MedicinMan April 2013

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MEDICINMANField Force excellence

TM

April 2013 |www.medicinman.net

TRAININGVs.TARGETS

Is your training asambitious as the targets

you set for your teams?- EDITORIAL
http://medicinman.net/http://medicinman.net/http://medicinman.net/



EDITORIAL: Target Vs. Training | Anup Soans, Editor

Pharma companies are great at setting ambitious sales targets but not so great

when it comes to training people who are responsible for achieving those targets.

I

the only tool you have is a

hammer, every problem looks like

a nail.

Corollary: if pressure on people

is the only strategy you have

to achieve sales target, then

stress and attrition are the only

permanent outcomes your sales

team will produce.

Pharma companies are great in

setting ambitious sales targets

but not so great when it comes

to training people who areresponsible for achieving those

targets.

I recently met the VP Sales of a

well established company with

a good mix of me-too and niche

products in global markets. They

had an enviable track record of

over 25 years and a turnover of

nearly Rs. 1000 crores. They had

recently entered the domesticmarket and wanted to know how

their eld force could be trained

to work in a professional manner.

They wanted to replicate what

they had done in the international

markets. After discussions for

over an hour, I had an uneasy

feeling that this meeting was not

going to make much headway.

Reason? They had set very

aggressive sales targets but verylittle resources were allocated to

train and develop their eld force.

Most companies in the Indian

Pharma Market set very

aggressive sales targets, which

is good in itself. But it must be

backed by aggressive training

and development programs that

build skills and condence of the

eld force.

The power of training can be

illustrated vividly through the

terrorist attack on Mumbai in2008. Ten well-trained and highly

motivated terrorists held the

city to ransom as they struck

at will killing policemen and

civilians. There were over 30,000

policemen in Mumbai when the

attack occurred. There was little

they could do to take back the

city, except cordon off the areas

under attack. In contrast the NSG

commandos took the task head-on and completed their mission

successfully.

The main difference between

the Mumbai police and the NSG

commandos is the importance

they give to training and

preparedness. Many of the

policemen had not red a single

round of ammunition for years. In

contrast, NSG commandos are

trained intensely and regularly

in all areas of professional

competence.

The difference in performance

is the result of difference in

training. Tougher the task,

greater the need for training. The

Indian Pharma Market is ercely

competitive too many MRs

chasing too few CORE doctors!

Aggressive sales targets must be

matched by aggressive training

interventions.

For most companies, product

training takes the front-seat and

it becomes an exercise in what

knowledge rather than how

knowledge and why knowledge.

It is a ll-the-bucket approach

that dumps information in

elephant doses, which is rarelyeffective.

What is useful is a demonstration

of how knowledge can make

difference to improvingperformance. For this, the initial

classroom training must be

followed up on the eld regularly

by the FLM and SLM this rarely

happens. As a result behaviour

remains same and the hapless

FLM transfers the pressure with

a force multiplier to MRs. The

only people who gain from this

approach are the hundreds of

placement agencies that have

mushroomed to enable pharma

companies put feet-on-street as

quickly as possible.

The current industry trend

is to hire ONLY experienced

candidates. The assumption

being that they have the right

experience and are likely to stay

for at least a year given that

they are offered a reasonable

increase, which is not easy to

match. This will compound the

pipeline problems as salespeople

will become scarcer few years

down the line. To address these

issues, MedicinMan will be

conducting the second Field

Force Excellence (FFE 2013)

conference on June 8th at

Mumbai.

At FFE 2013, CEOs and senior

managers of Indian Pharma will

gather for a days deliberations to

explore new ways of enhancing

Field Force Productivity. To

know more about how you can

benet from FFE 2013, write to

[email protected] or visit

www.medicinman.net/ffe2013.

FFE 20135x

10 15 20 25 30 35 35 40 45 50 55

yDate: Saturday, 8th June 2 013

Theme: FIELD FORCE PRODUCTIVITY

Place: Courtyard Marriott, MumbaiConnect with Anup Soans on LinkedIn | Facebook | Twitter
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1. BRAND DRIFT 2013 - A Milestone for

Pharma..................................................................6

The Conference Director tells us what drives

pharmas most loved annual branding event.

Arvind Nair

Field Force excellence

2. Five Simple Equations for SalesExcellence..............................................................8Tried and tested means to achieve Field ForceExcellence, condensed in FIVE simple equations.

K. Satya Mahesh

3. Field Force Excellence - The Need for role

Clarity...................................................................11

A sales organization cannot achieve excellence

unless there is a clear-cut denition and

understanding of roles and responsibilities,

K. Hariram counterpoint

4. Employee Loyalty - At What Cost?................14

The era of employees being loyal to a single

organization has passed - the upsides to this are

surprisingly plentiful.

Sharad Virmani

personal success

5. Munshiji ki Panch Tantra for Professional

Growth ................................................................17

The Chief General Manager for Sales and

Marketing at Tablets India shares the Five

Ingredients of his Professional Success Story.

Sanjay Munshi

C ( )

11

20

25


5/30

Product Management

6. What PMT Proposes, Field ForceDisposes..............................................................20

A Brand Strategy that does not demonstrate

a concrete understanding of ground reality is

bound to fail - rst in the minds of your Reps and

then on the eld itself.

Mala Raj

Coaching

7. You Think You are Coaching; Do They?........24

How do you know if your inputs to your reps are

really adding value?

K. Hariram

Medical Rep Knowledge Series

8. Decision Analysis............................................25

A scientic approach to complex decisions

involving healthcare interventions and

treatments.

Mahendra Rai, Richa Goyal and Pinaki

Ghosh

9. Emerging Areas in Healthcare: HTA.............28

Health Technology Assessment (HTA) is an

emerging discipline for assessing the implications

of choosing a particular technology in treating

patients.

Javed Shaikh and Shafaq Shaikh

Book Reviews

10. Pharma First Line Leader to CEO - TheRoadmap to Success by Vivek Hattangadi....29Reviewed by Subba Rao Chaganti

11. Interactive and Engaging Training - APractical Guide........................................................29Reviewed by Anup Soans

C ( ) MedicinMan Volume 3 Issue 4 | April 2013Editor and Publisher

Anup Soans

CEO

Chhaya Sankath

COO

Arvind Nair

Chief Mentor

K. Hariram

Advisory Board

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 Hattangaadi,Dean, Professional

Skills Development

MedicinMan ChangeMakers

Saurabh Kumar

Make a difference in Pharma. Join MedicinManChangeMakers. Write in to our editor to fnd outmore:[email protected]

Letters to the Editor: [email protected]



BRAND DRIFT 2013 Another Milestone for Pharma

Kick-start your brain. New ideas

come rom watching something,

talking to people, experimenting,

asking questions and getting out o the

oce!

Steve Jobs

Pharma brand management is

one of the most challenging tasks,

given the stringent regulations

when it comes to marketing a

pharma brand. And that, without

the benet of marketing channels

available to other marketers.

Managing the expectations

of multiple stakeholders who

inuence the marketing plan - the

strategists, marketing gurus, sales

teams, regulatory and medical

advisors requires political skills as

well - all this without losing sight

of top and bottom lines; surely a

pharma brand managers job is

not easy. A forum to hear what

other pharma brand managers

experienced, discovered and

learnt was the need of the hour.

Brand Drift was conceived to

bridge this learning gap and

create a platform where Indian

pharma brand managers could

come together to interact, share

best practices, gain insights

and go back refreshed and

better equipped to take on thechallenges of pharma branding

effectively. At Knowledge Media

Venturz, we want to be a catalyst

in this process. The full benet of

Brand Drift will only be realized

when the Indian Pharma industry

takes ownership of Brand Drift for

the benet of its brand managers

through regular interactions and

active participation.

The rst two editions of Brand

Drift held in 2012 and 2013 were

very well attended with over a 100

delegates participating in each.

Brand Drift saw thought leaders

and achievers from within and

outside the pharma industry come

and deliberate on challenges

faced by practicing pharma

marketing professionals in todays

challenging times. (Visit www.

branddrift.com for details)

Future editions of Brand Drift

will see the addition of BRAND

DRIFT AWARDS for marketing

and branding excellence in Indian

Pharma. It will be an exclusive

platform to recognize and

celebrate the achievements of

Indian pharma brand managers.

The future is exciting and we

at Brand Drift promise to make

the journey invigorating through

regular meaningful interactions.

Get the Drift?

Heres to the crazy ones. The mists.

The rebels. The troublemakers. The

round pegs in the square holes. The

ones who see things diferently. Theyre

not ond o rules. And they have no

respect or the status quo. You can

quote them, disagree with them, gloriy

or viliy them. About the only thing you

cant do is ignore them. Because they

change things. They push the human

race orward. And while some may see

them as the crazy ones, we see genius.

Because the people who are crazy

enough to think they can change the

world, are the ones who do. Steve

Jobs. 1955-2011

Knowledge Media Venturz is a

team of seasoned professionals

who are passionate about

shunning mediocrity and creating

interactive media that fosters

excellence in Indian Pharma.

Arvind Nair, Conference Director,

Brand Drift 2013

Gallery - BRAND DRIFT 2013

V y :

://./2013/03/349/

ome
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7 | MedicinMan April 2013

Glimpses of FFE 2012

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Them

e:FieldForcePro

ductivity

Place: Courtyard Marriott, Mumbai
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Change is clich. Well, I will

not ask you to change

to excel in sales. All I ask

is that you pay attention to well-

known, time-tested basics. Revisit

them. Understand them. Ensure

that your thoughts, words andactions become coherent with this

basic ethos.

World over, many organizations

are struggling to grow or sustain

growth while the competition

grows at a geometric rate.

The surge in competition often

undermines the work of the sales

force.

Even in the fastest growingorganizations, only 50-60 percent

of the sales force performs

to expectations. The rest are

surviving by sheer luck. In this

milieu, needless to say, everyone

is in search of actions that can

bring sales excellence.

Can sales excellence be simplied

to ve equations? The answer

is both Yes and No. In fact, itis not the equations - what you

do with them determines Sales

Excellence.

The equations may be simple

and easy to comprehend but

if the actions do not follow the

understanding, its guaranteed that

ones luck will end soon.

Here are these ve equations

These equations work for

individuals, team leaders and also

organizations.

Equation #1:

Results = Data x Action

Today, there is no dearth of data

but data itself does not guarantee

growth. Mature markets - where

data is abundant - grow by single

digit numbers. Whereas emerging

markets - where there is little or no

data - are growing in leaps and

bounds.

Organizations are said to be data

driven! But it is what you do with

data that is more important. Datagives you powerful insights that

are useless unless you act on

them.

Equation #2:

25% 25% 25 25%

Simply put, all customer segments

are not equal. Let us see why they

are not equal!

If you consider your business as

100%, you will observe that 25%

of your business is contributed by

approximately 5% of customers.

The next 25% of the business is

contributed by approximately 10%

of customers.

The next 25% of the business iscontributed by approximately 25%

of customers

And the remaining 25 % of the

business is contributed by a

whooping 60% of customers.

Now, do you realize why 25%

25% 25% 25% ?

Can you write down the split

of sales and the efforts and

expenditure using the simple table

given below as an illustration?

Five Simple Equations

for Sales Excellence.

K. Satya Mahesh is Sr. Manager, Systems and Projects at Sano.

He worked on different facets of Sales Force Effectiveness (SFE),

Integrated Business Analytics and Digital Initiatives.

Tried and tested means to achieve Sales Excellence, condensed in FIVE simple equations.

FFE 20135

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Five Simple Equations for Field Force Excellence | K. Satya Mahesh

Does the table above ring a bell?

If it does, then check sales

vis--vis efforts and resource

allocation.

Remember: similar is not same.

Allocate resources differentially

to different customer segments

based on their contribution to

business.

Equation #3

Share of Mind = Market Share

You can afford to lose battles in

the marketplace but you must win

the war in the minds of customers.

To win the war, your message

must be: Simple, Sticky and

Consistent. Quite often, as a sales

man you get bored with Simple,

Sticky and Consistent message.

However keep reminding yourself:

Simple, Sticky and Consistent.

Thats how you gain a share of

mind. Share of mind is market

share. Check out any brand

anywhere in the world: share ofmind reects in market share.

Equation #4

Equity = Perceived value

Competition Intensity

You may have created value and

equity. But when competition is

intense, it erodes your equity

by reducing the value you have

created. You have no option but

to constantly add to the perceived

value as you have no control over

competition intensity.

Most of the times, you will have

lesser resources compared to

competition. This is the time

you need to invest in your only

reliable resource Emotional

Fixed Deposits. You need to nd

means to emphatically use yourown deposits from emotional

bank accounts created in the

hearts of your customers. World

over, emotions score over rational

factors when customers choose

products.

Equation #5

Strategy = Execution

Strategy is said to be the

obvious choice. Once strategy

is formulated after innumerable

debates and discussions, the

actions needed will be clear.

Once clarity on actions is gained,

never revisit strategy. Neither

before nor during execution.

Constantly try to achieveexcellence in the process of

execution.

When execution fails, do not

question strategy. Repeatedly

question the process and

implementation.

Results will prove whether The

Strategy is right or wrong.

Mumbai Dabbawallas are SixSigma certied! This means only

1 error in 1,000,000 tifn box

deliveries. Thats the excellence

they have achieved.

Conclusion

To summarize, you can achieve

Sales Excellence through ve

simple equations that translate in

to ve actions:

These ve equations encompass

all the theories advocated by

innumerable business gurus to

attain sales excellence. They are

tried and tested.

You will be able to comprehendhow accelerated performance

can be achieved in competition

intensive markets by embedding

these equations in rationally

emotional thoughts and

emotionally rational actions.

These equations are interwoven in

the DNA of every performer.

I merely have identied them,

named them and penned them.

S V. R 25% S Nx 25% S Nx 25% S L 25% S

S 25% 25% 25% 25%

% C 5% 10% 25% 60%

A P S 25% 30% 25% 20%

M H S 15% 25% 30% 30%

T Eq T A

R = D x

A

D A .

25% 25%

25% 25%

A

R

Py

S M

= M S

S, Sy

C

Eqy =

P

C

Iy

B E

x D

Sy =

Ex

D Ex

The views expressed in this message are made in an individual

capacity and do not necessarily reect those of the company, Sano

(the company) or any of its afliates. Neither the company nor

any of its afliates assumes any responsibility or liability of any use

which may be made of any views expressed here in this article.


10/30



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Field Force Excellence

The Indian pharmaceutical

industry is on a good growth

path and is likely to be in

the top 10 global markets by value

by 2020. High burden of disease,

good economic growth leading

to higher disposable incomes,

improvements in healthcare

infrastructure and improved

healthcare nancing are drivinggrowth in the domestic market.

However, in order to sustain growth

in the long run, companies will

need to modify their business

models and connect with their

customers faster and work on

innovative ideas to serve them

better.

Field Force continues to be the

vital link between the customer

and the organization. Hence, the

performance of the eld force

will determine to a high degree

the sustained success of any

organization.

Although sales force automation

and measurement have become

increasingly common business

practices, the true success of

the Field Force is based on thecorrect alignment of the sales force

management with the company

strategy to accomplish its mission

and thus drive value.

The sales force management

should be based on three pillars:

1. Attracting, hiring, developing and

retaining the right sales people in

terms of attitude, skills, knowledge

and activities

2. Dening and executing a

successful management style with

regular personalized coaching,feedback and evaluations, clear

roles and responsibilities, and

workload versus potential analysis.

3. Organizing and dening

processes, underpinned by using

the appropriate technology and

performance measurement.

Peter Drucker denes EFFICIENCY

as doing things right and

EFFECTIVENESS as doing theright things.

Achieving Field Force Excellence

requires intelligent combination

of both. If this excellence has to

be achieved and sustained, the

role clarity and the associated

responsibilities have to be clear

with regard to sales management

including the line functions.

Today, there is still a tremendousamount of confusion and there

are many situations where there is

duplication or substitution of the

effort areas.

For example, calling on

physicians including KOLs,

joint working with sales people,

stockists management are day

to day functions in which there is

overlapping and duplication with

no clear cut responsibility. This is

also due to poorly dened sales

processes leading to re ghting

during month end sales closing.So the process is forgotten or

compromised and the month

end becomes an end by itself till

the next month end. This leads

to erosion of efciency and

effectiveness. And excellence

remains an unreachable dream.

The starting point is clarity

in dening the role and the

responsibility at each level of salesmanagement. Stephen Covey,

the author of The Seven Habits of

Highly Effective People denes

role (both in personal and

professional life) which relates to

three areas:

1. Responsibility,

2. Area of Relationship, and

3. Area of Contribution.

The responsibility to achieve

Planned Revenue Generation

rests at all levels of hierarchy

in a commercial organization,

The Needfor role ClariTy

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

is Chief Mentor at MedicinMan and a regular contributor.

[email protected]

ome

FFE 20135

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Field Force Excellence: The Need for Role Clarity | K. Hariram

whether direct or indirect. But the differentiation between roles is to be found in the relationship areas and the area of

contribution.

Let me illustrate this through an inverted organogram.

The Customer

Everyones cheque is ultimately signed by the Customer. The Customer allows us to stay in business.So he belongs to the top. In Pharma the Doctor and Chemists ring forms the Customer

The Revenue Generating Team

This is made of the Pharma sales team ably supported by marketing team.

The Revenue Generating Team works for the Customer.

The People Building Team

They are the front-line managerial team. Their responsibility is to

coach, direct and guide the revenue generating team.

The Leadership Team

They are the second-line Sales and Marketing Managers.

They lead and direct the company in their region/zone

brand management. They work for the people

building team

The Development Team/Corporate Managers

For long-range planning &Development.

They work for the leadership team.

The MD

Gives Vision and Direction

to the Company. He works

for all

The above organogram very

clearly denes the role respon-

sibility of each level. While one

level may help or support the

other level of function, the real

concern is duplication of efforts,

lack of clear direction and more

importantly, the absence of

coaching, guiding and directing

as part of the area of contribu-

tion.

So communications at all levels

remain more often on a transac-

tional level and seldom lead to

transformation. Hence, the cha-

os, re ghting and blame-xing,

resulting in gaps at all levels.

This is also one of the major fac-

tors contributing to sales force

attrition.

I strongly opine that product and

service differentiation is going

to become increasingly difcult

to achieve in the era of glo-

balization. Sales management

will continue to face growing

pressures to reduce eld sales

investments and to producemore with less. Faced with

increasing resource constraints,

sales leaders need to comple-

ment their internal sales force

effectiveness measures through role

clarity through well dened respon-

sibility, area of relationship and

area of contribution leading to Field

Force Excellence.

Excellence endures and sustains. It

goes beyond motivation into realms

of inspiration. I have found that ex-

cellence is not so much of a battle

you ght with others, but a battle

you ght with yourself, by constant-

ly raising the bar and stretchingyourself and your team. This is the

best and the most satisfying and

challenging part about excellence.

Azim PremjiFFE 2013

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THEME: FIELD FORCE PRODUCTIVITY


Product and service differentiation

is going to become increasingly

difcult to achieve in the era of

globalization. Sales management

will continue to face growingpressures to reduce eld sales

investments and to produce more

with less. Faced with increasing

resource constraints, sales leaders

need to complement their internal

sales force effectiveness measures

through role clarity through welldened responsibility, area of re-

lationship and area of contribution

leading to Field Force Excellence.


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)+91-93422-32949*[email protected] North Road, Cooke Town, Bangalore - 575084


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Theme:FieldFo

rcePro

ductivity


Session 1: Keynote Address: Shakti Chakraborty, President, Lupin

Session 4:Panel Discussion: Transactional to Transformational: the Changing Role of HR

in enhancing Field Force Productivity.

Moderator: Anup Soans - Editor, MedicinMan --Panel Members Conrmations Awaited--

Networking Breakfast

Lunch

Session 2: CEO Roundtable: Field Force Productivity: Opportunities and Challenges

--Panel Members Conrmations Awaited--

Session 5:Amlesh Ranjan, Associate Director, Sano: New Pharma Sales Model for

Healthcare Opportunity

Session 3: Panel Discussion: Business Intelligence for Field Force Productivity.

Moderator:Vikas Dandekar, India Bureau Chief, Elsevier Business Intelligence

Panelists: Salil Kallianpur, Commercial Head - Classic Brands Center of Excellence, GSK

Session 6: K. Hariram, Chief Mentor at MedicinMan, Former (Retd) Managing Director at

Galderma India: Role Clarity for Field Sales Managers to enhance Field Force Productivity.

www.medicinman.net

Register Now!

Click here or go towww.medicinman.net/fe13

Delegate Registration

Pharma Delegates: INR 8,500/-Non-Pharma Delegates/ Service Providers: INR 9,500/-

Early Bird Discount (for full payment before 30 April 2013): INR 1,000/-
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EmployEE loyalty- at What Cost?E

verybody expects loyalty.

Whether internal or

external customers every

entrepreneur expects loyalty from

them.Loyalty is a two-way process: it

must be rewarded to develop and

grow. Thats where executives err

a lot.

While most industries have come

of age on the loyalty issue, pharma

still banks heavily on internal

customer loyalty.

Frequent short-term changes by

Pharma employees are viewednegatively, while in other industries

such changes have come to be

accepted.

What are the disadvantages of

courting loyalty?

Loyalty generally means sticking

around for longer times. It can lead

to the propogation of: Same, stale ideas.

Same, mundane approach.

Limited drives.

Business driven with

calculated risks.

Focus on sustaining /

retaining the job and earning

reasonable increments and

management, courtesy

promotions.

The only advantages of employee

loyalty are:

Controlled turnover statistics.

Controlled training costs.

Face familiarity with external

customers and above all

A pseudo-feeling of being

an employer of choice with

superior HR practices.

Inferences can be drawn out of

both situations depending upon

the organizations own outlook.

Does loyalty help or hinder growth

of the organization?

In my opinion, it hinders growth

because people get settled, they

loose drive, they work for retaining

their jobs and increments and that

Push which the organization

needs goes for a toss.

People who travel from

one organization to

another carry many good

practices and learning

compared to people who

are stuck with same

organization for years

and have not seen and

refuse to see the world

changing around them.

Sharad Virmani is Vice President Marketing and

Sales at Comed Chemicals and Pharmaceuticals.

[email protected]

ome



Employee Loyalty - at what cost? | Sharad Virmani

On the contrary new arrivals

every 2 - 3 years in the company

bring in:

New ideas

New energy

Momentum to the currentbusiness

A look at new opportunities

and risk-taking

Drive the organization towards

its goals

The big question is - why is loyalty

in pharma diminishing?

The answer is simple.

Reason No. 1:

When it comes to rewarding and

recognizing internal customers,

the organization looks at internal

factors.

The age-old saying comes true

here ghar ki murgi dal barabar.

Employees change because they

realize that they are not being

rewarded as per their Market

Value.While organizations underrate

their existing employees when

rewarding, the same employers

hire similar-level new talent at a

higher price, justifying that he

deserves that cost.

These dual-standards are eroding

employee loyalty. Loyal employees

feel cheated and either go into a

shell because of job insecurity ormove out if they have condence

in their talent.

Reason No. 2

People join organizations with

growth aspirations both Financial

and Hierarchical.

With the changing pace of time,

competition and outlook towards

life, everyone wants to be where

he or she should be as per hisor her potential at the earliest

possible. Nobody has patience or

the time to wait.

They get themselves assessed

in the market regularly and the

moment they get the right price,

the right position and right valuer

of their potential and talent, they

move.

There is nothing wrong in it.No employer gives a lifelong

guarantee. So why expect a

lifelong commitment from the

employee.

The employee should have the

equal freedom of moving to

another employer of his choice

who pays and gives him a role as

per his perceived and assessed

market potential. The employersdo the same while replacing an

existing employee.

But the Pharma industry behaves

differently.

While it appreciates long-term

commitment from its employees

with minimal rewards and

recognition for talent, it looks down

on people who change frequently.

The fear is always that these short-term employees disturb the rhythm

of their organization to which they

are well tuned. The myth is also

that all short term employees

who move from organizations to

organization are devoid of talent

and keep moving because they do

not have much to offer.

Probably a deeper insight into

employees mindset will changethis thinking.

Believing that people sticking over

for a long time in the organization

have higher commitments,

involvement and talent is a wrong

notion.

Infact these so-called loyal

employees sometimes are the

biggest impediments to the

organizations growth. With aclear plan to spend several years

in the same organization, at the

same H.Q., at the same post with

minimal growth and no locational

or portfolio shift, they ensure that

their areas actual potential is

never utilized by the organization.

They grow as per their xed

plan, ensuring that their jobs safe

guarded year after year.

Organizations fail to recognizethese factors and some who do

realize are reluctant to push these

individuals just for the sake of

loyalty. Over a period of time the

competition sets a rm foot hold

in these areas and by the time

realization sets in, the organization

looses its edge in those areas.

Time has come to look beyond

mere loyalty.

People who travel from one

organization to another carry

many good practices and learning

compared to people who are stuck

with same organization for years

and have not seen and refuse to

see the world changing around

them.

Short bursts of rejuvination with

new ideas propelling growth are

better than long term loyalty withstagnation.

The message is simple:

Loyalty is a diminishing virtue

employers have to learn to live with

it.

Loyalty does not ensure new ideas

and rapid growth. It only ensures

stagnated growth.

All short-term employees are not

worthless - look closely at their

career path, their achievements

and their talents. Forget about the

loyalty - look at their contribution.

Short-term employees bring drive,

new ideas, rejuvenation and a new

culture propelling organizations

to new levels

The old era of life-long contractual

labour is over.

The newer breed of employeesbelieve in short-term benecial

and growth oriented contracts

with changing canvas every short

while.


16/30

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MunshijikiPanchTanTraforProfessional GrowTh

My successstory was neverplanned; it was builtby sheer passion and

hard work though I didmake conscious effortsto be recognized formy work. I was boldenough to stand out inthe crowd among

my peers andcolleagues.

Anew nancial year is

a time when most of

us evaluate our career

aspirations and make new

decisions. Youngsters in the

pharma industry must think

carefully about what it will

take for them to advance their

short and long term career

prospects.

My success story was never

planned; it was built by sheer

passion and hard work though

I did make conscious efforts

to be recognized for my work.

I was bold enough to stand

out in the crowd among mypeers and colleagues. After

completing 20 years in the

pharma industry, I still think and

plan about how to sell my ideas

and manage organizational

objectives to create a distinct

go to person identity.

Are you a recognizable brand

or just another face? Gettingrecognised is harder than

before. In the past, you

just had to perform your job

description well, achieve

targets and support the

organizations objectives and

goals. Today, you must also

earn your teams respect, so

that your share of the voice is

heard and acted on within thecompany. You gain this respect

as a person who can manage

crisis and solve problems.

Sanjay Munshi is Chief General Manager-

Sales and Marketing at Tablets (India) Ltd.Personal Success

ome



Munshiji ki Panch Tantra for Professional Success | Sanjay Munshi

Product promotions get you

prescriptions and self-promotion

gets you promoted. But just as

the product has to be promoted

on the basis of scientic facts,

self promotion has to be based on

solid achievements.

Everyone has a Success Story and

its reasons and I am no exception,

but these Panch Tantra have

contributed to my success.

Passionate about

Personal Growth

If you are not passionate about

your personal growth, dont expect

others to be interested in your

professional growth. The old ways

of being good at something and

never enhancing your abilitiesare over. You must work twice

as hard to illustrate your capacity

for growth. This will require you to

keep learning and investing in self

development continuously.

To keep it simple, identify three to

four skill areas that will enable you

to grow in your company and then

make the effort to invest in those

skill areas. Its not how much you

know, its how fast you can learn

new things, whether relating to

therapy area knowledge or new

ways of leading people. You must

have a desire to handle greater

responsibilities.

Possess a Can Do

Attitude

The real test of your attitude is

when things do not go as youwant it to. Can you maintain a

Can Do attitude in the face of

challenges like high attrition and

high competition? Your aptitude

has a better chance of being

discovered and recognized if your

attitude is Can Do. Your behaviour

in difcult situations, the choices

you make, your reliability and your

personality are being measured

all the time. Attitude is caught and

not taught. As you demonstrate a

Can Do attitude consistently, thosearound you begin to catch it and

soon everybody is contributing to

making your task a little easier.

Can you trust your

Instincts?

You must have the boldness to

trust your instincts based on

insights gained from careful

observation of market dynamics.

Even after many years ofexperience, many executives do

not have the courage to trust their

gut feelings. It may lead to failure,

but it will teach you valuable

lessons, no MBA program can

teach. So go ahead, take that

plunge that put your capabilities

to the test. Seize the opportunity.

Often your instincts tell you to take

action during times of adversity

but you dont. Instead, you

wait for those above you to take

decisions and let opportunities slip

by. Leading and managing is all

about taking bold decisions and

making those decisions to work

by careful implementation of plans

and strategies.

Trust is Built by Doing

What You Say You Will.

At a time when people have

trouble trusting themselves let

alone trusting others building trust

is a powerful asset and essential

for getting promoted.

Being trusted by others is not

earned just because you are

likeable. You must know how

to build rapport, be a strong

communicator, be credible and

be honest with people. Always

be careful to make commitments

and then once you have made

promises, work on how you can

keep your promises instead of

nding excuses and explanations.

Loyalty Matters.

Being loyal to your

company and colleagues is

important to gain trust without

which success is hard to come by.

Your personal values must alignwith those of your organization.

For example, I will never forget

the job offers I received from

competitors during my tenure

at Tablets (India) Limited - TIL.

While companies offered to pay

me more money, they could never

give me present responsibilities

or future opportunities or the

relationship and trust I had built

with my colleagues and thesales team. As difcult as the

temptations were, my loyalty to

TIL paid off and led to multiple

promotions.

Getting frequent promotions

requires a lot more than just what

your job description demands. As

you begin to map-out your career

goals for 2013, I suggest you

to integrate these Panch Tantrainto your career plan or better

still, design your own success

roadmap.

1

35

4

2

You must have the boldness to trust your instincts based on insights gained fromcareful observation of market dynamics. Even after many years of experience, manyexecutives do not have the courage to trust their gut feelings. It may lead to failure,but it will teach you valuable lessons, no MBA program can teach.


19/30



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For Individuals*


For Corporates*





| +91-93422-32949.

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B - 560084



What PMt ProPoses, Field Force disPoses.

It is a well known fact that the

Success of a brand depends

on the brand managers

strategy for the brand.

Before any new launch, a good

product manager toils for months

in advance to understand all

the ne nuances of his brand,

its competitors, the market, the

customers, business environment

and so on and nally develops a

winning strategy for the brand.

Likewise, for strengthening existing

brands too he / she reects and

contemplates on various issues

before dening the strategies for

the year ahead.

Then comes the critical moment of

sharing these launch strategies or

brand strategies with the imple-

menters, viz., the pharma eld

force during the cycle meetings. It

is here that the brand manager is

put to his most crucial test, that of

convincing the team to implement

his strategy.

A strategy, no matter how good

it may seem to the brand and

the marketing manager, will

see the light of the day in the

intended manner, only if the

eld force are convinced on its

novelty, implementability, possible

effectiveness and likely gains. On

the face of it, the brand manager

may be assured of all co-

operation, but reality may be quite

otherwise!

Scenario 1: New Antihypertensive

Brand;

Target Audience: Cardiologists &

Physicians.

Special Customer Campaign:

The Brand manager, in all his

enthusiasm has chalked out a

special Good Morning Campaign

for his brand, which has a dose

of 1 tablet once in the morning for

round-the clock BP control. The

MR is expected to make a list of

just ve Top Drs whom he will callupon daily before the Dr starts his

practice and remind him of the

brand with a Good Morning card

and a small gift associated with

morning activities (like shaving kit,

etc). The intended message of a

Good start for a trouble-free day

is topmost in the PMs mind while

framing this strategy.

However, from the MRs point

of view, it is nearly impossible

to be able to meet ve TOP

Mala Raj is a Pharma Marketing Consultant with expertise in

Brand Management, New Product Launches and Training. She

has over 26 years experience and runs her own consultancy -

Product Management Support Services at Thane.

[email protected] Management

A Brand Strategy that does not demonstratea concrete understanding of ground reality,is bound to fail - rst in the minds of your

Reps and then on the eld itself. Heres howyou can overcome Boardroom bias.

ome



What PMT Proposes, Field Force Disposes | Mala Raj

cardiologists, repeatedly on all ve

days of the week, that too before

they start practice. Does the

Product Manager think that all my

cardiologists practice in the same

lane? Meeting them once a month

itself requires meticulous planning;

then how can I meet my leading

Cardiologists on a daily basis, even

if it is to just greet for a second?, is

what he muses.

There it goesGood bye to the

Good morning Campaign by

majority of the eld force.

Scenario 2: New Anti-arthritic

Brand;

Target Audience: Orthopaedics

Brand Strategy: Just 1 New Rx

per week from 10 Orthos Thats

all

The Product Manager is convinced

that getting Just 1 Rx / week from

10 Orthos is quite a simple task

and spends the entire brieng

session on what inputs are planned

for the 52 weeks and goes on to

impress upon them the statistics.

The MR thinks, Lets put this

PM on the eld for 3 months to

implement his strategy! How many

brands are there in the history of

Indian Pharma which have attained

Rs 50 Cr in the 1st year!

There it goesStatistics that

are good to look at.but remain

merely an illusion.

There are countless such examples

where the brand manager

proposes and the eld force

disposes. No wonder then, the

PM is left alone to battle questions

from his seniors on how his

strategies have not fetched the

desired results or how his planned

expenses have been expended but

planned forecasts have not been

met.

How to develop those

Winning strategies - A few

pointers:

Regularly work on the

eld - atleast for 3-4 days

every month and work in

different territories in different parts

of the country month after month.

Familiarise yourself with ground

realities in these visits.

If you are a PM with the

favoured B.Pharm + MBA

background, but with little

experience in PMT, always discuss

your ideas with your colleagues

with more PMT experience & with

your Marketing manager, before

you plan your activities or inputs

based on the same.

If you have a novel

strategy, but have doubts

on its implementability,do a pilot testing of the same

during your eld work or ask a few

friendly Frontline managers for their

opinion. Sending a long email with

your proposed plan will almost

never get you the desired feedback

that your personal discussion will

get. So pick up the phone and ask.

Think of possible ways

to make your idea more

innovative, be it a literature

or a visual aid or a scientic input

or anything else. MRs love to

show-off to their Drs any new

information or literatures designed

in novel manner. But limit the urge

to have pullouts and aps too

often, for they often fail after a few

uses.

No. of Rxs / Patients Sales Val @ Rs

10/ day; Rs 70 /

week

Week Rxs No. of

Drs

New Existing Total Value - Rs /

Week / MR

1 1 10 10 0 10 700

2 1 10 10 10 20 1400

3 1 10 10 20 30 2100

4 1 10 10 30 40 2800

..And So On

49 1 10 10 480 490 34300

50 1 10 10 490 500 35000

51 1 10 10 500 510 35700

52 1 10 10 510 520 36400

Total Annual Sales Per MR = Rs 9,64,600

Total Annual Sales for 500 MRs = Rs 48,23,00,000

Bravo! We have a 50 Cr (1st year) Brand in front of us!!

1

2

3

4



What PMT Proposes, Field Force Disposes | Mala Raj

Keep regular tabs on what

competition is doing and offer

your team competitive strategy

that they look forward to from you.

In your cycle-meeting brieng,discuss with the team the

genesis of the idea for the

campaign, theme, etc and highlight how

it has been tested and proven for its

effectiveness in your eld visits. If other

brand managers do the brieng in other

parts of the country ensure that you train

them well on your promotional plans and

give them the relevant back-up data

to enable them also make a powerful

impact in their presentation.

Occasionally you can involve

the MRs by teaser campaigns

seeking their participation in

suggesting a name for the campaign,

etc.

While talking of gains to the MR,

be realistic in your expectations

and stress on personal and

professional gains that are to be had

from your strategies

Be alert, monitor the feedback

and amend your plans if

required at the earliest.

Lastly, your attitude matters a

lot in gaining co-operation from

others. Marketing and sales are

but two sides of the same coin and must

work in unison to realise the corporate

objectives of growth, market share and

prots.

5

6

7

8

9

10

Feeling the

love?

Make sureyou share it.

MM FREE b. B

. I y y

y , .

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I y jy MM, y

:

1. Sbb, NEW, W- b:

...

2. L- E S M.L | Fb

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http://linkedin.com/in/anupsoanshttp://facebook.com/anupsoanshttp://twitter.com/anupsoansmailto:?subject=Take%20a%20look%20at%20MedicinMan%20-%20India%27s%201st%20Magazine%20for%20Field%20Force%20Excellencemailto:?subject=Take%20a%20look%20at%20MedicinMan%20-%20India%27s%201st%20Magazine%20for%20Field%20Force%20Excellencehttp://twitter.com/anupsoanshttp://facebook.com/anupsoanshttp://linkedin.com/in/anupsoans


23/30

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5

x

10 15 20 25 30 35 35 40 45 50 55


Theme:FieldFo

rcePro

ductivity


Session 1: Keynote Address: Shakti Chakraborty, President, Lupin

Session 4:Panel Discussion: Transactional to Transformational: the Changing Role of HR

in enhancing Field Force Productivity.

Moderator: Anup Soans - Editor, MedicinMan --Panel Members Conrmations Awaited--

Networking Breakfast

Lunch

Session 2: CEO Roundtable: Field Force Productivity: Opportunities and Challenges

--Panel Members Conrmations Awaited--

Session 5:Amlesh Ranjan, Associate Director, Sano: New Pharma Sales Model for

Healthcare Opportunity

Session 3: Panel Discussion: Business Intelligence for Field Force Productivity.

Moderator:Vikas Dandekar, India Bureau Chief, Elsevier Business Intelligence

Panelists: Salil Kallianpur, Commercial Head - Classic Brands Center of Excellence, GSK

Session 6: K. Hariram, Former (Retd) Managing Director Galderma India: Role Clarity

for Field Sales Managers to enhance Field Force Productivity.

www.medicinman.net

Register Now!

Click here or go towww.medicinman.net/fe13

Delegate Registration

Pharma Delegates: INR 8,500/-Non-Pharma Delegates/ Service Providers: INR 9,500/-

Early Bird Discount (for full payment before 30 April 2013): INR 1,000/-
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Recently I was having a

talk with some pharma

sales managers. The

conversation veered towards

Coaching. The typical comments

that emerged were:

The current generation does

not listen to us.

They are not taking

responsibility for their sales

target achievement. They have a mind of their own.

They are too casual.

They want territories which are

nearer to their residence, etc.

I also had the occasion to speak

with some pharma sales people

while I was sitting in my physi-

cians clinic. Five out of six reps

told me that they had no signi-

cant value add from their manag-ers either pre, during or post the

doctor calls except for telling you

did this or you missed this. They

also added that the only talk from

the manager was how much have

you done?

The purpose of bringing this point

is not to judge who is right or

who is wrong. But it set me into

thinking mode as to where doesthe problem lie.

Could it be improper understand-

ing of the role by line management

or lack of coaching skills?

Research and survey across

the globe has shown that

managers believe that they

coach far more often than their

sales people believe they do.

On the other hand, the sales

people have reported that they

get very little coaching from

their managers.

Why this discrepancy and how

could this be? Chances are thatthe managers may be doing

some talking or using some

bits and pieces of transactional

communication, often mistaken for

coaching.

A worthwhile question that will

help is Does this action grow my

sales people?

Managers may be spending time

on one-on-one meetings but90% of the time may go in talking

about sales, quotas, so called

CRM activities etc. So, the above

referred question would probably

meet with an answer not really

Everyone goes through the motion

of performance review to meet

with deadline and comply with or-

ganizational system requirements

but fail to really build develop-ment plans that will make a big

difference to the sales person and

therefore, for the organization, in

the long term.

Feedback is yet another area of

improvement because it remains

at a transactional level. We live in

systems; and most of the systems

are self-reinforcinguntil they stop

working or we change them.

Are you reinforcing a system that

promotes dependence, or are youreinforcing a system that promotes

interdependence, extensive

thinking, critical decision making

and empowerment?

Making your coaching visible has

its own dividendsmake sure

that your sales people see that

you are allotting time for coaching

and developing them.. Investing

in your sales people by coaching

them and expanding their capa-

bility will help you, them and the

organization.

The rewards are immense.

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

is Chief Mentor at MedicinMan and a regular contributor. This

article is 6th in a series on Coaching .

[email protected]

Dothey?

This is what K. Hariram heard

from pharma sales managers in a

recent conversation:

The current generation does not

listen to us.

They are not taking responsibility

for their sales target

achievement.

They have a mind of their own.

They are too casual.

They want territories which are

nearer to their residence, etc.

He decided to take a closer look.

Coaching

YouThinkYou

..areCoaching;

ome



DECision analysis

Stages in Decision Analysis:

Structuring the decision: This involves

converting an ill-dened problem into a set of

well-dened elements

Balance sheet: This helps in dening the decision

problem by listing all the different options or actions

and considering the possible benets and risks of

each choice; an approach known as constructing a

balance sheet.

Decision trees: Another method of structuring

the decision is by representing the choices in the

form of a decision tree. A decision tree (Figure

1) represents both, the decision options available

(represented in a tree as a square node between

branches) and the uncertainty associated with each

decision option (represented in a tree as a circular

node).

Assessing the probability of different

outcomes: An important dimension of any

decision is the likelihood of events that actually

happen.

Assessing probabilities: Having identied the

likelihood of different outcomes occurring, together

with an estimate of the uncertainty around this gure,

probabilities can be assessed and added to the

decision model.

Assessing patient values or preference:

measuring utility: Utility is a numeric

or quantitative measure of the value an

individual or group place on the different outcomesor consequences of a decision. Utility is measured

on an interval scale, from 0 to 1 (or 100). Zero

Decision Analysis involves assistingdecision makers for makinglogical assumptions. A rational

decision can be of great use to theindividuals. Decision analysis involvesbreaking a decision problem into itscomponent parts. For decision analysis,these components are the probability

of different outcomes and the value orpreference an individual attaches tothose outcomes. Synthesizing the valueof these components gives the bestdecision option.

1

2

3

Mahendra Rai, Richa Goyal and Pinaki Ghosh

[email protected]; [email protected] Force Knowledge Series

ome


26/30

Decision analysis is a useful technique for assisting complex

and uncertain decisions, where the best option is not

immediately possible. By specifcally including the results

of research studies in the decision model, it can help a

practitioner make evidence-based decisions.

26 | MedicinMan April 2013

Decision Analysis | Mahendra Rai, Richa Goyal, Pinaki Ghosh

equates to the worst possible health state for that

individual and 1 or 100 represents the best possible

health state for that individual. Utility can be

measured by the following:

Standard gamble: This involves examining anindividuals valuation of health states compared with

death. The individual is offered two alternatives: a

gamble with two possible outcomes (death or return

to normal health), or the certain outcome of remaining

in the health state being valued for the rest of his or

her life.

Time trade off: In this approach the individual is

asked to consider the relative amounts of time he or

she would be willing to spend in a given health state.For each health state for which utility is required, the

individual is offered a choice: to stay in this health

state for the rest of his or her life, or return to perfect

health but for a shorter period of time. The amount of

time the patient is willing to trade is used to calculate

the value for the health state. When both probabilities

and utilities have been added to the decision tree,

the expected utility, or value of each decision option,

needs to be calculated. The eventual value represents

both the probability of an outcome occurring and

the value/utility the decision maker attaches to that

outcome.

Sensitivity analysis:

Sensitivity analysis is a way of assessing the

robustness of your decision analysis. Like all models,

the results are dependent on the numbers that go in.

There are some situations where either the research

evidence is very uncertain (perhaps the estimates of

likelihood of certain outcomes have a wide range) or

individual values/preferences for certain outcomes

vary considerably. However, different patients might

have different probabilities (due to differing prognostic

factors) or have varying values/preferences for

outcomes.

Various software packages that could be employedfor medical decision making are:

Tree Age Pro (DATA) [www.treeage.com]; Microsoft

excel; @RISK [http://www.palisade.com]; Supertree

[http://www.supertree.net/]

Conclusion:

Decision analysis is a useful technique for assisting

complex and uncertain decisions, where the best

option is not immediately possible. By specicallyincluding the results of research studies in the

decision model, it can help a practitioner make

evidence-based decisions.

Steps involved in Decision Analysis:

1. Dene the decision problem.

2. Structure the decision: construct a decisiontree.

3. Assess the probability of different outcomes:add probability to the decision tree.

4. Measure patient utility: add utility to the

decision tree.

5. Calculate the expected value of a decision

tree: identify the best option.6. Assess the sensitivity of the decision model.


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Health technology assessment (HTA) is amultidisciplinary activity that systematically

examines the safety, clinical efcacy and

effectiveness, cost, cost-effectiveness, organizational

implications, social consequences, legal and ethical

considerations of the application of a health technology

usually a drug, medical device or clinical/surgical

procedure.

Role of HTA in healthcare decision making.

Technology assessments are useful to wide range of

decision makers in healthcare, including governmentpolicy makers, insurance companies, industry,

planners, administrators, clinicians, and patients. HTA

focuses on the value (clinical and economic) of the

technology relative to current (or best) clinical practice.

HTA acts as a bridge between evidence and policy-

making. It seeks to provide health policy-makers with

accessible, useable and evidence-based information

to guide their decisions about the appropriate use of

technology and the efcient allocation of resources.

HTA is widely used in European countries for

reimbursement decisions.

HTA broadly focuses on two issues:

Clinical effectiveness how do the health outcomes

of the technology compare with available treatment

alternatives?

Cost-effectiveness what is the cost-effectiveness

of new technology compared to existing treatment

options?

Basic steps of HTA

HTA embraces a diverse group of methods that can be

grouped into two broad categories:

Primary data methods: Involves collection of original

data, ranging from more scientically rigorous

approaches such as randomized controlled trials to

less rigorous ones such as case studies.

Integrative methods (also known as secondary

or synthesis methods): Involves combining data

or information from existing sources, including

from primary data studies. These can range from

quantitative, structured approaches such as meta-

analyses or systematic literature reviews to informal,

unstructured literature reviews.

The scope, selection of methods and level of detailin the practice of HTA differs from country to country.

Most HTA activity involves some form of the following

basic steps.

1. Identifying assessment topics

2. Specifying the assessment problem

3. Determine focus of assessment

4. Retrieve evidence

5. Collect new primary data

6. Appraise/interpret evidence

7. Integrate/synthesize evidence

8. Formulate ndings and recommendations

9. Disseminate ndings and recommendations

10. Monitor impact

HTA and Market Access

The use of HTAs and the typical process of market

access are different across countries. Achieving marketaccess for a new product typically involves a number

of steps. In all countries, approval by a regulatory body

is required before a product is authorized for use. This

approval depends on the safety, efcacy, and quality

data for a new product or indication. If a product is

to be funded or reimbursed, additional conditions

must be fullled before a product can be launched

or marketed. These criteria vary among countries but

can include effectiveness, safety, drug price, budget

impact, and cost-effectiveness, and can be assessedat a national level, sub-national or regional level.

Conclusion

Health technology assessment is a form of policy

research that examines the short and long-term

consequences of using a healthcare technology. The

goal of HTA is to inform the development of safe,

effective, health policies that are patient focused and

seek to achieve best value as dened by decision

makers. HTA is viewed as a useful means to ensurethat funds are used effectively and more countries can

be expected to adopt formal HTA processes as part of

their decision-making process.

EmErging ArEAs in HEAltHcArE: HtA

Javed Shaikh is a Consultant (HEOR, Pricing,

Reimbursement and Market Access) at Capita

India, Mumbai.

[email protected]

Shafaq Shaikh is an Associate (HEOR, Pricing,

Reimbursement and Market Access) at Capita

India, Mumbai.

[email protected]

ome



Book Review | Pharma First-Line Leader to CEO: The Roadmap to Success

Pharma Front-Line Leader to CEO - the Roadmap to Success by Vivek Hattangadi is just what it promises it provides a roadmap with a

compass thrown in. It is at once engaging and illuminating. Engaging because of the dialogue format between the mentor and our protagonist,

Vinod, a rst-line leader who is on a fast track to achieve uncommon success - to become a CEO.

Illuminating because it explains clearly a number of key ideas in management that broaden the

perspective of a novice and an experienced manager alike.

Where you are does not indicate where you can go. It only indicates your current position. It does not

determine the scope of where you can go or what you can be! What you can be depends on what

you are going to put in and how far you are willing to go. The scope is virtually unlimited. This book

explains and shows the roadmap for what you can be and what you have to do to be what you can be!

In thirteen brief bite-sized chapters Vivek Hattangadi packs the punches of the power to achieve. The

eleven case studies demonstrate how the ideas discussed in the book are eminently workable.

Majority of the people whether they are medical representatives or mangers are not used to set goals

for themselves although they deal with achieving goals every day of their lives. This book amplies

the need for setting personal goals and shows them how to set goals and what to do about reachingthem. After reading the book even the most skeptical reader would agree that it is possible to achieve

whatever goal one sets for himself or herself. The only key is that one should strive, struggle and

work towards achieving those goals with tenacity. The four autobiographical sketches of the high

achievers at the end of the book should persuade everyone about what is possible for those who

are determined. It should be easier now as there is a roadmap in the book: PHARMA FIRST-LINE

LEADER TO CEO!

Subba Rao Chagantiis the Former Director (Marketing & Sales) at Sun Pharma He is Visiting Faculty at School of

Management Studies, Jawaharlal Nehru Technological University.

Purchase at URead.com

Anup Soans

I was privileged to attend one of Renies

coaching sessions a few years back. Renie,

a certied facilitator with BlessingWhite in

the US was visiting and exploring India, and

I was at that time also a facilitator with the

India partner of BlessingWhite.

The quiet and efcient manner in which she

facilitated the session left a deep impression.

Here was a person who had trained globallyand was very comfortable in sharing her pro-

fessional insights with Indian professionals

for free!

Interactive and Engaging Training a Practi-

cal Guide by Renie McClay is an excellent

resource for everyone interested in making

learning interesting and interactive. In less

than 80 pages Renie lays bare the essentials

of interactive learning. Beginning with the

basics like VARK, Renie moves on to case

studies and practical examples of making

learning for adults a We want more activity.

A quick and practical resource for people

who want to liven up the learning process.

Knowing how and when to use interactive

and engaging training methods is a key in-

gredient to making learning stick. This book

is a collection of tried and true activities to

get participants engaged and interacting

with others to learn something. There is

something here for everyone - accidental

trainers and those new to the training eld,

as well as seasoned trainers. This is the why

and the how for building interaction and en-

gagement in training. It includes examples

and instructions that can easily be incorpo-

rated in learning solutions. There are evenideas on leveraging technology!

Renie McClay is on the MedicinMan Interna-

tional Editorial Board. Renie is a global learn-

ing consultant who has managed the training

function for several Fortune 500 companies,

including Kraft and Novartis. After 20 years

in corporate training and development roles,

she started her own rm, Inspired Learning

LLC. She designs and delivers training for

improved performance. She is a Certied

Professional of Learning and Performance

(CPLP) and has a Masters in Global TalentDevelopment from DePaul University.

Renie is also the author of three other train-

ing and development classics - 10 Steps to

Successful Teams (ASTD Press), The Es-

sential Guide to Training Global Audiences

(Pfeiffer), Fortify Your Sales Force: Leading

and Training Exceptional Teams (Pfeiffer).

You can browse through Interactive and En-

gaging Training a Practical Guide by clicking

on this link - http://www.amazon.com/Inter-

active-Engaging-Training-Practical-Guide/

dp/1475165447

PHARMA FIRST-LINE LEADER TO CEO THE ROADMAP TO SUCCESS by Vivek HattangadiSubba Rao Chaganti

Editors Choice: Interactive and Engaging Training - A Practical Guide by Renie McClay

me
http://www.uread.com/book/pharma-firstline-leader-ceo-vivek/9789382359456http://www.amazon.com/Interactive-Engaging-Training-Practical-Guide/dp/1475165447http://www.amazon.com/Interactive-Engaging-Training-Practical-Guide/dp/1475165447http://www.amazon.com/Interactive-Engaging-Training-Practical-Guide/dp/1475165447http://www.amazon.com/Interactive-Engaging-Training-Practical-Guide/dp/1475165447http://www.amazon.com/Interactive-Engaging-Training-Practical-Guide/dp/1475165447http://www.amazon.com/Interactive-Engaging-Training-Practical-Guide/dp/1475165447http://www.uread.com/book/pharma-firstline-leader-ceo-vivek/9789382359456


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