieve growth. Quotas play a big role in mo-
tivating sales reps to achieve broader strategic business
objectives. Depending on the quality of quotas, 3 types of
outcomes are possible for the rep as well as organization.
Quotas generally are a good way to engage salespeople by
providing them visibility into target that needs to be hit.
Though quotas are generally desirable plan type for incen-
tive payments but organization can set fair quotas only if
the following conditions are met:
[[ Reliable historical information at individual territory or
rep level is available
[[ National Sales Numbers can be forecasted with rea-
sonable accuracy
[[ Reasonable understanding of variation in sales poten-
tial across reps
[[ Selling process is generally more defined with focus
more on product awareness
Amit Jain
E
Amit Jain is Co-founder and Director
of Operations at Aurochs Software, an
incentive compensation solution specifically
designed for the pharmaceutical industry.
SALES TARGETS:
GETTING IT RIGHT
How to set sales targets that are challenging but
13. Amit Jain | Sales Targets: Getting It Right!
13 | MedicinMan February 2016
Quota Setting Process
1. Gather data
a. Ask for national forecasts and review them for
consistency – using historical growth information
and any future market changes
b. Collect historical performance information at ter-
ritory level and use that for understanding how
predictable are sales results
c. Understand incremental sales potential for indi-
vidual territories (based on potential targets and
external market situation) and also align resources
if required
2. Quota Methodology and Modelling
a. Identify the appropriate goal setting methodolo-
gy based on the business situation.
i. Uniform growth quota
ii. Equitable unit growth quota
iii. Potential proportional unit growth quota
iv. Share growth quota
v. Potential proportional share growth
vi. Weighted index proportion quota
b. Calculate quotas using the identified methodolo-
gy and the factor weights for the test period (latest
period for which actual sales exist)
c. Compare test period quotas with sales and per-
form analysis for fairness
3. Finalize Quotas
a. Tweak factor weights after performing fairness
analysis
b. Set quotas for future period using finalized
weights
c. Identify communication channels for goal com-
munication. Provide opportunity to front line
managers to refine quotas within certain con-
straints based on field knowledge.
Indicators that your quotas are unfair?
Quality of quotas play a big role in motivating sales reps
to achieve broader strategic business objectives. For
quotas to be effective, comprehensive communication
strategy needs to be chalked out. Reps perceive the quo-
tas to be fair only when there is transparency around the
quota setting methodology, process and the local factors
being considered as part of quota setting process.
As an organization, there are several indicators that your
quotas may not be fair:
The Quota Setting Process
14. Amit Jain | Sales Targets: Getting It Right!
14 | MedicinMan February 2016
[[ Extreme outliers are observed on both the lower side
as well as higher side
[[ Significant difference between median and average
performance. This may be due to performance skew
in one particular direction
[[ Broad mismatch between nation performance and
total incentive payout. As an organization, total in-
centive outflow is more than expected for the current
national performance level
[[ Performance of salespeople are changing drastically
year over year. Top performers under perform while
under performers over achieving due to quality of
goals
[[ Attrition rate in the sales force is higher than industry
standards
[[ Disproportionate performance such as more than
60% people missing their quotas or majority of sales-
force beating their sales quota
Systemic biases such as:
Territories or reps with larger geographical foot-
print earning more
Territories with higher starting market shares earn-
ing less. M
Reps perceive the
quotas to be fair
only when there is
transparency around
the quota setting
methodology, process
and the local factors
being considered as
part of quota setting
process.
”
15. 15 | MedicinMan February 2016
E
arlier this year when I visited Google, the Goo-
gle-Doodle was beautifully scripted in the form
of cakes, pastries, candles and candies. I was
wondering what the occasion is.
WhenIclickedononeofthecakes,amessagepopped
out:“Happy Birthday, Vivek”. I was dumbfounded.
If Google, which has more users than the combined
population of China and India, can track down one
non-entity and an insignificant person like me and
customize its message, you can well imagine the
power digital marketing has. Digital marketing has
the power to change the way pharma brands com-
municate, interact and engage with patients and
doctors.
The prodigious digital technology has the po-
tential to metamorphose the way Pharma India
builds brands. Doctors are increasingly using digi-
tal and mobile technologies to get the information
they need. They may prefer to access information
about a brand, where and when they want. They
have very little time for medical representatives.
Vivek Hattangadi
Vivek Hattangadi is a Consultant in Phar-
ma Brand Management and Sales Training
at The Enablers. He is also visiting faculty
at CIPM Calcutta (Vidyasagar University)
for their MBA course in Pharmaceutical
Management.
vivekhattangadi@theenablers.org
E-detailing - A Primer
A quick take on the important digital touch points pharma can use
to reach out to Doctors
*These statistics are as per Praveen Kulkarni (General Manager Marketing and Sales,
Parle Products) in his statement in Business Standard of 26th February 2015
E
16. 16 | MedicinMan February 2016
Vivek Hattangadi | E-detailing: A Primer
”
E-detailing is not the
transfer of the pages of
a visual-aid into a Tablet
or iPad. It is not the
replication of the paper
promotional material into a
modern gadget.
In fact, many doctors mentally shut off when they
meet pharma representatives. They are weary of the
1970s marketing tools deployed by Pharma India.
Having said this, let us walk through some of the chan-
nels of Digital Marketing.
E-detailing
Before we discuss what e-detailing is, let me explain
what e-detailing is not.
E-detailing is not the transfer of the pages of a visu-
al-aid into a Tablet or iPad. It is not the replication of
the paper promotional material into a modern gadget.
E-detailing is a broad and continually evolving term
describing the use of interactive electronic media to
facilitate brand or sales presentations. E-detailing has
several advantages.
Doctors can get information and other details of
the brand as and when they want; at a time and
location most convenient to them.
E-detailing can increase the contact time of doc-
tors with the brand - depending on how interest-
ingly and creatively the message has been creat-
ed.
E-detailing has not only a better reach, but also
better retention of the message.
The brand messages via e-detailing are consistent
and uniform. The doctors will hear exactly what
the brand manager wants them to hear.
E-detailing can take many forms.
Interactive Voice Response
This is a technology which allows a computer to inter-
act with doctors (humans) through voice, touch-tone
keypads, and signals. It provides appropriate respons-
es in the form of pre-recorded voice. Every caller gets
a uniform message. This is consistent with what Jack
Welch says: “Simple, consistent, focused communica-
tions travel faster and is understood better by organi-
zations.”1
In Interactive Voice Response, for example, a doctor
calls the company. The call is attended by an‘electron-
ic receptionist’- the Interactive Voice Responding Sys-
tem. He is then directed to an extension depending
on the information required. The doctor receives the
pre-recorded information. It could be the latest study,
a new indication, drug-drug interaction or even the
latest information from pharmacovigilance.
17. ”
E-detailing is not a
substitute to doctor’s
visits by a medical
representative; rather
it can complement and
augment the efforts of the
medical representatives.
Doctor’s visits should
continue.
Vivek Hattangadi | E-detailing: A Primer
17 | MedicinMan February 2016
Scripted interaction with the website
This is a computer program wherein the doctor and the
server speak to each other through a scripting language.
This interaction is possible through micro-sites in the
company’s website. Retrieving data from the website or
feeding data into a website happens through communi-
cation of the doctor and the web server.
E-detailing through portals for doctors
The portals offer access to doctor’s communities and are
favored by the young and upcoming ones.With more and
more portals opening up like Lybrate, Indmedica, Doctor-
store, and Practo, Pharma India should take e-detailing
via these portals seriously. These portals can be used to
deliver sponsored marketing messages, brand-specific
details, and so on. The company can even know which
doctor has accessed and follow through can be done by
the field personnel.
E-detailing is not a substitute to doctor’s visits by a med-
ical representative; rather it can complement and aug-
ment the efforts of the medical representatives. Doctor’s
visits should continue.
Social Media
There is an exponentially increasing number of net-sav-
vy and Smartphone-hooked doctors and patients. Many
patients too, first consult ‘Dr. Google’ before consulting
an actual doctor. Social media has become a channel that
the pharma cannot afford to ignore. Various social media
initiatives can be used. FaceBook, LinkedIn, Twitter, and
YouTube can be very effective digital marketing tools.
What makes Facebook so potent? It has the ability to am-
plify word-of-mouth effects. Skadeedle.com says that:
“Facebook has become a global phenomenon. You hear
the social network being discussed in everyday conver-
sation, whether it’s in an office, classroom, or home. It has
allowed people to connect with each other anywhere in
the world and is now a vital resource for businesses and
brands too.”2
Brand managers should not consider social media as a
side-activity; rather it should be a significant and planned
activity.
E-mail Marketing
E-mail marketing can effectively contribute to building
loyalty and fostering a relationship with doctors and pa-
tients. This form of digital marketing should not be used
indiscriminately. E-mail marketing should essentially be
permission based. Rather, ethical, responsible email cam-
paigns start with permission. Permission leads to better
e-mail deliverability and better results from your cam-
paigns.
18. ”
Digital marketing has
many advantages like
brand building efforts at
reduced costs, engaging
with doctors and patients,
real-time results (as
measured by the numbers
of visitors to the site) and
better communication
of your marketing
messages. It can add to but
cannot replace a medical
representative’s visit and
the emotional bonding
these visits create.
Vivek Hattangadi | E-detailing: A Primer
18 | MedicinMan February 2016
Content Marketing
“Content marketing is a strategic marketing approach fo-
cused on creating and distributing valuable, relevant, and
consistent content to attract and retain a clearly-defined
audience — and, ultimately, to drive profitable customer
action.”3
This is how Content Marketing Institute (CMI) de-
fines it.
Content Marketing can attract the attention of doctors
seeking specific product-related information online. Often
the material is designed to promote a brand, through a
more oblique and subtle way, different from the tradition-
al advertising. “Basically, content marketing is the art of
communicating with your customers and prospects with-
out selling,”says CMI.3
Content Marketing can include YouTube videos, blog
posts, advertorials, and white papers. Content Marketing
may not yield results overnight – it requires commitment
from the marketer towards the doctors or patients.
Conclusion
Digital marketing has many advantages like brand build-
ing efforts at reduced costs, engaging with doctors and
patients, real-time results (as measured by the numbers
of visitors to the site) and better communication of your
marketing messages. It can add to but cannot replace a
medical representative’s visit and the emotional bonding
these visits create. Damien Ryan says“What makes the dig-
ital revolution so exciting is that it’s happening right now.
We are living through it, and you have a unique opportu-
nity to jump in and be part of this historical transition.”4
Digital marketing is for those who are ready to leave the
time warp. Are you ready to leave 1976 and welcome
2016? M
References
1. Welch, S &Welch, J. 10 leadership lessons you don't want to learn the
hard way. Available online on https://www.linkedin.com/pulse/10-
leadership-lessons-you-dont-want-learn-hard-way-jack-welch
2. The Definitive Guide to Getting StartedWith Social Media Marketing.
Available on http://skadeedle.com/wp-content/uploads/2013/05/de-
finitive-guide-to-social-media-marketing.pdf [Accessed 12th January
2016]
3. Content Marketing Institute. Available online on http://contentmar-
ketinginstitute.com/what-is-content-marketing/ [Accessed 12th
January 2016]
4. Ryan, D. (2014) Understanding Digital Marketing: Marketing Strate-
gies for Engaging the Digital Generation. London: Kogan Page.