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EDITORIAL
THE IMPENDING
LEGAL SCRUTINY
OF THE INDIAN
HEALTHCARE
SYSTEM
I
was invited to speak at the one-day seminar on various unethical practices in the healthcare sector
Building Brands in the post-UCPMP era, orga- and was committed to ensure that the interests of
nized by the Karnataka Drugs and Pharmaceutical patients would be safeguarded by laws that are de-
Manufacturer’s Association (KDPMA). Sunil Attavar, signed to deter pharma-doctor nexus. The new law
President of KDPMA and CMD of Group Pharma and will have penal provisions that will make unethical
his team put up a splendid show and delivered im- transactions unprofitable.”
mense value to participants. The Keynote Address Ganesh Nayak, COO and Executive Director of Zy-
was delivered by Shri Sudhansh Pant IAS, Joint dus Cadila, gave a down-to-earth talk on building
Secretary in the Dept of Pharmaceuticals. He did a brands – the pitfalls and opportunities. Peppered
great job of addressing industry captains and young with case studies and lessons in branding strategies
brand managers and laid the ground of how UCPMP based on his hands-on experience both in India and
came about and the certainty of its becoming law in all over the world. Launching too many brands too
the immediate future. quickly meant compromise in caring and nurturing
Shri Sudhansh Pant said, “Industry does not oper- the brand, leading to unprofitable and short-lived
ate in isolation in a democratic society like India. Its brands. He exhorted brand managers to carefully
actions are open to scrutiny not only by concerned study the market and identify real needs and seg-
authorities, but also by the media, civil society and ments to build sustainable brands. Changing the
Parliament itself. Not to mention the power of so- core message of the brand every quarter meant that
cial media, which gives immediate information and brand managers did not have a long-term vision for
access to citizens to the corridors of power and in- the brand. Ganesh Nayak demonstrated why he is a
fluence.” force with reckon with even after a prodigious stint
While being highly appreciative of Indian Pharma of 39 years at Zydus Cadila. Interactions like this
and promising to support its growth aspirations in greatly benefit young brand managers who wish to
every possible way, Shri Sudhansh Pant made it am- know the mind of the top management and their
ply clear that, “Government was fully cognizant of expectations.
“
Editorial | The Impending Legal Scrutiny of the Indian Healthcare System
NEW PRODUCT
LAUNCH: AN
OPPORTUNITY
TO LAUNCH YOUR
OWN CAREER!
T
The book is a he market demands and rewards companies
complete guide to that can constantly bring new and improved
pharma sales for new products and services to the market. Most of the
and experienced growth seen in the last five years in the Indian pharma-
professionals. ceutical market has been from product launches.
The success of new products determines the future of
the company, and a lot of effort goes into launches,
which also involves substantial resources. A product
launch is also one of the best opportunities for a Med-
ical Rep to enhance his career prospects. All the plan-
ning and expenses that a company usually puts into
such an exercise mean that the top management will
be closely watching the results.
The Medical Rep who is the first to secure repeat or-
ders will automatically come to the notice of the man-
agement like never before. Management will want
more information about the Medical Rep, his territory
and the success factors.
6 | MedicinMan October 2016
“
Anup Soans | New Product Launch: An Opportunity to Launch Your Own Career!
Roger’s Curve of Innovation, first propounded by Everett Rogers, a professor of communication studies
1. The Innovators
These doctors are well-informed risk-takers who
are willing to try a new product. They are the first
2.5 per cent to adopt the new product. Innovator
doctors are interested in anything new and will
quickly prescribe new products, especially if it wins
them the recognition of their peers.
5. The Laggards
These are doctors who avoid change and may not
adopt a new product until the traditional alterna-
tives are no longer available. They represent about
16 per cent of doctors. The Laggards are the one
group you can afford to ignore. They will resist new
products until the bitter end. Occasionally, you can
convert Laggards, in which case they may become
your greatest allies and advocates. They make
powerful case studies, because if they can be con-
vinced, anyone can be.
The rate of adoption of new products depends on
the following factors:
3. Price
4. Ease of use
5. Promotional effort
7. Perceived risk
WANT TO SEE
BREAKTHROUGH
CHANGE IN YOUR
PHARMA CAREER?
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and illustrations, SuperVision for the SuperWiser Front-line Manager has been used
by thousands of managers across the industry.
HardKnocks for the GreenHorn is a specially crafted training manual to enable
Medical Representatives to gain the Knowledge, Skills and Attitude needed to
succeed in the competitive arena of pharma field sales. Medical Representatives
joining the field are often not aware about the key success factors of their job and as
a result they get discouraged when things don’t go as planned. HardKnocks for the
GreenHorn is a powerful learning and motivational tool for field sales managers to
build their sales teams.
NOW AVAILABLE ON
THE POWER OF
EMOTIONS IN
BRAND BUILDING
Emotions are powerful tools in the hands of
marketers to draw attention, inspire action and
increase retention of customers.
Vivek Hattangadi
M
y wife was a fan of the Hindi TV Serial Kyunki
Saas Bhi Kabhi Bahu Thi. After every episode,
she would be in tears, often sobbing loudly.
“Why do you watch this serial if it makes you cry?” I
once asked her. “I feel happy when I cry after watching
this serial,” was her reply!
Late Meena Kumari, often called ‘The Sob Queen’, the
top cine artiste of her time (1950s and 60s) was anoth-
er lady easily moved the audience to tears. The public
thronged cinema houses to see Meena Kumari.
And why did Mehmood become so popular? He too
made people laugh and cry.
That is the power of emotions! Emotions matter a lot
in buying decisions and in prescribing decisions.
Case Study
Your best friend, Vikas, has had a wobbly and un-
steady relationship with his spouse. Vikas is shat-
tered as a break-up is now inevitable.
He comes to you for advice.
A logical approach to his problem would elicit a
very different response from you compared to an
emotional response.
Logically, you know why this relationship has failed
and you had expected a break-up to come soon-
er or later. You may straight away tell Vikas, that
as a partner he was undependable, immature, too
bossy, a poor listener, and so on and that he should
have tried to work on his weaknesses.
However, first think: will Vikas feel good after you
say this?
Approaching this situation with Emotional Intelli-
gence you could perhaps first express sympathy.
You could say that the break-up was dreadful. To
divert his mind from the issue, you may possibly in-
vite him for a funny movie like ‘Padosan’, ‘Golmal’ or
watch a sitcom like ‘Mr. Bean’. You could even take
him to Barbeque Nation for lunch or dinner.
Then you might list out all his professional
strengths, his social skills and tell him that he is a
remarkable person. This mental pep talk may turn
out to be a confidence booster.
How will Vikas feel now? Which is the better ap-
proach?
As logical thinker yours is the voice of reason. As
an emotional thinker, yours will be the voice of em-
pathy.
BIBLIOGRAPHY
1. Straker, D. Changing Minds. Viewed 16
June 2016, from http://changingminds.org/
explanations/emotions/emotions.htm
“Neighbors Envy, Owners Pride” - the Onida Devil
2. Berthoz, A. Perception Movement Action. shouted on TV, cinema halls and other media. How
Viewed 8 August 2016, from http://www. cleverly they depicted the emotion of envy and
pmarc.ed.ac.uk/people/alainberthoz.html jealousy using the persona of a devil! They could
3. Laville, ML (2016) SEVEN PROVEN EMO- actually get a devil into the minds of the custom-
TIONAL TACTICS IN COMMUNICATION. ers! The mascot ruled hearts and minds of owners
Viewed 7 July 2016, from http://www. and their neighbors for almost 20 years before they
teamlewis.com/us/insights/articles/im- retired the Devil.
prove-your-communications-with-emo-
tions-seven-proven-tactics Research has shown that emotional messages
alone can hook customers to your brand. At the
4. Servan-Schreiber, D. Viewed on 8 August end of the day, isn’t it your aim to make your brand,
2016 from http://www.teamlewis.com/ the darling brand of the doctors? Isn’t it your vision
be-nl/insights/articles/improve-your-com-
to make brand being respected and loved as it
munications-with-emotions-seven-prov-
en-tactics brings delight and contentment – both to the doc-
tors and patients7.
5. Lindstrom Martin. 90 Percent Of All Pur- If you want to get an emotional reaction, appeal to
chasing Decisions Are Made Subconsciously.
Viewed 14 April 2014, from http://mag. the amygdala, the seat of emotions in the brain8.
ispo.com/2015/01/90-percent-of-all-pur- This will make doctors feel special.
chasing-decisions-are-made-subconscious- That is why you need to pump in emotions and
ly/?lang=en
communicate at the right time with the right tone
6. Arrigo, J. (2013) Emotions And Deci- and the right words.
sions: A Profound Sales Edge. Viewed 30 This is not an easy task when you consider that the
May 2015, from http://www.joearrigo. average attention span of a person has dropped to
com/2013/07/11/emotions-and-decisions-
8 seconds, less than that of a goldfish9. M
a-profound-sales-edge/
PARTNER WITH US.
anupsoans@gmail.com
FFE+CEO RT BRANDSTORM
Field Force Excellence conference + CEO Roundtable is BrandStorm is targeted at Brand Managers. The event
targeted at senior industry professionals in all functions. features thought leaders in pharma brand management
The CEO Roundtable is the highlight of the event and fea- addressing the hottest topics of the day.
tures some of pharma’s most well-known leaders.
Past topics include:
Past topics include: • UCPMP & MCI Guidelines – Implication for Pharma
• Practical Issues in Sales Force Effectiveness (SFE) imple- Marketing
mentation • Brand Building: Case Studies from the Indian Pharma
• Role Clarity from Front-line Manager to National Sales Market
Manager • Unleashing the Power of Digital Marketing – Case
• Role of Technology as a Field Force Multiplier Studies
• Social Learning for the Field Force • From Brand Management to Therapy Shaping
• Data Analytics: Actionable Insights for Segmented Mar- • Marketing to Hospitals
keting • Case Study: Zifi-AZ
• Role of Marketing, Medical, HR and L&D in Building the • Field Force – Doctor Interaction through use of Digi-
Rx Capabilities of the Field Force tal and Social Media
• Navigating UCPMP, MCI Guidelines and other regulato- • How to Optimize Healthcare Communication Cre-
ry issues ative Agency Services
• Reinvention of Doctor-Field Force interaction through
Digital and Social Past Speakers include:
• PV Sankar Dass – CEO & Director, CURATIO
Past Speakers include: • Darshan Patel – Partner, Pricewaterhouse Coopers
• Sanjiv Navangul – Managing Director, Janssen India • Daleep Manhas – General Manager & Associate Vice
• K. Shivkumar – Managing Director, Eisai President at McCann Health
• Sujay Shetty – Partner, PwC India • Praful Akali – Founder-Director, Medulla Communi-
• CT Renganathan – Managing Director, RPG LifeScienc- cations
es • Pankaj Dikholkar – General Manager, Abbott
• YS Prabhakar – CEO, Sutures India • Salil Kallianpur – Executive Vice President - Primary
• Ali Sleiman – General Manager India, Merck Serono Care, GSK
• Darshan Patel – Partner, PwC • Deep Bhandari – Director-Marketing & Sales Excel-
• Vikas Dandekar – Editor Pharma, ET lence, UCB
• Shakti Chakraborty – Group President, Lupin • Shiva Natarajan – General Manager, GSK
• Ganesh Nayak – (fmr) CEO and Executive Director, • Shashank Shanbag – Business Unit Director, MS
Zydus Cadila • Nandish Kumar – DGM and Head – Marketing, FD
• Bhaskar Iyer – Divn VP, India Commercial Operations,
Abbott
• Narayan Gad – CEO, Panacea Biotec
• Girdhar Balwani – Managing Director, Invida
• K. Hariram - Managing Director (retd.) Galderma India
COACHING –THE
ART OF CREATING
NEW POSSIBILITIES
K. Hariram
O
ne of your sales team member is un-
der-performing.
As a manager, can you stay committed
to ‘coaching’ the person while at the same time
addressing the non-performance and/or some
unwanted behaviours? This is being proactive.
Or, as it most often happens, do you reprimand
the person in an open forum or a sales force
meeting with statements like, “pull up your
socks, it is high time you perform”. This is being
reactive. Of course, it satisfies your ego. But
does it produce the desired result?
Underperformance or any unwanted behaviour
does not crop up over night. If it a surprise,
then there is something that you are missing in
your monitoring mechanism or being on top of
things with your team.
There are usually ample indicators and warning
signs along the way.
So how do you go about with your coaching
conversation?
The first important part is that as a manger, you
(SM/FLM) should have done your homework
and have ready those specific indicators that re-
late to performance/behaviour.
T
he perception of doctors in Indian society
has undergone a dramatic shift in the last
few decades. Once regarded as angelic,
saint-like figures in the eyes of society, doctors
are now seen as mercenaries who are only inter-
ested in fleecing the ill and afflicted.
And it’s not just the perception that has taken a
blow—the rising trend of violence and attacks
on doctors has shaken the very foundation of
the medical profession in India. In this scenario,
innocent doctors as well as patients are suffer-
ing. So, what’s actually wrong with healthcare
delivery in India?
The Ethical Doctor, authored by Dr. Kamal Ma-
hawar is an outstanding work. Dr. Mahawar dis-
sects the grim side of the medical profession in
India, expounding on practices like kickbacks,
unnecessary treatments and referrals, and the
unhealthy nexus between doctors and corpo-
rates.
Dr. Mahawar sets sail with a discussion of the
traits of an ethical doctor as set by the Medical
Council of India (MCI), and quite convincingly
brings out how some of them are downright im-
practical and overly idealistic, while many others
are gravely destitute of implementation and ob-
servance. Read the complete review here.
T
he most amazing aspect about the book
‘Dissenting Diagnosis’ by Dr Arun Gadre
and Dr Abhay Shukla is that despite it car-
rying some extremely depressing and infuriat-
ing truths about medical practice in India, it still
is the best thing to happen to our profession in
the recent past. These 200 pages of honesty and
optimism have the potential to do what years
of denial, whining, and insincere victim-playing
(the typical responses of many Indian doctors
and of the Indian Medical Association to criti-
cisms) haven’t been able to achieve: catalyse a
huge positive change in the medical community
This book is not primarily about ‘exposing the
rot’ in India’s medical profession, as many in
the media are claiming; but yes, it also does not
sugar-coat hideous truths about doctors and
patients who behave unethically and irrational-
ly. What actually permeates most pages of this
book is simply a deep sense of sadness and help-
lessness regarding the social, ethical and profes-
sional mediocrities that pass as medical practice
in India today. ‘Dissenting Diagnosis’ is basically
about a group of ethical medical practitioners
talking about their profession’s declining stan-
dards, and then inviting us to join them in their
efforts to arrest that decline. Read the complete
review here.
MORAL
INTELLIGENCE
AND LEADERSHIP
IN PHARMA
A very unique set of challenges but an ocean of
untapped opportunity, make rural markets an
exciting place for resourceful pharma marketers.
T
Front-line Manager,
by Anup Soans, he memory of our General Manager, the late B.S.
available on Flipkart. Giri, speaking to us on the last day of our 28-day
The book is a rigorous training as Medical Reps is still etched
complete guide on in my mind because of his parting advice to us, as we
pharma frontline left to go to our individual territories. He said, “A man
management for of integrity without knowledge is useless and a man of
new and experienced knowledge without integrity is dangerous.” In a way,
professionals. it was not too difficult to be ethical while working for
Khandelwal Laboratories because we were pioneers in
marketing anti-cancer drugs, which in the 80s did not
face the cutthroat competition that exists today.
Moral Intelligence is emerging as essential skill for
managers and leaders. The future-proof manager who
wants to be successful in his career and happy in life
must be morally intelligent to weigh the ethical as-
pects of all his actions. So, in addition to IQ and EQ,
Moral Intelligence is a new business imperative for
Managers in the 21 Century.
Work is a very big part of life, but is not life itself. In fact,
life is much bigger and more valuable than success in
one’s career.
This article is an
extract from the
book SuperVision
for the SuperWiser
Front-line Manager,
by Anup Soans,
available on Flipkart.
The book is a
complete guide on
pharma frontline
management for
new and experienced
professionals.