Are your employees engaged, not engaged or disengaged?

November 2011

~ F I E L D F O R C E E XC E L L E N C E ~

TM

P H A R M A | M E D I C A L D E V I C E S | D I A G N O S T I C S | S U R G I C A L S

A BroadSpektrum Healthcare Business Media’s Corporate Social Responsibility Initiative

Vol. 1 Issue 4

MedicinMan

Editorial

www.medicinman.net

According to Gallup‘s

recent global survey on

Employee Engagement

and Wellbeing, only 11%

of workers are engaged. In

other words, only one in

nine employees are emo-

tionally connected to their

workplaces and feel they

have the resources and

support they need to suc-

ceed. The majority of

workers, 62%, are not en-

gaged — that is, they are

emotionally detached and

are likely to do just what is

necessary to keep their

jobs. And 27% are actively

disengaged, indicating

they view their jobs nega-

tively and may spread that

negativity to co-workers.

The findings are based on

an unprecedented study

of engagement involving

47,000 employees in 120

countries. As the Employ-

ee Engagement Meta

Analysis Outcomes show,

Disengagement impacts

everything from Absen-

teeism to Safety to Quality

INSIDE MEDICINMAN

AMLESH RANJAN‘S FASCI-

NATING RISE FROM MR TO ASSOC. DIRECTOR POWERED BY EXCELLENCE AND VALUES.

8

HOT ON LINKEDIN: IS PHARMA TOO STEEPED IN TRADITIONS TO ATTRACT GEN-Y?

3

HBR STUDY REVIEW: THE 7 TRAITS OF GREAT SALESPEOPLE

4

INDIAN PHARMA - THE FUTURE IS HERE: REPORT ON THE PHARMA FUTURE KNOWLEDGE CONCLAVE. SALIL KALLIANPUR

6

NO FIRE? DON‘T HIRE!

WILLIAM FERNANDEZ 11

ARE YOU SELLING DRUGS OR CREATING HEALTHCARE COMPANIES? HANNO WOLFRAM

12

INDUCTION: OPPORTUNITY

TO LEARN BY SEEING

V. SRINIVASAN 13

EMOTIONAL INTELLI-

GENCE - INSIGHT FOR BE-

GINNERS VIJAYA SHETTY

14

SUCCESS ST

OR

Y

EDITOR‘S PICK

Employee is the New Customer negatively and Engage-

ment leads to better Cus-

tomer Satisfaction, Higher

Productivity and Greater

Profitability. It is time

that managers at all levels

develop metrics to meas-

ure the engagement levels

of their co-workers and

map these to desired out-

comes and work towards

building a more engaged

Field Force rather than

just managing attrition.

Read full report on:

http://bit.ly/gallups12 . ▌

MedicinMan wishes all its readers Success and Happiness—both Personal and Professional

this Festive Season !

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Attention Medical Reps and Front-line Managers !

Note: Comments have been paraphrased. Click on the commenters‘ name to see Linkedin Profile

Hot on Linked

Great ideas have not come from business schools but from the field.

Many times we seniors turn a deaf ear to suggestions from the field

or turn down saying its impractical. That‘s the beginning of conflict

and non-implementation of existing strategies. Every one needs to be

heard. As we grow, we seniors should learn to be patient listeners.

If you can listen to any rubbish from customers why not listen to suggestions

from a junior? Sanjeev Deshpande

I don't think the Gen Y is irreverent. They are merely opinionated and have strong

viewpoints. They need to be heard. This is where Indian Pharma is lacking. They

are treated as learners and trainees but they are definitely also a part of the target

audience. They know how and where customers can be tapped. Devanshi Mayani

MedicinMan Vol.1. Iss.4.

Is Indian Pharma too Steeped in Past Tradition to Attract Gen Y? Gen Y, while talented, is also irreverent of traditions like addressing seniors as 'Sir'. What changes will Indian Pharma need to undergo?

You must also look at the status of an M.R. Till date they remain blue collared people (not even workmen).

A whole list of responsibilities, dodgy Doctors, skinning chemists/stockists, unhealthy work culture, indif-

ferent/inexperienced bosses, package not justifying the efforts required. Has anyone bothered to compare

the growth pattern, social security of a M.R. with that of any Class 4 employee? Talking of Big degrees like

MBA (available at every nook and corner), expecting, them to be reverent, agree to illogical strategies, work ethics,

seems funny. Remember, this industry has no value for experience. The number of years experience as an M.R. has no

value in the job market when he/she ,seeks a job change at 45years of age. All the Pharma companies want to sell

their products, without promoting. Shekhar Kumar Prasad

I am not Gen-Y but Gen-Y takes many things for granted. Agreed, they have graduated with B.Pharm or

M.Pharm degrees but what is taught in classes and books is mere theory. Gen-O, (I am part of Gen-O) has

hands-on knowledge plus that little thing called experience. Experience is not available in any book. And I

do not see any reason why Gen-Y will not be respected; respect is not got but is earned. Please let not

M.Pharms be on a high stool since what they are taught is only theory. Come with an open mind, absorb knowledge

and rise in the field. Prem Goel

Our Consultant, a brilliant person, who was a B. SC. then, (who went on to launch a pharma company lat-

er), had joined as MR in an MNC in early 1950s. He told that then a doctor had advised him once to quit

the profession as it is not noble, guys smoke and take to drinks (a taboo then for a large part of the socie-

ty). He also said that marriage proposals were difficult to come by. However, he had a passion for the field

and was highly successful, working as consultant till age 78+. Later this very profession was to offer one of the finest

salaries, chances of quicker growth (MR to VP/President or even MD). Why then has it turned almost a full circle?

Definitely the Profession has lost zeal at MR level. Dr. Ulhas Ganu

As seen on Indian Pharma Connection

We should talk about MR only when the higher management is ready to take risks with new and innovative

strategies. This would motivate an MR by getting him out of the boredom. If MRs don‘t get respect (as they

seem to think) it is because they are unable to get the attention of the customer. This is because they use

mundane selling tactics with no innovation. Why is there no innovation? Several Reasons. It is difficult to

get out of one‘s comfort zone to try something new It is a risky proposition. We believe we should give only what our

customers demand (even though customers themselves are often unaware of where they stand). Imitating other com-

panies. Belief that we shouldn‘t give "Gyan" to our doctors, and much more. Dr. Shalini Ratan

Visit Indian Pharma Connection on Linkedin for more such insightful discussions.

Join MedicinMan on Linkedin: http://linkd.in/medicinman

»

»

»

»

»

»

3

HBR Study Review Article

WHAT MAKES GREAT SALESPEOPLE? This should be very encouraging for salespeo-

ple who are considered Introverts but who

have other traits like Conscientiousness,

Achievement Orienta-

tion, Curiosity and Lack

of Discouragement.

While ‗naturals‘ will

have a head-start, most

of the Personality Traits

like Achievement Orien-

tation, Lack of Discouragement, Lack of Self

Consciousness and Curiosity can be cultivated

through self-awareness and self-development,

feedback and coaching to create a culture of

top performance.

Indian Pharma generally selects sales-

people like they select any other professional

– on the basis of qualification and experience.

Now an excel-

lent, must-read

article by Steve

Martin of the

Harvard Busi-

ness Review,

talks about 7

Personality Traits of Top Salespeople.

Surprisingly, traits like Modesty and Lack of

Gregariousness (not ‗loud‘ or too friendly)

feature as prominent traits of top salespeople.

Surprisingly, traits like

Modesty and Lack of

Gregariousness feature as

traits of Top Salespeople.

3.Achievement Orientation. 1.MODESTY: No inflated ego; propriety in dress, speech and

conduct. Does not take a know-it-all approach with

Drs. Shows consideration for Dr‘s. personal space.

7.No Self-Consciousness.

1.Modesty. 2.Conscientiousness.

4.Curiosity.

5.Lack of Gregariousness.

6.Not Easily Discouraged.

Editor‘s Note: Career development begins with awareness and progresses to self development, when an individual takes

on the responsibility of improving himself by imbibing the qualities that lead to becoming a great salesperson.

Read the full article in the Harvard Business Review: http://bit.ly/qsvXKY

2.CONSCIENTIOUS: ethical, honest, just, morals, principled.

Gives 100% to the job at hand. Believes in ethical

selling to Drs. Seeks to do all that is required of

him/her, and to do it well.

3.ACHIEVEMENT ORIENTATION: Has a ―can-do‖ attitude and the

will to get the job done regardless of circumstance. Takes

pride in meeting Company objectives and targets.

Is willing to go the extra mile if required.

4.CURIOSITY: desire to know; interest in others' concerns

leading to inquiry and discovery. Loves prospecting for

new leads. Has a desire to learn more about the

market and master the science behind the art of

selling.

5.(Not) GREGARIOUS: Someone with ―loud‖ personality. Tends

to be pushy and aggressive in approach. The old sales para-

digm emphasized a ―push‖ approach to selling—selling by

overwhelming. The new paradigm demands that the

MR pay close attention to the needs of the Dr. and

his patients and deliver value in a calm, business-

like manner.

6.Not Easily Discouraged: Not easily put down by failure or re-

jection. Has his emotions firmly under control and looks for

opportunity in failure. MR is willing to persist with dif-

ficult (or rude) customers. He is not discouraged by

negativity from colleagues and seniors.

7.No Self-Consciousness: A self-conscious person is ill-at-ease

with himself and others. Lack of Self-Consciousness

comes from a healthy image of oneself. Even if one

has a shy personality, with practice, one can ensure

that this is not a disadvantage.

P

rofession

al G

row

th Sp

ecial

4

MedicinMan Vol.1. Iss.4.

PERSONALITY TRAITS

OF TOP SALESPEOPLE

Th

e S

eve

n P

ers

on

ality T

raits

of G

rea

t Sa

les

me

n

ENHANCING PHARMA-DOCTOR-PATIENT ENGAGEMENT

featured in:

Med

icinM

an C

reative

s

To find out more call:

Dr. Vishal Bansal : +91 97172 18558

Rahul Mishra : +91 96118 76767

3 FACTORS IMPACT MR – DOCTOR INTERACTION IN THE CURRENT MARKET SCENARIO

EVIDENCE-BASED MEDICAL ALGORITHMS CUSTOMIZED TO YOUR SCIENTIFIC COMMUNICATION NEEDS

1. SCARCITY OF ATTENTION !

2. SCARCITY OF TIME !

3. SCARCITY OF INTEREST !

Medical Rep—Doctor interaction should address these 3 scarcities to be effective.

Promedik Algorithms are based on current research and simplifies diagnosis and treatment.

Promedik Algorithms are very effective in engaging the doctor‘s attention in the shortest

possible time by conveying clinically relevant scientific research. Promedik Algorithms also

make the task of a Medical Rep easier and interesting by giving him a clear picture of the

disease management sequence and where his product fits in. Promedik Algorithms enhance

the MR-Dr. interaction and takes it from the level of mere product detailing to the delivery of

actionable research based Rx information.

P

rofession

al G

row

th Sp

ecial

MedicinMan Vol.1. Iss.4.

The future has al-

ways bewildered

man. Inability to see the

future forced us to learn

from history. The need to

know the future has given

rise to an entire industry

called Business Intelligence

(BI). For Pharma business

leaders BI serves as a vital

crutch.

»The global pharmaceuti-

cal industry has billions of

dollars at stake in India.

Analysts estimate the mar-

ket size to be humongous

as various ailments threat-

en human life with pain,

discomfort and death. In-

teresting insights emerged

at the ―Pharma Future

Knowledge Conclave 2011‖

organized by Indegene

Lifesystems. Disappoint-

ingly, most executives be-

lieved the future would not

be too different from the

Indian Pharma – The Future is Here. with the same doctors? This

means a sharp reduction in

access to doctors as they

restrict the number of days

to see MRs and the number

of MRs seen on those days.

How should pharma react?

Should it adopt technology?

What role will technology

play? Will companies reduce

field forces as cost effective

alternatives to technology?

Will e-detailing and e-

marketing replace MRs? Not

quite it seemed. Access to

the clinic is limited. Access

to mindshare is not. If com-

panies demonstrate a will-

ingness to work with doctors

to improve patient out-

comes, then doctors are like-

ly to accept companies as

partners and not view MRs

as an infringement on their

time and decision making.

»Doctors in India seldom

practice in groups. Every

doctor, even when attached

to private hospitals, is an

independent consultant.

This increases the complexi-

ties of the partnership equa-

tion as each doctor has

unique needs and require-

ments. Can pharma evolve

to a mass customization

model? If so, how quickly?

»From its current focus on

products and productivity,

the transition of the phar-

maceutical business model

to one that bundles products

with services, customizes

offerings to each individual

present as

n o t h i n g

much had

changed in

two dec-

ades. The

p h a r m a -

c e u t i c a l

industry in

India is

considered

a s l o w

adopter of

new tech-

nology, new

media and

– simply put - new ways of

doing things.

»Emerging markets is a

buzzword at global head-

quarters of every MNC.

Yet, every ‗new‘ business

model looks and feels the

same - Foray into branded

generics; Expand to rural

markets and Expand sales

forces to increase reach.

Hardly anything novel

here; except that novelty

will lie in execution. Phar-

ma Companies, when faced

with the same environ-

ment, challenges and op-

portunities chose to react

in almost the same way.

The actual execution of

these plans will set the men

apart from the boys. So, if

field forces expand and

companies bring in more

generic brands instead of

novel products, will it not

mean more Medical Reps

discussing more brands

Highlights of the

Pharma Future

Knowledge Conclave

at the FOUR SEASONS

HOTEL, MUMBAI

6

Salil Kallianpur

ACCESS TO THE

CLINIC IS LIMITED.

ACCESS TO MIND-

SHARE IS NOT. IF

COMPANIES

DEMONSTRATE A

WILLINGNESS TO

WORK WITH DOC-

TORS TO IMPROVE

PATIENT OUT-

COMES, THEN DOC-

TORS ARE LIKELY

TO ACCEPT COMPA-

NIES AS PARTNERS

AND NOT VIEW

MRS AS AN IN-

FRINGEMENT ON

THEIR TIME AND

DECISION MAKING.

MedicinMan Vol.1. Iss.4.

customer and leverages

technology to reach out to

many more customers,

opens up the need for vast

amounts of data. How

much data is enough? Da-

ta, sometimes, never seems

enough. Most often data

that gets you to a ―yes-no‖

decision is enough. Can

executives differentiate

when to ask for more and

when to use what is availa-

ble when business models

move from be-

ing product fo-

cused to becom-

ing customer

focused? The

critical differ-

ence is between

data and in-

sights. We may

sometimes have

an overload of data but a

d ef ic i t o f ins ight s .

Knowledge of the customer

and insights derived from

that knowledge can never

be substituted by business

intelligence tools, however

sophisticated. In-depth

understanding of custom-

ers can only happen from

increased face-to-face in-

teraction requiring human

intervention. Technology

therefore, will augment the

sales force effort and not

substitute it.

»Yet, why is technology

adoption so poor in the

Indian pharmaceutical in-

dustry? Most business

practices that have been

adopted in India have al-

ready been tried and tested

in the West. Does this

make India a wait-and-

watch market? Should

iPads be used as detailing

tools in India just because

reps in the West use them?

The point here is that tech-

nology should be used only

if it makes sense. There is

little to gain if we tweak

existing and time-tested

processes that continue to

deliver results, just for the

heck of it. Technology is

simply an enabler, not a

means in itself. Ask your-

self how long the novelty of

detailing with an iPad will

last if the content remained

stale. Now ask yourself how

easy it is to quickly update

the latest clinical data on

iPads of the sales force us-

ing technology.

»The focus lay too much on

discussing the adoption of

technology rather than on

what new processes would

evolve from path-breaking

technology. Despite India

being the capital of chronic

diseases (CVD, diabetes,

smoking) there was little or

no discussion on how health

leaders will become agile

caretakers of interdependent

networks that grow smarter

as they get to know and sup-

port individual patients.

»The pharmaceutical indus-

try can explore robust value

creation and revenue gener-

ating opportunities in areas

that will help prevent onset

of chronic diseases

or assist chronically

ill patients manage

their disease in cost

efficient ways.

What is happening

to healthcare is no

different from oth-

er industries—the

power of the indi-

vidual is increas-

ingly influencing how

healthcare is directed and

delivered, enabled by the

technological and the virtual

world we live in. This is by

no means a Western phe-

nomenon. This is the future

of the pharmaceutical indus-

try in India:

The Pharma Future. ▌

Indian Pharma – The Future is Here. THE CRITICAL DIFFERENCE IS BETWEEN

DATA AND IN-

SIGHTS. WE MAY SOME-

TIMES HAVE AN OVERLOAD OF DATA BUT A DEFICIT OF

INSIGHTS. KNOWLEDGE

OF THE CUSTOMER REQUIRES FACE-TO-

FACE INTER-

ACTION. TECHNOLOGY THEREFORE,

WILL AUG-

MENT THE SALES FORCE EFFORT AND NOT SUBSTI-

TUTE IT.

What is happening to healthcare is no

different from other industries—the

power of the individual is increasingly

influencing how healthcare is directed

and delivered, enabled by the techno-

logical and the virtual world we live in.

Salil Kallianpur

is Marketing

Manager at

Medtronic. He

is an influential

healthcare blogger at

s a l i l k a l l i a n p u r @ w o r d

press.com 7

MedicinMan Vol.1. Iss.4. MedicinMan Vol.1. Iss.4.

Featured Thought Leader

I sit today on the

banks of river Rhine

in the German city of

Dusseldorf, a tad ex-

hausted after three

hectic but satisfying

days as a Speaker and

Panelist at the Commercial

Excellence and SFE semi-

nar.

Today was a high point in

my career when, after my

session on ―Co-creation of

Value in Partnership with

the Customer‖, Dr. Lean-

dra Herrero, well-known

Change Management Guru

and Renowned Author

commented, ―Very insight-

ful presentation: Co-

creation of value is a noble

goal.‖

As I sip my coffee at this

cozy café in this beautiful

city, my thoughts travel

back to the small tea stall

in Palajori (a village in the

tribal belts of eastern In-

dia) where I would go reg-

ularly for my doctor calls

twenty years ago.

Invariably, by the time I

would finish my call, the

only public transport avail-

able would have left. Thus,

going back to the Head-

quarters was out of ques-

tion, proper food and water

a distant dream because

there was no concept of a

hotel in places like Palajori.

Success Story: Palajori to Dusseldorf by Amlesh Ranjan

Palajori was important

though, because our classic

brands of Hoechst were

selling well. Over time, I

grew very fond of the tea

and samosas of Rohini tea

stall and always managed

to hitch-hike till the high-

way on the bicycle of the

local chemist to make my

way back to town.

Becoming a Medical Repre-

sentative was not an easy

decision for the son of a

Doctor, when all expected

you also to either follow his

footsteps or better still, be-

come a Civil Servant or a

Bank Probationary Officer.

My family members at my

home town, Nawada, were

actually upset with my de-

cision!

My father was supportive

though, because I had got a

break in a great company,

Hoechst. But he also hoped

that I would change my

mind in a few months.

One more person was hap-

py, our town‘s first MBA,

who was pleasantly sur-

prised at my selection.

Definitely, there was, and

is, something unique about

the Medical Representative

profession—You are part of

a evolved sales & marketing

team which does scientific

selling and the key custom-

ers are doctors who are

revered in the society.

You are on the move and

largely on your own as

your manager can be with

you for only 2-3 days in a

month. You are among the

very few whose day-to-day

work can actually make a

difference to the health of

the country and its people.

I started as an MR in 1988,

working mostly at Patna. I

had the privilege of work-

ing with very supportive

seniors, most of whom

were ‗legends‘ in the phar-

ma circle. Therefore, I

learnt a lot at the very be-

ginning of my career.

West Bengal, in 1996, was

my first area as a First Line

Manager. Very soon, the

realization dawned that

Area Management is a

complex and critical func-

tion in Pharma and possi-

bly a primer for General

Management.

West-Bengal was followed

by a year at Orissa and

then five very successful

years in Andhra Pradesh.

In three years at Vizag, we

had managed to create the

No.1 team in the country.

The Hyderabad stint gave

me the experience of es-

tablishing a concept from

pre-marketing to launch to

development.

―BECOMING A

MEDICAL

REPRESENTA-

TIVE WAS NOT

AN EASY DECI-

SION FOR THE

SON OF A

DOCTOR...

MY FAMILY

MEMBERS AT

MY HOME

TOWN, NAWA-

DA, WERE AC-

TUALLY UPSET

WITH MY

DECISION!‖

Amlesh Ranjan

8

MedicinMan Vol.1. Iss.4.

―THE VALUE

YOU ADD,

COMES FROM

THE VALUES,

YOU HOLD‖

~

(1) Stick to Ethics and

stay with Basics

(2) Keep Learning and

help Develop

(3) Innovation, the key

imperative

(4) Excellence, the on-

ly way

(5) Get going, NOW!‖

―My growth and devel-

opment did follow a

certain path. Sharing

my Success Mantra :

The turning point in my

career was when I entered

Corporate Head Quarters,

Mumbai, as Team Head,

Operational Effectiveness

in 2005 and had the op-

portunity to work under a

Great Leader from whom I

learnt the art of finding

simple solutions to com-

plex problems. I then

moved into ‗Sales Force

Effectiveness and Analyt-

ics‘ and was part of the

Business Excellence team

headed by an amazing

Strategist.

In this period, I had the

privilege of having seniors,

peers and team members,

who were consistently re-

defining the concepts and

re-stretching boundaries.

This helped me develop an

ability to be strategic in my

thinking, and inculcated in

me the courage to chal-

lenge the status quo.

In 2007 October, I was

further elevated to the po-

sition of an Associate

Director. My last two years

have been in Public & Pri-

vate Healthcare Marketing

& Operations. This posi-

tion has given me the op-

portunity to work under

two members of the Sanofi

Senior Management. They

have helped me gain an

understanding of the

Healthcare systems and

p o l i c i e s i n I n d i a .

Healthcare delivery will be

a critical sector for Phar-

ma‘s future aspirations in

India. It is a very dynamic

domain, with lots happen-

ing at an amazing pace.

Health systems & Hospitals

offer tremendous opportu-

nities in Market Access,

Disease Management &

Key Account Marketing &

Partnership development.

For my success, I am grate-

ful to my organization.

Hoechst, HMR, Aventis,

Sanofi-aventis and now

Sanofi. My organization,

has an uncompromising

approach towards Values

and emphasis on Learning

& Development.

Despite being in the field, I

built my conceptual under-

standing by doing courses

on Business Management

and Pharma Marketing.

This combined with my

rich contextual experience,

helped me transition from

an Operational to a Strate-

gic position.

Pharma is a great domain

to be in and a Medical Rep

or Scientific Sales Execu-

tive is a good way to start

one‘s career. While the MR

position offers a great op-

portunity to develop cus-

tomer and communication

orientation, Area Manager

position lays the founda-

tion for General Manage-

m e n t a b i l i t i e s .

The industry is full of suc-

cess stories of people rising

from the frontline sales

roles to organization level

leadership roles. It will be

great to see more and more

bright youngsters join the

industry as Pharma truly

deserves the best talent.

It has been a satisfying

journey for me and my

sincere gratitude to all who

kept supporting me. The

backbone of my being has

been my wife and my two

kids. My success can be

attributed to my consistent

desire to ‗add Value‘ by

excelling at every responsi-

bility assigned.

Nothing deterred me from

taking the task ‗head on‘,

whatever the job or the

project. This coupled with

an insatiable appetite for

learning, helped me opti-

mize the opportunities that

came my way and also

gave me the strength and

wisdom to cope with chal-

lenges and adversity.

But above all, it has been

my unwavering adherence

to values that has helped

me reach this position be-

cause all along I have been

a firm believer that, ‗The

Value you add, comes from

the Values, you hold‘. ▌

Amlesh Ranjan is Assoc. Direc-tor at Sanofi. Send feedback to: amlesh.ranjan@sanofi.com amleshranjan@gmail.com 9

Success Story: Palajori to Dusseldorf by Amlesh Ranjan

MedicinMan Vol.1. Iss.4. MedicinMan Vol.1. Iss.4.

Featured Thought Leader

Amlesh speaking at the Eyefor Pharma event in Germany

LinkedinSight

MedicinMan Vol.1. Iss.4.

10

II. Profitability

(a) Gross Profit Target of Rs. Mn. and GP Margin of %

to Sales

(b) Expenses at or under Rs. Mn and at % to Sales

(c) Regional Contribution target of Rs. Mn a Contrib.

Margin of % to Sales

III. Productivity

(a) Average Total Productivity Increase of %

(b) Promoted Products Productivity Increase of %

(c) SLSM will move from Quadrant to Quadrant

(d) Movement from Quadrant 1* FLSMs: Reps:

(e) Movement from Quadrant 2* FLSMs: Reps:

(f) Movement from Quadrant 3* FLSMs: Reps:

*The 3 quadrants pertain to the 3 Pillars- Results/ Activi-

ties/ Leadership Behaviors at each level in the hierarchy.

IV. Rx Objectives

(a) Total Rx Volume Increase

(b) Promoted Products Rx Increase

(c) Avg. Total Rx Value Increase

(d) Avg. Promoted Products Rx Value Increase

V. Regional management

(a) No Bad Debts in The Region

VI. Field Force Metrics

(a) % Reps on target

(b) % FLSM‘s on Target

(c) Sales Calls per Day Average

(d) % Customer Reach vs. Target

(e) % Customer Coverage Frequency vs. target

(f) % SLSM time on the field

(g) % FLSM time on the field

(h) % Rep time out of the field

Q. What are the 3 most important KRAs for second line managers in Healthcare?

A. The three important KRAs for second line Sales Staff in Health Care are:

1) Managers must at least once develop first hand con-

tact / coverage by Drs., Healthcare Facilities, Newer

emerging HC trends / Facilities in his / her territory.

Periodic, Personal contact with key referring Doctors/

institutions as per his/her schedule calendar.

2) Periodic Mapping of Parent Hospital's Clinical Program Marketing share vis-à-vis main competitors in terms of

revenues / volumes, Addition / Deletion of new Consultants, Addition / Deletion of technology and Addition /

Deletion of additional space plus major partnerships and alliances.

3) Performance appraisal with respect to variance in business compared to target per clinical program assigned to

Sales Manager by Dr., Areas, Corporate business, addition of new channel partners etc.

Q. What are the Most Important KRAs for Second-line Managers in Pharma?

I. Sales

(a) Total Sales of Rs. Mn. and a growth of % over previ-

ous year

(b) Promoted Sales of Rs. Mn. and a growth of % over

previous year

(c) Mkt Sh% growth for the Total Region from % to %

(d) Mkt Sh% growth on Priority portfolio (Regional)

from % to %

(e) Volume growth of % over previous year

(f) New Product launches with Sales of Mn. in Year of

Launch

Business Insight for Second-line Managers

Insight shared by Keith Pinto on Linkedin Group Pharma Trainers Forum. Keith Pinto is Sr. GM—Training and Management Development at GSK.

Insight shared by Dr. Dev Taneja on Linkedin group Indian Healthcare Industry. Dr. Taneja is VP - Planning, Systems and Strategy at Seven Hills Hospital, Mumbai

Join MedicinMan on Linkedin here: http://linkd.in/Join MedicinMan on Linkedin here: http://linkd.in/medicinman

How Front-line Managers as Talent Scouts can Reduce the Impact of Attrition

NO FIRE? DON’T HIRE ! Vision of the Organiza-

tion – If you want to lead,

pay like a leader to attract

the best talent. Mediocre

companies attract mediocre

people.

Goal of the Organization

– Organizations focusing on

short term goals never both-

er about reducing attrition

and creating talent pool.

Investment in People –

How much will you invest on

people development is im-

portant as people stay on in

―learning organizations‖.

Interview Process - Every

Manager has to be ready for

attrition. Front-line Manager

must be a talent scout and

have number of potential

candidates in mind in case of

vacancy. He should scout for

potential candidates while

working in the field. Vacan-

cies in high potential territo-

ries should be carefully filled

with right candidates. Wrong

selection will do more harm

than good.

The following are 5 Steps

to ensure ‗Right Fit‘:

Step 1: Physical Appearance

– Person should be physical-

ly fit and presentable in ap-

pearance with good attire

sense and enthusiasm as

MR‘s job involves lot of leg

work and meeting highly

qualified people.

Step 2: Family Background

is very important as a person

with needy background will

be hardworking and more

stable.

Step 3: India is made up of

small towns. Here reading

English is more important

than fluency in spoken Eng-

lish. Fluency in Regional lan-

guage is also important. To

Sell You have to Spell, Pro-

nunciation part plays im-

portant part in Detailing.

Therefore reading text of

Visual Aid should be integral

part of Interview.

Step 4: Education Back-

ground – Pharma Selling

involves scientific communi-

cations. So preference

should be given to Pharmacy

and Science graduates.

Street-smart Arts and Com-

merce graduates with right

attitude, skill and enthusi-

asm also perform well.

Step 5: Using NDA formula

for final selection:

Need+Desire+Attitude.

(NDA) formula should be

used for final selection as

skills can be developed by

training. People with need,

desire to succeed and right

attitude will work better and

work for a longer time.

Post Hiring Actions -

After Training and Induc-

tion, Feedback and Perfor-

mance Appraisal are im-

portant to develop and retain

good performers. Regular

and specific feedback is very

essential to develop new MR.

Scouting, recognizing and

nurturing a talent pool to

meet the future needs by

FLMs will help reduce the

impact of Attrition. ▌

Attrition! Attrition! At-

trition! People every-

where are blaming attri-

tion for nonperfor-

mance. Attrition is prevalent

across industries including top

organizations like Infosys.

Pharmaceutical Industry, espe-

cially Sales and Marketing

have been hit badly. Career

oriented people are being of-

fered choices by other indus-

tries like IT, Real Estate, Hos-

pitality, Banking and Retailing.

We must accept the fact that

attrition is the order of the day

and it is not likely to reduce in

future. We can only reduce the

impact of it by applying right

HR policies in the organiza-

tion. However Front-line Man-

agers can also minimize the

impact of Attrition through

Right Selection, Recruitment

and Interview Process to en-

sure ―Right Fit‖. Three im-

portant aspects must be con-

sidered while making recruit-

ment policies:

MedicinMan Vol.1. Iss.4. MedicinMan Vol.1. Iss.4.

William Fernandes

Sr. Training Manager

Blue Cross Labs

The 7 Deadly Sins of Recruitment -Performia Australia

Making the job ad

too good to be

true.

Focusing on

education,

―experience‖ and

other wastes of

time.

Listening, but not

looking.

Let‘s find some-

one just like me!

Making personali-

ty a priority.

Not reference

checking.

Losing the right

candidate by not

acting fast

enough.

Taken from Performia

Austrailia. Read more here

11

Are You

Selling

Drugs or

Creating

Healthcare

Co’s ?

No one knows more

about a disease than

pharma companies

with all their re-

searchers in the bio-

chemical, clinical

and therapeutic field.

But research & devel-

opment brains ap-

pear not be linked to

marketing & sales

people. In many cases

they do not even know each

other. The transfer of the

vast know-how available

inside the industry is not

leveraged to create value to

those who deal with these

problems in their clinics or

hospitals.

What if pharma started

shaping their markets in-

stead of complaining and

what if pharma would de-

liver improved quality of

life to those affected, in-

stead of selling

drugs? The ―history

of pharma‖ has seen

many changes in

company cultures,

restrictive laws and

regulations imposed,

changes of approach

and style, but one

thing has remained

unchanged even in

2011: it still is about

―selling drugs‖. Whereas

many other industries offer

something different today:

the car industry provides

mobility, fashion industry

offers desirability etc.

Despite the fact that many

companies claim to be

healthcare companies,

their contribution is per-

ceived as nothing but

providing (undoubtedly

helpful!) drugs. While so-

cial and market dynamics

are driving paradigm

changes, pharma is yet to

respond. Many companies

in many countries are still

in drug selling mode.

Therefore doctors close

their doors and reps are

confronted with rejection.

The poor reputation of

pharma is worsening, not

even patients trust pharma

and still: playing a more

active role in healthcare

appears far away for many

companies.

Here it might be very help-

ful to create a picture of

―playing an active role in

healthcare‖ to highlight

what this could mean: Im-

agine a population in Afri-

ca, suffering from the

plague of the 21st century:

HIV. There are a number of

companies who not only

know literally everything

about HIV but as well have

remedies to treat it. Imag-

ine that companies having

synergistic drugs would

join forces and resources

and agree with govern-

ments to train physicians,

nurses and teachers and

deploy their joint forces

into many small HIV-

clinics across such plagued

geographies and help to

prevent, assist in educating

the population and treat

those affected. Of course

this approach will create

revenue for the company,

paid by governments or

even the WHO. In this

case, a pharma company

would deliver support to

those infected, assist the

country or government to

cure one big reason of pov-

erty and the lack of per-

spective for a more pros-

MedicinMan Vol.1. Iss.4.

How Top Management can Help Medical Reps Overcome Rejection perous future. They would

play and active role in

healthcare.

There are the examples,

like Janssen-Cilag (J&J)

having set up an integrated

project to better detect and

support the treatment of

schizophrenia in the north

of Germany. They share

their knowledge, being sub-

ject matter experts on the

disease and are getting ac-

tively involved in

healthcare. They do this

through a fully independent

service company, but at

least they do it.

Where are the other

experts? They call

themselves research

based companies; know

literally everything

about the specific dis-

ease they are research-

ing. They carry neces-

sary insights and still

do not really share the-

se competencies with

those affected. Be it

physicians not having

enough time during

consultation or be it

patients with a real

need for information and

assistance. Pharmaceutical

companies not only have all

knowledge, but they also

have the economic power

and a number of other pre-

requisites, for example pro-

fessional project manage-

ment skills. Many of them

are striving to improve the

sales model, too few are

thinking about the business

model of the future. If their

understanding of Key Ac-

count Management would

be the same as in other in-

dustries, they will start to

offer solutions and no long-

er drugs. ▌

12

Hanno Wolfram is MD

at Innov8 GmbH and Co-

Founder at Pharmainstitut

Contact him at :

hanno@innov8.de

Business Insight from Germany

MANY COMPANIES

ARE STILL IN

DRUG SELLING

MODE. THERE-

FORE DOCTORS

CLOSE THEIR

DOORS AND REPS

ARE CONFRONTED

WITH REJECTION.

Business Insight from Germany

Co‘s like Wyeth and Sanofi Pasteur have, in collaboration with WHO and others, contributed significantly to polio immunization globally. –Ed

MedicinMan Vol.1. Iss.4.

Induction: Opportunity to Learn by Seeing

All Companies, in-

cluding MNCs, face

shortage of field

sales people and

are unable to have

full complement of

their planned field

strength at any giv-

en time.

Front-line Managers

should play an active role

in filling up vacancies and

ensure that new candidates

are inducted properly.

If 30% of sanctioned

strength remains va-

cant on an average, and

the per month sales

turnover is Rs.10

crores with the full

complement of field

force, then such com-

panies tend to lose Rs.3

crores per month.

This loss of revenue puts

undue pressure on other

team members leading to

further attrition and in-

creased pressure. Such is

the enormity of the situa-

tion posed by unfilled va-

cancies.

To break this cycle of attri-

tion—pressure—attrition,

Front-line Managers must

ensure that the induction

of new candidates is happy

and satisfying by making

it an opportunity to

learn by seeing.

Front-line Managers must

demonstrate field sales ac-

tivities clearly, so that new

candidates understand

their job well and are able

to perform and succeed in

their job. It is very im-

portant to put new MRs on

the right track to ensure

that they perform well and

get the much needed confi-

dence in their abilities.

First impressions are the

best impressions and the

induction process tends to

make or break new candi-

dates. The induction pro-

cess must be made into a

pleasant experience, which

should create trust in the

company and put the new

candidate at ease within

the team.

The confidence developed

during induction holds the

key to future performance.

Hence Front-line Man-

agers must be specially

trained for this task

through Management

Development Pro-

grams. MDPs must re-

inforce the importance

of induction through

activities and experien-

tial learning. Front-line

Managers must have

clear understanding of

situational leadership

so that they can direct,

coach, support and del-

egate depending on the

skill level of the new

team members.

Induction must be a two-

way engagement process,

where Front-line Managers

must demonstrate active &

empathetic listening skills

to understand and

appreciate the new candi-

dates‘ strength and identify

areas for improvement.

Front-line Managers must

make the first day of the

new candidate a happy oc-

casion by 1. paying atten-

tion to small details like

giving business cards on

the day of joining. 2. Mak-

ing a fully engaged team

member to share his induc-

tion experience and assure

the new candidate of full

support to create a sense of

belonging.

This sense of belonging will

ensure that the new candi-

date will share his concerns

openly. Any disregard to

their genuine concerns,

will end up driving them to

some other company.

Once a new candidate is

inducted properly the

Front-line Manager also

gains confidence in his

leadership capability and

this feel-good factor is key

to motivating MRs to per-

form to their fullest poten-

tial. ▌

MedicinMan Vol.1. Iss.4.

―INDUCTION MUST

BE MADE A HAPPY

OCCASION BY PAY-

ING ATTENTION TO

SMALL DETAILS LIKE

PROVIDING

BUSINESS CARDS

ON THE FIRST DAY

OF WORK.‖

V. Srinivasan

has a rich expe-

rience in HR

and Sales Ad-

ministration in

Pharma Companies, with

over 200 published articles

to his credit in India and

abroad. He can be contact-

ed at shridhar1956@ re-

diffmail.com,

13

How do we ensure that

MRs are able to achieve

enhanced relationship as

well as prescription loyalty

with doctors?

How can we empower MRs

to work in these challeng-

ing times? We empower

them by making them

emotionally intelligent.

What is emotional intelli-

gence? By definition, Emo-

tional Intelligence (EI) is

the capacity for effectively

recognizing and managing

our own emotions and

those of others.

According to Daniel

Goleman, EI has 5 basic

principles necessary to be-

come a leader. They are self

awareness, self regulation,

self motivation, (the ability

to recognize your emotions

and to understand what

they are telling you), empa-

thy and nurturing relation-

ships (realize how emo-

tions affect people around

you. When you understand

how they feel, this allows

you to manage relation-

ships more effectively) – all

necessary ingredients to

engage customers and

maintain their loyalty.

According to Deepak Cho-

pra, ―When people are

emotionally bonded to you,

they want to have contact

with you. They want to be

of service and share in your

vision. Deep motivation

then develops. True, lasting

loyalties are formed.‖ MRs

who have a high level of

Emotional Intelligence can

foster better relationships.

As more and more people

accept that emotional intel-

ligence is just as important

to professional success, as

technical ability, organiza-

tions are increasingly hir-

ing sales personnel based

on their emotional intelli-

gence. This is because stud-

ies have revealed that emo-

tional intelligence is twice

as important in contrib-

uting to excellence as intel-

lect alone.

Thus to really succeed,

MRs must develop and ap-

ply their relational skills to

help them connect with

doctors, recognize doctor

wants and needs, and build

strong lasting relation-

ships. A representative who

can respond appropriately

to the doctor‘s emotions

can have a positive influ-

ence on doctor satisfaction

and prescription genera-

tion. In fact emotionally

intelligent people are

known to produce better

sales and higher productiv-

ity.

Eventually they can emerge

as stronger leaders and

better decision makers and

hence move to the next

level in their career. Emo-

tional Intelligence can thus

be a key to success in life

especially in your career. ▌

The greatest wealth one

can have in life is good

health….and we in the

pharmaceutical industry

are the ones who provide

not only medicines but

healthcare solutions to the

population through the

doctors.

Medical Reps are the in-

credible force who work,

come rain, shine or thun-

der to make the world a

healthier place. Despite the

paradigm shift in commu-

nication, the value of face

to face communication and

interaction of Medical Reps

with the doctors continues

to be of utmost significance

in our industry. However,

today the number of MRs

has risen so much that it

has placed a burden on the

doctor‘s time.

In such a scenario, how do

we make our MRs stand

out and make a mark? How

do we ensure that our MRs

go beyond technical skills

and skills such as getting

appointments, detailing,

and getting prescriptions?

Emotional Intelligence - Insight for Beginners

MRs must learn to use Emotions powerfully; like the Airtel ad where a grandson returns home & makes his father to re-connect with grandfather after years of separation. —Ed.

MedicinMan Vol.1. Iss.4.

AS MORE AND

MORE PEOPLE

ACCEPT THAT

EMOTIONAL

INTELLIGENCE

IS JUST AS

IMPORTANT TO

PROFESSIONAL

SUCCESS AS

TECHNICAL ABIL-

ITY, ORGANIZA-

TIONS ARE

INCREASINGLY

HIRING SALES

PERSONNEL

BASED ON THEIR

EMOTIONAL

INTELLIGENCE.

Vijaya Shetty is a senior

consultant with Identity

Business Solutions Hub.

She has 15 years work ex-

perience in the Pharma

Industry . 14

MedicinMan Vol.1. Iss.4.

Career Development Resources for Medical

Reps and Front-line Managers

Rs. 599/-

Rs. 799/-

To place your orders or find out more about Career Development Programs :

E: anupsoans@medicinman.net

M: +91 934 2232 949

“SuperVision for the SuperWiser Manager is a must for front-line managers of every pharma company. It is tailor-made to transform Medical Reps to leadership positions.” Akshya Mahapatra, Head–Sales and Marketing, Glenmark Pharmaceuticals

“If you are willing to read HardKnocks for the GreenHorn, it means you are willing to do whatever it takes to build your career.” - K. Hariram, Managing Director, Galderma

The position of Medical

Rep offers the maxi-

mum opportunities for

career development for

those who are willing

and determined; even

though field sales profes-

sionals enter Pharma in-

dustry by chance rather

than choice. This is not

bad in itself. Many im-

portant decisions about our

life have been made for us

and we did not have any

choice in deciding key is-

sues like who our parents

were, what name we would

carry, the place of our

birth, the color of our skin

and so many other things

about which we wish we

had a choice.

Many people even change

their names because they

are embarrassed with their

names like ‗Chironji Lal

Khosla‗ in the movie

―Khosla Ka Ghosla‖. Mov-

ies are great entertainers as

well as teachers, provided

we are willing to reflect on

the message and learn.

Movies like ―Titanic‖ are

great because they speak

about challenges and

choices that all of us have

to face and overcome in

career and life. In the

Career Development – Chance or Choice? movie ―Titanic‖, Leonardi

Di Caprio, says that life is

like a game of cards, you

cannot choose which cards

are dealt to you. But you

can choose how well you

will play the game with the

cards you have. In the

same way you may have

become an MR by chance,

but you need not leave your

career development to

chance. In the past three

issues of MedicinMan,

we have featured MRs

who entered the pro-

fession by chance but

made it a choice to ex-

cel in their work. Every-

one can learn a lot from

these role models of how to

turn chance into choice. ▌

MedicinMan Vol.1. Iss.4.

Chironji Lal Khosla (first from left), often felt helpless about his place in life and society; this attitude changes dramatically over the course of the movie.

EXECUTIVE TEAM

EDITOR

Anup Soans

EXECUTIVE EDITOR

Joshua Soans

COO

Arvind Nair

ADVISORY BOARD

Prof. Vivek Hattangadi

Jolly Mathews

EDITORIAL BOARD

Shashin Bodawala

Salil Kallianpur

Dr. Shalini Ratan

Prabhakar Shetty

CONSULTANTS

Amit Shekhar

To receive the latest issue

of MedicinMan every

month in your mailbox,

visit www.medicinman.net

and enter your email ID in

the ―Subscribe to

MedicinMan‖ widget below

the latest issue.

Send your queries, comments

and feedback to:

E: anupsoans@medicinman.net

M: +91 934 2232 949

E: arvindnair@medicinman.net

M: +91 987 020 1422

MedicinMan congratulates its Editorial Board member Salil Kalli-

anpur for being nominated by John Mack on his list of Pharma

Twitter Pioneers. Salil is ranked 21 out of 92 on Klout score

http://bit.ly/rbXCYY). Follow Salil on Twitter: http://bit.ly/salilk

Our Editors Have Klout !

Linkedin Poll: Which Issue is Most Detrimental to

Success in Today’s Workplace?

Vardarajan S is GM

- Strategy Mgt & Ops

Excellence at Merck.

He began his career as

a Medical Rep with

Searle and has a very

distinguished career and varied

track record with Upjohn, Rhone

Poulenc, Pfizer and Novo

Nordisk. Vardarajan‘s stint with

IMS has given him a deep insight

into healthcare industry.

ten book that seeks to put the

Patient First.

According to Dr, Shalini Ratan,

another pioneer in putting pa-

tients first, It is estimated that

over 70% patients leave the

doctor‘s cabin without fully

understanding the treatment

leading to poor compliance.

Pharma companies would do

well to widely circulate Using

Information Therapy to

Put Patients First instead of

using devious ways of increas-

ing prescriptions. Informed

patient is a compliant patient.

Using Information Thera-

py to Put Patients First is a

must read for all pharma sales

and marketing professionals to

gain insight and develop empa-

thy for patients leading to bet-

ter quality interaction with

doctors. This is one Diwali gift

that will light up the world of

patient education with bright-

ness that it rightly deserves. ▌

In an era when the focus is

shifting to delighting the Pa-

tient, it is surprising that there

are not many handy resources

to understand patient aspira-

tions and bridge the vital gap.

Dr. Anirudha Malpani and his

editor Rohan Pasricha have

done a brilliant job in bridging

this gap with their well writ-

Book Review: Using Information

Therapy to Put Patients First

Value Additions to

Our Editorial Board

Dr. Mandar Kubal

M.D is a Fellow of In-

fectious Diseases Soci-

ety of India and Amer-

ican College of Chest

Physicians. He is the Chief of In-

fectious Diseases at several hospi-

tals in Mumbai and is attached to

renowned hospitals including

Fortis. Dr. Kubal enjoys interact-

ing with Medical Reps has done

interesting surveys on various

aspects of a Medical Reps work.

Published and Printed for MedicinMan by Joshua Soans at 22 North Road, Cooke Town, Bangalore—84