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Why Pharma Front-line Managers Must Excel at Teamwork

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Inside this Issue 1. The Challenge of Healthcare Access in India by K. Hariram India’s health access gap is a matter of grave concern – and opportunity – for healthcare planners and providers. 2. 5 Questions for Salil Kallianpur An industry veteran answers 5 questions by MedicinMan on his professional life and outlook for the industry 3. Pharma Training: The Competency Model by Satya Mahesh A refresher on the well-established learning model and its application to Indian Pharma 4. Success Story: Vivek Mishra The author started his career in pharmaceutical sales and is currently GM at Sericare – a silk-based health products company 5. The Rise of Mankind in the Consumer Healthcare and OTC Segment by Kumud Kandpal The company’s success can be attributed to a combination of aggressive marketing and a bold distribution strategy 6. “Engaging Drs in the Healthcare Revolution by HBR” Review by K. Hariram HBR article on the application of behavioral science while reaching out to stakeholders in the healthcare ecosystem 7. Survey of Digital Technology Adoption by Drs by Sanil Jagiwala and Vibha Kawa Two MBA students survey Doctors on the acceptability of digital technology to aid in-clinic interaction
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MEDICINMAN Field Force excellence TM September 2014 | www.medicinman.net WHY FRONT-LINE MANAGERS MUST EXCEL AT TEAMWORK “Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.” - Patrick Lencioni I n the Indian context, I would say, teamwork is powerful because it is so rare in the Indian Pharma Market (IPM). And given the commoditized nature of IPM, teamwork becomes the behavioral driver that impacts strategy implementation and technology adoption and optimization. Imagine the cumulative power of teams in IPM companies which have field force larger than 5,000 Medical Reps and FLMs if they align themselves with the business goals. Even companies with smaller field force can use teamwork as a force multiplier if only they understood and applied the principles that govern teamwork. Yet, most IPM companies are filled with dysfunctional teams. This sad fact is very evident in the responses to my posts on LinkedIn and Facebook related to managers and leaders. Editorial Since 2011 Despite the importance of teamwork and the availability of learning resources, very few companies are actively engaged in developing their FLMs as manager-leaders who can align the career aspirations of their team members with the goals of the company to bring about teamwork that impacts business results.
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Page 1: Why Pharma Front-line Managers Must Excel at Teamwork

MEDICINMANField Force excellence

TM

September 2014 | www.medicinman.net

WHY FRONT-LINE MANAGERS MUST EXCEL AT TEAMWORK

“Not finance. Not strategy. Not technology. It is

teamwork that remains the ultimate competitive

advantage, both because it is so powerful and so

rare.” - Patrick Lencioni

In the Indian context, I would say, teamwork

is powerful because it is so rare in the

Indian Pharma Market (IPM). And given

the commoditized nature of IPM, teamwork

becomes the behavioral driver that impacts

strategy implementation and technology

adoption and optimization.

Imagine the cumulative power of teams in

IPM companies which have field force larger

than 5,000 Medical Reps and FLMs if they

align themselves with the business goals.

Even companies with smaller field force can

use teamwork as a force multiplier if only they

understood and applied the principles that

govern teamwork.

Yet, most IPM companies are filled with

dysfunctional teams. This sad fact is very evident

in the responses to my posts on LinkedIn and

Facebook related to managers and leaders.

Editorial

Since 2011

Despite the importance of teamwork and the availability of learning resources, very few companies are actively engaged in developing their FLMs as manager-leaders who can align the career aspirations of their team members with the goals of the company to bring about teamwork that impacts business results.

Page 2: Why Pharma Front-line Managers Must Excel at Teamwork

Anup Soans | Editorial: Why Your Front-line Managers Must Excel at Teamwork

Despite the importance of teamwork and the availability

of learning resources, very few companies are actively

engaged in developing their FLMs as manager-leaders

who can align the career aspirations of their team

members with the goals of the company to bring about

teamwork that impacts business results.

Today’s complex market dynamics necessitates

teamwork between sales and marketing, medical affairs

and KAM and KOL managers among others. Our very

idea of teamwork has to change if we are to extract the

talents, skills insights and experiences of individuals to

solve the complex problems facing IPM.

Moreover, teams cannot afford to operate in isolation.

That could be the SFE team operating in isolation from

the sales team, using metrics that the field sales people

hardly appreciate, let alone relate to. Or the training

department – just completing their training days

without finding out from the line managers the impact

of these mandated training days. Some companies have

completely done away with training since the high rate

of attrition makes it akin to training the competitors’

field force. But that is because sales, training and HR

work as three separate units applying metrics that

matter only to them.

In today’s context doctors and other stakeholders

like hospitals, insurance companies, paramedics,

distributors and chemists have to be treated as part

of the larger team. Thus Key Account Management

(KAM) has to be part of the overall business strategy

and not just a hierarchical position to satisfy someone’s

ego in order to retain him by giving him an important

portfolio. And so it is with KOL management: it is one

more important piece of the overall business strategy,

not some isolated academic exercise or in most cases

meeting high profile doctors to garner additional

business by catering to the ego of doctors with a large

Rx capacity. KOL management is not ego management,

it is influence management through effective teamwork

between sales and marketing and medical affairs and

other stakeholders to manage a significant part of the

long-term business strategy of the company.

So why is teamwork important for the front-line

manager? Simply because teamwork in most

companies begins with managing a sales team. And if

these gentlemen are groomed to be good managers

and leaders who are trained to do cross-functional

teamwork, they will form the much needed leadership

pipeline for the organization. It is because the learning

and development processes of FLMs are completely

ignored or mere lip service paid, that IPM companies

are struggling to achieve growth and find good

leader-managers to manage the growth at all levels

of sales, marketing, medical affairs, HR and general

management.

A company without a pipeline of good team leaders

is headed for a loss of revenues, high attrition and

other maladies that plague IPM companies, both MNC

and domestic, large and small. The old paradigm was

“People join a company but leave a manager”. The new

paradigm is “People join an organization but leave

dysfunctional teams”. Period. Why blame the FLM,

when those above him are not performing their task of

training and developing FLMs?

So begin with training your FLMs to do great teamwork

– they are the largest available pool of leadership

talent that the organisation will desperately need as

it navigates the VUCA* world of healthcare. Not to

mention how much more FLMs themselves will enjoy

their work as first time managers and leaders who are

part of the humongous growth story of IPM not just in

India but all over the world that will unfold in the next

decade.

Fortunately, many companies are doing a good job as

evidenced by the leaders who have emerged from the

ranks and have contributed to this issue – K. Hariram,

Hanno Wolfram, Salil Kallianpur, Satya Mahesh, Vivek

Mishra. Follow these leaders and also keep an eye on

emerging talent like Kumud Kandpal, Sanil Jagiwala and

Vibha Kawa who have shared their ideas in this issue.

2 | MedicinMan September 2014

Connect with Anup Soans on LinkedIn | Facebook | Twitter

Anup Soans is an Author, Facilitator and the Editor of MedicinMan.

Write in to him: [email protected]

Meet the editor

*VUCA – Volatile, Uncertain, Complex, Ambiguous

Page 3: Why Pharma Front-line Managers Must Excel at Teamwork

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Page 4: Why Pharma Front-line Managers Must Excel at Teamwork

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Page 5: Why Pharma Front-line Managers Must Excel at Teamwork

1. The Challenge of Healthcare Access in India...7

India’s health access gap is a matter of grave concern - and opportunity - for healthcare planners and providers.

K. Hariram

2. 5 Questions for Salil Kallianpur.......................10

An industry veteran answers 5 questions by

MedicinMan on his professional life and outlook for

the industry

MedicinMan

3. Pharma Training: The Competency Model....18

A refresher on the well-established learning model and its application to Indian Pharma

Satya Mahesh

4. Success Story: Vivek Mishra.............................22

The author started his career in pharmaceutical sales and is currently GM at Sericare - a silk-based health products company

Vivek Mishra

5. The Rise of Mankind in the Consumer Healthcare and OTC segment.............................24

The company’s success can be attributed to a combination of aggressive marketing and a bold distribution strategy

Kumud Kandpal

6. Review: Engaging Drs in the Healthcare Revolution..............................................................27

HBR article on the application of behavioral science while reaching out to stakeholders in the healthcare ecosystem

Review by K. Hariram

7. Survey of Digital Technology Adoption by Drs...................................................................................29

Two MBA students survey Doctors on the acceptability of digital technology to aid in-clinic interaction

Sanil Jagiwala, Vibha Kawa

MedicinMan Volume 4 Issue 8 | September 2014

Editor and Publisher

Anup Soans

CEO

Chhaya Sankath

COO

Arvind Nair

Chief Mentor

K. Hariram

Advisory Board

Prof. Vivek Hattangadi; Jolly Mathews

Editorial Board

Salil Kallianpur; Dr. Shalini Ratan; Shashin Bodawala; Prabhakar Shetty; Vardarajan S; Dr. Mandar Kubal; Dr. Surinder Kumar

International Editorial Board

Hanno Wolfram; Renie McClay

Executive Editor

Joshua Soans

MedicinMan Academy:

Prof. Vivek Hattangadi, Dean, Professional Skills

Development

Letters to the Editor: [email protected]

CONTENTS (Click to navigate)

Page 6: Why Pharma Front-line Managers Must Excel at Teamwork

A new book by Renie McClay published by ASTD Press is apt for the global executive with a local vision. “The Art of Modern Sales Management” has 12 chapters, each written by a leader in the field from around the world.

Renie McClay, MA, CPLP, has been a dynamic performance improvement professional for 20 years. She has been successful in sales, management, and learning and performance roles at several Fortune 500 companies (Kraft, Pactiv, and Novartis). Founder of Inspired Learning LLC, she continues to bring her passion and practical approach to all project work. Inspired Learning LLC does design and delivery of energetic programs and projects around the world.

Now available for readers in India on Kindle and print on Amazon. Download a free chapter of the book here.

The Art of Modern Sales Management is a must read for any global sales leader. It's practical, relevant, and grounded in the experience of seasoned sales professionals who make a significant difference in the organizations that they serve. This book includes many useful tips and actionable ideas that any sales leader can use. --Kimo Kippen, Chief Learning Officer, Hilton Worldwide

Renie has done a great job of selecting thought leaders that speak to the challenges of selling in our new, connected world. I absolutely love the framework of the book and found myself skipping from one chapter to another based on what I thought was most relevant to the problems I am most interested in solving today. This book is a must for anyone that understands that front-sales management is tomorrow’s competitive advantage. --Pat Martin, VP of Sales, Estes Express

With a chapter on “Managing Across Cultures” contributed by Anup Soans

Renie is on top of her game again and brings the A Team to the world of Modern Sales Management. With the explosion of social media and the immediacy of shared experience for buyers and sellers, The Art of Modern Sales Management is a practical guide to navigating these changing realities, and the action plans offered provide tools to ensure the best opportunity for success. If you have a leadership role within the sales organization, you need this book as a guide and resource. --Gary Summy, Director of Business Development Global Accounts Operations, Xerox Corporation

Page 7: Why Pharma Front-line Managers Must Excel at Teamwork

7 | MedicinMan September 2014

In India, despite improvements in access to health care, inequalities related to socio-economic status, geography, and gender still persist. These are com-

pounded by high out-of-pocket expenditures, with more than three-quarters of the increasing financial burden of health care being borne by households1.

Martin Luther King, Jr. said, “Of all the forms of inequal-ity, injustice in healthcare is the most shocking and inhumane.” Can this inequality be erased?

The Role of the Government

The newly formed NDA government in its Budget pre-sentation for 2014-15, has spelt out two key initiatives - free drug service and free diagnosis service – both to be taken up on priority as part of move towards ‘Health for All’.

The healthcare roadmap of the new government, according to Finance minister Arun Jaitley, also includes plans to set up four more AIIMS-like institutions at Andhra Pradesh, West Bengal, Vidarbha in Maharashtra and Poorvanchal in UP, with a sum of Rs 500 crore being set aside for starting the work.

K. Hariram

E

India’s health access gap is a matter of grave concern - and opportunity - for healthcare planners and providers.

K. Hariram is the former MD (retd.) at Galderma India.

He is Chief Mentor at MedicinMan and a regular contributor. [email protected]

The Challenge of Healthcare access in India

Page 8: Why Pharma Front-line Managers Must Excel at Teamwork

8 | MedicinMan September 2014

The mantra “Health for all” starts with improving the focus on healthcare ‘ACCESS’. Healthcare access has different implications for different countries, especially across developing and developed economies. In the developed economies, it is often related to access to healthcare insurance, whereas in the developing economies, there is a great difference and it primarily revolves around two dimensions: 1) the physical reach (direct, easy and imme-diate access) to a healthcare facility, and 2) Affordability (cost factor) to the patient.

The Indian Context

For a better understanding of the Indian context, we may define HEALTHCARE ACCESS keeping in mind four dimen-sions2:

1. Patient being able to physically access the required healthcare facilities

2. Easy availability of the resources required for treating the patient including the required capacity of the basic facilities

3. Quality/functionality of the resources providing care, and more importantly

4. Patient’s ability to afford the complete treatment.

If any one of the above is missing, then the goal of provid-ing healthcare service to all will remain a Utopian dream.

Very recently, I had the opportunity to attend the 3rd HEALTHCARE ACCESS SUMMIT organised by OPPI, in Mum-bai. Some of the points brought out by eminent speakers was a great revelation in terms of the enormity of the situ-ation in the Indian context. It certainly requires concerted efforts at all levels.

Towards Health Access for All

The definitive measures that could help as a way forward to achieve the goal of ‘HEALTH FOR ALL’ are:

1. Improving the physical reach of the healthcare facilities in the rural areas by developing infrastructure such as roads, transportation, etc.

2. Encouraging physicians to work in rural areas by taking care of their needs such as educational facilities, availabili-ty of resources for treating the patients properly etc.

3. Making treatment and diagnostic facilities affordable and cost effective insurance cover which may include reimbursement of OPD treatment cost.

4. Encouraging PPP (public private partnership) approach for providing better healthcare facilities in rural areas.

5. Formulating sustainable policy solutions to healthcare financing, infrastructure, and human resources challenges, among others.

K. Hariram | The Challenge of Healthcare Access in India

For pharmaceutical industry and companies in particular, these measures have a hidden potential and hence those organisations that are intelligent enough to identify the same can leverage these effectively.

Page 9: Why Pharma Front-line Managers Must Excel at Teamwork

9 | MedicinMan December 2013

6. Simultaneously working on those areas directly or indirectly affecting healthcare such as availability of clean drinking water, proper hygiene and sanitation facilities, proper immunization, dispelling religious and traditional beliefs/myths through proper education and more impor-tantly, availability of proper nutrition.

7. Encouraging and involving all stake holders including Government, Healthcare/Pharmaceutical industry and other large private organisations that have rural reach.

The Opportunity for Pharma

For pharmaceutical industry and companies in particular, these measures have a hidden potential and hence those organisations that are intelligent enough to identify the same can leverage these effectively.

However, there should be a shift from the FIXED MIND-SET to GROWTH MINDSET including adapting to newer business models, leveraging technology, participating in intensive patient education programs, cost effective logis-tics model, enhanced sales force effectiveness models, etc. No doubt, government’s active participation will be the crucial factor in driving the “Access’ programs.

For all the stake holders involved with no exception, the collaboration in all aspects right from policy/regulatory framework to resource planning to execution with all sincerity of purpose will certainly be the driving force towards achieving the purpose, IMPROVING ACCESS – HEALTH FOR ALL, in the next 5 to 10 years. -KH

References:1. The Lancet, Volume 377, Issue 9764, Pages 505 - 515, 5

February 20112. 2. IMS study of healthcare access – June 2013 report

K. Hariram | The Challenge of Healthcare Access in India

Page 10: Why Pharma Front-line Managers Must Excel at Teamwork

10 | MedicinMan September 2014

MedicinMan: Tell us something about your journey so far and about your present role?

Salil Kallianpur: I started my career in pharmaceutical sales as a medical representative 20 years ago almost as soon as I graduated from college. Either the market wasn’t half as competitive then as it is now, or I was for-tunate to have worked with very good senior colleagues. I lean more towards the latter, and so I don’t have horror stories to tell from my years in sales, like some of the reps do nowadays! Honestly, I loved the job! I enjoyed talking to well educated and informed customers and discussing the science and evidence that supports the products. I found it quite engaging, actually and I yearned to learn more about the products that I sold. It amazed me that the more I knew about my products, the more I seemed to sell them!

E

5 QUESTIONS FOR SALIL KALLIANPUR

Salil Kallianpur is Brand Director, Classic Brands Europe, GSK.

Salil Kallianpur has over 20 years of experience in the

pharma industry working for giants like GSK. A well-known

pharma blogger and social media enthusiast, Salil describes

himself as someone who has ‘made peace with himself

and the world.’ MedicinMan asked him 5 questions about

his professional journey so far and his thoughts on state of

Indian pharma today.

I don’t have horror stories to tell from my years in sales, like some of the reps do nowadays! Honestly, I loved the job! I enjoyed talking to well educated and informed customers and discussing the science and evidence that supports the products.

Page 11: Why Pharma Front-line Managers Must Excel at Teamwork

11 | MedicinMan September 2014

Moving from Sales to Marketing

I moved companies during my sales stint and after 5

exciting years in sales, I decided to opt for a position that

had come up in the marketing team of my new company.

The transition wasn’t smooth and I yearned for the ‘action’

on the field. The ‘ethereal’ thinking in the office bored

me. It took me a few years and a few more companies to

really get my head around what the role demanded of me

and I didn’t look back after that. I worked with wonderful

people and learned a lot from them. All of that helped me

when I moved into leadership roles after 7 years in mar-

keting. While I am not too happy that I had to move a few

companies – in fact, some quite quickly – I am very proud

of the fact that I was always offered those jobs by senior

colleagues who knew me. The importance of being net-

worked in the industry and showcasing your work has its

benefits, I assume. Many youngsters tend to burn bridges

with the organizations and teams when they leave to

take up new roles and responsibilities. I think it is quite ig-

norant and actually naïve of them to underestimate how

intricately networked this world - and the industry - is.

Moving from India to Emerging Markets

After 18 years of working in India-specific roles, I was

offered a chance to work in Emerging Markets to manage

GSK’s off-patent business. A new leaf had turned in my

life and it opened up the world to me. After a little over 2

exciting years in that role, in the last few months, I have

been responsible for managing the demand-side levers

for the business in Europe. As you can see, I have been

fortunate to have worked for many years in India – which

probably is the most successful branded generic market.

That experience helped me a lot during my work in the

Emerging markets and is standing me in good stead in

Europe too, to manage the consequences of the world

adopting new ways of managing healthcare costs.

MM: What are the global trends that are redefining the healthcare business landscape?

SK: The healthcare landscape across the world is in quite

a multi-polar state at the moment. What this means is

that globally there isn’t a single trend that dominates

the sector. In the developed world, the economic slump

pushed governments to implement drastic measures to

control healthcare costs. This has had a significant impact

on pharmaceutical companies as they see more of their

portfolio hemorrhage value as prices fall around the

world. This development opened up avenues of opportu-

nities for generic players, many from India as well as a few

global ones as well.

The importance of being networked in the industry and showcasing your work has its benefits, I assume. Many youngsters tend to burn bridges with the organizations and teams when they leave to take up new roles and responsibilities. I think it is quite ignorant and actually naïve of them to underestimate how intricately networked this world - and the industry - is.

MedicinMan | 5 Questions for Salil Kallianpur

Page 12: Why Pharma Front-line Managers Must Excel at Teamwork

12 | MedicinMan September 2014

What I find very interesting in this geography is that on one hand, governments increasingly became picky about supporting high priced patented products that bring only incremental value compared to off-patent products

in the same category. On the other, they opened up their

coffers to products that solve niche problems and unmet

needs. It is probably a sign of the economic revival in

the Western world, but this doesn’t seem like a balanced

approach if the objective is to manage rising healthcare

costs!

The Growing Role of Governments in Emerging Mar-

kets

In the developing world, two trends are noticeable – the

increasing acceptance of universal health care or the pro-

vision of health care by the state and the growing willing-

ness of governments to protect their domestic industries

against the vagaries of multi-national companies.

While the supply chain is more consolidated in the Amer-

icas and in the UK, pharmacies in the rest of Europe are

quite independent as governments ensure margins and

profits to pharmacists in exchange for active dispensing

of generic drugs. There is a likelihood of the supply chain

consolidating in the developing world as margins are

threatened due to aggressive government policies.

As you may have noticed, a common thread here is the

dominant role of the government in providing healthcare

extends across the world and is likely to come to India

soon enough. It’s important for the domestic industry to

quickly learn and adapt from other markets where it has

happened. These are more supply-side levers.

‘Non-traditional’ players gaining ground

One the demand side, in the developed world, we see the

emergence of niche products and newer therapies from

smaller and more agile companies. The larger ones view

these smaller players with interest. Big companies with

barren research pipelines are actively seeking out smaller

ones with more productive and differentiated assets. This

might lead to some consolidation in the industry.

Pharmaceutical players not looking beyond products to

differentiate and create customer value is disappointing.

The void in healthcare from Big Pharma’s inability to

look ‘beyond the pill’ is rapidly being filled up by either

non-traditional players (large companies from technol-

ogy, telecommunications, data analysis etc. who are

diversifying rapidly into healthcare) and nimble start-ups

with amazingly creative ideas to service unmet needs of

MedicinMan | 5 Questions for Salil Kallianpur

A common thread here is the dominant role of the government in providing healthcare extends across the world and is likely to come to India soon enough. It’s important for the domestic industry to quickly learn and adapt from other markets where it has happened.

Page 13: Why Pharma Front-line Managers Must Excel at Teamwork

13 | MedicinMan September 2014

customers. Big Pharma seems content at the moment to

wait and watch, probably with the intention of gobbling

up the start-ups if their services gain acceptance. Like

with other sectors, an increase in supply will drive prices

down and improve quality for customers. This probably

has more relevance to the alleviation of pain, suffering

and more human lives saved than anywhere else.

MM: What are the world’s most successful pharma/devices companies doing differently?

SK: While the merit of the products and pipelines helps analysts bet big on some firms than others, almost all of them define success by market capitalization, share price and dividends paid out to investors. These are hard metrics and easy to track and therefore gain prominence over softer ones like patient centricity, customer satisfac-tion and lives saved. Whether the softer ones should be considered as lag measures instead of as lead measures to measure success is as yet a debate that hasn’t surfaced. In the absence of that however, the most successful com-panies are the ones with sometimes the better product and more often the deeper pockets.

Changing Measures of Success

This is not a rant, but is relevant as the definition of success in pharma is rapidly changing. If you look at the Forbes ranking for the best (not successful) companies at the end of 2013, very few big pharma companies feature in the top10. You have companies like Celgene, Biogen Idec and Gilead on that list ahead of Pfizer, Novartis, J&J and Merck. So the really good companies are focusing on bringing in newer therapies to address unmet needs and niche disease areas. This not only allows them to domi-nate the market, but also charge a significant premium for those differentiated products. It seems pharma’s bet on biologics paid off after all!

The same is true in the medical devices area, as newer technology platforms are built with more innovative channels of access (eg: wearable devices working over the internet of things). Some of the larger companies are bringing in more focus to therapy areas that they are strong in and thus creating better and more efficacious products to better serve those patient populations.

Disruptive Change in Medico-Marketing

Some of the better companies are also actively evaluating customer behavior changes and have realized that using a single communication channel is probably not enough and leads to unpleasantness over access to physicians. Adoption of multiple channels deploying digital technol-ogy to engage with customers is on the rise.

MedicinMan | 5 Questions for Salil Kallianpur

So the really good companies are focusing on bringing in newer therapies to address unmet needs and niche disease areas. This not only allows them to dominate the market, but also charge a significant premium for those differentiated products. It seems pharma’s bet on biologics paid off after all!

Page 14: Why Pharma Front-line Managers Must Excel at Teamwork

14 | MedicinMan September 2014

Pfizer piloted virtual clinical trials a few years ago while Merck took an entire medical conference online and cre-ated a virtual experience for physicians to closely dupli-cate the feeling of being physically present at the venue.

What is urgently needed is a disruption of the current supply chain structure which is too expensive. As phar-ma faces pricing pressure across the world, innovation in this area will be explored. Also required urgently is pharma’s adoption of big data and predictive modeling techniques. Some start-ups in the healthcare arena are creating solutions that will allow companies to predict irregular patient compliance, matching patient genome types to the best suited medicine to increase efficacy etc. Hospitals, insurance companies and other payers in the developed world work with big data solutions to predict worsening of health outcomes, outbreak of epidemics etc. Pharma urgently needs to get on board.

MM: What are the keys to sustaining long term growth, given the present Indian scenario?

SK: India is a very rare market where the importance of branding and marketing continues despite the high degree of commoditization. Indian companies have also increased dependence on overseas revenues. How-ever if companies were to focus on the Indian market alone, marketers must probably be aware of the winds of change that will circle the land if the government implements certain policies. While pricing pressures continue to challenge the industry, they definitely do not spell its doom as is often touted by over-enthusiastic media persons. However, if the government decides to play a larger role in providing healthcare through its UHC implementation plan, attracts investments actively in the sector to build infrastructure in semi-urban and rural areas, becomes the biggest buyer of drugs and devices etc., will the industry be caught unawares? Are pharma companies still training large sales forces to influence physicians while in a few years they may cease to be the decision makers? Are companies concerned enough about building key account management capabilities to tackle such a development? Are these companies engag-ing enough with pharmacists and the trade channels to build relationships that will stand them in good stead as decision making power accrues to these stakeholders? Should branding and marketing be targeted only to doctors? Why is corporate branding so underachieved in India? If the govt asks physicians to prescribe only INN names and pharmacists have the power to influence brand choice and patients become more empowered to choose a brand, will the current investments in market-

MedicinMan | 5 Questions for Salil Kallianpur

if the government decides to play a larger role in providing healthcare through its UHC implementation plan... will the industry be caught unawares? Are pharma companies still training large sales forces to influence physicians while in a few years they may cease to be the decision makers?

Page 15: Why Pharma Front-line Managers Must Excel at Teamwork

15 | MedicinMan September 2014

ing, training and deployment suddenly be found want-ing? The pharma business model didn’t change in the last four decades. That doesn’t mean that it won’t change over the next four years!

MM: How do our ideas about Marketing need to evolve in response to this new context?

SK: Marketing is by definition, a tightly integrated effort to discover, create, arouse and satisfy customer needs. This essentially means that the marketer must have an acute sense of customer behavior and must adapt accordingly to satisfy the needs of that customer. In our line of business, some of our customers (physicians) need just the right information at just the right time; some others (pharmacists) need just the right product at just the right time while even others (patients) need just the right information, support and possibly some reminding. Pharma marketing strategies in India today, do little to address these needs, much less satisfy them. As the mar-ket dynamics change due to macroeconomic and policy changes, each of these customer types will undergo significant changes in deciding power. Marketing needs to be ahead of the curve to be prepared. Unfortunately, pharma marketing today has a disproportionate focus on physicians while all but ignoring the other customer groups. This must change. -MM

MedicinMan | 5 Questions for Salil Kallianpur

Unfortunately, pharma marketing today has a disproportionate focus on physicians while all but ignoring the other customer groups. This must change.

Page 16: Why Pharma Front-line Managers Must Excel at Teamwork

KOL Management Workshop A MEDICINMAN Initiative

OBJECTIVE: This workshop will be hands on approach to understanding the challenges and 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 COORDINATOR: Knowledge Media Venturz

CONTACT:Chhaya Sankath: +91-98674-21131 | [email protected] Arvind Nair: +91-987-0201-422 | [email protected]

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 to win prestigious awards like the Padmashri and Dr. B.C. Roy awards among others.

Worshop Date: 20th September 2014Workshop Timings: 10:00 am - 04:00 pmVenue: Suba Int’l, Chakala, Andheri EastTotal seats: only 25 Registration fees:R5,000+tax

MUMBAI

Page 17: Why Pharma Front-line Managers Must Excel at Teamwork

KOL WORKSHOP REGISTRATION FORM

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)

Advance payment must be made in INR by Cheque / Bank Draft or NEFT

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, PIN CODE: 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

For further details Contact:

Arvind Nair Chhaya Sankath 9870201422; [email protected] 9867421131; [email protected]

Mumbai, 20th September2014

Page 18: Why Pharma Front-line Managers Must Excel at Teamwork

PHARMA TRAINING:THE COMPETENCY MODEL

18 | MedicinMan September 2014

Every pharmaceutical representative undergoes some kind of sales skill training apart from receiving training in anatomy, physiology, Pharmacology, dis-

eases, treatment modalities, clinical trials and outcomes.

In most organizations sales skills training is mostly the same with different nomenclatures like dialogue detailing, spin selling, consultative selling , needs creation selling, high impact selling, strategic selling, facilitative selling etc. Despite the grueling training, majority of the field force falls prey to the age old, time tested, ‘parrot detailing’ technique.

My boss used to say that training half-life at the best is one day. I believe it is neither cynicism not criticism of the training team but possibly his wisdom. Whatever it is, the question remains, “how can we make our medical repre-sentatives more effective, given the limitation of physician access and time?”

This is where the understanding of roles and responsi-bilities of the trainee, the trainer and the coach can help guide us through our journey to be more effective and deliver value to physicians. I wish to take the help of a very old, yet effective model to explain the roles and responsi-bilities.

The model is called the conscious competence model. Although the genesis of the model is not traceable, it was well-defined by Neil Burch who worked for a training organization in ‘70s.

This model tells us the journey of a trainee to master a skill and is explained in the visual below:

Satya Mahesh

E

Satya Mahesh is an SFE and Business Analytics professional

at the Merck Group

A refresher on the well-established learning model and its application to Indian Pharma

Page 19: Why Pharma Front-line Managers Must Excel at Teamwork

19 | MedicinMan September 2014

Understanding these four stages and the responsibilities of the trainee, trainer and the coach at each stage, can bring in clarity on how a skill is mastered.

The easiest way to understand this model is taking the ex-ample of acquiring and mastering a skill like car driving on Indian roads. Let me tell you my story.

When I first bought the car, I did not know anything about the gears and had no skill. All that I knew was that you can zip through the traffic just by turning the steering wheel.

So I was Unconscious and Incompetent.

“Unconscious Incompetence” is Stage 1. In simple words, I do not know… what I do not know

Stage 1 is where the trainee is unconscious (or unaware) of the skill and so he is incompetent. To put it differently, he is unaware of his weaknesses and areas for improvement.

The first few days at the driving school was a steep learning curve for me. Thanks to the trainer, I realised that I didn’t know many things. I realized the need of wipers in Mumbai rains… I realised the need of hand brake while parking… I realized that driving is not easy…

So, I became conscious but still remained incompetent.

“Conscious Incompetence” is stage 2. In simple words, I know.. what I do not know

Stage 2 is where the trainee comes to know or becomes conscious of what he does not know but he is still incompe-tent. While aware of what skills he needs to acquire, he still hasn’t mastered them.

As I approached the end of my driving lessons, I was able to drive comfortably on the service roads, but still under guid-ance of the trainer. Every time there was a slope and I had to apply brake and start moving forward, I kept on telling myself to not worry, just “slowly release the clutch, remove your leg from the brakes and slowly and gently press the accelerator to move forward”.

Every time I used to start the car, I used to remind myself the start-up checklist… neutral, seat belt, start the car, release the hand brake, clutch, first gear, slowly release the

Satya Mahesh | The Competency Model

The Competency Model

Stage 1 is where the trainee is unconscious (or unaware) of the skill and so he is incompetent. To put it differently, he is unaware of his weaknesses and areas for improvement.

Page 20: Why Pharma Front-line Managers Must Excel at Teamwork

20 | MedicinMan September 2014

clutch and gently press the accelerator. . Though there were few moments of panic, I could bring back my focus on my driving. Every time I parked the car, I reminded myself to use the hand brake.

I also received a lot of encouragement from my trainer.

In a month’s time I was fairly confident and cracked the exam. I got my driver’s license.

So, I become conscious and also competent.

“Conscious Competence” is stage 3. In simple words, I consciously apply the skills I have acquired. This is Stage 3 of the model. This is mostly done under the guidance of a trainer to impart the skill.

After getting my driver’s license, I wanted to venture into the concrete jungle myself. But, wanted to be careful. So I asked of my friends Gurjeet Singh, who is good at the wheel, to join me on my trips to office. I was driving to office and Gurjeet was helping me and guiding me. (Should I say coaching me? Possibly, Yes!) He was there with me every time I faltered. I improved my performance day by day!

Now-a-days, I drive with lot of confidence. I do not get perturbed in traffic. I change gears and manage slopes with lots of ease. In fact, I do not even realise whether I am on a flat road or a slope of a flyover. I have become a seasoned driver now.

Now, I am better than my coach Gurjeet in reverse parking. Every time I reverse park with perfection, Gurjeet smiles. I smile back with a sense pride.

I attained mastery over the skill of driving so, I entered the stage of “unconscious competence”

“Unconscious Competence” is stage 4 of the model.

In simple words: I am applying what I know without even thinking about it.

Stage 4 is where the trainee has practiced enough under the guidance of a coach and starts to apply what he learnt even without thinking about it.

Applying the Model to Pharma Sales

Whenever, a fresher joins an organization, he is like “Alice in Wonderland”. Even when an experienced candidate shifts companies, he will still be in the stage 1 “Unconscious incompetence “ as his earlier knowledge and skills may be irrelevant in new company’s context. He still needs to learn about new therapy areas, new brands and new skills required for that organization’s operating model.

He is in the state of I do not know…what I do not know

If instead he acts like he “knows it all” it could be dangerous because he would not respond to training and coaching as desired.

Satya Mahesh | The Competency Model

“Conscious Competence” is stage 3. In simple words, I consciously apply the skills I have acquired. This is Stage 3 of the model. This is mostly done under the guidance of a trainer to impart the skill.

Page 21: Why Pharma Front-line Managers Must Excel at Teamwork

21 | MedicinMan September 2014

So, it’s the responsibility of the trainee to unlearn his earlier learning, if any, and attend the training with a mind-set to learn new skills.

When the trainee is getting trained, he should realise that he needs to learn a lot during the training programme.

It is the trainer’s responsibility to clarify the objectives of the training programme and what is expected of the trainee. The trainer must be ready to demonstrate patience to teach an incompetent trainee (incompetent with reference to the new skill)

When the Trainee reaches the end of training, he should be ready to face the real life situations and deliver the expect-ed results.

Hence, it is Trainee’s responsibility to practice, practice and practice the skills he learned.

It is the Trainer’s responsibility to ensure that every trainee gets sufficient attention and time to use the skills learned under the observation of the Trainer in controlled condi-tions (mock detailing / detailing practice using the sales skills learned.

Both the Trainer and Trainee should believe that it is okay to make mistakes and learn from the mistakes so that those mistakes are repeated before the customer.

This is the stage where the trainee is sent to the field and handed over to his front line manager who will take forward the trainee’s learnings to be used in real world scenario.

It now becomes the responsibility of the Front-line manag-er to guide and coach the Trainee.

It is also the Trainee’s responsibility to respond to the coach-ing and master the skill.

It is the trainee’s responsibility to master the skill and take pride in the work. A skill once acquired, remains for a life-time. All that is needed is to sharpen it every now and then.

The trainee, the trainer and the coach have their respon-sibilities at each stage of the learning cycle. We need to understand the responsibility and fulfill it.

The day we fulfill our responsibility, we will start to enjoy our work and experience a sense of achievement. Our cus-tomers will appreciate the value we add.

With this it is possible to defy my boss’s belief that “training half-life is only a day”.

Not only for bread, let’s work for our pride. -SM

Satya Mahesh | The Competency Model

Stage 4 is where the trainee has practiced enough under the guidance of a coach and starts to apply what he learnt even without thinking about it... This is the stage of “unconscious competence”

Page 22: Why Pharma Front-line Managers Must Excel at Teamwork

SUCCESS STORY: VIVEK MISHRA

22 | MedicinMan September 2014

I was never a very bright and high-scoring student during my college days when I was studying B. Pharma or even when I was studying management from the University of Pune. But I always used to think about the basics and how we can make it better.

I started my career in pharmaceutical selling and slowly moved into product and brand management. During that time I thought, “why can’t we make bigger brands like some of the top notch marketing companies do”. That was the time I started introspecting and decided that I wanted to do something big in life. I always like taking up challeng-es and risks. That’s when I decided to move into nutrition where I joined as Product Manager and was responsible for 6 new brand launches. In the field of nutrition, partic-ularly in critical care enteral nutrition, we have to educate the medical fraternity. Some of the renowned medical professionals often ask, “My patient is suffering from renal dysfunction, why I should use a protein powder? I will give him 100 grams (Chana) or 6 eggs. That’s when the idea of consumer engagement came into mind. I thought, “why operate in red ocean when I can do much better with simi-lar kind of efforts in blue ocean. i.e. the rural markets.

I started preparing well and tried to understand the rural markets and the buying behavior of the end consumers. That’s when, one fine day, I got a call from a subsidiary of Tata Chemicals. They were looking for a Product Head ( as Category head in OTC / FMCG) in their rice seed business. My eyes lit up. This was what I wanted to learn and my strong desire to learn and excel got me opportunity to interview with Tata chemicals. (This was a big step - A hard-core pharmaceutical and healthcare professional going to explore an opportunity in an entirely different set up – i.e. agriculture). I attended the interview and had gruel-ing sessions with various departments. I was selected for heading their rice seed business. All my counterparts were from IIM Ahmedabad or IIM Bangalore and I was only the guy in the system without an MBA from IIM. I joined and the rice season was approaching. It was a completely new field, industry and type of customers but I thought - “this is the testing time for me and my skills and an opportunity to prove myself.”

Vivek Mishra

E

That was the time I started introspecting and decided that I wanted to do something big in life. I always like taking up challenges and risks.

Vivek Mishra is General Manager at Sericare -Healthline Pvt. Ltd.

Page 23: Why Pharma Front-line Managers Must Excel at Teamwork

23 | MedicinMan September 2014

E

I kept things simple.

1) Keep farmers - the end consumer - as the most

important link and work to get their trust.

2) Keep things simple for the sales team and

ensure that they understand your thought process

and buy your concept. Brainstorm with them

through various digital channels and ensure that

execution is easy

3) Distribution plays a critical role in the rice seed

business. So I ensured that product placement

happened before the 2nd week of May so that

none of the demand generation activities went

without actual buying

4) Taking cues from the healthcare sector, I con-

ducted various PSAs (Pre-season activities such

as village level meetings, KOL Farmer, Rice help

groups, etc), tied up with various block-level and

other govt bodies and took time to understand

and take the benefit of NFSM (National Food Secu-

rity Mission) where govt allocates huge funds for

agriculture sector.

5) Conducted initiatives highlighting various

hybrids based on land types, states, water and

irrigation availability and farming behavior.

My strategy clicked and luckily monsoons were

good and I was able to drive business from 2200

MT to a staggering 3700 MT in just one season.

The company jumped to 3rd position in terms of

rice seed business just below Bayer Crop Sciences

and Pioneer (A Dupont company).

The lesson learnt is: don’t go to do anything great.

Kept things simple and understand the basics.

Whatever me and my team did, we knew what we

were doing!

Right now I am working as GM with a compa-

ny (Sericare – Healthline Pvt. Limited) who are

exclusively into products derived from silk and silk

proteins to be used in human healthcare.

We recently patented 2 products: a silk protein

derived bilaminated surgical wound dressings

and silk protein-derived face mask for retaining

moisture and glow on the face.

I am heading their 4 divisions: Sericulture; Agri-

culture; Diary technology; Human healthcare and

cosmetics. But everything revolves in and around

silk and since the company had very good prod-

ucts in terms of research I am spearheading them

to enter the arena of marketing and sales and

building the companies as well as various brands

like – diabetic and wellness tea (Sericha) ; Surgi-

cal wound dressings (Fibroheal) and silk protein

derived facemask (PurMyso).

My suggestion to youngsters to prevent mid

career crisis: keep on learning new skills and bring

some change in industry if you want to grow and

get recognition. Be the change which you wish to

see in the industry and people will start following

you. Keep the company of people who are posi-

tive, self motivated and who talk about solutions

rather problems. You will notice things start work-

ing for you much before you expected them to.

To conclude, it is the individual’s desire to learn,

take risks, understand their capabilities, their

ability to accept challenges, plan and follow tough

schedules and ability to be ego-free while keeping

principles and basics right which make them suc-

cessful in healthcare or any other industry. -VM

Vivek Mishra | Success Story

The lesson learnt is: don’t go to do anything great. Kept things simple and understand the basics. Whatever me and my team did, we knew what we were doing!

Page 24: Why Pharma Front-line Managers Must Excel at Teamwork

24 | MedicinMan September

E

A sachet of Gasofast provides quick relief to actor Satish Shah, cricketer Wasim Akram enjoys Kaloree, a sugar substitute and

actor Nitin Neil Mukesh is brandishing Addiction as his seduction weapon. Consumers readily recall MMS Sunny Leone from a sexy advertisement for Manforce.

These are some TV commercials of Mankind, a company that has stirred and shaken the Indian Pharma Market (IPM). Mankind has become a talking point among students, board members, sales force, pharma consultants, investors and even beyond the industry circles.

Be it their ultra low pricing strategy or entering the rural markets first to explore the bottom of pyra-mid or hiring non-science graduates as sales team and giving outstanding recognition, developing smallest district headquarters unlike other pharma companies, Mankind is different, practicing Differ-entiation, Differentiation and Differentiation.

Kumud Kandpal

The Rise ofin the consumer healthcare and OTC segment

Mankind ranks 6th in the

76,000 crore IPM. Mankind

entered OTC Market through

a different division with

the launch of brands like

Manforce, Unwanted 72

(emergency contraceptives)

and Prega News (home

pregnancy test kits). Now,

OTC contributes about 8%

to Mankind’s revenue. Their

product range includes

condoms, emergency

contraceptives, pregnancy

test kits, sanitary pads,

cosmetics, deodorants and

artificial sweeteners.

Kumud Kandpal is UDMarketing Team (International),

Kusum Healthcare

Page 25: Why Pharma Front-line Managers Must Excel at Teamwork

Kumud Kandpal | The Rise of Mankind in the Consumer Healthcare and OTC Segments

25 | MedicinMan September

Mankind’s Entry into OTC Market

Mankind ranks 6th in the 76,000 crore IPM. Mankind entered OTC Market through a different division with the launch of brands like Manforce, Unwanted 72 (emergency contraceptives) and Prega News (home pregnancy test kits). Now, OTC contributes about 8% to Mankind’s revenue. Their product range includes condoms, emergency contraceptives, pregnancy test kits, sanitary pads, cosmetics, deodorants and artificial sweeteners.

Mankind extensively advertised these products on TV. This has not only created awareness for the company beyond IPM but also led to better corporate brand equity.

Investment in Consumer and OTC Marketing

With a strong focus on its core strength, mankind invested in OTC products and brand building. Man-kind has spent 350 crores on advertising the OTC and consumer health products, which has taken the brand awareness and brand recognition to a different level and has also altered the perception of the company and its products. This level of investment has broken all the myths that Mankind is a short-term player in this segment. OTC division is expected to make Rs 10-15 crores profit for the first time, this year.

The OTC Advantage

1. Perception shaping: Since inception, Mankind has faced quality perception issues in the doctor’s mind due to its low cost medicines. This perception is chang-ing as Mankind’s visibility and popularity keeps increas-ing among the medical fraternity and the masses.

2. Brand recognition in the country by becoming a household name.

3. Opportunity to build bigger brands: With a contin-uous investment in OTC advertising and marketing, Mankind is in the process of building mega brands. Mankind is planning to launch products in internation-al markets in the near future.

4. Positive rub-off effect in Rx business: With an image makeover and higher brand recognition, the impact is seen on sales team motivation and higher brand acceptance.

5. Corporate image building in IPM will help in attract-ing better talent.

Strategy Adopted by Mankind

1. A separate OTC and consumer health unit with con-tinuous investment.

2. Creative direction and execution by top class adver-tising agencies.

3. Distribution: selling their products in unconventional places like paan shops has helped sales of Manforce. Their strong distribution network with 62 C & F agents & 6000 Stockists ensures perennial stock availability even in small towns and villages.

4. Aggressive promotion: Through TV, radio, print and outdoor media. Sunny Leone as a brand ambassador for Manforce has contributed to the brand’s success. Presence in Social Media is also driving up the brand exposure and the engagement. Roping in celebrities has helped in raising the share of voice and aligned it to their overall brand proposition.

5. Rural presence has attributed to phenomenal growth of brands like Manforce

Mankind’s Future

With a growing OTC and consumer health market in India, Mankind not only holds an opportunity to gain substantial market share and growth in IPM, but also step into the global markets to increase its footprints in consumer health. I believe that their model can be tweaked and replicated in other markets. Let’s wait and watch! -KK

Page 26: Why Pharma Front-line Managers Must Excel at Teamwork

WORKSHOPS BY HANNO WOLFRAMIN INDIA

Contact: Anup Soans | +91-934-2232-949 | [email protected]

Page 27: Why Pharma Front-line Managers Must Excel at Teamwork

Healthcare systems including physicians and hospitals seem to be failing regularly in their fundamental job of their business – delivering what their customers need. In this case it is what the patients need, i.e., improved healthcare and outcome.

Recently, I read an article that appeared in HBR – “Engaging Doctors in the Health Care Revolution” written by Thomas H. Lee and Toby Cosgrove (see here).

The article emphasizes that In the face of ev-er-increasing complexity, fixing health care will require a radical transformation, moving from a system organized around individual physicians to a team-based approach focused on patients. The point is very clear. It is the doctors, who must be central players in this change. Without embracing this, any great strategy will not work.

The authors opine that in their current roles as part of senior management of two large U.S. health care systems, and as observers and partners of many others, winning physicians’ support takes more than simple incentives. Ac-cording to them, leaders at all levels must draw on reserves of optimism, courage, and resilience.

K. Hariram

27 | MedicinMan September 2014

E

REVIEW

K. Hariram is the former MD (retd.) at Galderma India.

He is Chief Mentor at MedicinMan and a regular contributor. [email protected]

Page 28: Why Pharma Front-line Managers Must Excel at Teamwork

28 | MedicinMan September 2014

They must develop an understanding of behavioral economics and social capital and be ready to sever ties with clinicians who refuse to work with their colleagues to improve outcomes and efficiency.

As a part of helping health care leaders engaging physicians in the pursuit of their organizations’ greater goals, the authors suggest a framework based on the writings of the economist and sociologist Max Weber, who described four motivations that drive social action. Adapted for health care professionals, these are:

1. Shared purpose,

2. Self-interest,

3. Respect, and

4. Tradition.

They think that leaders can use these levers to earn doctors’ buy-in and bring about the change the system so urgently needs.

As shifts in healthcare bring a more intent focus on team-based care and coordination, hospitals can boost physician engagement using a framework inspired by Max Weber, the “father of modern sociology,” according to this article in Harvard Business Review.

The summary of what the authors recommend about four main ways to engage doctors are:

1. Create a shared purpose. While many physicians are uncertain about their future, it’s important for hospitals to create common, organizational goals--to foster an environment that’s better for patients. Hospital leader-ship must allow doctors to share stories of feeling proud and satisfied after a good patient outcome. “If physicians focus on their strengths and make them happen all the time, their weaknesses will become irrelevant,”

2. Address economic self-interest. Offer financial incen-tives for reaching goals. However, hospitals must also consider non-financial incentives as well. “The reason I feel shared risk contracts aren’t enough is because the goal of healthcare is not to reduce healthcare spend-ing, “Lee mentions “Money alone will not motivate physicians to go the extra mile to take superb care of patients.”

3. Leverage desire for respect. Use peer pressure to drive performance, the authors recommend.. For example, at the Cleveland Clinic physicians are reviewed by their peers once a year, and each doctor only receives a one-

year contract. Ratings and patient comments can also positively push doctors to perform better, according to Lee.

4. Appeal to a sense of tradition. Healthcare organi-zations must establish distinct, constant standards, authors point out.. For example, staff members at Mayo Clinic in Minnesota must wear business attire every day, which serves as an elegant representation of the institu-tion--meant to embody the “Mayo way of doing things,” according to the authors.

Lee categorically states, “We see our organizations and other organizations sometimes falling short because they are only undertaking one or two of the categories in the framework, and there needs to be an organized approach to all four.”

There is yet another point where the authors clearly emphasizes, “Transformation of health care requires the will to organize delivery around the needs of patients—and that reorientation means the end of the status quo .Clearly, getting physicians’ buy-in to this strategic change will be hard, particularly from those who have long practiced under the old regime. Hence, many organizations are cultivating “farm teams”—developing training programs that emphasize team-based, pa-tient-centered care and then recruiting the doctors who have freshly graduated.

It is very obvious from the above that what are needed are the right management tools combined with strong leadership influence and keeping the fundamentals intact around the clearly spelt out shared purpose. In short – Focus on patients healthcare outcomes.

How is this relevant to us in the Indian context? With the new government in place, newer healthcare policies directed towards patients and healthcare outcome and the emphasis being on PPP models, private hospitals, increasing outlay on public hospitals, etc, there is no need to reinvent the wheel. With enough lessons to be learnt from the developed countries, one could learn from their failures and successes thus quickly adapting to the changing needs of our country. -KH

K. Hariram | Review: Engaging Doctors in the Health Care Revolution by HBR

Page 29: Why Pharma Front-line Managers Must Excel at Teamwork

29 | MedicinMan September 2014

Introducing cloud computing and finger print system for sales team is a strategy to help doc-tors, Medical Reps and the pharma company

in following ways:

From doctor’s point of view:

The doctor uses his fingerprint to begin the call. As soon as a doctor gives his finger print, the call made by the Medical Rep, can be viewed by sales and marketing managers as data will be shared through cloud.

The detailing would become a lot more conve-nient and doctor-centric, as doctor profiles can be customized and arranged in a sequence to detail brands according to the preference of the doctor.

Updated information can be fed into the iPad to engage the doctor with updated data.

The doctor is just a click away as he can connect with the company’s medical/marketing team. This will increase customer satisfaction, along with improving communication between doc-tors and company.

The iPad will contain animations, audios, videos which would give doctors better understanding and make it more interesting.

Physician handling of iPad in calls makes them more likely to spend more time with the Medical Rep, to get more information online, to request

samples, leading to better brand registration and recall.

Virtual meetings can also be held with doctors to clarify their queries without delay, leading to early adoption of products.

Advantages of cloud system for Medical Reps and company:

Real-time and updated data of each call made by the Medical Rep would be recorded in the iPad, so that the company can access this data and can help to increase the efficiency of sales team.

Expensive, recurring cost of printed visual aid can be avoided.

Prior appointment taken by Medical Reps can be recorded, so that the senior sales manager and the marketing team know when a particular KOL is to be met and plan accordingly.

Medical Reps would save time on data entry.

Collaborative work can be done through cloud system by the logistics, marketing, sales, stock-ists and chemists. So this could serve as a central-ized approach for better movement of products in the market.

More interesting for Medical Rep because they will feel that they are better than other competi-tors. - SJ, VK

E

Survey of Digital Technology Adoption by Doctors

Sanil Jagiwala, Vibha Kawa

0-­‐5   6-­‐10   11-­‐15   16-­‐20   21-­‐25  

14  

11  

9  

6  

10  

14  

11  

9  

5  

8   Number  of  doctors  covered  

Number  of  doctors  who  were  posi<ve  for  the  concept  of  ipad+finger  prints  and  were  ready  to  give  finger  prints  

A survey of 50 doctors revealed that an overwhelming majority were in favor of the use of iPads and fingerprint recognition technology when interacting with Medical Reps as such technology would make the interaction a lot more personalized.

The authors are in the Second Year of their MBA degree at NMIMS, Mumbai

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7  5   4  

2   3   2   2   1   1  

Number  of  doctors  covered  

Doctors  accepetd  ipad+finger  print  concept  


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