MedicinMan

~ FIELD
|

A BroadSpektrum Healthcare Business Medias Corporate Social Responsibility Initiative

TM

FORCE
DE VICES

E XCE L LE N CE
DIAGNOSTICS |

PHARMA
Vol. 1 Issue 2

MEDICAL

SURGICALS
September 2011

www.medicinman.net

Editorial
Outliers: The Story of Success written by Malcolm Gladwell was on the New York Times Bestseller list for eleven consecutive weeks. In Outliers, Gladwell examines the factors that contribute to high levels of success. Gladwell examines how Microsoft co-founder Bill Gates achieved his extreme wealth, and how two people with exceptional intelligence Christopher Langan and J. Robert Oppenheimer - end up with vastly different fortunes. Gladwell repeatedly mentions the "10,000-Hour Rule", claiming that the key to success in any field is, to a large extent, a matter of practicing a specific task for a total of around 10,000 hours beginning at an early age.

UCPMP* Special Issue

Outliers: Another Success Story from MR to Business Head

The inaugural issue of MedicinMan carried the remarkable success story of Mr. K. Hariram who rose from the position of a Medical Rep to that of a Managing Director of an MNC pharma company. On closer study of Mr. Harirams success it becomes evident that the 10,000 hour rule holds good. In this issue, MedicinMan looks at another remarkable individual, Ms. Chhaya SS who started her career as an MR and is presently the Head of Medical Communications at of one of the worlds most reputed medical publishing company. Read her story to be inspired to reach for the stars. Chance favors the prepared mind, said the brilliant scientist Louis Pasteur. MedicinMan seeks to inspire and prepare professionals in healthcare field sales to open their minds to the vast opportunity that exists in allied fields of healthcare. The success stories carried in this issue highlight the importance of being dedicated to professional excellence, which is crucial to achieving success. If you are serious about succeeding, stop listening to negative talk and focus on how you can create your 10,000 hours that will transform you from being an amateur to an achiever. Introducing our new Editorial Board on Page 17

Success Story

Read Chhaya Sankaths rise from Medical Representative to Head Medcom, Wolters Kluwer on Page 3

Career Growth

Mala Raj tells Medical Reps and Front-line Managers how to make the transition to Product Management on Page 5

UCPMP: Does Healthcare Need a Anna Hazare?

The Uniform Code of Pharmaceuticals Marketing Practices (UCPMP), issued by the DoP is a 14 page document (see medicinman.net) that covers important areas pertaining to product promotion by Pharma companies. In the backdrop of Anna Hazares movement against corruption, UCPMP gains significance, as the once noble profession of medicine is now increasingly viewed with mistrust by patients who suffer; and with frustration by sales people who promote pharmaceuticals. While doctors still retain their aura of invincibility and sit on the pedestal of know-it-all, increasingly patients are eager for transparency, involvement and accountability in health care. (Cont. on Page 8)

Against All Odds

A story of courage & passion. Vishal Vermas rise from grocery store salesman to RBM with MNC on Page 4

*Uniform Code of Pharmaceuticals Marketing Practices issued by Dept of Pharmaceuticals; Govt of India.

MedicinMan

Career Development Resources for Medical Reps and Front-line Managers

SuperVision for the SuperWiser Manager is a must for front-line managers of every pharma company. It is tailor-made to transform Medical Reps to leadership positions.
Akshya Mahapatra, HeadSales and Marketing, Glenmark Pharmaceuticals

Rs. 599/-

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SuperVision for the SuperWiser Front-line Manager and HardKnocks for the GreenHorn

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starting at 10 copies and range from 30% to 45% off retail price based on quantity.
To place your orders or make an inquiry: anupsoans@gmail.com +91 934 2232 949 +91 855 3030 949 To find out more about the programs email: anupsoans@gmail.com

If you are willing to read HardKnocks for the GreenHorn, it means you are willing to do whatever it takes to build your career. - K. Hariram, Managing Director, Galderma

Logos used are the property of the respective companies

MedicinMan
Success Story: Medical Rep to Business Head
Life is full of beginnings, and many beginnings are difficult. I was born in a modest Gujarati family, as the first girl child, my journey commenced as the eldest amongst four siblings, three of which belong to the fairer sex. Early on, fate dealt a cruel blow in form of my fathers demise. Being the eldest in the family, it was expected from me to contribute to the familys financial resources. Thus after graduating from Bombay College of Pharmacy, plans for higher education had to be shelved. Nevertheless, I had a firm belief within me that Graduation is only a concept. In real life one graduates everyday. It is a process that will go on until the last day of our lives. Drawing inspiration from two famous quotes of Winston Churchill: Never, never, never, never give up and Success is the ability to go from one failure to another with no loss of enthusiasm, I set-out for a career and my quest for success. I landed my first job as Medical Representative in 1992, with Criticare Labs. It was a routine sales job. However the two years of employment helped me create a strong network with various stakeholders in the industry. After marriage, I migrated to Indore, in Madhya Pradesh, and joined Cabdrul Pharma as Sales & Administration Manager in 1994, handling twin states of Rajasthan and Madhya Pradesh. While reading the pulse of the market, I constantly mapped stakeholders response and expectations to various promotional initiatives to analyze the need gaps. My interest in medical communication grew stronger and I returned to Mumbai, where I joined IJCP Publications as a Business Manager, in 1996. The six years in medical communications at IJCP enabled me to acquire invaluable knowledge about how good content given at the right time helped in creating awareness amongst doctors and patients, to promote niche prescription brands. Brand Management was a field that always intrigued me. Thus I spent the following five years with Indegene Lifesystems Pvt. Ltd. pioneers in medico-marketing segment. This period was instrumental in honing my skills in formulating and executing, complex, comprehensive strategies for Brand building across product lifecycles. It was now time for another beginning, to add Healthcare Advertising to with my repertoire of medico-marketing and medical communications. So I joined McCann Healthcare and launched its Medical Communications Division. During my threeyear stint, I donned multiple roles as a Mentor, Guide, and Team Leader and conceived a plethora of campaigns involving various media for Domestic and Multinational Organizations and Institutions in Healthcare across the country. I have now moved into Medical Publishing, as Head Medical Communications with an MNC Wolters Kluwer, the largest medical communications conglomerate globally. Finally I would like to share a famous quote of Anatole France with upcoming youngsters, To accomplish great things, we must not only act, but also dream; not only plan, but also believe. Chhayas success story clearly shows that the career of a Medical Rep is an ideal launching pad for a career in the healthcare sector. By publishing such success stories MedicinMan seeks to make MRs and FMs aware of the opportunities for career growth, for which they need to plan their careers carefully. ~ MM

Chhaya Sankath Head, Medcom; Wolters Kluwer

UNABLE TO PURSUE EDUCATION AFTER B. PHARM, I NEVERTHELESS BELIEVED THAT GRADUATION IS ONLY A CONCEPT. IN REAL LIFE ONE GRADUATES EVERYDAY. IT IS A PROCESS THAT WILL GO ON UNTIL THE LAST DAY OF OUR LIVES.
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MedicinMan

Personal Growth Story

ment and exposure transforms young professionals into achievers. In 2009, Boston Scientific decided to partner with an Indian Medical Device Company; it came as a shock to me. I was upset, but I remembered what my father always told me when I was working with him in our shop - Never worry about things that are not in your control, always focus on what you can control. So though upset and angry, I decided to move to Stryker, medical device company with market leadership in technology and products. I still work at Stryker; here I have learnt finer things of handling a team, people management, product launches, marketing strategies & ethics of business. My journey of learning is still on and when I look back, I feel that I have progressed a lot in my personal and professional life. But when I look forward then I can see that there is still so much to learn from the world around me. I have followed certain thumb rules in my life and I want to share them with you. Always be passionate about your work, never take decisions in haste, care for your external and internal customers, compete with yourself every day, be your own critic and always be ethical in whatever you do., Write to Vishal Verma at: vishalverma101@gmail.com

From Grocery Store Salesman to RBM with an MNC

I was always an obedient son at home and very good student at school. When I passed 8th Standard, I was bitter and surprised to be sent to a village school almost 80 km away from Lucknow. I was 11 years old that time, but slowly I realized that something bad had happened to my fathers government job. This incident made me understand how to live and adjust with limited resources. I started working in my uncles shop and became financially independent at the age of 11. After completing high school, I came back to Lucknow and came face-to-face with a worsening financial situation at home. I was 13 years old when I started taking tuitions along with my elder sister and started supporting my family and the education of my younger sister. It wasnt enough, but it was better than nothing. I could see the helplessness of my parents and their sacrifices for their children. This was the time when I lost focus on studies and did poorly in my 12th standard exams. My parents were shocked with this - they had a lot of hope for me since I was their only son. My father decided to open a small grocery shop as his dreams were shattered by my performance in 12th standard. I started working in that shop with my father and completed my graduation. Business started growing tremendously because of my aggressive business tactics. During this period my father got his job back and I completed my Post Graduation. I and my father decided to close business, so that I could focus on my studies and career. I tried with various competitive exams but I could not crack any. During my Post Graduation, I befriended someone who was working with an Indian pharmaceutical company. He suggested me to try my luck in this industry. My first interview was with Glaxo Pharmaceuticals. I was selected and joined duty in Gorakhpur, a small city in eastern U.P. It was a great learning experience for me as a fresher. But soon I was bored as there wasnt anything new to learn and after two years, I moved to Eli Lilly in 2001. It was great learning experience at Lilly where I developed my soft skills. I learnt how to convert aggression into assertiveness. After five successful years with Eli Lilly, I decided to move to Medical Devices. I was lucky to start working with Boston Scientific, a leader in Interventional Cardiology. Today whatever I have achieved, a lot of credit goes to my training and development in Boston Scientific. Under the guidance of my exceptionally talented supervisors, I learnt how empower-

Vishal Verma RBM, Stryker India

ALWAYS BE PASSIONATE ABOUT YOUR WORK, NEVER TAKE DECISIONS IN HASTE, CARE FOR YOUR EXTERNAL AND INTERNAL CUSTOMERS, COMPETE WITH YOURSELF EVERY DAY, BE YOUR OWN CRITIC AND ALWAYS BE ETHICAL IN WHATEVER YOU DO.
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MedicinMan
How to Move from Field Sales to Product Management
While the Hard Core Seller goes on to becoming one of the organisations top achievers, Team-oriented Seller soon becomes a Front-line Manager, Marketing Oriented Seller tries to explore avenues to enter product management team (PMT). Quite often, during the course of my field working with MRs, I have come across the Marketing Oriented Seller: MRs who make best use of the waiting time between calls to ask and clarify many issues on how to shift from Selling into Product Management. Here are a few questions raised by them that will be helpful to MRs and FMs who aspire to become Product Managers: Q1. What does a Product Manager do? What is his main role? A product manager is responsible for the profitable progress of his brand in the market place over both short and long-term through effective Planning, Execution, Control & Training. For details see:www.expresspharmaonline.co
m/20090531/pharmalife01.shtml

Career Growth Focus

Mala Raj

This article is aimed at Medical Reps (MRs) and Frontline Managers (FMs) who want to become Product/ Brand Managers. Medical Reps generally fall into one of 4 categories after a few years of field work: 1. Hard Core Seller: Has experienced good results with his efforts; is keen on continuing in selling more volumes in his territory & enjoying the rewards.

Product Managers who have risen from the field have the distinct advantage of actually interacting and selling to the customers for many years. They have studied Consumer Behaviour for a major part of their selling years and have actually faced the competition at ground level. This experience is so vital, that, in most companies, it is a practice to send PMTs to the field for at least 2-6 months before being given product management role. Q3. Is a B.Sc adequate to become a PM? Well, Yes & No. Yes, because, many winning brand strategies have been crafted by science graduates. The difference lies in how keen a learner you are. Science graduates, with some effort, will comfortably be able to understand the science behind selling medicines too. This has to be coupled with what is called as MBWA: Management by Working Along. He learns the management tactics by working alongside others in the PMT. No, because, times have changed now. Candidates with B.Pharm, M.B.A are available in plenty. They are already exposed not only to Pharmacology and all other pharmacy subjects, but also important concepts of Management, viz., Planning, Execution and Control. They know how to make presentation, how to train, etc. Hence they are preferred over plain graduates. (Cont. on Page 6...)

2. Team-oriented

Seller: Enjoys selling; has observed and learnt a lot from his immediate manager; desires to head a team of MRs..

3. Marketing

Oriented Seller: Understands the art and science behind each brand that he sells; attempts consultative & participative selling; is a keen participant in cycle meetings; tries to understand competitors strategies, thinks far beyond routine doctor and chemist calls.

Q2. Can a Medical Representative enter PMT? Yes, most certainly he can. In the 1980s, it was mostly medical reps who moved into PMT. There were not too many MBA institutes then and a Bachelors in any biological sciences was considered adequate for entry into PMT.

4. Confused Seller: Is in
the job because he has nowhere else to go.

The ideal person to move into PM is the MarketOriented Seller. He understands the art and science behind each brand that he sells; attempts consultative & participative selling; is a keen participant in cycle meetings; tries to understand competitors strategies & thinks far beyond routine doctor and chemist calls.
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MedicinMan
How to Move from Field Sales to Product Management
(Cont. from Page 5...)

Q4. How can an MR with just B.Sc. get entry into PMT? First and foremost, if you really want something, you must do all that it takes to reach there through your honest and sincere efforts. A B.Sc cannot be changed into a B.Pharma. However nothing stops you from reading all about medicines, their actions, pharmacology, comparative evaluation, etc. Nothing stops you from reading books on Brand Management, on Marketing Strategies, etc. Nothing prevents you from keeping yourself abreast of the recent happenings in your industry. It has never been as easy as it is today, to have quick and easy access to Reliable and Quality Information in any field; thanks to the internet revolution. So, there is absolutely no need for anyone to remain stuck with that Only B.Sc tag, which is not enough to get you into PMT unless you are exceptionally creative and talented. Q5. What course should one pursue to improve the chances of entering PMT? Full-time or Part-time course? Diploma or a Masters? General Management or Pharma / Healthcare Management? If you are keen on entering PMT then a

Management qualification will definitely be an asset that you must try and acquire at the earliest. Since, you are already employed, it will be a major decision to quit and opt for a Masters in Management / Business Administration. That has to be carefully evaluated by you, keeping all your priorities in mind. While Full -time courses certainly do far

To move into PMT, firstly knowledge of multiple disciplines is a must be an ardent reader and keep abreast of industry happenings. Secondly, you must learn to manage resources allotted to meet your goals. Finally, computer literacy and a good command over English is a must.
Page 6

better justice to the Management curriculum, there are many good Executive Programs / Post-Graduate Diplomas available for the employed candidates. Likewise, an MBA in Pharma/Healthcare Management is better for a career in Pharma PMT than a general management course. Q6. What important skills/ qualities must I have for being a PM? Knowledge is an important area where prospective PEs/ PMs are evaluated -

knowledge of multiple disciplines, including Pharmacology, Microbiology, Basics of Medicine (Anatomy, Physiology, Systems of the body, Diseases and their treatment), Principles of Marketing Management, Marketing Research (Data Analysis & Interpretation), Drug Policies and Pricing policies of the country, Patent regulations governing drugs and many such areas. So be an ardent reader and keep abreast of industry happenings. Secondly, you must have exposure of how to manage all resources allotted to you to meet the objectives set for your role. Computer literacy with mastery in Microsoft Excel, Word, PowerPoint, etc; is a prerequisite. A good command of English is an absolute must. Many among the field force fail on this criterion. Make sure you improve your basic command on English prior to entry into PMT. Product Managers must have excellent oral and written communication skills. Q7. How do we go about making the switch from field sales to PMT? Plan your moves in a systematic and time-bound manner. Put it on paper: where you stand now, where do you wish to be and by when and pin it up prominently in your room, so that your goal always remains in sight. List the Qualities that a Product Executive must have. Tick the Qualities that you already have & make (Cont. on Page 7...)

MedicinMan
How to Move from Field Sales to Product Management
(...Cont. from Page 6) a time bound plan for acquiring those you do not have but must have. In the meanwhile, continue to do your job as a MR well. Simultaneously take a greater interest in studying your customers better (doctors & chemists), monitor your direct and indirect competitors very closely, keep a watch on new product launches in your territory, regularly share feedback with your Marketing Manager, collect and send competitors literatures to your PMT, volunteer to undertake small market research activities in your territory, participate in all the cycle meets, have scientific discussions about your brand with doctors and offer to train new MRs in your team during their induction. In due course of time, you will certainly stand apart a Medical representative having potential to become a Product Manager. Q8. Should we try to enter the PMT in our own company or in another company? Working in your own companys PMT gives you more familiarity with the brands, as you have sold all of them. You know the customers perceptions; you know the markets, the competitors, etc. So certainly, there is more comfort in the initial months as opposed to working in the PMT of a new organisation. However, keep your eyes and ears alert to any openings in PMT that meets your requirements of location, company profile, emoluments, etc. Q9. How do the other PMT members accept field members in their team? Q10. Does our FIELD MAN image come in the way of future promotions? Once again, let me assure you, that your future promotions will be based on your current performance and your potential for the next position. Your being a field man will have no bearing on the matter.

Career Growth Focus

Once you have been selected for the post, rest assured that you will be good for the job, So in conclusion, if you want irrespective of whether you are to switch from being a MR or from the field or from a premFront-line Manager to Product ier B School. Management, do Plan, ManMake sure to use your key age, Think and Act accordingstrength of having actually ly. This is not an overnight sold the product and having jump. It is a strategic career interacted with the customers. move. If you are certain, this is Soon your colleagues will be where you want to be, go seeking your opinion on issues ahead and plunge into doing like, Is their campaign practi- all that it takes to be there. cal, will the field force accept Wishing you all the best. the idea, can it be implemented Mala Raj is a Pharma Marketproperly, etc; ing Consultant with expertise in Brand Management and Training of Field force & PMT. She has over 25 years experience in the Indian Pharma Industry and runs her own consultancy at Product Management Support Services, Thane. Mail Queries / Feedback at malaraj.pmss@gmail.com) The going may not always be smooth. At times, you may still feel a little inadequate in terms of making good presentations to the top management, in terms of convincing your team about why more funds must be allotted to your campaign ideas, etc. But with concerted efforts you can certainly overcome these doubts and have a wonderful time working as part of the marketing team.

To move from selling to PM, plan your moves in a systematic and time-bound manner. List the Qualities that a Product Executive must have. Tick the Qualities that you already have & make a plan for acquiring those you do not have but must have.

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MedicinMan
(Cont. from Page 1) The UPA governments insensitivity to peoples frustration with corruption, the rise of social activism and the medias deft handling of popular imagination has done more for Anna Hazares success than inherent merits of the Jan Lokpal bill itself. If there is one place other than a government office where the common man experiences anguish, trauma and helplessness, it is the hospital, cloaked in secrecy and jargons, which intimidate the bravest. The industry healthcare provider nexus puts profits before patients when burdening patients with unnecessary drugs, devices and diagnostics. That the chief of the MCI was corrupt enough to be arrested and locked up was shocking enough for most people. If the current CRM (Corrupt Rx Methods) practices of pharma, devices and other players are made public like the Radia tapes, then healthcare industry will be in a similar predicament like that of the Congress led UPA. Like the degeneration of the Congress party from a freedom fighting movement to that of a corrupt regime of touts and middlemen, the healthcare industry too has fallen into bad times. The once worthy inventors of Penicillin, vaccines and other live Page 8 saving drugs, devices and diagnostics are now obsessed with market share rather than patient care. The healthcare industry in its original avatar was not only idealistic and patient oriented, but most MNCs and leading Indian companies were also people builders. A career as a Medical Rep meant an opportunity to realize ones personal aspirations and professional goals. The fact that a large number of senior executives in healthcare industry started

UCPMP Special

UCPMP: Does Healthcare Need a Anna Hazare?

The pharma market began to deteriorate as more and more players entered the market with less and less useful drugs. The promotion of these me-too products needed neither science nor art and the rat -race of numbers began to corrode the professionalism of pharma marketers. Commission replaced Communication as the enabler of Rx. The growth was quick and heady like the extra strong Brandy that replaced Branding. Suddenly nobody was complaining at the discovery of assembly line feet-on-street sans brains. MedicinMan contacted atleast 300 industry leaders for opinion on UCPMP. The approach is wait and watch. UCPMP is yet to percolate down the ranks; most MRs and Field Managers are blissfully unaware of the DoP guidelines and go on with business as usual booking tickets and delivering gifts. UCPMP when implemented has the power only to ensure rational use of drugs, devices and diagnostics but also attract talent to the industry. In many companies, MRs and field managers are travel agents and product managers have become vendor managers. This hardly requires talent or competence and healthcare field sales profession has become the last resort of unemployables. Implementing UCPMP voluntarily is definitely the way forward both in the interest of patients and people working in the industry. However the government must play an active role as many players in the market have neither the interest nor the inclination for ethical promotions and people development. Healthcare must reinvent itself and become committed to patient care and people development - market share will follow. Write to the Editor: anupsoans@gmail.com

their careers as MRs is a testimony to the sterling role played by both MNC and ethical Indian companies like Sarabhai and Alembic, to name only a few; is proof of its commitment to people development. Pharma focused on inventing products that brought relief to patients for myriads of ailments, while at the same time empowering its people to grow as individuals and professionals. A rewarding lifelong career was a norm.

these new efficacious promotions that produced instant results as doctors flew from Bangkok to Dubai; all in the name of CME. Old-timers who resisted were replaced as trade unions also gave way to the new era of liberal economics. The one-upmanship has reached its nadir as industry employs people who neither know science nor have the heart to learn the art of relationship building. Attrition is sky-high but the approach is

UCPMP Special

MedicinMan

MedicinMan contacted industry leaders for their response to UCPMP. Heres what they said.
The DoP The debate about product tising copy is created by peoclaims by the Pharma Compa- ple who know very little guidelines are nies in India, are also irrele- about the molecule or its a wel- vant. If a molecule is new and place in therapy. the medical profession is be- Coming to the underpaid hapcome ing misled by a company, less Medical Representative move and the citing flawed trials, that who has to 'produce or perwould constitute a criminal ish'. This MR is paid less than UCPMP offence. Most of the mole- Industrial Casual Labourers appears Prabhakar Shetty cules marketed in India have and is expected to be well fairly similar to the guidelines in the 30 to 50 or more brands and versed in Medicine !! Most US. There is however a world all knowledge about the mol- Doctors are visited by about 20-25 MRs in a day. If of difference in the sceI do not think that Pharmaceutical this UCPMP forbids nario here. It is very relevant to countries where Companies are very keen to squan- samples and various der their hard earned money on promo materials, I feel patented molecules are being introduced on a freebies. Let's face it, they are com- that the days of a few regular basis and com- pelled by the very noble profession 1000 companies are numbered. to shell out huge sums for all the parisons with existing freebies. therapies and brands are The code will be effecan essential part of a tive when the Govt. ecules are in the public do- reins in Trade Cartels and launch strategy and tactics. The Govt. and Trade Associa- main. Hence, the question of also regulates the Medical Otherwise tions have already strangled misleading does not arise, Profession. unless the Doctor is an igno- UCPMP will turn out to be a the Indian Pharma industry so 'ideal treatment' for the wrong much that a large majority are ramus or a quack. gasping for breath. I do not The UCPMP will however disease. think that Pharmaceutical usher in a new trend in Prod- Prabhakar Shetty is an Companies are very keen to uct Management where the industry veteran. He rose squander their hard earned wording of a claim or benefit from MR to Assoc. Director money on freebies. Let's face will adhere to the letter and at Parke Davis. it, they are compelled by the spirit of a clinical trial or a He is currently a Director at very noble profession to shell publication. Most companies Acumen MMC. out huge sums for all the free- do not have a Medical Advi- Email: prshetty@gmail.com sor or Department and adverbies.

Vikas Dandekar "Broadly, I feel we have the strongest provisions and statutes in place but though clichd we have to go back to the enforcement part. Unless India strengthens its mechanisms to check violations and ensure strictures, it will be very tough to bring any mentionable sanity to the idea of ethical marketing of pharmaceutical brands. India is slated to be a $55 billion market by the end of the decade and we are already closing at $12 billion. There is enough to do here by means of awareness and value driven growth." Vikas Dandekar, India Bureau Chief, Elsevier Business Intelligence

Notable Comments on
Appreciable and much needed initiative on the part of the DoP. This should be widely publicized in media including TV. Norms regarding Medical Reps should be reviewed periodically. An annual audit of complaints will make certain concerns disappear.
R D Joshi, Secretary General OPPI (1984-2004)

Field representatives will be required to pull up their socks and equip themselves with both product knowledge and skills. Since sampling will be controlled, this will have a positive impact on the bottom line of companies. - Preeti Mohile, Co-Founder and MD, MediaMedicCommunications Pvt. Ltd.

Seems unlikely that all companies will follow the guidelines... I think it be a great effort if all just read it !! - Deepak Paliwal, Head-Marketing, AIOCD AWACS Page 9

MedicinMan
Love at Many Sights - Insights from Across the Border
Seeing the title of this article, you might be tempted to think of it as a matrimonial or a marriage proposal. However the title relates to my passion and love for my profession which is Pharma Marketing.
Abdul Basit Khan

though you are the only person who can take care of them. I avoid formal or traditional way of communication to grab attention. Instead, I make them feel that I can help them when they need me. This in turn helps me to connect with external customers emotionally. I apply the same rule to my internal customers, so they share all their concerns with me. I mentor and coach my colleagues and help them to forget their problems and take their job as challenge and opportunity. Sometimes, I meet with their families, stay at their homes and share my past so that they realize that I am not an alien or a spooky manager but their friend. I always take their challenges on my shoulder and am ready to support them in achieving their goals. I hate the word Boss and treat my people as family. I keep them motivated through infusion of internal healthy competition and giving continuous encouraging enablers and rewards. This is all I do to keep my topic alive - Love at several sights. Abdul Basit Khan is a Product Manager at PharmaEvo Ltd. in Sri Lanka. He is originally from Pakistan. Contact him at: abdul.basit@pharmevo.biz

I MENTOR AND COACH MY COLLEAGUES AND HELP THEM TAKE THEIR JOB AS CHALLENGE AND OPPORTUNITY. SOMETIMES, I MEET WITH THEIR FAMILIES, STAY AT THEIR HOMES AND SHARE MY PAST.
MedicinMan has caught the imagination of Pharma professionals from all over the world. This article from a Pakistani professional working in Sri Lanka and writing for an Indian Magazine is a proof of that. Pharma professionals in South Africa are also interested in reproducing MedicinMan in South Africa. MedicinMan welcomes contributions from Pharma professionals from all over the world. ~ MM Page 10

I was relocated by my company PharmEvo to Sri Lanka from Pakistan in January 2011 as a Product Manager. I was selected to turn around our operations in Sri Lanka and was put in charge of development and expansion of the market. It was my dream at the time of completing my MBA to become a CEO in 12-15 years time and this assignment is a blessing as it takes me one step closer to my destination. When I was leaving my office in Pakistan for this assignment, I was instructed by my seniors to: 1. Create networks by my Sr. M.M 2. Be a silent observer by my Director Marketing and 3. Follow up by my M.D. I was fortunate to have these three persons to guide me it is like attending school for being a future leader. Now to lift the curtain on my mysterious title, love at several sights. Briefly it relates to the way in which we treat our customers meeting them regularly and caring for them as a family. James Stewart, an American actor, once said, Never treat your customers as audience, always as partners.

Abdul is a Pakistani National working in Sri Lanka

Thomas. J. Peter (American Author and consultant) said The magic formula that successful businesses have discovered is to treat customers like guests and employees like people. Likewise, I say I love my customers. That starts when you remain with them like a family and treat them as priority. Whenever, I meet my customers, I always wear a smile to make them feel at ease. I deliberately start my discussion with any news topic or current affairs and even with family touch points. This helps me to involve them in a way that I want and receive insights about what they want and need. I always try to Google their interests and find personal interest in those things. Sometimes, I meet them only to provide an article / news item / magazine or discuss cultural / language and traditional differences and similarities. The most important lesson which I give to my colleagues is to serve the doctors as

MedicinMan
60 Seconds for Patients and 16 Seconds for MRs
An article by Adi Narayan of Bloomberg on the plight of Medical Reps waiting for cardiologist P.L. Tiwari in Bombay Hospital has become a trending story on the Net. The good doctor is inundated with Medical Reps (MRs) and limits their visits to Friday nights. He disposes of 30 MRs in 8 minutes flat; thats 16 seconds of the good doctors valuable time per MR. The good doctor however does not complain about being inundated by 50 patients every day. One wonders about the quality of patient care in such situations given the seriousness of cardiac ailments. This gains significance in the light of a Times of India report about MCIs proposal to make it obligatory for doctors to spend quality time with patients. Both the Bloomberg and TOI article can be read @
www.medicinman.net

Comments

Indias 10 biggest pharmaceutical companies, Dr. Reddys, Cipla, Pfizer and Glaxo -bolstered their combined sales forces by more than 6,000. India has 92,000 brand names of registered pharmaceuticals. About 90 percent of prescriptions are generics, which companies seek to differentiate with unique names -- making them branded generics. Prices of the brands can differ by as much as 75 percent for 10 tablets, according to MIMS. When prescribing, Indian doctors typically refer to brands rather than chemical names. Chemists are prohibited from substituting one generic for another, even if its cheaper, so MRs persuade doctors to think of their brands first. There are at least 43 brands of blood-pressure drug, olmesartan, which is sold by Merck as Olmighty and by Glaxo as Benitec. According to McKinsey, there will be at least three Medical Reps for every 10 doctors by 2020. MRs are getting crowded out of the doctors chambers, especially in Indias largest cities. Growth in salaries has outstripped productivity with MRs at Ranbaxy, Cipla, Dr. Reddys and Lupin generating less revenue than they were two years ago, according to Edelweiss Securities report.

The pharmaceutical industrys influence in driving sales is facing resistance from the Medical Council of India in New Delhi. MCI -- the top government body responsible for setting ethical standards. MCI is restricting sponsorship of medical events, including paying for doctors flights and accommodations. The council is seeking a system requiring Indias 800,000 doctors to continue updating their knowledge and skills. For some doctors, sales pitches from pharmaceutical companies are their only source of new medical information. Biased information from the industry is influencing doctors decisions, said Pankaj Chaturvedi, a cancer surgeon at Mumbais Tata Memorial Hospital. In the light of the above, training and development of Pharma field sales professionals gains even more significance. For example they now have to communicate like a 30 second advertisement jingle on TV. Their attire and appearance becomes the first layer of communication and they need to develop resilience in their attitude. In short, a complete shift of mindset. Hopefully these adverse times will lead to pharma companies taking genuine interest in the development of their field force that will equip them with skills to deal with changed market conditions. ~MM

K. Chandrasekharan To train MRs first of all the trainer should have the fundamental belief in communication as a medium of reaching the customer. 20 seconds sometimes is pretty long time to face a customer when you have nothing of substance to communicate. Usain Bolt covered 200 meters in 19.19 seconds. When you train the MR ask him to sit in front of you silent and check how long it takes to cross just 10 seconds. If you have information on the customer and can classify him as (1) Believer and User (2) Believer but nonuser and (3) Non-Believer Non -User then your communication can be fine tuned. Believe me when a good communicator meets the doctor, the first surprise begins - nowadays good communicators are a rarity. K. Chandrasekharan is a ConsultantPharmaceutical and Life Sciences Operation at Chase Corporation. This comment was made on Indian Pharma Connection on Linked-in Page 11

The highlights of the Bloomberg article are: Pharmaceutical sales in India have increased at 14 percent annually since 2005, stoked by rising incomes and surging rates of CAD, diabetes and cancer. DTC is banned in India, so Pharma companies are trying to tap the $12 billion market through a sales force of 100,000 that is predicted to at least triple by 2020. (This figure is suspect as a Business World article in 2003 indicated the number of MRs to be 300,000.)

MedicinMan
Differentiation Through Pharmacovigilance
How Field Force can convert Problems into Rx Opportunities
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Viraj Suvarna This experience improves credibility of the company in the eyes of the customer. Continuing safety data on a product, if analyzed carefully, can reveal a whole lot of information which can help further the science around the product. At times it can lead to a new indication and a blockbuster product as happened with Viagra and erectile dysfunction. Medical Reps could even conduct Pharmacovigilance workshops using real life examples of the product which can lead to more Rx opportunities. To conclude, one need not shy away from reporting adverse events but instead leverage on the fact that the science of safety can be a source of continuing business. It is not that one drug is better than another. It is about finding out which patient responds best to which drug. And which patient may not. Continuing benefit to risk assessment (BRA) helps put the product in perspective and gives the medical community a clearer picture of how to use a product in as safe a manner as possible. After all, all of us can be patients. Even doctors.. Viraj Suvarna is Medical Dir. at Boehringer Ingelheim. Email:..viraj.suvarna@boehri nger-ingelheim.com

For the field force managing adverse events (AEs) is an onerous task, fraught with the prospect of irritating an already irate customer. This article empowers every field sales person to use AEs into Rx opportunities. By looking at Pharmacovigilance beyond drug safety and compliance, Medical Reps can turn it to a point of customer engagement. Something that can be the differentiator and a core competence. The spontaneous adverse event reporting system is a mandatory requirement for companies interested in discharging their responsibility towards their patients as long as their product is marketed. When a doctor reports an adverse event, instead of getting scared that the doctor may not prescribe the product ever again or worse still tell other doctors not to prescribe, Medical Reps should empathize with doctors and inform them about the companys safety department which conscientiously collects all such information and feeds back the analysis of the safety profile of the product in the real world. The Medical Rep must then inform his immediate supervisor and the companys medical department.

ONE NEED NOT SHY AWAY FROM REPORTING ADVERSE EVENTS. LEVERAGE ON THE FACT THAT THE SCIENCE OF SAFETY CAN BE A SOURCE OF CONTINUING BUSINESS. IT IS NOT THAT ONE DRUG IS BETTER THAN ANOTHER. IT IS ABOUT FINDING OUT WHICH PATIENT RESPONDS BEST TO WHICH DRUG.
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The companys clinical safety officer then connects with the concerned doctor and thanks him for honoring their reporting obligation and puts them in touch with the product physician who then proceeds to engage the reporting doctor in a conversation that enables the product physician to understand the circumstance of the case and gives an opportunity for the doctor to understand the reason behind the adverse event. The product physician can provide data on similar events that may have occurred in India and across the globe. This way the doctor understands the event fully. It is possible that the adverse event may not have been causally related to the drug. The event could have been caused by a drug-drug interaction or perhaps the doctor may not have used the product as per the label. Thus the doctor learns to match the right patient to the right drug and how to use the product optimally, maximizing the benefit and minimizing the risk. He is reassured of the wealth of evidence on the product's safety and tolerability, both in randomized controlled trials and in the real world, and continues prescribing the product with greater confidence.

MedicinMan
Are You a Mazatec Manager?
A SuperVision Series Insight
According to legend, Mazatec Indians who live in Mexico do not share anything as they believe that even greeting someone with good wishes involves giving away something from their personal fortune. Mazatec Indians do not make any efforts to help ease the burden of their fellowmen. They do not even like to have a second child because they believe that they will have to love the first child lesser. Mazatec Indians are a dwindling tribe toady with only around 18,000 surviving. Many front-line managers tend to operate like the Mazatec Indians; they believe that if they encourage, share and develop their colleagues, they will lose their position. This insecurity is often at the root of underdeveloped/poor quality MRs in terms of knowledge, skills and attitude. How to overcome this insecurity and develop team members to facilitate great performance? Leadership is like a fish. The rot begins in the head. Experienced fish eaters check the head of the fish for freshness before buying it. If the head is good, then the whole fish is good. Many sales teams are led by incompetent people at the top. They feel threatened by competent people. So they always hire someone they can easily manage; someone they believe knows less than them. As a result the company attracts only poor quality people who naturally perform less than their leader.
SuperVision for the SuperWiser Front-line Manager is a first-ofits-kind Learning and Development tool crafted to address the development needs of Pharma Front-line Sales Managers.

Anonymous Letter to the Editor

Dear Anup Soans, glad you still support the classical approach of clean (ethical!) demand generation. Believe me, it is not just the quality of foot soldiers, the rot comes down from the top! When I entered the field, all my superiors were hard core field people. They were not perfect, but they did have an excellent grasp of the subject, a good idea of what was expected of them, and a clear idea of how to go about it. Most of them ascended from the ranks. Those who came in at higher levels did not overrule methods arbitrarily, but familiarized themselves with operations, and only after discussing with core managers, did attempt to change anything they felt needed changes. The scenario today is that somebody who comes even when the going is great discards existing practices, even junks great products as soon as possible, and attempts to replace those with his/her historical baggage, without even assessing whether the changes would blend with operations, resulting in multiple obstacles, and the decline thereafter is attributed to the non-cooperation of the field and inability to implement best practices from across the spectrum - spectrum meaning the earlier environment that the new guy comes from. Naturally attrition multiplies manifold. I would like to mention that these new heads do not ever experience the working of the systems followed earlier or implementing their diktats by working first hand. Run after a huge segment! It is huge, because everybody is into it! What you get out of it is a fragment! There are too many guys fighting for a share of a 'Copy!' In these circumstances, training of course must morph to dance to the tune of this boss. 'Get sales, get sales, get sales! Don't spend time even on prospecting for the right customer, or waste time on learning about what you are promoting! Do what you are told! Written by a veteran pharma sales professional.

Avail a Special Discount of up to 45 % on bulk purchase of SuperVision for the SuperWiser Front-line Manager. Mail: anupsoans@gmail.com Call: +91 934 2232 949

Avail a Special Discount of up to 45 % on bulk purchase of HardKnocks for the GreenHorn. Mail: anupsoans@gmail.com Call: +91 934 2232 949

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MedicinMan

E-reporting or Sales Force Automation?

SFA needs to dynamically link sales force strategy and operational actions. A typical output of an SFA should highlight the cause and effect variables i.e. which action of yours has yielded what kind of results. Using this information, the ability to forecast sales numbers is of paramount importance.
Page 14 Many a wrong step was taken by standing still. Indian PharmaRajesh ceutical Rangarajan Industry is one of the fastest growing sectors at 14% growth rate. Despite such buoyant growth as well as increased penetration of Internet, Indian Pharma has shown resistance to embrace technology to enhance sales & marketing effectiveness. On the other hand competition is fierce given the fact that there is minimal difference between brands. The company with better relationship with doctors and better activity efficiency have a notional edge in the market place. With redefined business priorities, changing market scenario and pressure from competition, companies look for a quick fix solution. There is a widespread talk of Pharma SFA being the panacea for all business problems. Some companies jump into the bandwagon without proper understanding or research. The reasons to look at an SFA product are evident. Pressure from competition, no proper IT unit within the company and no defined budgets. Choosing the SFA product then becomes a tactical initiative mostly driven by fear. Enter e-reporting. A stripped down version of SFA provided as a cheap alternative. Low cost turns out to be the USP. The typical e-reporting tool has a bunch of daily call entry screens, sample management and some reports. At best, the information from this system will help understand activity efficiency of MRs. But the Secondary sales data, HR systems Has Built in Control indicators Instantly propagates data into reports for meaningfully decision making Needs to align with Pharma sales process In essence SFA needs to dynamically link sales force strategy and operational actions. A typical output of an SFA should highlight the cause and effect variables i.e. which action of yours has yielded what kind of results. Using this information, the ability to forecast sales numbers is of paramount importance. If your goal is to manage by objectives, Pharma SFA should be a perfect ally in automating all processes and data collection and deliver meaningful reports for decision making. Do not fall for cheap me-too alternatives of e reporting tools sold under the garb of an SFA. The cost of undoing and redoing this work could be of monstrous proportions. Make a smart buy. SFA should be Easy to buy, Easy to Use. Rajesh Rangarajan is Partner and Chief Marketing Officer at SwaaS Systems. Email: rajesh@swaas.net

one question that should loom in front of the Pharma companies is that Do these features help us achieve business priorities? I believe that business leaders look for comprehensive solutions to address business priorities. Given this, lets attempt to define what an SFA should be. Sales Force Automation: A tool that: Records all events in the sales process Records Pertinent data driven by those events Automate the process of data collection Integrates with other relevant systems like Primary,

MedicinMan
Proud to be a Sales Professional !
Though I work as a Training Manager today, I still have the heart of a Sales Person. I worked in the field for 15 years and I always felt proud to be a Sales Professional. A Sales Job teaches one the Art of Living. A Sales Professional will always have an edge over Rest of the World, as the Sales Job provides Holistic Development & Multiple Intelligence. A Sales Professional deals with outside world on a consistent basis. To be Successful, he has to deal with every Customer differently & he learns the nuances of handling different people. Every day, he wakes up with a Challenge and subconsciously, he has programmed his mind to perceive Challenge as Opportunity in Disguise. Experientially, he learns how to convert a Problem into an Opportunity. A Sales Professional gains from every experience: He meets a Friendly Customer he learns Relationship Building He meets a Conservative Customer he gains a Never Give up Attitude He persists long enough to convince a Customer he develops Communication Skills He travels and stays in different markets he becomes adaptable RM Saravanan Training Manager Chiron Panacea

A Sales Professional who has a winning attitude and works on self-development will achieve Success in all walks of life.

MedicinMan Invites Contributions ~

MedicinMan will chronicle the achievements of people who began their career in pharma and allied field sales like medical devices and grew to positions of eminence. This is to motivate the current crop of MRs and other field sales people as well as to market the pharma industry to attract talent. Contributions, contacts, and success stories are welcome. Joshua Soans Executive Editor joshuasoans@gmail.com

Sales : A Stepping Stone to Success in Life

I have always considered Medical Representatives to be the knowledgeable front-line warriors of the medical fraternity, delivering the best to the patient. Because of this attitude, I have always been engrossed in my work. As a Rep, one is constantly facing challenges. Launching a product which involves lots of care and pains to make the patient community understand the benefits of the product is a challenge in itself. Secondly, seeking cooperation from the medical fraternity to receive very personal information on who can use such a sophisticated lifesaving drug is another challenge. But overcoming them gave me self-confidence to face more challenges in such a way that

- Atish Mukherjee

they have never been a hurdle to me. In conclusion, a Medical Reps job makes a person confident enough to endure the hardships of todays corporate world. It should be a part of professional curriculum of those who see themselves as future leaders. -

Atish is Manager, eProbe Research

Sales: An Education for Success in all Aspects in Life

First of all, a sales person is a fearless person. He learns how to overcome obstacles and come out as a winner. He learns tenacity. He cultivates a never give up attitude and patience. He sees every customer as a teacher. The boss pressurizing every month is his monthly stress management class. His demanding customers teach him to care for people and their needs. He learns so many life lessons on the job and if he applies that in daily life he is approaching towards becoming a near perfect individual. I salute to every such professional. He (or she) is not only playing a pivotal part in moving the economy but also close to becoming an ideal human being. Amruta Bhavthankar Exec. HR, Chiron Panacea bamruta@gmail.com

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Dear Anup Soans, I am astonished by the outstanding work that was put into the Sales Force Effectiveness Magazine. I am a Training Manager at Adcock Ingram, a South African pharmaceutical company. I would like to adopt your idea to the SA pharmaceutical industry since after reading your first edition, I realize that the industry is similar. - Rebone Edith Matlala, Training Manager, Adcock Ingram, SA

I felt delighted to read MedicinMan. It feels Great that Industry does think of smaller players like ABMs and MRs when everywhere figures matter. I congratulate you for bringing this beautiful magazine to address the needs of Pharma Sales Professionals. - Ziaul Khan, Business Manager, Cipla Lifecare C O N G R A T U L A T I O N S!!! This is a brilliant initiative, and I strongly feel it's merely the first step in a tremendous movement towards Field Force Excellence in times to come. I urge all my friends and colleagues to read the magazine, and grace the initiative by contributing fully in the forthcoming issues, so that we pave a way for a healthier tomorrow of our very own Industry for the "future generations" to come. - Sandhya Pramanik, Regional Training Manager, Merck India Great work! Have spread the word for both the pdfs as well as the online version to my sphere! Best Wishes! - Dinesh Chindarkar, Country Head for Global HealthPR Good Initiative Anup. I am sure it will benefit a lot of people. The content is simple and quite realistic. wish you all the best. - Jay Anand, National Manager, Reckitt Benckiser

MedicinMan absolutely brilliant !!! It has filled up a huge void in pharma biz.
- K.P. Ragina, Vice President, Sales Training and Development, Abbott

It's a good initiative. I am sure it will not only bring together a lot of fellow professionals but offer them useful tips for progress in their careers. Congratulations!
Narayanadas Upadhyayula, Veteran MR, Brilliant Columnist and Chief Consultant, BRIHAS Consulting

Congratulations for this innovative idea & its realization.

Ajit Kumar Singh, Pharma Trainer; Patna.

MedicinMan reaches over 10,000 healthcare sales, marketing and HR professionals.

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To advertise and collaborate with us contact: anupsoans@gmail.com +91 934 2232 949

Editor

INTRODUCING

OUR

NEW

EDITORIAL

BOARD

Weve Made Some Value Addition to Our Editorial Board !

Anup Soans
Author & Former Executive Director and COO of Indias leading medicomarketing and CME publisher. He began his career as a Medical Rep
anupsoans@gmail.com +91 934 2232 949

Executive Editor

Shashin Bodawala is Director Sales, Boehringer Ingelheim. He has 25 years experience in pharma with leading MNCs like Pfizer. He started his career as a Medical Rep with Hoechst India.

Prabhakar Shetty is Director, Marketing and Training, Acumen MMC. He started his career as a Medical Rep and rose to the position of Associate Director, Parke Davis. He has held many senior positions in India and the USA.

Dr. Shalini Ratan is Founder and Chief Knowledge Facilitator, NIRVAN Life Sciences. She has over 15 years experience in medico-marketing, and training field force. She was medical affairs consultant at Wyeth.

Salil Kallianpur Marketing Manager at India Medtronic. He has over 16 years experience. He was GPM at Pfizer He is a leading healthcare blogger at salilkallianpur.wordpress.com

Joshua Soans
MA Development Studies, IIT-M joshuasoans@gmail.com +91 855 3030 949

Neglect of Pharma Frontline Managers

According to an article by Lisa Roner, (eyeforpharma.com), More than 100 respondents from 20 pharma companies, including eight of the largest drug makers, say that in spite of being in charge of overseeing thousands of reps in the field, they themselves arent given the necessary training to improve their own skills. Delta Point says: A significant gap exists between the importance placed on skills that enhance customer relationships and the training structure and opportunities that pharmaceutical Pharma sales. Yet this companies are currently importance does not translate to action in providing managers. terms of equipping If this is the case in dethem with skills that veloped markets, the will empower and make situation in India could them effective. be much worse. It is a given that Medical Reps ~ and Front-line Managers form the back-bone of

COO

Trending Discussion on Linked-in on Indian Pharma Connection

Arvind Nair
A Veteran in Medical Communications. He has worked with IJCP & McCann Erickson Front line Managers today are either prematurely promoted or not trained properly adding to industry woes of Attrition, Non Performance & Bad Image.

Published and Printed for MedicinMan by Joshua Soans at 22 North Road, Cooke Town, Bangalore 560084

Starting from the promotion process, to training, coaching and mentoring is flawed in most instances and the result is evident. Like breeds like. Why have we

Product trainforgotten that the todays ing has besales manager was also come an eye selected through the same wash. Having route. What is the HR people with great comDepartment doing? munication skills, right Proper selection, training vision for the career is the requirement. But how is of utmost importance. many of the MR's select- Aditya Moona ed really have these skills?

An MR is crushed between FM and Dr. They always look forward for a Tool which can help them get Drs attention. They need to be made Self dependent with confidence and skills. But will people with these skills want to become an MR? - Dr. Shalini Ratan