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February 2013 |www.medicinman.net
TM
MEDICINMAN
FIELD FORCE EXCELLENCE
ebruary is the shortest month, but a lot is happening at
MedicinMan. The Second Edition of Brand Drift is on the 9th
of February and seats are filling up real fast. We look forward
to a day of meaningful interactions with Brand Managers. We
have lined up an outstanding faculty and some fantastic topics that will
challenge the current thinking among Indian Pharma brand managers
and transform them from „gift managers‟ to „gifted managers‟ who can
differentiate their products through innovative promotions and well-
trained team members - in an increasingly generic market.
MedicinMan has gained international visibility and recognition. This
month we have two eminent people - Hanno Wolfram from Germany
CATCH THE DRIFT. MUMBAI, 2013
and Renie McClay from United States of America
joining our newly-formed International Editorial
Board. You can read their articles in this issue to know
their areas of expertise. We plan to bring these ex-
perts to India in 2013 for the benefit of Indian Phar-
ma. Welcome Hanno and Renie. I have had the privi-
lege of participating in Renie McClay‟s programs in
India and she is a fantastic resource person with
some outstanding books on Sales Training to her
credit. Hanno Wolfram is known to many of you as
he has written several articles in MedicinMan.
F
Both Hanno and Renie are great “Friends of India” and
we look forward to learning from them through their
books, articles and programs.
I was privileged to be the keynote speaker at an exclu-
sive Indian Pharma Leaders meeting organized by
Cambridge Consultants of U.K. at the Four Seasons
Hotel in Mumbai on the 16th and 17th January 2013.
Read my brief on the interaction on page 12.
We have launched a new initiative for young profession-
als at MedicinMan: the “MedicinMan ChangeMakers
Board". Kumar Saurabh, a Key Account Manager from
Strides Arcolabs, comes on board as the first
“MedicinMan ChangeMaker”. We plan to take up many
activities that will give practical insights to bring about
Field Force Excellence. We want more people who are
willing and able make a positive change in the industry
to join us and contribute to fostering Field Force Excel-
lence in Indian Pharma and Devices.
At MedicinMan, we believe that Key Account Manage-
ment will emerge as a thrust area for pharma and we
have “KAM in Pharma: Another Success Story” by Tony
O‟Connor et al. For those of you interested in reading
the entire article, it is available for free download on
www.medicinman.net
We have some fantastic articles in this issue – please
share MedicinMan widely with your friends and
colleagues. †
2| MedicinMan February 2013
Catch the Drift | Anup Soans
We are All Salesmen
Book Review
Whether we‟re employees trying to convince colleagues
about a new idea or parents and teachers cajoling children
to study, we spend our days trying to move others to
action. Like it or not, we‟re all in sales now.
To Sell Is Human offers a fresh look at the art and science
of selling. Daniel H. Pink draws on a rich trove of social
science for his counterintuitive insights. He reveals the new
ABCs of moving others (it‟s no longer “Always Be Clos-
ing”), explains why extraverts don‟t make the best sales-
people, and shows how giving people an “off-ramp” for
their actions can matter more than actually changing their
minds.
Along the way, Pink describes the six successors to the
elevator pitch, the three rules for understanding another‟s
perspective, the five frames that can make your message
clearer and more persuasive, and much more. The result is
a perceptive and practical book – one that will change
how you see the world and transform what you do at
work, at school, and at home. †
From the bestselling author
of A Whole New Mind
comes a useful book that
explores the power of selling
in our lives.
Stay Connected with MedicinMan.
Visit us at www.medicinman.net or connect on
social media. Click on the icons below.
Subscribe to MedicinMan for FREE:
http://eepurl/odg2X
6. Listening: Key to Field Force Excellence
FFE simply means “customer orientation”. Striv-
ing to change perspective to look outside-in,
involving the whole company(!) because that is
what we enjoy being customers ourselves.
Hanno Wolfram
9. Excellence Through Effectiveness
In an increasingly generic market, Field Force
Effectiveness becomes the Key Differentiator in
a company’s sales strategy.
K. Hariram
12. India Driving World Pharma by 2030?
A thought-provoking discussion facilitated by
Cambridge Consultants at the Four Seasons
Hotel, Mumbai.
Anup Soans, Editor
15. Thirteen Sales Closings in 2013!
Create an extra sales cycle in the year by
tweaking the start and close of each cycle.
V. Srinivasan
16. Medical Rep of the Year!
Nine simple steps to sales excellence and career
success.
Rachana Narayan
Contents
CLICK TO NAVIGATE.
3| MedicinMan February 2013
6.
11.
16.
MedicinMan Vol. 3 Issue 2
Editor and Publisher:
Anup Soans
CEO:
Chayya S. Sankath
COO:
Arvind Nair
Chief Mentor:
K. Hariram
Advisory Board:
Vivek Hattangadi; Jolly Mathews
Editorial Board:
Salil Kallianpur; Dr. Shalini Ratan; Shashin Bodawala;
Prabhakar Shetty; Vardarajan S; Dr. Mandar Kubal;
Dr. Surinder Kumar
International Editorial Board:
Hanno Wolfram; Renie McClay
Executive Editor:
Joshua Soans
21. Leading Tomorrow, Today
10 Steps to building successful teams of the
future.
Renie McClay
25. HEOR: What is Systematic Review?
Evidence-based healthcare made simple.
Richa Goyal and Mahendra Rai
28. HOT on LINKEDIN: Brand Loyalty: A
Thing of the Past.
What does pharma branding mean in the
age of hyper generics and rapidly shifting
loyalties.
Sharad Virmani
31. MR Knowledge Series
Clinical Trials made simple.
Dr. Amit Dang
15. Preview: Key Account Management in
Pharma: Another Success Story.
Ken Boyce, Ralph Boyce and Tony O’Connor
Contents
CLICK TO NAVIGATE.
28.
MedicinMan Academy:
Dr. S. Srinivasan, Dean, Medical Education
Prof. Vivek Hattangaadi, Dean, Professional Skills Development
MedicinMan ChangeMakers:
Saurabh Kumar
Make a difference in Pharma. Join MedicinMan
ChangeMakers. Write in to our editor to find out
more:
www.branddrift.com
9 February 2013
Mumbai
BRAND DRIFT Info to
Insight
2013
Pharma’s Premier Branding Event
Inspiration
6| MedicinMan February 2013
Hanno Wolfram is MD at Innov8 GmbH, Germany. He is a thought-leader on Pharma Key Account Management and is
the co-author of the only book on KAM in Pharma.
The only objective for true Field Force
excellence is to get more for the same
or the same for less.
Pharma companies try hard to save
their old sales model from being changed and
seem to have forgotten that excellence is a judge-
ment not a new concept. Who judges if my ap-
proach is excellent? It is the physician or the in-
tended prescriber of my products.
In the last few years we could see that Physicians
hardly see our efforts as excellent: they close their
T
”
“
LISTENING: KEY TO FIELD FORCE EXCELLENCE doors or restrict their availability and the time they want to share with
us. This is a very clear statement: field forces are not perceived as
being excellent. Once we know how our target audience judges us as
“excellent”, we will easily be able to meet their expectations and bring
our field force to the next level.
The obstacles to achieve this are plenty and need to be considered by
every enterprise in their individual way. There is nothing like “one size
fits all” or a “best practice” simply to be copied.
The very first obstacle to overcome is the current perspective: the
working truism is that pharma companies look inside out. Physicians
are subjects to be promoted on and made to prescribe.
Think about your own most remembered meet-
ing last week? What made it really different from others? The most
common distinction between a good and a poor face-to-face with
anyone, private or busi-ness, is that someone listened to you and
meant it.
Guest
Editorial
Only few companies are trying to
ask their targets (physicians) what
they would like and expect. Prod-
ucts are said to be sold to prescrib-
ers. Most pharma companies are
trying to push doctors and make
them use the respective portfolio.
This mentality is contradictory to
Field Force Excellence (FFE).
What is currently measured has little
to do with excellence. Most of us
still measure reach, frequency, cov-
erage and revenue achieved. If you
want to go for FFE you need to ask
your target audience and find out
what they perceive as excellent.
What you derive from their answers,
will become the center of your
efforts to drive FFE.
A core question to support these
efforts is what you need to meas-
ure. Which are the appropriate
metrics indicating excellence of our
marketing and sales efforts? Meas-
uring the degree of accessibility
might be an interesting concept.
The less access you have, the poorer
is your degree of excellence. There
are pharma companies that have
fully abandoned measuring the out-
come of field force efforts and today
measure „client satisfaction‟.
Beyond measuring facts and figures
and fighting the sentence: “we can-
not measure client satisfaction!”,
there might be simple ideas and
concepts based on commonsense.
Think about your own most remem-
bered meeting last week? What
made it really different from others?
The most common distinction be-
tween a good and a poor face-to-
face with anyone, private or busi-
ness, is that someone listened to
you and meant it.
7| MedicinMan February 2013
FFE: The Importance of Listening | Hanno Wolfram
If we want our field force wants to
become excellent and deliver value,
Medical Reps will have to listen. The
traditional hard selling approach
“You have to deliver this message
n-times to each individual!” will not
be perceived as helpful or mean-
ingful to any physician. This is what
they (physicians) let pharma know
by closing doors.
You will find that FFE simply means
“customer orientation”; striving to
change perspective to look outside-
in, involving the whole company,
because that is what we enjoy -
being customers ourselves. Why
should doctors see excellence
differently? †
You will find out that
FFE simply means
“customer orientation”;
striving to change
perspective to look
outside-in, involving
the whole company,
because that is what
we enjoy - being cus-
tomers ourselves. Why
should doctors see
excellence differently?
“The less access you have, the poorer is your degree of excellence. There are pharma companies that have fully abandoned measuring the outcome of field force efforts and today measure „client satisfaction‟.”
www.branddrift.com
9 February 2013
Mumbai
BRAND DRIFT Info to
Insight
2013
Pharma’s Premier Branding Event
Excitement
9| MedicinMan February 2013
K. Hariram is the former MD (retd.) at Galderma India. He is
Chief Mentor at MedicinMan and a regular contributor.
“
he Indian pharmaceutical market is on
the growth path, driven by:
a) Rising household income levels, and
hence affordability,
b) Increasing prevalence of lifestyle related diseas-
es,
c) Improving healthcare infrastructure/delivery
systems and
4) Rising penetration in smaller towns and rural
areas.
However, competitive pressures in the domestic
market are likely to sustain as MNCs become ag-
gressive and domestic companies leverage on
their expanded field force.
There are associated challenges to keep pace with
the growth opportunities:
T
EXCELLENCE THROUGH EFFECTIVENESS. a) 90% of Indian‟s Pharma market is branded generics
b) Differentiation is difficult
c) Every Pharma company is ramping up its field force
d) Lack of talent and high rates of attrition
e) The era of blockbusters is over.
f) Innovation pipeline is weak
From the marketing and selling side there is: a) Reduced access to
physicians, b) Increased number of competitors, c) Being a part of
huge clutter – the need to differentiate and stand out.
To cope with the challenge of differentiation, marketing strategies
alone may be inadequate. Thus Field Force Effectiveness becomes
more relevant. It impacts the company‟s interface with the customer
and hence the manner in which the customer views the promotional
strategies.
What is Field Force Effectiveness? It is all about improving Productivity,
“A Strategic lever in Pharmaceutical Marketing.”
In an increasingly generic market, Field Force
Effectiveness becomes the Key Differentiator
in a company‟s sales strategy.
FFE
It is the field force that interfaces
with the customer day in and day
out. Ultimately they are the ones
who generate revenues for the
organization. The typical Pharma
sales model involves three key ele-
ments.
1. Target audience Customers /
Influencers - “To whom are we
selling?”
2. Type of Interactions - “How do
we interact with our target au-
dience – customers and influ-
encers?”
3. Nature of the Offer - “What are
we selling?”
The Field Force Effectiveness DRIV-
ERS in the marketplace on a day-to
-day basis comprises of quantum
of calls made with effective delivery
of the sales message and quantum
of qualitative calls made.
If all these have to be done consist-
ently, then the organization has to
operate in a proper frame work
that will drive FFE. This frame work
revolves around:
Customer sizing
The universe of customers is
vast. Hence optimizing and build-
ing effectiveness means proper
targeting, segmentation, under-
standing the customer needs and
proper customer relationship
management.
1/
“What is Field Force Effectiveness? It is all about improving productivity”, a strategic lever in pharmaceutical marketing.”
Data & Tools
In order to ensure customer
sizing, there has to be effective
tools such as sales force automa-
tion which will help in data collec-
tion and converting it to meaning-
ful information that is usable by the
field force and the sales manage-
ment in the market place.
Talent Management In today‟s context of com-
petitive scenario, it is the PERSON
who makes the difference. Hence,
right people attraction, develop-
ment of people and retention be-
comes very important.
Training & develop-
ment
Talent can be managed only by
having a proper structure to build
competencies which are sustaina-
ble. Considering the geographical
spread of the field force, the struc-
ture should encompass the reach
and frequency along with right
tools and methods.
2/ Sales Management
The sales management
process should include performance
management, rewards and recogni-
tion and the right balance between
process and results.
According to Stephen Covey, FFE has
a lot to do with P/PC balance. P refers
to Producing unit of Field force and
PC refers to Producing Capability. A
fine example of this is the story of
GOLDEN GOOSE and the FARMER in
AESOP‟s Fables.
Introduction of technology and tools
such as iPads are good enablers to
FFE. But they cannot substitute for
any of the above.
Peter Drucker defines EFFICIENCY as
„doing things right‟ and EFFECTIVE-
NESS as „doing the right things‟. To-
gether, they lead to FIELD FORCE
EXCELLENCE. †
10| MedicinMan February 2013
Excellence Through Effectiveness | K. Hariram
3/
4/
4/
“Introduction of technology and
tools such as iPads are good enablers.
But they cannot substitute the
basics.”
www.branddrift.com
9 February 2013
Mumbai
BRAND DRIFT Info to
Insight
2013
Pharma’s Premier Branding Event
Sharing
12| MedicinMan February 2013
Anup Soans is Editor, MedicinMan. He is the author of three
books for pharma sales professionals.
ambridge Consultants of U.K. did a
splendid job of gathering 25 Indian
Pharma‟s best minds from R & D,
strategy, M & A, IP, business devel-
opment, global branding, project management
and clinical research to brainstorm possible sce-
narios of the future of Indian Pharma in the
global arena.
Cambridge Consultants put these professionals
into teams and facilitated some great discus-
sions on various topics like:
¤ How will companies change to meet the
challenges of dominating the global gener-
ics business?
¤ Where would new growth opportunities
arise?
C
INDIA
DRIVING
WORLD
PHARMA
BY 2030?
¤ Would the current family owned structure be able to meet the
challenge of being global players?
¤ What regulatory environment could be expected?
¤ What governance and leadership changes need to be done?
¤ What would be the Indian government‟s role and how can the
Indian Pharma represent itself to policy makers?
¤ Finally, what would an increasingly active consumer demand from
Pharma and healthcare providers?
The discussions were preceded by insights into these areas and expert-
ly facilitated by Cambridge Consultants team that had flown in from UK
and the US. Tell us what you think about the above questions.
Cambridge Consultants are in the process of putting together a report,
the highlights of which, we will share with our readers. So keep watch-
ing this space. More importantly write to us if you would like to be part
of such future meetings.
Report
A thought-provoking discussion
facilitated by Cambridge Consultants
on 16th and 17th of January 2013 at the
Four Seasons Hotel, Mumbai.
www.cambridgeconsultants.com
Cambridge Consultants is a 50-year
old international technology develop-
ment and consultancy company,
providing outsourced Research and
Development to clients - from start-
ups to blue-chip multinationals - who
need to develop innovative, techno-
logically novel, breakthrough prod-
ucts. The company also provides busi-
ness consulting services in the areas
of innovation management, market
strategy and technical due diligence.
Cambridge Consultants employs
about 300 engineers, scientists, math-
ematicians, consultants, analysts and
support staff in both Cambridge, UK
and Cambridge, USA
Founded in 1960 by two Cambridge
graduates – Tim Eiloart and David
Southward – to "put the brains
of Cambridge University at disposal of
the problems of British indus-
try. Cambridge Consultants was one
of UK‟s first technology transfer busi-
nesses
Their early work laid the founda-
tions for what is now known as the
Cambridge Phenomenon or Silicon
Fen.
– Adapted from Wikipedia
13| MedicinMan February 2013
India Driving World Pharma by 2030 | Anup Soans
“Cambridge Consultants is a 50-year old international technology development and consultancy company, providing outsourced Research and Development to clients - from start-ups to blue-chip multinationals -
who need to develop innovative, technologically novel, breakthrough products.”
Companies represented at the
Discussion: Abbott; Asiatic Clinical
Research, Cipla, Glenmark, Lupin,
Merck Serono, Nypro Inc,
Ranbaxy, Sanofi, Taro Pharma-
ceutical Industries (Sun Group).
Nationalities Present: Indian, PIO,
US, UK, France, Israel, Belgium
Editor‟s Note: Indian consulting
firms and academia would do
well to emulate such initiatives
that play an important role in
fostering networking and learn-
ing from peers. MedicinMan will
be glad to play the role of a fa-
cilitator/catalyst. We already
have forums like Brand Drift,
Field Force Excellence and
Breakfast for the Brain, where
Pharma and related industry
professionals meet regularly to
brainstorm and share ideas, ex-
pertise and learning. For more
details visit:
www.medicinman.net
Send in your comments to:
www.branddrift.com
9 February 2013
Mumbai
BRAND DRIFT Info to
Insight
2013
Pharma’s Premier Branding Event
Caring
15| MedicinMan February 2013
V. Srinivasan has headed Sales Administration & HR functions in reputed Pharma Companies. He has to his credit over 325 published articles in India and abroad.
[email protected] Mob: 8056168585
ormally Pharma Companies do the monthly sales clos-
ings at the end of every month, thus 12 sales closings in
a year. However it is also possible to have 13 sales
closings in a year, as explained below:
Normally we will have 4 full weeks in any month, and in a few
months, a few more days. On this basis, we can allocate 28 days
(i.e. 4 full weeks) for every month or every Cycle, as per table
enclosed. By saving a few days from every month, we can create
an additional month or Cycle for the purposes of our sales clos-
ings. The sales closing will be done on the last day of each Cy-
cle. If that day happens to be a Sunday or a holiday, then sales
closing will happen on the previous working day, or the next
working day. All promotional inputs, incentives, targeting, incen-
tives, reporting systems should be adjusted to accommodate this
arrangement.
Benefits:
1) In these days of extreme competition, one month‟s additional
sales would be most welcome to all Pharma Companies.
2) CFAs will be very busy during month end, because all Compa-
nies close their monthly sales at that time only. Hence, if we
N
close our sales on a different date, they will be more
comfortable, can give us more time, better co-
operation, and goods can be physically dispatched
faster.
Since this is the time of the year when all companies
finalize their monthly budgets/targets for the coming
year, companies which may find this suggestion ap-
pealing, can experiment with the same this year, and
if it is better than the conventional one, they can con-
tinue in coming years too! †
13 SALES CLOSINGS IN 2013! By saving a few days from every
month, we can create an additional
month or Cycle for the purposes of
our sales closings. In these days of
extreme competition, one month‟s
additional sales would be most
welcome to all Pharma Companies.
S.No. From To Cycle No. Sales Closing on
01) 1.1.13 28.1.13 1 28th Jan
02) 29.1.13 25.2.13 2 25th Feb
03) 26.2.13 25.3.13 3 25th Mar
04) 26.3.13 22.4.13 4 22nd Apr
05) 23.4.13 20.5.13 5 20th May
06) 21.5.13 17.6.13 6 17th June
07) 18.6.13 15.7.13 7 15th July
08) 16.7.13 12.8.13 8 12th Aug
09) 13.8.13 9.9.13 9 9th Sept
10) 10.9.13 7.10.13 10 7th Oct
11) 8.10.13 4.11.13 11 4th Nov
12) 5.11.13 2.12.13 12 2nd Dec
13) 3.12.13 30.12.13 13 30th Dec
Sales
16| MedicinMan February 2013
Rachana Narayan is a Trainer at Invida - A Menarini Company.
FIELD FORCE
SPECIAL
What [Medical Reps] don‟t
realize is that they are into
the most dynamic profes-
sion where rewards are
transparent and directly pro-
portional to the efforts. But
cracking the code to get
that reward is always a mys-
tery to them. The problem is
there is no written guideline
which clearly specifies the
dos and don‟ts to become
the “Salesman of the year”.
The solution is to practice
good salesmanship and the
rewards will follow.
”
“
his should be the dream of all those
aspiring salesmen who wish to be in the
top 20% salesmen category bringing
about 80% of the sales. But the ques-
tion is how many really dream this when they join
this profession? Let‟s acknowledge the fact that
unlike other professions, pharma sales is not the
chosen path for many. For most of them, it is ei-
ther a part-time job or a desperate remedy or
“give it a try” option. What they don‟t realize is
that they are into the most dynamic profession
where rewards are transparent and directly pro-
portional to the efforts. But cracking the code to
T MEDICAL REP OF THE YEAR!
get that reward is always a mystery to them. The problem is there is no
written guideline which clearly specifies the dos and don‟ts to become
the “Salesman of the year”. The solution is to practice good salesman-
ship and the rewards will follow.
Even though Pharma sales strategies have undergone a rapid change,
the characteristics of a good salesman remain unaltered. While only a
few are born salesmen, anyone can inculcate those qualities with prac-
tice provided they have the desire to learn and have tremendous pa-
tience. Even the born salesman needs to sharpen his skills, display pa-
tience and remain updated about the changing dynamics of the mar-
ket in order to do wonders. Here are some of the characteristics which
if developed will help to achieve the golden dream of becoming “the
salesman of the year.”
Confidence Confidence is the most
desirable and basic characteristic a
salesman needs to possess but
confidence alone cannot cause
sale. This explains why many fresh-
er candidates initially brimming
with confidence tend to lose it after
few rejections and quit. They need
to realize the fact that confidence is
the facilitator but not the key to
success. Confidence in self and
trust in the product helps a sales-
man yield a good presentation and
convince the prospect. Without
confidence all other skills go wast-
ed. By-hearting the technical as-
pects will never yield results until it
is presented well with confidence,
persistence and passion.
Differentiation As we all are created
different, discovering that unique-
ness and using it to differentiate
oneself from competitors should be
an important strategy to attract the
customers. One has to remember
that all the iconic personalities are
remembered for their unique set of
characteristics which differentiated
them from all their contemporaries.
Don‟t we want variations in food,
clothes, songs, movie-stars and all
other things of life? So do the doc-
“Confidence alone does not lead to sales. This explains why many fresher candidates initially brimming with confidence tend to lose it after few rejections and quit. They need to realize the fact that confidence is the facilitator but not
the key to success.”
tors. A good salesman under-
stands this fact well and uses his
creativity to register his brand as
well as himself as a brand in the
minds of the doctor.
Stays updated Remaining updated is
the thumb rule of this profession.
The more the better. The
knowledge of medical representa-
tive may not be of importance to
his doctor but definitely enhances
his confidence in the clinic. He is
not only updated about his product
and company, but is also well in-
formed about the industry and
competitor. When he is aware of
the strengths and weaknesses of his
competitor‟s product, he becomes
better equipped to position his
product with competitive edge.
Is organized
A good salesman is a
great planner and organizes his
day, thoughts and actions with per-
fection. He sets objective for each
call based on his previous discus-
sion with the doctor and always
connects the last call with the pre-
sent one. This makes all his call
linked up to make a single call di-
vided into small modules and each
module with different stories but
ultimately same moral. Well-
connected calls help the doctor to
remember the representative as
well as his brand better than stand-
alone calls.
1/
2/
3/
17| MedicinMan February 2013
4/
The Medical Rep of the Year | Rachana Narayan
Listens & understands
Listening should be active and the
salesman should have the capabil-
ity to „listen between the words‟. He
should be empathetic towards the
concerns raised by the doctor and
should ask relevant questions to
identify his needs. He should not
be impatient to fill the gap with
wrong products for mere selling
instead he should share authentic
and correct data with the purpose
of helping the customer. The mo-
tive should be to provide apt solu-
tion to the problems identified
through questioning.
5/
“A good salesman consistently challenges himself by setting lofty goals for him-self, achieving them and breaking his own records. “
Passionate about his
brands and loves his profession
The salesman has to have passion
for his brands. If he cannot buy his
own product for himself, he can
never convince others to buy it. So,
he has to love his brands in order
to deliver compelling brand
presentations, deliver solutions in
terms of both features and benefits.
Then automatically he is able to
handle objections with confidence
and present logical arguments.
6/ Builds relation-ship on values
The foundation of pharma sales is
based on converting customer into
a client. The fact that 80% of busi-
ness comes only from 20% of the
customer clearly demonstrates the
need for developing a strategic
partnership with the customer. It
requires long term commitment,
mutual respect, sincerity, honesty,
punctuality and value-added ser-
vice to create that partnership in
the long run. Honesty in sales is so
important that it is almost impossi-
ble for this skill to be taught. When
a salesman provides authentic facts
and consistently keeps his commit-
ments, he is already on the path of
success.
7/
18| MedicinMan February 2013
“The fact that 80% of business comes only from 20% of the customer clearly demonstrates the need for developing a
strategic partnership with the customer.”
The Medical Rep of the Year | Rachana Narayan
A salesperson without integrity will
have many struggles which will of-
ten include hopping from job to
job. A feel-good factor created by
providing continuous quality ser-
vice with responsibility keeps the
relationship alive. While Salespeo-
ple perceived as being pushy, un-
empathetic or dishonest are less
successful in the long run.
Is professional
A good salesman is highly
professional in his dressing, behav-
ior, punctuality. He loves his own
time as well as others. He does not
get involved in unnecessary politics
and avoids any objectionable be-
havior. Instead he is busy concen-
trating on his targets, converting
doctors and making his products
available.
Has Positive Attitude
A salesman should develop tre-
mendous patience to accept con-
sistent rejections without getting
influenced by negative thoughts.
He makes things happen in spite of
problems and never complains. He
does not blame his luck, company
or product rather brings about
positive changes in himself that
increases his closing ratio and im-
proves his average. His enthusiasm
is infectious and gets transferred to
his customers. A good salesman
consistently challenges himself by
setting lofty goals for himself,
9/
8/
“A good salesman is highly professional in his dressing, behavior, punctuality. He loves his own time as well
as others.”
achieving them and breaking his own
records. He constantly puts effort
towards self-improvement by coach-
ing and learning from his own mis-
takes.
As I summarise, let me also add that
these qualities are not only required
to be a great salesperson. In fact,
most of these are pre-requisites to
be successful in any profession. How
could anyone be successful without
having knowledge of the work he is
doing, without passion, honesty,
sincerity, confidence and positive
attitude? Being organized, achieving
targets and building good rapport at
workplace is of utmost importance
for any professional to succeed in his
career. A person with good person-
ality, friendly, good communication
skills and a good listener is always a
winner no matter what profession he
chooses. Mahatma Gandhi,
Rabindranath Tagore, Dhirubhai
Ambani etc. were all great salesmen
of their era who sold their ideas,
vision to entire country. In present
context, APJ Abdul Kalam, Narayan
Murthy, Amitabh Bachchan, Sachin
Tendulkar, Lata Mangeshkar etc. are
all great sales personalities of their
own field. They have created a brand
of themselves, have differentiated
from their peers, have their own
unique characteristics and have
fought against all odds with their
positive attitude.
So, I totally agree with J. C. Penny,
“Salesmanship is limitless. Our very
living is selling. We are all salespeo-
ple.” †
19| MedicinMan February 2013
The Medical Rep of the Year | Rachana Narayan
www.branddrift.com
9 February 2013
Mumbai
BRAND DRIFT Info to
Insight
2013
Pharma’s Premier Branding Event
Challenge
21| MedicinMan February 2013
Renie McClay, MA, CPLP and Inspired Learning focuses on helping companies to design and deliver solutions for
improved productivity. Renie is the author of the recent book, 10 Steps to Successful Teams, ASTD Press. She‟s
managed training departments for several Fortune 500
companies, including Kraft, Novartis, and Pactiv.
”
“
Teams
10 Steps to building successful teams of
the future.
LEADING TOMORROW, TODAY.
witter, YouTube, Facebook, smart
phones, iPods…customer-driven devel-
opment, new products, downsizing, right
sizing… industrial age…knowledge work-
er…Gen X, Gen Y, Boomers. Anyone who has
been awake for the past couple of years knows
that things are changing in today‟s world – and
fast – faster than ever before in our history. In-
formation is doubling at staggering rates; tech-
nology is blazing ahead at lightning speeds; cus-
tomers are directly driving product requirements.
Thinking about all of this change makes me won-
der about two things: Will any elements of to-
day‟s environment serve us well in the future?
And, how can we best position ourselves for the
changes to come?
T As I think about these questions and reflect back on this, I realize
that most of my adult working life (and even before that in school
and growing up) has been spent working in or with teams. Working
in the corporate world, I have been on and led sales teams, internal
ad hoc project teams, teams responsible for planning recognition
events and a myriad of others. Outside of work, teams are just as
prevalent. I have been part of learning teams for graduate work,
local civic teams to help build the community, professional industry
groups and sub teams to advance the learning and skills of profes-
sionals, and the list seems to go on and on. My experience is not
unique in this regard.
In today‟s dynamic business and economic environment, teams
have emerged as a requirement for business success. We‟ve all
been part of a team before and many of you may have led teams.
Both roles (leaders and team members) are critical to the success of
the team.
Today‟s teams are expanding and
changing – crossing business units,
cultures and time zones. With all of
these variables and the pressures of
today‟s business climate, how do you
build a successful team?
Here are 10 steps that I have found
are necessary to build successful
teams:
Form the Team
The team make up is
perhaps the single most important
step of the process. If the team
doesn‟t possess the right skills and
drive to accomplish the goals, it will
be painful and often unsuccessful.
The right leader can either help or
hinder the process.
Tip: Whatever role you play on the
team, be committed to the success of
your team from day one. Give it your
all to get the right players on the
team.
Clarify Roles
If team member roles
are not clear, one of two things will
happen. The team will be inefficient
because time will be wasted as more
than one person does the same
thing. Or, the team will be ineffective
“Clarify Roles – If team member roles are
not clear, one of two things will happen.
The team will be inefficient because time
will be wasted as more than one person
does the same thing. Or, the team will be
ineffective because something important
won‟t get done at all.”
because something important
won‟t get done at all. Clarifying
who is responsible for what is criti-
cal up front.
Tip: Spend time up front clarifying
and discussing the team roles. Lev-
erage each individual‟s strengths on
the team.
Encourage
Communication
Healthy and effective communica-
tion builds trust. Giving positive
and constructive feedback helps to
keep things on track and eliminates
errors. Managing conflict helps a
team to focus on the goal rather
than on interpersonal dynamics
that can slow things down and de-
teriorate the morale of the team.
Tip: Put aside personal agendas in
favor of the team agenda.
Build Strong
Relationships
People getting to know each other
will be one of the most important
parts of building morale on the
team. The members are not robots
and it will be helpful to get to know
each other as human beings.
When relationships are strong, rela-
tional tension will be weak and peo-
ple can focus on the work to be
done.
Tip: Open communication and hon-
esty build the base for trust among
team members. Be aware of what
you say and how you say it; deliver
what you commit to and make your
deadlines. These building blocks fos-
ter trust and build strong relation-
ships.
Follow Processes
and Track Progress
Building processes and tracking pro-
gress is necessary for many reasons.
It builds efficiencies and helps for
replicable success. It also helps to
keep stakeholders informed and team
members current with what is hap-
pening and what needs to happen
next.
Tip: Processes are meant to make
things easier and run more smoothly.
Sometimes processes cease to be
effective. When this happens, don‟t
be afraid to recognize that things are
not working well, and change or
adapt the process to better suit the
needs of the team.
22| MedicinMan February 2013
Leading Tomorrow, Today | Renie McClay
Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
Assess the Team
Ideally, everyone
needs to be aware of his or her
strengths and then support fellow
team members‟ development areas.
A leader knowing who knows who
needs support is a beautiful thing.
No one possesses every skill and
knowledge; so, self awareness is
helpful for the team‟s progress and
ultimate growth and success.
Tip: Improvement begins by recog-
nizing what works and what could
use some improvement. Be open to
assessing the strengths and areas for
improvement for both yourself and
the team as a whole.
Develop Creativity
and Innovation
A team can continue to do things the
way they have always done them, but
it is pretty energizing to develop cre-
ative solutions. Creativity and inno-
vation can save time and money.
Teams can be innovative about the
end product or about how the team
operates. A mix of left and right
brain thinking can also be very pow-
erful in the team environment.
Tip: Foster a team spirit that is open
to new ideas and creativity. Use new
techniques to conduct meetings and
gather ideas. Translate these new
ideas into action – that‟s innovation!
A team can continue to do things
the way they have always done
them, but it is pretty energizing to develop creative solutions.
Creativity and innovation can save time and money.
Effective Virtual
Teams
Working remotely and participating
on a team virtually is often chal-
lenging. Connecting with people
you may never have met can make
it harder to build trust and learn to
rely on team members. Both tech-
nology and working at the people
skills can help to smooth this out.
Tip: Make it a point to reach out
to other team members. Take the
initiative to get to know them bet-
ter. Developing relationships
across any team, but particularly a
virtual team, builds trust and en-
hances productivity.
Solve Problems
All teams face prob-
lems. Perhaps the single most im-
portant quality of a team is to see
how they work through problems.
Tip: Address conflicts or problems
immediately – don‟t let them build.
When working thru problems, offer
suggestions and solutions rather
than complaints.
Reward and
Celebrate
Many teams do not celebrate vic-
tories. Many organizations do not
properly reward team successes.
There are ways to reward teams
that do not cost much and even
some that cost nothing.
Tip: Recognition is an important
reward for good performance, and it
is a fantastic motivator for continued
team contributions. Anyone can rec-
ognize and reward. Sometimes a
positive comment from another team
member carries more weight than
recognition from leadership.
Times change, and we need to
change with them. One element of
success that has weathered the storm
of time and change is the concept of
team. The structure and make up of
teams has changed over the years,
however the premise that collective
knowledge, experience, skills and
talents of a team which make them
greater than the sum of its parts
(players), has not changed.
Teamwork is essential for competing
in today's global workplace and mar-
ketplace. Teams are the norm rather
than the exception. There are many
different kinds of teams: top manage-
ment teams, focused task forces, self-
directed teams, product/service de-
velopment teams, virtual teams, and
so on. The kind of team is not as im-
portant as being part of the team.
Working together to collectively and
creatively leverage talents, improve
skills and solve business problems is
what matters most. This (team) asso-
ciation and the growth it achieves are
what will remain constant regardless
of the technology, economic environ-
ment or business challenges we face.
Successful teams position us for the
future – whatever that may bring. †
23| MedicinMan February 2013
Leading Tomorrow, Today | Renie McClay
Step 6: Step 8:
Step 9: Step 7:
Step 10:
Conclusion
” “
www.branddrift.com
9 February 2013
Mumbai
BRAND DRIFT Info to
Insight
2013
Pharma’s Premier Branding Event
Question
25| MedicinMan February 2013
Richa Goyal is Consultant, HEOR. Richa has done Masters in Pharma-
cy in Pharmacology from Panjab University, Chandigarh. She has
more than 5 years of experience in pharmaceutical research.
n the current scenario, there is an increas-
ing need to build and maintain the skills for
using the wide variety of electronic media
that allow access to large amounts of infor-
mation. For clinicians, nurses, therapists,
healthcare managers, policy makers and consum-
ers there are wide-ranging information needs
pertaining to good quality information on the
effectiveness, meaningfulness, feasibility and ap-
propriateness of a large number of healthcare
interventions.
In view of this, systematic literature reviews are
required to:
1) Serve as single source of information for high
quality recent research in a specific disease
area.
I
”
“
HEOR: WHAT IS SYSTEMATIC REVIEW? 2) Essential component of health technology assessment (HTA)
process for multiple technology appraisals (MTA) and single
technology appraisals (STA).
3) Propose a future research guideline, clinical trial design; identify
unmet needs or evidence gaps.
4) Required by authors for substantial grant funding for primary
healthcare research
Defining a Systematic Review:
A systematic review comprises of a scientific summary of the evi-
dence in a structured, reproducible method where bias is mini-
mized resulting in eligible evidence. A systematic review requires
involvement of three reviewers. Two of them individually review a
study and a third reviewer is required to resolve conflicts, if any.
HEOR
Mahendra Rai is Senior Consultant, HEOR. Mahendra has a Master‟s degree in Pharma-cy from the University of Delhi, India. He has
worked on a range of HEOR and Market Access projects including value demonstra-
tion and medical communications.
Defining appropriate
question: It is very essential to define the
clear objectives of the review, in-
cluding intervention or phenomena
of interest, relevant patient groups
to be included, and types of studies
required. These will help in the se-
lection of the studies to be included
in the review.
Searching the literature:
Published as well as un-
published literature is searched
pertaining to requirement of the
review. To avoid bias, non-English
literature should also be searched.
Some of the commonly searched
databases include Medline
(through PubMed), Embase and
the Cochrane Library. The types of
databases searched largely depend
upon the types of studies required.
In addition, the grey literature
(material that is not formally pub-
lished, such as institutional or tech-
nical reports, working papers, con-
ference proceedings, or other doc-
uments not normally subject to
editorial control or peer review)
should also be searched. After
identifying all the possible studies,
the abstracts are downloaded and
duplicates are removed.
Assessing the studies:
The assessment process in a
systematic review is as follows:
a) Each study should be assessed
for eligibility against inclusion
criteria mainly by reviewing the
abstracts
b) Full text papers should be re-
trieved for those studies meet-
ing the inclusion criteria.
c) After sourcing of full texts, the
studies should be assessed for
methodological quality using a
critical appraisal framework.
Poor quality studies should be
excluded.
d) From the remaining studies,
reported findings/outcomes are
extracted into a data extraction
form. Two independent review-
ers should ideally conduct the
assessment and conflicts, if any,
should be resolved by a thirds
reviewer.
Summarizing the data:
Findings from the individual
studies are then aggregated for
evidence synthesis to generate clin-
ical effectiveness, feasibility, useful-
ness, and meaningfulness of the
intervention or activity.
If required, a meta-analysis is done
to generate homogenous quantita-
tive evidence clinical effectiveness.
Narrative summaries are used if
quantitative data are not homoge-
nous.
Reporting the data: The
findings from the aggregation
of the studies are discussed to put
into a concise report. Apart from
discussing the results obtained for
the study question the report should
also discuss the quality and hetero-
geneity of the included studies, the
impact of bias, as well as the chance
and the applicability of the findings.
Location of already published
systematic reviews:
High quality systematic reviews are
published in many of the leading
journals and electronic databases. In
addition, electronic publication by
the Cochrane Collaboration, the NHS
Centre for Reviews and Dissemina-
tion and other organizations provide
access to these as well. †
26| MedicinMan February 2013
HEOR: What is Systematic Review | Richa Goyal & Mahendra Rai
Steps involved in a
systematic review:
1/
2/
3/
4/
5/
Location of systematic Reviews:
The Cochrane Library www.cochrane.org
The Centre for Evidence-Based Medicine
www.cebm.net
The NHS Centre for Reviews and Dissemina-
tion www.york.ac.uk/inst/crd
PubMed Clinical Queries: Find Systematic
Reviews
www.ncbi.nlm.nih.gov/entrez/query/static/
clinical.shtml
www.branddrift.com
9 February 2013
Mumbai
BRAND DRIFT Info to
Insight
2013
Pharma’s Premier Branding Event
And lots of conversation!
“Pharma marketing has changed drastically where no standard formulas apply now. With alternatives to everything available, it is the value
addition to the customer which primarily drives the business, rest is all supportive therapy.“
28| MedicinMan February 2013
Sharad Virmani is Vice President, Marketing and Sales at
Comed Chemicals and Pharmaceuticals.
”
“
BRAND LOYALTY: A
THING OF THE PAST.
Linked
Hot on
n the evolving pharma market,
brand loyalty, which was the
mainstay of the Pharma
business, is slowly but surely
becoming a thing of the past.
Till now the entire industry was de-
pendent on Brand Loyalty. Over a
period of time the customer has be-
come much smarter than the pharma
companies and 100% loyalty factor to
a single brand is a thing of the past.
Rx habits are not permanent in to-
day's time
To avoid dependence on single com-
pany and to meet their commercial or
Medical needs, most modern day cus-
tomers now prefer to divide their pre-
scriptions of a particular generic
among 3 - 4 companies and they
keep rotating it depending on the
value addition and the involvement,
innovation and aggression of the
company and its representatives.
So Rx habits today are dependent on
various parameters unlike earlier times
when Company, Quality and Commit-
ment was the driving factor.
There is a big difference between
AC-room strategy and market reality,
which needs to be addressed aggres-
sively for driving business in current
environment.
Pharma marketing has changed dras-
tically where no standard formulas
apply now.
With alternatives available for every-
thing, it is value addition to customer,
which primarily drives business, rest is
all supportive therapy.
“the key to your success will be in shifting your customer from one brand to another every quarter with better value addition to entice him and ensure his continued loyalty to the organization.”
Whatever little loyalty in Rx's that
you are seeing today is only in the
territories where you have Reps
who started working before 2003-
2004. They have been able to sus-
tain some loyalty in their Rx be-
cause of old time‟s sake and the
value-added support of the parent
organization, but that too is not
100%. If you survey the market of
people who joined after 2004, you
will find the Rx loyalty factor is ex-
tremely low.
Time has come for the Indian Phar-
ma market to quickly shift gears.
Forget about brand loyalty; the
important thing is to focus on
“Continued Customer Loyalty” irre-
spective of what brands the Doctor
writes for you.
With the competitors latching on
fast to your customer for the same
generic, with better value addition,
the key to your success will be in
shifting your customer from one
brand to another every quarter
with better value addition to entice
him and ensure his continued loy-
alty to the organization.
This brings in a bigger challenge.
Do we shift the customer every
quarter on existing brands or give
him new brands to prescribe.
For that you will have to asses your
own Marketing Strength and Capa-
bilities. You could rotate him on
existing brands for two quarters in a
year and give him new products in
the next two quarters or you could
keep rotating your current targeted
portfolio with him. This will test your
marketing team‟s skills and their
grasp of ground realities.
The most important thing today is “to
retain the customer” irrespective of
what he writes for you because it is
very difficult to bring in new custom-
ers to your fold.
With the 348 Drugs NLEM list com-
ing into effect, generic competition
will increase.
There will be no price advantage –
on which several companies were
thriving.
Volumes of key players will dip –
therefore more pressure will be ex-
erted in the market on customers to
compensate those volumes, hence
there will be a “ customer crunch” .
Profits will come down – new innova-
tive business approaches will be
adopted to acquire customers.
This also means – no Annual Product
Plans will work. Product strategies,
number of targeted customers per
brand and targets will have to be
revisited and fine-tuned every quar-
ter - the Annual Total Business Vol-
ume Plan remaining intact.
Retaining customers with “Innovative
Value Addition” will be the key factor
and then rotating brands with them
successfully will ensure continued
business. †
29| MedicinMan February 2013
Brand Loyalty: A Thing of the Past | Sharad Virmani
I
CATCH THE DRIFT AT PHARMA’S MOST AWAITED
EVENT OF THE YEAR 9 February 2013
Mumbai
BRAND DRIFT Info to
Insight
2013
www.branddrift.com
Limited Seats, Register Now.
Contact: Arvind Nair | +91 98702 01422 | [email protected] | www.branddrift.com
31| MedicinMan February 2013
Dr. Amit Dang is Director at Geronimo Healthcare Pvt. Ltd.,
MR Knowledge Series
linical trials are research studies that evaluate whether a
medical treatment or device is safe and effective for hu-
mans. If the clinical trial is involving drugs, it aims to ac-
quire information about the pharmacokinetic and pharmacody-
namic properties of a potential drug. Carefully conducted clini-
cal trials are the safest and fastest way to find treatments which
may help in diagnosis or treatment of people.
Essentially, the clinical trials are an integral part of drug develop-
ment. Clinical trials are one of the final stages of a long and care-
ful research process. Research starts with the identification of the
drug molecule or the device which is to be investigated. After
selection of a molecule, the pre-clinical or animal testing is done.
This pre-clinical phase is also conducted in steps like studying the
efficacy, short-term toxicity and long-term toxicity (tendency to
be carcinogenic or mutagenic) of the drug. After a green signal
from the regulatory authorities [like Drugs Controller General of
India (DCGI) in India] the molecule or the potential drug is then
tested in clinical trials.
According to these regulatory bodies, the clinical trials of devel-
opment phase should be conducted in different phases so as to
establish the efficacy and safety of the drug before it becomes
available in market and also for some tenure after its approval.
The clinical trials are conducted in different phases (Phase I-IV)
(Table 1). As the results of the clinical trials can benefit the com-
C
munity, it is essential that the researchers adhere to
the globally accepted guidelines. For safety purposes,
clinical trials start with small groups of patients to find
out whether a new approach causes any harm. In later
phases of clinical trials, researchers learn more about
the new approach's risks and benefits.
Usually, clinical trials compare a new product or thera-
py with an already known or standard treatment for a
particular condition e.g. comparison of vildagliptin
(new drug) with pioglitazone (known or established
drug) for its use among patients of diabetes mellitus.
Clinical trials are also done for other reasons e.g.:
To compare the existing treatments to determine
which is better.
To evaluate the different doses or different routes of
drug in a given condition. E.g. comparison of IV iron
sucrose versus oral iron therapy in management of
anemia.
Evaluation of an already known drug for a new indica-
tion e.g. use of bupropion for nicotine de-addiction
[bupropion (an antidepressant) vs placebo]. A placebo
is a product with no therapeutic action, but it looks
like the test product.
To evaluate the effect of a drug in a different popula-
tion group study e.g. among elderly patients. †
CLINICAL TRIALS
Phases Phase I
First in human
Phase II
First in patient
Phase III
Multi-site trial
Phase IV
Post-marketing surveil-lance
Number of participants
10-100 50-500 A few hundred to a few thousand
Many thousands
Who are the participants
Usually healthy volunteers; occasionally with patients with advanced or rare disease
Patient-subjects re-ceiving experimental drug
Patients- Subjects receiving experi-mental drug
Patients in treatment with approved drug.
What is test-ed
Safety and tolerability Efficacy and dose-ranging
Confirm efficacy in larger population
Adverse events, compli-ance, drug-drug interac-tions
Duration Months to years 1-2 years 3-5 years No fixed duration
Table 1: Characteristics of different phases of clinical trials
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33| MedicinMan February 2013
KAM
KEY ACCOUNT
MANAGEMENT
IN PHARMA ANOTHER SUCCESS STORY
ey Account Management is believed
by many to be the miracle cure for
the currently ailing Pharma industry,
however the debate surrounding its
effectiveness ebbs and flows between „it‟s the
answer‟ and „it‟s the latest version of the emper-
or‟s new clothes‟.
Many of the views expressed on the effectiveness
of KAM in a Pharma setting are based on the
theoretical application of a new approach in an
unfamiliar setting. The critics of KAM are often
those who nod wisely knowing that „the Pharma
market place is different‟ to every other market
and „it‟s not like that in my country‟ as it is differ-
ent to all the others. The advocates of KAM point
to the theoretical, if logical, benefits of KAM in
the current Healthcare environment but there are
relatively few case studies to support either view
point. This is not an isolated occurrence in the
Pharma industry, as many a valid approaches
have fallen by the wayside over the years through
K
sub-optimal implementation; to quote Professor Brian Smith from
the Open University and Cranfield Business School: „Implementation
- the Graveyard of Strategy‟.
Pharma MI have been in the fortunate position of being able to
work closely with a top 5 Pharma companies in the UK for many
years, guiding and supporting a multi-team KAM implementation.
This anonymous case study reflects the real outcome that has re-
sulted from our combined focus on a commitment to implement
KAM effectively.
From the outset, the company Divisional Director was committed to
making KAM a success within his division and had a stated aim of
becoming world class in their implementation of KAM. He was not
expecting a quick win and as a member of the senior management
team was prepared to see this through to a conclusion, whatever
that conclusion may be: success or failure. He was prepared to back
this level of commitment for several years and was not eyeing his
next step up on the Corporate ladder in two years‟ time, leaving the
KAM project for someone else to manage/pick up the pieces, when
he had moved on to new pastures.
The product where the KAM approach has been most successful is
a mature/well established Brand, in an existing Secondary care mar-
ket with recent new higher price entrants, which were supported by
significant sales and marketing efforts and also less expensive alter-
natives. The company product value proposition was refined over a
period of time with the relevant stakeholders to be attractive and
valuable to both parties (the Company and the accounts/ custom-
ers) but there was no significant Advertising or Non- Face to Face
promotion other than the members of the KAM/Sales teams. The
product value proposition had both convincing clinical and cost
effectiveness elements and had an appeal to the multiple stake-
holders with an account.
Read the rest of the article on www.medicinman.net
Ken Boyce, Ralph Boyce and Tony O‟Connor - Directors of Pharma MI. © Pharma MI February 2009
The Half-Time Coach is delivered by Anup Soans,
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