D octors are increasing the number of firewalls that restrict access and limit interaction with pharma. One doctor has published a firewall- list of 20 do’s and don’ts for Medical Reps (See box inset). Doctors are finding it difficult to manage their time given the plethora of companies, multiple divisions and myriads of products. Still, few pharma companies are responding to this challenge effectively. It is the competence of the field force that will determine effectiveness and outcome of not just in-clinic interactions but of strategic plans of pharma companies as well. Some companies are using the brief time to create additional touch points with doctors through various activities like CME and awareness camps, where they can have time to interact meaningfully. However, majority of the companies are struggling with attrition and incompetence of their field force, leading to customer dissatisfaction. The HR paradigm in Indian Pharma has to make a major shift from rewarding outcomes (sales) to rewarding the process (learning & development) that leads to good outcomes. And GlaxoSmithKline has already fired the first salvo by redefining field force performance to be measured and rewarded by customer satisfaction. There is a direct correlation between field force competence and customer satisfaction as revealed in a survey of 15,000 business customers including healthcare, by Chally.Com. -AS MEDICINMAN Field Force excellence TM July 2014 | www.medicinman.net Since 2011 Anup Soans is an Author, Facilitator and the Editor of MedicinMan. Write in to him: [email protected]Connect with Anup on LinkedIn | Facebook | Twitter Seen outside a Doctor’s Chamber: 1. Be fast. 2. Be to the point. 3. Product name only. 4. No detailing 5. No samples please. 6. My patients are my best teachers. 7. I will ask you, if need be. 8. Books/Journals are welcome. 9. Patients will always get priority. 10. If I refuse to see you, please do not feel offended, I may have some other important work 11. When there are no patients, I want you to be faster. 12. Please visit once/month only. 13. Appointment may be canceled at last minute. 14. As you know, it is difficult to please everyone. 15. Please keep silence in the waiting room. 16. Keep away from the hospital staff. 17. When patient is in, you lose your right to be inside. 18. Please maintain professional/business etiquette. 19. Maintain your dignity. 20. Please cooperate. M EET THE E DITOR EDITORIAL Break Down
Transcript
Doctors are increasing the number of firewalls that restrict
access and limit interaction with pharma. One doctor has published a firewall-list of 20 do’s and don’ts for Medical Reps (See box inset). Doctors are finding it difficult to manage their time given the plethora of companies, multiple divisions and myriads of products.
Still, few pharma companies are responding to this challenge effectively. It is the competence of the field force that will determine effectiveness and outcome of not just in-clinic interactions but of strategic plans of pharma companies as well. Some companies are using the brief time to create additional touch points with doctors through various activities like CME and awareness camps, where they can have time to interact meaningfully. However, majority of the companies are struggling with attrition and incompetence of their field force, leading to customer dissatisfaction.
The HR paradigm in Indian Pharma has to make a major shift from rewarding outcomes (sales) to rewarding the process (learning & development) that leads to good outcomes. And GlaxoSmithKline has already fired the first salvo by redefining field force performance to be measured and rewarded by customer satisfaction.
There is a direct correlation between field force competence and customer satisfaction as revealed in a survey of 15,000 business customers including healthcare, by Chally.Com. -AS
MEDICINMANField Force excellence
TM
July 2014 | www.medicinman.net
Since 2011
Anup Soans is an Author, Facilitator and the Editor of MedicinMan.
OBJECTIVE: This workshop will be hands on approach to understanding the challenges and identifying solutions to help you develop an effective KOL management strategy.
TARGET AUDIENCE- Field Force people responsible for KOL management- Marketing team people involved in KOL management- Medical Affairs people engaged in KOL management - Members of existing KOL management team- MSLs responsible for KOL Management- Company shortlisted candidates for KOL management
TOPICS (included, but not limited to:)1. Moving from a Sales Mindset to KOL Relationship Management Mindset2. Understanding Factors that Lead to KOL Satisfaction3. Effective Communication – The Key Skill for KOL Relationship Management4. Understanding and Executing Effective KOL Relationship Management program5. Interaction and Q & A with a leading KOL
OUTCOME:1. Clear understanding of issues in KOL Management2. Fine tuning existing KOL management programs3. Developing a KOL management strategy and plan4. Executing the KOL strategy
WORKSHOP DURATION: 1 Day
WORKSHOP MATERIAL: Delegate notes - synopsis of the workshop
Worshop Date: 12th July 2014Workshop Timings: 10:00 am - 04:00 pmVenue: Hotel Suba International, Andheri (E), MumbaiTotal seats: only 25 Registration fees:R5,000+tax
WORKSHOP LEADER:Anup SoansAnup Soans has worked as a Medical Rep, Oncology Product Specialist and Front-line Manager in Pharma. Later he moved to IJCP, a pioneer in CME, medico marketing, healthcare communication, where he rose to become the Executive Director. At IJCP, he was responsible for identifying, developing and sustaining a mutually rewarding relationship with over 300 KOLs
in all major specialties for 12 years. Many of the leading and emerging KOLs identified and nurtured by Anup Soans went on win prestigious awards like the Padmashri and Dr. B.C. Roy awards among others.
CONFIRMED SPEAKERS
K. Hariram,Former MD (retd.), Galderma India
Salil Kallianpur,Brand Director - Classic Brands Europe, GSK
Topic:CEO Perspectives on KOL Management
Topic:KOL Management: Key to Brand-building
KOL WORKSHOP REGISTRATION FORMWorkshop date : Saturday 12th July 2014 Workshop timings: 10:00 am to 04:00 pmVenue: Hotel Suba International, Andheri (E), Mumbai Total seats: 25 Only
Name : Designation / Title :Company Name :Company Address :Phone : Email :
In case of multiple delegates from the same organization please fill up individual registration forms for each member.
Registration DetailsRegistration fees: INR 5000 + 12.36 % Service tax (Per Delegate) The Fees is inclusive of Lunch & Tea & Snacks (Morning & Evening)
Payment must be made in INR by Cheque / Bank Draft or NEFT on or before 7th of July 2014.
Cheques to be issued in the name of KNOWLEDGE MEDIA VENTURZ LLP , payable at Mumbai & sent to The Conference Secretariat, A-302, Kshitij C.H.S.L, Off Film City Road, Behind Satellite Towers, Goregaon East, Mumbai 400063.
NEFT DetailsBank Name : AXIS BANK Bank Address: Goregaon West, Mumbai (MH), Gr Flr, Patkar College, S V Road, Goregaon West, Mumbai -62. Account Name : KNOWLEDGE MEDIA VENTURZ LLP Account No : 913020033732313 IFSC Code : UTIB0000647
Recently, I accompanied my wife for a consultation with a special educator for children with learning disabilities. We wanted to take a second opinion
regarding rehabilitation program for a child known to us.
Sitting across, I was actively listening to the inputs from the special educator who meticulously went through all the findings from the reports.
The inputs given were as under:
1. Yes, there is an issue – partly psychological and partly physiological
2. Do not label the boy (as dyslexic, OCD etc.)
3. Identify areas of strength exhibited by the boy
4. Spend 80% of the time on redirecting/reinforcing the strength areas.
5. Do not ignore the weaknesses if it comes in the way of progress, but allocate 20% of time for it and gradually allow improvement
6. Since the boy is 13 years old go through an aptitude test and based on that work a 5 to 10 year plan to help him to stand on his own legs
7. Integrate various therapy approaches and synchronize them. This helps in uniformity of therapy approach and hence there is no confusing messages to the individual.
Now, why am I narrating all these?
Because my mind immediately saw a lesson that could be applied to the manager (FLMs & SLMs*) - salesperson relationship.
How can sales people be better managed?
First things first – sales people are not mentally challenged nor have any other disorder. Their
aptitude and attitude may vary. Hence it is all the more easy to train and coach them to be productive.
E
K. Hariram is the former MD (retd.) At Galderma India.
He is Chief Mentor at MedicinMan and a regular contributor. [email protected]
Build on Your Team’s Strengthsinstead of correcting their weaknesses
K. Hariram
If the weaknesses
are likely to come
in the way of work
and productivity,
then the method of
recruitment itself must
be questioned.
K. Hariram | Build on Your Team’s Strengths
6 | MedicinMan July 2014
Second, avoid labeling them as being lazy, having a bad attitude, being duffers, being uncooperative etc.
Third, focus on strengths of the individual. This must start by clearly identifying each individual’s strengths
Marcus Buckingham, who has done lots of work on “strength based performance” clearly states: “If we want employees to take responsibility for their own performance and development, what better place to start than with their particular strengths?”
Fourth, accentuate the positives by building on the strengths of the individual.
Fifth, do not ignore the weaknesses. It simply means acknowledging that the weaknesses are actually
areas of least opportunity for growth from a short term perspective. If the weaknesses are likely to come in the way of work and productivity, then the method of recruitment/selection itself must be questioned.
Sixth, develop a road map. How often do the managers with the help of the HR/Training
department make an assessment and work on the future development with clear road map and follow up?
Seventh: synchronize. Even at the level of FLM and SLM, one finds different ways of handling and the
messages received are varying and conflicting. Messages or communication between two departments (typically sales & marketing or sales & HR) seldom coincide. Can there be an integrated approach by all concerned in developing the individual?
So, the above are some guidelines for a better approach: lighter, more creative, more flexible, strengths-based, and ultimately more human. The icing on the cake being the easy availability of current technologies as effective enablers in helping build a better performing individual. -KH
(*FLM – Front line manager, SLM – Second line manager)
“
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7 | MedicinMan July 2014
“It does take great maturity to understand that the opinion we are arguing for is merely the hypothesis we favour, necessarily imperfect,
probably transitory, which only very limited minds can declare to be a certainty or a truth.” - Milan Kundera (Czech Republic’s most recognized writer)
How beautifully Milan Kundera sums up an argument! Yet we frequently indulge in arguments with reportees, peers, bosses, and even members of our family.
Whoever wins an argument often leaves the loser bitter and waiting to exact revenge.
Nevertheless, disagreements and arguments can be healthy and even lead to some much needed changes in the relationship. We have to learn to deal with differenc-es of opinion. Disagreements need not break a healthy relationship if some ground rules of an argument are kept in mind.
“There can be no progress without head-on confrontation” says Christopher Hitchens, an English born American writer who passed away in 2011.
There are positive and productive ways to disagree and opine contrary views. Although they may not save us from the unavoidable nastiness of arguments, construc-tive differences can help us to ensure that issues are solved and the differences do not continue.
Below is a list of don’ts during an argument and the options of an alternate approach to resolve arguments.
1Do not bring in other issues. While arguing, people tend to bring up issues that have nothing to do with
the issue at hand. For instance, we might having differ-ences with our boss on a brand strategy and we sud-denly rake up an irrelevant, old, training & development issue, which has no relation to the current one. Not only does this bring up more questions, it also dilutes the issue at hand.
Prof. Vivek Hattangadi
E
THE ARGUMENTATIVE INDIAN PHARMA MANAGER! (WITH APOLOGIES TO AMARTYA SEN) Arguments are inevitable. These are the ground rules.
8 | MedicinMan July 2014
Alternate approach: We need not avoid the issue and run away from it. Instead, we should deal with it — and that’s all. Any other issue can be discussed and sorted out at some other time. Remind yourself of what started the current argument, and stick to it. Also make sure that you do not allow the opponent (here, our boss/ reportee) to divert from the subject at hand. This way, arguments will be cleaner and shorter, and may eventually settle a disagreement!
2Do not make personal attacks. By making personal attacks, whether intentionally or unintentionally, we
pollute the argument and this can aggravate the situation. The situation becomes uglier and bitterness creeps in. This is destructive because we can hurt the opponent in a way which we may regret later.
Alternate approach: Let the disagreement be based on specific issues, instead of making the fight personal. Do not focus on the downfall of your opponent. Instead, be candid and tell him in a pleasant tone which action of his has caused hurt. That way, he will know which behaviour of his has to be modified. You may even end up making your opponent your well-wisher.
3Do not play the blame-game. ‘Blamers’ always find faults in other people. They use and abuse their posi-
tion or power, and will hurt and harm others to gain the upper hand. They are bossy and dictatorial. ‘Blamers’ try to find any feeble excuse to make someone else the ‘bad per-son’. This is a self-protective mechanism. Perhaps, they feel that acknowledging their faults will work against them.
Alternate approach: admit your fault while still driving your point home. Apologize and ask for pardon if need be. Above all, explain what issues bother you. This way, you still assert your point of view while exposing both sides.
4Do not ‘play the victim’. ‘Playing the victim’ is done to justify abusing others, to manipulate, or to seek atten-
tion. The one who ‘plays victim’ actually does not want to come out as a winner or be triumphant; he/she wants to be pitied! Do not play victim! Eventually, others will get fed up.
Alternate approach: Have courage and admit your fault. Tell your opponent if you genuinely feel crushed, but as-sert your need for change on that front. Acknowledge your role in the altercation and move toward a resolution.
5Never use coarse language. Using coarse or abusive language when angry exposes our weakness and
indicates that we are unprofessional and insensitive. Such behaviour never eases tensions. If we swear at the person we are arguing with, we are insulting his dignity. This only serves to move the dispute from a disagreement of opin-ions to a personal assault.
Prof. Vivek Hattangadi | The Argumentative Indian Pharma Manager
“
”Do not focus on the downfall of your opponent. Instead, be candid and tell him in a pleasant tone which action of his has caused hurt. That way you may even end up making your opponent your well-wisher.
9 | MedicinMan July 2014
Alternate approach: Keep the professional atmosphere clean. Do not flog a dead horse, but adhere to the problem at hand. Concentrate on the behaviour, not the person. Our point will be clearer if we speak rationally, and things may actually shift in our favour.
6Never resort to violence! This is very common in husband-wife arguments and includes actions like
noisily slamming doors, throwing objects, or pounding fists on tables. All these behaviours are reminiscent of childish fights between school-going siblings! Nothing is achieved, and we succeed in making the antagonist angrier.
Alternate approach: if you feel the urge to fling objects, find an alternative way to vent your feelings. For instance, write on a piece of paper why you are angry, take a break, or may be just have a cup of tea. The point is to remove yourself from the situation while letting the other person know that you need to do this - so that we don’t look like the fighter who storms out.
7Do not run away from the scene. When an argument starts, some people first find the way to put the issue
away. If we are in a foul temper, waiting until we cool down is a good idea because we can think more rationally later. We are less likely to say something that we will regret later. In fact, compared to some of the alternatives, storming out is a great idea; however, there can be some negative conse-quences to this. One such downside is that the catalyst of the dispute can simmer in our head and we may come out with some mean remarks later on!
Alternate approach: rather than storming out, first regain your composure. Taking a deep breath can help. This can give you and your opponent a moment to regain control over your behaviours, and you can still deal with the issues at hand immediately. If you need to leave the scene, smile and inform your opponent that you need to step out to cool off.
Conclusion
Differences of opinion are bound to exist between two intelligent human beings, and a confrontation is the natu-ral result of such differences. “If two men on the same job agree all the time, then one is useless. If they disagree all the time, both are useless.” (Anon)
“The most important tactic in an argument next to being right is to leave an escape hatch for your opponent so that he can gracefully swing over to your side without an embarrassing loss of face” says Stephen Jay Gould, the non-fiction writer. -KH
Prof. Vivek Hattangadi | The Argumentative Indian Pharma Manager
“
”The most important tactic in an argument next to being right is to leave an escape hatch for your opponent so that he can gracefully swing over to your side without an embarrassing loss of face.
Prof. Vivek Hattangadi is a Consultant in Pharma Brand Management and Sales
Training at The Enablers. He is also visiting faculty at CIPM Calcutta (Vidyasagar
University) for their MBA course in Pharmaceutical Management.
“The managers most responsible for a company’s success or failure happen to be the ones with whom
the CEO spends the least amount of time. The people I’m talking about are frontline managers—shop-floor supervisors, leaders of R&D or sales teams, managers in restaurant chains or call centers. Frontline managers are a key CEO constituency, as important and deserving of attention and time as the senior executive team, business unit and functional heads, or major customers or investors.Both Pharmacia-Upjohn and Schering-Plough faced what looked like insurmountable problems. In both cases, I made engaging and motivating frontline managers a cornerstone of my turnaround strategy.”
Fred Hassan, the “turn-around man”, made front-line managers the key to his strategies as CEO of Pharmacia-Upjohn and Schering-Plough
Shakti-Chakraborty, the Medical Rep to Board member of Lupin spoke on making the front-line free from unnecessary heirarchy and red-tapism at FFE 2013
The key point of Shakti Chakraborty’s keynote address at FFE 2013 was to reduce the management layers that do
not serve any useful purpose other than putting pressure on Medical Reps. Instead companies should increase the remuneration of Medical Reps and FLMs and raise their social esteem.Shakti Chakraborty emphasised the need to train Medical Reps adequately and also equip the Medical Rep not just with technical information but with the required emotional resilience to face the hardships in the marketplace. Most Medical Reps quit because their training only equips them with detailing skills and not with realistic picture of the marketplace.
CEOs WHO EMPOWERED THEIR FRONT-LINE MANAGERSFRED HASSAN: FLMs are the lynch pins of successful strategy execution.
SHAKTI CHAKRABORTY: Cut through red-tapism and empower the front-lines
HardKnocks for the GreenHorn and SuperVision for the SuperWiser Front-line Manager are best-selling books that have been widely used to develop and motivate front-line pharma professionals.Written by industry veteran Anup Soans, these books will give you the Knowledge, Attitude, Skills and Habits (KA$H) to succeed in you role as a Medical Rep or Front-line Manager.
EMPOWER YOUR FRONT-LINES WITH THESE TRIED AND TESTED RESOURCES!
“Medical Representative Turnover is Expensive; yet Owners of Pharma Companies Have not Realized it.”
One of my clients from Bangladesh did a study in which I was involved. The attrition rate of field-staff in that company was 17%. The final conclusion: If the attrition rate could be reduced by just 1%, the company could save over Bangladeshi Taka 10 million annually.
The reasons for attrition could be varied but some of the most important include:
1. The immediate first-line manager – An untrained first-line manager is a curse to the organization which the owner does not realize. Many owners expect their first-line managers to be super medical representatives. They are not taught how to lead. Hence their behaviour could frustrate the medical representative.
2. Feeling undervalued - Everyone wants to be recognized for a task well done. Recognition does not have to be monetary. A simple pat on the back in public could be adequate; sometimes the most effective recognition is sincere appreciation. Recognizing employees is not simply a nice thing to do but an effective way to communicate appreciation.
3. Misalignment – the company may have hired someone whom it should have never hired. Maybe someone without a ‘selling personality’ or may be with poor communication skills.
4. Poor salaries and working allowances - money can play a significant role, although seldom it is the primary reason. But it does rank high especially in an industry where there is a dearth of talent and the ‘head-hunters’ offer even 25-30% hike!
5. Poor growth opportunities – especially when one has an incompetent first-line manager who blocks the career progress of the medical representatives. A lot of good talent can be lost if the employees feel trapped in dead-end positions. Talented ones are forced to job-hop from one company to another in order to grow in status and compensation. The effective companies find ways to help their people develop new skills and responsibilities in their current positions and prepare them for future advancement within the company."
Trending on LinkedIn
“
”An untrained first-line manager is a curse to the organization which the owner does not realize. Many owners expect their first-line managers to be super medical representatives. They are not taught how to lead.
“The Real Reason Why Medical Reps Quit Their Jobs”
See the complete discussion here.
11 | MedicinMan July 2014
E
All of us have witnessed the overwhelming success of the BJP in the recent elections. Politics aside, I feel there is something all of us in marketing can learn. Below are three
takeaways for all pharma marketeers:
1) Focus
2) Effective Communication Vs. “CRM”
3) Preparation and Hard Work
1. Focus: There was a single focus point called “Brand Modi” while Congress had at least two, if not more. All energies were aligned to build “Brand Modi”. At times, we in our business get tempted to promote products in multiple indications just because competition is doing so.
The “Brand Modi” campaign did not drift; it stayed focused on its own strengths (e.g. promise of development) rather than respond-ing to competition, while competition kept on changing position and also spent lot of resources talking negative about “Brand Modi”. In our business too, sometimes, we are tempted to talk ill about oth-er brands/molecules rather than communicating our own strengths. It does not work. Brands get built on their strengths only. Focus is critical to success.
Satish Dandekar
12 | MedicinMan July 2014
Politics aside, there are several things pharma managers can learn from the success of brand NaMo during elections 2014
E
BRAND MODILESSONS FROM THE 2014 ELECTIONS
13 | MedicinMan July 2014
2. Effective Communication Vs. “CRM”: Excellent example of what an effective communication campaign can do. This has proven that effective communication is far more impactful than “CRM” with poor communication. Many parties would have spent money (“CRM”) in luring voters, as against that the communication onslaught through various media channels that was done by the Modi campaign. Resources were used for “Effective Communication” instead of CRM, for building “Brand Modi”.
Prescription “PULL” vs prescription “PUSH” which we always talk about can be seen here. Unless and until the doctor is “pulled” to prescribe the brand (through science) it does not last long. Pushing the doctor to prescribe our brands by gratifi-cation (Inputs, CRMs) can work for shorter duration. Impact of Effective communication is long standing. It also proved that CRM cannot be a substitute to strong communication. Belief in communication is very important for execution.
3. Preparation and Hard Work: The work for “Brand Modi” started way back in September 12 (Gujarat Election was the time when TV ads were released about tourism & develop-ment. It was beginning of building a story around develop-ment.). Identifying critical success factors (Like winning in large states like UP, Maharashtra was essential for any party to come into power), breaking target into smaller milestones and then carefully crafting strategy to ensure success was done well before time. Deploying resources and aligning execu-tion also requires meticulous planning. Many people worked relentlessly and reached voters in these states. All villages were tapped by party workers communicating the “Brand Modi”. Mr Modi himself traveled more than 3 Lac Km conducted 5000+ meetings and addressed 430 rallies in just 6-8 months. That’s a great example of Sheer Hard work. This proves that there is no substitute to hard work in the field. Lesson to be learnt is “attending meetings cannot be the reason for not reaching to the customers (FW)”. There is no substitute to meeting doctors and increasing coverage.
There can be many other inferences and learning. However I thought above three are very apt and directly applicable to our business.
We need to take a leaf out of this and exert ourselves in field to build our brands. -SD
Satish Dandekar| Brand Modi: Lessons from the 2014 Elections
“
”
This has proven that effective
communication is far more
impactful than “CRM” with
poor communication. Many
parties would have spent
money (“CRM”) in luring
voters, as against that the
communication onslaught
through various media
channels that was done by the
Modi campaign.
14 | MedicinMan July 2014
‘WHAT THE PHARMA CEO WANTS FROM THE BRAND MANAGER - Overcome the Tough Challenges in Pharma Branding’ - Edition IITill about three years back, there was no specific book available on pharmaceutical brand management. Drawing on my experience as a brand manager and coached by the giants of pharma brand management like Prof. Chitta Mitra, Prof. Tarun Gupta and Dr. Raja Smarta, my first book on pharma brand management was published in 2011
The tremendous response to Edition I and the recent report by McKinsey & Company: ‘India Pharma 2020: Propelling access and acceptance, realizing true potential’ inspired me to write Edition II. The remarks in this report “New products will cease to drive growth; existing large brands would need to make up the gap” are significant. Brand-building should be seen as the most important activity in pharma marketing. It is high time that pharma marketers in India get out from 1970’s mode in pharma marketing. Sadly, the 40 year old Visual Aid and detailing which are now ineffective, still continue to be the primary genre to promote pharma brands in India.
Welcome to the 21st Century marketing techniques which are elaborated in Edition II!
Edition II of ‘WHAT THE PHARMA CEO WANTS FROM THE BRAND MANAGER - Overcome the Tough Challenges in Phar-ma Branding’ brings in modern brand building techniques in the three new chapters which have been included in this edition.
1. The building blocks of a Pharma Brand – with particular relevance to the Asian Pharma markets
2. Blue Ocean Strategy – Can it be adopted by the brand managers of Pharma India?
3. Patient Centric Marketing – The novel way to promote a brand
Edition II is a must-read for all pharma marketers in Asia, Europe, Africa and Latin America. It is also a text book for students of business schools in India pursuing MBA in phar-maceutical management.
2nd EditionRELEASE
EMPOWER YOUR FIELD FORCE
KA$H=CASH
REPEAT Rx
Pharma-specific Training:
� Medical Representatives
� Field Sales Managers
� Senior Managers
Learning and Development Programs from the Leaders in Pharma Field Force Excellence
Signature Programs for Medical Representatives
Constructed on the fundamental premise that a Medical Representative’s success depends on his Knowledge, Attitudes, Skills and Habits (KA$H). Representatives seek success in their personal and professional lives but look for it in the wrong places leaving them frustrated. Companies and bottom-lines suffer when the front-line is not ful-ly engaged. KA$H=CASH is a high-engagement module for customer-facing employees.
Repeat Rx is an advanced module for customer-facing Representatives based on the book by Anup Soans. Repeat Rx focuses on building lasting relationships with Doctors by creating value through a process of Calling > Connecting > Consulting > Collaborating with the Doctor.
At each stage of this Four Stage process the Represen-tative acquires measurable skills and competencies that enable him to add value in the Doctor’s chamber. Repeat Rx comes with detailed evaluation tools.
In Any Profession, More KA$H = More Cash
KNOWLEDGE ATTITUDES SKILLS HABITS
MEDICINMAN
SuperVision for the SuperWiser Front-line Manager.
Signature Programs for Second-line and Senior Managers
Based on the best-selling book by Anup Soans, this program is for new and experienced Front-line Managers who would like to get breakthrough performance from their teams.
SuperVision for the SuperWiser Front-line Manager focus-es on topics such as Team Building, Emotional Intelligence, Situational Leadership, Coaching and more.
VALUE ADD: Psychometric Assessment*
The Half-Time Coach is based on the concept of half-time in football. If half-time is so crucial in a game that last only 90 minutes, how much more important in a career that last a life time.
The Half-Time Coach is a learning-by-reflection program with a focus on Coaching Skills for senior managers. Mod-ules also cover Self Awareness, Emotional Intelligence, Em-ployee Engagement and Sales Change Management.
VALUE ADD: Psychometric Assessment*
A walk-the-talk program for cross-functional senior managers to understand the process of employee engagement, creating trust and building relation-ships to build and sustain high-performance teams.
VALUE ADD: Psychometric Assessment*
*Psychometrics assessments give in-depth insights into one’s personality preferences and its impact on interpersonal relationships and teamwork.
All programs are fully customizable. A pre-program questionnaire is used to capture the needs and expectations of the participants. Company’s may request a demonstration of a particular module at no expense (except conveyance to venue).
Programs incorporate the principles of adult learning and are highly participative, audio-vi-sual and activity-based. Important truths are conveyed through games, stories and videos.
Companies are advised to give participants the books on which the programs are based for continued learning and development. The same may be procured from the author at a dis-count.
Company’s may choose to deliver a program as a webinar - giving the advantage of scale and lowering costs.
Audiences are kept engaged using visually stimulating slides and powerful delivery. Emphasis is placed on tak-ing charge of one’s success, even in the absence of over-sight.
Most recently 1,000 reps of a leading MNC were trained over four webinars with excellent feedback.
Customized issues of MedicinMan, with inputs from the company can be given to the Field Force for their continuous learning and development.
MedicinMan currently reaches 60,000 pharma professionals.
