Ethics in Indian Healthcare - MedicinMan October 2016

MEDICINMANField Force Excellence
October 2016| www.medicinman.net
Indian Pharma’s First Digital Magazine Since 2011
TM
I
was invited to speak at the one-day seminar on
Building Brands in the post-UCPMP era, orga-
nized by the Karnataka Drugs and Pharmaceutical
Manufacturer’s Association (KDPMA). Sunil Attavar,
President of KDPMA and CMD of Group Pharma and
his team put up a splendid show and delivered im-
mense value to participants. The Keynote Address
was delivered by Shri Sudhansh Pant IAS, Joint
Secretary in the Dept of Pharmaceuticals. He did a
great job of addressing industry captains and young
brand managers and laid the ground of how UCPMP
came about and the certainty of its becoming law in
the immediate future.
Shri Sudhansh Pant said, “Industry does not oper-
ate in isolation in a democratic society like India. Its
actions are open to scrutiny not only by concerned
authorities, but also by the media, civil society and
Parliament itself. Not to mention the power of so-
cial media, which gives immediate information and
access to citizens to the corridors of power and in-
fluence.”
While being highly appreciative of Indian Pharma
and promising to support its growth aspirations in
every possible way, Shri Sudhansh Pant made it am-
ply clear that, “Government was fully cognizant of
various unethical practices in the healthcare sector
and was committed to ensure that the interests of
patients would be safeguarded by laws that are de-
signed to deter pharma-doctor nexus. The new law
will have penal provisions that will make unethical
transactions unprofitable.”
Ganesh Nayak, COO and Executive Director of Zy-
dus Cadila, gave a down-to-earth talk on building
brands – the pitfalls and opportunities. Peppered
with case studies and lessons in branding strategies
based on his hands-on experience both in India and
all over the world. Launching too many brands too
quickly meant compromise in caring and nurturing
the brand, leading to unprofitable and short-lived
brands. He exhorted brand managers to carefully
study the market and identify real needs and seg-
ments to build sustainable brands. Changing the
core message of the brand every quarter meant that
brand managers did not have a long-term vision for
the brand. Ganesh Nayak demonstrated why he is a
force with reckon with even after a prodigious stint
of 39 years at Zydus Cadila. Interactions like this
greatly benefit young brand managers who wish to
know the mind of the top management and their
expectations.
THE IMPENDING
LEGAL SCRUTINY
OF THE INDIAN
HEALTHCARE
SYSTEM
EDITORIAL

“
Editorial | The Impending Legal Scrutiny of the Indian Healthcare System
2 | MedicinMan October 2016
In preparation for the seminar I read two books: Dis-
senting Diagnosis and The Ethical Doctor. A review
of the books, written by doctors, are published in
this issue. Both books are current – published in
2016 by reputed publishers, Penguin and Harp-
er Collins. The co-authors of Dissenting Diagnosis
Dr. Arun Gadre and Abhay Shukla and the author
of The Ethical Doctor, Dr. Kamal Kumar Mahawar
need to be highly commended for their bold step
in bringing to open the issues that plague medical
practice in India.
There is an all round awareness and a push for
leaders, movers and shakers in pharma and allied
sectors of healthcare to clean out the rot in the sys-
tem and embrace ethics in deed and not just word.
UCPMP and revamping of MCI with NCM are clear
measures that are clear messages to wake up the
industry. Top management should be determined
and united and look for ways to stop current prac-
tices by being open to new options, instead of look-
ing for ways to hoodwink the government and the
public by exploiting loopholes. Shri Sudhansh Pant
was emphatic that unless the top management
tacitly approved, the field force would not indulge
in unethical practices. It is the job of the top man-
agement to send a clear message and demonstrate
their commitment through actions at the ground
level to bring in positive changes.
Healthcare is a major problem in India and thus a
huge opportunity both for pharma and doctors to
provide solutions profitably and ethically. There
is no need for greed – the opportunity is large
enough and sustainable over the long term with-
out having to resort to malpractices that diminish
the stature of the industry and the value of the hu-
mongous contribution of doctors to healthcare.

There is an all round awareness
and a push for leaders, movers and
shakers in pharma and allied sectors
of healthcare to clean out the rot in
the system and embrace ethics in
deed and not just word. UCPMP
and revamping of MCI with NCM
are clear measures that are clear
messages to wake up the industry.

“
78 doctors have contributed to Dissenting Diagno-
sis – some brave enough to give their names and
some choosing to be discreet – all commendable
nonetheless. I will conclude with the sobering
thoughts expressed by one of the contributors, a
general surgeon, “We have sunk to such depths
that I have come to the conclusion that things will
(now) improve simply because there is no way they
can become any worse.” - Editor

There is no need for greed – the
opportunity is large enough
and sustainable over the long
term without having to resort to
malpractices that diminish the
stature of the industry and the value
of the humongous contribution of
doctors to healthcare.
Editorial | The Impending Legal Scrutiny of the Indian Healthcare System
Connect with Anup on LinkedIn | Facebook | Twitter
Anup Soans is an L&D Facilitator,
Author, Pharma Consultant.
Visit: anupsoans.com
Meet the Editor

 Photo Montage | National Seminar on UCPMP organized by KDPMA
Shri. Sudhansh Pant, IAS
Joint Secretary, Dept. of Pharmaceuticals,
Ministry of Chemicals and Fertilizers, GoI
(L-R) Sunil Attavar - CMD, Group Pharmaceuticals and President KDPMA;
Prof. Vivek Hattangadi - Consultant, The Enablers; Darshan Patel –
Partner, PwC; Dr. Ganesh Nayak - Exec. Director and COO, Zydus Cadila;
Anup Soans - Editor, MedicinMan; Samir Rai - National Sales Manager,
Meyer Organics
Sanjay Dhawan
Partner, PwC
Ganesh Nayak
Exec. Director and COO, Zydus Cadila
Harish K Jain
Director, Embiotic Laboratories
Sunil Attavar
CMD, Group Pharmaceuticals and President KDPMA
NATIONAL SEMINAR ON UCPMP ORGANIZED BY KARNATAKA DRUGS & PHARMA-
CEUTICALS MANUFACTURERS’ASSOCIATION (KDPMA) ON 15TH
SEPTEMBER 2016

CONTENTS
Our mission is the collective improvement of the
pharma sales and marketing ecosystem - leading
to better relationships with doctors and better out-
comes for patients.
MedicinMan Volume 6 Issue 10 | October 2016
Editor and Publisher
Anup Soans
Chief Mentor
K. Hariram
Editorial Board
Salil Kallianpur; Prof. Vivek Hattangadi; Shashin
Bodawala; Hanno Wolfram; Renie McClay
Executive Editor
Joshua Soans
Letters to the Editor: anupsoans@medicinman.net
1. New Product Launch: An Opportunity to
Launch Your Own Career! .................................6
Product launches are tracked very closely by senior
management and Medical Reps who contribute to its
success can easily bring themselves to the attention
of management. Here’s how to get it right.
Book Extract from HardKnocks for the
GreenHorn by Anup Soans
2. The Power of Emotions in Brand Building..13
Emotions are powerful tools in the hands of
marketers to draw attention, inspire action and
increase retention of customers.
Vivek Hattangadi
3. Coaching: the Art of Creating New
Possibilities.......................................................20
Anticipation of hurdles and proactively responding
to them is at the heart of sales coaching.
K. Hariram
4. BOOK REVIEW: The Ethical Doctor ..............23
A deep examination of the state of the medical
profession that asks the question: “Is it possible to
be an ethical doctor today?”
Extract from the Huffington Post
5. BOOK REVIEW: Dissenting Diagnosis ..........24
A group of ethical medical practitioners talk about
their profession’s declining standards, and then
invite us to join them in their efforts to arrest that
decline.
Extract from India Medical Times
6. Moral Intelligence and Leadership in
Pharma .............................................................25
Moral Intelligence is like a compass or the light from
a lighthouse, enabling leaders to steer organizations
in all kinds of weather and create trust in their
leadership.
Book Extract from SuperVision for the
SuperWiser Front-line Manager by Anup Soans
`

T
he market demands and rewards companies
that can constantly bring new and improved
products and services to the market. Most of the
growth seen in the last five years in the Indian pharma-
ceutical market has been from product launches.
The success of new products determines the future of
the company, and a lot of effort goes into launches,
which also involves substantial resources. A product
launch is also one of the best opportunities for a Med-
ical Rep to enhance his career prospects. All the plan-
ning and expenses that a company usually puts into
such an exercise mean that the top management will
be closely watching the results.
The Medical Rep who is the first to secure repeat or-
ders will automatically come to the notice of the man-
agement like never before. Management will want
more information about the Medical Rep, his territory
and the success factors.

Product launches are tracked very closely
by senior management and Medical Reps
who contribute to its success can easily bring
themselves to the attention of management.
Here’s how to get it right.
Anup Soans
NEWPRODUCT
LAUNCH: AN
OPPORTUNITY
TO LAUNCHYOUR
OWN CAREER!
This article is an
extract from the
book HardKnocks
for the GreenHorn,
by Anup Soans,
available on Flipkart.
The book is a
complete guide to
pharma sales for new
and experienced
professionals.

His territory could then be chosen as the launch-
pad/test market for new products. So, the Medical
Rep must look forward to product launches as his
own career launcher. He must be fully involved in
the exercise and give the management all the data
that is asked for. The daily report of the Medical
Rep must contain all the details about the prescrip-
tion patterns and feedback of doctors. Thorough
territory knowledge will enable the Medical Rep
to promote the new product to the right group of
doctors for maximum prescriptions in the shortest
period. A product launch is an excellent opportu-
nity to make repeat calls on doctors and chemists
and reinforce relationships with them.
Before you begin to discuss the new product with
the doctor, ask yourself:
1. Why do you believe the doctor should consid-
er your product?
2. Who will be using the product? Which catego-
ry of patients will benefit the most from the
product?
3. What is the dosage for different patients?
(Don’t leave it to the doctor to read up on the
prescribing information; explain how much
should be prescribed for a child, an adult, and
an elderly patient.)
4. Does the doctor need journal abstracts on the
usage of the product or does he need referenc-
es from his peer group?
5. How many samples does he need to try on
new patients or to switch from what he is cur-
rently using to your product?
You must have answers to these questions before
leaving the doctor’s chamber, so that you have a
follow-up plan with which to proceed during your
next visit.
 Anup Soans | New Product Launch: An Opportunity to Launch Your Own Career!
“
...the Medical Rep must look
forward to product launches as his
own career launcher. He must be
fully involved in the exercise and
give the management all the data
that is asked for. The daily report
of the Medical Rep must contain all
the details about the prescription
patterns and feedback of doctors.

Asking these questions will also enable you to plan
a date for the follow-up call instead of waiting un-
til your next cycle call. You must also clearly state
which target group of patients will be most suited
for the new product based on clinical data.
Remember that the right selection of patients
by the doctor for the new product is important,
as the results will determine the doctor’s opin-
ion about it.
Many new products have failed because the Med-
ical Rep in his enthusiasm to get prescriptions has
encouraged the doctor to prescribe the product
without clearly defining the target group of pa-
tients who will benefit the most. While this ap-
proach may be acceptable for general products,
specialised products need careful positioning for
lasting success. The Pareto Principle will be espe-
cially useful in reducing the risk of failure in pro-
moting new products.
An understanding of Roger’s Curve of Innovation
will greatly enhance the success prospects of a
product. Roger’s Curve of Innovation is a model
that classifies adopters of innovations (new prod-
ucts and services) into various categories.
Based on the idea that certain individuals are quick-
er to use new products than others, doctors can be
grouped according to how quickly they adopt a
new product. On the one extreme, some doctors
adopt a product as soon as it becomes available.
On the other, some doctors are among the last to
prescribe a new product.

“
Many new products have failed
because the Medical Rep in his
enthusiasm to get prescriptions has
encouraged the doctor to prescribe
the product without clearly defining
the target group of patients who
will benefit the most. While this
approach may be acceptable
for general products, specialised
products need careful positioning
for lasting success.
Anup Soans | New Product Launch: An Opportunity to Launch Your Own Career!

Five different new product adoption groups can be
defined as follows:
1. The Innovators
These doctors are well-informed risk-takers who
are willing to try a new product. They are the first
2.5 per cent to adopt the new product. Innovator
doctors are interested in anything new and will
quickly prescribe new products, especially if it wins
them the recognition of their peers.
2. The Early Adopters
These doctors rely on the positive response of in-
novator doctors before they prescribe the new
product. Early adopters tend to be educated opin-
ion leaders and represent about 14 per cent of doc-
tors. Early adopters enjoy the admiration of others
in their adoption of new ideas, but are interested
only in the material advantage that they would
gain from using it. Early Adopters pay particular at-
tention to Innovators, as they are a good source of
the‘next great idea’. A key feature of Early Adopters
is that they are not wedded to current ideas and
products and will drop one thing if another new
product looks more advantageous.
3. The Early Majority
These are careful doctors who avoid risk. They
adopt the product only after the Early Adopters
have proved its worth. They represent 34 per cent
of doctors. Their behaviour is similar to a herd of
cattle or a flock of sheep. Where one goes, the rest
follow; but everone waits someone else to make
the first move.
The Early Majority are also held back because they
fear prescribing a flop product, as later they will be
shown to have wasted their time and money. They
will look at Early Adopters and publicly frown while
privately being envious. Convincing them needs
a constant stream of evidence from trial reports,
review articles and newsletters that gradually win
them over.
Roger’s Curve of Innovation, first propounded by Everett Rogers, a professor of communication studies

4. The Late Majority
These are somewhat sceptical doctors who pre-
scribe a product only after it has become com-
monplace, and represent about 34 per cent of
consumers. The Late Majority are similar to the
Early Majority in many ways, except that they just
drag their feet a little more. They hate any form of
hassle. They will wait for a product’s price to fall to
rock-bottom before initiating prescriptions.
5. The Laggards
These are doctors who avoid change and may not
adopt a new product until the traditional alterna-
tives are no longer available. They represent about
16 per cent of doctors. The Laggards are the one
group you can afford to ignore. They will resist new
products until the bitter end. Occasionally, you can
convert Laggards, in which case they may become
your greatest allies and advocates. They make
powerful case studies, because if they can be con-
vinced, anyone can be.
The rate of adoption of new products depends on
the following factors:
1. The perceived benefits over alternative prod-
ucts
2. Communicability of the product benefits
3. Price
4. Ease of use
5. Promotional effort
6. Distribution intensity and product availability
7. Perceived risk
8. Compatibility with existing standards and val-
ues
“
Early Adopter doctors rely on the
positive response of Innovator
doctors before beginning to
prescribe a new product. Early
adopters tend to be educated
opinion leaders and represent about
14 per cent of consumers.

Even when a new product offers high value to cus-
tomers, it is still a big challenge to convince them
to try the new product and eventually to adopt it.
Rogers’ theory is useful to understand that trying
to convince all the doctors about a new product is
useless. It makes more sense to start by targeting
Innovators and Early Adopters. This segmentation
will also greatly enhance the Medical Rep’s under-
standing of the doctor’s mindset and will lead to
innovation, better prospecting, positioning and
higher productivity for the entire product range
marketed by his company. M
“
Rogers’ theory is useful to
understand that trying to convince
all the doctors about a new product
is useless. It makes more sense to
start by targeting Innovators and
Early Adopters.
This article is an extract from
the book HardKnocks for the
GreenHorn, by Anup Soans,
The book is a complete guide
to pharma sales for new and
experienced professionals.

NOWAVAILABLEON
(click on the books to purchase on
flipkart)
SuperVision for the SuperWiser Front-line Manager is a tool to help pharma pro-
fessionals transition from super salesmen to great front-line managers and leaders.
The book will equip front-line managers to Manage, Coach, Motivate and Lead their
teams to deliver outstanding performance. An engaging read, filled with examples
and illustrations, SuperVision for the SuperWiser Front-line Manager has been used
by thousands of managers across the industry.
HardKnocks for the GreenHorn is a specially crafted training manual to enable
Medical Representatives to gain the Knowledge, Skills and Attitude needed to
succeed in the competitive arena of pharma field sales. Medical Representatives
joining the field are often not aware about the key success factors of their job and as
a result they get discouraged when things don’t go as planned. HardKnocks for the
GreenHorn is a powerful learning and motivational tool for field sales managers to
build their sales teams.
WANTTOSEE
BREAKTHROUGH
CHANGEINYOUR
PHARMACAREER?
MedicinMan Publications - Fostering Field Force Excellence

M
y wife was a fan of the Hindi TV Serial Kyunki
Saas Bhi Kabhi Bahu Thi. After every episode,
she would be in tears, often sobbing loudly.
“Why do you watch this serial if it makes you cry?” I
once asked her.“I feel happy when I cry after watching
this serial,”was her reply!
Late Meena Kumari, often called ‘The Sob Queen’, the
top cine artiste of her time (1950s and 60s) was anoth-
er lady easily moved the audience to tears. The public
thronged cinema houses to see Meena Kumari.
And why did Mehmood become so popular? He too
made people laugh and cry.
That is the power of emotions! Emotions matter a lot
in buying decisions and in prescribing decisions.

THE POWER OF
EMOTIONS IN
BRAND BUILDING
A very unique set of challenges but an ocean of
untapped opportunity, make rural markets an
exciting place for resourceful pharma marketers.
Vivek Hattangadi
Emotions are powerful tools in the hands of
marketers to draw attention, inspire action and
increase retention of customers.

“A quote attributed to Zig Ziglar goes like this:
“People don’t buy for logical reasons. They buy for
emotional reasons.” Most buying decisions have a
considerable emotional component.
Pharma brand managers need to make emotions
an integral part of their communication strategy.
Canned detailing is now buried deep down in the
Indian Ocean!
It is not only the emotion of happiness that can
make people emotionally attached to your brand
but also the emotions of anger, jealousy, sadness,
grief and unhappiness. The goal of pharma brand
managers is to tap into the right emotion, in the
right way, for building brands!
What are emotions? Emotions are your feelings.
Emotions can be felt through physiological chang-
es such as increased heart rate, a tense stomach, or
muscular tension. Emotions help us connect with
one another and inspire us to act. But are all emo-
tions equally effective at moving us to action? Well,
not really. Different emotions have varying levels of
arousal as you see when you read further.
David Straker says in Changing Minds that although
emotions are cognitive in nature, it is the physical
sensation that differentiates it from pure thought1
.
Emotions are not only present in your subcon-
scious mind, but they also shape your conscious
thoughts about brands, products and services.
Reason or Emotion: Which dominates the hu-
man mind?
From day you were enrolled in school, you have
taught to be logical and rational in your thinking
and actions. And that is what everyone tries to do.
But in the end, it is emotion that triumphs. While
analytical and logical thinking is the voice of rea-
son, emotional thinking is the voice of empathy.
Emotional thinkers tend to feel very deeply about
things and may find it easier to relate to other peo-
ple’s problems on a personal level. The following
case study will help you distinguish the two.

Pharma brand managers need to
make emotions an integral part
of their communication strategy.
Canned detailing is now buried deep
down in the Indian Ocean!
Vivek Hattangadi | The Power of Emotions in Brand Building

Case Study
Your best friend, Vikas, has had a wobbly and un-
steady relationship with his spouse. Vikas is shat-
tered as a break-up is now inevitable.
He comes to you for advice.
A logical approach to his problem would elicit a
very different response from you compared to an
emotional response.
Logically, you know why this relationship has failed
and you had expected a break-up to come soon-
er or later. You may straight away tell Vikas, that
as a partner he was undependable, immature, too
bossy, a poor listener, and so on and that he should
have tried to work on his weaknesses.
However, first think: will Vikas feel good after you
say this?
Approaching this situation with Emotional Intelli-
gence you could perhaps first express sympathy.
You could say that the break-up was dreadful. To
divert his mind from the issue, you may possibly in-
vite him for a funny movie like‘Padosan’,‘Golmal’or
watch a sitcom like ‘Mr. Bean’. You could even take
him to Barbeque Nation for lunch or dinner.
Then you might list out all his professional
strengths, his social skills and tell him that he is a
remarkable person. This mental pep talk may turn
out to be a confidence booster.
How will Vikas feel now? Which is the better ap-
proach?
As logical thinker yours is the voice of reason. As
an emotional thinker, yours will be the voice of em-
pathy.
 Vivek Hattangadi | The Power of Emotions in Brand Building

“Taking a cue from this case study, can sustained
interest in your brand be generated purely from
rational facts and figures? Or should you also use
emotions to create a lasting attachment?
Let us hear what experts have to say on this.
“It is emotion, rather than rational thoughts which
regulate the decision-making process”, says the
eminent French neurophysiologist Alain Berthoz2
.
Marie-Laure Laville, a French professor of psycholo-
gy, makes an interesting point:“As difficult as this is
to accept, psychologically we make decisions emo-
tionally first, then find rational reasons and selec-
tive facts, to support those decisions. Fulfilling an
emotional need makes people feel good3
.”
Another renowned neuroscientist David Ser-
van-Schreiber says: “While our emotional intelli-
gence is constantly evolving, IQ changes very little
throughout the course of life4
.”
“90% of the buying decisions people make are
made by the unconscious part of the brain” says
branding expert Martin Lindstrom5
.
With so much evidence, Joe Arrigo rightly says: “Is
there anything more powerful in communication
than authentic emotion? Emotions dominate rea-
son and rational thinking6
.” Use of emotional com-
munication influences the emotional states of the
customer towards your brand.
Put emotions into your communication.
Look at doctors first as emotional beings, and then
as medical practitioners. Internalize this and you
will subconsciously give your sales promotional
material that extra edge which is needed to differ-
entiate your brand.
Avoid being a rational, logical and statistics driven
engine. Stir up emotions. Make your doctors hap-
py, sad, angry or even jealous.
Do you recall the OnidaTV ad which shot this brand
into prominence?

Look at doctors first as emotional
beings, and then as medical
practitioners. Internalize this and
you will subconsciously give your
salespromotionalmaterialthatextra
edge which is needed to differentiate
your brand.
Vivek Hattangadi | The Power of Emotions in Brand Building

“Neighbors Envy, Owners Pride” - the Onida Devil
shouted on TV, cinema halls and other media. How
cleverly they depicted the emotion of envy and
jealousy using the persona of a devil! They could
actually get a devil into the minds of the custom-
ers! The mascot ruled hearts and minds of owners
and their neighbors for almost 20 years before they
retired the Devil.
Research has shown that emotional messages
alone can hook customers to your brand. At the
end of the day, isn’t it your aim to make your brand,
the darling brand of the doctors? Isn’t it your vision
to make brand being respected and loved as it
brings delight and contentment – both to the doc-
tors and patients7
.
If you want to get an emotional reaction, appeal to
the amygdala, the seat of emotions in the brain8
.
This will make doctors feel special.
That is why you need to pump in emotions and
communicate at the right time with the right tone
and the right words.
This is not an easy task when you consider that the
average attention span of a person has dropped to
8 seconds, less than that of a goldfish9
. M
 Vivek Hattangadi | The Power of Emotions in Brand Building
Vivek Hattangadi is a
Consultant in Pharma
Brand Management and
Sales Training at The En-
ablers. He is also visiting
faculty at CIPM Calcutta
(Vidyasagar University)
for their MBA course in
Pharmaceutical Management.
vivekhattangadi@theenablers.org
BIBLIOGRAPHY
1. Straker, D. Changing Minds. Viewed 16
June 2016, from http://changingminds.org/
explanations/emotions/emotions.htm
2. Berthoz, A. Perception Movement Action.
Viewed 8 August 2016, from http://www.
pmarc.ed.ac.uk/people/alainberthoz.html
3. Laville, ML (2016) SEVEN PROVEN EMO-
TIONAL TACTICS IN COMMUNICATION.
Viewed 7 July 2016, from http://www.
teamlewis.com/us/insights/articles/im-
prove-your-communications-with-emo-
tions-seven-proven-tactics
4. Servan-Schreiber, D. Viewed on 8 August
2016 from http://www.teamlewis.com/
be-nl/insights/articles/improve-your-com-
munications-with-emotions-seven-prov-
en-tactics
5. Lindstrom Martin. 90 Percent Of All Pur-
chasing Decisions Are Made Subconsciously.
Viewed 14 April 2014, from http://mag.
ispo.com/2015/01/90-percent-of-all-pur-
chasing-decisions-are-made-subconscious-
ly/?lang=en
6. Arrigo, J. (2013) Emotions And Deci-
sions: A Profound Sales Edge. Viewed 30
May 2015, from http://www.joearrigo.
com/2013/07/11/emotions-and-decisions-
a-profound-sales-edge/
7. Hattangadi, V. (2016) WHAT THE PHARMA
CEOWANTSFROMTHEBRANDMANAGER.The
Enablers, Ahmedabad.
8. Goleman, D. (1998) Working With Emo-
tional Intelligence. Bloomsbury Publishing,
London
9.Watson, L. Humans have shorter attention
span than goldfish, thanks to smartphones.
Viewed 18 August 2016, from http://www.
telegraph.co.uk/science/2016/03/12/hu-
mans-have-shorter-attention-span-than-
goldfish-thanks-to-smart/



THE FUTURE OF
PHARMA SALES
& MARKETING
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 
FEBRUARY
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A MedicinMan annual event
FFE + CEO ROUNDTABLE
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AND BRANDSTORM 2017February
Field Force Excellence conference + CEO Roundtable is
targeted at senior industry professionals in all functions.
The CEO Roundtable is the highlight of the event and fea-
tures some of pharma’s most well-known leaders.
Past topics include:
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Rx Capabilities of the Field Force
• Navigating UCPMP, MCI Guidelines and other regulato-
ry issues
• Reinvention of Doctor-Field Force interaction through
Digital and Social
Past Speakers include:
• Sanjiv Navangul – Managing Director, Janssen India
• K. Shivkumar – Managing Director, Eisai
• Sujay Shetty – Partner, PwC India
• CT Renganathan – Managing Director, RPG LifeScienc-
es
• YS Prabhakar – CEO, Sutures India
• Ali Sleiman – General Manager India, Merck Serono
• Darshan Patel – Partner, PwC
• Vikas Dandekar – Editor Pharma, ET
• Shakti Chakraborty – Group President, Lupin
• Ganesh Nayak – (fmr) CEO and Executive Director,
Zydus Cadila
• Bhaskar Iyer – Divn VP, India Commercial Operations,
Abbott
• Narayan Gad – CEO, Panacea Biotec
• Girdhar Balwani – Managing Director, Invida
• K. Hariram - Managing Director (retd.) Galderma India
BrandStorm is targeted at Brand Managers. The event
features thought leaders in pharma brand management
addressing the hottest topics of the day.
Past topics include:
• UCPMP & MCI Guidelines – Implication for Pharma
Marketing
• Brand Building: Case Studies from the Indian Pharma
Market
• Unleashing the Power of Digital Marketing – Case
Studies
• From Brand Management to Therapy Shaping
• Marketing to Hospitals
• Case Study: Zifi-AZ
• Field Force – Doctor Interaction through use of Digi-
tal and Social Media
• How to Optimize Healthcare Communication Cre-
ative Agency Services
Past Speakers include:
• PV Sankar Dass – CEO & Director, CURATIO
• Darshan Patel – Partner, Pricewaterhouse Coopers
• Daleep Manhas – General Manager & Associate Vice
President at McCann Health
• Praful Akali – Founder-Director, Medulla Communi-
cations
• Pankaj Dikholkar – General Manager, Abbott
• Salil Kallianpur – Executive Vice President - Primary
Care, GSK
• Deep Bhandari – Director-Marketing & Sales Excel-
lence, UCB
• Shiva Natarajan – General Manager, GSK
• Shashank Shanbag – Business Unit Director, MS
• Nandish Kumar – DGM and Head – Marketing, FD
To partner at the event contact:
anupsoans@gmail.com | +91-968-680-2244
FFE+CEO RT BRANDSTORM

O
ne of your sales team member is un-
der-performing.
As a manager, can you stay committed
to ‘coaching’ the person while at the same time
addressing the non-performance and/or some
unwanted behaviours? This is being proactive.
Or, as it most often happens, do you reprimand
the person in an open forum or a sales force
meeting with statements like, “pull up your
socks, it is high time you perform”. This is being
reactive. Of course, it satisfies your ego. But
does it produce the desired result?
Underperformance or any unwanted behaviour
does not crop up over night. If it a surprise,
then there is something that you are missing in
your monitoring mechanism or being on top of
things with your team.
There are usually ample indicators and warning
signs along the way.
So how do you go about with your coaching
conversation?
The first important part is that as a manger, you
(SM/FLM) should have done your homework
and have ready those specific indicators that re-
late to performance/behaviour.

Anticipation of hurdles and proactively
responding to them is at the heart of sales
coaching.
COACHING–THE
ART OF CREATING
NEW POSSIBILITIES
K. Hariram

K. Hariram | Coaching - the Art of Creating New Possibilities
The following conversation starters may be of help:
“Here’s what I’m seeing, specifically.”
“I’m curious, what’s happening here?”
It being a conversation, it is worth asking, “What
are we going to do about it?”
Be prepared for surprise responses including si-
lence. There could also be blame game such as
“doctors stopped writing, market is slack, I am do-
ing my best, marketing inputs are not effective,
price objections are there, competitors are spon-
soring DRs, etc.“
Do not interrupt. Let them state their problems.
This will help you to address them correctly. It may
also help you to sort out their exaggerated think-
ing.
Allow them to take ownership over the way for-
ward.
In all these conversations, keep in mind that it
should always be about performance, not about
the individual – so that they don’t feel they are be-
ing attacked.
All of this requires a high level of emotional intel-
ligence from you as the leader (something that is
often lacking).
When it comes to COACHING for PERFORMANCE,
what are you trying to do? You are attempting to:
1. Set the context
2. Create direction and understanding
3. Review and confirm learning
4. Do follow up
The following actions will aid the process:
1. Creating empathy and trust
2. Asking explorative questions
3. Listening
4. Role modelling and assisting
5. Observing changes in performance
6. Giving timely feedback

“
In all these conversations, keep
in mind that it should always be
about performance, not about the
individual – so that they don’t feel
they are being attacked.

K. Hariram | Coaching - the Art of Creating New Possibilities
If we closely examine the “WHY” of Coaching, it all
boils down to ‘moving sales people from they are
to where they want to be’.
Remember that coaching as the art of creating new
possibilities, is at the heart of modern sales manage-
ment. M

“
If we closely examine the “WHY”
of Coaching, it all boils down to
‘moving sales people from they are
to where they want to be’.
K. Hariram is the former
MD (retd.) at Galderma
India.
He is Chief Mentor at
MedicinMan and a regular
contributor. khariram25@
yahoo.com

T
he perception of doctors in Indian society
has undergone a dramatic shift in the last
few decades. Once regarded as angelic,
saint-like figures in the eyes of society, doctors
are now seen as mercenaries who are only inter-
ested in fleecing the ill and afflicted.
And it’s not just the perception that has taken a
blow—the rising trend of violence and attacks
on doctors has shaken the very foundation of
the medical profession in India. In this scenario,
innocent doctors as well as patients are suffer-
ing. So, what’s actually wrong with healthcare
delivery in India?
The Ethical Doctor, authored by Dr. Kamal Ma-
hawar is an outstanding work. Dr. Mahawar dis-
sects the grim side of the medical profession in
India, expounding on practices like kickbacks,
unnecessary treatments and referrals, and the
unhealthy nexus between doctors and corpo-
rates.
Dr. Mahawar sets sail with a discussion of the
traits of an ethical doctor as set by the Medical
Council of India (MCI), and quite convincingly
brings out how some of them are downright im-
practical and overly idealistic, while many others
are gravely destitute of implementation and ob-
servance. Read the complete review here.

BOOK REVIEW:
The Ethical Doctor
Extract from the Huffington Post.
Read the complete review here.

T
he most amazing aspect about the book
‘Dissenting Diagnosis’ by Dr Arun Gadre
and Dr Abhay Shukla is that despite it car-
rying some extremely depressing and infuriat-
ing truths about medical practice in India, it still
is the best thing to happen to our profession in
the recent past. These 200 pages of honesty and
optimism have the potential to do what years
of denial, whining, and insincere victim-playing
(the typical responses of many Indian doctors
and of the Indian Medical Association to criti-
cisms) haven’t been able to achieve: catalyse a
huge positive change in the medical community
This book is not primarily about ‘exposing the
rot’ in India’s medical profession, as many in
the media are claiming; but yes, it also does not
sugar-coat hideous truths about doctors and
patients who behave unethically and irrational-
ly. What actually permeates most pages of this
book is simply a deep sense of sadness and help-
lessness regarding the social, ethical and profes-
sional mediocrities that pass as medical practice
in India today. ‘Dissenting Diagnosis’ is basically
about a group of ethical medical practitioners
talking about their profession’s declining stan-
dards, and then inviting us to join them in their
efforts to arrest that decline. Read the complete
review here.

BOOK REVIEW:
Dissenting Diagnosis
Extract from India Medical Times.
Read the complete review here.

T
he memory of our General Manager, the late B.S.
Giri, speaking to us on the last day of our 28-day
rigorous training as Medical Reps is still etched
in my mind because of his parting advice to us, as we
left to go to our individual territories. He said, “A man
of integrity without knowledge is useless and a man of
knowledge without integrity is dangerous.” In a way,
it was not too difficult to be ethical while working for
Khandelwal Laboratories because we were pioneers in
marketing anti-cancer drugs, which in the 80s did not
face the cutthroat competition that exists today.
Moral Intelligence is emerging as essential skill for
managers and leaders. The future-proof manager who
wants to be successful in his career and happy in life
must be morally intelligent to weigh the ethical as-
pects of all his actions. So, in addition to IQ and EQ,
Moral Intelligence is a new business imperative for
Managers in the 21 Century.
Work is a very big part of life, but is not life itself. In fact,
life is much bigger and more valuable than success in
one’s career.

A very unique set of challenges but an ocean of
untapped opportunity, make rural markets an
exciting place for resourceful pharma marketers.
Anup Soans
Moral Intelligence is like a compass or the light
from a lighthouse, enabling leaders to steer
organizationsinallkindsofweatherandcreate
trust in their leadership.
MORAL
INTELLIGENCE
AND LEADERSHIP
IN PHARMA
This article is an
extract from the
book SuperVision
for the SuperWiser
Front-line Manager,
by Anup Soans,
The book is a
complete guide on
pharma frontline
management for
newandexperienced
professionals.

“At the end of each day, you must face and accept
the Man in the Mirror - your Self. To determine
success only through visible artifacts of doing and
having is to miss the wood for the trees. Without
Moral Intelligence (MI) you may succeed in your
career but may fail in a far more important endeav-
our - Life. With MI, you can succeed in life, despite
setbacks.
In simple terms, Moral Intelligence is the ability
to differentiate right from wrong. It is the mental
capacity to determine how universal principles
should be applied to goals and actions. Universal
principles are those beliefs about human conduct
that are common to all cultures around the world;
they apply to all people, regardless of gender,
ethnicity or religious belief. In their book, Moral
Intelligence: Enhancing Business Performance and
Leadership Success, authors Doug Lennick and Fred
Kiel emphasise the need for a strong moral com-
pass and write that “business leaders who want to
succeed must master not only business challenges,
but must align their businesses with the principles
of integrity, responsibility, compassion and forgive-
ness”.
There are times when our business and personal
goals are in conflict with the need to act morally.
The challenge is, how do we develop the ability to
follow our moral compass, even when under pres-
sure? How do we do the right thing even when we
feel scared or pressured? Both emotional intelli-
gence and moral intelligence come into play when
moral decisions are at stake, but they are not the
same. Emotional intelligence is free from values,
and emotional skills like Interpersonal skills can
be used for good or evil. Moral intelligence distin-
guishes good from evil, and Moral skills are direct-
ed only towards doing good.

Moral Intelligence is emerging as
another essential skill for managers
and leaders. The future-proof
managerwhowantstobesuccessful
in his career and happy in life must
be morally intelligent to weigh the
ethical aspects of all his actions.
Anup Soans | Moral Intelligence and Leadership in Pharma

Moral intelligence is the Central Intelligence for all
human beings because moral intelligence directs
other intelligences to be engaged in doing the
Right Things.
Just as a compass enables a sailor to navigate the
shipeveninstormyweather,MoralIntelligenceacts
as a positioning system for our life’s journey. Draw-
ing on extensive original research, authors Douglas
Lennick and Fred Kiel demonstrate how the best
performing companies have leaders with a strong
moral compass and the ability to follow it even in a
world that may reward unethical behaviour in the
short run. In recent years, companies have discov-
ered the value of Emotional Intelligence. EI alone
is not enough, as only leaders with strong Moral
Intelligence can build the trust and commitment
necessary to inspire breakthrough performances.
How do leaders get to be moral? Are people born
that way? Does our human‘hardwiring’predispose
us to be concerned for others? What accounts for
the wide differences in moral behaviour among
people? Authors Lennick and Kiel have concluded
that strong moral skills are not only an essential
element of successful leadership but a business
advantage as well. Indeed, the most successful
leaders in any company are likely to be trustworthy
individuals who have a strong set of moral beliefs
and the ability to put them into action. Even in a
world that rewards unethical behaviour, the fastest
way to build a successful business is to hire people
with the highest moral and ethical skills.
A Case Study in Moral Leadership
Consider the story of Peter Georgescu, Chairman
of Young & Rubicam (Y&R). Back in the 1980s, War-
ner Lambert (Warner Lambert was later acquired
by Pfizer) approached Y&R because they wanted
to diversify by selling Sunglasses. They told Y&R to
research and develop a suitable campaign.
After Y&R did their research, they concluded that
Warner Lambert wasn’t going to be able to get
enough of a market share to make the new prod-
uct successful.
 Anup Soans | Moral Intelligence and Leadership in Pharma
“
Just as a compass enables a sailor
to navigate the ship even in stormy
weather, Moral Intelligence acts as
a positioning system for our life’s
journey.

“After much debate about whether to present a
campaign or not, Y&R went to Warner Lambert and
said,“We know this isn’t what you want to hear, but
we think the Sunglasses is a bad idea.”Warner Lam-
bert executives looked a little surprised and ended
the meeting. A few weeks later, Warner Lambert
calledY&R and said,“You know, we agree with your
analysis. No other ad agency was honest enough to
tell us what you did.We have decided not to launch
the Sunglasses. But, because of your honesty, we
are going to give you some other business.”M

Indeed, the most successful leaders
in any company are likely to be
trustworthy individuals who have
a strong set of moral beliefs and the
ability to put them into action.
Anup Soans | Moral Intelligence and Leadership in Pharma
This article is an
extract from the
book SuperVision
for the SuperWiser
Front-line Manager,
by Anup Soans,
The book is a
complete guide on
pharma frontline
management for
newandexperienced
professionals.

Ethics in Indian Healthcare - MedicinMan October 2016

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