MEDICINMAN · ping our field force with iPads and a best-in-class customer relationship management tool. This has enhanced real-time flow of information to our HCPs. The variable

MEDICINMANField Force excellence

August 2017| www.medicinman.net

Indian Pharma’s First Digital Magazine Since 2011

TM

When the Managing Director of GlaxoSmithKline, Annaswamy Vaidheesh, said in an interview with ETHealthWorld that GSK’s Reps were no longer

measured on lagging indicators like sales targets but on lead-ing indicators like their ability to transfer scientific information effectively to doctors, it was music to the ears of many pharma professionals.

The over-emphasis on sales targets has been the single most impactful factor that has led to decline in the professional and ethical standards of Indian Pharma. Sales is an outcome of a series of steps originating with the vision of the compa-ny. Pharmaceutical companies are the custodians of nation’s healthcare along with physicians and others in the value chain. Somewhere along the dramatic growth curve, most companies lost sight of their goal of putting the patient first. In the absence of such directional vision, Indian Pharma ad-opted the transactional business model, which completely ig-nores patient interest and treatment outcomes. Health, sadly, is measured in terms of tons of drugs sold instead of patients healed.

INCENTIVIZING A PATIENT-FIRST APPROACH IN PHARMA

Beginning with the proliferation of me-too companies in the 1980s with me-too products, the role of Medical Reps underwent a dramat-ic shift from knowledge disseminators to pill pushers. From a market dominated by a few hundred companies led by the MNCs, India suddenly became a free-for-all arena and val-ues and ethos plummeted as sales climbed to never-before levels.

The biggest casualty of the transactional busi-ness model adopted in the 1980s was the mar-keting skills of Indian Pharma professionals. In this issue, veteran pharma marketer and author of serveral books on brand building, Prof. Vivek Hattangadi, gives our readers an overview of Indian Pharma marketing from 1947 to the present. For aspiring pharma marketing pro-fessionals, Prof. Hattangadi’s books and articles in MedicinMan are a rich source of brand-build-ing insights.

GSK’s landmark shift in approach to the work of Medical Reps coupled with its robust learning and development emphasis is welcome and hopefully a harbinger of change from sales-by-any-way to building brands through scientific promotions and the adoption of digital media. GSK’s learning and development led by Sunder Ramachandran with his powerful advocacy of digital media is indeed in a position to inspire and influence fellow professionals to adopt novel ways of developing the skills of field force and make the work of Medical Reps interesting, engaging and relevant to doctors.

INTERVIEW

A CONVERSATION WITH ANNASWAMY VAIDHEESH, VICE PRESIDENT, OPPI, VP, SOUTH ASIA & MANAGING DIRECTOR, INDIA, GSK

EDITOR’S NOTE

Interview | Incentivizing Patient-First in Pharma

2 | MedicinMan August 2017

MM: Your ET HealthWorld interview has gen-erated a lot of interest among Indian pharma professionals, can you tell us more about this initiative?

We have changed the way we engage with health-care professionals. Our new focus being the cre-ation of multi-channel approaches to serve more patients in India through the dissemination of high-quality scientific education to healthcare pro-fessionals.

MM: How was the field force prepared for such a massive shift in mindset and how have they responded?

We took our first step into the digital future, equip-ping our field force with iPads and a best-in-class customer relationship management tool. This has enhanced real-time flow of information to our HCPs. The variable component of the compensa-tion for our sales force is not on sales targets, but based on evaluation of their skills and knowledge. This qualitative criteria has been put in place over the last few years and is key differentiator for GSK .

GSK has invested significantly in building the sales capability of its field-based workforce. A sales com-petency framework was launched this year which enables every colleague to identify their develop-ment needs across the areas of scientific knowl-edge, business planning and patient-focused selling, and work with their manager towards con-tinuous learning and development. A mobile learn-ing app that gauges sales readiness of a field-based representative was also launched during the year.

MM: What challenges did you face in respond-ing to a changed approach to business?

In any sales organisation, navigating without a sales target is a challenge. This requires a new mindset and ways of working. Getting the entire organisation to pivot around this model presented its initial challenges in terms of different interpre-tations and understanding. Increasing adoption levels and driving large scale enterprise change re-quires an ‘all hands on deck’ approach.

“The variable component of the compensation for our sales force is not on sales targets, but based on evaluation of their skills and knowledge.

Interview starts here ->

Interview | Incentivizing Patient-First in Pharma


MM: Give us an overview of the L&D approach in GSK, especially the digital adoption

As an organisation we have institutionalized the hardware ecosystem for our field force by provid-ing them an iPad. In addition, we have also em-bedded mobile learning platforms that enable our field force to learn anytime anywhere. Our digital learning platforms incorporate the modern learn-ing principles of micro learning, gamification and simulations. We believe that for optimum results, learning technology platforms must be integrated with performance support provided by managers via on the job coaching.

MM: Your message to professionals in Indian Pharma

We are committed to putting people at the heart of everything we do to help them do more, feel better and live longer. The future of the healthcare landscape will be driven by increased access for the next billion with heightened disease awareness and solutions to meet specific healthcare needs of the country. MM

“Our digital learning platforms incorporate the modern learning principles of micro learning, gamification and simulations. We believe that for optimum results, learning technology platforms must be integrated with performance support provided by managers via on the job coaching.

CONTENTS

Our mission is to collectively improve the pharma

sales and marketing ecosystem - leading to better

relationships with doctors and better outcomes for

patients.

MedicinMan Volume 7 Issue 8 | August 2017

Editor and Publisher

Anup Soans

Chief Mentor

K. Hariram

Editorial Board

Salil Kallianpur; Prof. Vivek Hattangadi; Shashin Bodawala; Hanno Wolfram; Renie McClay

Letters to the Editor: [email protected]

An imprint of MedicinMan Pvt. Ltd.

1. Incentivizing a Patient-First Approach in Indian Pharma ...................................................1

MedicinMan speaks to Annaswamy Vaidheesh, Vice President, OPPI, VP, South Asia & Managing Director, India at GSK

Interview with Annaswamy Vaidheesh

2. The Indian Pharma Brand Story: From Independence to Now......................................6

Vivek Hattangadi traces the story of Indian pharma branding from Independence till today through his personal and professional experiences

Vivek Hattangadi

3. The Second-line Manager as Both Actor and Architect ...........................................................13

Operational effectiveness and strategic alignment are the two KPIs for every successful second-line manager

Sunder Ramachandran

4. To SWOT or not to SWOT .............................16

Understanding the strategic intent behind SWOT analysis

K. Hariram


Connect with Anup on LinkedIn | Facebook | Twitter

Anup Soans is an L&D Facilitator, Author, Pharma Consultant.

Visit: anupsoans.com

Meet the editor

http://www.anupsoans.com

SuperVision for the SuperWiser Front-line Manager is a tool to help pharma pro-fessionals transition from super salesmen to great front-line managers and leaders. The book will equip front-line managers to Manage, Coach, Motivate and Lead their teams to deliver outstanding performance. An engaging read, filled with examples and illustrations, SuperVision for the SuperWiser Front-line Manager has been used by thousands of managers across the industry.

HardKnocks for the GreenHorn is a specially crafted training manual to enable Medical Representatives to gain the Knowledge, Skills and Attitude needed to succeed in the competitive arena of pharma field sales. Medical Representatives joining the field are often not aware about the key success factors of their job and as a result they get discouraged when things don’t go as planned. HardKnocks for the GreenHorn is a powerful learning and motivational tool for field sales managers to build their sales teams.

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Have you ever wondered how pharma adver-tisements looked like before India became independent in 1947? And how we have

evolved in the last 70 years?

Let’s hop into a time machine and travel back in time to visit pre-independence Indian Pharma!

15th August 1947 – India gained Independence; but Indian pharma wasn’t fully independent. India was still dependent on MNCs, even for some basic medicines. Yet some great Indian companies which were born be-fore Independence - like Alembic and Cipla - have left an indelible mark with their brands.

One of the strongest brands introduced during that period was Glycodin (believed to be introduced in 1930) and it is still trusted by generations for cough and cold relief. (see image 1) I still recall the headline in a paper when the Alembic owner Chirayu Amin was named the interim IPL Chief in 2010: “His blockbuster Glycodin Syrup has cured many; he will now give a Gly-codin dose to the ailing IPL”. I liked the way a pharma brand was tagged with cricket via the ‘Glycodin Man’.

Glycodin was a prescription product for over thir-ty years. It is only in the 1960s it became an OTC.1 Here’s an early but humorous ad for Glycodin: https://www.youtube.com/watch?v=-KmU8KlpiQs

THE INDIAN PHARMA BRAND STORY: FROM INDEPENDENCE TO NOW

Vivek Hattangadi

Vivek Hattangadi traces the story of Indian pharma branding through his personal and professional experiences

Independence Day Special

Vivek Hattangadi | The Indian Pharma Brand Story: From Independence to Now

“...some great Indian companies which were born before independence - like Alembic and Cipla - have left an indelible mark with their brands.

Another great brand of the pre-independence era is Qinarsol!

In 1939, World War II began. One event which triggered a transformation for Cipla is Mahatma Gandhi’s visit to Khwaja Abdul Hamied. Recalls Y.K. Hamied in an interview with Business Standard: “He told my father that due to the war, imports of medicines had stopped. Gandhi wanted us to man-ufacture medicines for the British Indian army,” That was when Cipla started manufacturing Qinarsol for malaria.2

Let’s move forward in our time machine. We’re in 1960s just post the Sino-Indian War. My mother, like millions of Indian women, put all her trust and hopes on her son serving the country to preserve our independence for which we fought so hard. She and my father wanted me to be strong so I could join the armed forces.

They put their trust in Ferradol (originally from Parke Davis) which they believed would strength-en me and make me fit enough to join the army.


Image 1.


“My mother made it a point to shove a spoonful of Ferradol down my throat every morning and evening, although I hated its black color and thick, syrupy, iron taste.My mother made it a point to shove a spoonful of Ferradol down my throat every morning and eve-ning, although I hated its black color and thick, syrupy, iron taste. I do not know whether Ferradol helped me, but surely the big broad smile on her face, every time I drank it, made me feel healthy and strong!

My childhood memories are rich and varied. And one of them was going to Bankikodla, a small ham-let in North Kanara District (erstwhile Mysore, now Karnataka State) from where my mother hailed. Visiting Bankikodla, where my uncles and cousins lived, was a small adventure by itself. The nearest qualified doctor was in Karwar, 30 miles away. So for emergency medical use for her brothers, neph-ews and nieces, my mother invariably packed and carried a few bottles of Sloans Liniment, Dettol, Amrutanjan Pain Balm, Phillips’ Milk of Magnesia, a few boxes of Anacin and a dozen bottles of Glyco-din Syrup. More than anyone, it gave some solace to the poor villagers. An elderly one blessed my mother (in Kannada): “Make your son a doctor and let him practice here in Bankikodla”.


Fast-forward to 1974. I joined Carter Wallace as a medical representative. During the training pro-gram I was told that Carter’s Little Liver Pills and Miltown were the two most popular products of the company in USA. Miltown was the first anx-iloytic to be introduced in the world. It contained meprobamate. I do not know of any other pharma brand named after a place. But what really fascinat-ed me was Carters Little Liver Pills which were not available in India.

There was a mystique around Carter’s Little Liver Pills. I always wanted to know more about it! So when the Google Age came, I started looking for Carters Little Liver Pills. The images and the copy actually stunned me.

The brand had a very unusual and a very funny mnemonic – A Crow! Yes! A Crow! See the images alongside! A Crow as a mnemonic for a pharma product seemed absurd but the product was a hit in that country.




“Necessity is the mother of invention and Prof. Tarun Gupta, then the head of sales and marketing in Glaxo developed the first pharma Visual Aid.

Come 1976. Paper prices were very high and the cost of leave-behind literature as a detailing aid was exorbitant. Necessity is the mother of inven-tion and Prof. Tarun Gupta, then the head of sales and marketing in Glaxo developed the first pharma Visual Aid. After 40 years, it continues to remain the main plank of pharma promotion. Even in 2017, brand managers fnd it difficult to think beyond the Visual Aid, although they know that the moment a Visual Aid is opened, doctors close their ears and shut their minds.

Do Doctors have no sense of humor? So thinks In-dian Pharma. Always heavy and serious communi-cation!

In 1989 Sun Pharma introduced fluoxetine, Prodep. Prodep was the third fluoxetine after Cadila and Torrent. Dilip Shanghvi said he would like Prodep to be the No. 1 fluoxetine and perform better than Torrent Pharma’s brand – Oxedep. If Prodep had to beat Oxedep and Fludac, I, as the brand manager, thought we should first expand the prescriber base and not just confine it to psychiatrists. This meant Prodep had to be taken to other segments - like consulting physicians, cardiologists and gastroen-terologists.

We brainstormed along with the medical team and one of the doctors quoted the Ayurveda - The mind and the body are inextricably connected. This gave us an opening to take Prodep to non-psychiatrists. But how? Antidepressants was the domain of psy-chiatrists and 30 years back, hardly anyone apart from the psychiatrists knew what antidepressants were.

I approached Vasant Halbe, a well known carica-turist who published his cartoons in Marathi news-papers. Later on he was to create characters like Shikari Shambhu and Suppandi for the children’s magazine, Tinkle. I briefed him on the Prodep sto-ry and it took me at least four hours to explain what depression is and what antidepressants are.



I told him, that in a humorous and funny way, we had to tell doctors what depression was. The out-come far exceeded the expectations – as you see here.

Through the Prodep promotional material we told consulting physicians, cardiologists and gastroen-terologists, in a very humorous way, how to recog-nize depression and treat it. Prodep became a hit as a strong co-prescription along with the main treatment. Prodep went on to become the No.1 antidepressant getting three times more prescrip-tions from non-psychiatrists than psychiatrists. This caught the attention of none other than Prof. Chit-ta Mitra, whom I consider my Guru in brand man-agement, who virtually took me under his wings.

Now we come to 2017. With over a thousand med-ical representatives visiting a doctor every month, he is called on by about 30-40 medical represen-tatives every day. We must realize that we are in-truding into his privacy and his time. If a medical representative takes just a minute, the doctor los-es around an hour’s practice every day. And who would like to lose patients or pay less attention to them? Besides, he also needs to maintain his work-life balance.



“I am happy that digital marketing is slowly shaping Indian Pharma. Portals like Docplexus should be used liberally by brand managers to speak to doctors. E-detailing is the need of the hour.

So shouldn’t we think differently to engage a doc-tor?

I am happy that digital marketing is slowly shaping Indian Pharma. Portals like Docplexus should be used liberally by brand managers to speak to doc-tors. E-detailing is the need of the hour.

E-detailing is not the mere transfer of the print artwork of paper promotional material onto an ipad or a tablet with some animation or flash – it is much more. E-detailing means that information is available 24x7 to medical professionals through web-based tools, so physicians can now find clear and interesting product information whenever they have time during their busy schedules. They can also choose to read only the content that is most pertinent and interesting to them. E-detail-ing is making a doctor listen to detailing at a time and place of his convenience. An IBM report says: “Pharma firms should give out data when and where doctors need it, and help them provide bet-ter care with access to drug information they value and trust.”3

Our time machine has landed us on 15th August 2017. It is time to get on board pharma’s latest ve-hicle called Digital Communication! MM


Vivek Hattangadi is a Consultant in Pharma Brand Management and Sales Training at The En-ablers. He is also visiting faculty at CIPM Calcutta (Vidyasagar University) for their MBA course in

Pharmaceutical [email protected]

Bibliography:

1. Subbarao PS & Murthy KGK. (2005) Cases in Management. New Delhi: Discovery Publishing House

2. Chatterjee D (2003) 40 years ago... And now: Cipla: The crusader for affordable drugs takes the patent battle to MNCs, interview in Business Standard. Available from: http://www.business-standard.com/article/companies/40-years-ago-and-now-cipla-the-crusader-for-affordable-drugs-takes-the-patent-battle-to-mncs-114122400009_1.html

3. Effective e-Detailing IBM. Available from https://www-935.ibm.com/services/us/imc/pdf/g510-3242-effective-e-detailing.pdf


The second line sales manager is a key role in the commercial context with a significant top-line to manage, a large number of people to

lead and a need to stay on top of the micro environ-ment and competitive landscape of the region. Most sales professionals see this role as a critical pit stop for broader national leadership roles in sales or marketing.

Here are some leadership archetypes that aspiring sec-ond line managers can pivot around and how they can position themselves for this role.

Strategic Orientation & Message AlignmentThe focus on strategy increases manifold for second line managers. It can be overwhelming when sudden-ly everyone expects strategic thinking from you. As a second line manager, the ask is not so much to create a new strategy but rather to align with the overall busi-ness unit strategy. This involves the cognitive ability to review a strategy document and contribute in the for-mation of the business strategy as required.

THE SECOND-LINE MANAGER AS BOTH ACTOR & ARCHITECT

Sunder Ramachandran

Operational effectiveness and strategic alignment are the two KPIs for every successful second-line manager

Sunder Ramachandran | The Second-line Manager as Both Actor and Architect

“The 10% - 20% improvement that the formation of a separate regional strategy provides gets nullified by the 40-50% loss in the quality of execution due to mixed messaging.

Aligning the team to national strategy is where the ball gets dropped. Regional leaders are given a lot of rhetoric around becoming strategic and they end up carving out a regional strategy which is of-ten tangential to the overall business strategy. It is also common for a regional leader to justify this cit-ing “regional nuances”, “market dynamics” etc.

From the regional leader’s perspective, they have taken the first step towards becoming more “stra-tegic” but this has left the last mile team member confused as they hear different messages from their immediate leader and from the national lead-ers. The 10% - 20% improvement that the forma-tion of a separate regional strategy provides gets nullified by the 40-50% loss in the quality of exe-cution due to mixed messaging. The better invest-ment of time is in aligning the team and translating the current business strategy into tactical commer-cial outcomes.

It is useful to list down examples from your career where you have demonstrated the smarts to un-derstand strategy and the maturity to align and get things done.

Operational EffectivenessThis is the nuts and bolts of getting things done. Setting goals, KPIs, review mechanisms, process of data collection and sources used are all part of this. I would even bucket sales coaching in this category given the direct impact on commercial outcomes and the frequency with which it happens. The sec-ond-line manager is also expected to remove hin-drances in the way of employees’ performance and measure, recognise and celebrate the smallest of wins. These skills become important when some-one moves from a more operational first-line lead-er role to a more directional second-line role.

Again, it is useful to list down examples where your operational efficiency has proven to be an edge. Maybe you have a unique way of tracking KPIs, con-ducting performance reviews or an ability to draw insights from data that may not occur to others.


Sunder Ramachandran | The Second-line Manager as Both Actor and Architect

“You cannot underplay the role of the leader as a teacher. People will do a lot for personal goals and targets but they will do even more for an inspiring leader.

Leader as a TeacherYou cannot underplay the role of the leader as a teacher. People will do a lot for personal goals and targets but they will do even more for an inspiring leader. The self-awareness to connect authentical-ly with teams, have meaningful conversations (not just performance reviews) and demonstrate genu-ine interest in the overall well-being of teams are all part of this vector. Every leader can pick examples from their journey that establish their proficien-cy as a coach, teacher and more importantly as a lifelong learner. It is also useful to share your own approach to learning. I find that leaders who have some rituals to improve on a continuous basis are naturally inclined to do this for their teams. Learn-ing agility is climbing the scale as the most critical leadership competency.

In summarySecond line managers are both actors and archi-tects. The actor refers to the ability of the second line manager to play out the national strategy. The architect refers to their role in setting up the con-ditions, processes and structures that create an en-vironment where teams are motivated to perform. MM


Sunder Ramachandran is General Manager, Commercial Training at GlaxoSmithKline Phar-maceuticals India.


I have had the opportunity to sit through a series of business presentations on SWOT analysis across business sectors. Most of them lacked purpose

and clarity. It looked like last minute attempt to fill up space with a mandatory slide on SWOT analysis - a rit-ual rather than a strategic decision-making exercise.

Based on my reflection, I am sharing why, how and what of SWOT analysis so that the strategic intent be-hind it is clear.

Why do a SWOT analysis?Managements must use its limited resources to exploit profitable opportunities. The resources include peo-ple, production capacity and financial resources.

SWOT analysis enables a company to determine where it stands on the four key strategic areas to determine what changes are needed or which is the right di-rection to move forward. SWOT analysis enables the identification of internal and external factors that may affect future performance. SWOT is also an excellent tool for problem solving as it brings clarity in a given situation.

TO SWOT OR NOT TO SWOT

K. Hariram

Understanding the strategic intent behind SWOT analysis

K. Hariram | Understanding the Strategic Intent Behind SWOT Analysis

“SWOT is also an excellent tool for problem solving as it brings clarity in a given situation.

How is SWOT analysis done?Every company has inherent strengths and weak-nesses - they are internal in any given context. Hence, external factors like growing market or population or good monsoon do not form part of the strengths.

Opportunities and threats are typically external factors like the environment, macro-economic scenario, geopolitical climate, or the prevalence of disease, epidemics, etc. The threats could be the competition, price controls, stringent regulations etc. Strengths and weaknesses need clear identi-fication and understanding to adopt a “starve the problems and feed the opportunities” approach to apply the strengths in areas that result in business growth.

The ‘What’ of SWOT analysis

Ø Is the SWOT analysis just a template or is it a strategic tool?

Ø What does one do with the strengths?

Ø Do we know how to connect it to exploit the opportunities?

Ø Is it being utilized to achieve business objec-tives?

Ø Is there a clearly identified action plan with time schedules as a way forward?

Ø Are weaknesses meant for assigning blame for shortfalls in performance or is there a clear ac-tion plan to minimize their impact?

Ø Is there a realistic assessment of weaknesses that helps in preventing strategic blunders like entering a market with products that are clearly inferior to what well-entrenched com-petitors are offering?

Ø Can current weaknesses be turned into future strengths?

Ø Can we identify emerging opportunities and draw-up long-term plans to enter the market at the right time?


K. Hariram | Understanding the Strategic Intent Behind SWOT Analysis

“Threat is another term for risk – factors outside the company’s control that can have a negative impact on performance. Typically, they are competition, regulatory regime, change in market trends, customer preferences, etc.

Threat is another term for risk – factors outside the company’s control that can have a negative impact on performance. Typically, they are competition, regulatory regime, change in market trends, cus-tomer preferences, etc.

Final thoughts: Ø Can SWOT analysis help companies to be bet-

ter prepared for whatever it may encounter in the external environment?

Ø When it comes to competitors, can the compa-ny identify weaknesses in the strength of the competitor or competition?

Ø SWOT is not the most robust of tools in its ba-sic form. But when used in the way it was origi-nally developed, it is a powerful tool.

In conclusion, SWOT analysis helps to answer the question: “What are the prospects that this busi-ness or project will succeed?

To quote Sun Tzu, from the Art of War:

“If you know others and know yourself, you will not be imperiled in a hundred battles; if you do not know others but know yourself, you win one and lose one; if you do not know others and do not know yourself, you will be imperiled in every single battle.” MM


K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. [email protected]

THE FUTURE OF PHARMA SALES & MARKETING

PARTNER WITH [email protected]

A MedicinMan annual event

FFE + CEO ROUNDTABLE AND BRANDSTORM 2017

FFE + CEO ROUNDTABLE AND BRANDSTORM 2017

SEPTEMBER

Field Force Excellence conference + CEO Roundtable is targeted at senior industry professionals in all functions. The CEO Roundtable is the highlight of the event and fea-tures some of pharma’s most well-known leaders.

Past topics include:• Practical Issues in Sales Force Effectiveness (SFE) imple-

mentation• Role Clarity from Front-line Manager to National Sales

Manager• Role of Technology as a Field Force Multiplier• Social Learning for the Field Force• Data Analytics: Actionable Insights for Segmented Mar-

keting• Role of Marketing, Medical, HR and L&D in Building the

Rx Capabilities of the Field Force• Navigating UCPMP, MCI Guidelines and other regulato-

ry issues• Reinvention of Doctor-Field Force interaction through

Digital and Social

Past Speakers include:• Sanjiv Navangul – Managing Director, Janssen India• K. Shivkumar – Managing Director, Eisai• Sujay Shetty – Partner, PwC India• CT Renganathan – Managing Director, RPG LifeScienc-

es• YS Prabhakar – CEO, Sutures India• Ali Sleiman – General Manager India, Merck Serono• Darshan Patel – Partner, PwC• Vikas Dandekar – Editor Pharma, ET• Shakti Chakraborty – Group President, Lupin• Ganesh Nayak – CEO and Executive Director, Zydus

Cadila• Bhaskar Iyer – Divn VP, India Commercial Operations,

Abbott• Narayan Gad – CEO, Panacea Biotec• Girdhar Balwani – Managing Director, Invida• K. Hariram - Managing Director (retd.) Galderma India

BrandStorm is targeted at Brand Managers. The event features thought leaders in pharma brand management addressing the hottest topics of the day.

Past topics include:• UCPMP & MCI Guidelines – Implication for Pharma

Marketing• Brand Building: Case Studies from the Indian Pharma

Market• Unleashing the Power of Digital Marketing – Case

Studies• From Brand Management to Therapy Shaping• Marketing to Hospitals• Case Study: Zifi-AZ• Field Force – Doctor Interaction through use of Digi-

tal and Social Media• How to Optimize Healthcare Communication Cre-

ative Agency Services

Past Speakers include:• PV Sankar Dass – CEO & Director, CURATIO• Darshan Patel – Partner, Pricewaterhouse Coopers• Daleep Manhas – General Manager & Associate Vice

President at McCann Health• Praful Akali – Founder-Director, Medulla Communi-

cations• Pankaj Dikholkar – General Manager, Abbott• Salil Kallianpur – Executive Vice President - Primary

Care, GSK• Deep Bhandari – Director-Marketing & Sales Excel-

lence, UCB• Shiva Natarajan – General Manager, GSK• Shashank Shanbag – Business Unit Director, MS• Nandish Kumar – DGM and Head – Marketing, FD

To partner at the event contact:[email protected] | +91-968-680-2244

FFE+CEO RT BRANDSTORM

Documents

MEDICINMAN · ping our field force with iPads and a best-in-class customer relationship management tool. This has enhanced real-time flow of information to our HCPs. The variable