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.
BrandStorm and Field Force Excellence 2015 Special Issue Anup Soans
BrandStorm and FFE 2015 Special Issue of MedicinMan with Video Clippings
.............................................................................
The special feature of this issue is we have embedded two video clippings - Keynote Address of Sanjiv Navangul, MD, Janssen India - FFE 2015 and Salil Kallianpur, Brand Director, Europe at GSK - BrandStorm, just click on the play video icon on their photos - it will take you to the video on YouTube.
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.
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!
MAP of Motivation for Pharma Field ForceAnup Soans
Inside this Issue
1. Sales vs. Marketing: the Customer Doesn’t Care! by Salil Kallianpur
In the war between sales and marketing, the customer is hurt the most.
2. The Rural Healthcare Landscape in India by Soumalya Chatterjee
Serving the rural patient is an opportunity for and the responsibility of healthcare companies in India.
3. Differentiating through On-the-job Coaching by K. Hariram
Coaching is a day-to-day activity and not a one-off event.
4. Mastery, Autonomy and Purpose in Field Force Excellence by Anup Soans
MAP enables field sales people to see the big picture and use their abilities to implement strategies systematically even in the absence of oversight.
5. Free Medicines or Better Health? by Salil Kallianpur
The underlying assumption of Rahul Gandhi’s manifesto is that merely providing medicines free would help improve the health and the productivity of the nation. In isolation that is simply not true.
6. Improving the Efficiency of MRs by Dr. Aniruddha Malpani
Pharmaceutical companies need to invest in better ways of ensuring that their MRs get quality face to face time with the doctor.
7. Knowledge for the Field Force Series by Dr. Amit Dang
Oral Anti-Diabetic Agents – II
8. Book Review: Bad Pharma: How Medicine Is Broken and How We Can Fix It by Ben Goldacre reviewed by Prof. Vivek Hattangadi
Pharmaleaders attempt is to recognize and celebrate science and innovation in the pharmaceutical, biotechnology, lifescience & healthcare industry. At the celebration day of the Awards, Companies, Academics, Partners, Government and Delegates get a glimpse of Pharmaleaders’s ongoing research and a walk through of the Network 7 Media Group ’s most recent innovations in the complex field of understanding & analyzing genes of the healthcare industry as Pharmaleaders feel that “no one understands the returning the smiles to the achievers they deserve most”
“Regarding the 2014, the 7th Annual Pharmaceutical Leadership Summit & Pharmaleaders Business Leadership Awards 2014, we have been honoring outstanding scientific contributions for more than a decade and are privileged to recognize the work of accomplished leaders “As a true friend, philosopher & guide, we are deeply committed to creating a more sustainable future through scientific research and we will continue to support visionary pharma leaders as they strive to advance our understanding in all fields of the pharmaceutical & healthcare industry. “The Pharmaceutical Leadership & Pharmaleaders Business Leadership Awards” was first bestowed in India in 19991 In order to reflect the increasingly global nature of the awards, it was then revaluated & reshaped in more credible formats in the year 2008 & since than these awards serve as a benchmark of innovation.
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.
BrandStorm and Field Force Excellence 2015 Special Issue Anup Soans
BrandStorm and FFE 2015 Special Issue of MedicinMan with Video Clippings
.............................................................................
The special feature of this issue is we have embedded two video clippings - Keynote Address of Sanjiv Navangul, MD, Janssen India - FFE 2015 and Salil Kallianpur, Brand Director, Europe at GSK - BrandStorm, just click on the play video icon on their photos - it will take you to the video on YouTube.
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.
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!
MAP of Motivation for Pharma Field ForceAnup Soans
Inside this Issue
1. Sales vs. Marketing: the Customer Doesn’t Care! by Salil Kallianpur
In the war between sales and marketing, the customer is hurt the most.
2. The Rural Healthcare Landscape in India by Soumalya Chatterjee
Serving the rural patient is an opportunity for and the responsibility of healthcare companies in India.
3. Differentiating through On-the-job Coaching by K. Hariram
Coaching is a day-to-day activity and not a one-off event.
4. Mastery, Autonomy and Purpose in Field Force Excellence by Anup Soans
MAP enables field sales people to see the big picture and use their abilities to implement strategies systematically even in the absence of oversight.
5. Free Medicines or Better Health? by Salil Kallianpur
The underlying assumption of Rahul Gandhi’s manifesto is that merely providing medicines free would help improve the health and the productivity of the nation. In isolation that is simply not true.
6. Improving the Efficiency of MRs by Dr. Aniruddha Malpani
Pharmaceutical companies need to invest in better ways of ensuring that their MRs get quality face to face time with the doctor.
7. Knowledge for the Field Force Series by Dr. Amit Dang
Oral Anti-Diabetic Agents – II
8. Book Review: Bad Pharma: How Medicine Is Broken and How We Can Fix It by Ben Goldacre reviewed by Prof. Vivek Hattangadi
Pharmaleaders attempt is to recognize and celebrate science and innovation in the pharmaceutical, biotechnology, lifescience & healthcare industry. At the celebration day of the Awards, Companies, Academics, Partners, Government and Delegates get a glimpse of Pharmaleaders’s ongoing research and a walk through of the Network 7 Media Group ’s most recent innovations in the complex field of understanding & analyzing genes of the healthcare industry as Pharmaleaders feel that “no one understands the returning the smiles to the achievers they deserve most”
“Regarding the 2014, the 7th Annual Pharmaceutical Leadership Summit & Pharmaleaders Business Leadership Awards 2014, we have been honoring outstanding scientific contributions for more than a decade and are privileged to recognize the work of accomplished leaders “As a true friend, philosopher & guide, we are deeply committed to creating a more sustainable future through scientific research and we will continue to support visionary pharma leaders as they strive to advance our understanding in all fields of the pharmaceutical & healthcare industry. “The Pharmaceutical Leadership & Pharmaleaders Business Leadership Awards” was first bestowed in India in 19991 In order to reflect the increasingly global nature of the awards, it was then revaluated & reshaped in more credible formats in the year 2008 & since than these awards serve as a benchmark of innovation.
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.
Inside this Issue
1. Crafting a Digital Strategy: A Primer for Indian Pharma by Manish Bajaj
Steps and mantras for digital transformation of the pharma organization
2. Effective Management begins with Role Clarity by K. Hariram
Role clarity and the importance of coaching for successful frontline management
3. Digital Transformation in Pharma Begins with a Mindset Change by Sandeep Narula
The biggest challenge is not technology adoption but mindset change
4. Who Moved my Visual Aid? by Vivek Hattangadi
A story of how digital technology made the Visual Aid obsolete – inspired by Dr. Spencer Johnson. Download here.
5. AIOCD Market Highlights by Ameesh Masurekar
Market highlights for the month of January 2018
When Will Indian Pharma Get its Act Together? Anup Soans
Inside this Issue
1. Indian Medical Advisors Summit by Dr. Amit Dang
Photo essay and briefing.
2. Digital Pharma by Chandan Kumar
Digital is changing the fundamentals of the marketplace. Here’s how pharma can keep pace.
3. Selling Across Cultures by Anup Soans and Joshua Soans
Chapter extract from the new book The Art of Modern Sales Management by Renie Mcclay.
4. What You Measure is What Gets Done by Hanno Wolfram
Performance metrics are often a trade-off between ease and value. Is “calls-per-day” a meaningless metric that needs immediate replacement?
5. Book Review: Unlealthy Practices by Anup Soans
Review of the new work of fiction by Dr. Sumit Ghoshal.
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
Inside this Issue:
1. Listening to the Patient by Hanno Wolfram
The answer to the simple question – “Dear patient, to which degree has your health problem been solved or alleviated?” – might be your company’s most important metric.
2. Getting the Bang for Your Buck from Training by K. Hariram
What you do post-training is crucial to the long-term effectiveness of your training programs.
3. 3 Principles of Steve Jobs by Prof. Vivek Hattangadi
Using Empathy, Focus and Imputation to deliver value and to delight your customers.
4. Is Indian Pharma Future-Ready? by Salil Kallianpur
The nature of healthcare delivery is changing rapidly. Can Indian pharma keep pace?
5. Trial by Fire by Dr. Viraj Suvarna
Much rhetoric has muddied the water of what exactly is at stake for clinical trials in India.
6. 42 Years at Pfizer - Special Report
Sudhir Ganguly recently retired after a 42 year stint at Pfizer.
MedicinMan August 2017 - Role of 2nd Line Manager in PharmaAnup Soans
1. Incentivizing a Patient-First Approach in Indian Pharma – interview with Annaswamy Vaidheesh
A conversation with Annaswamy Vaidheesh, Vice President, OPPI, VP, South Asia & Managing Director, India, GSK on GSKs initiatives to meet the demands of Indian pharma in the digital age while putting the patient first
2. The Indian Pharma Brand Story: From Independence to Now by Vivek Hattangadi
Vivek Hattangadi traces the story of Indian pharma branding from Independence till today through his personal and professional experiences
3. The Second-line Manager as Both Actor and Architect by Sunder Ramachandran
Operational effectiveness and strategic alignment are the two KPIs for every successful second-line manager
4. To SWOT or not to SWOT by K. Hariram
Understanding the strategic intent behind SWOT analysis
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.
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.
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.
"Please donate Rs. 100 to Edhi or any credible foundation on each download as charity"
Author Dr. Awais e Siraj, Managing Director and CEO Genzee Solutions"
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
Inside this Issue
1. Crafting a Digital Strategy: A Primer for Indian Pharma by Manish Bajaj
Steps and mantras for digital transformation of the pharma organization
2. Effective Management begins with Role Clarity by K. Hariram
Role clarity and the importance of coaching for successful frontline management
3. Digital Transformation in Pharma Begins with a Mindset Change by Sandeep Narula
The biggest challenge is not technology adoption but mindset change
4. Who Moved my Visual Aid? by Vivek Hattangadi
A story of how digital technology made the Visual Aid obsolete – inspired by Dr. Spencer Johnson. Download here.
5. AIOCD Market Highlights by Ameesh Masurekar
Market highlights for the month of January 2018
When Will Indian Pharma Get its Act Together? Anup Soans
Inside this Issue
1. Indian Medical Advisors Summit by Dr. Amit Dang
Photo essay and briefing.
2. Digital Pharma by Chandan Kumar
Digital is changing the fundamentals of the marketplace. Here’s how pharma can keep pace.
3. Selling Across Cultures by Anup Soans and Joshua Soans
Chapter extract from the new book The Art of Modern Sales Management by Renie Mcclay.
4. What You Measure is What Gets Done by Hanno Wolfram
Performance metrics are often a trade-off between ease and value. Is “calls-per-day” a meaningless metric that needs immediate replacement?
5. Book Review: Unlealthy Practices by Anup Soans
Review of the new work of fiction by Dr. Sumit Ghoshal.
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
Inside this Issue:
1. Listening to the Patient by Hanno Wolfram
The answer to the simple question – “Dear patient, to which degree has your health problem been solved or alleviated?” – might be your company’s most important metric.
2. Getting the Bang for Your Buck from Training by K. Hariram
What you do post-training is crucial to the long-term effectiveness of your training programs.
3. 3 Principles of Steve Jobs by Prof. Vivek Hattangadi
Using Empathy, Focus and Imputation to deliver value and to delight your customers.
4. Is Indian Pharma Future-Ready? by Salil Kallianpur
The nature of healthcare delivery is changing rapidly. Can Indian pharma keep pace?
5. Trial by Fire by Dr. Viraj Suvarna
Much rhetoric has muddied the water of what exactly is at stake for clinical trials in India.
6. 42 Years at Pfizer - Special Report
Sudhir Ganguly recently retired after a 42 year stint at Pfizer.
MedicinMan August 2017 - Role of 2nd Line Manager in PharmaAnup Soans
1. Incentivizing a Patient-First Approach in Indian Pharma – interview with Annaswamy Vaidheesh
A conversation with Annaswamy Vaidheesh, Vice President, OPPI, VP, South Asia & Managing Director, India, GSK on GSKs initiatives to meet the demands of Indian pharma in the digital age while putting the patient first
2. The Indian Pharma Brand Story: From Independence to Now by Vivek Hattangadi
Vivek Hattangadi traces the story of Indian pharma branding from Independence till today through his personal and professional experiences
3. The Second-line Manager as Both Actor and Architect by Sunder Ramachandran
Operational effectiveness and strategic alignment are the two KPIs for every successful second-line manager
4. To SWOT or not to SWOT by K. Hariram
Understanding the strategic intent behind SWOT analysis
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.
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.
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.
"Please donate Rs. 100 to Edhi or any credible foundation on each download as charity"
Author Dr. Awais e Siraj, Managing Director and CEO Genzee Solutions"
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
Συμμετοχή του ΤΕΕ Ειδικής Αγωγής Α΄ Βαθμίδας -(Ειδικό ΕΠΑΛ Σερρών) στον Διαγω...KESYPSERRON
Συμμετοχή του ΤΕΕ Ειδικής Αγωγής Α΄ Βαθμίδας -(Ειδικό ΕΠΑΛ Σερρών) στον Διαγωνισμό Επιχειρηματικότητας 2015-2016 με τη δημιουργία της επιχείρησης Ονειροτέχνημα
هو حاتم بن عنوان ابن يوسف، ويقال حاتم بن يوسف، كنيته أبو عبد الرحمن، من أهل بلخ، صحب شقيق بن إبراهيم البلخي وأسند الحديث عنه وعن شداد بن حكيم البلخي. وكان أستاذ أحمد بن خضرويه. وروى عنه أناس مثل حمدان بن ذي النون ومحمد بن فارس البلخيان. توفي سنة 237 للهجرة.
وأما عن سبب تسميته الأصم فقد أورد ابن خلكان في وفيات الأعيان أن امرأة جاءته لتسأله مسألة، فاتفق أن خرج منها في تلك الحالة صوت فاحمر وجهها خجلًا، فصارت كلما سألته جعل يوهمها أنه أصَمُّ ويقول لها: ارفعي صوتك، فقالت في نفسها: لم يسمع الصوت، فسمي لذلك الأصَمَّ.
Decades ago, Peter Drucker was invited to address the senior management team at General Motors, he asked them a simple, but penetrating question: “Why should I buy a GM car?”
Many senior executives attempted to answer that simple question but, nobody was able to give a convincing answer! The senior managers at General Motors had unlearnt the art of winning customers by not being able to answer the simple question - “Why should I buy a GM car?” But they kept introducing more and more new models which less and less customers bought. And that was the prelude to GM’s decline and bankruptcy.
That question still resonates for every business including Indian Pharma. I wonder how many field sales people - Medical Reps and their managers can answer the question - Why Should the Doctor Rx Your Product? Having a clear answer to that question is the key to winning customers - be they doctors, chemists, distributors or hospitals.
As companies grow larger, hierarchies are created and sales processes like CRM/SFA evolve and become embedded. In the absence of a dynamic top leadership, hierarchy and processes become rigid and difficult to change even though rapidly changing market dynamics demand that they do. Bureaucracy slows down customer-centric decision making and inaction becomes part of the organisation's culture. The emphasis shifts from developing employees and winning customers to launching products and hitting numbers.
Peter Drucker rarely blamed individuals; he saw root causes in the design of organizations—in their structures, processes, norms, and routines. He would ask leaders a few provocative questions: “What is your mission? What should you stop doing? Where has the drive for short-term efficiencies undermined long-term effectiveness? What should be your objectives and guiding principles?”
Pharma Front-line Manager - Demand Generation or Sales Closing?Anup Soans
Too many leaders are like travel agents – they want to send people where they’ve never been. - John Maxwell.
Travel agents are terrific salesmen - they sell exotic holiday packages to gullible tourists, who discover ramshackle accommodation and poor amenities to their disappointment.
Once the payment is made, the travel agent is often unhelpful and the tourist is left to his own devices to discover the destination through his own efforts.
Indian Pharma sales team leaders (FLMs) are often like travel agents - directing their field force to achieve sales targets, they themselves have no clue about. Instead they should be like veteran tour guides who take people along with them to places, they know thoroughly.
Pharma field sales work is a really long journey of discovery - a tough one at that; full of hurdles, challenges and disappointments. The results are often not commensurate with efforts and without the expertise of FLMs, medical reps can give up quickly or become cynical. But for those who persist and learn how the business works, pharma sales is a rewarding career.
The single most important factor in making this journey worthwhile is the FLM’s character (to build trust) and his competence (to solve problems). Character and competence together will determine the quality of FLM’s relationship with his team of medical reps and their ability to generate demand for their brands.
“Marketing 2.0” in the pharmaceutical industry is no longer about just saying that our product is different and hoping customers will see it that way. It’s very much about making it so and then about finding our way to engage customers in a “conversation” that helps create the value rather than just promoting it through armies of medical representatives. We need to develop new, end-to-end processes that shape our relationships with physicians, payers, patients and care-givers.
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
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
The Amazonisation of Healthcare - Start with the Customer & Work BackwardsAnup Soans
Whether Amazon succeeds in the healthcare market, or not, remains to be seen but the reason I believe healthcare is about to get ‘Amazonized’ is because of what Chris Holt, Amazon’s leader of Global Healthcare said recently:
“When we think about the healthcare space, our overall philosophy of obsessing around the customer has served us really well. So, we start with the customer and we work backwards.”
Such thinking comes as breath of fresh air – so antithetic it is to the current thinking in healthcare. Incumbents might smirk at it, but customer obsession is the primary reason why Amazon and other tech companies have built giant corporations at an unbelievable pace.
The rules of the digital economy are different from what we are normally used to. That is why a shift in thinking and mindset is key to winning. New ways of doing business come with new rules...
Pharmaleaders attempt is to recognize and celebrate science and innovation in the pharmaceutical, biotechnology, lifescience & healthcare industry. At the celebration day of the Awards, Companies, Academics, Partners, Government and Delegates get a glimpse of Pharmaleaders’s ongoing research and a walk through of the Network 7 Media Group ’s most recent innovations in the complex field of understanding & analyzing genes of the healthcare industry as Pharmaleaders feel that “no one understands the returning the smiles to the achievers they deserve most”
“Regarding the 2014, the 7th Annual Pharmaceutical Leadership Summit & Pharmaleaders Business Leadership Awards 2014, we have been honoring outstanding scientific contributions for more than a decade and are privileged to recognize the work of accomplished leaders “As a true friend, philosopher & guide, we are deeply committed to creating a more sustainable future through scientific research and we will continue to support visionary pharma leaders as they strive to advance our understanding in all fields of the pharmaceutical & healthcare industry. “The Pharmaceutical Leadership & Pharmaleaders Business Leadership Awards” was first bestowed in India in 19991 In order to reflect the increasingly global nature of the awards, it was then revaluated & reshaped in more credible formats in the year 2008 & since than these awards serve as a benchmark of innovation.
Pharmaleaders attempt is to recognize and celebrate science and innovation in the pharmaceutical, biotechnology, lifescience & healthcare industry. At the celebration day of the Awards, Companies, Academics, Partners, Government and Delegates get a glimpse of Pharmaleaders’s ongoing research and a walk through of the Network 7 Media Group ’s most recent innovations in the complex field of understanding & analyzing genes of the healthcare industry as Pharmaleaders feel that “no one understands the returning the smiles to the achievers they deserve most”
“Regarding the 2014, the 7th Annual Pharmaceutical Leadership Summit & Pharmaleaders Business Leadership Awards 2014, we have been honoring outstanding scientific contributions for more than a decade and are privileged to recognize the work of accomplished leaders “As a true friend, philosopher & guide, we are deeply committed to creating a more sustainable future through scientific research and we will continue to support visionary pharma leaders as they strive to advance our understanding in all fields of the pharmaceutical & healthcare industry. “The Pharmaceutical Leadership & Pharmaleaders Business Leadership Awards” was first bestowed in India in 19991 In order to reflect the increasingly global nature of the awards, it was then revaluated & reshaped in more credible formats in the year 2008 & since than these awards serve as a benchmark of innovation.
Pharma Marketing in the New Age - Seminar HighlightsAnup Soans
Inside this Issue
1. Conference Report: Pharma Marketing in the New Age 2018
Salil Kallianpur, takes you through the big ideas discussed at “Pharmaceutical Marketing in the New Age 2018”
2. Photo Montage: Pharmaceutical Marketing in the New Age 2018
3. Mindfulness and the Emotionally Intelligent Leader by Melisa Pereira
An awareness of Self and Others is what makes outstanding Leaders
Healthcare marketing the optimization scenario1Nirmala N
In recent times Marketing Management is becoming more challenging and highly expensive. Organizations are realizing that internal resources are not enough to produce measurable results in a consistent manner. They face hardcore challenges in standardization and corporatization. The bare minimum fact in an Organization is that they are unable to fix the GAP between Operations and Marketing.
Optimize offers to undertake areas of challenges in an Organization and help Organizations to get optimized results even with minimal resources. Resources need to be optimized and not just utilized, and we empower you to achieve those results.
Medical Rep to President - Inspiring Story of Subroto BanerjeeAnup Soans
Inside this Issue
1. In Conversation with Subroto Banerjee by Anup Soans
Subroto Banerjee shares his thoughts on what’s driving Indian pharma and what’s holding it back.
2. Ten Steps to Becoming a Leader-Manager by K. Hariram
10 ‘do’s’ and ‘don’ts’ for new and aspiring people- managers and team leaders.
3. Overcoming Attention Deficit Disorder in Everyday Detailing by Dineish Pardesi
Pharma selling is an art that requires the combination of scientific value-add and presentation skills to make an impact in the mind of the Doctors.
4. Visual Card: An Alternative to Visual Aid? by Mayank Bedi
A digital card with product information can add a new dimension to in-clinic interaction.
5. Drivers of Sales force Effectiveness by Prof. Vivek Hattangadi
A refresher on what Sales Force Effectiveness (SFE) is and is not.
6. The OTC Market in India: Some Growth Drivers by Kumud Kandpal
Socio-economic changes that are driving the growth of the OTC market in India.
7. Chai pe Charcha by Kailash Khatod
10 lessons learnt by a Product Manager (PM) from the Prime Minister (PM) of India.
8. Artwork by M.Pharm student Varsha Phirke
Similar to Pharma Marketing - Improvement or Insanity? August MedicinMan (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.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
2. For us at MEDICINMAN, it was a great privilege to be a
media partner for this transformational learning event.
Unfortunately, we saw delegates from only two pharma
companies – Novartis and Glenmark - at the seminar,
which was a full house show with 300 delegates from all
sectors.
I later had a meeting with Deep Bhandari ex-Novartis
and presently Director-Marketing and Sales Excellence
at UCB Pharma. Deep shared with me how Marshall
Goldsmith played a big role in developing the coaching
program at Novartis. K. Hariram, our chief mentor and
former Managing Director of Galderma also shared his
high regard for Marshall Goldsmith’s simple and effective
coaching methods, which would be ideal to develop
pharma front-line managers.
At the seminar, Marshall Goldsmith shared his coaching
experience with the CEOs of Pfizer and GSK. I hope
that more pharma companies will participate in future
and understand the fundamentals of effective coach-
ing, which is the need of the hour to foster Field Force
Excellence.
What Got You Here Won’t Get You There is a splendid
book that everybody, including Medical Reps, must read
since ‘peer coaching’ is part of Marshall Goldsmith’s
coaching philosophy.
The afternoon session included Vineet Nayar, Vice
Chairman of HCL Technologies and author of Employees
First, Customers Second: Turning Conventional Manage-
ment Upside Down” (Harvard Business Press). Vineet
shared his perspectives on employee engagement for
increased involvement and productivity in an engaging
session with lost of interaction and storytelling.
Do write to me at anupsoans@gmail.com if you would
like to know more about MEDICINMAN Field Force
Engagement and Coaching Programs. -MM
Editorial: Leadership in Action with Marshall Goldsmith | Anup Soans
Connect with Anup Soans on LinkedIn | Facebook |
Twitter
Visit anupsoans.com.
Meet the Editor
Anup Soans is an Author, Facilitator and the
Editor of MedicinMan.
Write in to him: anupsoans@medicinman.net
The MedicinMan team at the Marshall Goldsmith seminar. L-R:
Arvind Nair, COO - MedicinMan, Marshall Goldsmith, Anup Soans
- Editor, MedicinMan.
Turn to Page 28 for snippets
from the Marshall Goldsmith
Leadership in Action seminar.
3. 3 | MedicinMan August 2013
MedicinMan Volume 3 Issue 8 | August 2013
Editor and Publisher
Anup Soans
CEO
Chhaya Sankath
COO
Arvind Nair
Chief Mentor
K. Hariram
Advisory Board
Prof. Vivek Hattangadi; Jolly Mathews
Editorial Board
Salil Kallianpur; Dr. Shalini Ratan; Shashin
Bodawala; Prabhakar Shetty; Vardarajan S;
Dr. Mandar Kubal; Dr. Surinder Kumar
International Editorial Board
Hanno Wolfram; Renie McClay
Executive Editor
Joshua Soans
MedicinMan Academy:
Prof. Vivek Hattangaadi, Dean, Professional
Skills Development
Letters to the Editor: anupsoans@medicinman.net
1. Pharma Marketing: Continuous Improvement
orInsanity?................................................................5
Why does Indian pharma insist on fixing a model
that seems to be obsolete?
Salil Kallianpur
2. The Marks of a Super Rep..................................8
Small things that make a BIG difference in the life of
a Medical Rep.
Shashikant Iyengar
3. Customer-Centric Interaction for the Medical
Rep..........................................................................11
The sales process that puts the Customer at the
center of your sales interactions.
Srinivas Pothapragada
4. Prepare to Promote..........................................16
How to build a pipeline of capable individuals to fill
the roles of FLM and SLM.
K. Hariram
5. Why Great Strategy Often Fails........................21
How to avoid the pitfalls of strategy execution.
Prof. Vivek Hattangadi
6. Introduction to Diabetes Mellitus....................24
What the Field Force needs to know about the
disease that affects over 50 million Indians.
Dr. Amit Dang
7. Five Steps to Breakthrough Performance......26
How FLMs can deliver breakthrough sales
performance with their teams.
Anup Soans
CONTENTS (Click to navigate)
4. Hosted by www.MedicinMan.net. Organized by Knowledge Media Venturz.
FFE & BRAND DRIFT 2014
ADVANCE ANNOUNCEMENT:
Encouraged by the overwhelming response for Brand Drift
and FFE 2013, we are happy to announce the following:
1. Brand Drift and FFE will be held on consecutive days
in 2014.
2. Dates: 7,8 February 2014 at Mumbai.
3. Pharma Service Providers are invited to partner with us
for this event.
2014
Your Message HERE at
FFE & Brand Drift 2014
CONTACT
arvind@kmv.co.in | +91-987-0201-422
5. E
5 | MedicinMan June 2013
PHARMAMARKETING:
“CONTINUOUSIMPROVEMENT”
ORINSANITY? Why does pharma insist on fixing a model that seems to be obsolete,
asks Salil Kallianpur.
E
nough said about the pharmaceutical
industry’s business model having run its
course and the need for companies to
‘transform’the way they do business. Despite this,
at industry conferences that I attended last month,
it surprised me to see how few executives agreed.
I gathered from discussions that not many have
been able to fathom where exactly in the scheme
of things is the so-called transformation required.
To my mind, there are some opportunities that the
industry seems to have missed.
New product launches still define a
company’s growth plan.
India is a predominantly generic market with every
category as commoditized as the next. In spite
of this it is peculiar that companies continues to
focus on products and rarely on establishing a
sustainable difference that can help it break away
from the pack.
While products (medicines) undoubtedly remain
the mainstay of revenue, Indian companies
did not diversify into services to augment their
domination of therapeutic categories (through
comprehensive portfolio spreads). With new
products coming few and far between, Indian
companies could have transferred existing equity
into the services domain to create robust cash
flows from“beyond the pill”.
Yet, nobody tried to redefine the term‘product’to
mean anything beyond medicines.
6. Salil Kallianpur | Pharma Marketing: Continuous Improvement or Insanity?
”
6 | MedicinMan June 2013
We still obsess about visual aids, in-clinic
detailing and call averages.
Senior executives are unanimous in their opinion
that the dynamics of the business have changed. The
competition is fiercer, the customers are smarter, the
choices they have are many and brand loyalty is a
thing of the past.“Things are not the same as it was
30 years ago”, is a common refrain. And yet companies
choose to operate in the changed environment
in the same manner they did 30 years ago. Albert
Einstein called it insanity. Pharma calls it continuous
improvement.
It is intuitive that if products define our success,
selling them successfully to the doctors who
prescribe it is a key requirement. Pharma marketing
is about two things – information dissemination and
relationship building. It is clear that customers have
adopted non-traditional ways and means to seek
information and build and share relationships. Then,
why does the industry still insist on continuously
improving its traditional methods?
Channel partners continue to be
important only at the end of the month.
Rarely have top executives engaged with channel
partners to learn and adapt to the changed dynamic
and customer profile of today. The business no
longer has fixed demand patterns. This makes
accurate forecasting a challenge. It is assumed that
with the sector opening up to FDI, organized chains
will dominate the distribution pathway as has been
seen elsewhere in emerging markets. This throws up
demands for service levels that are agile and cost-
effective. Every partner will demand customization
in packing, SKUs and delivery schedules. Pharma
must realize that developing a nimble supply chain
may soon be necessary to merely survive and not a
strategic capability.
Flexible prices are still alien to us.
Why hasn’t the industry thought of variable pricing
based on demand (capping it at govt mandated
prices)? Just as soft-drink vending machines adjust
prices based on the length of the queue of customers
or the crowd around the machine, why can’t medicine
prices fluctuate like the prices of airline and movie
tickets based on demand?
Senior executives are
unanimous in their opinion
that the dynamics of the
business have changed.
“Things are not the same
as it was 30 years ago”,
is a common refrain. And
yet companies choose to
operate in the changed
environment in the same
manner they did 30 years
ago.
“
7. 7 | MedicinMan August 2013
Salil Kallianpur | Pharma Marketing: Continuous Improvement or Insanity?
Point-of-Sales Messaging Using
Technology is Still in the Realm of Science
Fiction.
We all know how important the pricing of our
products are. Problems arise when the only
discussion that we have with our customers is
on how our product is a few paise less than the
competitor. While pharmacoeconomic discussions
may be partially relevant in a commoditized industry,
not one pharma company has explored point-of-
sales messaging to patients.
If bags of chips in supermarkets can contain sliver-
thin LED screens on their packets to explain the
calorific content and play advertisements, why can’t
pharma products use similar technology to carry
corporate advertisements, patient-specific messages,
KOL and patient testimonials or explain MOA of the
product? Of course these will have to be worked out
to pass regulatory strictures but imagine the value,
trust and credibility that the company can create
with the patient by doing so.
The fact that this may sound incredulous and like
science-fiction to many vindicates my case that
pharma has missed valuable opportunities to think
beyond the pill. Senior leaders of the industry must
put their heads together and think of disruptive ways
to transform a tired-old business model that has
shown signs of creaking to a halt. If not, the insanity
of throwing more good money behind bad will
continue. -SK
Senior leaders of the
industry must put
their heads together
and think of disruptive
ways to transform a
tired-old business model
that has shown signs
of creaking to a halt.
If not, the insanity of
throwing more good
money behind bad will
continue.
“
”
Missing something important?
Read past issues of MedicinMan at www.medicinman.net/archives
8. E
8 | MedicinMan June 2013
THEMARKSOFA
SUPERREP
SMALL THINGS THAT MAKE A BIG
DIFFERENCE IN THE PROFESSIONAL
LIFEOFAMEDICALREPRESENTATIVE.
PROFESSIONAL ETIQUETTE:
1. Etiquette in hospital corridors and waiting rooms -
what NOT to do:
1It is commonly seen nowadays that field personnel
- MRs and FLMs - encroach upon seats meant for
patients in hospitals and clinics. They do not offer their
seat to senior citizens. Sometimes they even keep their
bags on seats meant for patients. Only when asked
to do so by hospital staff do they vacate the seats,
reluctantly. This behavior is unacceptable and must
change.
2Arguments with patients about who will meet
the Doctor next should be avoided at all costs. At
times Reps are seen fighting amongst themselves over
appointments. These behaviors lower the reputation of
Reps and lead to restrictions on their access to the clinic
or hospital.
3Crowding, loud talk and conducting sales meetings
in waiting rooms has also become commonplace
resulting in Reps being banned. Talking loudly about
Doctors while commuting - while patients, the lay
public and maybe even Doctors listen to every word -
gives a bad impression of the profession and should be
avoided.
4Many Doctors do not like Reps charging their
mobile devices at clinics. It is preferable to carry
a spare battery or a power bank (which can charge a
mobile on-the-go), now available at affordable prices.
Shashikant Iyengar is Zonal
Business Manager at Abbott.
9. The Marks of a Super Rep | Shashikant Iyengar
9 | MedicinMan June 2013
PERSONAL GROOMING:
1Polished shoes are a must. I see many Reps wearing shoes
that appear unpolished for weeks. Socks should be clean
and without holes in them. Socks smell more in winter and
during the rainy season when it gets wet and needs to be
changed on daily basis.
2Good shoes with comfortable insoles are a must as we walk
a lot every day. Excessive walking can lead to condition like
Plantar Fasitis, which can be avoided with a pair of comfortable
shoes with good insoles. An investment on a pair of branded
insoles like Dr. Scholls will not be regretted.
3Dressing formally for client visits is an absolute must.
Sport shoes and casual pants (like jeans pants) should
be avoided. This is often seen in small towns and sometimes
even in a big city like Mumbai. Avoid clothes with loud (bright)
colors and check patterns.
Many of these fundamentals might seem unnecessary and are
often neglected during induction, but can have a big impact
on customer perception of the Representative.
HEALTH AND SAFETY
1A proper breakfast will sustain us through the day. Working
on an empty stomach or improper breakfast can drain us
of energy. Not having breakfast and working in hospitals on an
empty stomach could lead to catching infections.
2Have three meals a day for better health. Irregular meal
timing may lead to problems like acidity or other illness.
Hence the need to plan meal timing in spite of a tight schedule
is a must.
3Avoid too many cold drinks. Instead, have a lassi, chass,
limbu sharbat or Energee. Drink plenty of water to keep
hydrated and also to prevent sunstroke. Always carry a bottle
of water in your bag. If possible, carry home-cooked food in a
tiffin box, as done by many, for better health. Avoid food that is
cold to avoid diseases like diarrhea.
4Avoid eating fried snacks like vada pav, samosa, kachori,
bhajjia and other junk food. A simple fruit like Banana
is cheaper and lot healthier. It has simple and complex
carbohydrates which give as instant energy as well as energy in
slow release form. Bananas also prevent acidity and has ulcer
healing properties. It would seem that the Banana is a fruit
designed for field people!
5Some healthy habits are difficult to begin but have
immense benefits. Exercise daily - jogging, walking, yoga,
pranayam and other breathing exercises are activities one can
take up based on time and preference.
Many Reps may be suffering from lifestyle diseases like BP,
Diabetes, Lipid disorder etc. Due to modern stress and strain
even Doctors like cardiologists suffer from heart attacks at the
young age of 40. We need to keep fit and reduce stress to have
a healthy life.
Good shoes with
comfortable insoles are
a must as we walk a
lot every day. Excessive
walking can lead to
condition like Plantar
Fasitis, which can be
avoided with a good pair
of comfortable shoes
with good insoles. An
investment on a good
pair of branded insoles
like Dr. Scholls will not be
regretted.
”
“
10. 10 | MedicinMan August 2013
The Marks of a Super Rep | Shashikant Iyengar
6Safely riding two-wheelers: many field colleagues have
had accidents and gotten head injuries, which can be
prevented with a helmet. This is especially unfortunate
when the Rep is the sole breadwinner in the family. Safe or
‘defensive’driving is advocated.
7Carry bags: from the old trademark brown leather bags
we have moved over to briefcases, to side shoulder
bags, to backpacks. I often see Reps chatting with each
other while carrying heavy bags. They can choose to keep
the bag down and continue with the chat. Prolonged and
unnecessary carrying of the bag may lead to back pain,
which appears to be common now. Unnecessary carrying
should be avoided.
SOME GENERAL TIPS:
1Many companies now have online reporting. Reports
can be submitted while waiting to meet Doctors, using
a smart phone or tablet. Many reps have smart phones
and use them for games, photos, music etc. They can
also download apps like Medscape and Fierce Markets to
educate themselves on the latest market trends in Medicine
and international pharma. Pads/tabs are now available at
low cost and can be used for updating knowledge or to
store references to show to Doctors.
2Two topics to avoid with customers are religion and
politics. Instead, talk about the latest happenings in the
field of medicine and pharma.
3The recent trend to change jobs too frequently has led
to minimal long-term savings. By changing jobs every
two years or even a year, you loose out on gratuity earnings
and also PF accumulations. PF lies in different PF accounts
and many times it is not transferred and goes to waste lying
in dormant accounts. Some even withdraw these amounts
every time they leave a company with the result that even
after 10 years there is a meager amount in the last PF
account.
PF is a silent and powerful saving mechanism if maintained
properly. Many do not know that there is something called
as VPF (Voluntary PF), which can be deducted by the
employer and deposited in the PF account thus leading to
silent saving every month. 5%/10%/15% of basic can be
deducted by informing the HR or Payroll. These are in safe
hands.
4Improving English communication: even though we are
in the field of communication where English fluency
is a necessity, many of us are not good in this aspect. To
improve, we need to read English newspapers like Times
of India and self-development books. This is not given
much importance. Reps feel that only sales matters and this
important aspect is ignored. Also, to improve, I suggest we
can attempt to solve simple crossword puzzles. We can also
download English dictionary apps on our smart mobiles
and use the same. -SI
Most Reps these have days smart phones
and tablets. In addition to entertainment,
they can be used to update your knowledge
of the latest trends in medicine and the
healthcare market. This will give reps an
enviable advantage over those who do not.
11. E
”
“
11 | MedicinMan August 2013
What it means to put the Doctor at the center of
your field sales work.
I
n a product-centric pharmaceutical market like India,
Customer-Centric Interaction is no longer a tool only for
marketing executives or product managers. Customer
Centric Interaction is slowly percolating down the ranks and
is being taught to sales representatives and sales executives
to bring a change in a Doctor’s prescription behavior and
treatment algorithm. This also marks the beginning of a
healthy relationship and strategic co-ordination between
marketing and Sales Business Units of pharmaceutical
companies.
Reputed pharmaceutical companies have already adopt-
ed this model and are marching ahead to improvise Sales
Force Excellence and Field Force Effectiveness. Learning
and development teams of these companies are work-
ing towards training the marketing and sales teams on
Customer-Centric Interaction. The field force, in turn, is
reciprocating by implementing the strategies designed by
the marketing team, followed by a customized approach
to generate prescriptions from Health Care Professionals
(HCPs). This organized, and sophisticated approach em-
ployed by pharmaceutical companies is installing confi-
dence and trust among the HCPs, thereby maintaining a
long-term relationship and association with them. Custom-
er Centricity is undoubtedly the driving force to achieve
revenue and growth for today’s Pharmaceutical Industry.
CUSTOMER-CENTRIC
INTERACTIONFOR THE MEDICAL REP
The Doctor’s perception
about the therapy
segment, the treatment
algorithm, and the
prescription behavior can
be traced by a Medical
Representative by
incorporating Customer
Centric Interaction in
his/her Sales Call. There
exists a protocol by
which the Medical Sales
Representative can rule
the sales call, and can win
a “YES” for a prescription
from the Doctor.
Srinivas Pothapragada is a front-line
professional at a leading Pharma company.
12. Customer-Centric Interaction for the MR | Srinivas Pothapragada
12 | MedicinMan August 2013
Why should a Medical Sales Representative use
Customer-Centric Interaction in his sales calls?
A Medical Sales Representative interacts with the customers
of the pharmaceutical industry on a regular basis. A Medical
Sales Representative understands the needs of a customer,
and updates the Doctor about recent advancements carried
out in the R&D of the product. The Doctor’s perception about
the therapy segment, the treatment algorithm, and the pre-
scription behavior can be traced by a Medical Representative
by incorporating Customer-Centric Interaction in his Sales Call.
There exists a protocol by which the Medical Sales Represen-
tative can rule the sales call, and can win a“YES”for a prescrip-
tion from the Doctor.
Often, there is a fear of rejection or a blunt“NO”from the
doctor. Obviously, the Doctor is also a human being, and he is
more busy than a medical representative. But again, just lip -
service doesn’t work in a doctor’s chamber.
Advanced
Advanced
Emerging
Medium
Figure 1. COURTESY: Accenture (2009). “Sustaining high performance through customer centricity. How customer-centric
business models drive growth for pharmaceutical companies.” http://www.accenture.com.SiteCollectionDocuments/PDF/
Accenture_Customer_Centricity_Pharma_2009.pdf
The above pictorial depiction shows the level of business focus
and Customer Centricity Lifecycle maturity of various Industry
types as on 2009. Looking at recent trends in organizational
behavior, the “Level of Business Focus” in the Pharmaceutical
Industry is slowly moving towards the Customer Centric arm.
Fig. 1: Level of Customer-Centricity Focus by Industry.
Accenture (2009)
”
“A doctor wants the
Medical Rep to understand
him and his needs, earn his
trust, and help him so that
he can help his patients.
Hence, CCI.
13. Customer-Centric Interaction for the MR | Srinivas Pothapragada
13 | MedicinMan August 2013
Doctors and Behavioral Styles.
Customers or Doctors appear in different“Avatars”and have
different behavioral styles. So it is not advisable to generalize
CCI for all the Sales Calls. Doctors can be categorized into
different types of professionals in a broader perspective:
1. Based on their Assertiveness.
2. Based on how much they interact or mingle with people.
3. Based on how much importance they give to their tasks.
4. Based on how detail-oriented they are.
Now, what does a Doctor usually expect from a Medical Sales
Representative apart from regular visits and updates on the
product?
A doctor wants the Medical Rep to understand him and
his needs, earn his trust, and help him so that he can help
his patients.
Hence CCI.
Basic Model of a CCI in a Doctor’s Chamber.
Ideally, a sales call should start by making a connect to the
last call. The medical representative should plan the call and
start the call with an“interest-generating opening”, fol-
lowed by a“probing question”which tends to elicit infor-
mation from the doctor. This information generally contains
his perspective or opinion on the therapy segment and his
prescription behavior. Based on this information, the medical
representative“shares valid and authenticated informa-
tion”related to his product, and responds to“questions”
or“concerns”raised by the doctor, if any. Finally, the call is
closed after taking a commitment from the Doctor for the
desired number of prescriptions.
Other tools which a medical representative can use in a Doc-
tor’s chamber are –‘FABing’and‘Cornering’. FABing stands for
Features, Advantages, and Benefits;‘Cornering’is a technique
in which, the doctor will not have any option to argue against
the product or its specifications.
How can a Pharmaceutical Company benefit
from Customer-Centric Interaction?
It is believed that Customer Relationship Management, and
thus Customer-Centric Interaction, is the area in which the
marketing team should focus in order to contribute most to
the business both now, and also in the future. Companies
that already incorporated this model into their marketing
strategy few years back are benefitting a lot even though
they face harsh competition from the generic market. CCI
model ensures long-term benefits and insulates the brand
from generic products and competition, by building its repu-
tation with Doctors.
”
“A Doctor wants the
Medical Rep to understand
him and his needs, earn his
trust, and help him so that
he can help his patients.
Hence, CCI.
14. Customer-Centric Interaction for the MR | Srinivas Pothapragada
14 | MedicinMan August 2013
Companies which are involved in research of the molecules which they sell, can utilize the
CCI model to fight against competition, and place their product in high-potential therapy seg-
ments where they can get maximum benefits.
A combination of CCI and“Evidence Based Selling”at the Doctor’s chamber will definitely give
the medical representative an edge over others.
In the pharmaceutical industry, the sales team undoubtedly is considered as the “voice of the
customer”. Many experts believe that the marketing team should take this responsibility. But
a significant number of people believe that it is a shared responsibility across multiple roles.
Whatever be the Business Unit, CCI helps an employee in the pharmaceutical industry to grow
personally and professionally. The CCI model itself has a structured and organized way of put-
ting forward facts and is a polite way to ascertain the beliefs and opinions of the customer.
CCI measures the steps which a doctor will take to treat his patients. CCI measures the trust
which a Doctor has on the molecule or product. Simply speaking, CCI measures the pulse rate
of a Doctor. -SP
References:
1. Figure 1. COURTESY: Accenture (2009). “Sustaining high performance through customer centricity. How custom-
er-centric business models drive growth for pharmaceutical companies.” http://www.accenture.com.SiteCollectionDocu-
ments/PDF/Accenture_Customer_Centricity_Pharma_2009.pdf
2. Figure 2 & 3. COURTESY: Economist Intelligence Unit Survey, July 2012. http://www.economistgroup.com/leanback/
advertising/customer-centricity “The CMO’s Conflicting Priorities :: Customer Centricity.”
Fig. 2 COURTESY: Economist Intelligence Unit Survey, July 2012. http://www.economistgroup.com/leanback/advertising/customer-centricity/ “The CMO’s Conflicting Priorities :: Customer Centricity.
Customer-centricity has become increasingly important in a business environment where customers connect with brands on their own terms. (Written by : Samantha Silberberg)
Fig 3. COURTESY :: Economist Intelligence Unit Survey, July 2012.
http://www.economistgroup.com/leanback/advertising/customer-centricity/ “The CMO’s Conflicting Priorities :: Customer Centricity.
15. MRP Rs. 799/- MRP Rs. 599/-
*Exclusive corporate offer. Contact anupsoans@gmail.com | +91-93422-32949 for more details.
FIELD FORCE PRODUCTIVITY TOOLS NOW
AT ONLY INR 100*.
100
16. I
n the recent past, I have attended several forums
on Sales Force Effectiveness. On the sidelines I
happened to chat with some industry experts.
Besides various problems relating to FLMs and
SLMs, their sales management behaviors, etc., there
was also confusion expressed as to why decisions
regarding internal promotions are many times not
proving to be successful as expected.
There are two routes which are usually followed
for promoting people: 1. planned promotion and
2. unplanned promotion. In both the cases we
come across disappointments.
Why?
Unplanned promotions take place when there is
a sudden departure of top performers. Given the
pressing sales performance situation, there is a ten-
dency for immediate knee-jerk reactions to‘quick
fix’the problem. One of that is a familiar approach
of promoting the existing top/consistent perform-
ers to the managerial position.
Here comes the pain point. You have a great sales
person or a FLM, who does strong work, and is
thought to be ready for more responsibilities. So
you make him a FLM, or SLM managing managers
and you are very pleased with your swift action.
But only time will tell whether it was a right or
wrong decision.
E
K. Hariram is the former MD
(retd.) at Galderma India. He is
Chief Mentor at MedicinMan
and a regular contributor.
khariram25@yahoo.com
Simple but powerful
pointers to ensure that the
people you promote give
you the results you expect.
PREPARETO
PROMOTE.
16 | MedicinMan August 2013
E
17. 17 | MedicinMan August 2013
Prepare to Promote | K. Hariram
From my experience, I would sincerely suggest the following
measures before and after promoting somebody to the FLM
or SLM level, irrespective of the two scenarios mentioned
above.
I strongly subscribe to the view of promoting‘from within’. It
would be ideal to promote with adequate preparation.
My suggestions in this regard:
• Plan the career growth of potential and consistent
performers.
• If internal resources are lacking, then get external help.
• Provide these performers with a coach or mentor to
help them prepare for the future.
• Train, train and train, either internally or externally.
• Provide guidance to help them become role models in
their respective teams.
• Help them learn the basics of MANAGEMENT and LEAD-
ERSHIP.
• Create or involve them in situations to make them think
of new ideas and problem-solving approaches.
• Help them learn through their and others mistakes or
failures.
• Importantly, provide them with communication skills
training.
• Where necessary, provide them with technology related
skills that they could put to use daily.
• Expose them to understanding of interpersonal skills
• Most importantly, train them on SITUATIONAL LEAD-
ERSHIP and EMOTIONAL INTELLIGENCE to take on the
challenges of team management.
A systematically groomed performer, is always handy in case
of sudden departure of a top performing manager.
Let us clearly understand and remember – the FLMs and
SLMs can play a very pivotal role in bringing about a
multiplying effect that has a very positive influence on the
productivity and performance of the sales team.
At every given opportunity, provide, equip and empower
those whom you want to promote or who are newly pro-
moted. You will reap rich dividends. -KH
18. EMPOWER YOUR FIELD FORCE
KA$H=CASH
REPEAT Rx
Pharma-specific Training:
Medical Representatives
Field Sales Managers
Senior Managers
Learning and Development Programs from the Leaders in Pharma Field Force Excellence
Signature Programs for Medical Representatives
Constructed on the fundamental premise that a
Medical Representative’s success depends on his
Knowledge, Attitudes, Skills and Habits (KA$H).
Representatives seek success in their personal
and professional lives but look for it in the wrong
places leaving them frustrated. Companies and
bottom-lines suffer when the front-line is not ful-
ly engaged. KA$H=CASH is a high-engagement
module for customer-facing employees.
Repeat Rx is an advanced module for customer-facing
Representatives based on the book by Anup Soans.
Repeat Rx focuses on building lasting relationships
with Doctors by creating value through a process of
Calling Connecting Consulting Collaborating
with the Doctor.
At each stage of this Four Stage process the Represen-
tative acquires measurable skills and competencies
that enable him to add value in the Doctor’s chamber.
Repeat Rx comes with detailed evaluation tools.
In Any Profession,
More KA$H = More Cash
KNOWLEDGE ATTITUDES SKILLS HABITS
MEDICINMAN
19. SuperVision for the SuperWiser
Front-line Manager.
WHY SHOULD ANY-
ONE FOLLOW YOU?
THE HALF-TIME COACH
anupsoans@gmail.com | +91-934-2232-949 | www.medicinman.net
Signature Programs for Front-line Managers
Signature Programs for Second-line and Senior Managers
Based on the best-selling book by Anup Soans, this program
is for new and experienced Front-line Managers who would
like to get breakthrough performance from their teams.
SuperVision for the SuperWiser Front-line Manager focus-
es on topics such as Team Building, Emotional Intelligence,
Situational Leadership, Coaching and more.
VALUE ADD: Psychometric Assessment*
The Half-Time Coach is based on the concept of half-time
in football. If half-time is so crucial in a game that last only
90 minutes, how much more important in a career that last
a life time.
The Half-Time Coach is a learning-by-reflection program
with a focus on Coaching Skills for senior managers. Mod-
ules also cover Self Awareness, Emotional Intelligence, Em-
ployee Engagement and Sales Change Management.
VALUE ADD: Psychometric Assessment*
A walk-the-talk program for cross-functional senior
managers to understand the process of employee
engagement, creating trust and building relation-
ships to build and sustain high-performance teams.
VALUE ADD: Psychometric Assessment*
*Psychometrics assessments give in-depth insights into one’s personality preferences and its impact on
interpersonal relationships and teamwork.
20. anupsoans@gmail.com | +91-934-2232-949 | www.medicinman.net
Methodology
Webinars and E-Learning
All programs are fully customizable. A pre-program questionnaire is used to capture the
needs and expectations of the participants. Company’s may request a demonstration of a
particular module at no expense (except conveyance to venue).
Programs incorporate the principles of adult learning and are highly participative, audio-vi-
sual and activity-based. Important truths are conveyed through games, stories and videos.
Companies are advised to give participants the books on which the programs are based
for continued learning and development. The same may be procured from the author at a
discount.
Company’s may choose to deliver a program as a webi-
nar - giving the advantage of scale and lowering costs.
Audiences are kept engaged using visually stimulating
slides and powerful delivery. Emphasis is placed on
taking charge of one’s success, even in the absence of
oversight.
Most recently 1,000 reps of a leading MNC were
trained over four webinars with excellent feedback.
Customized issues of
MedicinMan, with inputs
from the company can be
given to the Field Force for
their continuous learning
and development.
MedicinMan currently
reaches 60,000 pharma
professionals.
Interactive Classroom Training
Management Games Audio/Visual
Learning-by-reflectionSimulation
Case Studies
iSharpenMMy Success is My Responsibiliti
21. WHY
GREAT
OFTEN
STRATEGY
FAILS.
I
n the previous issue of MedicinMan we talked about
the similarities between military strategy and generic
strategies in the Indian pharma industry. I remarked
that strategy execution is far more important than strat-
egy formulation. Strategy execution has been a dismal
failure in most pharma companies in India. We need to
shift our emphasis from mere strategy creation to strat-
egy execution.
Here is an interesting quote on the poverty of strategy
execution: “If military teams and professional athletic
teams performed as well on strategy as corporations do,
they would lose the war and end up on the bottom of the
standings respectively. Yet, very little attention has been
paid to strategy execution. Instead, most of the research
focuses on strategy creation”.1
Prof. Vivek Hattangadi
AND HOW MANAGERS CAN AVOID THE
PITFALLS OF STRATEGY EXECUTION
1. DeLisi Peter. StrategyExecution:
AnOxymoronoraPowerfulFormula
forCorporateSuccess?(http://www.
org-synergies.com/docs/Strategy%20
Execution%20Paper3.pdf)
E
22. “
”
22 | MedicinMan August 2013
“When companies fail to deliver on their promises, the most frequent
explanation is that the CEO’s strategy was wrong. But the strategy by
itself is not often the cause. Strategies most often fail because they
are not executed well. Things that are supposed to happen don’t
happen. Either the organizations are not capable of making them
happen, or the leaders of the business misjudge the challenges their
companies face in the business environment, or both.”2
Execution is
the biggest unaddressed issue today in the business world. Its ab-
sence is the single biggest obstacle to success.The cause of most fail-
ures and disappointments are however, mistakenly attributed to oth-
er causes. Leaders place too much emphasis on ‘high level strategy‘,
on ‘intellectualization‘ and ‘philosophizing‘ – however not enough is
done on implementation.2
What could be the most common reasons for poor
strategy execution?
I have listed seven reasons below.
1. Lack of knowledge of the strategy.
2. The strategy was not communicated effectively.
3. There is no commitment to the strategy.
4. There are neither rewards nor incentives for excellence in strategy
execution.
5. People are not appraised for strategy execution.
6. People are not held accountable for strategy execution.
7. Proper control systems not developed to measure and track exe-
cution of strategy.
Medical representatives, who are the actual implementers of strate-
gy and the first-line leaders, who are primarily accountable for exe-
cution, are themselves not aware of the strategy. Reasons could be
many, but perhaps the most important reason is that the strategy
was not communicated effectively. The failure to communicate the
strategic objectives to the field force may mean that the developers
of the strategy are not getting enough information for medical repre-
sentatives to understand what they are supposed to do.
Why are people not committed to the strategy?
W. Chan Kim Renee Mauborgne put it beautifully in their book Blue
Ocean Strategy.3
They say that managers should build execution into
the strategy by using the‘Three E Principles of Fair Process’.
i. Engage the people in strategic decisions by asking for their inputs
and allowing them to refute the merits of one another’s ideas and
assumptions.
ii. Explain clearly so that so that everyone understands why strategic
decisions are taken. An explanation allows people to trust managers’
intentions even if their own ideas have been rejected.
iii. Expectation clarity requires that after a strategy is set, managers
state clearly the new rules of the game. Although the expectations
may be demanding, people should know up front what standards
they will be judged by and the penalties for failure.
2. Bossidy Larry Ram Charan.“Execution:
The Discipline of GettingThing Done”. Crown
Business: NewYork; 2002
3.W. Chan Kim Renee Mauborgne .“Blue
Ocean Strategy: How to Create Uncontested
Market Space and Make the Competition
Irrelevant”. Harvard Business School Press:
Boston; 2009
Why Great Strategy Often Fails | Prof. Vivek Hattangadi
“When companies
fail to deliver on their
promises, the most
frequent explanation is
that the CEO’s strategy
was wrong. But the
strategy by itself is
not often the cause.
Strategies most often
fail because they are
not executed well.
23. 23 | MedicinMan August 2013
What are the building blocks of execution?
Say Larry Bossidy and Ram Charan2
:
• Know your people and your business. Leaders have to live their
businesses.
• Insist on realism. To make realism a priority - start by being realistic
yourself
• Set clear goals and priorities - Leaders who execute focus on a very
few clear priorities that everyone can grasp.
• Follow through.
• Reward the doers. If you want people to produce specific results,
you reward them accordingly.
• Expand people’s capabilities. Education is an important part of ex-
panding people’s capabilities.
• Know yourself. Know thyself…it’s the core of authenticity.
Self-awareness gives you the capacity to learn from your mistakes as
well as your successes. It enables you to keep growing.
Excellence in execution will make a company to choose a more ro-
bust strategy. A company cannot have a worthwhile strategy if you
do not have the wherewithals to get it executed. The winners on
the field of business will be those corporations, who not only have
a good, solid strategy, but more importantly, execute it well. -VH
“
”
“When companies
fail to deliver on their
promises, the most
frequent explanation is
that the CEO’s strategy
was wrong. But the
strategy by itself is
not often the cause.
Strategies most often
fail because they are
not executed well.
Why Great Strategy Often Fails | Prof. Vivek Hattangadi
Humor at the Workplace
24. D
iabetes mellitus (DM), a common disorder is
characterized by increased blood glucose levels
i.e. hyperglycemia. The World Health Organiza-
tion (WHO) has projected that the occurrence of DM is
increasing in epidemic proportions, especially in devel-
oping countries.
India currently leads the world in number of people with
DM and at present, the number of people suffering from
DM in the age group of 20-79 years in India is more than
50 million. These numbers are predicted to increase to
79.4 million by year 2030. The reasons for this marked
increase are changes in lifestyle, people living longer
than before (ageing) and low birth weight which can
lead to DM during adulthood. The occurrence of DM is
influenced by genetic, ethnic and socioeconomic factors.
There are four broad groups of DM - type 1 DM, type 2
DM, diabetes during pregnancy (gestational diabetes)
and‘other forms of diabetes’. Type 1 DM (earlier known
as Insulin dependent Diabetes Mellitus) is associated
with a decrease in insulin secretion and type 2 DM (ear-
lier known as Non Insulin Dependent Diabetes Mellitus)
results from impaired use and synthesis of glucose and
compensatory decrease in insulin release in the body.
Insulin is secreted after the intake of foods containing
sugars. Insulin helps in regulating the glucose levels in
the body.
24 | MedicinMan August 2013
E
INTRODUCTIONTO
DIABETESMELLITUS
Knowledge
Series for
the FF
Table 1. Diagnostic criteria for Diabetes Mellitus
Fasting plasma glucose (mg/dL) (FPG) ≥ 126
Two hours after glucose load (mg/dL)* ≥ 200
HbA1c (%) ≥ 6.5
FPG- Blood glucose levels after 8 hours of not eating anything
(fasting). *Two hours after intake of 75 g oral glucose
Dr. Amit Dang is Director at Geronimo
Healthcare Solutions Private Limited.
“
”
India currently leads
the world in number of
people with DM and at
present, the number of
people suffering from DM
in the age group of 20-
79 years in India is more
than 50 million. These
numbers are predicted to
increase to 79.4 million by
year 2030.
E
25. 25 | MedicinMan August 2013
Introduction to Diabetes Mellitus | Dr. Amit Dang
Hyperglycemia can lead to acute symptoms (sudden, sharp
or of short duration) and chronic (long-term or persistent)
complications. The chronic complications that arise from
prolonged hyperglycemia are mainly retinopathy (may lead
to blindness), neuropathy (tingling, numbness and changes in
feelings in the toes, fingers and hands), nephropathy (decrease
in kidney function,) and cardiovascular diseases. People with
diabetes are 25 times more likely to develop blindness, 17
times more likely to develop kidney disease, 30-40 times more
likely to undergo amputation, two to four times more likely to
develop myocardial infarction and twice more likely to suffer
a stroke than non-diabetics. These chronic complications can
be controlled in many patients by sustained control of blood
glucose.
The management of diabetes can be divided into three main
components (Figure 1). The medication treatment options
target different processes of glucose metabolism. These are
Insulin analogs, sulfonylureas, meglitinide analogs, biguanides,
thiazolidinediones, α glucosidase inhibitors, (Glucagon like
peptide-1) GLP-1 receptor agonists, (Dipeptidyl peptidase 4)
DPP-4 inhibitors.
All the pharmacologic treatment options will be discussed in
the next issues. -AD
TREATMENT OF DIABETES MELLITUS
Control of Blood Sugar Levels
• Diet/ lifestyle
• Exercise
• Medication
• Dyslipidemia
(mainly increased
Cholesterol and
LDL-C levels)
• Hypertension
• Obesity
• CV disease
• Retinopathy
• Cardiovascular
disease
• Neuropathy
• Nephropathy
• Other complications
Treatment of Associated Conditions Screening/Management of Complications
LDL-C: Low density lipoprotein-cholesterol; CV: cardiovascular
REFERENCES
1. International Diabetic Federation.
http://archive.diabetesatlas.org/
content/prevalence-estimates-
diabetes-mellitus-dm-2010.
2. Pradeepa R, Deepa R, Mohan V.
Epidemiology of diabetes in India-
current perspective and future
projections. J Indian Med Assoc
2002;100(3):144-8
26. 26 | MedicinMan August 2013
STEPS
TO BREAK
THROUGH
PERFORMANCE5
1
Define the sales process clearly.
The selling process must be clearly defined and understood
step by step by all the people responsible for achieving
the sales target. FMs must develop comprehensive, realistic and
step-by-step guidelines that enable PSRs to achieve their targets.
FMs must organise coaching sessions with top performers and key
customers to identify current best practices and constantly refine
the sales process. FMs must direct PSRs to channel their energies
into areas that will produce the highest and quickest results. Even
competent PSRs become discouraged when their efforts do not
pay off quickly and spend longer hours struggling and working
less efficiently to achieve their sales targets. The reasons for failure
to convert potential into prescriptions will vary for each PSR, but
the end result will be the same: wasted efforts and a failure to
achieve higher productivity, leading to an increased cost of sales.
PSRs are motivated to achieve higher levels of performance when
management systems and incentive structures are aligned with
the sales process. This alignment will enable FMs to monitor the
activity, assess progress and impact PSR productivity.
2
Develop new skills to counter Doctor
fatigue from traditional selling meth-
ods.
The shift in preference from visual-aid detailing to consultative
problem-solving is bringing with it the need for innovation in
selling skills. Doctors are granting access to PSRs who are able
to create dialogue, trust and credibility while demonstrating
the commitment to building a mutually beneficial relationship.
Traditional training has the disadvantage of imparting skills that
have become generic, leading to a disinterest in detailing among
most physicians. This is also leading to many companies prefer-
ring quick-fix deals with doctors and trade instead of investing
in continuously training PSRs to develop new skills. The conven-
tional methods of training PSRs were better suited to a market in
which sales cycles were reasonably stable as compared to today’s
dynamic and hypercompetitive pharmaceutical sector. While train-
ing and development are critical, it must be done more frequently
and in smaller modules, with a minimum disruption to the PSR’s
daily work. However, training alone will not ensure breakthrough
performance.
Anup Soans
ChuckYeager, the first pilot to break the sound
barrier, had this to say:“The barrier was not in
the sky.The barrier was in our minds.”
E
27. 27 | MedicinMan August 2013
A careful blend of coaching by FMs and mentoring by senior man-
agers, who can share best practices among the team members
so that they can respond effectively to new trends in the market-
place, is needed.
3
Focus on productivity instead mere
activity.
Even senior PSRs are often not clear about how to identify
and target prescribers who are most likely to have a genuine need
for their product. Many PSRs will visit doctors regardless of the de-
gree of sales opportunity they present. PSRs who lack a disciplined
approach, systematic planning and a prioritisation of their selling
activities often find themselves spending time meeting accessi-
ble doctors rather than taking the trouble to meet and influence
doctors who have the power to impact their business significantly.
While targeting doctors, FMs must analyse physician behaviour,
demographics and attitudes to segment the markets and direct
their PSRs to focus on doctors who are most likely to respond
favourably to their product promotions. FMs will be able to gain
an improvement in performance by systematically qualifying and
rating doctors based on their potential as customers and taking
the time to help PSRs focus their selling time on the 20 per cent of
core customers for each product category who can earn them 80
per cent of the results.
4
Remove self-limiting beliefs that con-
strain performance.
A commonly overlooked area in developing PSRs is the
adverse impact of self-limiting beliefs on their performance. The
transference theory explains that the PSR’s state of mind is often
transferred to the doctor, thus influencing the outcome of a sales
call. When PSRs lack confidence in their abilities, their product or
their company it can lead to call reluctance. To counter this, FMs
must create and sustain a high-morale state of mind in their PSRs.
While FMs quickly grasp the essentials of field sales management,
few are able to transform the negative self image of a PSR into
a positive one. The good news is that beliefs can change. Inputs
create outputs. By changing the mental attitudes brought about
by negative thinking, PSRs can improve their self-image.
5
Develop PSRs into Breakthrough Per-
formers.
The single biggest influence on the performance of a PSR is
the FM. Yet FMs do not spend sufficient time to train and develop
PSRs. FMs accustomed to achieving success through personal ac-
tions overlook their greatest potential source of power the power
to increase sales by developing PSRs. Even when they do recog-
nise the importance of developing their PSRs, many FMs find that
they lack the skills and resources to do it effectively. To make things
worse, most sales teams consist of individuals with different levels
of experience and ability. So the question of developing the whole
team becomes too daunting to contemplate. FMs need to be on a
continuous learning mode and should spend their waking hours
visualising and planning the development of PSRs. -AS
Anup Soans is the author of
“HardKnocks for the GreenHorn”,
SuperVision for the SuperWiser
Front-line Manager”and“Repeat Rx”.
He is a facilitator of Learning and
Development Programs for Managers
and Medical Reps at India’s top
Pharma Company’s
Contact:
anupsoans@gmail.com
+91-93422-32949
5 Steps to Breakthrough Performance | Anup Soans
28. ➜➜ Behavioral coaching is NOT about changing people who don’t care.
➜➜ Paradox of life: Successful people are delusional. Delusional people are happier and
more productive. Realistic people are depressed.
➜➜ More Successful harder to take feedback, harder to accept faults. Therefore harder to
coach.
➜➜ Question to ask everyday –“Was my behavior in line with the values that I preach?
➜➜ Question before engaging in any activity - Is this going to help me be a better
professional? Improve my health? Be a better spouse/parent?
➜➜ What have you put off today that you needed to do to make progress in your
professional/personal life?
➜➜ If your heart’s not in it don’t do; it’s your life!
➜➜ Why should I be in charge of anything if I can’t control myself?
➜➜ Feedback from direct reports – not a career enhancing move!
➜➜ Every decision in the world has been made by the person who has the power to make
that decision – make peace with that.
➜➜ It’s not the doctor’s job to Rx your product; it’s your job to SELL it. Adapted from Peter
Drucker.
➜➜ Nobody knows the future anyway – we’re all guessing.
➜➜ Select the right person to coach – if they don’t care, don’t waste your time.
➜➜ Coaching is about them, not about you – always ask,“How can I help you?”
➜➜ Nobody loses weight because they buy a diet book. Coaching works if the person
being coached is willing to work.
➜➜ Don’t overrate your self. More people have died because of doctor’s ego than Vietnam
and Iraq war combined!
➜➜ Doctors don’t let nurses ask questions – their ego compromises patient safety.
➜➜ Feedback is about the past – helps you know where you are. Feedforward is about the
future – helps you go where you want to go.
➜➜ Lesson for leaders before you talk –“Is it worth it”?
➜➜ Final thought – Remember, it’s Showtime! (Everyday in the morning tell yourself)
“LEADERSHIP IN ACTION”with Marshall Goldsmith