MedicinMan November 2011 Issue

1. A BroadSpektrum Healthcare Business Media’s Corporate Social Responsibility Initiative
MedicinMan
~ FIELD FORCE E XCE L LE N CE ~
TM
PHARMA | MEDICAL DE VICES | DIAGNOSTICS | SURGICALS
Vol. 1 Issue 4 www.medicinman.net November 2011
Editorial
Employee is the New Customer
Are your employees engaged, not engaged or disengaged?
INSIDE MEDICINMAN
According to Gallup‘s necessary to keep their negatively and Engage-
recent global survey on jobs. And 27% are actively
EDITOR‘S PICK
ment leads to better Cus-
Employee Engagement disengaged, indicating tomer Satisfaction, Higher
SUCCESS STORY
and Wellbeing, only 11% they view their jobs nega- Productivity and Greater
of workers are engaged. In tively and may spread that Profitability. It is time
other words, only one in negativity to co-workers. that managers at all levels 8
nine employees are emo- The findings are based on develop metrics to meas-
tionally connected to their an unprecedented study ure the engagement levels
workplaces and feel they of engagement involving of their co-workers and AMLESH RANJAN‘S FASCI-
NATING RISE FROM MR TO
have the resources and 47,000 employees in 120 map these to desired out- ASSOC. DIRECTOR POWERED
support they need to suc- countries. As the Employ- comes and work towards BY EXCELLENCE AND VALUES.
ceed. The majority of ee Engagement Meta building a more engaged
HOT ON LINKEDIN: IS
workers, 62%, are not en- Analysis Outcomes show, Field Force rather than
PHARMA TOO STEEPED IN
gaged — that is, they are Disengagement impacts just managing attrition. TRADITIONS TO ATTRACT 3
emotionally detached and everything from Absen- Read full report on: GEN-Y?
are likely to do just what is teeism to Safety to Quality http://bit.ly/gallups12 . ▌
HBR STUDY REVIEW:
THE 7 TRAITS OF GREAT 4
SALESPEOPLE
INDIAN PHARMA - THE
FUTURE IS HERE: REPORT
ON THE PHARMA FUTURE 6
KNOWLEDGE CONCLAVE.
SALIL KALLIANPUR
NO FIRE? DON‘T HIRE!
WILLIAM FERNANDEZ 11
ARE YOU SELLING DRUGS
OR CREATING
HEALTHCARE COMPANIES? 12
HANNO WOLFRAM
INDUCTION: OPPORTUNITY
TO LEARN BY SEEING 13
MedicinMan wishes all its readers Success and V. SRINIVASAN
EMOTIONAL INTELLI-
Happiness—both Personal and Professional GENCE - INSIGHT FOR BE-
14
this Festive Season ! GINNERS
VIJAYA SHETTY

2. Attention Medical Reps and Front-line Managers !
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3. MedicinMan Vol.1. Iss.4.
Is Indian Pharma too Steeped in
Hot on Linked Past Tradition to Attract Gen Y?
Gen Y, while talented, is also irreverent of traditions like addressing
As seen on Indian Pharma Connection seniors as 'Sir'. What changes will Indian Pharma need to undergo?
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
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
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
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
Note: Comments have been paraphrased. Click on the commenters‘ name to see Linkedin Profile
Visit Indian Pharma Connection on Linkedin for more such insightful discussions. 3
Join MedicinMan on Linkedin: http://linkd.in/medicinman

4. HBR Study Review Article MedicinMan Vol.1. Iss.4.
WHAT MAKES GREAT SALESPEOPLE?
Indian Pharma generally selects sales- This should be very encouraging for salespeo-
people like they select any other professional ple who are considered Introverts but who
– on the basis of qualification and experience. have other traits like Conscientiousness,
Achievement Orienta-
Now an excel-
lent, must-read
Surprisingly, traits like tion, Curiosity and Lack
of Discouragement.
article by Steve Modesty and Lack of
Martin of the While ‗naturals‘ will
Gregariousness feature as have a head-start, most
Harvard Busi-
ness Review, traits of Top Salespeople. of the Personality Traits
like Achievement Orien-
talks about 7
tation, Lack of Discouragement, Lack of Self
Personality Traits of Top Salespeople.
Consciousness and Curiosity can be cultivated
Surprisingly, traits like Modesty and Lack of through self-awareness and self-development,
Gregariousness (not ‗loud‘ or too friendly) feedback and coaching to create a culture of
feature as prominent traits of top salespeople. top performance.
PERSONALITY TRAITS 1.Modesty. 2.Conscientiousness.
OF TOP SALESPEOPLE
3.Achievement Orientation.
4.Curiosity. 6.Not Easily Discouraged.
Professional Growth Special
5.Lack of Gregariousness. 7.No Self-Consciousness.
1.MODESTY: No inflated ego; propriety in dress, speech and 5.(Not) GREGARIOUS: Someone with ―loud‖ personality. Tends
The Seven Personality Traits of Great Salesmen
conduct. Does not take a know-it-all approach with to be pushy and aggressive in approach. The old sales para-
Drs. Shows consideration for Dr‘s. personal space. digm emphasized a ―push‖ approach to selling—selling by
overwhelming. The new paradigm demands that the
2.CONSCIENTIOUS: ethical, honest, just, morals, principled. MR pay close attention to the needs of the Dr. and
Gives 100% to the job at hand. Believes in ethical his patients and deliver value in a calm, business-
selling to Drs. Seeks to do all that is required of like manner.
him/her, and to do it well.
6.Not Easily Discouraged: Not easily put down by failure or re-
jection. Has his emotions firmly under control and looks for
3.ACHIEVEMENT ORIENTATION: Has a ―can-do‖ attitude and the
opportunity in failure. MR is willing to persist with dif-
will to get the job done regardless of circumstance. Takes
ficult (or rude) customers. He is not discouraged by
pride in meeting Company objectives and targets.
negativity from colleagues and seniors.
Is willing to go the extra mile if required.
4.CURIOSITY: desire to know; interest in others' concerns 7.No Self-Consciousness: A self-conscious person is ill-at-ease
leading to inquiry and discovery. Loves prospecting for with himself and others. Lack of Self-Consciousness
new leads. Has a desire to learn more about the comes from a healthy image of oneself. Even if one
market and master the science behind the art of has a shy personality, with practice, one can ensure
selling. that this is not a disadvantage.
Editor‘s Note: Career development begins with awareness and progresses to self development, when an individual takes
4 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

5. 3 FACTORS IMPACT MR – DOCTOR INTERACTION IN THE CURRENT MARKET SCENARIO
1. SCARCITY OF ATTENTION !
2. SCARCITY OF TIME !
3. SCARCITY OF INTEREST ! ENHANCING PHARMA-DOCTOR-PATIENT ENGAGEMENT
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.
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6. MedicinMan Vol.1. Iss.4.
Indian Pharma – The Future is Here.
Highlights of the present as
nothing
with the same doctors? This
means a sharp reduction in
Pharma Future much had
changed in
access to doctors as they
restrict the number of days
Knowledge Conclave two dec-
ades. The
to see MRs and the number
of MRs seen on those days.
at the FOUR SEASONS pharma-
ceutical
How should pharma react?
Should it adopt technology?
HOTEL, MUMBAI industry in What role will technology
play? Will companies reduce
India is
considered field forces as cost effective
Salil Kallianpur a slow alternatives to technology?
adopter of Will e-detailing and e-
new tech- marketing replace MRs? Not
nology, new quite it seemed. Access to
media and the clinic is limited. Access
– simply put - new ways of to mindshare is not. If com-
ACCESS TO THE The future has al- doing things. panies demonstrate a will-
ingness to work with doctors
CLINIC IS LIMITED. ways bewildered »Emerging markets is a
man. Inability to see the buzzword at global head- to improve patient out-
ACCESS TO MIND- future forced us to learn quarters of every MNC. comes, then doctors are like-
ly to accept companies as
SHARE IS NOT. IF from history. The need to Yet, every ‗new‘ business
know the future has given model looks and feels the partners and not view MRs
COMPANIES rise to an entire industry same - Foray into branded as an infringement on their
time and decision making.
DEMONSTRATE A called Business Intelligence generics; Expand to rural
(BI). For Pharma business markets and Expand sales »Doctors in India seldom
WILLINGNESS TO leaders BI serves as a vital forces to increase reach. practice in groups. Every
WORK WITH DOC- crutch. Hardly anything novel doctor, even when attached
here; except that novelty to private hospitals, is an
TORS TO IMPROVE »The global pharmaceuti- will lie in execution. Phar- independent consultant.
cal industry has billions of
PATIENT OUT- dollars at stake in India. ma Companies, when faced This increases the complexi-
with the same environ- ties of the partnership equa-
COMES, THEN DOC- Analysts estimate the mar-
ment, challenges and op- tion as each doctor has
ket size to be humongous
TORS ARE LIKELY as various ailments threat- portunities chose to react unique needs and require-
en human life with pain, in almost the same way. ments. Can pharma evolve
TO ACCEPT COMPA- The actual execution of to a mass customization
discomfort and death. In-
NIES AS PARTNERS teresting insights emerged these plans will set the men model? If so, how quickly?
at the ―Pharma Future apart from the boys. So, if »From its current focus on
AND NOT VIEW field forces expand and
Knowledge Conclave 2011‖ products and productivity,
MRS AS AN IN- organized by Indegene companies bring in more the transition of the phar-
Lifesystems. Disappoint- generic brands instead of maceutical business model
FRINGEMENT ON novel products, will it not
ingly, most executives be- to one that bundles products
THEIR TIME AND lieved the future would not mean more Medical Reps with services, customizes
discussing more brands
6 DECISION MAKING. be too different from the offerings to each individual

7. MedicinMan Vol.1. Iss.4.
Indian Pharma – The Future is Here.
customer and leverages practices that have been diseases (CVD, diabetes,
technology to reach out to adopted in India have al- smoking) there was little or
THE CRITICAL
many more customers, ready been tried and tested no discussion on how health DIFFERENCE
opens up the need for vast in the West. Does this leaders will become agile
amounts of data. How make India a wait-and- caretakers of interdependent IS BETWEEN
much data is enough? Da- watch market? Should networks that grow smarter DATA AND IN-
ta, sometimes, never seems iPads be used as detailing as they get to know and sup-
enough. Most often data tools in India just because port individual patients. SIGHTS. WE
that gets you to a ―yes-no‖ reps in the West use them? »The pharmaceutical indus-
decision is enough. Can The point here is that tech- try can explore robust value MAY SOME-
executives differentiate nology should be used only creation and revenue gener-
when to ask for more and if it makes sense. There is ating opportunities in areas
TIMES HAVE
when to use what is availa- little to gain if we tweak that will help prevent onset AN OVERLOAD
ble when business models existing and time-tested of chronic diseases
move from be- or assist chronically
OF DATA BUT
ing product fo- What is happening to healthcare is no ill patients manage
cused to becom-
A DEFICIT OF
different from other industries—the their disease in cost
ing customer
power of the individual is increasingly efficient ways. INSIGHTS.
focused? The
critical differ- influencing how healthcare is directed
What is happening
to healthcare is no
KNOWLEDGE
ence is between
data and in-
and delivered, enabled by the techno- different from oth- OF THE
er industries—the
sights. We may logical and the virtual world we live in. power of the indi- CUSTOMER
sometimes have vidual is increas-
an overload of data but a processes that continue to ingly influencing how REQUIRES
deficit of i n s i g h t s . deliver results, just for the healthcare is directed and
Knowledge of the customer heck of it. Technology is delivered, enabled by the
FACE-TO-
and insights derived from simply an enabler, not a technological and the virtual FACE INTER-
that knowledge can never means in itself. Ask your- world we live in. This is by
be substituted by business self how long the novelty of no means a Western phe- ACTION.
intelligence tools, however detailing with an iPad will nomenon. This is the future
sophisticated. In-depth last if the content remained of the pharmaceutical indus-
TECHNOLOGY
understanding of custom- stale. Now ask yourself how try in India: THEREFORE,
ers can only happen from easy it is to quickly update
increased face-to-face in- the latest clinical data on
The Pharma Future. ▌ WILL AUG-
teraction requiring human iPads of the sales force us-
intervention. Technology ing technology.
MENT THE
Salil Kallianpur
therefore, will augment the »The focus lay too much on
is Marketing SALES FORCE
sales force effort and not discussing the adoption of
substitute it. technology rather than on
Manager at
EFFORT AND
Medtronic. He
»Yet, why is technology what new processes would is an influential NOT SUBSTI-
adoption so poor in the evolve from path-breaking healthcare blogger at
Indian pharmaceutical in- technology. Despite India salilkallianpur@word TUTE IT.
dustry? Most business being the capital of chronic press.com
7

8. MedicinMan Vol.1. Iss.4.
Featured Thought Leader
Success Story: Palajori to Dusseldorf by Amlesh Ranjan
I sit today on the Palajori was important You are on the move and
banks of river Rhine though, because our classic largely on your own as
in the German city of brands of Hoechst were your manager can be with
Dusseldorf, a tad ex- selling well. Over time, I you for only 2-3 days in a
grew very fond of the tea month. You are among the
hausted after three
and samosas of Rohini tea very few whose day-to-day
hectic but satisfying
stall and always managed work can actually make a
days as a Speaker and to hitch-hike till the high- difference to the health of
Panelist at the Commercial way on the bicycle of the the country and its people.
Excellence and SFE semi- local chemist to make my
Amlesh Ranjan nar. I started as an MR in 1988,
way back to town.
Today was a high point in working mostly at Patna. I
Becoming a Medical Repre- had the privilege of work-
―BECOMING A my career when, after my
session on ―Co-creation of
sentative was not an easy
ing with very supportive
decision for the son of a
seniors, most of whom
MEDICAL Value in Partnership with
the Customer‖, Dr. Lean-
Doctor, when all expected
were ‗legends‘ in the phar-
you also to either follow his
ma circle. Therefore, I
REPRESENTA- dra Herrero, well-known
Change Management Guru
footsteps or better still, be-
learnt a lot at the very be-
come a Civil Servant or a
and Renowned Author ginning of my career.
TIVE WAS NOT commented, ―Very insight-
Bank Probationary Officer.
My family members at my West Bengal, in 1996, was
ful presentation: Co-
AN EASY DECI- creation of value is a noble
home town, Nawada, were my first area as a First Line
actually upset with my de- Manager. Very soon, the
goal.‖
SION FOR THE cision! realization dawned that
As I sip my coffee at this My father was supportive Area Management is a
SON OF A cozy café in this beautiful though, because I had got a complex and critical func-
city, my thoughts travel break in a great company, tion in Pharma and possi-
DOCTOR... back to the small tea stall Hoechst. But he also hoped bly a primer for General
in Palajori (a village in the that I would change my Management.
MY FAMILY tribal belts of eastern In-
dia) where I would go reg-
mind in a few months. West-Bengal was followed
One more person was hap- by a year at Orissa and
ularly for my doctor calls
MEMBERS AT twenty years ago.
py, our town‘s first MBA, then five very successful
who was pleasantly sur- years in Andhra Pradesh.
MY HOME Invariably, by the time I prised at my selection. In three years at Vizag, we
would finish my call, the
TOWN, NAWA- only public transport avail-
Definitely, there was, and
is, something unique about
had managed to create the
No.1 team in the country.
able would have left. Thus,
DA, WERE AC- going back to the Head-
the Medical Representative
profession—You are part of
The Hyderabad stint gave
quarters was out of ques- me the experience of es-
a evolved sales & marketing
TUALLY UPSET tion, proper food and water
team which does scientific
tablishing a concept from
a distant dream because pre-marketing to launch to
selling and the key custom-
WITH MY there was no concept of a
ers are doctors who are
development.
8 DECISION!‖
hotel in places like Palajori.
revered in the society.

9. MedicinMan Vol.1. Iss.4.
Featured Thought Leader
Success Story: Palajori to Dusseldorf by Amlesh Ranjan
The turning point in my Healthcare delivery will be The industry is full of suc-
career was when I entered a critical sector for Phar- cess stories of people rising
Corporate Head Quarters, ma‘s future aspirations in from the frontline sales
Mumbai, as Team Head, India. It is a very dynamic roles to organization level
Operational Effectiveness domain, with lots happen- leadership roles. It will be
in 2005 and had the op- ing at an amazing pace. great to see more and more
portunity to work under a Health systems & Hospitals bright youngsters join the
Great Leader from whom I offer tremendous opportu- industry as Pharma truly
learnt the art of finding nities in Market Access, deserves the best talent.
Disease Management & Amlesh speaking at the Eyefor
simple solutions to com- It has been a satisfying Pharma event in Germany
plex problems. I then Key Account Marketing & journey for me and my
moved into ‗Sales Force Partnership development. sincere gratitude to all who ―My growth and devel-
Effectiveness and Analyt- For my success, I am grate- kept supporting me. The opment did follow a
ics‘ and was part of the ful to my organization. backbone of my being has
certain path. Sharing
Business Excellence team Hoechst, HMR, Aventis, been my wife and my two
headed by an amazing kids. My success can be my Success Mantra :
Sanofi-aventis and now
Strategist. Sanofi. My organization, attributed to my consistent
(1) Stick to Ethics and
In this period, I had the has an uncompromising desire to ‗add Value‘ by
approach towards Values excelling at every responsi- stay with Basics
privilege of having seniors,
peers and team members, and emphasis on Learning bility assigned. (2) Keep Learning and
who were consistently re- & Development. Nothing deterred me from help Develop
defining the concepts and Despite being in the field, I taking the task ‗head on‘,
re-stretching boundaries. built my conceptual under- whatever the job or the (3) Innovation, the key
This helped me develop an standing by doing courses project. This coupled with imperative
ability to be strategic in my on Business Management an insatiable appetite for
thinking, and inculcated in learning, helped me opti-
(4) Excellence, the on-
and Pharma Marketing.
me the courage to chal- This combined with my mize the opportunities that ly way
lenge the status quo. rich contextual experience, came my way and also (5) Get going, NOW!‖
In 2007 October, I was helped me transition from gave me the strength and
further elevated to the po- an Operational to a Strate- wisdom to cope with chal-
sition of an Associate gic position. lenges and adversity.
Director. My last two years Pharma is a great domain But above all, it has been ―THE VALUE
have been in Public & Pri- to be in and a Medical Rep my unwavering adherence
vate Healthcare Marketing or Scientific Sales Execu- to values that has helped
me reach this position be-
YOU ADD,
& Operations. This posi- tive is a good way to start
one‘s career. While the MR cause all along I have been
tion has given me the op-
portunity to work under position offers a great op- a firm believer that, ‗The COMES FROM
Value you add, comes from
two members of the Sanofi
Senior Management. They
portunity to develop cus-
tomer and communication the Values, you hold‘. ▌ THE VALUES,
have helped me gain an orientation, Area Manager
understanding of the position lays the founda-
Amlesh Ranjan is Assoc. Direc-
tor at Sanofi. Send feedback to: YOU HOLD‖
Healthcare systems and
policies in India.
tion for General Manage-
ment abilities.
amlesh.ranjan@sanofi.com
amleshranjan@gmail.com
~ 9

10. Business Insight for Second-line Managers
MedicinMan Vol.1. Iss.4.
LinkedinSight
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) Insight shared by Keith Pinto on
Linkedin Group Pharma Trainers Forum.
from % to %
Keith Pinto is Sr. GM—Training and
(e) Volume growth of % over previous year Management Development at GSK.
(f) New Product launches with Sales of Mn. in Year of
Launch
IV. Rx Objectives
II. Profitability (a) Total Rx Volume Increase
(a) Gross Profit Target of Rs. Mn. and GP Margin of % (b) Promoted Products Rx Increase
to Sales (c) Avg. Total Rx Value Increase
(b) Expenses at or under Rs. Mn and at % to Sales (d) Avg. Promoted Products Rx Value Increase
(c) Regional Contribution target of Rs. Mn a Contrib.
Margin of % to Sales V. Regional management
(a) No Bad Debts in The Region
III. Productivity
(a) Average Total Productivity Increase of % VI. Field Force Metrics
(b) Promoted Products Productivity Increase of % (a) % Reps on target
(b) % FLSM‘s on Target
(c) SLSM will move from Quadrant to Quadrant
(c) Sales Calls per Day Average
(d) Movement from Quadrant 1* FLSMs: Reps:
(d) % Customer Reach vs. Target
(e) Movement from Quadrant 2* FLSMs: Reps:
(e) % Customer Coverage Frequency vs. target
(f) Movement from Quadrant 3* FLSMs: Reps:
(f) % SLSM time on the field
*The 3 quadrants pertain to the 3 Pillars- Results/ Activi- (g) % FLSM time on the field
ties/ Leadership Behaviors at each level in the hierarchy. (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-
Insight shared by Dr. Dev Taneja on
tact / coverage by Drs., Healthcare Facilities, Newer Linkedin group Indian Healthcare Industry.
emerging HC trends / Facilities in his / her territory. Dr. Taneja is VP - Planning, Systems and
Periodic, Personal contact with key referring Doctors/ Strategy at Seven Hills Hospital, Mumbai
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.
10
Join MedicinMan on Linkedin here: http://linkd.in/
Join MedicinMan on Linkedin here: http://linkd.in/medicinman

11. MedicinMan Vol.1. Iss.4.
NO FIRE? DON’T HIRE !
How Front-line Managers as Talent Scouts can Reduce the Impact of Attrition
Vision of the Organiza- Step 3: India is made up of
tion – If you want to lead, small towns. Here reading
pay like a leader to attract English is more important
the best talent. Mediocre than fluency in spoken Eng-
companies attract mediocre lish. Fluency in Regional lan-
people. guage is also important. To
Goal of the Organization Sell You have to Spell, Pro-
– Organizations focusing on nunciation part plays im-
short term goals never both- portant part in Detailing.
Therefore reading text of William Fernandes
er about reducing attrition
Visual Aid should be integral Sr. Training Manager
and creating talent pool.
part of Interview. Blue Cross Labs
Investment in People –
How much will you invest on Step 4: Education Back-
ground – Pharma Selling The 7 Deadly Sins
people development is im-
portant as people stay on in involves scientific communi- of Recruitment
cations. So preference -Performia Australia
―learning organizations‖.
Attrition! Attrition! At- should be given to Pharmacy
Interview Process - Every Making the job ad
trition! People every- and Science graduates.
Manager has to be ready for too good to be
where are blaming attri- Street-smart Arts and Com-
attrition. Front-line Manager true.
tion for nonperfor- merce graduates with right
must be a talent scout and
mance. Attrition is prevalent attitude, skill and enthusi-
have number of potential Focusing on
asm also perform well.
across industries including top candidates in mind in case of education,
organizations like Infosys. vacancy. He should scout for Step 5: Using NDA formula
―experience‖ and
Pharmaceutical Industry, espe- potential candidates while for final selection:
other wastes of
cially Sales and Marketing working in the field. Vacan- Need+Desire+Attitude.
time.
have been hit badly. Career cies in high potential territo- (NDA) formula should be
oriented people are being of- ries should be carefully filled used for final selection as
skills can be developed by Listening, but not
fered choices by other indus- with right candidates. Wrong
training. People with need, looking.
tries like IT, Real Estate, Hos- selection will do more harm
pitality, Banking and Retailing. than good. desire to succeed and right
attitude will work better and Let‘s find some-
We must accept the fact that The following are 5 Steps
work for a longer time. one just like me!
attrition is the order of the day to ensure ‗Right Fit‘:
and it is not likely to reduce in Post Hiring Actions -
Step 1: Physical Appearance
future. We can only reduce the After Training and Induc- Making personali-
– Person should be physical-
impact of it by applying right tion, Feedback and Perfor- ty a priority.
ly fit and presentable in ap-
HR policies in the organiza- mance Appraisal are im-
pearance with good attire
tion. However Front-line Man- portant to develop and retain
sense and enthusiasm as Not reference
agers can also minimize the good performers. Regular
MR‘s job involves lot of leg checking.
impact of Attrition through and specific feedback is very
work and meeting highly
essential to develop new MR.
Right Selection, Recruitment qualified people. Losing the right
Scouting, recognizing and
and Interview Process to en- Step 2: Family Background candidate by not
nurturing a talent pool to
sure ―Right Fit‖. Three im- is very important as a person acting fast
meet the future needs by
portant aspects must be con- with needy background will enough.
FLMs will help reduce the
sidered while making recruit-
ment policies:
be hardworking and more
stable.
impact of Attrition. ▌ Taken from Performia 11
Austrailia. Read more here

12. Business Insight from Germany MedicinMan Vol.1. Iss.4.
How Top Management can Help Medical Reps Overcome Rejection
Are You No one knows more cial and market dynamics perous future. They would
Selling about a disease than
pharma companies
are driving paradigm
changes, pharma is yet to
play and active role in
healthcare.
Drugs or with all their re- respond. Many companies There are the examples,
in many countries are still like Janssen-Cilag (J&J)
searchers in the bio-
in drug selling mode. having set up an integrated
Creating chemical, clinical
and therapeutic field.
Therefore doctors close
their doors and reps are
project to better detect and
support the treatment of
But research & devel-
Healthcare opment brains ap-
pear not be linked to
confronted with rejection.
The poor reputation of
pharma is worsening, not
schizophrenia in the north
of Germany. They share
Co’s ?
their knowledge, being sub-
marketing & sales even patients trust pharma ject matter experts on the
people. In many cases and still: playing a more disease and are getting ac-
they do not even know each active role in healthcare tively involved in
other. The transfer of the appears far away for many healthcare. They do this
vast know-how available companies. through a fully independent
inside the industry is not Here it might be very help- service company, but at
leveraged to create value to ful to create a picture of least they do it.
those who deal with these ―playing an active role in Where are the other
problems in their clinics or healthcare‖ to highlight experts? They call
hospitals. what this could mean: Im- themselves research
What if pharma started agine a population in Afri- based companies; know
shaping their markets in- ca, suffering from the literally everything
Hanno Wolfram is MD plague of the 21st century: about the specific dis-
stead of complaining and
at Innov8 GmbH and Co- HIV. There are a number of ease they are research-
what if pharma would de-
Founder at Pharmainstitut liver improved quality of companies who not only ing. They carry neces-
Contact him at : life to those affected, in- know literally everything sary insights and still
hanno@innov8.de stead of selling about HIV but as well have do not really share the-
drugs? The ―history remedies to treat it. Imag- se competencies with
of pharma‖ has seen ine that companies having those affected. Be it
many changes in synergistic drugs would physicians not having
company cultures, join forces and resources enough time during
restrictive laws and and agree with govern- consultation or be it
regulations imposed, ments to train physicians, patients with a real
changes of approach nurses and teachers and need for information and
Co‘s like Wyeth and Sanofi Pasteur have, in and style, but one deploy their joint forces assistance. Pharmaceutical
collaboration with WHO and others, contributed thing has remained into many small HIV- companies not only have all
significantly to polio immunization globally. –Ed clinics across such plagued knowledge, but they also
unchanged even in
2011: it still is about geographies and help to have the economic power
M ANY COMPANIES ―selling drugs‖. Whereas prevent, assist in educating and a number of other pre-
many other industries offer the population and treat requisites, for example pro-
ARE STILL IN something different today: those affected. Of course fessional project manage-
this approach will create ment skills. Many of them
DRUG SELLING the car industry provides are striving to improve the
mobility, fashion industry revenue for the company,
.T
MODE HERE- offers desirability etc. paid by governments or sales model, too few are
even the WHO. In this thinking about the business
FORE DOCTORS Despite the fact that many case, a pharma company model of the future. If their
companies claim to be would deliver support to understanding of Key Ac-
CLOSE THEIR count Management would
healthcare companies, those infected, assist the
DOORS AND REPS their contribution is per- country or government to be the same as in other in-
dustries, they will start to
12 ARE CONFRONTED
ceived as nothing but
providing (undoubtedly
cure one big reason of pov-
erty and the lack of per- offer solutions and no long-
er drugs. ▌
WITH REJECTION. helpful!) drugs. While so- spective for a more pros-
Business Insight from Germany

13. MedicinMan Vol.1. Iss.4.
Induction: Opportunity to Learn by Seeing
All Companies, in- their job well and are able appreciate the new candi- ―INDUCTION MUST
to perform and succeed in dates‘ strength and identify
cluding MNCs, face BE MADE A HAPPY
their job. It is very im- areas for improvement.
shortage of field OCCASION BY PAY-
portant to put new MRs on Front-line Managers must
sales people and the right track to ensure make the first day of the ING ATTENTION TO
are unable to have that they perform well and new candidate a happy oc-
full complement of get the much needed confi- casion by 1. paying atten-
SMALL DETAILS LIKE
their planned field dence in their abilities. tion to small details like PROVIDING
First impressions are the giving business cards on
strength at any giv- BUSINESS CARDS
best impressions and the the day of joining. 2. Mak-
en time. ing a fully engaged team ON THE FIRST DAY
induction process tends to
Front-line Managers make or break new candi- member to share his induc- OF WORK.‖
should play an active role dates. The induction pro- tion experience and assure
in filling up vacancies and cess must be made into a the new candidate of full
ensure that new candidates pleasant experience, which support to create a sense of
are inducted properly. should create trust in the belonging.
If 30% of sanctioned company and put the new This sense of belonging will
strength remains va- candidate at ease within ensure that the new candi-
cant on an average, and the team. date will share his concerns
the per month sales The confidence developed openly. Any disregard to
turnover is Rs.10 during induction holds the their genuine concerns,
crores with the full key to future performance. will end up driving them to
complement of field Hence Front-line Man- some other company.
force, then such com- agers must be specially Once a new candidate is
panies tend to lose Rs.3 trained for this task inducted properly the
crores per month. through Management Front-line Manager also
This loss of revenue puts Development Pro- gains confidence in his
undue pressure on other grams. MDPs must re- leadership capability and
team members leading to inforce the importance this feel-good factor is key
further attrition and in- of induction through to motivating MRs to per-
creased pressure. Such is activities and experien- form to their fullest poten-
the enormity of the situa- tial learning. Front-line tial. ▌
tion posed by unfilled va- Managers must have
cancies. clear understanding of
To break this cycle of attri- situational leadership
so that they can direct, V. Srinivasan
tion—pressure—attrition,
coach, support and del- has a rich expe-
Front-line Managers must
egate depending on the rience in HR
ensure that the induction
skill level of the new and Sales Ad-
of new candidates is happy
team members. ministration in
and satisfying by making
Pharma Companies, with
it an opportunity to Induction must be a two-
over 200 published articles
learn by seeing. way engagement process,
to his credit in India and
Front-line Managers must where Front-line Managers
abroad. He can be contact-
demonstrate field sales ac- must demonstrate active &
ed at shridhar1956@ re-
tivities clearly, so that new empathetic listening skills
diffmail.com,
to understand and
candidates understand
13

14. MedicinMan Vol.1. Iss.4.
Emotional Intelligence - Insight for Beginners
The greatest wealth one How do we ensure that As more and more people
can have in life is good MRs are able to achieve accept that emotional intel-
health….and we in the enhanced relationship as ligence is just as important
AS MORE AND pharmaceutical industry well as prescription loyalty to professional success, as
MORE PEOPLE are the ones who provide with doctors? technical ability, organiza-
not only medicines but How can we empower MRs tions are increasingly hir-
ACCEPT THAT healthcare solutions to the to work in these challeng- ing sales personnel based
population through the ing times? We empower on their emotional intelli-
EMOTIONAL
doctors. them by making them gence. This is because stud-
INTELLIGENCE Medical Reps are the in- emotionally intelligent. ies have revealed that emo-
credible force who work, tional intelligence is twice
IS JUST AS What is emotional intelli-
come rain, shine or thun- as important in contrib-
gence? By definition, Emo-
uting to excellence as intel-
IMPORTANT TO der to make the world a tional Intelligence (EI) is
healthier place. Despite the lect alone.
the capacity for effectively
PROFESSIONAL paradigm shift in commu- recognizing and managing Thus to really succeed,
nication, the value of face our own emotions and MRs must develop and ap-
SUCCESS AS
to face communication and those of others. ply their relational skills to
TECHNICAL ABIL- interaction of Medical Reps
According to Daniel
help them connect with
with the doctors continues doctors, recognize doctor
ITY, ORGANIZA- to be of utmost significance
Goleman, EI has 5 basic
wants and needs, and build
principles necessary to be-
TIONS ARE in our industry. However, strong lasting relation-
come a leader. They are self
today the number of MRs ships. A representative who
awareness, self regulation,
INCREASINGLY has risen so much that it
self motivation, (the ability
can respond appropriately
has placed a burden on the to the doctor‘s emotions
HIRING SALES doctor‘s time.
to recognize your emotions
can have a positive influ-
and to understand what
PERSONNEL In such a scenario, how do ence on doctor satisfaction
they are telling you), empa-
we make our MRs stand and prescription genera-
thy and nurturing relation-
BASED ON THEIR out and make a mark? How tion. In fact emotionally
ships (realize how emo-
do we ensure that our MRs intelligent people are
EMOTIONAL tions affect people around
known to produce better
go beyond technical skills you. When you understand
INTELLIGENCE. and skills such as getting how they feel, this allows
sales and higher productiv-
appointments, detailing, ity.
you to manage relation-
and getting prescriptions? ships more effectively) – all Eventually they can emerge
necessary ingredients to as stronger leaders and
engage customers and better decision makers and
maintain their loyalty. hence move to the next
level in their career. Emo-
According to Deepak Cho-
tional Intelligence can thus
pra, ―When people are
be a key to success in life
emotionally bonded to you,
especially in your career. ▌
they want to have contact
with you. They want to be
of service and share in your Vijaya Shetty is a senior
vision. Deep motivation consultant with Identity
then develops. True, lasting Business Solutions Hub.
loyalties are formed.‖ MRs She has 15 years work ex-
who have a high level of perience in the Pharma
14 MRs must learn to use Emotions powerfully; like the Airtel
ad where a grandson returns home & makes his father to re
Emotional Intelligence can
foster better relationships.
Industry .
-connect with grandfather after years of separation. —Ed.

15. MedicinMan Vol.1. Iss.4.
Career Development – Chance or Choice?
The position of Medical Many people even change we are willing to reflect on movie ―Titanic‖, Leonardi
Rep offers the maxi- their names because they the message and learn. Di Caprio, says that life is
mum opportunities for are embarrassed with their Movies like ―Titanic‖ are like a game of cards, you
career development for names like ‗Chironji Lal great because they speak cannot choose which cards
those who are willing Khosla‗ in the movie about challenges and are dealt to you. But you
and determined; even can choose how well you
though field sales profes- will play the game with the
sionals enter Pharma in- cards you have. In the
dustry by chance rather same way you may have
than choice. This is not become an MR by chance,
bad in itself. Many im- but you need not leave your
portant decisions about our career development to
life have been made for us chance. In the past three
and we did not have any issues of MedicinMan,
choice in deciding key is- we have featured MRs
sues like who our parents Chironji Lal Khosla (first from left), often felt helpless who entered the pro-
were, what name we would about his place in life and society; this attitude changes fession by chance but
carry, the place of our dramatically over the course of the movie. made it a choice to ex-
birth, the color of our skin cel in their work. Every-
and so many other things ―Khosla Ka Ghosla‖. Mov- choices that all of us have one can learn a lot from
about which we wish we ies are great entertainers as to face and overcome in these role models of how to
had a choice. well as teachers, provided career and life. In the turn chance into choice. ▌
Career Development Resources for Medical
Reps and Front-line Managers
“If you are willing to read HardKnocks for the GreenHorn,
Rs. 599/- it means you are willing to do whatever it takes to build
your career.” - K. Hariram, Managing Director, Galderma
Rs. 799/-
“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
To place your orders or find out more about Career Development Programs :
E: anupsoans@medicinman.net
M: +91 934 2232 949

16. EXECUTIVE TEAM
Book Review: Using Information Value Additions to
EDITOR
Anup Soans
Therapy to Put Patients First Our Editorial Board
EXECUTIVE EDITOR
ten book that seeks to put the Vardarajan S is GM
Joshua Soans
Patient First. - Strategy Mgt & Ops
COO Excellence at Merck.
According to Dr, Shalini Ratan,
Arvind Nair another pioneer in putting pa- He began his career as
tients first, It is estimated that a Medical Rep with
ADVISORY BOARD over 70% patients leave the Searle and has a very
doctor‘s cabin without fully distinguished career and varied
Prof. Vivek
understanding the treatment track record with Upjohn, Rhone
Hattangadi
leading to poor compliance. Poulenc, Pfizer and Novo
Jolly Mathews Pharma companies would do Nordisk. Vardarajan‘s stint with
well to widely circulate Using IMS has given him a deep insight
EDITORIAL BOARD Information Therapy to into healthcare industry.
Put Patients First instead of
Shashin using devious ways of increas- Dr. Mandar Kubal
Bodawala ing prescriptions. Informed M.D is a Fellow of In-
patient is a compliant patient. fectious Diseases Soci-
Salil Kallianpur
Using Information Thera- ety of India and Amer-
In an era when the focus is py to Put Patients First is a ican College of Chest
Dr. Shalini Ratan
shifting to delighting the Pa- must read for all pharma sales Physicians. He is the Chief of In-
Prabhakar Shetty tient, it is surprising that there and marketing professionals to fectious Diseases at several hospi-
are not many handy resources gain insight and develop empa- tals in Mumbai and is attached to
to understand patient aspira- thy for patients leading to bet- renowned hospitals including
CONSULTANTS tions and bridge the vital gap. ter quality interaction with Fortis. Dr. Kubal enjoys interact-
Dr. Anirudha Malpani and his doctors. This is one Diwali gift ing with Medical Reps has done
editor Rohan Pasricha have that will light up the world of
Amit Shekhar interesting surveys on various
done a brilliant job in bridging patient education with bright- aspects of a Medical Reps work.
this gap with their well writ- ness that it rightly deserves. ▌
Our Editors Have Klout !
Send your queries, comments
and feedback to:
E: anupsoans@medicinman.net MedicinMan congratulates its Editorial Board member Salil Kalli-
M: anpur for being nominated by John Mack on his list of Pharma
+91 934 2232 949 Twitter Pioneers. Salil is ranked 21 out of 92 on Klout score
http://bit.ly/rbXCYY). Follow Salil on Twitter: http://bit.ly/salilk
E: arvindnair@medicinman.net
M: Linkedin Poll: Which Issue is Most Detrimental to
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