medicinman vol1 issue 4; november 2011
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Are your employees engaged, not engaged or disengaged?
November 2011
~ F I E L D F O R C E E XC E L L E N C E ~
TM
P H A R M A | M E D I C A L D E V I C E S | D I A G N O S T I C S | S U R G I C A L S
A BroadSpektrum Healthcare Business Media’s Corporate Social Responsibility Initiative
Vol. 1 Issue 4
MedicinMan
Editorial
www.medicinman.net
According to Gallup‘s
recent global survey on
Employee Engagement
and Wellbeing, only 11%
of workers are engaged. In
other words, only one in
nine employees are emo-
tionally connected to their
workplaces and feel they
have the resources and
support they need to suc-
ceed. The majority of
workers, 62%, are not en-
gaged — that is, they are
emotionally detached and
are likely to do just what is
necessary to keep their
jobs. And 27% are actively
disengaged, indicating
they view their jobs nega-
tively and may spread that
negativity to co-workers.
The findings are based on
an unprecedented study
of engagement involving
47,000 employees in 120
countries. As the Employ-
ee Engagement Meta
Analysis Outcomes show,
Disengagement impacts
everything from Absen-
teeism to Safety to Quality
INSIDE MEDICINMAN
AMLESH RANJAN‘S FASCI-
NATING RISE FROM MR TO ASSOC. DIRECTOR POWERED BY EXCELLENCE AND VALUES.
8
HOT ON LINKEDIN: IS PHARMA TOO STEEPED IN TRADITIONS TO ATTRACT GEN-Y?
3
HBR STUDY REVIEW: THE 7 TRAITS OF GREAT SALESPEOPLE
4
INDIAN PHARMA - THE FUTURE IS HERE: REPORT ON THE PHARMA FUTURE KNOWLEDGE CONCLAVE. SALIL KALLIANPUR
6
NO FIRE? DON‘T HIRE!
WILLIAM FERNANDEZ 11
ARE YOU SELLING DRUGS OR CREATING HEALTHCARE COMPANIES? HANNO WOLFRAM
12
INDUCTION: OPPORTUNITY
TO LEARN BY SEEING
V. SRINIVASAN 13
EMOTIONAL INTELLI-
GENCE - INSIGHT FOR BE-
GINNERS VIJAYA SHETTY
14
SUCCESS ST
OR
Y
EDITOR‘S PICK
Employee is the New Customer negatively and Engage-
ment leads to better Cus-
tomer Satisfaction, Higher
Productivity and Greater
Profitability. It is time
that managers at all levels
develop metrics to meas-
ure the engagement levels
of their co-workers and
map these to desired out-
comes and work towards
building a more engaged
Field Force rather than
just managing attrition.
Read full report on:
http://bit.ly/gallups12 . ▌
MedicinMan wishes all its readers Success and Happiness—both Personal and Professional
this Festive Season !
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TM
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MedicinMan Academy
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Attention Medical Reps and Front-line Managers !
Note: Comments have been paraphrased. Click on the commenters‘ name to see Linkedin Profile
Hot on Linked
Great ideas have not come from business schools but from the field.
Many times we seniors turn a deaf ear to suggestions from the field
or turn down saying its impractical. That‘s the beginning of conflict
and non-implementation of existing strategies. Every one needs to be
heard. As we grow, we seniors should learn to be patient listeners.
If you can listen to any rubbish from customers why not listen to suggestions
from a junior? Sanjeev Deshpande
I don't think the Gen Y is irreverent. They are merely opinionated and have strong
viewpoints. They need to be heard. This is where Indian Pharma is lacking. They
are treated as learners and trainees but they are definitely also a part of the target
audience. They know how and where customers can be tapped. Devanshi Mayani
MedicinMan Vol.1. Iss.4.
Is Indian Pharma too Steeped in Past Tradition to Attract Gen Y? Gen Y, while talented, is also irreverent of traditions like addressing seniors as 'Sir'. What changes will Indian Pharma need to undergo?
You must also look at the status of an M.R. Till date they remain blue collared people (not even workmen).
A whole list of responsibilities, dodgy Doctors, skinning chemists/stockists, unhealthy work culture, indif-
ferent/inexperienced bosses, package not justifying the efforts required. Has anyone bothered to compare
the growth pattern, social security of a M.R. with that of any Class 4 employee? Talking of Big degrees like
MBA (available at every nook and corner), expecting, them to be reverent, agree to illogical strategies, work ethics,
seems funny. Remember, this industry has no value for experience. The number of years experience as an M.R. has no
value in the job market when he/she ,seeks a job change at 45years of age. All the Pharma companies want to sell
their products, without promoting. Shekhar Kumar Prasad
I am not Gen-Y but Gen-Y takes many things for granted. Agreed, they have graduated with B.Pharm or
M.Pharm degrees but what is taught in classes and books is mere theory. Gen-O, (I am part of Gen-O) has
hands-on knowledge plus that little thing called experience. Experience is not available in any book. And I
do not see any reason why Gen-Y will not be respected; respect is not got but is earned. Please let not
M.Pharms be on a high stool since what they are taught is only theory. Come with an open mind, absorb knowledge
and rise in the field. Prem Goel
Our Consultant, a brilliant person, who was a B. SC. then, (who went on to launch a pharma company lat-
er), had joined as MR in an MNC in early 1950s. He told that then a doctor had advised him once to quit
the profession as it is not noble, guys smoke and take to drinks (a taboo then for a large part of the socie-
ty). He also said that marriage proposals were difficult to come by. However, he had a passion for the field
and was highly successful, working as consultant till age 78+. Later this very profession was to offer one of the finest
salaries, chances of quicker growth (MR to VP/President or even MD). Why then has it turned almost a full circle?
Definitely the Profession has lost zeal at MR level. Dr. Ulhas Ganu
As seen on Indian Pharma Connection
We should talk about MR only when the higher management is ready to take risks with new and innovative
strategies. This would motivate an MR by getting him out of the boredom. If MRs don‘t get respect (as they
seem to think) it is because they are unable to get the attention of the customer. This is because they use
mundane selling tactics with no innovation. Why is there no innovation? Several Reasons. It is difficult to
get out of one‘s comfort zone to try something new It is a risky proposition. We believe we should give only what our
customers demand (even though customers themselves are often unaware of where they stand). Imitating other com-
panies. Belief that we shouldn‘t give "Gyan" to our doctors, and much more. Dr. Shalini Ratan
Visit Indian Pharma Connection on Linkedin for more such insightful discussions.
Join MedicinMan on Linkedin: http://linkd.in/medicinman
»
»
»
»
»
»
3
HBR Study Review Article
WHAT MAKES GREAT SALESPEOPLE? This should be very encouraging for salespeo-
ple who are considered Introverts but who
have other traits like Conscientiousness,
Achievement Orienta-
tion, Curiosity and Lack
of Discouragement.
While ‗naturals‘ will
have a head-start, most
of the Personality Traits
like Achievement Orien-
tation, Lack of Discouragement, Lack of Self
Consciousness and Curiosity can be cultivated
through self-awareness and self-development,
feedback and coaching to create a culture of
top performance.
Indian Pharma generally selects sales-
people like they select any other professional
– on the basis of qualification and experience.
Now an excel-
lent, must-read
article by Steve
Martin of the
Harvard Busi-
ness Review,
talks about 7
Personality Traits of Top Salespeople.
Surprisingly, traits like Modesty and Lack of
Gregariousness (not ‗loud‘ or too friendly)
feature as prominent traits of top salespeople.
Surprisingly, traits like
Modesty and Lack of
Gregariousness feature as
traits of Top Salespeople.
3.Achievement Orientation. 1.MODESTY: No inflated ego; propriety in dress, speech and
conduct. Does not take a know-it-all approach with
Drs. Shows consideration for Dr‘s. personal space.
7.No Self-Consciousness.
1.Modesty. 2.Conscientiousness.
4.Curiosity.
5.Lack of Gregariousness.
6.Not Easily Discouraged.
Editor‘s Note: Career development begins with awareness and progresses to self development, when an individual takes
on the responsibility of improving himself by imbibing the qualities that lead to becoming a great salesperson.
Read the full article in the Harvard Business Review: http://bit.ly/qsvXKY
2.CONSCIENTIOUS: ethical, honest, just, morals, principled.
Gives 100% to the job at hand. Believes in ethical
selling to Drs. Seeks to do all that is required of
him/her, and to do it well.
3.ACHIEVEMENT ORIENTATION: Has a ―can-do‖ attitude and the
will to get the job done regardless of circumstance. Takes
pride in meeting Company objectives and targets.
Is willing to go the extra mile if required.
4.CURIOSITY: desire to know; interest in others' concerns
leading to inquiry and discovery. Loves prospecting for
new leads. Has a desire to learn more about the
market and master the science behind the art of
selling.
5.(Not) GREGARIOUS: Someone with ―loud‖ personality. Tends
to be pushy and aggressive in approach. The old sales para-
digm emphasized a ―push‖ approach to selling—selling by
overwhelming. The new paradigm demands that the
MR pay close attention to the needs of the Dr. and
his patients and deliver value in a calm, business-
like manner.
6.Not Easily Discouraged: Not easily put down by failure or re-
jection. Has his emotions firmly under control and looks for
opportunity in failure. MR is willing to persist with dif-
ficult (or rude) customers. He is not discouraged by
negativity from colleagues and seniors.
7.No Self-Consciousness: A self-conscious person is ill-at-ease
with himself and others. Lack of Self-Consciousness
comes from a healthy image of oneself. Even if one
has a shy personality, with practice, one can ensure
that this is not a disadvantage.
P
rofession
al G
row
th Sp
ecial
4
MedicinMan Vol.1. Iss.4.
PERSONALITY TRAITS
OF TOP SALESPEOPLE
Th
e S
eve
n P
ers
on
ality T
raits
of G
rea
t Sa
les
me
n
ENHANCING PHARMA-DOCTOR-PATIENT ENGAGEMENT
featured in:
Med
icinM
an C
reative
s
To find out more call:
Dr. Vishal Bansal : +91 97172 18558
Rahul Mishra : +91 96118 76767
3 FACTORS IMPACT MR – DOCTOR INTERACTION IN THE CURRENT MARKET SCENARIO
EVIDENCE-BASED MEDICAL ALGORITHMS CUSTOMIZED TO YOUR SCIENTIFIC COMMUNICATION NEEDS
1. SCARCITY OF ATTENTION !
2. SCARCITY OF TIME !
3. SCARCITY OF INTEREST !
Medical Rep—Doctor interaction should address these 3 scarcities to be effective.
Promedik Algorithms are based on current research and simplifies diagnosis and treatment.
Promedik Algorithms are very effective in engaging the doctor‘s attention in the shortest
possible time by conveying clinically relevant scientific research. Promedik Algorithms also
make the task of a Medical Rep easier and interesting by giving him a clear picture of the
disease management sequence and where his product fits in. Promedik Algorithms enhance
the MR-Dr. interaction and takes it from the level of mere product detailing to the delivery of
actionable research based Rx information.
P
rofession
al G
row
th Sp
ecial
MedicinMan Vol.1. Iss.4.
The future has al-
ways bewildered
man. Inability to see the
future forced us to learn
from history. The need to
know the future has given
rise to an entire industry
called Business Intelligence
(BI). For Pharma business
leaders BI serves as a vital
crutch.
»The global pharmaceuti-
cal industry has billions of
dollars at stake in India.
Analysts estimate the mar-
ket size to be humongous
as various ailments threat-
en human life with pain,
discomfort and death. In-
teresting insights emerged
at the ―Pharma Future
Knowledge Conclave 2011‖
organized by Indegene
Lifesystems. Disappoint-
ingly, most executives be-
lieved the future would not
be too different from the
Indian Pharma – The Future is Here. with the same doctors? This
means a sharp reduction in
access to doctors as they
restrict the number of days
to see MRs and the number
of MRs seen on those days.
How should pharma react?
Should it adopt technology?
What role will technology
play? Will companies reduce
field forces as cost effective
alternatives to technology?
Will e-detailing and e-
marketing replace MRs? Not
quite it seemed. Access to
the clinic is limited. Access
to mindshare is not. If com-
panies demonstrate a will-
ingness to work with doctors
to improve patient out-
comes, then doctors are like-
ly to accept companies as
partners and not view MRs
as an infringement on their
time and decision making.
»Doctors in India seldom
practice in groups. Every
doctor, even when attached
to private hospitals, is an
independent consultant.
This increases the complexi-
ties of the partnership equa-
tion as each doctor has
unique needs and require-
ments. Can pharma evolve
to a mass customization
model? If so, how quickly?
»From its current focus on
products and productivity,
the transition of the phar-
maceutical business model
to one that bundles products
with services, customizes
offerings to each individual
present as
n o t h i n g
much had
changed in
two dec-
ades. The
p h a r m a -
c e u t i c a l
industry in
India is
considered
a s l o w
adopter of
new tech-
nology, new
media and
– simply put - new ways of
doing things.
»Emerging markets is a
buzzword at global head-
quarters of every MNC.
Yet, every ‗new‘ business
model looks and feels the
same - Foray into branded
generics; Expand to rural
markets and Expand sales
forces to increase reach.
Hardly anything novel
here; except that novelty
will lie in execution. Phar-
ma Companies, when faced
with the same environ-
ment, challenges and op-
portunities chose to react
in almost the same way.
The actual execution of
these plans will set the men
apart from the boys. So, if
field forces expand and
companies bring in more
generic brands instead of
novel products, will it not
mean more Medical Reps
discussing more brands
Highlights of the
Pharma Future
Knowledge Conclave
at the FOUR SEASONS
HOTEL, MUMBAI
6
Salil Kallianpur
ACCESS TO THE
CLINIC IS LIMITED.
ACCESS TO MIND-
SHARE IS NOT. IF
COMPANIES
DEMONSTRATE A
WILLINGNESS TO
WORK WITH DOC-
TORS TO IMPROVE
PATIENT OUT-
COMES, THEN DOC-
TORS ARE LIKELY
TO ACCEPT COMPA-
NIES AS PARTNERS
AND NOT VIEW
MRS AS AN IN-
FRINGEMENT ON
THEIR TIME AND
DECISION MAKING.
MedicinMan Vol.1. Iss.4.
customer and leverages
technology to reach out to
many more customers,
opens up the need for vast
amounts of data. How
much data is enough? Da-
ta, sometimes, never seems
enough. Most often data
that gets you to a ―yes-no‖
decision is enough. Can
executives differentiate
when to ask for more and
when to use what is availa-
ble when business models
move from be-
ing product fo-
cused to becom-
ing customer
focused? The
critical differ-
ence is between
data and in-
sights. We may
sometimes have
an overload of data but a
d ef ic i t o f ins ight s .
Knowledge of the customer
and insights derived from
that knowledge can never
be substituted by business
intelligence tools, however
sophisticated. In-depth
understanding of custom-
ers can only happen from
increased face-to-face in-
teraction requiring human
intervention. Technology
therefore, will augment the
sales force effort and not
substitute it.
»Yet, why is technology
adoption so poor in the
Indian pharmaceutical in-
dustry? Most business
practices that have been
adopted in India have al-
ready been tried and tested
in the West. Does this
make India a wait-and-
watch market? Should
iPads be used as detailing
tools in India just because
reps in the West use them?
The point here is that tech-
nology should be used only
if it makes sense. There is
little to gain if we tweak
existing and time-tested
processes that continue to
deliver results, just for the
heck of it. Technology is
simply an enabler, not a
means in itself. Ask your-
self how long the novelty of
detailing with an iPad will
last if the content remained
stale. Now ask yourself how
easy it is to quickly update
the latest clinical data on
iPads of the sales force us-
ing technology.
»The focus lay too much on
discussing the adoption of
technology rather than on
what new processes would
evolve from path-breaking
technology. Despite India
being the capital of chronic
diseases (CVD, diabetes,
smoking) there was little or
no discussion on how health
leaders will become agile
caretakers of interdependent
networks that grow smarter
as they get to know and sup-
port individual patients.
»The pharmaceutical indus-
try can explore robust value
creation and revenue gener-
ating opportunities in areas
that will help prevent onset
of chronic diseases
or assist chronically
ill patients manage
their disease in cost
efficient ways.
What is happening
to healthcare is no
different from oth-
er industries—the
power of the indi-
vidual is increas-
ingly influencing how
healthcare is directed and
delivered, enabled by the
technological and the virtual
world we live in. This is by
no means a Western phe-
nomenon. This is the future
of the pharmaceutical indus-
try in India:
The Pharma Future. ▌
Indian Pharma – The Future is Here. THE CRITICAL DIFFERENCE IS BETWEEN
DATA AND IN-
SIGHTS. WE MAY SOME-
TIMES HAVE AN OVERLOAD OF DATA BUT A DEFICIT OF
INSIGHTS. KNOWLEDGE
OF THE CUSTOMER REQUIRES FACE-TO-
FACE INTER-
ACTION. TECHNOLOGY THEREFORE,
WILL AUG-
MENT THE SALES FORCE EFFORT AND NOT SUBSTI-
TUTE IT.
What is happening to healthcare is no
different from other industries—the
power of the individual is increasingly
influencing how healthcare is directed
and delivered, enabled by the techno-
logical and the virtual world we live in.
Salil Kallianpur
is Marketing
Manager at
Medtronic. He
is an influential
healthcare blogger at
s a l i l k a l l i a n p u r @ w o r d
press.com 7
MedicinMan Vol.1. Iss.4. MedicinMan Vol.1. Iss.4.
Featured Thought Leader
I sit today on the
banks of river Rhine
in the German city of
Dusseldorf, a tad ex-
hausted after three
hectic but satisfying
days as a Speaker and
Panelist at the Commercial
Excellence and SFE semi-
nar.
Today was a high point in
my career when, after my
session on ―Co-creation of
Value in Partnership with
the Customer‖, Dr. Lean-
dra Herrero, well-known
Change Management Guru
and Renowned Author
commented, ―Very insight-
ful presentation: Co-
creation of value is a noble
goal.‖
As I sip my coffee at this
cozy café in this beautiful
city, my thoughts travel
back to the small tea stall
in Palajori (a village in the
tribal belts of eastern In-
dia) where I would go reg-
ularly for my doctor calls
twenty years ago.
Invariably, by the time I
would finish my call, the
only public transport avail-
able would have left. Thus,
going back to the Head-
quarters was out of ques-
tion, proper food and water
a distant dream because
there was no concept of a
hotel in places like Palajori.
Success Story: Palajori to Dusseldorf by Amlesh Ranjan
Palajori was important
though, because our classic
brands of Hoechst were
selling well. Over time, I
grew very fond of the tea
and samosas of Rohini tea
stall and always managed
to hitch-hike till the high-
way on the bicycle of the
local chemist to make my
way back to town.
Becoming a Medical Repre-
sentative was not an easy
decision for the son of a
Doctor, when all expected
you also to either follow his
footsteps or better still, be-
come a Civil Servant or a
Bank Probationary Officer.
My family members at my
home town, Nawada, were
actually upset with my de-
cision!
My father was supportive
though, because I had got a
break in a great company,
Hoechst. But he also hoped
that I would change my
mind in a few months.
One more person was hap-
py, our town‘s first MBA,
who was pleasantly sur-
prised at my selection.
Definitely, there was, and
is, something unique about
the Medical Representative
profession—You are part of
a evolved sales & marketing
team which does scientific
selling and the key custom-
ers are doctors who are
revered in the society.
You are on the move and
largely on your own as
your manager can be with
you for only 2-3 days in a
month. You are among the
very few whose day-to-day
work can actually make a
difference to the health of
the country and its people.
I started as an MR in 1988,
working mostly at Patna. I
had the privilege of work-
ing with very supportive
seniors, most of whom
were ‗legends‘ in the phar-
ma circle. Therefore, I
learnt a lot at the very be-
ginning of my career.
West Bengal, in 1996, was
my first area as a First Line
Manager. Very soon, the
realization dawned that
Area Management is a
complex and critical func-
tion in Pharma and possi-
bly a primer for General
Management.
West-Bengal was followed
by a year at Orissa and
then five very successful
years in Andhra Pradesh.
In three years at Vizag, we
had managed to create the
No.1 team in the country.
The Hyderabad stint gave
me the experience of es-
tablishing a concept from
pre-marketing to launch to
development.
―BECOMING A
MEDICAL
REPRESENTA-
TIVE WAS NOT
AN EASY DECI-
SION FOR THE
SON OF A
DOCTOR...
MY FAMILY
MEMBERS AT
MY HOME
TOWN, NAWA-
DA, WERE AC-
TUALLY UPSET
WITH MY
DECISION!‖
Amlesh Ranjan
8
MedicinMan Vol.1. Iss.4.
―THE VALUE
YOU ADD,
COMES FROM
THE VALUES,
YOU HOLD‖
~
(1) Stick to Ethics and
stay with Basics
(2) Keep Learning and
help Develop
(3) Innovation, the key
imperative
(4) Excellence, the on-
ly way
(5) Get going, NOW!‖
―My growth and devel-
opment did follow a
certain path. Sharing
my Success Mantra :
The turning point in my
career was when I entered
Corporate Head Quarters,
Mumbai, as Team Head,
Operational Effectiveness
in 2005 and had the op-
portunity to work under a
Great Leader from whom I
learnt the art of finding
simple solutions to com-
plex problems. I then
moved into ‗Sales Force
Effectiveness and Analyt-
ics‘ and was part of the
Business Excellence team
headed by an amazing
Strategist.
In this period, I had the
privilege of having seniors,
peers and team members,
who were consistently re-
defining the concepts and
re-stretching boundaries.
This helped me develop an
ability to be strategic in my
thinking, and inculcated in
me the courage to chal-
lenge the status quo.
In 2007 October, I was
further elevated to the po-
sition of an Associate
Director. My last two years
have been in Public & Pri-
vate Healthcare Marketing
& Operations. This posi-
tion has given me the op-
portunity to work under
two members of the Sanofi
Senior Management. They
have helped me gain an
understanding of the
Healthcare systems and
p o l i c i e s i n I n d i a .
Healthcare delivery will be
a critical sector for Phar-
ma‘s future aspirations in
India. It is a very dynamic
domain, with lots happen-
ing at an amazing pace.
Health systems & Hospitals
offer tremendous opportu-
nities in Market Access,
Disease Management &
Key Account Marketing &
Partnership development.
For my success, I am grate-
ful to my organization.
Hoechst, HMR, Aventis,
Sanofi-aventis and now
Sanofi. My organization,
has an uncompromising
approach towards Values
and emphasis on Learning
& Development.
Despite being in the field, I
built my conceptual under-
standing by doing courses
on Business Management
and Pharma Marketing.
This combined with my
rich contextual experience,
helped me transition from
an Operational to a Strate-
gic position.
Pharma is a great domain
to be in and a Medical Rep
or Scientific Sales Execu-
tive is a good way to start
one‘s career. While the MR
position offers a great op-
portunity to develop cus-
tomer and communication
orientation, Area Manager
position lays the founda-
tion for General Manage-
m e n t a b i l i t i e s .
The industry is full of suc-
cess stories of people rising
from the frontline sales
roles to organization level
leadership roles. It will be
great to see more and more
bright youngsters join the
industry as Pharma truly
deserves the best talent.
It has been a satisfying
journey for me and my
sincere gratitude to all who
kept supporting me. The
backbone of my being has
been my wife and my two
kids. My success can be
attributed to my consistent
desire to ‗add Value‘ by
excelling at every responsi-
bility assigned.
Nothing deterred me from
taking the task ‗head on‘,
whatever the job or the
project. This coupled with
an insatiable appetite for
learning, helped me opti-
mize the opportunities that
came my way and also
gave me the strength and
wisdom to cope with chal-
lenges and adversity.
But above all, it has been
my unwavering adherence
to values that has helped
me reach this position be-
cause all along I have been
a firm believer that, ‗The
Value you add, comes from
the Values, you hold‘. ▌
Amlesh Ranjan is Assoc. Direc-tor at Sanofi. Send feedback to: amlesh.ranjan@sanofi.com amleshranjan@gmail.com 9
Success Story: Palajori to Dusseldorf by Amlesh Ranjan
MedicinMan Vol.1. Iss.4. MedicinMan Vol.1. Iss.4.
Featured Thought Leader
Amlesh speaking at the Eyefor Pharma event in Germany
LinkedinSight
MedicinMan Vol.1. Iss.4.
10
II. Profitability
(a) Gross Profit Target of Rs. Mn. and GP Margin of %
to Sales
(b) Expenses at or under Rs. Mn and at % to Sales
(c) Regional Contribution target of Rs. Mn a Contrib.
Margin of % to Sales
III. Productivity
(a) Average Total Productivity Increase of %
(b) Promoted Products Productivity Increase of %
(c) SLSM will move from Quadrant to Quadrant
(d) Movement from Quadrant 1* FLSMs: Reps:
(e) Movement from Quadrant 2* FLSMs: Reps:
(f) Movement from Quadrant 3* FLSMs: Reps:
*The 3 quadrants pertain to the 3 Pillars- Results/ Activi-
ties/ Leadership Behaviors at each level in the hierarchy.
IV. Rx Objectives
(a) Total Rx Volume Increase
(b) Promoted Products Rx Increase
(c) Avg. Total Rx Value Increase
(d) Avg. Promoted Products Rx Value Increase
V. Regional management
(a) No Bad Debts in The Region
VI. Field Force Metrics
(a) % Reps on target
(b) % FLSM‘s on Target
(c) Sales Calls per Day Average
(d) % Customer Reach vs. Target
(e) % Customer Coverage Frequency vs. target
(f) % SLSM time on the field
(g) % FLSM time on the field
(h) % Rep time out of the field
Q. What are the 3 most important KRAs for second line managers in Healthcare?
A. The three important KRAs for second line Sales Staff in Health Care are:
1) Managers must at least once develop first hand con-
tact / coverage by Drs., Healthcare Facilities, Newer
emerging HC trends / Facilities in his / her territory.
Periodic, Personal contact with key referring Doctors/
institutions as per his/her schedule calendar.
2) Periodic Mapping of Parent Hospital's Clinical Program Marketing share vis-à-vis main competitors in terms of
revenues / volumes, Addition / Deletion of new Consultants, Addition / Deletion of technology and Addition /
Deletion of additional space plus major partnerships and alliances.
3) Performance appraisal with respect to variance in business compared to target per clinical program assigned to
Sales Manager by Dr., Areas, Corporate business, addition of new channel partners etc.
Q. What are the Most Important KRAs for Second-line Managers in Pharma?
I. Sales
(a) Total Sales of Rs. Mn. and a growth of % over previ-
ous year
(b) Promoted Sales of Rs. Mn. and a growth of % over
previous year
(c) Mkt Sh% growth for the Total Region from % to %
(d) Mkt Sh% growth on Priority portfolio (Regional)
from % to %
(e) Volume growth of % over previous year
(f) New Product launches with Sales of Mn. in Year of
Launch
Business Insight for Second-line Managers
Insight shared by Keith Pinto on Linkedin Group Pharma Trainers Forum. Keith Pinto is Sr. GM—Training and Management Development at GSK.
Insight shared by Dr. Dev Taneja on Linkedin group Indian Healthcare Industry. Dr. Taneja is VP - Planning, Systems and Strategy at Seven Hills Hospital, Mumbai
Join MedicinMan on Linkedin here: http://linkd.in/Join MedicinMan on Linkedin here: http://linkd.in/medicinman
How Front-line Managers as Talent Scouts can Reduce the Impact of Attrition
NO FIRE? DON’T HIRE ! Vision of the Organiza-
tion – If you want to lead,
pay like a leader to attract
the best talent. Mediocre
companies attract mediocre
people.
Goal of the Organization
– Organizations focusing on
short term goals never both-
er about reducing attrition
and creating talent pool.
Investment in People –
How much will you invest on
people development is im-
portant as people stay on in
―learning organizations‖.
Interview Process - Every
Manager has to be ready for
attrition. Front-line Manager
must be a talent scout and
have number of potential
candidates in mind in case of
vacancy. He should scout for
potential candidates while
working in the field. Vacan-
cies in high potential territo-
ries should be carefully filled
with right candidates. Wrong
selection will do more harm
than good.
The following are 5 Steps
to ensure ‗Right Fit‘:
Step 1: Physical Appearance
– Person should be physical-
ly fit and presentable in ap-
pearance with good attire
sense and enthusiasm as
MR‘s job involves lot of leg
work and meeting highly
qualified people.
Step 2: Family Background
is very important as a person
with needy background will
be hardworking and more
stable.
Step 3: India is made up of
small towns. Here reading
English is more important
than fluency in spoken Eng-
lish. Fluency in Regional lan-
guage is also important. To
Sell You have to Spell, Pro-
nunciation part plays im-
portant part in Detailing.
Therefore reading text of
Visual Aid should be integral
part of Interview.
Step 4: Education Back-
ground – Pharma Selling
involves scientific communi-
cations. So preference
should be given to Pharmacy
and Science graduates.
Street-smart Arts and Com-
merce graduates with right
attitude, skill and enthusi-
asm also perform well.
Step 5: Using NDA formula
for final selection:
Need+Desire+Attitude.
(NDA) formula should be
used for final selection as
skills can be developed by
training. People with need,
desire to succeed and right
attitude will work better and
work for a longer time.
Post Hiring Actions -
After Training and Induc-
tion, Feedback and Perfor-
mance Appraisal are im-
portant to develop and retain
good performers. Regular
and specific feedback is very
essential to develop new MR.
Scouting, recognizing and
nurturing a talent pool to
meet the future needs by
FLMs will help reduce the
impact of Attrition. ▌
Attrition! Attrition! At-
trition! People every-
where are blaming attri-
tion for nonperfor-
mance. Attrition is prevalent
across industries including top
organizations like Infosys.
Pharmaceutical Industry, espe-
cially Sales and Marketing
have been hit badly. Career
oriented people are being of-
fered choices by other indus-
tries like IT, Real Estate, Hos-
pitality, Banking and Retailing.
We must accept the fact that
attrition is the order of the day
and it is not likely to reduce in
future. We can only reduce the
impact of it by applying right
HR policies in the organiza-
tion. However Front-line Man-
agers can also minimize the
impact of Attrition through
Right Selection, Recruitment
and Interview Process to en-
sure ―Right Fit‖. Three im-
portant aspects must be con-
sidered while making recruit-
ment policies:
MedicinMan Vol.1. Iss.4. MedicinMan Vol.1. Iss.4.
William Fernandes
Sr. Training Manager
Blue Cross Labs
The 7 Deadly Sins of Recruitment -Performia Australia
Making the job ad
too good to be
true.
Focusing on
education,
―experience‖ and
other wastes of
time.
Listening, but not
looking.
Let‘s find some-
one just like me!
Making personali-
ty a priority.
Not reference
checking.
Losing the right
candidate by not
acting fast
enough.
Taken from Performia
Austrailia. Read more here
11
Are You
Selling
Drugs or
Creating
Healthcare
Co’s ?
No one knows more
about a disease than
pharma companies
with all their re-
searchers in the bio-
chemical, clinical
and therapeutic field.
But research & devel-
opment brains ap-
pear not be linked to
marketing & sales
people. In many cases
they do not even know each
other. The transfer of the
vast know-how available
inside the industry is not
leveraged to create value to
those who deal with these
problems in their clinics or
hospitals.
What if pharma started
shaping their markets in-
stead of complaining and
what if pharma would de-
liver improved quality of
life to those affected, in-
stead of selling
drugs? The ―history
of pharma‖ has seen
many changes in
company cultures,
restrictive laws and
regulations imposed,
changes of approach
and style, but one
thing has remained
unchanged even in
2011: it still is about
―selling drugs‖. Whereas
many other industries offer
something different today:
the car industry provides
mobility, fashion industry
offers desirability etc.
Despite the fact that many
companies claim to be
healthcare companies,
their contribution is per-
ceived as nothing but
providing (undoubtedly
helpful!) drugs. While so-
cial and market dynamics
are driving paradigm
changes, pharma is yet to
respond. Many companies
in many countries are still
in drug selling mode.
Therefore doctors close
their doors and reps are
confronted with rejection.
The poor reputation of
pharma is worsening, not
even patients trust pharma
and still: playing a more
active role in healthcare
appears far away for many
companies.
Here it might be very help-
ful to create a picture of
―playing an active role in
healthcare‖ to highlight
what this could mean: Im-
agine a population in Afri-
ca, suffering from the
plague of the 21st century:
HIV. There are a number of
companies who not only
know literally everything
about HIV but as well have
remedies to treat it. Imag-
ine that companies having
synergistic drugs would
join forces and resources
and agree with govern-
ments to train physicians,
nurses and teachers and
deploy their joint forces
into many small HIV-
clinics across such plagued
geographies and help to
prevent, assist in educating
the population and treat
those affected. Of course
this approach will create
revenue for the company,
paid by governments or
even the WHO. In this
case, a pharma company
would deliver support to
those infected, assist the
country or government to
cure one big reason of pov-
erty and the lack of per-
spective for a more pros-
MedicinMan Vol.1. Iss.4.
How Top Management can Help Medical Reps Overcome Rejection perous future. They would
play and active role in
healthcare.
There are the examples,
like Janssen-Cilag (J&J)
having set up an integrated
project to better detect and
support the treatment of
schizophrenia in the north
of Germany. They share
their knowledge, being sub-
ject matter experts on the
disease and are getting ac-
tively involved in
healthcare. They do this
through a fully independent
service company, but at
least they do it.
Where are the other
experts? They call
themselves research
based companies; know
literally everything
about the specific dis-
ease they are research-
ing. They carry neces-
sary insights and still
do not really share the-
se competencies with
those affected. Be it
physicians not having
enough time during
consultation or be it
patients with a real
need for information and
assistance. Pharmaceutical
companies not only have all
knowledge, but they also
have the economic power
and a number of other pre-
requisites, for example pro-
fessional project manage-
ment skills. Many of them
are striving to improve the
sales model, too few are
thinking about the business
model of the future. If their
understanding of Key Ac-
count Management would
be the same as in other in-
dustries, they will start to
offer solutions and no long-
er drugs. ▌
12
Hanno Wolfram is MD
at Innov8 GmbH and Co-
Founder at Pharmainstitut
Contact him at :
hanno@innov8.de
Business Insight from Germany
MANY COMPANIES
ARE STILL IN
DRUG SELLING
MODE. THERE-
FORE DOCTORS
CLOSE THEIR
DOORS AND REPS
ARE CONFRONTED
WITH REJECTION.
Business Insight from Germany
Co‘s like Wyeth and Sanofi Pasteur have, in collaboration with WHO and others, contributed significantly to polio immunization globally. –Ed
MedicinMan Vol.1. Iss.4.
Induction: Opportunity to Learn by Seeing
All Companies, in-
cluding MNCs, face
shortage of field
sales people and
are unable to have
full complement of
their planned field
strength at any giv-
en time.
Front-line Managers
should play an active role
in filling up vacancies and
ensure that new candidates
are inducted properly.
If 30% of sanctioned
strength remains va-
cant on an average, and
the per month sales
turnover is Rs.10
crores with the full
complement of field
force, then such com-
panies tend to lose Rs.3
crores per month.
This loss of revenue puts
undue pressure on other
team members leading to
further attrition and in-
creased pressure. Such is
the enormity of the situa-
tion posed by unfilled va-
cancies.
To break this cycle of attri-
tion—pressure—attrition,
Front-line Managers must
ensure that the induction
of new candidates is happy
and satisfying by making
it an opportunity to
learn by seeing.
Front-line Managers must
demonstrate field sales ac-
tivities clearly, so that new
candidates understand
their job well and are able
to perform and succeed in
their job. It is very im-
portant to put new MRs on
the right track to ensure
that they perform well and
get the much needed confi-
dence in their abilities.
First impressions are the
best impressions and the
induction process tends to
make or break new candi-
dates. The induction pro-
cess must be made into a
pleasant experience, which
should create trust in the
company and put the new
candidate at ease within
the team.
The confidence developed
during induction holds the
key to future performance.
Hence Front-line Man-
agers must be specially
trained for this task
through Management
Development Pro-
grams. MDPs must re-
inforce the importance
of induction through
activities and experien-
tial learning. Front-line
Managers must have
clear understanding of
situational leadership
so that they can direct,
coach, support and del-
egate depending on the
skill level of the new
team members.
Induction must be a two-
way engagement process,
where Front-line Managers
must demonstrate active &
empathetic listening skills
to understand and
appreciate the new candi-
dates‘ strength and identify
areas for improvement.
Front-line Managers must
make the first day of the
new candidate a happy oc-
casion by 1. paying atten-
tion to small details like
giving business cards on
the day of joining. 2. Mak-
ing a fully engaged team
member to share his induc-
tion experience and assure
the new candidate of full
support to create a sense of
belonging.
This sense of belonging will
ensure that the new candi-
date will share his concerns
openly. Any disregard to
their genuine concerns,
will end up driving them to
some other company.
Once a new candidate is
inducted properly the
Front-line Manager also
gains confidence in his
leadership capability and
this feel-good factor is key
to motivating MRs to per-
form to their fullest poten-
tial. ▌
MedicinMan Vol.1. Iss.4.
―INDUCTION MUST
BE MADE A HAPPY
OCCASION BY PAY-
ING ATTENTION TO
SMALL DETAILS LIKE
PROVIDING
BUSINESS CARDS
ON THE FIRST DAY
OF WORK.‖
V. Srinivasan
has a rich expe-
rience in HR
and Sales Ad-
ministration in
Pharma Companies, with
over 200 published articles
to his credit in India and
abroad. He can be contact-
ed at shridhar1956@ re-
diffmail.com,
13
How do we ensure that
MRs are able to achieve
enhanced relationship as
well as prescription loyalty
with doctors?
How can we empower MRs
to work in these challeng-
ing times? We empower
them by making them
emotionally intelligent.
What is emotional intelli-
gence? By definition, Emo-
tional Intelligence (EI) is
the capacity for effectively
recognizing and managing
our own emotions and
those of others.
According to Daniel
Goleman, EI has 5 basic
principles necessary to be-
come a leader. They are self
awareness, self regulation,
self motivation, (the ability
to recognize your emotions
and to understand what
they are telling you), empa-
thy and nurturing relation-
ships (realize how emo-
tions affect people around
you. When you understand
how they feel, this allows
you to manage relation-
ships more effectively) – all
necessary ingredients to
engage customers and
maintain their loyalty.
According to Deepak Cho-
pra, ―When people are
emotionally bonded to you,
they want to have contact
with you. They want to be
of service and share in your
vision. Deep motivation
then develops. True, lasting
loyalties are formed.‖ MRs
who have a high level of
Emotional Intelligence can
foster better relationships.
As more and more people
accept that emotional intel-
ligence is just as important
to professional success, as
technical ability, organiza-
tions are increasingly hir-
ing sales personnel based
on their emotional intelli-
gence. This is because stud-
ies have revealed that emo-
tional intelligence is twice
as important in contrib-
uting to excellence as intel-
lect alone.
Thus to really succeed,
MRs must develop and ap-
ply their relational skills to
help them connect with
doctors, recognize doctor
wants and needs, and build
strong lasting relation-
ships. A representative who
can respond appropriately
to the doctor‘s emotions
can have a positive influ-
ence on doctor satisfaction
and prescription genera-
tion. In fact emotionally
intelligent people are
known to produce better
sales and higher productiv-
ity.
Eventually they can emerge
as stronger leaders and
better decision makers and
hence move to the next
level in their career. Emo-
tional Intelligence can thus
be a key to success in life
especially in your career. ▌
The greatest wealth one
can have in life is good
health….and we in the
pharmaceutical industry
are the ones who provide
not only medicines but
healthcare solutions to the
population through the
doctors.
Medical Reps are the in-
credible force who work,
come rain, shine or thun-
der to make the world a
healthier place. Despite the
paradigm shift in commu-
nication, the value of face
to face communication and
interaction of Medical Reps
with the doctors continues
to be of utmost significance
in our industry. However,
today the number of MRs
has risen so much that it
has placed a burden on the
doctor‘s time.
In such a scenario, how do
we make our MRs stand
out and make a mark? How
do we ensure that our MRs
go beyond technical skills
and skills such as getting
appointments, detailing,
and getting prescriptions?
Emotional Intelligence - Insight for Beginners
MRs must learn to use Emotions powerfully; like the Airtel ad where a grandson returns home & makes his father to re-connect with grandfather after years of separation. —Ed.
MedicinMan Vol.1. Iss.4.
AS MORE AND
MORE PEOPLE
ACCEPT THAT
EMOTIONAL
INTELLIGENCE
IS JUST AS
IMPORTANT TO
PROFESSIONAL
SUCCESS AS
TECHNICAL ABIL-
ITY, ORGANIZA-
TIONS ARE
INCREASINGLY
HIRING SALES
PERSONNEL
BASED ON THEIR
EMOTIONAL
INTELLIGENCE.
Vijaya Shetty is a senior
consultant with Identity
Business Solutions Hub.
She has 15 years work ex-
perience in the Pharma
Industry . 14
MedicinMan Vol.1. Iss.4.
Career Development Resources for Medical
Reps and Front-line Managers
Rs. 599/-
Rs. 799/-
To place your orders or find out more about Career Development Programs :
E: anupsoans@medicinman.net
M: +91 934 2232 949
“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, Head–Sales and Marketing, Glenmark Pharmaceuticals
“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
The position of Medical
Rep offers the maxi-
mum opportunities for
career development for
those who are willing
and determined; even
though field sales profes-
sionals enter Pharma in-
dustry by chance rather
than choice. This is not
bad in itself. Many im-
portant decisions about our
life have been made for us
and we did not have any
choice in deciding key is-
sues like who our parents
were, what name we would
carry, the place of our
birth, the color of our skin
and so many other things
about which we wish we
had a choice.
Many people even change
their names because they
are embarrassed with their
names like ‗Chironji Lal
Khosla‗ in the movie
―Khosla Ka Ghosla‖. Mov-
ies are great entertainers as
well as teachers, provided
we are willing to reflect on
the message and learn.
Movies like ―Titanic‖ are
great because they speak
about challenges and
choices that all of us have
to face and overcome in
career and life. In the
Career Development – Chance or Choice? movie ―Titanic‖, Leonardi
Di Caprio, says that life is
like a game of cards, you
cannot choose which cards
are dealt to you. But you
can choose how well you
will play the game with the
cards you have. In the
same way you may have
become an MR by chance,
but you need not leave your
career development to
chance. In the past three
issues of MedicinMan,
we have featured MRs
who entered the pro-
fession by chance but
made it a choice to ex-
cel in their work. Every-
one can learn a lot from
these role models of how to
turn chance into choice. ▌
MedicinMan Vol.1. Iss.4.
Chironji Lal Khosla (first from left), often felt helpless about his place in life and society; this attitude changes dramatically over the course of the movie.
EXECUTIVE TEAM
EDITOR
Anup Soans
EXECUTIVE EDITOR
Joshua Soans
COO
Arvind Nair
ADVISORY BOARD
Prof. Vivek Hattangadi
Jolly Mathews
EDITORIAL BOARD
Shashin Bodawala
Salil Kallianpur
Dr. Shalini Ratan
Prabhakar Shetty
CONSULTANTS
Amit Shekhar
To receive the latest issue
of MedicinMan every
month in your mailbox,
visit www.medicinman.net
and enter your email ID in
the ―Subscribe to
MedicinMan‖ widget below
the latest issue.
Send your queries, comments
and feedback to:
E: anupsoans@medicinman.net
M: +91 934 2232 949
E: arvindnair@medicinman.net
M: +91 987 020 1422
MedicinMan congratulates its Editorial Board member Salil Kalli-
anpur for being nominated by John Mack on his list of Pharma
Twitter Pioneers. Salil is ranked 21 out of 92 on Klout score
http://bit.ly/rbXCYY). Follow Salil on Twitter: http://bit.ly/salilk
Our Editors Have Klout !
Linkedin Poll: Which Issue is Most Detrimental to
Success in Today’s Workplace?
Vardarajan S is GM
- Strategy Mgt & Ops
Excellence at Merck.
He began his career as
a Medical Rep with
Searle and has a very
distinguished career and varied
track record with Upjohn, Rhone
Poulenc, Pfizer and Novo
Nordisk. Vardarajan‘s stint with
IMS has given him a deep insight
into healthcare industry.
ten book that seeks to put the
Patient First.
According to Dr, Shalini Ratan,
another pioneer in putting pa-
tients first, It is estimated that
over 70% patients leave the
doctor‘s cabin without fully
understanding the treatment
leading to poor compliance.
Pharma companies would do
well to widely circulate Using
Information Therapy to
Put Patients First instead of
using devious ways of increas-
ing prescriptions. Informed
patient is a compliant patient.
Using Information Thera-
py to Put Patients First is a
must read for all pharma sales
and marketing professionals to
gain insight and develop empa-
thy for patients leading to bet-
ter quality interaction with
doctors. This is one Diwali gift
that will light up the world of
patient education with bright-
ness that it rightly deserves. ▌
In an era when the focus is
shifting to delighting the Pa-
tient, it is surprising that there
are not many handy resources
to understand patient aspira-
tions and bridge the vital gap.
Dr. Anirudha Malpani and his
editor Rohan Pasricha have
done a brilliant job in bridging
this gap with their well writ-
Book Review: Using Information
Therapy to Put Patients First
Value Additions to
Our Editorial Board
Dr. Mandar Kubal
M.D is a Fellow of In-
fectious Diseases Soci-
ety of India and Amer-
ican College of Chest
Physicians. He is the Chief of In-
fectious Diseases at several hospi-
tals in Mumbai and is attached to
renowned hospitals including
Fortis. Dr. Kubal enjoys interact-
ing with Medical Reps has done
interesting surveys on various
aspects of a Medical Reps work.
Published and Printed for MedicinMan by Joshua Soans at 22 North Road, Cooke Town, Bangalore—84
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