Professional Documents
Culture Documents
TM
TRAINING
Is your training as ambitious as the targets you set for your teams?
- EDITORIAL
TARGETS
Vs.
Pharma companies are great at setting ambitious sales targets but not so great when it comes to training people who are responsible for achieving those targets.
f the only tool you have is a hammer, every problem looks like a nail.
Corollary: if pressure on people is the only strategy you have to achieve sales target, then stress and attrition are the only permanent outcomes your sales team will produce. Pharma companies are great in setting ambitious sales targets but not so great when it comes to training people who are responsible for achieving those targets. I recently met the VP Sales of a well established company with a good mix of me-too and niche products in global markets. They had an enviable track record of over 25 years and a turnover of nearly Rs. 1000 crores. They had recently entered the domestic market and wanted to know how their field force could be trained to work in a professional manner. They wanted to replicate what they had done in the international markets. After discussions for over an hour, I had an uneasy feeling that this meeting was not going to make much headway. Reason? They had set very aggressive sales targets but very little resources were allocated to train and develop their field force. Most companies in the Indian Pharma Market set very aggressive sales targets, which is good in itself. But it must be backed by aggressive training and development programs that build skills and confidence of the field force.
The power of training can be illustrated vividly through the terrorist attack on Mumbai in 2008. Ten well-trained and highly motivated terrorists held the city to ransom as they struck at will killing policemen and civilians. There were over 30,000 policemen in Mumbai when the attack occurred. There was little they could do to take back the city, except cordon off the areas under attack. In contrast the NSG commandos took the task headon and completed their mission successfully. The main difference between the Mumbai police and the NSG commandos is the importance they give to training and preparedness. Many of the policemen had not fired a single round of ammunition for years. In contrast, NSG commandos are trained intensely and regularly in all areas of professional competence. The difference in performance is the result of difference in training. Tougher the task, greater the need for training. The Indian Pharma Market is fiercely competitive too many MRs chasing too few CORE doctors! Aggressive sales targets must be matched by aggressive training interventions. For most companies, product training takes the front-seat and it becomes an exercise in what knowledge rather than how knowledge and why knowledge. It is a fill-the-bucket approach that dumps information in elephant doses, which is rarely effective.
What is useful is a demonstration of how knowledge can make difference to improving performance. For this, the initial classroom training must be followed up on the field regularly by the FLM and SLM this rarely happens. As a result behaviour remains same and the hapless FLM transfers the pressure with a force multiplier to MRs. The only people who gain from this approach are the hundreds of placement agencies that have mushroomed to enable pharma companies put feet-on-street as quickly as possible. The current industry trend is to hire ONLY experienced candidates. The assumption being that they have the right experience and are likely to stay for at least a year given that they are offered a reasonable increase, which is not easy to match. This will compound the pipeline problems as salespeople will become scarcer few years down the line. To address these issues, MedicinMan will be conducting the second Field Force Excellence (FFE 2013) conference on June 8th at Mumbai. At FFE 2013, CEOs and senior managers of Indian Pharma will gather for a days deliberations to explore new ways of enhancing Field Force Productivity. To know more about how you can benefit from FFE 2013, write to anupsoans@gmail.com or visit www.medicinman.net/ffe2013.
FFE 2013
5 10 15 20 25 30 35 35 40 45 50 55 Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai y
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Please pay through bank transfer to SB account no. *07141000006761* of Anup Soans HDFC Bank, Mosque Road, Frazer Town Branch, Bangalore 560005. RTGS/NEFT IFSC: HDFC0000714 and inform by email and SMS - anupsoans@gmail. com | +91-93422-32949. Or you can send a cheque favoring Anup Soans to: Anup Soans 101 - North Forte Apts; 22, North Road, Cooke Town, St. Thomas Town P.O. Bangalore - 560084
Contents
(click to navigate)
1. BRAND DRIFT 2013 - A Milestone for Pharma..................................................................6 The Conference Director tells us what drives pharmas most loved annual branding event. Arvind Nair
11
2. Five Simple Equations for Sales Excellence..............................................................8 Tried and tested means to achieve Field Force Excellence, condensed in FIVE simple equations. K. Satya Mahesh 3. Field Force Excellence - The Need for role Clarity...................................................................11 A sales organization cannot achieve excellence unless there is a clear-cut definition and understanding of roles and responsibilities, K. Hariram
20
Counterpoint
4. Employee Loyalty - At What Cost?................14 The era of employees being loyal to a single organization has passed - the upsides to this are surprisingly plentiful. Sharad Virmani
Personal Success
5. Munshiji ki Panch Tantra for Professional Growth ................................................................17 The Chief General Manager for Sales and Marketing at Tablets India shares the Five Ingredients of his Professional Success Story. Sanjay Munshi
25
Contents
(click to navigate)
Anup Soans
Product Management
6. What PMT Proposes, Field Force Disposes..............................................................20 A Brand Strategy that does not demonstrate a concrete understanding of ground reality is bound to fail - first in the minds of your Reps and then on the field itself. Mala Raj
CEO
Chhaya Sankath
COO
Arvind Nair
Chief Mentor
K. Hariram
Advisory Board
Coaching
7. You Think You are Coaching; Do They?........24 How do you know if your inputs to your reps are really adding value? K. Hariram
Salil Kallianpur; Dr. Shalini Ratan; Shashin Bodawala; Prabhakar Shetty; Vardarajan S; Dr. Mandar Kubal; Dr. Surinder Kumar
International Editorial Board
Joshua Soans
MedicinMan Academy:
Saurabh Kumar
Make a difference in Pharma. Join MedicinMan ChangeMakers. Write in to our editor to find out more: anupsoans@medicinman.net Letters to the Editor: anupsoans@medicinman.net
Book Reviews
10. Pharma First Line Leader to CEO - The Roadmap to Success by Vivek Hattangadi....29 Reviewed by Subba Rao Chaganti 11. Interactive and Engaging Training - A Practical Guide........................................................29 Reviewed by Anup Soans
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ick-start your brain. New ideas come from watching something, talking to people, experimenting, asking questions and getting out of the office! Steve Jobs Pharma brand management is one of the most challenging tasks, given the stringent regulations when it comes to marketing a pharma brand. And that, without the benefit of marketing channels available to other marketers. Managing the expectations of multiple stakeholders who influence the marketing plan - the strategists, marketing gurus, sales teams, regulatory and medical advisors requires political skills as well - all this without losing sight of top and bottom lines; surely a pharma brand managers job is not easy. A forum to hear what other pharma brand managers experienced, discovered and learnt was the need of the hour. Brand Drift was conceived to bridge this learning gap and create a platform where Indian pharma brand managers could
FFE 2013
5 10 15 20 25 30 35 35 40 45 50 55 Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai y
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SPECIAL REPORT
K. Satya Mahesh is Sr. Manager, Systems and Projects at Sanofi. He worked on different facets of Sales Force Effectiveness (SFE), Integrated Business Analytics and Digital Initiatives.
Tried and tested means to achieve Sales Excellence, condensed in FIVE simple equations.
hange is clich. Well, I will not ask you to change to excel in sales. All I ask is that you pay attention to wellknown, time-tested basics. Revisit them. Understand them. Ensure that your thoughts, words and actions become coherent with this basic ethos. World over, many organizations are struggling to grow or sustain growth while the competition grows at a geometric rate. The surge in competition often undermines the work of the sales force. Even in the fastest growing organizations, only 50-60 percent of the sales force performs to expectations. The rest are surviving by sheer luck. In this milieu, needless to say, everyone is in search of actions that can bring sales excellence. Can sales excellence be simplified to five equations? The answer is both Yes and No. In fact, it is not the equations - what you do with them determines Sales Excellence. The equations may be simple and easy to comprehend but if the actions do not follow the understanding, its guaranteed that ones luck will end soon. Here are these five equations These equations work for individuals, team leaders and also organizations. Equation #1: Results = Data x Action Equation #2: 25% 25% 25 25% Simply put, all customer segments are not equal. Let us see why they are not equal! If you consider your business as 100%, you will observe that 25% of your business is contributed by approximately 5% of customers. The next 25% of the business is contributed by approximately 10% Today, there is no dearth of data but data itself does not guarantee growth. Mature markets - where data is abundant - grow by single digit numbers. Whereas emerging markets - where there is little or no data - are growing in leaps and bounds. Organizations are said to be data driven! But it is what you do with data that is more important. Data gives you powerful insights that are useless unless you act on them. 8 | MedicinMan April 2013 of customers. The next 25% of the business is contributed by approximately 25% of customers And the remaining 25 % of the business is contributed by a whooping 60% of customers. Now, do you realize why 25% 25% 25% 25% ? Can you write down the split of sales and the efforts and expenditure using the simple table given below as an illustration?
Sales Vs. Resources Sales % Customers giving sales Advertising and Promo Spend Man Hours Spent
Does the table above ring a bell? If it does, then check sales vis--vis efforts and resource allocation. Remember: similar is not same. Allocate resources differentially to different customer segments based on their contribution to business. Equation #3 Share of Mind = Market Share You can afford to lose battles in the marketplace but you must win the war in the minds of customers. To win the war, your message must be: Simple, Sticky and Consistent. Quite often, as a sales man you get bored with Simple, Sticky and Consistent message. However keep reminding yourself: Simple, Sticky and Consistent. Thats how you gain a share of mind. Share of mind is market share. Check out any brand anywhere in the world: share of mind reflects in market share. Equation #4 Equity = Perceived value Competition Intensity You may have created value and equity. But when competition is intense, it erodes your equity by reducing the value you have created. You have no option but to constantly add to the perceived
value as you have no control over competition intensity. Most of the times, you will have lesser resources compared to competition. This is the time you need to invest in your only reliable resource Emotional Fixed Deposits. You need to find means to emphatically use your own deposits from emotional bank accounts created in the hearts of your customers. World over, emotions score over rational factors when customers choose products. Equation #5 Strategy = Execution Strategy is said to be the obvious choice. Once strategy is formulated after innumerable debates and discussions, the actions needed will be clear. Once clarity on actions is gained, never revisit strategy. Neither before nor during execution. Constantly try to achieve excellence in the process of execution. When execution fails, do not question strategy. Repeatedly question the process and implementation. Results will prove whether The Strategy is right or wrong. Mumbai Dabbawallas are Six Sigma certified! This means only 1 error in 1,000,000 tiffin box deliveries. Thats the excellence they have achieved. 9 | MedicinMan April 2013
To summarize, you can achieve Sales Excellence through five simple equations that translate in to five actions: The Equations The Actions
Results = Data x Do Act now. Action 25% 25% 25% 25% Share of Mind = Market Share Equity = Perceived value Competition Intensity Strategy = Execution Allocate Resources Proportionately Simple, Sticky and Consistent Build Emotional fixed Deposits
Do Execute
These five equations encompass all the theories advocated by innumerable business gurus to attain sales excellence. They are tried and tested. You will be able to comprehend how accelerated performance can be achieved in competition intensive markets by embedding these equations in rationally emotional thoughts and emotionally rational actions. These equations are interwoven in the DNA of every performer. I merely have identified them, named them and penned them.
The views expressed in this message are made in an individual capacity and do not necessarily reflect those of the company, Sanofi (the company) or any of its affiliates. Neither the company nor any of its affiliates assumes any responsibility or liability of any use which may be made of any views expressed here in this article.
For Individuals* Buy SuperVision for the SuperWiser Front-line Manager and Get HardKnocks for the GreenHorn FREE. For Corporates* INR 500/- for a set of SuperVision for the SuperWiser Front-line Manager (1 copy) and HardKnocks for the GreenHorn (1 copy) for purchase of 50 sets and above. *Inclusive of Shipping to One Location.
Please pay through bank transfer to SB account no. *07141000006761* of Anup Soans HDFC Bank, Mosque Road, Frazer Town Branch, Bangalore 560005. RTGS/NEFT IFSC: HDFC0000714 and inform by email and SMS - anupsoans@gmail. com | +91-93422-32949. Or you can send a cheque favoring Anup Soans to: Anup Soans 101 - North Forte Apts; 22, North Road, Cooke Town, St. Thomas Town P.O. Bangalore - 560084
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K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. khariram25@yahoo.com
SPECIAL REPORT
he Indian pharmaceutical industry is on a good growth path and is likely to be in the top 10 global markets by value by 2020. High burden of disease, good economic growth leading to higher disposable incomes, improvements in healthcare infrastructure and improved healthcare financing are driving growth in the domestic market. However, in order to sustain growth in the long run, companies will need to modify their business models and connect with their customers faster and work on innovative ideas to serve them better. Field Force continues to be the vital link between the customer and the organization. Hence, the performance of the field force will determine to a high degree the sustained success of any organization. Although sales force automation and measurement have become increasingly common business practices, the true success of the Field Force is based on the correct alignment of the sales force management with the company strategy to accomplish its mission and thus drive value.
The sales force management should be based on three pillars: 1. Attracting, hiring, developing and retaining the right sales people in terms of attitude, skills, knowledge and activities 2. Defining and executing a successful management style with regular personalized coaching, feedback and evaluations, clear roles and responsibilities, and workload versus potential analysis. 3. Organizing and defining processes, underpinned by using the appropriate technology and performance measurement. Peter Drucker defines EFFICIENCY as doing things right and EFFECTIVENESS as doing the right things. Achieving Field Force Excellence requires intelligent combination of both. If this excellence has to be achieved and sustained, the role clarity and the associated responsibilities have to be clear with regard to sales management including the line functions. Today, there is still a tremendous amount of confusion and there are many situations where there is duplication or substitution of the effort areas. 11 | MedicinMan April 2013
For example, calling on physicians including KOLs, joint working with sales people, stockists management are day to day functions in which there is overlapping and duplication with no clear cut responsibility. This is also due to poorly defined sales processes leading to fire fighting during month end sales closing. So the process is forgotten or compromised and the month end becomes an end by itself till the next month end. This leads to erosion of efficiency and effectiveness. And excellence remains an unreachable dream. The starting point is clarity in defining the role and the responsibility at each level of sales management. Stephen Covey, the author of The Seven Habits of Highly Effective People defines role (both in personal and professional life) which relates to three areas: 1. Responsibility, 2. Area of Relationship, and 3. Area of Contribution. The responsibility to achieve Planned Revenue Generation rests at all levels of hierarchy in a commercial organization,
Field Force Excellence: The Need for Role Clarity | K. Hariram whether direct or indirect. But the differentiation between roles is to be found in the relationship areas and the area of contribution. Let me illustrate this through an inverted organogram.
The Customer Everyones cheque is ultimately signed by the Customer. The Customer allows us to stay in business. So he belongs to the top. In Pharma the Doctor and Chemists ring forms the Customer The Revenue Generating Team This is made of the Pharma sales team ably supported by marketing team. The Revenue Generating Team works for the Customer. The People Building Team They are the front-line managerial team. Their responsibility is to coach, direct and guide the revenue generating team. The Leadership Team They are the second-line Sales and Marketing Managers. They lead and direct the company in their region/zone brand management. They work for the people building team The above organogram very clearly defines the role responsibility of each level. While one level may help or support the other level of function, the real concern is duplication of efforts, lack of clear direction and more importantly, the absence of coaching, guiding and directing as part of the area of contribution. So communications at all levels remain more often on a transactional level and seldom lead to transformation. Hence, the chaos, fire fighting and blame-fixing, resulting in gaps at all levels. This is also one of the major factors contributing to sales force attrition. I strongly opine that product and service differentiation is going to become increasingly difficult to achieve in the era of globalization. Sales management will continue to face growing pressures to reduce field sales investments and to produce more with less. Faced with increasing resource constraints, sales leaders need to complement their internal sales force The Development Team/Corporate Managers For long-range planning &Development. They work for the leadership team. The MD Gives Vision and Direction to the Company. He works for all
effectiveness measures through role clarity through well defined responsibility, area of relationship and area of contribution leading to Field Force Excellence. Excellence endures and sustains. It goes beyond motivation into realms of inspiration. I have found that excellence is not so much of a battle you fight with others, but a battle you fight with yourself, by constantly raising the bar and stretching yourself and your team. This is the best and the most satisfying and challenging part about excellence. Azim Premji 12 | MedicinMan April 2013
Product and service differentiation is going to become increasingly difficult to achieve in the era of globalization. Sales management will continue to face growing pressures to reduce field sales investments and to produce more with less. Faced with increasing resource constraints, sales leaders need to complement their internal sales force effectiveness measures through role clarity through well defined responsibility, area of relationship and area of contribution leading to Field Force Excellence.
FFE 2013
5 10 15 20 25 30 35 35 40 45 50 55 Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai y
FFE 2013
5 10 15 20 25 30 35 35 40 45 50 55 Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai y
MORNING
Session 1: Keynote Address: Shakti Chakraborty, President, Lupin Session 2: CEO Roundtable: Field Force Productivity: Opportunities and Challenges --Panel Members Confirmations Awaited-Session 3: Panel Discussion: Business Intelligence for Field Force Productivity. Moderator: Vikas Dandekar, India Bureau Chief, Elsevier Business Intelligence Panelists: Salil Kallianpur, Commercial Head - Classic Brands Center of Excellence, GSK Lunch
AFTERNOON
Delegate Registration
Session 4: Panel Discussion: Transactional to Transformational: the Changing Role of HR in enhancing Field Force Productivity. Moderator: Anup Soans - Editor, MedicinMan --Panel Members Confirmations Awaited-Session 5: Amlesh Ranjan, Associate Director, Sanofi: New Pharma Sales Model for Healthcare Opportunity Session 6: K. Hariram, Chief Mentor at MedicinMan, Former (Retd) Managing Director at
Galderma India: Role Clarity for Field Sales Managers to enhance Field Force Productivity.
Pharma Delegates: INR 8,500/Non-Pharma Delegates/ Service Providers: INR 9,500/Early Bird Discount (for full payment before 30 April 2013): INR 1,000/-
Register Now!
Click here or go to www.medicinman.net/ffe13
www.medicinman.net
) +91-93422-32949 * anupsoans@medicinman.net
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Counterpoint
Sharad Virmani is Vice President Marketing and Sales at Comed Chemicals and Pharmaceuticals. virmanis@gmail.com
People who travel from one organization to another carry many good practices and learning compared to people who are stuck with same organization for years and have not seen and refuse to see the world changing around them.
Employee Loyalty
E
- at What Cost?
verybody expects loyalty. Whether internal or external customers every entrepreneur expects loyalty from them. Loyalty is a two-way process: it must be rewarded to develop and grow. Thats where executives err a lot. While most industries have come of age on the loyalty issue, pharma still banks heavily on internal customer loyalty. Frequent short-term changes by Pharma employees are viewed negatively, while in other industries such changes have come to be accepted. What are the disadvantages of courting loyalty? Loyalty generally means sticking around for longer times. It can lead to the propogation of: Same, stale ideas. Same, mundane approach. Limited drives. Business driven with calculated risks. Focus on sustaining / retaining the job and earning reasonable increments and management, courtesy promotions. The only advantages of employee loyalty are: Controlled turnover statistics. Controlled training costs. Face familiarity with external customers and above all A pseudo-feeling of being an employer of choice with superior HR practices. Inferences can be drawn out of both situations depending upon the organizations own outlook. Does loyalty help or hinder growth of the organization? In my opinion, it hinders growth because people get settled, they loose drive, they work for retaining their jobs and increments and that Push which the organization needs goes for a toss.
On the contrary new arrivals every 2 - 3 years in the company bring in: New ideas New energy Momentum to the current business A look at new opportunities and risk-taking Drive the organization towards its goals The big question is - why is loyalty in pharma diminishing? The answer is simple. Reason No. 1: When it comes to rewarding and recognizing internal customers, the organization looks at internal factors. The age-old saying comes true here ghar ki murgi dal barabar. Employees change because they realize that they are not being rewarded as per their Market Value. While organizations underrate their existing employees when rewarding, the same employers hire similar-level new talent at a higher price, justifying that he deserves that cost. These dual-standards are eroding employee loyalty. Loyal employees feel cheated and either go into a shell because of job insecurity or move out if they have confidence in their talent. Reason No. 2 People join organizations with growth aspirations both Financial and Hierarchical. With the changing pace of time, competition and outlook towards life, everyone wants to be where he or she should be as per his or her potential at the earliest possible. Nobody has patience or the time to wait.
They get themselves assessed in the market regularly and the moment they get the right price, the right position and right valuer of their potential and talent, they move. There is nothing wrong in it. No employer gives a lifelong guarantee. So why expect a lifelong commitment from the employee. The employee should have the equal freedom of moving to another employer of his choice who pays and gives him a role as per his perceived and assessed market potential. The employers do the same while replacing an existing employee. But the Pharma industry behaves differently. While it appreciates long-term commitment from its employees with minimal rewards and recognition for talent, it looks down on people who change frequently. The fear is always that these shortterm employees disturb the rhythm of their organization to which they are well tuned. The myth is also that all short term employees who move from organizations to organization are devoid of talent and keep moving because they do not have much to offer. Probably a deeper insight into employees mindset will change this thinking. Believing that people sticking over for a long time in the organization have higher commitments, involvement and talent is a wrong notion. Infact these so-called loyal employees sometimes are the biggest impediments to the organizations growth. With a clear plan to spend several years in the same organization, at the same H.Q., at the same post with minimal growth and no locational 15 | MedicinMan April 2013
or portfolio shift, they ensure that their areas actual potential is never utilized by the organization. They grow as per their fixed plan, ensuring that their jobs safe guarded year after year. Organizations fail to recognize these factors and some who do realize are reluctant to push these individuals just for the sake of loyalty. Over a period of time the competition sets a firm foot hold in these areas and by the time realization sets in, the organization looses its edge in those areas. Time has come to look beyond mere loyalty. People who travel from one organization to another carry many good practices and learning compared to people who are stuck with same organization for years and have not seen and refuse to see the world changing around them. Short bursts of rejuvination with new ideas propelling growth are better than long term loyalty with stagnation. The message is simple: Loyalty is a diminishing virtue employers have to learn to live with it. Loyalty does not ensure new ideas and rapid growth. It only ensures stagnated growth. All short-term employees are not worthless - look closely at their career path, their achievements and their talents. Forget about the loyalty - look at their contribution. Short-term employees bring drive, new ideas, rejuvenation and a new culture propelling organizations to new levels The old era of life-long contractual labour is over. The newer breed of employees believe in short-term beneficial and growth oriented contracts with changing canvas every short while.
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Training that
tands Out
Training that is RELEVANT and grabs the ATTENTION of the participants, appealing to EMOTIONS and firing the INTELLECT to bring about CHANGE in MINDSET and BEHAVIOR on the FIELD leading to VALUE CREATION in the DOCTORs CHAMBER and REPEAT Rx for the Company.
From the team that brings you MedicinMan, Brand Drift, Field Force Excellence seminars and other breakthrough learning and development events.
For customized programs for Medical Reps, Front-line Managers and Senior Professionals call:
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Personal Success
Sanjay Munshi is Chief General ManagerSales and Marketing at Tablets (India) Ltd.
Professional Growth
new financial year is a time when most of us evaluate our career aspirations and make new decisions. Youngsters in the pharma industry must think carefully about what it will take for them to advance their short and long term career prospects. My success story was never planned; it was built by sheer passion and hard work though I did make conscious efforts to be recognized for my work. I was bold enough to stand out in the crowd among my peers and colleagues. After completing 20 years in the pharma industry, I still think and
plan about how to sell my ideas and manage organizational objectives to create a distinct go to person identity. Are you a recognizable brand or just another face? Getting recognised is harder than before. In the past, you just had to perform your job description well, achieve targets and support the organizations objectives and goals. Today, you must also earn your teams respect, so that your share of the voice is heard and acted on within the company. You gain this respect as a person who can manage crisis and solve problems.
You must have the boldness to trust your instincts based on insights gained from careful observation of market dynamics. Even after many years of experience, many executives do not have the courage to trust their gut feelings. It may lead to failure, but it will teach you valuable lessons, no MBA program can teach.
Product promotions get you prescriptions and self-promotion gets you promoted. But just as the product has to be promoted on the basis of scientific facts, self promotion has to be based on solid achievements. Everyone has a Success Story and its reasons and I am no exception, but these Panch Tantra have contributed to my success. high competition? Your aptitude has a better chance of being discovered and recognized if your attitude is Can Do. Your behaviour in difficult situations, the choices you make, your reliability and your personality are being measured all the time. Attitude is caught and not taught. As you demonstrate a Can Do attitude consistently, those around you begin to catch it and soon everybody is contributing to making your task a little easier. is a powerful asset and essential for getting promoted. Being trusted by others is not earned just because you are likeable. You must know how to build rapport, be a strong communicator, be credible and be honest with people. Always be careful to make commitments and then once you have made promises, work on how you can keep your promises instead of finding excuses and explanations.
If you are not passionate about your personal growth, dont expect others to be interested in your professional growth. The old ways of being good at something and never enhancing your abilities are over. You must work twice as hard to illustrate your capacity for growth. This will require you to keep learning and investing in self development continuously. To keep it simple, identify three to four skill areas that will enable you to grow in your company and then make the effort to invest in those skill areas. Its not how much you know, its how fast you can learn new things, whether relating to therapy area knowledge or new ways of leading people. You must have a desire to handle greater responsibilities.
You must have the boldness to trust your instincts based on insights gained from careful observation of market dynamics. Even after many years of experience, many executives do not have the courage to trust their gut feelings. It may lead to failure, but it will teach you valuable lessons, no MBA program can teach. So go ahead, take that plunge that put your capabilities to the test. Seize the opportunity. Often your instincts tell you to take action during times of adversity but you dont. Instead, you wait for those above you to take decisions and let opportunities slip by. Leading and managing is all about taking bold decisions and making those decisions to work by careful implementation of plans and strategies.
Being loyal to your company and colleagues is important to gain trust without which success is hard to come by. Your personal values must align with those of your organization. For example, I will never forget the job offers I received from competitors during my tenure at Tablets (India) Limited - TIL. While companies offered to pay me more money, they could never give me present responsibilities or future opportunities or the relationship and trust I had built with my colleagues and the sales team. As difficult as the temptations were, my loyalty to TIL paid off and led to multiple promotions. Getting frequent promotions requires a lot more than just what your job description demands. As you begin to map-out your career goals for 2013, I suggest you to integrate these Panch Tantra into your career plan or better still, design your own success roadmap.
Loyalty Matters.
The real test of your attitude is when things do not go as you want it to. Can you maintain a Can Do attitude in the face of challenges like high attrition and
At a time when people have trouble trusting themselves let alone trusting others building trust
For Individuals* Buy SuperVision for the SuperWiser Front-line Manager and Get HardKnocks for the GreenHorn FREE. For Corporates* INR 500/- for a set of SuperVision for the SuperWiser Front-line Manager (1 copy) and HardKnocks for the GreenHorn (1 copy) for purchase of 50 sets and above. *Inclusive of Shipping to One Location.
Please pay through bank transfer to SB account no. *07141000006761* of Anup Soans HDFC Bank, Mosque Road, Frazer Town Branch, Bangalore 560005. RTGS/NEFT IFSC: HDFC0000714 and inform by email and SMS - anupsoans@gmail. com | +91-93422-32949. Or you can send a cheque favoring Anup Soans to: Anup Soans 101 - North Forte Apts; 22, North Road, Cooke Town, St. Thomas Town P.O. Bangalore - 560084
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Product Management
Mala Raj is a Pharma Marketing Consultant with expertise in Brand Management, New Product Launches and Training. She has over 26 years experience and runs her own consultancy Product Management Support Services at Thane. malaraj.pmss@gmail.com
t is a well known fact that the Success of a brand depends on the brand managers
strategy for the brand. Before any new launch, a good product manager toils for months in advance to understand all the fine nuances of his brand, its competitors, the market, the customers, business environment and so on and finally develops a winning strategy for the brand. Likewise, for strengthening existing brands too he / she reflects and contemplates on various issues before defining the strategies for the year ahead. Then comes the critical moment of sharing these launch strategies or brand strategies with the implementers, viz., the pharma field
force during the cycle meetings. It is here that the brand manager is put to his most crucial test, that of convincing the team to implement his strategy. A strategy, no matter how good it may seem to the brand and the marketing manager, will see the light of the day in the intended manner, only if the field force are convinced on its novelty, implementability, possible effectiveness and likely gains. On the face of it, the brand manager may be assured of all cooperation, but reality may be quite otherwise! Scenario 1: New Antihypertensive Brand; Target Audience: Cardiologists & Physicians.
Special Customer Campaign: The Brand manager, in all his enthusiasm has chalked out a special Good Morning Campaign for his brand, which has a dose of 1 tablet once in the morning for round-the clock BP control. The MR is expected to make a list of just five Top Drs whom he will call upon daily before the Dr starts his practice and remind him of the brand with a Good Morning card and a small gift associated with morning activities (like shaving kit, etc). The intended message of a Good start for a trouble-free day is topmost in the PMs mind while framing this strategy. However, from the MRs point of view, it is nearly impossible to be able to meet five TOP
What PMT Proposes, Field Force Disposes | Mala Raj cardiologists, repeatedly on all five days of the week, that too before they start practice. Does the Product Manager think that all my cardiologists practice in the same lane? Meeting them once a month itself requires meticulous planning; then how can I meet my leading Cardiologists on a daily basis, even if it is to just greet for a second?, is what he muses. There it goesGood bye to the Good morning Campaign by majority of the field force. Scenario 2: New Anti-arthritic Brand; Target Audience: Orthopaedics Brand Strategy: Just 1 New Rx per week from 10 Orthos Thats all The Product Manager is convinced that getting Just 1 Rx / week from 10 Orthos is quite a simple task and spends the entire briefing session on what inputs are planned for the 52 weeks and goes on to impress upon them the statistics. The MR thinks, Lets put this PM on the field for 3 months to implement his strategy! How many brands are there in the history of Indian Pharma which have attained Rs 50 Cr in the 1st year! There it goesStatistics that are good to look at.but remain merely an illusion. There are countless such examples where the brand manager proposes and the field force disposes. No wonder then, the PM is left alone to battle questions from his seniors on how his strategies have not fetched the desired results or how his planned expenses have been expended but planned forecasts have not been met. Sales Val @ Rs 10/ day; Rs 70 / week Value - Rs / Week / MR 700 1400 2100 2800 34300 35000 35700 36400 9,64,600 48,23,00,000
Regularly work on the field - atleast for 3-4 days every month and work in
different territories in different parts of the country month after month. Familiarise yourself with ground realities in these visits. If you are a PM with the favoured B.Pharm + MBA background, but with little
experience in PMT, always discuss your ideas with your colleagues with more PMT experience & with your Marketing manager, before you plan your activities or inputs based on the same. If you have a novel strategy, but have doubts on its implementability,
do a pilot testing of the same during your field work or ask a few friendly Frontline managers for their opinion. Sending a long email with your proposed plan will almost never get you the desired feedback that your personal discussion will get. So pick up the phone and ask. Think of possible ways to make your idea more innovative, be it a literature
Week 1 2 3 4 49 50 51 52
Rxs 1 1 1 1 1 1 1 1
No. of Drs 10 10 10 10 10 10 10 10
New 10 10 10 10 10
..And So On 10 10 10
or a visual aid or a scientific input or anything else. MRs love to show-off to their Drs any new information or literatures designed in novel manner. But limit the urge to have pullouts and flaps too often, for they often fail after a few uses.
Total Annual Sales Per MR = Rs Total Annual Sales for 500 MRs = Rs
Keep regular tabs on what competition is doing and offer your team competitive strategy
that they look forward to from you. In your cycle-meeting briefing, discuss with the team the genesis of the idea for the
campaign, theme, etc and highlight how it has been tested and proven for its effectiveness in your field visits. If other brand managers do the briefing in other parts of the country ensure that you train them well on your promotional plans and give them the relevant back-up data to enable them also make a powerful impact in their presentation. Occasionally you can involve the MRs by teaser campaigns seeking their participation in
7
etc.
While talking of gains to the MR, be realistic in your expectations and stress on personal and
9 10
Be alert, monitor the feedback and amend your plans if required at the earliest. Lastly, your attitude matters a lot in gaining co-operation from others. Marketing and sales are
but two sides of the same coin and must work in unison to realise the corporate objectives of growth, market share and profits.
FFE 2013
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Session 1: Keynote Address: Shakti Chakraborty, President, Lupin Session 2: CEO Roundtable: Field Force Productivity: Opportunities and Challenges --Panel Members Confirmations Awaited-Session 3: Panel Discussion: Business Intelligence for Field Force Productivity. Moderator: Vikas Dandekar, India Bureau Chief, Elsevier Business Intelligence Panelists: Salil Kallianpur, Commercial Head - Classic Brands Center of Excellence, GSK Lunch
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Session 4: Panel Discussion: Transactional to Transformational: the Changing Role of HR in enhancing Field Force Productivity. Moderator: Anup Soans - Editor, MedicinMan --Panel Members Confirmations Awaited-Session 5: Amlesh Ranjan, Associate Director, Sanofi: New Pharma Sales Model for Healthcare Opportunity Session 6: K. Hariram, Former (Retd) Managing Director Galderma India: Role Clarity for Field Sales Managers to enhance Field Force Productivity.
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Coaching
K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. This article is 6th in a series on Coaching . khariram25@yahoo.com
ecently I was having a talk with some pharma sales managers. The conversation veered towards Coaching. The typical comments that emerged were: The current generation does not listen to us. They are not taking responsibility for their sales target achievement. They have a mind of their own. They are too casual. They want territories which are nearer to their residence, etc.
I also had the occasion to speak with some pharma sales people while I was sitting in my physicians clinic. Five out of six reps told me that they had no significant value add from their managers either pre, during or post the doctor calls except for telling you did this or you missed this. They also added that the only talk from the manager was how much have you done? The purpose of bringing this point is not to judge who is right or who is wrong. But it set me into thinking mode as to where does the problem lie. Could it be improper understanding of the role by line management or lack of coaching skills?
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Decision Analysis
D
Stages in Decision Analysis:
Structuring the decision: This involves converting an ill-defined problem into a set of well-defined elements
ecision Analysis involves assisting decision makers for making logical assumptions. A rational decision can be of great use to the individuals. Decision analysis involves breaking a decision problem into its component parts. For decision analysis, these components are the probability of different outcomes and the value or preference an individual attaches to those outcomes. Synthesizing the value of these components gives the best decision option.
Balance sheet: This helps in defining the decision and considering the possible benefits and risks of
problem by listing all the different options or actions each choice; an approach known as constructing a balance sheet. Decision trees: Another method of structuring the decision is by representing the choices in the form of a decision tree. A decision tree (Figure 1) represents both, the decision options available (represented in a tree as a square node between branches) and the uncertainty associated with each decision option (represented in a tree as a circular node). Assessing the probability of different
decision is the likelihood of events that actually happen. Assessing probabilities: Having identified the likelihood of different outcomes occurring, together with an estimate of the uncertainty around this figure, probabilities can be assessed and added to the decision model. Assessing patient values or preference: measuring utility: Utility is a numeric or quantitative measure of the value an individual or group place on the different outcomes or consequences of a decision. Utility is measured on an interval scale, from 0 to 1 (or 100). Zero
Decision analysis is a useful technique for assisting complex and uncertain decisions, where the best option is not immediately possible. By specifically including the results of research studies in the decision model, it can help a practitioner make evidence-based decisions.
equates to the worst possible health state for that individual and 1 or 100 represents the best possible health state for that individual. Utility can be measured by the following: Standard gamble: This involves examining an individuals valuation of health states compared with death. The individual is offered two alternatives: a gamble with two possible outcomes (death or return to normal health), or the certain outcome of remaining in the health state being valued for the rest of his or her life. Time trade off: In this approach the individual is asked to consider the relative amounts of time he or she would be willing to spend in a given health state. For each health state for which utility is required, the individual is offered a choice: to stay in this health state for the rest of his or her life, or return to perfect health but for a shorter period of time. The amount of time the patient is willing to trade is used to calculate the value for the health state. When both probabilities and utilities have been added to the decision tree, the expected utility, or value of each decision option, needs to be calculated. The eventual value represents both the probability of an outcome occurring and the value/utility the decision maker attaches to that outcome. Sensitivity analysis: Sensitivity analysis is a way of assessing the robustness of your decision analysis. Like all models, the results are dependent on the numbers that go in. There are some situations where either the research evidence is very uncertain (perhaps the estimates of likelihood of certain outcomes have a wide range) or individual values/preferences for certain outcomes vary considerably. However, different patients might have different probabilities (due to differing prognostic factors) or have varying values/preferences for outcomes. Various software packages that could be employed for medical decision making are: Tree Age Pro (DATA) [www.treeage.com]; Microsoft excel; @RISK [http://www.palisade.com]; Supertree [http://www.supertree.net/] Conclusion: Decision analysis is a useful technique for assisting complex and uncertain decisions, where the best option is not immediately possible. By specifically including the results of research studies in the decision model, it can help a practitioner make evidence-based decisions.
For Individuals* Buy SuperVision for the SuperWiser Front-line Manager and Get HardKnocks for the GreenHorn FREE. For Corporates* INR 500/- for a set of SuperVision for the SuperWiser Front-line Manager (1 copy) and HardKnocks for the GreenHorn (1 copy) for purchase of 50 sets and above. *Inclusive of Shipping to One Location.
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Javed Shaikh is a Consultant (HEOR, Pricing, Reimbursement and Market Access) at Capita India, Mumbai. cpnjaved@gmail.com
Shafaq Shaikh is an Associate (HEOR, Pricing, Reimbursement and Market Access) at Capita India, Mumbai. shafaq07@gmail.com
Conclusion
Health technology assessment is a form of policy research that examines the short and long-term consequences of using a healthcare technology. The goal of HTA is to inform the development of safe, effective, health policies that are patient focused and seek to achieve best value as defined by decision makers. HTA is viewed as a useful means to ensure that funds are used effectively and more countries can be expected to adopt formal HTA processes as part of their decision-making process.
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Purchase at URead.com
Subba Rao Chaganti is the Former Director (Marketing & Sales) at Sun Pharma He is Visiting Faculty at School of Management Studies, Jawaharlal Nehru Technological University.
Editors Choice: Interactive and Engaging Training - A Practical Guide by Renie McClay
Anup Soans
I was privileged to attend one of Renies coaching sessions a few years back. Renie, a certified facilitator with BlessingWhite in the US was visiting and exploring India, and I was at that time also a facilitator with the India partner of BlessingWhite. The quiet and efficient manner in which she facilitated the session left a deep impression. Here was a person who had trained globally and was very comfortable in sharing her professional insights with Indian professionals for free! Interactive and Engaging Training a Practical Guide by Renie McClay is an excellent resource for everyone interested in making learning interesting and interactive. In less than 80 pages Renie lays bare the essentials of interactive learning. Beginning with the basics like VARK, Renie moves on to case studies and practical examples of making learning for adults a We want more activity. A quick and practical resource for people who want to liven up the learning process. Knowing how and when to use interactive and engaging training methods is a key ingredient to making learning stick. This book is a collection of tried and true activities to get participants engaged and interacting with others to learn something. There is something here for everyone - accidental trainers and those new to the training field, as well as seasoned trainers. This is the why and the how for building interaction and engagement in training. It includes examples and instructions that can easily be incorporated in learning solutions. There are even ideas on leveraging technology! Renie McClay is on the MedicinMan International Editorial Board. Renie is a global learning consultant who has managed the training function for several Fortune 500 companies, including Kraft and Novartis. After 20 years in corporate training and development roles, she started her own firm, Inspired Learning LLC. She designs and delivers training for improved performance. She is a Certified Professional of Learning and Performance (CPLP) and has a Masters in Global Talent Development from DePaul University. Renie is also the author of three other training and development classics - 10 Steps to Successful Teams (ASTD Press), The Essential Guide to Training Global Audiences (Pfeiffer), Fortify Your Sales Force: Leading and Training Exceptional Teams (Pfeiffer). You can browse through Interactive and Engaging Training a Practical Guide by clicking on this link - http://www.amazon.com/Interactive-Engaging-Training-Practical-Guide/ dp/1475165447
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