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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
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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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field force excellence
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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
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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]
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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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Glimpses of FFE 2012
5
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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.
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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.
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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.
ome
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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
5
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yDate: Saturday, 8th June 2013
THEME: FIELD FORCE PRODUCTIVITY
Place: Courtyard Marriott, Mumbai
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
THEME: FIELD FORCE PRODUCTIVITY
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Theme:FieldFo
rcePro
ductivity
Place: Courtyard Marriott, Mumbai
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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14/3014 | MedicinMan April 2013
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.
ome
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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.
7/28/2019 MedicinMan April 2013
16/30
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tands Out
From the team that brings you
MedicinMan, Brand Drift, Field
Force Excellence seminars and
other breakthrough learning and
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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
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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.
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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
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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
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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
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I y jy MM, y
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1. Sbb, NEW, W- b:
...
2. L- E S M.L | Fb
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3. S PDF y .
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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/anupsoans7/28/2019 MedicinMan April 2013
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)+91-93422-32949*[email protected] North Road, Cooke Town, Bangalore - 575084
THEME: FIELD FORCE PRODUCTIVITY
5
x
10 15 20 25 30 35 35 40 45 50 55
yDate: Saturday, 8th June 2013
Theme:FieldFo
rcePro
ductivity
Place: Courtyard Marriott, Mumbai
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/-
http://www.medicinman.net/ffe13http://www.medicinman.net/ffe13http://www.medicinman.net/ffe13http://www.medicinman.net/ffe13http://www.medicinman.net/http://www.medicinman.net/7/28/2019 MedicinMan April 2013
24/3024 | MedicinMan April 2013
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 .
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
7/28/2019 MedicinMan April 2013
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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
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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.
Shafaq Shaikh is an Associate (HEOR, Pricing,
Reimbursement and Market Access) at Capita
India, Mumbai.
ome
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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/97893823594567/28/2019 MedicinMan April 2013
30/30
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