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MedicinMan April 2013

MedicinMan April 2013

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Published by Anup Soans
Inside this Issue
Editorial: Targets Vs. Training by Anup Soans

Are your training targets as agressive as your sales targets?

1. BRAND DRIFT 2013 – A Milestone for Pharma by Arvind Nair

The Conference Director of Brand Drift 2013 tells us what drives pharma’s most loved annual branding event.

2. Five Simple Equations for Sales Excellence by K. Satya Mahesh

Tried and tested means to achieve Field Force Excellence, condensed in FIVE simple equations.

3. Field Force Excellence – The Need for Role Clarity by K. Hariram

A sales organization cannot achieve excellence unless there is a clear-cut definition and understanding of roles and responsibilities.

4. Employee Loyalty – At What Cost? by Sharad Virmani

The era of employees being loyal to a single organization has passed – the upsides to this are surprisingly plentiful.

5. Munshiji ki Panch Tantra for Professional Growth by Sanjay Munshi

The Chief General Manager for Sales and Marketing at Tablets India shares the Five Ingredients of his Professional Success Story.

6. What PMT Proposes, Field Force Disposes by Mala Raj

A Brand Strategy that does not demonstrate a concrete understanding of ground reality is bound to fail – first in the minds of your Reps and then on the field itself.

7. You Think You are Coaching; Do They? by K. Hariram

How do you know if your inputs to your reps are really adding value?

8. Decision Analysis by Mahendra Rai, Richa Goyal and Pinaki Ghosh

A scientific approach to complex decisions involving healthcare interventions and treatments.

9. Emerging Areas in Healthcare: HTA by Javed Shaikh and Shafaq Shaikh

Health Technology Assessment (HTA) is an emerging discipline for assessing the implications of choosing a particular technology in treating patients.

10. BOOK REVIEWS

1. Pharma First Line Leader to CEO – The Roadmap to Success by Vivek Hattangadi reviewed by Subba Rao Chaganti

2. Interactive and Engaging Training – A Practical Guide by Renie McClay reviewed by Anup Soans
Inside this Issue
Editorial: Targets Vs. Training by Anup Soans

Are your training targets as agressive as your sales targets?

1. BRAND DRIFT 2013 – A Milestone for Pharma by Arvind Nair

The Conference Director of Brand Drift 2013 tells us what drives pharma’s most loved annual branding event.

2. Five Simple Equations for Sales Excellence by K. Satya Mahesh

Tried and tested means to achieve Field Force Excellence, condensed in FIVE simple equations.

3. Field Force Excellence – The Need for Role Clarity by K. Hariram

A sales organization cannot achieve excellence unless there is a clear-cut definition and understanding of roles and responsibilities.

4. Employee Loyalty – At What Cost? by Sharad Virmani

The era of employees being loyal to a single organization has passed – the upsides to this are surprisingly plentiful.

5. Munshiji ki Panch Tantra for Professional Growth by Sanjay Munshi

The Chief General Manager for Sales and Marketing at Tablets India shares the Five Ingredients of his Professional Success Story.

6. What PMT Proposes, Field Force Disposes by Mala Raj

A Brand Strategy that does not demonstrate a concrete understanding of ground reality is bound to fail – first in the minds of your Reps and then on the field itself.

7. You Think You are Coaching; Do They? by K. Hariram

How do you know if your inputs to your reps are really adding value?

8. Decision Analysis by Mahendra Rai, Richa Goyal and Pinaki Ghosh

A scientific approach to complex decisions involving healthcare interventions and treatments.

9. Emerging Areas in Healthcare: HTA by Javed Shaikh and Shafaq Shaikh

Health Technology Assessment (HTA) is an emerging discipline for assessing the implications of choosing a particular technology in treating patients.

10. BOOK REVIEWS

1. Pharma First Line Leader to CEO – The Roadmap to Success by Vivek Hattangadi reviewed by Subba Rao Chaganti

2. Interactive and Engaging Training – A Practical Guide by Renie McClay reviewed by Anup Soans

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MEDICINMAN

April 2013 | www.medicinman.net

TM

Field Force Excellence

TRAINING
Is your training as ambitious as the targets you set for your teams?
- EDITORIAL

TARGETS

Vs.

1 | MedicinMan April 2013

EDITORIAL: Target Vs. Training | Anup Soans, Editor

Pharma companies are great at setting ambitious sales targets but not so great when it comes to training people who are responsible for achieving those targets.

I

f the only tool you have is a hammer, every problem looks like a nail.”

Corollary: if pressure on people is the only strategy you have to achieve sales target, then stress and attrition are the only permanent outcomes your sales team will produce. Pharma companies are great in setting ambitious sales targets but not so great when it comes to training people who are responsible for achieving those targets. I recently met the VP Sales of a well established company with a good mix of me-too and niche products in global markets. They had an enviable track record of over 25 years and a turnover of nearly Rs. 1000 crores. They had recently entered the domestic market and wanted to know how their field force could be trained to work in a professional manner. They wanted to replicate what they had done in the international markets. After discussions for over an hour, I had an uneasy feeling that this meeting was not going to make much headway. Reason? They had set very aggressive sales targets but very little resources were allocated to train and develop their field force. Most companies in the Indian Pharma Market set very aggressive sales targets, which is good in itself. But it must be backed by aggressive training and development programs that build skills and confidence of the field force.

The power of training can be illustrated vividly through the terrorist attack on Mumbai in 2008. Ten well-trained and highly motivated terrorists held the city to ransom as they struck at will killing policemen and civilians. There were over 30,000 policemen in Mumbai when the attack occurred. There was little they could do to take back the city, except cordon off the areas under attack. In contrast the NSG commandos took the task headon and completed their mission successfully. The main difference between the Mumbai police and the NSG commandos is the importance they give to training and preparedness. Many of the policemen had not fired a single round of ammunition for years. In contrast, NSG commandos are trained intensely and regularly in all areas of professional competence. The difference in performance is the result of difference in training. Tougher the task, greater the need for training. The Indian Pharma Market is fiercely competitive – too many MRs chasing too few CORE doctors! Aggressive sales targets must be matched by aggressive training interventions. For most companies, product training takes the front-seat and it becomes an exercise in ‘what’ knowledge rather than ‘how’ knowledge and ‘why’ knowledge. It is a fill-the-bucket approach that dumps information in elephant doses, which is rarely effective.

What is useful is a demonstration of how knowledge can make difference to improving performance. For this, the initial classroom training must be followed up on the field regularly by the FLM and SLM – this rarely happens. As a result behaviour remains same and the hapless FLM transfers the pressure with a force multiplier to MRs. The only people who gain from this approach are the hundreds of placement agencies that have mushroomed to enable pharma companies put feet-on-street as quickly as possible. The current industry trend is to hire ONLY experienced candidates. The assumption being that they have the right experience and are likely to stay for at least a year given that they are offered a reasonable increase, which is not easy to match. This will compound the pipeline problems as salespeople will become scarcer few years down the line. To address these issues, MedicinMan will be conducting the second Field Force Excellence (FFE 2013) conference on June 8th at Mumbai. At FFE 2013, CEOs and senior managers of Indian Pharma will gather for a day’s deliberations to explore new ways of enhancing Field Force Productivity. To know more about how you can benefit from FFE 2013, write to anupsoans@gmail.com or visit www.medicinman.net/ffe2013.§

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Connect with Anup Soans on LinkedIn | Facebook | Twitter

FFE 2013
5 10 15 20 25 30 35 35 40 45 50 55 Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai y

Theme: FIELD FORCE PRODUCTIVITY

2 | MedicinMan April 2013

field force excellence tools at special Price !

MRP Rs. 799/-

MRP Rs. 599/-

For Individuals* Buy SuperVision for the SuperWiser Front-line Manager and Get HardKnocks for the GreenHorn FREE. For Corporates* INR 500/- for a set of SuperVision for the SuperWiser Front-line Manager (1 copy) and HardKnocks for the GreenHorn (1 copy) for purchase of 50 sets and above. *Inclusive of Shipping to One Location.
Please pay through bank transfer to SB account no. *07141000006761* of “Anup Soans” HDFC Bank, Mosque Road, Frazer Town Branch, Bangalore – 560005. RTGS/NEFT IFSC: HDFC0000714 and inform by email and SMS - anupsoans@gmail. com | +91-93422-32949. Or you can send a cheque favoring “Anup Soans” to: Anup Soans 101 - North Forte Apts; 22, North Road, Cooke Town, St. Thomas Town P.O. Bangalore - 560084

Contents

(click to navigate)

1. BRAND DRIFT 2013 - A Milestone for Pharma..................................................................6 The Conference Director tells us what drives pharma’s most loved annual branding event. Arvind Nair

11

Field Force Excellence

2. Five Simple Equations for Sales Excellence..............................................................8 Tried and tested means to achieve Field Force Excellence, condensed in FIVE simple equations. K. Satya Mahesh 3. Field Force Excellence - The Need for role Clarity...................................................................11 A sales organization cannot achieve excellence unless there is a clear-cut definition and understanding of roles and responsibilities, K. Hariram

20

Counterpoint
4. Employee Loyalty - At What Cost?................14 The era of employees being loyal to a single organization has passed - the upsides to this are surprisingly plentiful. Sharad Virmani

Personal Success
5. Munshiji ki Panch Tantra for Professional Growth ................................................................17 The Chief General Manager for Sales and Marketing at Tablets India shares the Five Ingredients of his Professional Success Story. Sanjay Munshi

25

Contents

(click to navigate)

MedicinMan Volume 3 Issue 4 | April 2013
Editor and Publisher

Anup Soans

Product Management
6. What PMT Proposes, Field Force Disposes..............................................................20 A Brand Strategy that does not demonstrate a concrete understanding of ground reality is bound to fail - first in the minds of your Reps and then on the field itself. Mala Raj

CEO

Chhaya Sankath
COO

Arvind Nair
Chief Mentor

K. Hariram
Advisory Board

Vivek Hattangadi; Jolly Mathews
Editorial Board

Coaching
7. You Think You are Coaching; Do They?........24 How do you know if your inputs to your reps are really adding value? K. Hariram

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:

Medical Rep Knowledge Series
8. Decision Analysis............................................25 A scientific approach to complex decisions involving healthcare interventions and treatments. Mahendra Rai, Richa Goyal and Pinaki Ghosh 9. Emerging Areas in Healthcare: HTA.............28 Health Technology Assessment (HTA) is an emerging discipline for assessing the implications of choosing a particular technology in treating patients. Javed Shaikh and Shafaq Shaikh

Prof. Vivek Hattangaadi, Dean, Professional
Skills Development MedicinMan ChangeMakers

Saurabh Kumar
Make a difference in Pharma. Join MedicinMan ChangeMakers. Write in to our editor to find out more: anupsoans@medicinman.net Letters to the Editor: anupsoans@medicinman.net

Book Reviews
10. “Pharma First Line Leader to CEO - The Roadmap to Success” by Vivek Hattangadi....29 Reviewed by Subba Rao Chaganti 11. “Interactive and Engaging Training - A Practical Guide”........................................................29 Reviewed by Anup Soans

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BRAND DRIFT 2013 – Another Milestone for Pharma
come together to interact, share best practices, gain insights and go back refreshed and better equipped to take on the challenges of pharma branding effectively. At Knowledge Media Venturz, we want to be a catalyst in this process. The full benefit of Brand Drift will only be realized when the Indian Pharma industry takes ownership of Brand Drift for the benefit of its brand managers through regular interactions and active participation. The first two editions of Brand Drift held in 2012 and 2013 were very well attended with over a 100 delegates participating in each. Brand Drift saw thought leaders and achievers from within and outside the pharma industry come and deliberate on challenges faced by practicing pharma marketing professionals in today’s challenging times. (Visit www. branddrift.com for details) Future editions of Brand Drift will see the addition of BRAND DRIFT AWARDS for marketing and branding excellence in Indian Pharma. It will be an exclusive platform to recognize and celebrate the achievements of Indian pharma brand managers. The future is exciting and we at Brand Drift promise to make the journey invigorating through regular meaningful interactions. Get the Drift? “Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them. Because they 6 | MedicinMan April 2013 change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.” – Steve Jobs. 1955-2011 Knowledge Media Venturz is a team of seasoned professionals who are passionate about shunning mediocrity and creating interactive media that fosters excellence in Indian Pharma.§ Gallery - BRAND DRIFT 2013

Arvind Nair, Conference Director, Brand Drift 2013

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ick-start your brain. New ideas come from watching something, talking to people, experimenting, asking questions and getting out of the office!” – Steve Jobs Pharma brand management is one of the most challenging tasks, given the stringent regulations when it comes to marketing a pharma brand. And that, without the benefit of marketing channels available to other marketers. Managing the expectations of multiple stakeholders who influence the marketing plan - the strategists, marketing gurus, sales teams, regulatory and medical advisors requires political skills as well - all this without losing sight of top and bottom lines; surely a pharma brand manager’s job is not easy. A forum to hear what other pharma brand managers experienced, discovered and learnt was the need of the hour. Brand Drift was conceived to bridge this learning gap and create a platform where Indian pharma brand managers could

View the full gallery here: http://medicinman.net/2013/03/349/

Glimpses of FFE 2012

x Theme: Field Force Productivity

FFE 2013
5 10 15 20 25 30 35 35 40 45 50 55 Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai y
7 | MedicinMan April 2013

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FFE 2013
5 10 15 20 25 30 35 35 40 45 50 55

SPECIAL REPORT

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K. Satya Mahesh is Sr. Manager, Systems and Projects at Sanofi. He worked on different facets of Sales Force Effectiveness (SFE), Integrated Business Analytics and Digital Initiatives.

Five Simple Equations for Sales Excellence.

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Tried and tested means to achieve Sales Excellence, condensed in FIVE simple equations.
hange is cliché. Well, I will not ask you to ‘change’ to excel in sales. All I ask is that you pay attention to wellknown, time-tested basics. Revisit them. Understand them. Ensure that your thoughts, words and actions become coherent with this basic ethos. World over, many organizations are struggling to grow or sustain growth while the competition grows at a geometric rate. The surge in competition often undermines the work of the sales force. Even in the fastest growing organizations, only 50-60 percent of the sales force performs to expectations. The rest are surviving by sheer luck. In this milieu, needless to say, everyone is in search of actions that can bring sales excellence. Can sales excellence be simplified to five equations? The answer is both “Yes” and “No”. In fact, it is not the equations - what you do with them determines Sales Excellence. The equations may be simple and easy to comprehend but if the actions do not follow the understanding, it’s guaranteed that one’s luck will end soon. Here are these five equations These equations work for individuals, team leaders and also organizations. Equation #1: Results = Data x Action Equation #2: 25% ≠ 25% ≠ 25 ≠ 25% Simply put, all customer segments are not equal. Let us see why they are not equal! If you consider your business as 100%, you will observe that 25% of your business is contributed by approximately 5% of customers. The next 25% of the business is contributed by approximately 10% Today, there is no dearth of data but data itself does not guarantee growth. Mature markets - where data is abundant - grow by single digit numbers. Whereas emerging markets - where there is little or no data - are growing in leaps and bounds. Organizations are said to be data driven! But it is what you do with data that is more important. Data gives you powerful insights that are useless unless you act on them. 8 | MedicinMan April 2013 of customers. The next 25% of the business is contributed by approximately 25% of customers And the remaining 25 % of the business is contributed by a whooping 60% of customers. Now, do you realize why 25% ≠ 25% ≠ 25% ≠ 25% ? Can you write down the split of sales and the efforts and expenditure using the simple table given below as an illustration?

Five Simple Equations for Field Force Excellence | K. Satya Mahesh

Sales Vs. Resources Sales % Customers giving sales Advertising and Promo Spend Man Hours Spent

Top 25% Sales 25% 5% 25% 15%

Next 25% Sales 25% 10% 30% 25%

Next 25% Sales 25% 25% 25% 30% Conclusion

Last 25% Sales 25% 60% 20% 30%

Does the table above ring a bell? If it does, then check sales vis-à-vis efforts and resource allocation. Remember: similar is not same. Allocate resources differentially to different customer segments based on their contribution to business. Equation #3 Share of Mind = Market Share You can afford to lose battles in the marketplace but you must win the war in the minds of customers. To win the war, your message must be: Simple, Sticky and Consistent. Quite often, as a sales man you get bored with Simple, Sticky and Consistent message. However keep reminding yourself: Simple, Sticky and Consistent. That’s how you gain a share of mind. Share of mind is market share. Check out any brand anywhere in the world: share of mind reflects in market share. Equation #4 Equity = Perceived value ÷ Competition Intensity You may have created value and equity. But when competition is intense, it erodes your equity by reducing the value you have created. You have no option but to constantly add to the perceived

value as you have no control over competition intensity. Most of the times, you will have lesser resources compared to competition. This is the time you need to invest in your only reliable resource – ‘Emotional Fixed Deposits’. You need to find means to emphatically use your own deposits from emotional bank accounts created in the hearts of your customers. World over, emotions score over rational factors when customers choose products. Equation #5 Strategy = Execution Strategy is said to be “the obvious choice”. Once strategy is formulated after innumerable debates and discussions, the “actions” needed will be clear. Once clarity on actions is gained, never revisit strategy. Neither before nor during execution. Constantly try to achieve excellence in the process of execution. When execution fails, do not question strategy. Repeatedly question the process and implementation. Results will prove whether “The Strategy” is right or wrong. Mumbai ‘Dabbawallas’ are Six Sigma certified! This means only 1 error in 1,000,000 tiffin box deliveries. That’s the excellence they have achieved. 9 | MedicinMan April 2013

To summarize, you can achieve Sales Excellence through five simple equations that translate in to five actions: The Equations The Actions

Results = Data x Do Act now. Action 25% ≠ 25% ≠ 25% ≠ 25% Share of Mind = Market Share Equity = Perceived value ÷ Competition Intensity Strategy = Execution Allocate Resources Proportionately Simple, Sticky and Consistent Build Emotional fixed Deposits

Do Execute

These five equations encompass all the theories advocated by innumerable business gurus to attain sales excellence. They are tried and tested. You will be able to comprehend how accelerated performance can be achieved in competition intensive markets by embedding these equations in rationally emotional thoughts and emotionally rational actions. These equations are interwoven in the DNA of every performer. I merely have identified them, named them and penned them.§
The views expressed in this message are made in an individual capacity and do not necessarily reflect those of the company, Sanofi (the “company”) or any of its affiliates. Neither the company nor any of its affiliates assumes any responsibility or liability of any use which may be made of any views expressed here in this article.

field force excellence tools at special Price !

MRP Rs. 799/-

MRP Rs. 599/-

For Individuals* Buy SuperVision for the SuperWiser Front-line Manager and Get HardKnocks for the GreenHorn FREE. For Corporates* INR 500/- for a set of SuperVision for the SuperWiser Front-line Manager (1 copy) and HardKnocks for the GreenHorn (1 copy) for purchase of 50 sets and above. *Inclusive of Shipping to One Location.
Please pay through bank transfer to SB account no. *07141000006761* of “Anup Soans” HDFC Bank, Mosque Road, Frazer Town Branch, Bangalore – 560005. RTGS/NEFT IFSC: HDFC0000714 and inform by email and SMS - anupsoans@gmail. com | +91-93422-32949. Or you can send a cheque favoring “Anup Soans” to: Anup Soans 101 - North Forte Apts; 22, North Road, Cooke Town, St. Thomas Town P.O. Bangalore - 560084

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FFE 2013
5 10 15 20 25 30 35 35 40 45 50 55

K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. khariram25@yahoo.com

SPECIAL REPORT

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Field Force Excellence
The Need for Role Clarity

T

he Indian pharmaceutical industry is on a good growth path and is likely to be in the top 10 global markets by value by 2020. High burden of disease, good economic growth leading to higher disposable incomes, improvements in healthcare infrastructure and improved healthcare financing are driving growth in the domestic market. However, in order to sustain growth in the long run, companies will need to modify their business models and connect with their customers faster and work on innovative ideas to serve them better. Field Force continues to be the vital link between the customer and the organization. Hence, the performance of the field force will determine to a high degree the sustained success of any organization. Although sales force automation and measurement have become increasingly common business practices, the true success of the Field Force is based on the correct alignment of the sales force management with the company strategy to accomplish its mission and thus drive value.

The sales force management should be based on three pillars: 1. Attracting, hiring, developing and retaining the right sales people in terms of attitude, skills, knowledge and activities 2. Defining and executing a successful management style with regular personalized coaching, feedback and evaluations, clear roles and responsibilities, and workload versus potential analysis. 3. Organizing and defining processes, underpinned by using the appropriate technology and performance measurement. Peter Drucker defines EFFICIENCY as “doing things right” and EFFECTIVENESS as “doing the right things”. Achieving Field Force Excellence requires intelligent combination of both. If this excellence has to be achieved and sustained, the role clarity and the associated responsibilities have to be clear with regard to sales management including the line functions. Today, there is still a tremendous amount of confusion and there are many situations where there is duplication or substitution of the effort areas. 11 | MedicinMan April 2013

For example, calling on physicians including KOLs, joint working with sales people, stockists management are day to day functions in which there is overlapping and duplication with no clear cut responsibility. This is also due to poorly defined sales processes leading to fire fighting during month end sales closing. So the process is forgotten or compromised and the month end becomes an end by itself till the next month end. This leads to erosion of ‘efficiency’ and ‘effectiveness’. And ‘excellence’ remains an unreachable dream. The starting point is clarity in defining the role and the responsibility at each level of sales management. Stephen Covey, the author of ‘The Seven Habits of Highly Effective People’ defines “role” (both in personal and professional life) which relates to three areas: 1. Responsibility, 2. Area of Relationship, and 3. Area of Contribution. The responsibility to achieve Planned Revenue Generation rests at all levels of hierarchy in a commercial organization,

Field Force Excellence: The Need for Role Clarity | K. Hariram whether direct or indirect. But the differentiation between roles is to be found in the relationship areas and the area of contribution. Let me illustrate this through an inverted organogram.

The Customer Everyone’s cheque is ultimately signed by the Customer. The Customer allows us to stay in business. So he belongs to the top. In Pharma the Doctor and Chemists ring forms the Customer The Revenue Generating Team This is made of the Pharma sales team ably supported by marketing team. The Revenue Generating Team works for the Customer. The People Building Team They are the front-line managerial team. Their responsibility is to coach, direct and guide the revenue generating team. The Leadership Team They are the second-line Sales and Marketing Managers. They lead and direct the company in their region/zone brand management. They work for the people building team The above organogram very clearly defines the role responsibility of each level. While one level may help or support the other level of function, the real concern is duplication of efforts, lack of clear direction and more importantly, the absence of coaching, guiding and directing as part of the area of contribution. So communications at all levels remain more often on a transactional level and seldom lead to transformation. Hence, the chaos, fire fighting and blame-fixing, resulting in gaps at all levels. This is also one of the major factors contributing to sales force attrition. I strongly opine that product and service differentiation is going to become increasingly difficult to achieve in the era of globalization. Sales management will continue to face growing pressures to reduce field sales investments and to produce’ more with less‘. Faced with increasing resource constraints, sales leaders need to complement their internal sales force The Development Team/Corporate Managers For long-range planning &Development. They work for the leadership team. The MD Gives Vision and Direction to the Company. He works for all

effectiveness measures through role clarity through well defined responsibility, area of relationship and area of contribution leading to Field Force Excellence.§ “Excellence endures and sustains. It goes beyond motivation into realms of inspiration. I have found that excellence is not so much of a battle you fight with others, but a battle you fight with yourself, by constantly raising the bar and stretching yourself and your team. This is the best and the most satisfying and challenging part about excellence.” – Azim Premji 12 | MedicinMan April 2013

Product and service differentiation is going to become increasingly difficult to achieve in the era of globalization. Sales management will continue to face growing pressures to reduce field sales investments and to produce’ more with less’. Faced with increasing resource constraints, sales leaders need to complement their internal sales force effectiveness measures through role clarity through well defined responsibility, area of relationship and area of contribution leading to Field Force Excellence.

x

FFE 2013
5 10 15 20 25 30 35 35 40 45 50 55 Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai y

THEME: FIELD FORCE PRODUCTIVITY

x Theme: Field Force Productivity

FFE 2013
5 10 15 20 25 30 35 35 40 45 50 55 Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai y

THEME: FIELD FORCE PRODUCTIVITY
Networking Breakfast

MORNING

Session 1: Keynote Address: Shakti Chakraborty, President, Lupin Session 2: CEO Roundtable: “Field Force Productivity: Opportunities and Challenges” --Panel Members Confirmations Awaited-Session 3: Panel Discussion: “Business Intelligence for Field Force Productivity.” Moderator: Vikas Dandekar, India Bureau Chief, Elsevier Business Intelligence Panelists: Salil Kallianpur, Commercial Head - Classic Brands Center of Excellence, GSK Lunch

AFTERNOON
Delegate Registration

Session 4: Panel Discussion: “Transactional to Transformational: the Changing Role of HR in enhancing Field Force Productivity.” Moderator: Anup Soans - Editor, MedicinMan --Panel Members Confirmations Awaited-Session 5: Amlesh Ranjan, Associate Director, Sanofi: “New Pharma Sales Model for Healthcare Opportunity” Session 6: K. Hariram, Chief Mentor at MedicinMan, Former (Retd) Managing Director at

Galderma India: “Role Clarity for Field Sales Managers to enhance Field Force Productivity.”

Pharma Delegates: INR 8,500/Non-Pharma Delegates/ Service Providers: INR 9,500/Early Bird Discount (for full payment before 30 April 2013): INR 1,000/-

Register Now!
Click here or go to www.medicinman.net/ffe13

22 North Road, Cooke Town, Bangalore - 575084

www.medicinman.net

) +91-93422-32949 * anupsoans@medicinman.net

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Counterpoint

Sharad Virmani is Vice President Marketing and Sales at Comed Chemicals and Pharmaceuticals. virmanis@gmail.com

People who travel from one organization to another carry many good practices and learning compared to people who are stuck with same organization for years and have not seen and refuse to see the world changing around them.

Employee Loyalty
E
- at What Cost?
verybody expects loyalty. Whether internal or external customers – every entrepreneur expects loyalty from them. Loyalty is a two-way process: it must be rewarded to develop and grow. That’s where executives err a lot. While most industries have come of age on the loyalty issue, pharma still banks heavily on internal customer loyalty. Frequent short-term changes by Pharma employees are viewed negatively, while in other industries such changes have come to be accepted. What are the disadvantages of courting loyalty? Loyalty generally means sticking around for longer times. It can lead to the propogation of: ¤¤ Same, stale ideas. ¤¤ Same, mundane approach. ¤¤ Limited drives. ¤¤ Business driven with calculated risks. ¤¤ Focus on sustaining / retaining the job and earning reasonable increments and management, courtesy promotions. The only advantages of employee loyalty are: ¤¤ Controlled turnover statistics. ¤¤ Controlled training costs. ¤¤ Face familiarity with external customers and above all ¤¤ A pseudo-feeling of being an employer of choice with “superior HR practices.” Inferences can be drawn out of both situations depending upon the organization’s own outlook. Does loyalty help or hinder growth of the organization? In my opinion, it hinders growth because people get settled, they loose drive, they work for retaining their jobs and increments and that “Push” which the organization needs goes for a toss.

14 | MedicinMan April 2013

Employee Loyalty - at what cost? | Sharad Virmani

On the contrary “new arrivals” every 2 - 3 years in the company bring in: ¤¤ New ideas ¤¤ New energy ¤¤ Momentum to the current business ¤¤ A look at new opportunities and risk-taking ¤¤ Drive the organization towards it’s goals The big question is - why is loyalty in pharma diminishing? The answer is simple. Reason No. 1: When it comes to rewarding and recognizing internal customers, the organization looks at internal factors. The age-old saying comes true here “ghar ki murgi dal barabar”. Employees change because they realize that they are not being rewarded as per their “Market Value”. While organizations underrate their existing employees when rewarding, the same employers hire similar-level new talent at a higher price, justifying that he deserves that cost. These dual-standards are eroding employee loyalty. Loyal employees feel cheated and either go into a shell because of job insecurity or move out if they have confidence in their talent. Reason No. 2 People join organizations with growth aspirations – both Financial and Hierarchical. With the changing pace of time, competition and outlook towards life, everyone wants to be where he or she should be as per his or her potential at the earliest possible. Nobody has patience or the time to wait.

They get themselves assessed in the market regularly and the moment they get the right price, the right position and right valuer of their potential and talent, they move. There is nothing wrong in it. No employer gives a lifelong guarantee. So why expect a lifelong commitment from the employee. The employee should have the equal freedom of moving to another employer of his choice who pays and gives him a role as per his perceived and assessed market potential. The employers do the same while replacing an existing employee. But the Pharma industry behaves differently. While it appreciates long-term commitment from its employees with minimal rewards and recognition for talent, it looks down on people who change frequently. The fear is always that these shortterm employees disturb the rhythm of their organization to which they are well tuned. The myth is also that all short term employees who move from organizations to organization are devoid of talent and keep moving because they do not have much to offer. Probably a deeper insight into employees mindset will change this thinking. Believing that people sticking over for a long time in the organization have higher commitments, involvement and talent is a wrong notion. Infact these so-called “loyal employees” sometimes are the biggest impediments to the organization’s growth. With a clear plan to spend several years in the same organization, at the same H.Q., at the same post with minimal growth and no locational 15 | MedicinMan April 2013

or portfolio shift, they ensure that their area’s actual potential is never utilized by the organization. They grow as per their fixed plan, ensuring that their jobs safe guarded year after year. Organizations fail to recognize these factors and some who do realize are reluctant to push these individuals just for the sake of “loyalty”. Over a period of time the competition sets a firm foot hold in these areas and by the time realization sets in, the organization looses its edge in those areas. Time has come to look beyond mere loyalty. People who travel from one organization to another carry many good practices and learning compared to people who are stuck with same organization for years and have not seen and refuse to see the world changing around them. Short bursts of rejuvination with new ideas propelling growth are better than long term loyalty with stagnation. The message is simple: Loyalty is a diminishing virtue – employers have to learn to live with it. Loyalty does not ensure new ideas and rapid growth. It only ensures stagnated growth. All short-term employees are not worthless - look closely at their career path, their achievements and their talents. Forget about the loyalty - look at their contribution. Short-term employees bring drive, new ideas, rejuvenation and a new culture – propelling organizations to new levels The old era of life-long contractual labour is over. The newer breed of employees believe in short-term beneficial and growth oriented contracts with changing canvas every short while.§

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m Ho

e

Personal Success

Sanjay Munshi is Chief General ManagerSales and Marketing at Tablets (India) Ltd.

Munshiji ki Panch Tantra for
My success story was never planned; it was built by sheer passion and hard work though I did make conscious efforts to be recognized for my work. I was bold enough to stand out in the crowd – among my peers and colleagues.

Professional Growth

A

new financial year is a time when most of us evaluate our career aspirations and make new decisions. Youngsters in the pharma industry must think carefully about what it will take for them to advance their short and long term career prospects. My success story was never planned; it was built by sheer passion and hard work though I did make conscious efforts to be recognized for my work. I was bold enough to stand out in the crowd – among my peers and colleagues. After completing 20 years in the pharma industry, I still think and

plan about how to sell my ideas and manage organizational objectives to create a distinct go to person identity. Are you a recognizable brand or just another face? Getting recognised is harder than before. In the past, you just had to perform your job description well, achieve targets and support the organization’s objectives and goals. Today, you must also earn your team’s respect, so that your share of the voice is heard and acted on within the company. You gain this respect as a person who can manage crisis and solve problems.

17 | MedicinMan April 2013

Munshiji ki Panch Tantra for Professional Success | Sanjay Munshi

You must have the boldness to trust your instincts based on insights gained from careful observation of market dynamics. Even after many years of experience, many executives do not have the courage to trust their gut feelings. It may lead to failure, but it will teach you valuable lessons, no MBA program can teach.
Product promotions get you prescriptions and self-promotion gets you promoted. But just as the product has to be promoted on the basis of scientific facts, self promotion has to be based on solid achievements. Everyone has a Success Story and its reasons and I am no exception, but these Panch Tantra have contributed to my success. high competition? Your aptitude has a better chance of being discovered and recognized if your attitude is Can Do. Your behaviour in difficult situations, the choices you make, your reliability and your personality are being measured all the time. Attitude is caught and not taught. As you demonstrate a Can Do attitude consistently, those around you begin to catch it and soon everybody is contributing to making your task a little easier. is a powerful asset and essential for getting promoted. Being trusted by others is not earned just because you are likeable. You must know how to build rapport, be a strong communicator, be credible and be honest with people. Always be careful to make commitments and then once you have made promises, work on how you can keep your promises instead of finding excuses and explanations.

1

Passionate about Personal Growth

If you are not passionate about your personal growth, don’t expect others to be interested in your professional growth. The old ways of being good at something and never enhancing your abilities are over. You must work twice as hard to illustrate your capacity for growth. This will require you to keep learning and investing in self development continuously. To keep it simple, identify three to four skill areas that will enable you to grow in your company and then make the effort to invest in those skill areas. It’s not how much you know, it’s how fast you can learn new things, whether relating to therapy area knowledge or new ways of leading people. You must have a desire to handle greater responsibilities.

3

Can you trust your Instincts?

2

Possess a Can Do Attitude

You must have the boldness to trust your instincts based on insights gained from careful observation of market dynamics. Even after many years of experience, many executives do not have the courage to trust their gut feelings. It may lead to failure, but it will teach you valuable lessons, no MBA program can teach. So go ahead, take that plunge that put your capabilities to the test. Seize the opportunity. Often your instincts tell you to take action during times of adversity – but you don’t. Instead, you wait for those above you to take decisions and let opportunities slip by. Leading and managing is all about taking bold decisions and making those decisions to work by careful implementation of plans and strategies.

Being loyal to your company and colleagues is important to gain trust without which success is hard to come by. Your personal values must align with those of your organization. For example, I will never forget the job offers I received from competitors during my tenure at Tablets (India) Limited - TIL. While companies offered to pay me more money, they could never give me present responsibilities or future opportunities or the relationship and trust I had built with my colleagues and the sales team. As difficult as the temptations were, my loyalty to TIL paid off and led to multiple promotions. Getting frequent promotions requires a lot more than just what your job description demands. As you begin to map-out your career goals for 2013, I suggest you to integrate these Panch Tantra into your career plan or better still, design your own success roadmap.§

5

Loyalty Matters.

The real test of your attitude is when things do not go as you want it to. Can you maintain a Can Do attitude in the face of challenges like high attrition and

4

Trust is Built by Doing What You Say You Will.

At a time when people have trouble trusting themselves let alone trusting others building trust

18 | MedicinMan April 2013

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e m o H

Product Management

Mala Raj is a Pharma Marketing Consultant with expertise in Brand Management, New Product Launches and Training. She has over 26 years experience and runs her own consultancy Product Management Support Services at Thane. malaraj.pmss@gmail.com

What PMT Proposes, Field Force Disposes.
A Brand Strategy that does not demonstrate a concrete understanding of ground reality, is bound to fail - first in the minds of your Reps and then on the field itself. Here’s how you can overcome “Boardroom bias”.

I

t is a well known fact that the ‘Success of a brand’ depends on the brand managers’

strategy for the brand. Before any new launch, a good product manager toils for months in advance to understand all the fine nuances of his brand, its competitors, the market, the customers, business environment and so on and finally develops a winning strategy for the brand. Likewise, for strengthening existing brands too he / she reflects and contemplates on various issues before defining the strategies for the year ahead. Then comes the critical moment of sharing these launch strategies or brand strategies with the implementers, viz., the pharma field

force during the cycle meetings. It is here that the brand manager is put to his most crucial test, that of convincing the team to implement his strategy. A strategy, no matter how good it may seem to the brand and the marketing manager, will see the light of the day in the intended manner, only if the field force are convinced on its novelty, implementability, possible effectiveness and likely gains. On the face of it, the brand manager may be assured of all cooperation, but reality may be quite otherwise! Scenario 1: New Antihypertensive Brand; Target Audience: Cardiologists & Physicians.

Special Customer Campaign: The Brand manager, in all his enthusiasm has chalked out a special ‘Good Morning’ Campaign for his brand, which has a dose of 1 tablet once in the morning for round-the clock BP control. The MR is expected to make a list of just five Top Drs whom he will call upon daily before the Dr starts his practice and remind him of the brand with a ‘Good Morning’ card and a small gift associated with morning activities (like shaving kit, etc). The intended message of a ‘Good start for a trouble-free day’ is topmost in the PM’s mind while framing this strategy. However, from the MR’s point of view, it is nearly impossible to be able to meet five TOP

20 | MedicinMan April 2013

What PMT Proposes, Field Force Disposes | Mala Raj cardiologists, repeatedly on all five days of the week, that too before they start practice. ‘Does the Product Manager think that all my cardiologists practice in the same lane? Meeting them once a month itself requires meticulous planning; then how can I meet my leading Cardiologists on a daily basis, even if it is to just greet for a second?’, is what he muses. There it goes…Good bye to the ‘Good morning Campaign’ by majority of the field force. Scenario 2: New Anti-arthritic Brand; Target Audience: Orthopaedics Brand Strategy: ‘Just 1 New Rx per week from 10 Orthos… That’s all’ The Product Manager is convinced that getting ‘Just 1 Rx / week from 10 Orthos’ is quite a simple task and spends the entire briefing session on what inputs are planned for the 52 weeks and goes on to impress upon them the statistics. The MR thinks, “Let’s put this PM on the field for 3 months to implement his strategy! How many brands are there in the history of Indian Pharma which have attained Rs 50 Cr in the 1st year!” There it goes…Statistics that are good to look at….but remain merely an ‘illusion’. There are countless such examples where the brand manager proposes and the field force disposes. No wonder then, the PM is left alone to battle questions from his seniors on how his strategies have not fetched the desired results or how his planned expenses have been expended but planned forecasts have not been met. Sales Val @ Rs 10/ day; Rs 70 / week Value - Rs / Week / MR 700 1400 2100 2800 34300 35000 35700 36400 9,64,600 48,23,00,000

How to develop those ‘Winning strategies’ - A few pointers:

1

Regularly work on the field - atleast for 3-4 days every month and work in

different territories in different parts of the country month after month. Familiarise yourself with ground realities in these visits. If you are a PM with the favoured B.Pharm + MBA background, but with little

2

experience in PMT, always discuss your ideas with your colleagues with more PMT experience & with your Marketing manager, before you plan your activities or inputs based on the same. If you have a novel strategy, but have doubts on its implementability,

3

No. of Rxs / Patients

do a pilot testing of the same during your field work or ask a few friendly Frontline managers for their opinion. Sending a long email with your proposed plan will almost never get you the desired feedback that your personal discussion will get. So pick up the phone and ask. Think of possible ways to make your idea more innovative, be it a literature

Week 1 2 3 4 49 50 51 52

Rxs 1 1 1 1 1 1 1 1

No. of Drs 10 10 10 10 10 10 10 10

New 10 10 10 10 10

Existing 0 10 20 30 480 490 500 510

Total 10 20 30 40 490 500 510 520

…..And So On…… 10 10 10

4

or a visual aid or a scientific input or anything else. MRs love to ‘show-off’ to their Drs any new information or literatures designed in novel manner. But limit the urge to have pullouts and flaps too often, for they often fail after a few uses.

Total Annual Sales Per MR = Rs Total Annual Sales for 500 MRs = Rs

Bravo! We have a 50 Cr (1st year) Brand in front of us!!

21 | MedicinMan April 2013

What PMT Proposes, Field Force Disposes | Mala Raj

5

Keep regular tabs on what competition is doing and offer your team competitive strategy

that they look forward to from you. In your cycle-meeting briefing, discuss with the team the genesis of the idea for the

6

campaign, theme, etc and highlight how it has been tested and proven for its effectiveness in your field visits. If other brand managers do the briefing in other parts of the country ensure that you train them well on your promotional plans and give them the relevant back-up data to enable them also make a powerful impact in their presentation. Occasionally you can involve the MRs by teaser campaigns seeking their participation in

Feeling the love?

7
etc.

suggesting a name for the campaign,

8

While talking of gains to the MR, be realistic in your expectations and stress on personal and

professional gains that are to be had from your strategies

Make sure you share it.
MedicinMan is FREE to read and distribute. But it is not free to produce. It takes us plenty of time and energy to put together every month, with minimal advertisements. Not to mention the efforts of our writers and board members. If you enjoy reading MedicinMan, here’s how you can show us some love: 1. Subscribe, on our NEW, Wordpress-powered website: www.medicinman.net. 2. Link-in with our Editor on Social Media. Linkedin | Facebook | Twitter 3. Send this PDF to your friends and colleagues. Done? A BIG thank you from the team at MedicinMan and here’s to a successful, rewarding career in healthcare to you.

9 10

Be alert, monitor the feedback and amend your plans if required at the earliest. Lastly, your attitude matters a lot in gaining co-operation from others. Marketing and sales are

but two sides of the same coin and must work in unison to realise the corporate objectives of growth, market share and profits.§

22 | MedicinMan April 2013

x Theme: Field Force Productivity

FFE 2013
5 10 15 20 25 30 35 35 40 45 50 55 Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai y

THEME: FIELD FORCE PRODUCTIVITY
Networking Breakfast

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Session 1: Keynote Address: Shakti Chakraborty, President, Lupin Session 2: CEO Roundtable: “Field Force Productivity: Opportunities and Challenges” --Panel Members Confirmations Awaited-Session 3: Panel Discussion: “Business Intelligence for Field Force Productivity.” Moderator: Vikas Dandekar, India Bureau Chief, Elsevier Business Intelligence Panelists: Salil Kallianpur, Commercial Head - Classic Brands Center of Excellence, GSK Lunch

AFTERNOON
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Session 4: Panel Discussion: “Transactional to Transformational: the Changing Role of HR in enhancing Field Force Productivity.” Moderator: Anup Soans - Editor, MedicinMan --Panel Members Confirmations Awaited-Session 5: Amlesh Ranjan, Associate Director, Sanofi: “New Pharma Sales Model for Healthcare Opportunity” Session 6: K. Hariram, Former (Retd) Managing Director Galderma India: “Role Clarity for Field Sales Managers to enhance Field Force Productivity.”

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e m o H

Coaching

K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. This article is 6th in a series on “Coaching” . khariram25@yahoo.com

“You Think You ..are Coaching;
Do they?”
This is what K. Hariram heard from pharma sales managers in a recent conversation: Research and survey across the globe has shown that managers believe that they coach far more often than their sales people believe they do. On the other hand, the sales people have reported that they get very little coaching from their managers. Why this discrepancy and how could this be? Chances are that the managers may be doing some talking or using some bits and pieces of transactional communication, often mistaken for coaching. A worthwhile question that will help is “Does this action grow my sales people?” Managers may be spending time on one-on-one meetings but 90% of the time may go in talking about sales, quotas, so called CRM activities etc. So, the above referred question would probably meet with an answer “not really” Everyone goes through the motion of performance review to meet with deadline and comply with organizational system requirements but fail to really build development plans that will make a big difference to the sales person and therefore, for the organization, in the long term. 24 | MedicinMan April 2013 “The current generation does not listen to us. They are not taking responsibility for their sales target achievement. They have a mind of their own. They are too casual. They want territories which are nearer to their residence, etc.” He decided to take a closer look. Feedback is yet another area of improvement because it remains at a transactional level. We live in systems; and most of the systems are self-reinforcing—until they stop working or we change them. Are you reinforcing a system that promotes dependence, or are you reinforcing a system that promotes interdependence, extensive thinking, critical decision making and empowerment? Making your coaching visible has its own dividends—make sure that your sales people see that you are allotting time for coaching and developing them.. Investing in your sales people by coaching them and expanding their capability will help you, them and the organization. The rewards are immense.§

R
• • • • •

ecently I was having a talk with some pharma sales managers. The conversation veered towards “Coaching”. The typical comments that emerged were: The current generation does not listen to us. They are not taking responsibility for their sales target achievement. They have a mind of their own. They are too casual. They want territories which are nearer to their residence, etc.

I also had the occasion to speak with some pharma sales people while I was sitting in my physician’s clinic. Five out of six reps told me that they had no significant ‘value add’ from their managers either pre, during or post the doctor calls except for telling ‘you did this’ or ‘you missed this’. They also added that the only talk from the manager was ‘how much have you done?’ The purpose of bringing this point is not to judge who is right or who is wrong. But it set me into thinking mode as to where does the problem lie. Could it be improper understanding of the role by line management or lack of coaching skills?

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Field Force Knowledge Series

Mahendra Rai, Richa Goyal and Pinaki Ghosh mahendra.rai@gmail.com; richapharmacist@gmail.com

Decision Analysis

D
Stages in Decision Analysis:

1

Structuring the decision: This involves converting an ill-defined problem into a set of well-defined elements

ecision Analysis involves assisting decision makers for making logical assumptions. A rational decision can be of great use to the individuals. Decision analysis involves breaking a decision problem into its component parts. For decision analysis, these components are the probability of different outcomes and the value or preference an individual attaches to those outcomes. Synthesizing the value of these components gives the best decision option.

Balance sheet: This helps in defining the decision and considering the possible benefits and risks of

problem by listing all the different options or actions each choice; an approach known as constructing a ‘balance sheet’. Decision trees: Another method of structuring the decision is by representing the choices in the form of a ‘decision tree’. A decision tree (Figure 1) represents both, the decision options available (represented in a tree as a square node between branches) and the uncertainty associated with each decision option (represented in a tree as a circular node). Assessing the probability of different

decision is the likelihood of events that actually happen. Assessing probabilities: Having identified the likelihood of different outcomes occurring, together with an estimate of the uncertainty around this figure, probabilities can be assessed and added to the decision model. Assessing patient values or preference: measuring utility: Utility is a numeric or quantitative measure of the value an individual or group place on the different outcomes or consequences of a decision. Utility is measured on an interval scale, from 0 to 1 (or 100). Zero

3

2

outcomes: An important dimension of any

25 | MedicinMan April 2013

Decision Analysis | Mahendra Rai, Richa Goyal, Pinaki Ghosh

Decision analysis is a useful technique for assisting complex and uncertain decisions, where the best option is not immediately possible. By specifically including the results of research studies in the decision model, it can help a practitioner make evidence-based decisions.
equates to the worst possible health state for that individual and 1 or 100 represents the best possible health state for that individual. Utility can be measured by the following: Standard gamble: This involves examining an individual’s valuation of health states compared with death. The individual is offered two alternatives: a gamble with two possible outcomes (death or return to normal health), or the certain outcome of remaining in the health state being valued for the rest of his or her life. Time trade off: In this approach the individual is asked to consider the relative amounts of time he or she would be willing to spend in a given health state. For each health state for which utility is required, the individual is offered a choice: to stay in this health state for the rest of his or her life, or return to perfect health but for a shorter period of time. The amount of time the patient is willing to ‘trade’ is used to calculate the value for the health state. When both probabilities and utilities have been added to the decision tree, the ‘expected utility’, or value of each decision option, needs to be calculated. The eventual value represents both the probability of an outcome occurring and the value/utility the decision maker attaches to that outcome. Sensitivity analysis: Sensitivity analysis is a way of assessing the ‘robustness’ of your decision analysis. Like all models, the results are dependent on the numbers that go in. There are some situations where either the research evidence is very uncertain (perhaps the estimates of likelihood of certain outcomes have a wide range) or individual values/preferences for certain outcomes vary considerably. However, different patients might have different probabilities (due to differing prognostic factors) or have varying values/preferences for outcomes. Various software packages that could be employed for medical decision making are: Tree Age Pro (DATA) [www.treeage.com]; Microsoft excel; @RISK [http://www.palisade.com]; Supertree [http://www.supertree.net/] Conclusion: Decision analysis is a useful technique for assisting complex and uncertain decisions, where the best option is not immediately possible. By specifically including the results of research studies in the decision model, it can help a practitioner make evidence-based decisions.§

Steps involved in Decision Analysis:
1. Define the decision problem. 2. Structure the decision: construct a decision tree. 3. Assess the probability of different outcomes: add probability to the decision tree. 4. Measure patient utility: add utility to the decision tree. 5. Calculate the ‘expected value’ of a decision tree: identify the ‘best’ option. 6. Assess the sensitivity of the decision model.

26 | MedicinMan April 2013

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e m o H

Javed Shaikh is a Consultant (HEOR, Pricing, Reimbursement and Market Access) at Capita India, Mumbai. cpnjaved@gmail.com

Shafaq Shaikh is an Associate (HEOR, Pricing, Reimbursement and Market Access) at Capita India, Mumbai. shafaq07@gmail.com

H

Emerging Areas in Healthcare: HTA
ealth technology assessment (HTA) is a multidisciplinary activity that systematically examines the safety, clinical efficacy and effectiveness, cost, cost-effectiveness, organizational implications, social consequences, legal and ethical considerations of the application of a health technology – usually a drug, medical device or clinical/surgical procedure. The scope, selection of methods and level of detail in the practice of HTA differs from country to country. Most HTA activity involves some form of the following basic steps. 1. Identifying assessment topics 2. Specifying the assessment problem 3. Determine focus of assessment 4. Retrieve evidence 5. Collect new primary data 6. Appraise/interpret evidence 7. Integrate/synthesize evidence 8. Formulate findings and recommendations 9. Disseminate findings and recommendations 10. Monitor impact

Role of HTA in healthcare decision making.
Technology assessments are useful to wide range of decision makers in healthcare, including government policy makers, insurance companies, industry, planners, administrators, clinicians, and patients. HTA focuses on ‘the value’ (clinical and economic) of the technology relative to current (or best) clinical practice. HTA acts as ‘a bridge’ between evidence and policymaking. It seeks to provide health policy-makers with accessible, useable and evidence-based information to guide their decisions about the appropriate use of technology and the efficient allocation of resources. HTA is widely used in European countries for reimbursement decisions.

HTA and Market Access
The use of HTAs and the typical process of market access are different across countries. Achieving market access for a new product typically involves a number of steps. In all countries, approval by a regulatory body is required before a product is authorized for use. This approval depends on the safety, efficacy, and quality data for a new product or indication. If a product is to be funded or reimbursed, additional conditions must be fulfilled before a product can be launched or marketed. These criteria vary among countries but can include effectiveness, safety, drug price, budget impact, and cost-effectiveness, and can be assessed at a national level, sub-national or regional level.

HTA broadly focuses on two issues:
Clinical effectiveness – how do the health outcomes of the technology compare with available treatment alternatives? Cost-effectiveness – what is the cost-effectiveness of new technology compared to existing treatment options?

Basic steps of HTA
HTA embraces a diverse group of methods that can be grouped into two broad categories: Primary data methods: Involves collection of original data, ranging from more scientifically rigorous approaches such as randomized controlled trials to less rigorous ones such as case studies. Integrative methods (also known as secondary or synthesis methods): Involves combining data or information from existing sources, including from primary data studies. These can range from quantitative, structured approaches such as metaanalyses or systematic literature reviews to informal, unstructured literature reviews.

Conclusion
Health technology assessment is a form of policy research that examines the short and long-term consequences of using a healthcare technology. The goal of HTA is to inform the development of safe, effective, health policies that are patient focused and seek to achieve best value as defined by decision makers. HTA is viewed as a useful means to ensure that funds are used effectively and more countries can be expected to adopt formal HTA processes as part of their decision-making process. §

28 | MedicinMan April 2013

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Book Review | Pharma First-Line Leader to CEO: The Roadmap to Success

“PHARMA FIRST-LINE LEADER TO CEO – THE ROADMAP TO SUCCESS” by Vivek Hattangadi
Subba Rao Chaganti
‘Pharma Front-Line Leader to CEO - the Roadmap to Success’ by Vivek Hattangadi is just what it promises – it provides a roadmap with a compass thrown in. It is at once engaging and illuminating. Engaging because of the dialogue format between the mentor and our protagonist, Vinod, a first-line leader who is on a fast track to achieve uncommon success - to become a CEO. Illuminating because it explains clearly a number of key ideas in management that broaden the perspective of a novice and an experienced manager alike. Where you are does not indicate where you can go. It only indicates your current position. It does not determine the scope of where you can go or what you can be! What you can be depends on what you are going to put in and how far you are willing to go. The scope is virtually unlimited. This book explains and shows the roadmap for what you can be and what you have to do to be what you can be! In thirteen brief bite-sized chapters Vivek Hattangadi packs the punches of the power to achieve. The eleven case studies demonstrate how the ideas discussed in the book are eminently workable. Majority of the people whether they are medical representatives or mangers are not used to set goals for themselves although they deal with achieving goals every day of their lives. This book amplifies the need for setting personal goals and shows them how to set goals and what to do about reaching them. After reading the book even the most skeptical reader would agree that it is possible to achieve whatever goal one sets for himself or herself. The only key is that one should strive, struggle and work towards achieving those goals with tenacity. The four autobiographical sketches of the high achievers at the end of the book should persuade everyone about what is possible for those who are determined. It should be easier now as there is a roadmap in the book: ‘PHARMA FIRST-LINE LEADER TO CEO’!

Purchase at URead.com

Subba Rao Chaganti is the Former Director (Marketing & Sales) at Sun Pharma He is Visiting Faculty at School of Management Studies, Jawaharlal Nehru Technological University.

Editor’s Choice: “Interactive and Engaging Training - A Practical Guide” by Renie McClay
Anup Soans
I was privileged to attend one of Renie’s coaching sessions a few years back. Renie, a certified facilitator with BlessingWhite in the US was visiting and exploring India, and I was at that time also a facilitator with the India partner of BlessingWhite. The quiet and efficient manner in which she facilitated the session left a deep impression. Here was a person who had trained globally and was very comfortable in sharing her professional insights with Indian professionals for free! Interactive and Engaging Training a Practical Guide by Renie McClay is an excellent resource for everyone interested in making learning interesting and interactive. In less than 80 pages Renie lays bare the essentials of interactive learning. Beginning with the basics like VARK, Renie moves on to case studies and practical examples of making learning for adults a “We want more” activity. A quick and practical resource for people who want to liven up the learning process. Knowing how and when to use interactive and engaging training methods is a key ingredient to making learning stick. This book is a collection of tried and true activities to get participants engaged and interacting with others to learn something. There is something here for everyone - accidental trainers and those new to the training field, as well as seasoned trainers. This is the why and the how for building interaction and engagement in training. It includes examples and instructions that can easily be incorporated in learning solutions. There are even ideas on leveraging technology! Renie McClay is on the MedicinMan International Editorial Board. Renie is a global learning consultant who has managed the training function for several Fortune 500 companies, including Kraft and Novartis. After 20 years in corporate training and development roles, she started her own firm, Inspired Learning LLC. She designs and delivers training for improved performance. She is a Certified Professional of Learning and Performance (CPLP) and has a Masters in Global Talent Development from DePaul University. Renie is also the author of three other training and development classics - “10 Steps to Successful Teams (ASTD Press)”, “The Essential Guide to Training Global Audiences” (Pfeiffer), “Fortify Your Sales Force: Leading and Training Exceptional Teams” (Pfeiffer). You can browse through Interactive and Engaging Training a Practical Guide by clicking on this link - http://www.amazon.com/Interactive-Engaging-Training-Practical-Guide/ dp/1475165447

29 | MedicinMan April 2013

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