MedicinMan

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|

A BroadSpektrum Healthcare Business Medias Corporate Social Responsibility Initiative

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FORCE
DE VICES

E XCE L LE N CE
DIAGNOSTICS |

PHARMA
Vol. 1 Issue 4

MEDICAL

SURGICALS
November 2011

www.medicinman.net

Editorial

Employee is the New Customer

Are your employees engaged, not engaged or disengaged? According to Gallups necessary to keep their negatively and Engagerecent global survey on jobs. And 27% are actively ment leads to better CusEmployee Engagement disengaged, indicating tomer Satisfaction, Higher and Wellbeing, only 11% they view their jobs negaProductivity and Greater of workers are engaged. In tively and may spread that Profitability. It is time other words, only one in negativity to co-workers. that managers at all levels nine employees are emo- The findings are based on develop metrics to meastionally connected to their an unprecedented study ure the engagement levels workplaces and feel they of engagement involving of their co-workers and have the resources and 47,000 employees in 120 map these to desired outsupport they need to suc- countries. As the Employcomes and work towards ceed. The majority of ee Engagement Meta building a more engaged workers, 62%, are not en- Analysis Outcomes show, Field Force rather than gaged that is, they are Disengagement impacts just managing attrition. emotionally detached and everything from AbsenRead full report on: are likely to do just what is teeism to Safety to Quality http://bit.ly/gallups12 .

INSIDE MEDICINMAN

EDITORS PICK
SUCCESS STORY
AMLESH RANJANS FASCINATING RISE FROM MR TO ASSOC. DIRECTOR POWERED
BY EXCELLENCE AND VALUES.

HOT ON LINKEDIN: IS PHARMA TOO STEEPED IN TRADITIONS TO ATTRACT GEN-Y? HBR STUDY REVIEW: THE 7 TRAITS OF GREAT SALESPEOPLE INDIAN PHARMA - THE FUTURE IS HERE: REPORT ON THE PHARMA FUTURE KNOWLEDGE CONCLAVE. SALIL KALLIANPUR NO FIRE? DONT HIRE! WILLIAM FERNANDEZ ARE YOU SELLING DRUGS OR CREATING HEALTHCARE COMPANIES? HANNO WOLFRAM INDUCTION: OPPORTUNITY TO LEARN BY SEEING V. SRINIVASAN EMOTIONAL INTELLIGENCE - INSIGHT FOR BEGINNERS VIJAYA SHETTY

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6 11 12

MedicinMan wishes all its readers Success and Happinessboth Personal and Professional this Festive Season !

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Attention Medical Reps and Front-line Managers !

My Success is My Responsibiliti

TM

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MedicinMan Vol.1. Iss.4.

Hot on Linked
As seen on Indian Pharma Connection

Is Indian Pharma too Steeped in Past Tradition to Attract Gen Y?

Gen Y, while talented, is also irreverent of traditions like addressing seniors as 'Sir'. What changes will Indian Pharma need to undergo?

I don't think the Gen Y is irreverent. They are merely opinionated and have strong viewpoints. They need to be heard. This is where Indian Pharma is lacking. They are treated as learners and trainees but they are definitely also a part of the target audience. They know how and where customers can be tapped. Devanshi Mayani Great ideas have not come from business schools but from the field. Many times we seniors turn a deaf ear to suggestions from the field or turn down saying its impractical. Thats the beginning of conflict and non-implementation of existing strategies. Every one needs to be heard. As we grow, we seniors should learn to be patient listeners. If you can listen to any rubbish from customers why not listen to suggestions from a junior? Sanjeev Deshpande You must also look at the status of an M.R. Till date they remain blue collared people (not even workmen). A whole list of responsibilities, dodgy Doctors, skinning chemists/stockists, unhealthy work culture, indifferent/inexperienced bosses, package not justifying the efforts required. Has anyone bothered to compare the growth pattern, social security of a M.R. with that of any Class 4 employee? Talking of Big degrees like MBA (available at every nook and corner), expecting, them to be reverent, agree to illogical strategies, work ethics, seems funny. Remember, this industry has no value for experience. The number of years experience as an M.R. has no value in the job market when he/she ,seeks a job change at 45years of age. All the Pharma companies want to sell their products, without promoting. Shekhar Kumar Prasad I am not Gen-Y but Gen-Y takes many things for granted. Agreed, they have graduated with B.Pharm or M.Pharm degrees but what is taught in classes and books is mere theory. Gen-O, (I am part of Gen-O) has hands-on knowledge plus that little thing called experience. Experience is not available in any book. And I do not see any reason why Gen-Y will not be respected; respect is not got but is earned. Please let not M.Pharms be on a high stool since what they are taught is only theory. Come with an open mind, absorb knowledge and rise in the field. Prem Goel Our Consultant, a brilliant person, who was a B. SC. then, (who went on to launch a pharma company later), had joined as MR in an MNC in early 1950s. He told that then a doctor had advised him once to quit the profession as it is not noble, guys smoke and take to drinks (a taboo then for a large part of the society). He also said that marriage proposals were difficult to come by. However, he had a passion for the field and was highly successful, working as consultant till age 78+. Later this very profession was to offer one of the finest salaries, chances of quicker growth (MR to VP/President or even MD). Why then has it turned almost a full circle? Definitely the Profession has lost zeal at MR level. Dr. Ulhas Ganu We should talk about MR only when the higher management is ready to take risks with new and innovative strategies. This would motivate an MR by getting him out of the boredom. If MRs dont get respect (as they seem to think) it is because they are unable to get the attention of the customer. This is because they use mundane selling tactics with no innovation. Why is there no innovation? Several Reasons. It is difficult to get out of ones comfort zone to try something new It is a risky proposition. We believe we should give only what our customers demand (even though customers themselves are often unaware of where they stand). Imitating other companies. Belief that we shouldnt give "Gyan" to our doctors, and much more. Dr. Shalini Ratan
Note: Comments have been paraphrased. Click on the commenters name to see Linkedin Profile

Visit Indian Pharma Connection on Linkedin for more such insightful discussions. Join MedicinMan on Linkedin: http://linkd.in/medicinman

HBR Study Review Article

MedicinMan Vol.1. Iss.4.

WHAT MAKES GREAT SALESPEOPLE?

Indian Pharma generally selects sales- This should be very encouraging for salespeopeople like they select any other professional ple who are considered Introverts but who on the basis of qualification and experience. have other traits like Conscientiousness, Achievement OrientaNow an exceltion, Curiosity and Lack Surprisingly, traits like lent, must-read of Discouragement. Modesty and Lack of article by Steve While naturals will Martin of the Gregariousness feature as have a head-start, most Harvard Busiof the Personality Traits traits of Top Salespeople. ness Review, like Achievement Orientalks about 7 tation, Lack of Discouragement, Lack of Self Personality Traits of Top Salespeople. Consciousness and Curiosity can be cultivated Surprisingly, traits like Modesty and Lack of through self-awareness and self-development, Gregariousness (not loud or too friendly) feedback and coaching to create a culture of feature as prominent traits of top salespeople. top performance.

PERSONALITY TRAITS
OF TOP SALESPEOPLE

1.Modesty. 2.Conscientiousness. 3.Achievement Orientation.

Professional Growth Special

4.Curiosity. 6.Not Easily Discouraged. 5.Lack of Gregariousness. 7.No Self-Consciousness.

1.MODESTY: No inflated ego; propriety in dress, speech and conduct. Does not take a know-it-all approach with Drs. Shows consideration for Drs. personal space. 2.CONSCIENTIOUS: ethical, honest, just, morals, principled. Gives 100% to the job at hand. Believes in ethical selling to Drs. Seeks to do all that is required of him/her, and to do it well. 3.ACHIEVEMENT ORIENTATION: Has a can-do attitude and the will to get the job done regardless of circumstance. Takes pride in meeting Company objectives and targets. Is willing to go the extra mile if required. 4.CURIOSITY: desire to know; interest in others' concerns leading to inquiry and discovery. Loves prospecting for new leads. Has a desire to learn more about the market and master the science behind the art of selling. 5.(Not) GREGARIOUS: Someone with loud personality. Tends to be pushy and aggressive in approach. The old sales paradigm emphasized a push approach to sellingselling by overwhelming. The new paradigm demands that the MR pay close attention to the needs of the Dr. and his patients and deliver value in a calm, businesslike manner. 6.Not Easily Discouraged: Not easily put down by failure or rejection. Has his emotions firmly under control and looks for opportunity in failure. MR is willing to persist with difficult (or rude) customers. He is not discouraged by negativity from colleagues and seniors. 7.No Self-Consciousness: A self-conscious person is ill-at-ease with himself and others. Lack of Self-Consciousness comes from a healthy image of oneself. Even if one has a shy personality, with practice, one can ensure that this is not a disadvantage.

The Seven Personality Traits of Great Salesmen

Editors Note: Career development begins with awareness and progresses to self development, when an individual takes on the responsibility of improving himself by imbibing the qualities that lead to becoming a great salesperson. Read the full article in the Harvard Business Review: http://bit.ly/qsvXKY

3 FACTORS IMPACT MR DOCTOR INTERACTION IN THE CURRENT MARKET SCENARIO

1. SCARCITY OF ATTENTION ! 2. SCARCITY OF TIME ! 3. SCARCITY OF INTEREST !
ENHANCING PHARMA-DOCTOR-PATIENT ENGAGEMENT

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MedicinMan Vol.1. Iss.4.

Indian Pharma The Future is Here.

Highlights of the Pharma Future Knowledge Conclave at the FOUR SEASONS HOTEL, MUMBAI
present as nothing much had changed in two decades. The pharmaceutical industry in India is considered a slow Salil Kallianpur adopter of new technology, new media and simply put - new ways of has al- doing things. Emerging markets is a buzzword at global headquarters of every MNC. Yet, every new business model looks and feels the same - Foray into branded generics; Expand to rural markets and Expand sales forces to increase reach. Hardly anything novel here; except that novelty will lie in execution. Pharma Companies, when faced with the same environment, challenges and opportunities chose to react in almost the same way. The actual execution of these plans will set the men apart from the boys. So, if field forces expand and companies bring in more generic brands instead of novel products, will it not mean more Medical Reps discussing more brands with the same doctors? This means a sharp reduction in access to doctors as they restrict the number of days to see MRs and the number of MRs seen on those days. How should pharma react? Should it adopt technology? What role will technology play? Will companies reduce field forces as cost effective alternatives to technology? Will e-detailing and emarketing replace MRs? Not quite it seemed. Access to the clinic is limited. Access to mindshare is not. If companies demonstrate a willingness to work with doctors to improve patient outcomes, then doctors are likely to accept companies as partners and not view MRs as an infringement on their time and decision making. Doctors in India seldom practice in groups. Every doctor, even when attached to private hospitals, is an independent consultant. This increases the complexities of the partnership equation as each doctor has unique needs and requirements. Can pharma evolve to a mass customization model? If so, how quickly? From its current focus on products and productivity, the transition of the pharmaceutical business model to one that bundles products with services, customizes offerings to each individual

ACCESS TO THE
CLINIC IS LIMITED.

ACCESS TO MINDSHARE IS NOT. IF

COMPANIES DEMONSTRATE A WILLINGNESS TO WORK WITH DOCPATIENT OUTCOMES, THEN DOCTORS ARE LIKELY TO ACCEPT COMPANIES AS PARTNERS AND NOT VIEW

The future ways bewildered man. Inability to see the

future forced us to learn from history. The need to know the future has given rise to an entire industry called Business Intelligence (BI). For Pharma business leaders BI serves as a vital crutch. cal industry has billions of dollars at stake in India. Analysts estimate the market size to be humongous as various ailments threaten human life with pain, discomfort and death. Interesting insights emerged at the Pharma Future Knowledge Conclave 2011 organized by Indegene Lifesystems. Disappointingly, most executives believed the future would not be too different from the

TORS TO IMPROVE The global pharmaceuti-

MRS AS AN INFRINGEMENT ON THEIR TIME AND

DECISION MAKING.

MedicinMan Vol.1. Iss.4.

Indian Pharma The Future is Here.

customer and leverages practices that have been diseases (CVD, diabetes, technology to reach out to adopted in India have al- smoking) there was little or many more customers, ready been tried and tested no discussion on how health opens up the need for vast in the West. Does this leaders will become agile amounts of data. How make India a wait-and- caretakers of interdependent much data is enough? Da- watch market? Should networks that grow smarter ta, sometimes, never seems iPads be used as detailing as they get to know and supenough. Most often data tools in India just because port individual patients. that gets you to a yes-no reps in the West use them? The pharmaceutical indusdecision is enough. Can The point here is that tech- try can explore robust value executives differentiate nology should be used only creation and revenue generwhen to ask for more and if it makes sense. There is ating opportunities in areas when to use what is availa- little to gain if we tweak that will help prevent onset ble when business models existing and time-tested of chronic diseases move from beor assist chronically ing product fo- What is happening to healthcare is no ill patients manage cused to becomdifferent from other industriesthe their disease in cost ing customer power of the individual is increasingly efficient ways. focused? The What is happening critical differ- influencing how healthcare is directed to healthcare is no ence is between and delivered, enabled by the techno- different from othdata and iner industriesthe sights. We may logical and the virtual world we live in. power of the indisometimes have vidual is increasan overload of data but a processes that continue to ingly influencing how deficit of i n s i g h t s . deliver results, just for the healthcare is directed and Knowledge of the customer heck of it. Technology is delivered, enabled by the and insights derived from simply an enabler, not a technological and the virtual that knowledge can never means in itself. Ask your- world we live in. This is by be substituted by business self how long the novelty of no means a Western pheintelligence tools, however detailing with an iPad will nomenon. This is the future sophisticated. In-depth last if the content remained of the pharmaceutical indusunderstanding of custom- stale. Now ask yourself how try in India: ers can only happen from easy it is to quickly update The Pharma Future. increased face-to-face in- the latest clinical data on teraction requiring human iPads of the sales force usintervention. Technology ing technology. Salil Kallianpur therefore, will augment the The focus lay too much on is Marketing sales force effort and not discussing the adoption of Manager at substitute it. technology rather than on Medtronic. He Yet, why is technology what new processes would is an influential adoption so poor in the evolve from path-breaking healthcare blogger at Indian pharmaceutical in- technology. Despite India salilkallianpur@word dustry? Most business being the capital of chronic press.com

THE CRITICAL
DIFFERENCE IS BETWEEN DATA AND INSIGHTS. WE MAY SOMETIMES HAVE AN OVERLOAD OF DATA BUT A DEFICIT OF INSIGHTS. KNOWLEDGE OF THE CUSTOMER REQUIRES FACE-TOFACE INTERACTION. TECHNOLOGY THEREFORE, WILL AUGMENT THE SALES FORCE EFFORT AND NOT SUBSTITUTE IT.

MedicinMan Vol.1. Iss.4.

Featured Thought Leader Success Story: Palajori to Dusseldorf

I sit today on the banks of river Rhine in the German city of Dusseldorf, a tad exhausted after three hectic but satisfying days as a Speaker and
Amlesh Ranjan Panelist at the Commercial Excellence and SFE seminar. Today was a high point in my career when, after my session on Co-creation of Value in Partnership with the Customer, Dr. Leandra Herrero, well-known Change Management Guru and Renowned Author commented, Very insightful presentation: Cocreation of value is a noble goal. As I sip my coffee at this cozy caf in this beautiful city, my thoughts travel back to the small tea stall in Palajori (a village in the tribal belts of eastern India) where I would go regularly for my doctor calls twenty years ago. Invariably, by the time I would finish my call, the only public transport available would have left. Thus, going back to the Headquarters was out of question, proper food and water a distant dream because there was no concept of a hotel in places like Palajori. Palajori was important though, because our classic brands of Hoechst were selling well. Over time, I grew very fond of the tea and samosas of Rohini tea stall and always managed to hitch-hike till the highway on the bicycle of the local chemist to make my way back to town. Becoming a Medical Representative was not an easy decision for the son of a Doctor, when all expected you also to either follow his footsteps or better still, become a Civil Servant or a Bank Probationary Officer. My family members at my home town, Nawada, were actually upset with my decision! My father was supportive though, because I had got a break in a great company, Hoechst. But he also hoped that I would change my mind in a few months. One more person was happy, our towns first MBA, who was pleasantly surprised at my selection. Definitely, there was, and is, something unique about the Medical Representative professionYou are part of a evolved sales & marketing team which does scientific selling and the key customers are doctors who are revered in the society.

by Amlesh Ranjan

You are on the move and largely on your own as your manager can be with you for only 2-3 days in a month. You are among the very few whose day-to-day work can actually make a difference to the health of the country and its people. I started as an MR in 1988, working mostly at Patna. I had the privilege of working with very supportive seniors, most of whom were legends in the pharma circle. Therefore, I learnt a lot at the very beginning of my career. West Bengal, in 1996, was my first area as a First Line Manager. Very soon, the realization dawned that Area Management is a complex and critical function in Pharma and possibly a primer for General Management. West-Bengal was followed by a year at Orissa and then five very successful years in Andhra Pradesh. In three years at Vizag, we had managed to create the No.1 team in the country. The Hyderabad stint gave me the experience of establishing a concept from pre-marketing to launch to development.

BECOMING A MEDICAL REPRESENTATIVE WAS NOT AN EASY DECISION FOR THE SON OF A

DOCTOR... MY FAMILY
MEMBERS AT MY HOME TOWN,

NAWA-

DA, WERE ACTUALLY UPSET WITH MY DECISION!

MedicinMan Vol.1. Iss.4.

Featured Thought Leader Success Story: Palajori to Dusseldorf

The turning point in my career was when I entered Corporate Head Quarters, Mumbai, as Team Head, Operational Effectiveness in 2005 and had the opportunity to work under a Great Leader from whom I learnt the art of finding simple solutions to complex problems. I then moved into Sales Force Effectiveness and Analytics and was part of the Business Excellence team headed by an amazing Strategist. In this period, I had the privilege of having seniors, peers and team members, who were consistently redefining the concepts and re-stretching boundaries. This helped me develop an ability to be strategic in my thinking, and inculcated in me the courage to challenge the status quo. In 2007 October, I was further elevated to the position of an Associate Director. My last two years have been in Public & Private Healthcare Marketing & Operations. This position has given me the opportunity to work under two members of the Sanofi Senior Management. They have helped me gain an understanding of the Healthcare systems and policies in India. Healthcare delivery will be a critical sector for Pharmas future aspirations in India. It is a very dynamic domain, with lots happening at an amazing pace. Health systems & Hospitals offer tremendous opportunities in Market Access, Disease Management & Key Account Marketing & Partnership development. For my success, I am grateful to my organization. Hoechst, HMR, Aventis, Sanofi-aventis and now Sanofi. My organization, has an uncompromising approach towards Values and emphasis on Learning & Development. Despite being in the field, I built my conceptual understanding by doing courses on Business Management and Pharma Marketing. This combined with my rich contextual experience, helped me transition from an Operational to a Strategic position. Pharma is a great domain to be in and a Medical Rep or Scientific Sales Executive is a good way to start ones career. While the MR position offers a great opportunity to develop customer and communication orientation, Area Manager position lays the foundation for General Management abilities. The industry is full of success stories of people rising from the frontline sales roles to organization level leadership roles. It will be great to see more and more bright youngsters join the industry as Pharma truly deserves the best talent. It has been a satisfying journey for me and my sincere gratitude to all who kept supporting me. The backbone of my being has been my wife and my two kids. My success can be attributed to my consistent desire to add Value by excelling at every responsibility assigned. Nothing deterred me from taking the task head on, whatever the job or the project. This coupled with an insatiable appetite for learning, helped me optimize the opportunities that came my way and also gave me the strength and wisdom to cope with challenges and adversity. But above all, it has been my unwavering adherence to values that has helped me reach this position because all along I have been a firm believer that, The Value you add, comes from the Values, you hold.
Amlesh Ranjan is Assoc. Director at Sanofi. Send feedback to: amlesh.ranjan@sanofi.com amleshranjan@gmail.com

by Amlesh Ranjan

Amlesh speaking at the Eyefor Pharma event in Germany

My growth and development did follow a certain path. Sharing my Success Mantra : (1) Stick to Ethics and stay with Basics (2) Keep Learning and help Develop (3) Innovation, the key imperative (4) Excellence, the only way (5) Get going, NOW!

THE VALUE YOU ADD,

COMES FROM THE

VALUES, YOU HOLD 9 ~

Business Insight for Second-line Managers MedicinMan Vol.1. Iss.4.

LinkedinSight
Q. What are the Most Important KRAs for Second-line Managers in Pharma?
I. Sales (a) Total Sales of Rs. Mn. and a growth of % over previous year (b) Promoted Sales of Rs. Mn. and a growth of % over previous year (c) Mkt Sh% growth for the Total Region from % to % (d) Mkt Sh% growth on Priority portfolio (Regional) from % to % (e) Volume growth of % over previous year (f) New Product launches with Sales of Mn. in Year of Launch II. Profitability (a) Gross Profit Target of Rs. Mn. and GP Margin of % to Sales (b) Expenses at or under Rs. Mn and at % to Sales (c) Regional Contribution target of Rs. Mn a Contrib. Margin of % to Sales III. Productivity (a) Average Total Productivity Increase of % (b) Promoted Products Productivity Increase of % (c) SLSM will move from Quadrant to Quadrant (d) Movement from Quadrant 1* FLSMs: Reps: (e) Movement from Quadrant 2* FLSMs: Reps: (f) Movement from Quadrant 3* FLSMs: Reps: *The 3 quadrants pertain to the 3 Pillars- Results/ Activities/ Leadership Behaviors at each level in the hierarchy. Insight shared by Keith Pinto on Linkedin Group Pharma Trainers Forum. Keith Pinto is Sr. GMTraining and Management Development at GSK. IV. Rx Objectives (a) Total Rx Volume Increase (b) Promoted Products Rx Increase (c) Avg. Total Rx Value Increase (d) Avg. Promoted Products Rx Value Increase V. Regional management (a) No Bad Debts in The Region VI. Field Force Metrics (a) % Reps on target (b) % FLSMs on Target (c) Sales Calls per Day Average (d) % Customer Reach vs. Target (e) % Customer Coverage Frequency vs. target (f) % SLSM time on the field (g) % FLSM time on the field (h) % Rep time out of the field

Q. What are the 3 most important KRAs for second line managers in Healthcare?
A. The three important KRAs for second line Sales Staff in Health Care are: 1) Managers must at least once develop first hand contact / coverage by Drs., Healthcare Facilities, Newer emerging HC trends / Facilities in his / her territory. Periodic, Personal contact with key referring Doctors/ institutions as per his/her schedule calendar.
Insight shared by Dr. Dev Taneja on Linkedin group Indian Healthcare Industry. Dr. Taneja is VP - Planning, Systems and Strategy at Seven Hills Hospital, Mumbai

2) Periodic Mapping of Parent Hospital's Clinical Program Marketing share vis--vis main competitors in terms of revenues / volumes, Addition / Deletion of new Consultants, Addition / Deletion of technology and Addition / Deletion of additional space plus major partnerships and alliances. 3) Performance appraisal with respect to variance in business compared to target per clinical program assigned to Sales Manager by Dr., Areas, Corporate business, addition of new channel partners etc.

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MedicinMan Vol.1. Iss.4.

NO FIRE? DONT HIRE !

How Front-line Managers as Talent Scouts can Reduce the Impact of Attrition
Vision of the Organization If you want to lead, pay like a leader to attract the best talent. Mediocre companies attract mediocre people. Goal of the Organization Organizations focusing on short term goals never bother about reducing attrition and creating talent pool. Investment in People How much will you invest on people development is important as people stay on in learning organizations. Interview Process - Every Manager has to be ready for attrition. Front-line Manager must be a talent scout and have number of potential candidates in mind in case of vacancy. He should scout for potential candidates while working in the field. Vacancies in high potential territories should be carefully filled with right candidates. Wrong selection will do more harm than good. The following are 5 Steps to ensure Right Fit: Step 1: Physical Appearance Person should be physically fit and presentable in appearance with good attire sense and enthusiasm as MRs job involves lot of leg work and meeting highly qualified people. Step 2: Family Background is very important as a person with needy background will be hardworking and more stable. Step 3: India is made up of small towns. Here reading English is more important than fluency in spoken English. Fluency in Regional language is also important. To Sell You have to Spell, Pronunciation part plays important part in Detailing. Therefore reading text of Visual Aid should be integral part of Interview. Step 4: Education Background Pharma Selling involves scientific communications. So preference should be given to Pharmacy and Science graduates. Street-smart Arts and Commerce graduates with right attitude, skill and enthusiasm also perform well. Step 5: Using NDA formula for final selection: Need+Desire+Attitude. (NDA) formula should be used for final selection as skills can be developed by training. People with need, desire to succeed and right attitude will work better and work for a longer time. Post Hiring Actions After Training and Induction, Feedback and Performance Appraisal are important to develop and retain good performers. Regular and specific feedback is very essential to develop new MR. Scouting, recognizing and nurturing a talent pool to meet the future needs by FLMs will help reduce the impact of Attrition.

William Fernandes Sr. Training Manager Blue Cross Labs

The 7 Deadly Sins of Recruitment

-Performia Australia

Attrition! Attrition! Attrition! People everywhere are blaming attrition for nonperformance. Attrition is prevalent
across industries including top organizations like Infosys. Pharmaceutical Industry, especially Sales and Marketing have been hit badly. Career oriented people are being offered choices by other industries like IT, Real Estate, Hospitality, Banking and Retailing. We must accept the fact that attrition is the order of the day and it is not likely to reduce in future. We can only reduce the impact of it by applying right HR policies in the organization. However Front-line Managers can also minimize the impact of Attrition through Right Selection, Recruitment and Interview Process to ensure Right Fit. Three important aspects must be considered while making recruitment policies:

Making the job ad too good to be true. Focusing on education, experience and other wastes of time. Listening, but not looking. Lets find someone just like me! Making personality a priority. Not reference checking. Losing the right candidate by not acting fast enough.
Taken from Performia Austrailia. Read more here

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Business Insight from Germany

MedicinMan Vol.1. Iss.4.

Are You Selling Drugs or Creating Healthcare Cos ?

How Top Management can Help Medical Reps Overcome Rejection

No one knows more about a disease than pharma companies with all their researchers in the biochemical, clinical and therapeutic field. But research & development brains appear not be linked to marketing & sales people. In many cases
they do not even know each other. The transfer of the vast know-how available inside the industry is not leveraged to create value to those who deal with these problems in their clinics or hospitals. cial and market dynamics are driving paradigm changes, pharma is yet to respond. Many companies in many countries are still in drug selling mode. Therefore doctors close their doors and reps are confronted with rejection. The poor reputation of pharma is worsening, not even patients trust pharma and still: playing a more active role in healthcare appears far away for many companies. Here it might be very helpful to create a picture of playing an active role in healthcare to highlight what this could mean: Imagine a population in Africa, suffering from the plague of the 21st century: HIV. There are a number of companies who not only know literally everything about HIV but as well have remedies to treat it. Imagine that companies having synergistic drugs would join forces and resources and agree with governments to train physicians, nurses and teachers and deploy their joint forces into many small HIVclinics across such plagued geographies and help to prevent, assist in educating the population and treat those affected. Of course this approach will create revenue for the company, paid by governments or even the WHO. In this case, a pharma company would deliver support to those infected, assist the country or government to cure one big reason of poverty and the lack of perspective for a more prosperous future. They would play and active role in healthcare. There are the examples, like Janssen-Cilag (J&J) having set up an integrated project to better detect and support the treatment of schizophrenia in the north of Germany. They share their knowledge, being subject matter experts on the disease and are getting actively involved in healthcare. They do this through a fully independent service company, but at least they do it. Where are the other experts? They call themselves research based companies; know literally everything about the specific disease they are researching. They carry necessary insights and still do not really share these competencies with those affected. Be it physicians not having enough time during consultation or be it patients with a real need for information and assistance. Pharmaceutical companies not only have all knowledge, but they also have the economic power and a number of other prerequisites, for example professional project management skills. Many of them are striving to improve the sales model, too few are thinking about the business model of the future. If their understanding of Key Account Management would be the same as in other industries, they will start to offer solutions and no longer drugs.

What if pharma started shaping their markets inHanno Wolfram is MD stead of complaining and at Innov8 GmbH and Cowhat if pharma would deFounder at Pharmainstitut liver improved quality of Contact him at : life to those affected, inhanno@innov8.de stead of selling drugs? The history of pharma has seen many changes in company cultures, restrictive laws and regulations imposed, changes of approach and style, but one Cos like Wyeth and Sanofi Pasteur have, in collaboration with WHO and others, contributed thing has remained significantly to polio immunization globally. Ed unchanged even in 2011: it still is about ANY COMPANIES selling drugs. Whereas many other industries offer ARE STILL IN something different today: DRUG SELLING the car industry provides mobility, fashion industry MODE HERE- offers desirability etc.

.T

FORE DOCTORS CLOSE THEIR DOORS AND REPS ARE CONFRONTED WITH REJECTION.

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Despite the fact that many companies claim to be healthcare companies, their contribution is perceived as nothing but providing (undoubtedly helpful!) drugs. While so-

Business Insight from Germany

MedicinMan Vol.1. Iss.4.

Induction: Opportunity to Learn by Seeing

All Companies, including MNCs, face shortage of field sales people and are unable to have full complement of their planned field strength at any given time.
Front-line Managers should play an active role in filling up vacancies and ensure that new candidates are inducted properly. If 30% of sanctioned strength remains vacant on an average, and the per month sales turnover is Rs.10 crores with the full complement of field force, then such companies tend to lose Rs.3 crores per month. This loss of revenue puts undue pressure on other team members leading to further attrition and increased pressure. Such is the enormity of the situation posed by unfilled vacancies. To break this cycle of attritionpressureattrition, Front-line Managers must ensure that the induction of new candidates is happy and satisfying by making it an opportunity to learn by seeing. Front-line Managers must demonstrate field sales activities clearly, so that new candidates understand their job well and are able to perform and succeed in their job. It is very important to put new MRs on the right track to ensure that they perform well and get the much needed confidence in their abilities. First impressions are the best impressions and the induction process tends to make or break new candidates. The induction process must be made into a pleasant experience, which should create trust in the company and put the new candidate at ease within the team. The confidence developed during induction holds the key to future performance. Hence Front-line Managers must be specially trained for this task through Management Development Programs. MDPs must reinforce the importance of induction through activities and experiential learning. Front-line Managers must have clear understanding of situational leadership so that they can direct, coach, support and delegate depending on the skill level of the new team members. Induction must be a twoway engagement process, where Front-line Managers must demonstrate active & empathetic listening skills to understand and appreciate the new candidates strength and identify areas for improvement. Front-line Managers must make the first day of the new candidate a happy occasion by 1. paying attention to small details like giving business cards on the day of joining. 2. Making a fully engaged team member to share his induction experience and assure the new candidate of full support to create a sense of belonging. This sense of belonging will ensure that the new candidate will share his concerns openly. Any disregard to their genuine concerns, will end up driving them to some other company. Once a new candidate is inducted properly the Front-line Manager also gains confidence in his leadership capability and this feel-good factor is key to motivating MRs to perform to their fullest potential.

INDUCTION MUST
BE MADE A HAPPY OCCASION BY PAYING ATTENTION TO SMALL DETAILS LIKE PROVIDING BUSINESS CARDS ON THE FIRST DAY OF WORK.

V. Srinivasan has a rich experience in HR and Sales Administration in Pharma Companies, with over 200 published articles to his credit in India and abroad. He can be contacted at shridhar1956@ rediffmail.com,

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MedicinMan Vol.1. Iss.4.

Emotional Intelligence - Insight for Beginners

AS MORE AND
MORE PEOPLE ACCEPT THAT EMOTIONAL INTELLIGENCE IS JUST AS IMPORTANT TO PROFESSIONAL SUCCESS AS TECHNICAL ABILITY, ORGANIZATIONS ARE INCREASINGLY HIRING SALES PERSONNEL BASED ON THEIR EMOTIONAL INTELLIGENCE.
The greatest wealth one can have in life is good health.and we in the pharmaceutical industry are the ones who provide not only medicines but healthcare solutions to the population through the doctors. Medical Reps are the incredible force who work, come rain, shine or thunder to make the world a healthier place. Despite the paradigm shift in communication, the value of face to face communication and interaction of Medical Reps with the doctors continues to be of utmost significance in our industry. However, today the number of MRs has risen so much that it has placed a burden on the doctors time. In such a scenario, how do we make our MRs stand out and make a mark? How do we ensure that our MRs go beyond technical skills and skills such as getting appointments, detailing, and getting prescriptions? How do we ensure that MRs are able to achieve enhanced relationship as well as prescription loyalty with doctors? How can we empower MRs to work in these challenging times? We empower them by making them emotionally intelligent. What is emotional intelligence? By definition, Emotional Intelligence (EI) is the capacity for effectively recognizing and managing our own emotions and those of others. According to Daniel Goleman, EI has 5 basic principles necessary to become a leader. They are self awareness, self regulation, self motivation, (the ability to recognize your emotions and to understand what they are telling you), empathy and nurturing relationships (realize how emotions affect people around you. When you understand how they feel, this allows you to manage relationships more effectively) all necessary ingredients to engage customers and maintain their loyalty. According to Deepak Chopra, When people are emotionally bonded to you, they want to have contact with you. They want to be of service and share in your vision. Deep motivation then develops. True, lasting loyalties are formed. MRs who have a high level of Emotional Intelligence can foster better relationships. As more and more people accept that emotional intelligence is just as important to professional success, as technical ability, organizations are increasingly hiring sales personnel based on their emotional intelligence. This is because studies have revealed that emotional intelligence is twice as important in contributing to excellence as intellect alone. Thus to really succeed, MRs must develop and apply their relational skills to help them connect with doctors, recognize doctor wants and needs, and build strong lasting relationships. A representative who can respond appropriately to the doctors emotions can have a positive influence on doctor satisfaction and prescription generation. In fact emotionally intelligent people are known to produce better sales and higher productivity. Eventually they can emerge as stronger leaders and better decision makers and hence move to the next level in their career. Emotional Intelligence can thus be a key to success in life especially in your career. Vijaya Shetty is a senior consultant with Identity Business Solutions Hub. She has 15 years work experience in the Pharma Industry .

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MRs must learn to use Emotions powerfully; like the Airtel ad where a grandson returns home & makes his father to re -connect with grandfather after years of separation. Ed.

MedicinMan Vol.1. Iss.4.

Career Development Chance or Choice?

The position of Medical Rep offers the maximum opportunities for career development for those who are willing and determined; even though field sales professionals enter Pharma industry by chance rather than choice. This is not bad in itself. Many important decisions about our life have been made for us and we did not have any choice in deciding key issues like who our parents were, what name we would carry, the place of our birth, the color of our skin and so many other things about which we wish we had a choice. Many people even change their names because they are embarrassed with their names like Chironji Lal Khosla in the movie we are willing to reflect on the message and learn. Movies like Titanic are great because they speak about challenges and movie Titanic, Leonardi Di Caprio, says that life is like a game of cards, you cannot choose which cards are dealt to you. But you can choose how well you will play the game with the cards you have. In the same way you may have become an MR by chance, but you need not leave your career development to chance. In the past three issues of MedicinMan, we have featured MRs who entered the profession by chance but made it a choice to excel in their work. Everyone can learn a lot from these role models of how to turn chance into choice.

Chironji Lal Khosla (first from left), often felt helpless about his place in life and society; this attitude changes dramatically over the course of the movie. Khosla Ka Ghosla. Movies are great entertainers as well as teachers, provided choices that all of us have to face and overcome in career and life. In the

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EXECUTIVE TEAM
EDITOR Anup Soans EXECUTIVE EDITOR Joshua Soans COO Arvind Nair ADVISORY BOARD Prof. Vivek Hattangadi Jolly Mathews EDITORIAL BOARD Shashin Bodawala Salil Kallianpur

Book Review: Using Information Value Additions to Therapy to Put Patients First Our Editorial Board
ten book that seeks to put the Patient First. According to Dr, Shalini Ratan, another pioneer in putting patients first, It is estimated that over 70% patients leave the doctors cabin without fully understanding the treatment leading to poor compliance. Pharma companies would do well to widely circulate Using Information Therapy to Put Patients First instead of using devious ways of increasing prescriptions. Informed patient is a compliant patient. Using Information Therapy to Put Patients First is a must read for all pharma sales and marketing professionals to gain insight and develop empathy for patients leading to better quality interaction with doctors. This is one Diwali gift that will light up the world of patient education with brightness that it rightly deserves. Vardarajan S is GM - Strategy Mgt & Ops Excellence at Merck. He began his career as a Medical Rep with Searle and has a very distinguished career and varied track record with Upjohn, Rhone Poulenc, Pfizer and Novo Nordisk. Vardarajans stint with IMS has given him a deep insight into healthcare industry. Dr. Mandar Kubal M.D is a Fellow of Infectious Diseases Society of India and American College of Chest Physicians. He is the Chief of Infectious Diseases at several hospitals in Mumbai and is attached to renowned hospitals including Fortis. Dr. Kubal enjoys interacting with Medical Reps has done interesting surveys on various aspects of a Medical Reps work.

In an era when the focus is Dr. Shalini Ratan shifting to delighting the PaPrabhakar Shetty tient, it is surprising that there are not many handy resources to understand patient aspirations and bridge the vital gap. CONSULTANTS Dr. Anirudha Malpani and his editor Rohan Pasricha have Amit Shekhar done a brilliant job in bridging this gap with their well writSend your queries, comments and feedback to: E: anupsoans@medicinman.net M:
+91 934 2232 949

Our Editors Have Klout !

MedicinMan congratulates its Editorial Board member Salil Kallianpur for being nominated by John Mack on his list of Pharma Twitter Pioneers. Salil is ranked 21 out of 92 on Klout score http://bit.ly/rbXCYY). Follow Salil on Twitter: http://bit.ly/salilk

E: arvindnair@medicinman.net M:
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