MEDICINMAN

January 2013 | www.medicinman.net

TM

FIELD FORCE EXCELLENCE

Guest Editorial

“Year end is neither an end nor a beginning but a going on, with all the wisdom that experience can instill in us.” – Hal Borland

K. Hariram
s we enter into the New Year - 2013, everyone around us may start asking „what is your new year resolution?‟ Do we really need to wait till the beginning of the year to make resolutions and commitments? Think of a ship which has decided to go on a new course but is still anchored in the shore. Will it be able to sail? Definitely, not. Think about it – are we behaving like the ships in most cases? We make resolutions but forget to free ourselves from the shore. We are still tied to our limitations. Can we change our limiting beliefs? Making resolutions are important. What is more important is backing it with action plans and acting upon these plans within a time period. So commitments and resolutions can only be handled by a persevering and persistent mind, which is ready to unlearn, learn and relearn.

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MedicinMan January 2013

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As a part of your resolution, you may list out what you can and can‟t do in your work situation. This will help you to clarify your professional goals. They are:

Hone your sales presentation skills and also the negotiating skills to help your sales team. Use feedback properly to improve relationship at all levels. A COACH – Learn to create a proper environment for performance improvement. Model professional attitude and behavior. As a coach, you provide each of your team members with specific feedback on strengths and weaknesses. Work with each person to create and implement a developmental plan to improve performance plus an agenda for ongoing training and development in selling skills, sales strategy, and product and market knowledge. So, take pride in being a Front-line Manager and enjoy working with your team members. Your only motto should be to make your team members „successful‟.▌
Read the Extraordinary Career Growth of Mr. K Hariram from Medical Rep to Managing Director in the August 2011 issue of MedicinMan HERE.

What You Can Do At Work.
1) Help create and mould a performing team. 2) Make selling and work effective and enjoyable to your team members. 3) Help your team members to set specific goals. 4) Guide your team members to perform consistently. 5) Coach your team members in the necessary skills, to help them excel in performance. 6) Involve your team members in relevant strategy implementation. 7) Involve your team members to chalk out a plan for their career goals. 8) Collaborate with key customers. 9) Be a role model and lead your team from the front.

What You Can’t Do At Work.
1) Change the market conditions. 2) Influence changing the macro environment, regulations etc. 3) Stop the competition. 4) Decrease the price of your high priced products. 5) Expect all your team members to be the „same‟. Knowledge of market place enables you as the FLM to guide your team members to customer driven solutions; it helps you serve as effective role models for your people. It also earns your team‟s respect – a key ingredient, in today‟s context of managing generation Y. Please remember to perform the actions associated with the following 3 roles, to be more effective: A STRATEGIST – have full knowledge of the organizational sales strategy and industry and market trends, and perception to develop team strategies and goals that reflect a balance between achieving financial goals and satisfying customers. A COMMUNICATOR – organize and use the information effectively. Develop the right interpersonal skills and seek a clear understanding of all communications, to clarify expectations and to resolve conflict.

K. Hariram is the Former (Retd) MD, Galderma India, Email: khariram25@yahoo.com

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Contents
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TO

NAVIGATE.

5. English Vinglish
Your field force must think clearly and cleverly before they can speak good English. Dr. S. Srinivasan

17. Competitive Intelligence
Keeping tabs on the competition by mining and organizing digital data.

Jasvinder Singh Banga

7. Force of Habit
How to make Repeat Rx of your brand a matter of habit for Doctors. Prabhakar Shetty

19. Evidence Based Information: Health Economics Outcomes and Research
Combining Economic Outcomes with Clinical Outcomes to determine the true value of healthcare interventions. Richa Goyal and Mahendra Rai

9. Hot on LinkedIn: “Why Invest in People if Sooner or Later They are Going to Leave Us?”
Prof. Vivek Hattangadi

12. Best Practices in Segmentation and Targeting for Pharma
Enabling the Field Force to cover their territories more effectively for greater productivity. Joshua Mensch HBR Special

21. Medical Communication in the 21st Century
Unless steps are taken to remedy inertia, traditional pharmaceutical industry is destined to go the Choluteca Bridge way Dr. Neelesh Bhandari

15. In Sales Management, the Waning Power of ’Push’ and ’Pull’
A digitally-empowered sales force responds better to collaboration rather than top-down push-pull strategies. Andris A. Zoltners, PK Sinha, and Sally E. Lorimer

22. Win the Hearts of Your Team the right way
Create trust and goodwill in your team by helping them succeed at work. V. Srinivasan

MedicinMan Vol. 3 Issue 1
Editor and Publisher: Anup Soans CEO: Chayya S. Sankath COO: Arvind Nair Chief Mentor: K. Hariram Advisory Board: Vivek Hattangadi; Jolly Mathews Editorial Board: Salil Kallianpur; Dr. Shalini Ratan; Shashin Bodawala; Prabhakar Shetty; Varadarajan S; Dr. Mandar Kubal; Dr. Surinder Kumar MedicinMan Academy: Dr. S. Srinivasan, Dean, Medical Education Prof. Vivek Hattangaadi, Dean, Professional Skills Development

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English Vinglish
Dr. S. Srinivasan
o, I am not knocking on Madam Sridevi‟s Bollywood door. I am just sharing my own take on the way we use, misuse and abuse this foreign language while making a sales pitch to potential prescribers of our products. A disclaimer right upfront. My own English (or whatever passes for it) may sound abominable to some, so I won‟t make the mistake of judging others‟. In fact I may even wander around to the view that good English, let alone Queen‟s English, is not a pre-requisite for achieving sales targets. Wanna throw eggs and tomatoes at me? No problem. I knew they were coming my way anyway…. I know it is fashionable to lament the way our “boys” speak and write Hinglish. I also know it is equally fashionable to jump on the supercilious bandwagon of Anglophiles and Indo-phobes in the rarefied atmosphere of pharma marketing gurukuls. But I will resist such temptations.

The linguistic abilities of our ‘boys’ are intricately linked with their thinking abilities. And for the latter, there is a third entity called understanding ability. If the last mentioned is below par, so will the other two be, no matter what language or dialect you try to use.

Thinking, not just speaking.
I think we should begin by teaching the boys to think clearly and cleverly, if they didn‟t learn it at home or school (for that we ourselves should start thinking clearly and cleverly but that is a different story!). And that is often best done in the mother tongue and not in the contrived pseudo-English detailing verbiage peppered with doctor, doctor every third sentence. To make things worse, the obsession with „one minute detailing‟ (whatever that means) delivered every morning through SMS to the representative‟s cell phone throws the baby out with the bath water, so the linguistic front is only getting murkier by the day. We once had an all-India sales manager who would particularly choose Roman Catholics for field positions, though he was a twice-born Hindu himself. Not that he was longing to be baptized in the local church the next morning but he sincerely believed that Catholics spoke good English and so would deliver excellent detailing monologues. But alas, his hopes were belied before the next monsoon and the marketing chief had to intervene to put an end to this pernicious practice.

Language, any language.
Years ago, somewhere in a small town in Barabanki in Uttar Pradesh, my convent educated Delhiite Punjabi friend cum Regional Manager was struggling to construct three complete sentences in Hindi about our hematinic and handed over the mike to me. And I, a blue-blooded Tamilmedium-educated-Madrasi-turned-Marathi-Manoos started waxing eloquent in Mumbaiya Bollywood Ishtyle „Hindi‟. I think at the end of it all the audience got an idea of what hemoglobin is and does to our „taakat‟ and why they should drink our „iron tonic‟ in gallons. I have also noticed over the years that those who speak „good‟ Hinglish, also speak „good‟ Hindi / Bengali / Tamil, what have you. Contrariwise, those who mess up Hinglish, also mess up their own Mother Tongue. To me, the reason is simple. The linguistic abilities of our „boys‟ are intricately linked with their thinking abilities. And for the latter, there is a third entity called understanding ability. If the last mentioned is below par, so will the other two be, no matter what language or dialect you try to use.

MedicinMan January 2013

English Vinglish

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Terminalia bellerica
Recently, I sat through a product launch session in a medium sized company. The USP of the product was a clever mix of herbs and known molecules. The trainer made a gallant effort to make the sales friends pronounce the name of the above mentioned herb. After 18.56 minutes of such labor, the boys could pronounce the name with some ease and even repeat it without looking at the visual aid. Great. But what next? The poor guys couldn‟t convincingly explain what this tongue-twister actually does beyond repeating the lines of the visual aid. I am not sure if these „boys‟ would go out in the field with confidence and clarity as to how this botanical wonder would work miracles in the patient‟s body. One of the main reasons why our „boys‟ are not able to attract and hold attention of the doctor is that they don‟t build a semblance of logic in their detail talk. Our mind simply cannot capture, store and retrieve data or sound bytes unless they make some sense somewhere in the cerebral cortex. How many of our detail talks are really logic based? I can go on and on. To make a long story short, English or Vinglish, first get the semantics right. Syntax, diction and delivery will follow. ▌

Dr. S. Srinivasan is former Sr. VP at Aventis. He is currently a lifecoach and Dean, Medical Education at MedicinMan Academy. Email: balanceistheessence@gmail.com

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Force of
Prabhakar Shetty

Habit.
abit is one of the most compelling forces that determines human and animal behavior. Habit is a repetitive behavior or action performed without conscious thought and is mainly controlled by the sub conscious mind, which works many times faster. Would you like to harness the powerful „Force of Habit‟ to boost your sales and career? Habits are deeply ingrained and determine our behavior and actions, for example: Do you stay at the same hotel when you are touring? Do you sleep at the same spot in your house? Does your family buy the grocery mainly from ONE shop? If the answer is yes, to all the above questions, you would have realized what „Force of Habit‟ is all about. You were under no compulsion to indulge in repetitive behavior or actions. But you were compelled by the „Force of Habit‟.

A Doctor is on the path of developing an Rx Habit when he starts prescribing your brand. Repeat Rx reinforces the process of habit formation. The time span for developing a permanent habit could vary from weeks to months. When the prescribing habit is deeply ingrained in the mind of the Doctor, the prescription is a ‘Reflex’ action of the Doctor and Rx as an abbreviation is indeed very apt.”

Rx Habit Formation.
A Doctor is on the path of developing an Rx Habit when he starts prescribing your brand. Repeat Rx reinforces the process of habit formation. The time span for developing a permanent habit could vary from weeks to months. When the prescribing habit is deeply ingrained in the mind of the Doctor, the prescription is a „Reflex‟ action of the Doctor and Rx as an abbreviation is indeed very apt. 3) Treat each call as a continuation of previous visits and maintain a record of critical information like queries and comments of the Doctor. You may get some very vital clues there. 4) Acknowledge and express gratitude for Rx received and subtly let the Doctor know that you are quantitatively tracking the Rx and that you really value his contribution. The Doctor needs to know that you are sincere and committed. Your actions will speak louder than words. 5) Use „Situational Detailing‟ and hold the Doctor‟s attention with some new aspect or proof. Create a pleasant setting for interaction. It ensures that messages are received and processed. 6) Ensure that the product is available for EVERY prescription without exception. Co-ordinate with the Stockist and his Salesmen to replenish stocks, especially within 3-4 days of your visit.

7 Essential Steps.
1) Focus on one product at a time. This ensures that messages get anchored in the mind of the Doctor and your product position keeps moving up the ladder of preferences. 2) Start your detailing with the main prescribed product to reinforce your earlier efforts and clearly indicate that the brand is CONSISTENTLY your priority. The Doctor must know your priority. This enhances „top of the mind‟ recall as well action in the form of Rx.

MedicinMan January 2013

Force of Habit.

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7) Develop your information network to track frequency, quantity and regularity of Rx for your products and your competitors as well. When you have greater than 51% Rx share or if you get Rx on a daily basis for over 3 months, you may conclude that an Rx Habit has been established.

4) If you are unaware about the extent of Rx for your product, it may demolish Rx Habit formation. The Doctor concludes that you no longer have the „fire in the belly‟. 5) Avoid parrot like „standard detailing‟. The Doctor may stop paying attention to you. 6) Do not let an Rx bounce. Despite your „usual‟ best efforts the stocks available may not be sufficient for 2 or 3 patients. This will surely demolish Rx Habit at least up to your next visit and most often for months together. 7) Do not „emphasize‟ other products before Rx Habit formation is established. The Doctor may prescribe 3 or 4 more brands of yours, but at the cost of your priority brand. Steady Rx Habit for even one brand produces greater sales volume, than sporadic Rx of 3 or 4 brands. You are far more successful in generating Rx than what your sales figures indicate. Over 80% of your efforts got wasted. You did not know it as yet! Make the „Force of Habit‟ work for you to generate „Repeat Rx‟ and ensure progress in your career.▌

Avoid Rx Habit Demolition.
You may be part of an Rx Habit demolition squad including your FLMs and other Managers. The „demolition behaviors‟ are due to a „blissful state of ignorance‟ about the product, its availability and the competitors‟ activities. It is also fuelled by quantitative work norms and directives from Corporate. You may be armed with a 3 kg Visual Aid for 24 products with 3-4 specialty wise „Standard Detailing‟ versions. You have to recognize that each Doctor is a unique individual and use your discretion while applying common directives.

7 Essential Precautions.
1) Avoid emphasis on too many products at a time. It may halt the start of any Rx Habit. 2) Talk about the PRIORITY BRAND first. It is the anchor in his mind. It triggers the „chain of thought‟ that made the Doctor support you. Otherwise, you may demolish an Rx Habit prematurely. 3) Do not ignore or evade queries, concerns and observations of the Doctor. It may hurt his ego and demolish the process of Rx Habit formation.

Prabhakar Shetty is former Assoc. Director at Parke Davis. He is currently a Director at Acumen MMC. Email: prshetty@gmail.com Website: www.acumenmmc.com

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“Why invest in people if sooner or later they’re going to leave us?”
Prof. Vivek Hattangadi

Linked

Hot on

Adapted from a discussion on Indian Pharma Connection (see here). Click on names of participants (in blue) to see their LinkedIn profiles.

et me begin by putting a few questions. Which of these concerns are important? Reducing attrition by preventing the high-quality medical representatives and field managers from leaving? Stimulating and retaining them? Attracting talent? Developing them to be future CEOs of the company? All of these can be achieved if people know that we are interested in their development; this can greatly reduce the rate of attrition. My experience of over 36 years in the pharma industry in India and the neighboring S.E. Asian countries is evidence enough to show that over half of all people have left a job is due to bad management (It is an irony that in one of the industry‟s top company I worked, the highest attrition rate was in their HRD!). Bad managers reduce job satisfaction and motivation, and the organization suffers from low team morale and poor performance even before people quit. And when they do leave, the company faces further disruption and loss of productivity, on top of the cost of recruiting and training a replacement. Does an organization know the cost of attrition? An exercise was done by the HRD of a client company of mine - a mid-sized but very ambitious, forward-looking Rs.850 crore company with field strength of 1200. They computed that if the rate of attrition of field personnel in their organization is reduced by just 1% (which is currently at 16%), the company can save up to Rs. 1 crore a year!

Strengthening people management skills is perhaps the most effective way to reduce attrition! When the organizational culture is based on respect, trust, and care – very few people may leave. Field personnel and brand managers leave for reasons other than money - and an organization can address these issues. Most leaving field and brand managers seek opportunities that allow them to use and develop their skills.

Strengthening people management skills is perhaps the most effective way to reduce attrition! When the organizational culture is based on respect, trust, and care – very few people may leave. Field personnel and brand managers leave for reasons other than money - and an organization can address these issues. Most leaving field and brand managers seek opportunities that allow them to use and develop their skills. In the on-going high-quality discussions in LinkedIn, many have expressed interesting view points. Dr. S. Srinivasan rightly puts it that the people development “may have an undercurrent of 'benefit' to the company itself”, but the biggest fallout is reduced rate of attrition. “You will be in a spot if you train people and they leave. But, imagine a situation when you DON'T train them and they DON'T leave!” so nicely put by Maneesh Johari. Well that cost (or loss) to

MedicinMan January 2013

Hot on LinkedIn.

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the company will be tremendous. Joydeep Ganguly rightly observes “If we don't train our people, we may not be able to present the correct image of our organisation to our customers. Like most of us, doctors too have the left and right hemisphere and very rightly differentiate the quality of people meeting him regularly”. My observation is that just as we classify our doctors as „A‟, „B‟ or „C‟ class, doctors too classify the medical representatives as „A‟, „B‟ or „C‟ class – and this has no relation to the organization or the reputation / image of the organization! It is based on the overall presentation, knowledge and communication skills. The objective of any training program should be to transform medical representatives and field managers to „A‟ Class! Untrained field personnel may not be able to convey the quality, the image and status of the company they represent. What a damning effect on his organization! I loved the observations of Sasidharan Menon – he says: “There are two types of leaders that you find in any industry - the one who builds his reputation as big as a hill and standing over the top of the hill so that others look upwards. Then there are the second type of leaders who dig holes around them so that others fall in and still look upwards! Training and attitudes of trainers matter.” But what kind of training and development should we impart? Unfortunately, many trainers live in ivory towers and have lost touch with reality. Dr. Mandar Kubal’s observations are very interesting: “There is a great disconnect between the ground reality of sales and the training methods and contents. Why don‟t trainers regularly come out on the field? Out of the numerous visits from the innumerable companies on a daily basis, I meet just one to two trainers in calls every five to six months. I feel there is a disconnect with the ground reality of sales and the training method and content. The lack of practical solutions coming out during training is making medical representatives look at it as an exercise in futility. That‟s what I understand from my sales colleagues.” The training managers should know how a good surgeon

If we don't train our people, we may not be able to present the correct image of our organization to our customers. Like most of us, doctors too have the left and right hemisphere and very rightly differentiate the quality of people meeting him regularly.”

learns – not through lectures or observations but through practice. A great portion of the time in training should involve learning in a simulated environment. Or else, as Soumalya Chatterjee says: “life is a vicious circle, so, whatever we give comes back to us and vice versa... ” Adds Dr. Shalini Ratan: “Having worked as a medical advisor myself I have learnt a lot from field work. Once I even changed my job to work more closely with sales rather than marketing. It is about the inner urge to learn and develop yourself too. And all this pays in the long run, I suppose.” Her views have been echoed by Anup Soans: “We need to train the trainers to go beyond the routine and inspire the First-line Managers and medical representatives to be self directed learners. Yes they must be on the field. As the father of modern management Peter Drucker said, „Everybody in the organization should be selling or supporting those who are selling‟. “I have always been emphasizing that apart from classroom training the first-line managers should be trained to train the trainers – and no training is as effective as on-the-job training as during joint field work. Shashi Lad makes another very interesting observation: “One practical way is to empower second -line managers to be field based trainers as they can ensure continuous learning for first-line managers and medical representatives, who are otherwise caught up with routine, day-to-day operations. This will also keep the second-line managers agile as otherwise they tend to just add another layer of redundant bureaucracy.”

MedicinMan January 2013

Hot on LinkedIn.

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Adds Dr. Ulhas Ganu: “Inadvertent „Informal Training‟ because of exposure to the environment and the people around also makes a great contribution to the development by exposure to different stimuli. That possibly accounts for deviation in behaviour in spite of good training in schools or at home.” – And that is what on-the-job training is all about. Ajay Kumar Dua reflects the philosophy of Ken Blanchard “CATCH THEM DOING RIGHT” when he says: “It is of utmost importance to ensure that all superiors must be trained to recognize the efforts put in by employees.” In companies which do not believe in training and developing people, the employees should take steps to learn themselves - as Nittu Kumar says: “Selfdirected learning is the ideal way”. What exactly is self-directed learning? “In its broadest meaning, „self-directed learning‟ describes a process by which individuals take the initiative, with or without the assistance of others, in diagnosing their learning needs, formulating learning goals, identify human and material resources for learning, choosing and implement appropriate learning strategies, and evaluating learning outcomes.” (Ref: M. Knowles, Principles of Androgogy, 1972)

Developing people is a leadership skill and is one of the keys for us to be promotable. If we do not train our junior team-mates enough, we will have no successor. In actuality, we may be doing a task lower than our level, instead of leading, and creating new leaders. And in the end, blocking our own career progress!
enough, we will have no successor. In actuality, we may be doing a task lower than our level, instead of leading, and creating new leaders. And in the end, blocking our own career progress! Training should be about whole person development – not just a few skills! Whether people stay with us or not, we should develop them. Even if someone leaves the organization after going through a development program, it is worth investing on people development. How many would leave? 10%? 20%? 30%? Even then the balance 50% 0r 60% or 70% would enhance their capabilities and contribute to the organization, isn‟t it? And which other better place than MedicinMan Academy and attending their sessions like Field Force Excellence conducted by MedicinMan Academy? ▌ Prof. Vivek Hattangadi is a Consultant in Pharma Brand Management and Sales Training at The Enablers. He is also visiting faculty at CIPM Calcutta (Vidyasagar University) for their MBA course in Pharmaceutical Management. Email: vivekhattangadi@theenablers.org

Conclusions.
We sometimes think of developing people as just “a good thing to do”, or as “a favor for our team.” However, our ability to coach and develop our teammates is much more than that. Developing people is a leadership skill and is one of the keys for us to be promotable. If we do not train our junior team-mates

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What Are Some of the Best Practices in Segmentation & Targeting in Pharma?
How Can Field Force be Enabled to Cover their Territories More Effectively for Increased Productivity?

via Joshua Mensch
think the first “best practice” to keep in mind is that targeting and segmentation are on-going processes, in constant need of revision according to the current climate and actual goals of the organization. The second best practice to keep in mind is that the quality of segment (and the resultant targets that are drawn from those segments) are only as good as the profiling practices of the field force. The prioritization of customers depends on a company‟s reach, which, in turn, depends on the resources it has, in particular number of representatives it can utilize within a given geographic area. This why targeting is in many ways at the heart of any SF sizing discussion. In cases where companies have limited resources, targeting becomes especially important. Targeting requires solid, reliable information in order to be effective. When good targeting information is uniformly available, reps' territory assignments and customer segmentation can be managed from the point of view of aggregated data on the district and regional levels, enabling appropriate sales force sizing and more balanced territories. However, while data that chronicles physician-prescribing behavior is useful, what is even more useful is segmentation based on physician behaviors, longitudinal insight, and attitudes. This is where profiling comes in. Targeting and profiling are mutually dependent elements that help companies identify and gain a product's full market potential within a segment. Profiles establish the rationale behind a customer's inclusion in a target group. In fact, I would argue that customer profiling represents one of the key activities of field force medical

Targeting and profiling are mutually dependent elements that help companies identify and gain a product's full market potential within a segment. Segments generated from customer profiles should reflect the goals of the company rather than general demographics of the customers themselves. The goal of profiling is to enable appropriate segmentation based on the relevant traits of customers as they apply to a company's offering.”

representatives. It is the basis for customer segmentation and targeting, and is one of the most important elements of promotional process. Profiles are information sets that allow companies to define segments, as well as execute and measure strategy. Segments generated from customer profiles should reflect the goals of the company rather than general demographics of the customers themselves. The goal of profiling is to enable appropriate segmentation based on the relevant traits of customers as they apply to a company's offering. The challenge, however, is to create profiles that are "actionable" for the purposes of segmentation and targeting. Just as a segment requires relevant information in order to be established, target list needs to match relevant segmentation criteria with the actual goals a company has.

MedicinMan January

2013

Segmentation and Targeting - Best Practices

In terms of best practices, I‟ve found that companies that use a campaign specific approach to targeting and segmentation (which is to say, they segment their customers and target them based on the goals for the specific campaign) are more likely to use their resources more wisely, and in a more optimized way than companies that simply apply the same (often purchased) generic target lists and which only use broad (and often useless) segmentation criteria. Regarding segmentation criteria, I think that one "best practice" is to move from simple quantitative criteria (e.g. the doctor has 60 patients with hypertension and prescribes a minimum of 28 Rx / week) to more qualitative criteria (e.g. the doctor is an innovative prescriber who values scientific data and strongly advocates his choices to other prescribers) and eventually, as the SF matures (through training, experience and refinement of profile techniques), to multi-dimensional criteria (e.g. the doctor is loyal, has medium to high Rx potential, and a low switch rate; she cares about scientific data but cares more about the cost of care; values companies that provide cost savings for her patients without sacrificing value, etc.). The benefit of multi-dimensional segmentation is that it enables multiple layers of segmentation to be applied, so that the customer can be easily re-classified and targeted (or not) depending on the current goals. ▌

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Companies that use a campaign specific approach to targeting and segmentation (which is to say, they segment their customers and target them based on the goals for the specific campaign) are more likely to use their resources more wisely, and in a more optimized way than companies that simply apply the same (often purchased) generic target lists and which only use broad (and often useless) segmentation criteria.”

Joshua Mensch is Marketing Director at Data3s. Website: www.data3s.com A pharma-specific CRM

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MedicinMan January 2013

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In Sales Management, the Waning Power of "Push" and "Pull".

Andris A. Zoltners, PK Sinha, and Sally E. Lorimer
Reprinted with permission from the Harvard Business Review blog. alespeople generally have a great deal of autonomy in deciding which customers and products to focus on, how hard to work, and who to collaborate with. At the same time, sales leaders and managers try to affect the choices salespeople make using two predominant forms of influence „ "push" and "pull". Sales managers "push" salespeople by directing activities and demanding results. The extreme case of "push" is the command-and-control way of working, where leaders determine what needs to be achieved and how it will be achieved, and they drive processes to cascade their directives down the sales ranks. At the same time, companies "pull" salespeople by setting goals and providing incentives and recognition for success. By attaching a reward to outcomes „ for example, a bonus for goal achievement, or an incentive trip for performing in the top 10% of the sales force „ salespeople are "pulled" to accomplish those outcomes. You can "push" or direct salespeople if you know which direction to push. And you can "pull" if the rewards are meaningful to salespeople and the rewards themselves do not distract salespeople from critical and appropriate sales tasks.

The generation of "digital natives" that comprise a large part of today's sales work force is communication and technology-savvy and more team-oriented. The people in this cohort don't rely on a simple vertical conduit of information from their managers. They constantly reach out on their own to get work-related information, often using social media. They are "push" unfriendly.”

But because of four pervasive and inter-linked threads of change happening in many sales environments today, the power of push and pull is eroding. First, the increasing "democratization" of information creates a world in which customers and salespeople no longer rely as much on information from headquarters for making buying and selling decisions. Customers can learn much about a company's offerings online. Salespeople, too, can easily access information about customers and/or competitive offerings with the click of a mouse. As customers and local salespeople become better informed, the value of "push" gets weakened.

MedicinMan January 2013

In Sales Management, the waning power of push / pull

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Second, the generation of "digital natives" that comprise a large part of today's sales work force is communication and technology-savvy and more team-oriented. The people in this cohort don't rely on a simple vertical conduit of information from their managers. They constantly reach out on their own to get work-related information, often using social media. They are "push" unfriendly. Third, in many sales environments, customers are less dependent on salespeople to develop solutions to their problems. Customers are asserting control over the buying process, and therefore the selling process. More and more, salespeople have to collaborate with, rather than sell to, customers. Too much "push" and "pull" creates friction and dissonance and little success in such a world. Fourth, when sales processes are complex or require teamwork, the power of short-term individual incentives ("pull") gets weaker. Numerous studies have shown how incentives become a distraction to the completion of complex tasks. If "push" and "pull" are losing their power, then where should leaders go from here? It's time to step back from "push" and "pull" to focus on the "person." Just as sales leaders and managers have to adapt to the new realities of managing salespeople, so do salespeople need to adapt to the new selling environment. Success requires a different breed of salesperson „ a selfdirected synthesizer, problem-solver and team player. Gone is the celebrated model of sales success from yesterday „ the rugged individualist driven by personal achievement and money. Sales leaders and managers must build a sales team of people with the right characteristics (innate traits and abilities) for success in today's world. And they must align sales development programs (training, coaching, and mentoring) to help people develop new competencies (learned skills and knowledge). At the same time, salespeople must be armed (not "pushed" and "pulled") with a value-adding sales process, supported by the right tools, resources, and information. Sales force leaders, managers, and salespeople must adapt to a new way of working; those who can't adapt will not survive. It's time to help the people change, or to change the people. ▌

Andris A. Zoltners is a Professor Emeritus of Marketing at Northwestern University‟s Kellogg School of Management. He and PK Sinha are co-founders of ZS Associates. Together with Sally Lorimer, they are the authors of Building a Winning Sales Management Team: The Force Behind the Sales Force.

Copyright (c) 2012 by Harvard Business Publishing. Reprinted with permission.

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MedicinMan January 2013

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Competitive Intelligence
Turning Data into Actionable Intelligence

Jasvinder Singh Banga
now your enemy and know yourself; you will not be imperiled in a hundred battles"- Sun Tzu The old axiom holds true today, as businesses are not less than any war. In an ever-changing marketplace, Pharmaceutical companies across the world are challenged to stay competitive, differentiated and profitable. The industry is becoming even more competitive, with increasing pressures from payers, economic volatility, generic threats and regulatory scrutiny for the number of new products in development. In the face of such pressures, the ability to assess competitors‟ clinical and commercial activities (inline brands and R&D pipeline) is critical to reduce risk and formulate winning strategies. The key to remain competitive therefore lies in the knowledge of the environment as well as the competitors, so that the organizations are not taken by “surprise” by developments in the competitive environment.

Competitive intelligence is the complete monitoring and understanding of what is happening to your competitors at all times. Effective CI is a continuous process that involves the gathering of raw data, matching of data to create information and the analysis of the information to generate actionable intelligence for the decision makers.”

Competitive intelligence is the complete monitoring and understanding of what is happening to your competitors at all times. Effective CI is a continuous process that involves the gathering of raw data, matching of data to create information and the analysis of the information to generate actionable intelligence for the decision makers. CI is not industrial espionage. All information is gained through public sources & CI professionals do not engage in pretext to obtain information about rivals. The Society of Competitive Intelligence Professionals‟ code of ethics states members must: 1) Accurately disclose all relevant information, including one's identity and organization, prior to all interviews 2) Comply with all applicable laws, domestic and international

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Competitive Intelligence

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3) Provide honest and realistic recommendations and conclusions in the execution of one's duties

KITs and KIQs.
Key Intelligence Topics (KITs) are aspects of your environment that are of greatest relevance to your organization for meeting its business objectives. KITs facilitate the identification of intelligence needs. Key Intelligence Questions (KIQs) are research questions to address the gaps after defining the KITs.

CI Process.
Once the CI needs have been defined, existing knowledge must be reviewed to determine the gaps in the company's knowledge. A collection plan is then developed to fill these gaps. The collection plan identifies what types of information need to be gathered and from what sources. All potential sources of information are used effectively & internal and external sources are integrated. CI helps in the following: 1) Assessments of competitor intensity and strategic intent 2) Benchmarking of competitor‟s R&D pipelines 3) Clinical trial assessments 4) Patent analysis and landscaping 5) Assessment of in-licensing potential 6) Commercial market assessment, future trends and direction 7) Competitor reaction to new market entrants 8) Generic launch intentions; etc. Social Media has emerged as a strong complement to the traditional competitive intelligence. It requires right experts collecting and channeling vital, accurate information that eliminates the need for extensive searches of traditional databases and published information. Companies track: 1) Facebook and twitter accounts of the companies to determine their strategies, new launches etc. 2) Conversation of patient in their posts or updates regarding various Pharma brands 3) Physician forums to gauge physician preference etc. To conclude, CI process can better understand the environment of the industry and deliver on the promise of a
Source: Mckinsey Quarterly, “How „Social Intelligence‟ Can Guide Decisions.”

fully informed decision support tool to contribute to the growth of the organization as well as development of competitive advantage for the organization. ▌

Jasvinder Singh Banga works as an Analyst in IMS Health. His specialties include Pharma Forecasting, Excel-based modelling, Epidemiology and Market Assessment. He has done MBA (Pharmaceutical Management) from NIPER and is a Pharma graduate from Delhi University. Loves reading literature and history. Email: banga.jasvinder@gmail.com

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MedicinMan January 2013

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Evidence Based Medicine: Health Economics and Outcomes Research (HEOR)
Richa Goyal, Mahendra Rai
here is an increasing need of evidence-based medicine (EBM) among health care professionals in order to establish clinical decisions. EBM is a systematic approach to clinical problem solving, allowing the integration of the best available research evidence. The concept of EBM can be defined as the „„integration of best research evidence with clinical expertise and patient values‟‟. The practice of EBM involves a process of lifelong self-directed learning including patients care and need for important information about clinical and other health care issues. EBM recognizes that the research literature is constantly changing. The task of staying updated, can be made much simpler by incorporating the tools of EBM such as the ability to track down and critically appraise evidence, and incorporate it into everyday clinical practice. Further, EBM allows the integration of good quality published evidence with clinical expertise and the opinions and values of the patients and their families or careers. EBM is done to improve quality of care by identifying and promoting practices that work and eliminating which are ineffective or harmful. Health economics and outcomes research (HEOR) is an integral part of EBM. The main components of HEOR include:

EBM allows the integration of good quality published evidence with clinical expertise and the opinions and values of the patients and their families or careers. EBM is done to improve quality of care by identifying and promoting practices that work and eliminating which are ineffective or harmful. Health economics and outcomes research (HEOR) is an integral part of EBM.”

Cochrane reviews are systematic reviews undertaken by members of The Cochrane Collaboration, adhering to a specific methodology. The Cochrane Collaboration is an international organization that aims to help people make well-informed decisions about healthcare by preparing, maintaining and promoting the accessibility of systematic reviews of the effects of healthcare interventions.

Systematic Review
A systematic review is a scientific tool, which can be used to appraise, summarize, and communicate the results and implications of otherwise unmanageable quantities of research. It helps healthcare providers to evaluate existing or new technologies and practices efficiently and consider the totality of available evidence. Systematic reviews gain major importance to bring about a number of separately conducted studies, sometimes with conflicting findings, and synthesizing their results.

Health Economics
Health economics refers to obtaining a universal desire for maximum value for money by ensuring not just the clinical effectiveness, but also the cost-effectiveness of healthcare provision. Health economics is majorly dominated by a simple theoretical concept, that of costeffectiveness. In general, the concept of costeffectiveness implies either a desire to achieve a predetermined objective at least cost or a desire to maximize the benefit to the population of patients served from a

MedicinMan January 2013

Evidence Based Medicine: HEOR

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limited amount of resources. Further, health economic analysis can be categorized as:

Method

Outcome Measure

Cost-minimization analysis

To analyze the available outcomes for competing therapies that are equivalent Health benefits are measured in natural units, reflecting a dominant common therapeutic goal for competing therapies Outcome is measured through the effect of any intervention on mortality (quantity of life) and morbidity (quality of life) Both costs and benefits are measured in the same unit – money – with the financial value of the costs being compared with the financial value of the benefits

Cost-effectiveness analysis

Health economics refers to obtaining a universal desire for maximum value for money by ensuring not just the clinical effectiveness, but also the cost-effectiveness of healthcare provision. Outcomes research studies refer to the results of medical care i.e. the effect of health care process on the health and well-being of patients and populations.”
Mahendra Rai – Senior Consultant, HEOR. Mahendra has a Master’s degree in Pharmacy from the University of Delhi, India. He has worked on a range of HEOR & Market Access projects including value demonstration and medical communications. Mahendra’s total experience in the pharmaceutical industry is over 7 years with expertise in health economics, patient-reported outcomes, retrospective data analysis, epidemiology, and health services research. Richa Goyal- Consultant, HEOR. Richa has done Masters in Pharmacy in Pharmacology from Panjab University, Chandigarh. She has more than 5 years of experience in pharmaceutical research ranging from secondary research, market access, evidence based medicine, medical writing, systematic reviews to reimbursement analysis. She has good understanding of medical statistics and data interpretation. Apart from this, she also has a good knowledge and experience of medical communications industry.

Cost–utility analysis

Cost–benefit analysis

Outcomes research
Outcomes research studies refer to the results of medical care i.e. the effect of health care process on the health and well-being of patients and populations. It covers studies evaluating the effectiveness of a particular medical or surgical procedure to examinations of insurance status or reimbursement policies on the outcomes of care. It also ranges from the development and use of tools to measure health status to analyses of the results of outcomes research to physicians or consumers to encourage behavior change. Majorly outcomes research includes patient/ physician reported outcome and quality of life studies. Further, HEOR can serve as an essential tool to evaluate the need, efficacy and safety of newer or existing drugs especially in emerging markets.

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MedicinMan January 2013

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Medical Communication in the 21 Century
st

Dr. Neelesh Bhandari ealthcare has been changing in drifts and shifts over the past few centuries. The drift can possibly be pinned from 1600s when medicine came to be widely accepted as an expertise separate from religion. The subsequent centuries saw us drifting into a scientific understanding of disease and its causes. The first dramatic shift came with the discovery of antibiotics in 1930s. We now had pills which could cure giant killer diseases and this led to the rise of a new behemoth, the Pharmaceutical industry. With regular discovery and later inventions of newer drugs, power seemingly concentrated with the Physician- the drug dispenser. The healthcare ecosystem settled into a physician centric system, with the doctor exercising complete power over the patient and all other stakeholders revolving around the doctor. This was always an unstable ecosystem because of the power imbalance among the stakeholders and the coming of internet has upset the traditional positions irrevocably. The internet was the second major shift. Tim Berners-Lee (father of Internet) made the biggest financial sacrifice in recent times when he refused to patent his hyper text transfer protocol and instead threw it open for the Aam Aadmi. Ordinary people used this new found power of instant low cost communication in wonderfully diverse ways and healthcare social media was born. People realized the power of information and sought more of it. This new communication platform totally changed the way healthcare stakeholders talked to each other. Lately, the patient has taken his rightful place as the center of the new healthcare ecosystem, with all other stakeholders working to woo that customer. The recent regulations regarding generic medications will only strengthen this new position. Since patient, and not the doctor, will now make the purchasing decision, all stakeholders in this ecosystem (Pharma, labs, hospitals) need to reconsider their strategies and focus on the true consumer.

Many savvy entrepreneurs have already smelt the coffee. Now, many stages of healthcare services can be accessed online. You can track your health using Smartphone apps and websites. When unwell, you can check your symptoms to arrive at a presumptive diagnosis online. It‟s easy to search for a suitable physician in your geographical area who you might want to consult. Compare rates and services at various hospitals. Book your appointments. Receive your lab reports and prescriptions in the comfort of home. Join social support groups and get information about alternate treatments or therapies. Store all your health records digitally and get second opinions from anywhere in the world. Doctors can monitor their patients remotely and even tweak treatments from a distance. They can discuss treatments and obtain referrals in secure online platforms. The effect of Internet and social media is just too huge to be ignored. To borrow an analogy from Jed Weissberg, MD, Senior Vice at Kaiser Permanente, the Choluteca Bridge is a metaphor for today's healthcare ecosystem. The Choluteca Bridge was built by the U.S. Army Corps of Engineers in 1930 with design strength to withstand the worst of hurricanes that affected the area. When Hurricane Mitch came in 1998, it destroyed 150 Honduran bridges, but not the Choluteca Bridge. Instead, the storm rerouted the Choluteca River. This rendered the huge, strong and beautiful bridge useless as it served no purpose in the changed environment. The true potential of healthcare social media has not even been scratched on its surface yet. The focus on cloud computing and Big data can work wonders in the field of medical communications. At Digital MedCom solutions, we currently tag 25,000 Indian physicians via weekly emails and popular social media platforms. Our aim to have an active social database of all 500,000 practicing Indian physicians (or at least the approx. 250,000 active onliners) within the next 2 years is not as farfetched as it may seem. All the stakeholders in healthcare, except the patient, seem to be ignoring social media at present. Unless steps are taken to remedy this inertia, traditional pharmaceutical industry is destined to go the Choluteca Bridge way.▌

Dr. Neelesh Bhandari is the founder and Chief consulting officer at Digital MedCom solutions, India‟s first healthcare social media agency. You can contact him via email (drneelesh@digmed.in) or Twitter (@edrneelesh).

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MedicinMan January 2013

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Win the hearts of your team
V. Srinivasan
n the normal course of work, ensuring 100 per cent implementation of sales strategies, marketing strategies and company policies by all ensures success in the market place. Line Managers are required to spend considerable time with their team members to ensure this, some such follow-up to be made by Line Managers are given below: 1) Follow-up on daily basis to ensure that Company‟s norms for number of calls, exposures/detailings are achieved by all, consistently. 2) Tour program is designed and approved for every one, keeping in mind the business needs of the organization as the topmost priority for every day of the month. 3) Monitor activities of each and every Medical Rep every day to ensure that work is going on as per approved working plan, without deviations. 4) Progress on Personal Order Bookings (POBs) made and executed by each Medical Rep 5) Ensuring Daily Work Reports, properly filled-in with all details, are received from each and every team member on daily basis without any need to remind, as well other reports, promptly.

- the right way.

Managers must explain to new team members that everything is being done to make them succeed in their jobs. Then they will start appreciating the Manager, and regard them as their ‘mentor’ or ‘guru’. This belief will be reinforced in the minds of such Medical Reps once they start tasting success.”

product-wise, reasons for the shortfall, action plan with timelines for improvement of sales, quantity and quality of efforts put in. Promotion of right products to right customers, contribution from each customer , quality of detailing of each product, etc. thus guide each team member to succeed. Managers can win the hearts of their team members in two ways. The professional way is to implement the above in all sincerity with each and every one in the team, thus helping them to succeed. Initially some of the Medical Reps, more so in the case of seniors, may not be comfortable with the regular follow-ups. However if the manager explain to them appropriately that everything is being made only to make them succeed in their jobs, they will start appreciating the manager, and regard them as their

6) Processing and approving Tour Expense Reports strictly as per Company policy and then sending to Head Office for timely reimbursements. Reasons for deductions must be explained properly so that mistakes are not repeated. 7) Conducting Sales Review Meetings in a professional way like discussion on achievement of targets -

MedicinMan January 2013

Win the hearts of your team.

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„mentor‟ or „guru‟. This belief will be reinforced in the minds of such Medical Reps once they started tasting success in their job, become more confident, earn incentives regularly, grow in their career and start enjoying better quality of life. Such professional FLMs will surely grow in their own career, wherever they are, besides developing many future managers as well. The other way, the easier one, is to win the hearts of team members by turning a blind eye to non-compliance. The manager who adopts this route will surely drown themselves in the near future, and they may also take the whole team along with them. Field Managers should not make the mistake of choosing this easy but destructive route to win the hearts of team members.▌

V. Srinivasan has headed Sales
Administration & HR functions in reputed Pharma Companies, with over 325 published articles in India and abroad. Email: shridhar1956@rediffmail.com Mob: 8056168585

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Dear Mumbai, Honesty is Still in the Air
Saurabh Kumar
Amid all bad news, there is something good which I want to share. In Santa Cruz (E) , on 23rd December 2012 at 3 PM, I (Kumar Saurabh) and my brother (Kumar Gaurav) forgot a bag, in an auto, which was carrying passport, an Apple Mac Book pro (worth~ INR1.5 lacs), a 1.5TB portable Hard Disc (worth INR 8000), INR 1500 cash, bank documents and some more costly items. My brother has his return ticket to Switzerland on 14th January. With no hopes, we went to the police station and got a formal complain registered. Next Day, my brother got a call on his international number from a person named Sanjay. I met him in Mulund. Suresh (Auto Driver) returned the bag to me. In addition to his honesty, I was amazed at his effort to return the bag to us. On finding the bag in night when he reached home, he checked every stuff and went to Sanjay (a person working with Noble Motor Driving School near Heera Moongi Hospital in Mulund). With his help, he went to the SBI branch and inquired about the account holder which belong to my borther's IIT Delhi SBI branch. Finding the return ticket in the bag, he called the swiss airline officials and asked them to send a mail to us with their contact details. He got the international number and called us. When I met Suresh at his home, his mother and wife were very worried about us because of passport loss. His mother said that we all slept very late and got up very early so that could reach us ASAP. The lady is suffering from Glaucoma and the driver has tumor in the throat. They don't have money for the treatment. Despite all these, they returned everything to us without thinking of getting cash by selling the laptop and other stuffs. We paid the total INR 10000 fee of their 2 children and looking to help them in getting their treatment. I am pasting this message here with only one purpose; We pay immediate attention to a negative news. One positive example can inspire a lot others. Please spread this and let our society know that we still have some honesty and integrity remained among us. Thank you.

Saurabh Kumar is a Key Account Manager with Strides Arcolab. To connect with him and spread the message click HERE.

L—R: Sanjay, Suresh and Saurabh Kumar

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