MEDICINMAN FIELD FORCE EXCELLENCE ISSUE

TM

MEDICINMAN
February 2013 | www.medicinman.net
FIELD FORCE EXCELLENCE

CATCH THE DRIFT. MUMBAI, 2013

F
ebruary is the shortest month, but a lot is happening at and Renie McClay from United States of America
MedicinMan. The Second Edition of Brand Drift is on the 9th joining our newly-formed International Editorial
of February and seats are filling up real fast. We look forward Board. You can read their articles in this issue to know
to a day of meaningful interactions with Brand Managers. We their areas of expertise. We plan to bring these ex-
have lined up an outstanding faculty and some fantastic topics that will perts to India in 2013 for the benefit of Indian Phar-
challenge the current thinking among Indian Pharma brand managers ma. Welcome Hanno and Renie. I have had the privi-
and transform them from „gift managers‟ to „gifted managers‟ who can lege of participating in Renie McClay‟s programs in
differentiate their products through innovative promotions and well- India and she is a fantastic resource person with
trained team members - in an increasingly generic market. some outstanding books on Sales Training to her
MedicinMan has gained international visibility and recognition. This credit. Hanno Wolfram is known to many of you as
month we have two eminent people - Hanno Wolfram from Germany he has written several articles in MedicinMan.

Catch the Drift | Anup Soans

Both Hanno and Renie are great “Friends of India” and
we look forward to learning from them through their
books, articles and programs. We are All Salesmen
I was privileged to be the keynote speaker at an exclu-
Book Review
sive Indian Pharma Leaders meeting organized by
Cambridge Consultants of U.K. at the Four Seasons Whether we‟re employees trying to convince colleagues
Hotel in Mumbai on the 16th and 17th January 2013. about a new idea or parents and teachers cajoling children
Read my brief on the interaction on page 12. to study, we spend our days trying to move others to
We have launched a new initiative for young profession- action. Like it or not, we‟re all in sales now.
als at MedicinMan: the “MedicinMan ChangeMakers To Sell Is Human offers a fresh look at the art and science
Board". Kumar Saurabh, a Key Account Manager from of selling. Daniel H. Pink draws on a rich trove of social
Strides Arcolabs, comes on board as the first science for his counterintuitive insights. He reveals the new
“MedicinMan ChangeMaker”. We plan to take up many
ABCs of moving others (it‟s no longer “Always Be Clos-
activities that will give practical insights to bring about
ing”), explains why extraverts don‟t make the best sales-
Field Force Excellence. We want more people who are
people, and shows how giving people an “off-ramp” for
willing and able make a positive change in the industry
their actions can matter more than actually changing their
to join us and contribute to fostering Field Force Excel-
lence in Indian Pharma and Devices. minds.

At MedicinMan, we believe that Key Account Manage- Along the way, Pink describes the six successors to the
ment will emerge as a thrust area for pharma and we elevator pitch, the three rules for understanding another‟s
have “KAM in Pharma: Another Success Story” by Tony perspective, the five frames that can make your message
O‟Connor et al. For those of you interested in reading clearer and more persuasive, and much more. The result is
the entire article, it is available for free download on a perceptive and practical book – one that will change
www.medicinman.net how you see the world and transform what you do at
We have some fantastic articles in this issue – please work, at school, and at home. †
share MedicinMan widely with your friends and
colleagues. †

Stay Connected with MedicinMan.
Visit us at www.medicinman.net or connect on
social media. Click on the icons below.

Subscribe to MedicinMan for FREE:
From the bestselling author
http://eepurl/odg2X
of A Whole New Mind
comes a useful book that
explores the power of selling
in our lives.

2| MedicinMan February 2013

Contents
CLICK TO NAVIGATE.

6. Listening: Key to Field Force Excellence
FFE simply means “customer orientation”. Striv- 6.
ing to change perspective to look outside-in,
involving the whole company(!) because that is
what we enjoy being customers ourselves.

Hanno Wolfram

9. Excellence Through Effectiveness
In an increasingly generic market, Field Force
Effectiveness becomes the Key Differentiator in

11.
a company’s sales strategy.

K. Hariram

12. India Driving World Pharma by 2030?
A thought-provoking discussion facilitated by
Cambridge Consultants at the Four Seasons
Hotel, Mumbai.

Anup Soans, Editor

15. Thirteen Sales Closings in 2013!
Create an extra sales cycle in the year by 16.
tweaking the start and close of each cycle.
V. Srinivasan

16. Medical Rep of the Year!
Nine simple steps to sales excellence and career
success.

Rachana Narayan


Contents
CLICK TO NAVIGATE.

21. Leading Tomorrow, Today
10 Steps to building successful teams of the 28.
future.

Renie McClay

25. HEOR: What is Systematic Review?
Evidence-based healthcare made simple.

Richa Goyal and Mahendra Rai

28. HOT on LINKEDIN: Brand Loyalty: A
MedicinMan Vol. 3 Issue 2
Thing of the Past.
Editor and Publisher:
What does pharma branding mean in the Anup Soans

age of hyper generics and rapidly shifting CEO:
Chayya S. Sankath
loyalties. COO:
Arvind Nair
Sharad Virmani
Chief Mentor:
K. Hariram

Advisory Board:
31. MR Knowledge Series Vivek Hattangadi; Jolly Mathews

Editorial Board:
Clinical Trials made simple.
Salil Kallianpur; Dr. Shalini Ratan; Shashin Bodawala;

Dr. Amit Dang Prabhakar Shetty; Vardarajan S; Dr. Mandar Kubal;
Dr. Surinder Kumar

International Editorial Board:
Hanno Wolfram; Renie McClay
15. Preview: Key Account Management in
Pharma: Another Success Story. Executive Editor:
Joshua Soans
Ken Boyce, Ralph Boyce and Tony O’Connor

MedicinMan Academy:

Dr. S. Srinivasan, Dean, Medical Education

Prof. Vivek Hattangaadi, Dean, Professional Skills Development

MedicinMan ChangeMakers:
Saurabh Kumar
Make a difference in Pharma. Join MedicinMan
ChangeMakers. Write in to our editor to find out
more:

anupsoans@medicinman.net

Inspiration

Pharma’s Premier Branding Event

BRAND
DRIFT Info to
2013

www.branddrift.com
Insight
9 February 2013
Mumbai

Guest
Hanno Wolfram is MD at Innov8 GmbH, Germany. He is a
Editorial thought-leader on Pharma Key Account Management and is
the co-author of the only book on KAM in Pharma.
hanno@innov8.de

“ Think about your own
most remembered meet-
ing last week? What
made it really different
from others? The most
common distinction
between a good and a
poor face-to-face with
anyone, private or busi-
ness, is that someone

”
listened to you and
meant it.

LISTENING: KEY TO FIELD FORCE EXCELLENCE

T
The only objective for true Field Force doors or restrict their availability and the time they want to share with
excellence is to get more for the same us. This is a very clear statement: field forces are not perceived as
or the same for less. being excellent. Once we know how our target audience judges us as
Pharma companies try hard to save “excellent”, we will easily be able to meet their expectations and bring
their old sales model from being changed and our field force to the next level.
seem to have forgotten that excellence is a judge- The obstacles to achieve this are plenty and need to be considered by
ment not a new concept. Who judges if my ap- every enterprise in their individual way. There is nothing like “one size
proach is excellent? It is the physician or the in- fits all” or a “best practice” simply to be copied.
tended prescriber of my products. The very first obstacle to overcome is the current perspective: the
In the last few years we could see that Physicians working truism is that pharma companies look inside out. Physicians
hardly see our efforts as excellent: they close their are subjects to be promoted on and made to prescribe.


FFE: The Importance of Listening | Hanno Wolfram

“The less access you have, the poorer is your degree of excellence. There are pharma companies that have
fully abandoned measuring the outcome of field force efforts and today measure „client satisfaction‟.”

Only few companies are trying to marketing and sales efforts? Meas- If we want our field force wants to
ask their targets (physicians) what uring the degree of accessibility become excellent and deliver value,
they would like and expect. Prod- might be an interesting concept. Medical Reps will have to listen. The
ucts are said to be sold to prescrib- The less access you have, the poorer traditional hard selling approach
ers. Most pharma companies are is your degree of excellence. There “You have to deliver this message
trying to push doctors and make are pharma companies that have n-times to each individual!” will not
them use the respective portfolio. fully abandoned measuring the out- be perceived as helpful or mean-
This mentality is contradictory to ingful to any physician. This is what
come of field force efforts and today
Field Force Excellence (FFE). they (physicians) let pharma know
measure „client satisfaction‟.
What is currently measured has little by closing doors.
Beyond measuring facts and figures
to do with excellence. Most of us You will find that FFE simply means
and fighting the sentence: “we can-
still measure reach, frequency, cov- “customer orientation”; striving to
not measure client satisfaction!”,
erage and revenue achieved. If you change perspective to look outside-
there might be simple ideas and
want to go for FFE you need to ask in, involving the whole company,
concepts based on commonsense.
your target audience and find out because that is what we enjoy -
what they perceive as excellent. Think about your own most remem- being customers ourselves. Why
What you derive from their answers, bered meeting last week? What should doctors see excellence
will become the center of your made it really different from others? differently? †
efforts to drive FFE. The most common distinction be-
tween a good and a poor face-to-
A core question to support these
efforts is what you need to meas-
face with anyone, private or busi- You will find out that
ness, is that someone listened to
ure. Which are the appropriate FFE simply means
you and meant it.
metrics indicating excellence of our
“customer orientation”;
striving to change
perspective to look
outside-in, involving
the whole company,
because that is what
we enjoy - being cus-
tomers ourselves. Why
should doctors see
excellence differently?


Excitement


BRAND
DRIFT Info to
2013

www.branddrift.com
Insight
9 February 2013
Mumbai

FFE K. Hariram is the former MD (retd.) at Galderma India. He is
Chief Mentor at MedicinMan and a regular contributor.
khariram25@yahoo.com

“
In an increasingly generic market, Field Force
Effectiveness becomes the Key Differentiator
in a company‟s sales strategy.

EXCELLENCE THROUGH EFFECTIVENESS.

T
he Indian pharmaceutical market is on a) 90% of Indian‟s Pharma market is branded generics
the growth path, driven by: b) Differentiation is difficult
a) Rising household income levels, and c) Every Pharma company is ramping up its field force
hence affordability, d) Lack of talent and high rates of attrition
b) Increasing prevalence of lifestyle related diseas- e) The era of blockbusters is over.
es, f) Innovation pipeline is weak
c) Improving healthcare infrastructure/delivery From the marketing and selling side there is: a) Reduced access to
systems and physicians, b) Increased number of competitors, c) Being a part of
4) Rising penetration in smaller towns and rural huge clutter – the need to differentiate and stand out.
areas. To cope with the challenge of differentiation, marketing strategies
However, competitive pressures in the domestic alone may be inadequate. Thus Field Force Effectiveness becomes
market are likely to sustain as MNCs become ag- more relevant. It impacts the company‟s interface with the customer
gressive and domestic companies leverage on and hence the manner in which the customer views the promotional
their expanded field force. strategies.
There are associated challenges to keep pace with What is Field Force Effectiveness? It is all about improving Productivity,
the growth opportunities: “A Strategic lever in Pharmaceutical Marketing.”


Excellence Through Effectiveness | K. Hariram

“What is Field Force Effectiveness? It is all about improving productivity”,
a strategic lever in pharmaceutical marketing.”

It is the field force that interfaces
with the customer day in and day 2/ Data & Tools
In order to ensure customer
4/ Sales Management
The sales management
out. Ultimately they are the ones
sizing, there has to be effective process should include performance
who generate revenues for the
tools such as sales force automa- management, rewards and recogni-
organization. The typical Pharma
tion which will help in data collec- tion and the right balance between
sales model involves three key ele-
tion and converting it to meaning- process and results.
ments.
ful information that is usable by the According to Stephen Covey, FFE has
1. Target audience Customers /
field force and the sales manage- a lot to do with P/PC balance. P refers
Influencers - “To whom are we
ment in the market place. to Producing unit of Field force and
selling?”
PC refers to Producing Capability. A
2. Type of Interactions - “How do
fine example of this is the story of
we interact with our target au-
dience – customers and influ-
3/ Talent Management
In today‟s context of com-
GOLDEN GOOSE and the FARMER in
AESOP‟s Fables.
encers?” petitive scenario, it is the PERSON
Introduction of technology and tools
3. Nature of the Offer - “What are who makes the difference. Hence,
such as iPads are good enablers to
we selling?” right people attraction, develop-
FFE. But they cannot substitute for
The Field Force Effectiveness DRIV- ment of people and retention be-
any of the above.
ERS in the marketplace on a day-to comes very important.
Peter Drucker defines EFFICIENCY as
-day basis comprises of quantum
„doing things right‟ and EFFECTIVE-
of calls made with effective delivery
of the sales message and quantum
of qualitative calls made.
4/ Training & develop-
ment
NESS as „doing the right things‟. To-
gether, they lead to FIELD FORCE
EXCELLENCE. †
If all these have to be done consist- Talent can be managed only by
ently, then the organization has to having a proper structure to build
operate in a proper frame work competencies which are sustaina-
that will drive FFE. This frame work ble. Considering the geographical
revolves around: spread of the field force, the struc-
ture should encompass the reach

1/ Customer sizing
The universe of customers is
and frequency along with right
tools and methods.

vast. Hence optimizing and build-
ing effectiveness means proper
“Introduction of
targeting, segmentation, under- technology and
standing the customer needs and tools such as iPads
proper customer relationship are good enablers.
management. But they cannot
substitute the
basics.”


Sharing


BRAND
DRIFT Info to
2013

www.branddrift.com
Insight
9 February 2013
Mumbai

Report Anup Soans is Editor, MedicinMan. He is the author of three
books for pharma sales professionals.
anupsoans@medicinman.net

INDIA
DRIVING
WORLD
PHARMA
BY 2030?
A thought-provoking discussion
facilitated by Cambridge Consultants
on 16th and 17th of January 2013 at the
Four Seasons Hotel, Mumbai.

C
ambridge Consultants of U.K. did a ¤ Would the current family owned structure be able to meet the
splendid job of gathering 25 Indian challenge of being global players?
Pharma‟s best minds from R & D, ¤ What regulatory environment could be expected?
strategy, M & A, IP, business devel- ¤ What governance and leadership changes need to be done?
opment, global branding, project management
¤ What would be the Indian government‟s role and how can the
and clinical research to brainstorm possible sce-
Indian Pharma represent itself to policy makers?
narios of the future of Indian Pharma in the
¤ Finally, what would an increasingly active consumer demand from
global arena.
Pharma and healthcare providers?
Cambridge Consultants put these professionals
The discussions were preceded by insights into these areas and expert-
into teams and facilitated some great discus-
ly facilitated by Cambridge Consultants team that had flown in from UK
sions on various topics like:
and the US. Tell us what you think about the above questions.
¤ How will companies change to meet the
Cambridge Consultants are in the process of putting together a report,
challenges of dominating the global gener-
the highlights of which, we will share with our readers. So keep watch-
ics business?
ing this space. More importantly write to us if you would like to be part
¤ Where would new growth opportunities
of such future meetings.
arise?


India Driving World Pharma by 2030 | Anup Soans

“Cambridge Consultants is a 50-year old international technology development and consultancy company,
providing outsourced Research and Development to clients - from start-ups to blue-chip multinationals -
who need to develop innovative, technologically novel, breakthrough products.”

Cambridge Consultants is a 50-year Their early work laid the founda-
old international technology develop- tions for what is now known as the Editor‟s Note: Indian consulting
ment and consultancy company, Cambridge Phenomenon or Silicon firms and academia would do
providing outsourced Research and Fen. well to emulate such initiatives
Development to clients - from start- – Adapted from Wikipedia that play an important role in
ups to blue-chip multinationals - who fostering networking and learn-
need to develop innovative, techno- ing from peers. MedicinMan will
logically novel, breakthrough prod- be glad to play the role of a fa-
ucts. The company also provides busi- cilitator/catalyst. We already
ness consulting services in the areas have forums like Brand Drift,
of innovation management, market Field Force Excellence and
www.cambridgeconsultants.com
strategy and technical due diligence. Breakfast for the Brain, where
Cambridge Consultants employs Pharma and related industry
about 300 engineers, scientists, math- professionals meet regularly to
ematicians, consultants, analysts and brainstorm and share ideas, ex-
support staff in both Cambridge, UK pertise and learning. For more
Companies represented at the
and Cambridge, USA details visit:
Discussion: Abbott; Asiatic Clinical
Founded in 1960 by two Cambridge www.medicinman.net
Research, Cipla, Glenmark, Lupin,
graduates – Tim Eiloart and David
Merck Serono, Nypro Inc,
Southward – to "put the brains Send in your comments to:
Ranbaxy, Sanofi, Taro Pharma-
of Cambridge University at disposal of
ceutical Industries (Sun Group). anupsoans@medicinman.net
the problems of British indus-
Nationalities Present: Indian, PIO,
try. Cambridge Consultants was one
US, UK, France, Israel, Belgium
of UK‟s first technology transfer busi-
nesses


Caring


BRAND
DRIFT Info to
2013

www.branddrift.com
Insight
9 February 2013
Mumbai

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

13 SALES CLOSINGS IN 2013!
ormally Pharma Companies do the monthly sales clos- By saving a few days from every
N ings at the end of every month, thus 12 sales closings in
a year. However it is also possible to have 13 sales
closings in a year, as explained below:
month, we can create an additional
month or Cycle for the purposes of
Normally we will have 4 full weeks in any month, and in a few our sales closings. In these days of
months, a few more days. On this basis, we can allocate 28 days
extreme competition, one month‟s
(i.e. 4 full weeks) for every month or every Cycle, as per table
enclosed. By saving a few days from every month, we can create additional sales would be most
an additional month or Cycle for the purposes of our sales clos- welcome to all Pharma Companies.
ings. The sales closing will be done on the last day of each Cy-
cle. If that day happens to be a Sunday or a holiday, then sales
closing will happen on the previous working day, or the next close our sales on a different date, they will be more
working day. All promotional inputs, incentives, targeting, incen- comfortable, can give us more time, better co-
tives, reporting systems should be adjusted to accommodate this operation, and goods can be physically dispatched
arrangement. faster.
Since this is the time of the year when all companies
Benefits: finalize their monthly budgets/targets for the coming
1) In these days of extreme competition, one month‟s additional year, companies which may find this suggestion ap-
sales would be most welcome to all Pharma Companies. pealing, can experiment with the same this year, and
2) CFAs will be very busy during month end, because all Compa- if it is better than the conventional one, they can con-
nies close their monthly sales at that time only. Hence, if we tinue in coming years too! †

S.No. From To Cycle No. Sales Closing on
01) 1.1.13 28.1.13 1 28th Jan
02) 29.1.13 25.2.13 2 25th Feb
03) 26.2.13 25.3.13 3 25th Mar
04) 26.3.13 22.4.13 4 22nd Apr
05) 23.4.13 20.5.13 5 20th May
06) 21.5.13 17.6.13 6 17th June
07) 18.6.13 15.7.13 7 15th July
08) 16.7.13 12.8.13 8 12th Aug
09) 13.8.13 9.9.13 9 9th Sept
10) 10.9.13 7.10.13 10 7th Oct
11) 8.10.13 4.11.13 11 4th Nov
12) 5.11.13 2.12.13 12 2nd Dec
13) 3.12.13 30.12.13 13 30th Dec


FIELD FORCE
SPECIAL Rachana Narayan is a Trainer at Invida -
A Menarini Company.
rachananarayan1011@gmail.com

“ What [Medical Reps] don‟t
realize is that they are into
the most dynamic profes-
sion where rewards are
transparent and directly pro-
portional to the efforts. But
cracking the code to get
that reward is always a mys-
tery to them. The problem is
there is no written guideline
which clearly specifies the
dos and don‟ts to become
the “Salesman of the year”.
The solution is to practice
good salesmanship and the
rewards will follow.

”
MEDICAL REP OF THE YEAR!
T
his should be the dream of all those get that reward is always a mystery to them. The problem is there is no
aspiring salesmen who wish to be in the written guideline which clearly specifies the dos and don‟ts to become
top 20% salesmen category bringing the “Salesman of the year”. The solution is to practice good salesman-
about 80% of the sales. But the ques- ship and the rewards will follow.
tion is how many really dream this when they join Even though Pharma sales strategies have undergone a rapid change,
this profession? Let‟s acknowledge the fact that the characteristics of a good salesman remain unaltered. While only a
unlike other professions, pharma sales is not the few are born salesmen, anyone can inculcate those qualities with prac-
chosen path for many. For most of them, it is ei- tice provided they have the desire to learn and have tremendous pa-
ther a part-time job or a desperate remedy or tience. Even the born salesman needs to sharpen his skills, display pa-
“give it a try” option. What they don‟t realize is tience and remain updated about the changing dynamics of the mar-
that they are into the most dynamic profession ket in order to do wonders. Here are some of the characteristics which
where rewards are transparent and directly pro- if developed will help to achieve the golden dream of becoming “the
portional to the efforts. But cracking the code to salesman of the year.”


The Medical Rep of the Year | Rachana Narayan

“Confidence alone does not lead to sales. This explains why many fresher
candidates initially brimming with confidence tend to lose it after few rejections
and quit. They need to realize the fact that confidence is the facilitator but not
the key to success.”

module with different stories but

1/ Confidence tors. A good salesman under-
stands this fact well and uses his ultimately same moral. Well-
Confidence is the most creativity to register his brand as connected calls help the doctor to
desirable and basic characteristic a well as himself as a brand in the remember the representative as
salesman needs to possess but minds of the doctor. well as his brand better than stand-
confidence alone cannot cause alone calls.
sale. This explains why many fresh-
er candidates initially brimming
with confidence tend to lose it after
few rejections and quit. They need
3/ Stays updated
Remaining updated is
the thumb rule of this profession.
to realize the fact that confidence is
The more the better. The
the facilitator but not the key to
knowledge of medical representa-
success. Confidence in self and
tive may not be of importance to
trust in the product helps a sales-
his doctor but definitely enhances
man yield a good presentation and
his confidence in the clinic. He is
convince the prospect. Without
not only updated about his product
confidence all other skills go wast-
and company, but is also well in-
ed. By-hearting the technical as-
formed about the industry and
pects will never yield results until it
competitor. When he is aware of
is presented well with confidence,
the strengths and weaknesses of his
persistence and passion.
competitor‟s product, he becomes
better equipped to position his

2/ Differentiation
product with competitive edge.

As we all are created
different, discovering that unique-
ness and using it to differentiate
oneself from competitors should be
4/ Is organized
A good salesman is a
great planner and organizes his
an important strategy to attract the
day, thoughts and actions with per-
customers. One has to remember
fection. He sets objective for each
that all the iconic personalities are
call based on his previous discus-
remembered for their unique set of
sion with the doctor and always
characteristics which differentiated
connects the last call with the pre-
them from all their contemporaries.
sent one. This makes all his call
Don‟t we want variations in food,
linked up to make a single call di-
clothes, songs, movie-stars and all
vided into small modules and each
other things of life? So do the doc-



“A good salesman consistently challenges himself by setting lofty goals for him-
self, achieving them and breaking his own records. “

5/ Listens &
understands 6/ Passionate
about his
7/ Builds relation-
ship on values
Listening should be active and the brands and loves The foundation of pharma sales is
based on converting customer into
salesman should have the capabil-
ity to „listen between the words‟. He
his profession a client. The fact that 80% of busi-
The salesman has to have passion ness comes only from 20% of the
should be empathetic towards the
for his brands. If he cannot buy his customer clearly demonstrates the
concerns raised by the doctor and
own product for himself, he can need for developing a strategic
should ask relevant questions to
never convince others to buy it. So, partnership with the customer. It
identify his needs. He should not
he has to love his brands in order requires long term commitment,
be impatient to fill the gap with
to deliver compelling brand mutual respect, sincerity, honesty,
wrong products for mere selling
presentations, deliver solutions in punctuality and value-added ser-
instead he should share authentic
terms of both features and benefits. vice to create that partnership in
and correct data with the purpose
Then automatically he is able to the long run. Honesty in sales is so
of helping the customer. The mo-
handle objections with confidence important that it is almost impossi-
tive should be to provide apt solu-
and present logical arguments. ble for this skill to be taught. When
tion to the problems identified
a salesman provides authentic facts
through questioning.
and consistently keeps his commit-
ments, he is already on the path of
“The fact that 80% of business comes only from 20% of the
success.
customer clearly demonstrates the need for developing a
strategic partnership with the customer.”



A salesperson without integrity will achieving them and breaking his own
have many struggles which will of- records. He constantly puts effort
“A good salesman is highly
ten include hopping from job to towards self-improvement by coach- professional in his dressing,
job. A feel-good factor created by ing and learning from his own mis- behavior, punctuality. He
providing continuous quality ser- takes. loves his own time as well
vice with responsibility keeps the
relationship alive. While Salespeo-
as others.”
As I summarise, let me also add that
ple perceived as being pushy, un-
these qualities are not only required
empathetic or dishonest are less
to be a great salesperson. In fact,
successful in the long run.
most of these are pre-requisites to
be successful in any profession. How

8/ Is professional could anyone be successful without
having knowledge of the work he is
A good salesman is highly doing, without passion, honesty,
professional in his dressing, behav- sincerity, confidence and positive
ior, punctuality. He loves his own attitude? Being organized, achieving
time as well as others. He does not targets and building good rapport at
get involved in unnecessary politics workplace is of utmost importance
and avoids any objectionable be- for any professional to succeed in his
havior. Instead he is busy concen- career. A person with good person-
trating on his targets, converting ality, friendly, good communication
doctors and making his products skills and a good listener is always a
available. winner no matter what profession he
chooses. Mahatma Gandhi,

9/ Has Positive
Rabindranath Tagore, Dhirubhai
Ambani etc. were all great salesmen
Attitude of their era who sold their ideas,
A salesman should develop tre- vision to entire country. In present
mendous patience to accept con- context, APJ Abdul Kalam, Narayan
sistent rejections without getting Murthy, Amitabh Bachchan, Sachin
influenced by negative thoughts. Tendulkar, Lata Mangeshkar etc. are
He makes things happen in spite of all great sales personalities of their
problems and never complains. He own field. They have created a brand
does not blame his luck, company of themselves, have differentiated
or product rather brings about from their peers, have their own
positive changes in himself that unique characteristics and have
increases his closing ratio and im- fought against all odds with their
proves his average. His enthusiasm positive attitude.
is infectious and gets transferred to So, I totally agree with J. C. Penny,
his customers. A good salesman “Salesmanship is limitless. Our very
consistently challenges himself by living is selling. We are all salespeo-
setting lofty goals for himself, ple.” †


Challenge


BRAND
DRIFT Info to
2013

www.branddrift.com
Insight
9 February 2013
Mumbai

Renie McClay, MA, CPLP and Inspired Learning focuses on
helping companies to design and deliver solutions for
improved productivity. Renie is the author of the recent
Teams book, 10 Steps to Successful Teams, ASTD Press. She‟s
managed training departments for several Fortune 500
companies, including Kraft, Novartis, and Pactiv.
rmcclay@inspiredtolearn.net

LEADING
TOMORROW, TODAY.
“
10 Steps to building
successful teams of
the future.

”

T
witter, YouTube, Facebook, smart As I think about these questions and reflect back on this, I realize
phones, iPods…customer-driven devel- that most of my adult working life (and even before that in school
opment, new products, downsizing, right and growing up) has been spent working in or with teams. Working
sizing… industrial age…knowledge work- in the corporate world, I have been on and led sales teams, internal
er…Gen X, Gen Y, Boomers. Anyone who has ad hoc project teams, teams responsible for planning recognition
been awake for the past couple of years knows events and a myriad of others. Outside of work, teams are just as
that things are changing in today‟s world – and prevalent. I have been part of learning teams for graduate work,
fast – faster than ever before in our history. In- local civic teams to help build the community, professional industry
formation is doubling at staggering rates; tech- groups and sub teams to advance the learning and skills of profes-
nology is blazing ahead at lightning speeds; cus- sionals, and the list seems to go on and on. My experience is not
tomers are directly driving product requirements. unique in this regard.
Thinking about all of this change makes me won- In today‟s dynamic business and economic environment, teams
der about two things: Will any elements of to- have emerged as a requirement for business success. We‟ve all
day‟s environment serve us well in the future? been part of a team before and many of you may have led teams.
And, how can we best position ourselves for the Both roles (leaders and team members) are critical to the success of
changes to come? the team.


Leading Tomorrow, Today | Renie McClay

“Clarify Roles – If team member roles are
not clear, one of two things will happen.
The team will be inefficient because time
will be wasted as more than one person
does the same thing. Or, the team will be
ineffective because something important
won‟t get done at all.”

Today‟s teams are expanding and because something important tional tension will be weak and peo-
changing – crossing business units, won‟t get done at all. Clarifying ple can focus on the work to be
cultures and time zones. With all of who is responsible for what is criti- done.
these variables and the pressures of cal up front.
Tip: Open communication and hon-
today‟s business climate, how do you Tip: Spend time up front clarifying
esty build the base for trust among
build a successful team? and discussing the team roles. Lev-
team members. Be aware of what
Here are 10 steps that I have found erage each individual‟s strengths on
you say and how you say it; deliver
are necessary to build successful the team.
what you commit to and make your
teams:
Step 3: Encourage deadlines. These building blocks fos-
Communication ter trust and build strong relation-
Step 1: Form the Team
The team make up is Healthy and effective communica- ships.

tion builds trust. Giving positive
Step 5: Follow Processes
perhaps the single most important
step of the process. If the team and constructive feedback helps to and Track Progress
doesn‟t possess the right skills and keep things on track and eliminates
Building processes and tracking pro-
drive to accomplish the goals, it will errors. Managing conflict helps a
gress is necessary for many reasons.
be painful and often unsuccessful. team to focus on the goal rather
It builds efficiencies and helps for
The right leader can either help or than on interpersonal dynamics
replicable success. It also helps to
hinder the process. that can slow things down and de-
keep stakeholders informed and team
teriorate the morale of the team.
Tip: Whatever role you play on the members current with what is hap-

team, be committed to the success of Tip: Put aside personal agendas in pening and what needs to happen
favor of the team agenda. next.
your team from day one. Give it your
all to get the right players on the Tip: Processes are meant to make
team. Step 4: Build Strong
Relationships things easier and run more smoothly.
Sometimes processes cease to be
Step 2: Clarify Roles
If team member roles
People getting to know each other
will be one of the most important effective. When this happens, don‟t
parts of building morale on the be afraid to recognize that things are
are not clear, one of two things will
team. The members are not robots not working well, and change or
happen. The team will be inefficient
and it will be helpful to get to know adapt the process to better suit the
because time will be wasted as more
each other as human beings. needs of the team.
than one person does the same
thing. Or, the team will be ineffective When relationships are strong, rela-


Leading Tomorrow, Today | Renie McClay

Step 6: Assess the Team
Ideally, everyone
Step 8: Effective Virtual
Teams
Tip: Recognition is an important
reward for good performance, and it
needs to be aware of his or her is a fantastic motivator for continued
Working remotely and participating
strengths and then support fellow team contributions. Anyone can rec-
on a team virtually is often chal-
team members‟ development areas. ognize and reward. Sometimes a
lenging. Connecting with people
A leader knowing who knows who positive comment from another team
you may never have met can make
needs support is a beautiful thing. member carries more weight than
it harder to build trust and learn to
No one possesses every skill and recognition from leadership.
rely on team members. Both tech-
knowledge; so, self awareness is
nology and working at the people Times change, and we need to
helpful for the team‟s progress and
skills can help to smooth this out. change with them. One element of
ultimate growth and success.
success that has weathered the storm
Tip: Make it a point to reach out
Tip: Improvement begins by recog- of time and change is the concept of
to other team members. Take the
nizing what works and what could team. The structure and make up of
initiative to get to know them bet-
use some improvement. Be open to teams has changed over the years,
ter. Developing relationships
assessing the strengths and areas for however the premise that collective
across any team, but particularly a
improvement for both yourself and knowledge, experience, skills and
virtual team, builds trust and en-
the team as a whole. talents of a team which make them
hances productivity.
greater than the sum of its parts

Step 7: and Innovation
Develop Creativity
Step 9: Solve Problems (players), has not changed.

Conclusion
All teams face prob-
A team can continue to do things the lems. Perhaps the single most im-
way they have always done them, but portant quality of a team is to see Teamwork is essential for competing
it is pretty energizing to develop cre- how they work through problems. in today's global workplace and mar-
ative solutions. Creativity and inno- ketplace. Teams are the norm rather
Tip: Address conflicts or problems
vation can save time and money. than the exception. There are many
immediately – don‟t let them build.
Teams can be innovative about the different kinds of teams: top manage-
When working thru problems, offer
end product or about how the team ment teams, focused task forces, self-
suggestions and solutions rather
operates. A mix of left and right directed teams, product/service de-
than complaints.
brain thinking can also be very pow- velopment teams, virtual teams, and

Step 10: Reward and
erful in the team environment. so on. The kind of team is not as im-

Tip: Foster a team spirit that is open Celebrate portant as being part of the team.
Working together to collectively and
to new ideas and creativity. Use new Many teams do not celebrate vic-
creatively leverage talents, improve
techniques to conduct meetings and tories. Many organizations do not
skills and solve business problems is
gather ideas. Translate these new properly reward team successes.
what matters most. This (team) asso-
ideas into action – that‟s innovation! There are ways to reward teams
ciation and the growth it achieves are

“
that do not cost much and even
A team can continue to do things what will remain constant regardless
some that cost nothing.
the way they have always done of the technology, economic environ-
them, but it is pretty energizing to develop creative solutions. ment or business challenges we face.

”
Creativity and innovation can save time and money. Successful teams position us for the
future – whatever that may bring. †



Question BRAND
DRIFT Info to
2013

www.branddrift.com
Insight
9 February 2013
Mumbai

Mahendra Rai is Senior Consultant, HEOR. Richa Goyal is Consultant, HEOR.
Mahendra has a Master‟s degree in Pharma- Richa has done Masters in Pharma-
HEOR cy from the University of Delhi, India. He has cy in Pharmacology from Panjab
worked on a range of HEOR and Market University, Chandigarh. She has
Access projects including value demonstra- more than 5 years of experience in
tion and medical communications. pharmaceutical research.

“

”
HEOR: WHAT IS SYSTEMATIC REVIEW?

I
n the current scenario, there is an increas- 2) Essential component of health technology assessment (HTA)
ing need to build and maintain the skills for process for multiple technology appraisals (MTA) and single
using the wide variety of electronic media technology appraisals (STA).
that allow access to large amounts of infor-
3) Propose a future research guideline, clinical trial design; identify
mation. For clinicians, nurses, therapists,
unmet needs or evidence gaps.
healthcare managers, policy makers and consum-
ers there are wide-ranging information needs 4) Required by authors for substantial grant funding for primary
pertaining to good quality information on the healthcare research
effectiveness, meaningfulness, feasibility and ap-
Defining a Systematic Review:
propriateness of a large number of healthcare
interventions. A systematic review comprises of a scientific summary of the evi-

In view of this, systematic literature reviews are dence in a structured, reproducible method where bias is mini-
required to: mized resulting in eligible evidence. A systematic review requires

1) Serve as single source of information for high involvement of three reviewers. Two of them individually review a
quality recent research in a specific disease study and a third reviewer is required to resolve conflicts, if any.
area.


HEOR: What is Systematic Review | Richa Goyal & Mahendra Rai

Steps involved in a 3/ Assessing the studies:
The assessment process in a
If required, a meta-analysis is done
to generate homogenous quantita-
systematic review: tive evidence clinical effectiveness.
systematic review is as follows:
Narrative summaries are used if
a) Each study should be assessed
quantitative data are not homoge-
1/ Defining appropriate
question:
for eligibility against inclusion
criteria mainly by reviewing the
nous.

It is very essential to define the
clear objectives of the review, in-
abstracts

b) Full text papers should be re-
5/ Reporting the data:
findings from the aggregation
The

cluding intervention or phenomena of the studies are discussed to put
trieved for those studies meet-
of interest, relevant patient groups into a concise report. Apart from
ing the inclusion criteria.
to be included, and types of studies discussing the results obtained for
required. These will help in the se- c) After sourcing of full texts, the the study question the report should
lection of the studies to be included studies should be assessed for also discuss the quality and hetero-
in the review. methodological quality using a geneity of the included studies, the
critical appraisal framework. impact of bias, as well as the chance
2/ Searching the literature:
Published as well as un-
Poor quality studies should be
excluded.
and the applicability of the findings.

published literature is searched Location of already published
pertaining to requirement of the d) From the remaining studies,
systematic reviews:
review. To avoid bias, non-English reported findings/outcomes are

literature should also be searched. extracted into a data extraction High quality systematic reviews are
Some of the commonly searched form. Two independent review- published in many of the leading
databases include Medline ers should ideally conduct the journals and electronic databases. In
(through PubMed), Embase and assessment and conflicts, if any, addition, electronic publication by
the Cochrane Library. The types of should be resolved by a thirds the Cochrane Collaboration, the NHS
databases searched largely depend reviewer. Centre for Reviews and Dissemina-
upon the types of studies required. tion and other organizations provide
In addition, the grey literature 4/ Summarizing the data:
Findings from the individual
access to these as well. †
(material that is not formally pub- studies are then aggregated for Location of systematic Reviews:
lished, such as institutional or tech- evidence synthesis to generate clin-
nical reports, working papers, con- The Cochrane Library www.cochrane.org
ical effectiveness, feasibility, useful- The Centre for Evidence-Based Medicine
ference proceedings, or other doc- ness, and meaningfulness of the www.cebm.net
uments not normally subject to intervention or activity. The NHS Centre for Reviews and Dissemina-
editorial control or peer review) tion www.york.ac.uk/inst/crd
should also be searched. After
PubMed Clinical Queries: Find Systematic
identifying all the possible studies, Reviews
the abstracts are downloaded and www.ncbi.nlm.nih.gov/entrez/query/static/
duplicates are removed. clinical.shtml


And lots of conversation!

BRAND
DRIFT Info to
2013

www.branddrift.com
Insight
9 February 2013
Mumbai

Hot on Sharad Virmani is Vice President, Marketing and Sales at

Linked Comed Chemicals and Pharmaceuticals.
virmanis@gmail.com

“

”

BRAND LOYALTY: A
THING OF THE PAST.
“Pharma marketing has changed drastically where no standard formulas
apply now. With alternatives to everything available, it is the value
addition to the customer which primarily drives the business, rest is all
supportive therapy.“


Brand Loyalty: A Thing of the Past | Sharad Virmani

I
n the evolving pharma market, “the key to your success will be in shifting your customer from
brand loyalty, which was the one brand to another every quarter with better value addition to
mainstay of the Pharma entice him and ensure his continued loyalty to the organization.”
business, is slowly but surely
becoming a thing of the past. Whatever little loyalty in Rx's that existing brands for two quarters in a
you are seeing today is only in the year and give him new products in
Till now the entire industry was de- the next two quarters or you could
territories where you have Reps
pendent on Brand Loyalty. Over a keep rotating your current targeted
who started working before 2003-
period of time the customer has be- portfolio with him. This will test your
2004. They have been able to sus-
come much smarter than the pharma marketing team‟s skills and their
tain some loyalty in their Rx be-
companies and 100% loyalty factor to grasp of ground realities.
cause of old time‟s sake and the
a single brand is a thing of the past.
value-added support of the parent The most important thing today is “to
Rx habits are not permanent in to- retain the customer” irrespective of
organization, but that too is not
day's time what he writes for you because it is
100%. If you survey the market of
To avoid dependence on single com- people who joined after 2004, you very difficult to bring in new custom-
pany and to meet their commercial or will find the Rx loyalty factor is ex- ers to your fold.
Medical needs, most modern day cus- tremely low. With the 348 Drugs NLEM list com-
tomers now prefer to divide their pre- ing into effect, generic competition
Time has come for the Indian Phar-
scriptions of a particular generic will increase.
ma market to quickly shift gears.
among 3 - 4 companies and they There will be no price advantage –
keep rotating it depending on the Forget about brand loyalty; the
on which several companies were
value addition and the involvement, important thing is to focus on
thriving.
innovation and aggression of the “Continued Customer Loyalty” irre-
Volumes of key players will dip –
company and its representatives. spective of what brands the Doctor
therefore more pressure will be ex-
writes for you.
So Rx habits today are dependent on erted in the market on customers to
various parameters unlike earlier times With the competitors latching on compensate those volumes, hence
when Company, Quality and Commit- fast to your customer for the same there will be a “ customer crunch” .
ment was the driving factor. generic, with better value addition,
Profits will come down – new innova-
the key to your success will be in tive business approaches will be
There is a big difference between
shifting your customer from one adopted to acquire customers.
AC-room strategy and market reality,
brand to another every quarter
which needs to be addressed aggres- This also means – no Annual Product
with better value addition to entice
sively for driving business in current Plans will work. Product strategies,
him and ensure his continued loy-
environment. number of targeted customers per
alty to the organization.
brand and targets will have to be
Pharma marketing has changed dras- revisited and fine-tuned every quar-
This brings in a bigger challenge.
tically where no standard formulas ter - the Annual Total Business Vol-
Do we shift the customer every
apply now. ume Plan remaining intact.
quarter on existing brands or give
With alternatives available for every- him new brands to prescribe. Retaining customers with “Innovative
thing, it is value addition to customer, Value Addition” will be the key factor
For that you will have to asses your
which primarily drives business, rest is own Marketing Strength and Capa- and then rotating brands with them
all supportive therapy. bilities. You could rotate him on successfully will ensure continued
business. †


CATCH THE DRIFT
AT PHARMA’S MOST AWAITED
EVENT OF THE YEAR
9 February 2013

BRAND
DRIFT Info to
2013

Insight
Mumbai

www.branddrift.com

Limited Seats, Register Now.
Contact: Arvind Nair | +91 98702 01422 | arvind@branddrift.com | www.branddrift.com

MR Knowledge Series
Dr. Amit Dang is Director at Geronimo Healthcare Pvt. Ltd.,
dramit_gmc@rediffmail.com

munity, it is essential that the researchers adhere to
CLINICAL TRIALS the globally accepted guidelines. For safety purposes,
clinical trials start with small groups of patients to find
out whether a new approach causes any harm. In later

C
linical trials are research studies that evaluate whether a
medical treatment or device is safe and effective for hu- phases of clinical trials, researchers learn more about
mans. If the clinical trial is involving drugs, it aims to ac- the new approach's risks and benefits.
quire information about the pharmacokinetic and pharmacody- Usually, clinical trials compare a new product or thera-
namic properties of a potential drug. Carefully conducted clini- py with an already known or standard treatment for a
cal trials are the safest and fastest way to find treatments which particular condition e.g. comparison of vildagliptin
may help in diagnosis or treatment of people. (new drug) with pioglitazone (known or established
Essentially, the clinical trials are an integral part of drug develop- drug) for its use among patients of diabetes mellitus.
ment. Clinical trials are one of the final stages of a long and care- Clinical trials are also done for other reasons e.g.:
ful research process. Research starts with the identification of the To compare the existing treatments to determine
drug molecule or the device which is to be investigated. After which is better.
selection of a molecule, the pre-clinical or animal testing is done.
To evaluate the different doses or different routes of
This pre-clinical phase is also conducted in steps like studying the
drug in a given condition. E.g. comparison of IV iron
efficacy, short-term toxicity and long-term toxicity (tendency to
sucrose versus oral iron therapy in management of
be carcinogenic or mutagenic) of the drug. After a green signal
anemia.
from the regulatory authorities [like Drugs Controller General of
India (DCGI) in India] the molecule or the potential drug is then Evaluation of an already known drug for a new indica-

tested in clinical trials. tion e.g. use of bupropion for nicotine de-addiction
[bupropion (an antidepressant) vs placebo]. A placebo
According to these regulatory bodies, the clinical trials of devel-
is a product with no therapeutic action, but it looks
opment phase should be conducted in different phases so as to
like the test product.
establish the efficacy and safety of the drug before it becomes
available in market and also for some tenure after its approval. To evaluate the effect of a drug in a different popula-

The clinical trials are conducted in different phases (Phase I-IV) tion group study e.g. among elderly patients. †

(Table 1). As the results of the clinical trials can benefit the com-
Table 1: Characteristics of different phases of clinical trials

Phases Phase I Phase II Phase III Phase IV
First in human First in patient Multi-site trial Post-marketing surveil-
lance
Number of 10-100 50-500 A few hundred to a Many thousands
participants few thousand
Who are the Usually healthy volunteers; Patient-subjects re- Patients- Subjects Patients in treatment with
participants occasionally with patients with ceiving experimental receiving experi- approved drug.
advanced or rare disease drug mental drug
What is test- Safety and tolerability Efficacy and dose- Confirm efficacy in Adverse events, compli-
ed ranging larger population ance, drug-drug interac-
tions
Duration Months to years 1-2 years 3-5 years No fixed duration


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KAM

Ken Boyce, Ralph Boyce and Tony O‟Connor - Directors of Pharma MI.
© Pharma MI February 2009

KEY ACCOUNT
sub-optimal implementation; to quote Professor Brian Smith from
the Open University and Cranfield Business School: „Implementation
- the Graveyard of Strategy‟.

MANAGEMENT
Pharma MI have been in the fortunate position of being able to
work closely with a top 5 Pharma companies in the UK for many
years, guiding and supporting a multi-team KAM implementation.
This anonymous case study reflects the real outcome that has re-

IN PHARMA
sulted from our combined focus on a commitment to implement
KAM effectively.

From the outset, the company Divisional Director was committed to
making KAM a success within his division and had a stated aim of
ANOTHER SUCCESS STORY becoming world class in their implementation of KAM. He was not
expecting a quick win and as a member of the senior management
team was prepared to see this through to a conclusion, whatever
that conclusion may be: success or failure. He was prepared to back

K
ey Account Management is believed this level of commitment for several years and was not eyeing his
by many to be the miracle cure for next step up on the Corporate ladder in two years‟ time, leaving the
the currently ailing Pharma industry, KAM project for someone else to manage/pick up the pieces, when
however the debate surrounding its he had moved on to new pastures.
effectiveness ebbs and flows between „it‟s the The product where the KAM approach has been most successful is
answer‟ and „it‟s the latest version of the emper- a mature/well established Brand, in an existing Secondary care mar-
or‟s new clothes‟. ket with recent new higher price entrants, which were supported by
Many of the views expressed on the effectiveness significant sales and marketing efforts and also less expensive alter-
of KAM in a Pharma setting are based on the natives. The company product value proposition was refined over a
theoretical application of a new approach in an period of time with the relevant stakeholders to be attractive and
unfamiliar setting. The critics of KAM are often valuable to both parties (the Company and the accounts/ custom-
those who nod wisely knowing that „the Pharma ers) but there was no significant Advertising or Non- Face to Face
market place is different‟ to every other market promotion other than the members of the KAM/Sales teams. The
and „it‟s not like that in my country‟ as it is differ- product value proposition had both convincing clinical and cost
ent to all the others. The advocates of KAM point effectiveness elements and had an appeal to the multiple stake-
to the theoretical, if logical, benefits of KAM in holders with an account.
the current Healthcare environment but there are
relatively few case studies to support either view
point. This is not an isolated occurrence in the Read the rest of the article on www.medicinman.net
Pharma industry, as many a valid approaches
have fallen by the wayside over the years through


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