Is Your Sales Training Adequate to Deliver the Sales Targets?

TM

MEDICINMAN
April 2013 | www.medicinman.net
Field Force Excellence

TARGETS Vs.

TRAINING

Is your training as
ambitious as the targets
you set for your teams?
- EDITORIAL

1 | MedicinMan April 2013

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
f the only tool you have is a The power of training can be What is useful is a demonstration
hammer, every problem looks like illustrated vividly through the of how knowledge can make
a nail.” terrorist attack on Mumbai in difference to improving
2008. Ten well-trained and highly performance. For this, the initial
Corollary: if pressure on people
motivated terrorists held the classroom training must be
is the only strategy you have
city to ransom as they struck followed up on the field regularly
to achieve sales target, then by the FLM and SLM – this rarely
at will killing policemen and
stress and attrition are the only happens. As a result behaviour
civilians. There were over 30,000
permanent outcomes your sales remains same and the hapless
policemen in Mumbai when the
team will produce. FLM transfers the pressure with
attack occurred. There was little
Pharma companies are great in they could do to take back the a force multiplier to MRs. The
setting ambitious sales targets city, except cordon off the areas only people who gain from this
approach are the hundreds of
but not so great when it comes under attack. In contrast the NSG
placement agencies that have
to training people who are commandos took the task head-
mushroomed to enable pharma
responsible for achieving those on and completed their mission
companies put feet-on-street as
targets. successfully.
quickly as possible.
I recently met the VP Sales of a The main difference between The current industry trend
well established company with the Mumbai police and the NSG is to hire ONLY experienced
a good mix of me-too and niche commandos is the importance candidates. The assumption
products in global markets. They they give to training and being that they have the right
had an enviable track record of preparedness. Many of the experience and are likely to stay
over 25 years and a turnover of policemen had not fired a single for at least a year given that
nearly Rs. 1000 crores. They had round of ammunition for years. In they are offered a reasonable
recently entered the domestic contrast, NSG commandos are increase, which is not easy to
market and wanted to know how trained intensely and regularly match. This will compound the
in all areas of professional pipeline problems as salespeople
their field force could be trained
will become scarcer few years
to work in a professional manner. competence.
down the line. To address these
They wanted to replicate what The difference in performance issues, MedicinMan will be
they had done in the international is the result of difference in conducting the second Field
markets. After discussions for training. Tougher the task, Force Excellence (FFE 2013)
over an hour, I had an uneasy greater the need for training. The conference on June 8th at
feeling that this meeting was not Indian Pharma Market is fiercely Mumbai.
going to make much headway. competitive – too many MRs At FFE 2013, CEOs and senior
Reason? They had set very chasing too few CORE doctors! managers of Indian Pharma will
aggressive sales targets but very Aggressive sales targets must be gather for a day’s deliberations to
little resources were allocated to matched by aggressive training explore new ways of enhancing
train and develop their field force. interventions. Field Force Productivity. To
Most companies in the Indian know more about how you can
For most companies, product
benefit from FFE 2013, write to
Pharma Market set very training takes the front-seat and anupsoans@gmail.com or visit
aggressive sales targets, which it becomes an exercise in ‘what’ www.medicinman.net/ffe2013.§
is good in itself. But it must be knowledge rather than ‘how’
backed by aggressive training knowledge and ‘why’ knowledge.
and development programs that

FFE 2013
It is a fill-the-bucket approach
build skills and confidence of the
x
that dumps information in
field force. elephant doses, which is rarely
effective.
5 10 15 20 25 30 35 35 40 45 50 55

Connect with Anup Soans on LinkedIn | Facebook | Twitter Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai
y

Theme: FIELD FORCE PRODUCTIVITY


field force excellence
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Contents (click to navigate)

1. BRAND DRIFT 2013 - A Milestone for
Pharma..................................................................6 11
The Conference Director tells us what drives
pharma’s most loved annual branding event.
Arvind Nair

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

K. Satya Mahesh

3. Field Force Excellence - The Need for role
20
Clarity...................................................................11
A sales organization cannot achieve excellence
unless there is a clear-cut definition 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 25

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

Contents (click to navigate)
MedicinMan Volume 3 Issue 4 | April 2013

Editor and Publisher
Anup Soans

Product Management CEO
Chhaya Sankath

6. What PMT Proposes, Field Force COO
Disposes..............................................................20 Arvind Nair

A Brand Strategy that does not demonstrate Chief Mentor
a concrete understanding of ground reality is K. Hariram

bound to fail - first in the minds of your Reps and Advisory Board
then on the field itself. Vivek Hattangadi; Jolly Mathews

Mala Raj Editorial Board
Salil Kallianpur; Dr. Shalini Ratan; Shashin
Coaching Bodawala; Prabhakar Shetty; Vardarajan S;
Dr. Mandar Kubal; Dr. Surinder Kumar

7. You Think You are Coaching; Do They?........24 International Editorial Board
How do you know if your inputs to your reps are Hanno Wolfram; Renie McClay
really adding value?
Executive Editor
K. Hariram Joshua Soans

Medical Rep Knowledge Series MedicinMan Academy:
Prof. Vivek Hattangaadi, Dean, Professional
Skills Development

8. Decision Analysis............................................25 MedicinMan ChangeMakers
A scientific approach to complex decisions Saurabh Kumar
involving healthcare interventions and Make a difference in Pharma. Join MedicinMan
treatments. ChangeMakers. Write in to our editor to find out
more:
Mahendra Rai, Richa Goyal and Pinaki anupsoans@medicinman.net

Ghosh Letters to the Editor: anupsoans@medicinman.net

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 - The
Roadmap to Success” by Vivek Hattangadi....29
Reviewed by Subba Rao Chaganti

11. “Interactive and Engaging Training - A
Practical Guide”........................................................29
Reviewed by Anup Soans

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BRAND DRIFT 2013 – Another Milestone for Pharma
come together to interact, share change things. They push the human
best practices, gain insights race forward. And while some may see
and go back refreshed and them as the crazy ones, we see genius.
better equipped to take on the Because the people who are crazy
challenges of pharma branding enough to think they can change the
effectively. At Knowledge Media world, are the ones who do.” – Steve
Venturz, we want to be a catalyst
Jobs. 1955-2011
in this process. The full benefit of
Brand Drift will only be realized Knowledge Media Venturz is a
when the Indian Pharma industry team of seasoned professionals
takes ownership of Brand Drift for who are passionate about
the benefit of its brand managers shunning mediocrity and creating
through regular interactions and interactive media that fosters
active participation. excellence in Indian Pharma.§
The first two editions of Brand
Drift held in 2012 and 2013 were Gallery - BRAND DRIFT 2013
Arvind Nair, Conference Director, very well attended with over a 100
Brand Drift 2013 delegates participating in each.
Brand Drift saw thought leaders

“ K
ick-start your brain. New ideas and achievers from within and
come from watching something, outside the pharma industry come
talking to people, experimenting, and deliberate on challenges
asking questions and getting out of the faced by practicing pharma
office!” marketing professionals in today’s
– Steve Jobs
challenging times. (Visit www.
Pharma brand management is branddrift.com for details)
one of the most challenging tasks,
Future editions of Brand Drift
given the stringent regulations
will see the addition of BRAND
when it comes to marketing a
DRIFT AWARDS for marketing
pharma brand. And that, without
and branding excellence in Indian
the benefit of marketing channels
Pharma. It will be an exclusive
available to other marketers.
platform to recognize and
Managing the expectations
celebrate the achievements of
of multiple stakeholders who
Indian pharma brand managers.
influence the marketing plan - the
strategists, marketing gurus, sales The future is exciting and we
teams, regulatory and medical at Brand Drift promise to make
advisors requires political skills as the journey invigorating through
well - all this without losing sight regular meaningful interactions.
of top and bottom lines; surely a Get the Drift?
pharma brand manager’s job is “Here’s to the crazy ones. The misfits.
not easy. A forum to hear what The rebels. The troublemakers. The
other pharma brand managers round pegs in the square holes. The
experienced, discovered and ones who see things differently. They’re
learnt was the need of the hour. not fond of rules. And they have no
Brand Drift was conceived to respect for the status quo. You can
bridge this learning gap and quote them, disagree with them, glorify
create a platform where Indian or vilify them. About the only thing you View the full gallery here:
pharma brand managers could can’t do is ignore them. Because they http://medicinman.net/2013/03/349/


Glimpses of FFE 2012

FFE 2013
x
Theme: Field Force Productivity

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y
Date: Saturday, 8th June 2013 Place: Courtyard Marriott, Mumbai

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FFE 2013
x

K. Satya Mahesh is Sr. Manager, Systems and Projects at Sanofi.
5 10 15 20 25 30 35 35 40 45 50 55
y He worked on different facets of Sales Force Effectiveness (SFE),
SPECIAL REPORT Integrated Business Analytics and Digital Initiatives.

Five Simple Equations
for Sales Excellence.

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

C
hange is cliché. Well, I will The equations may be simple Equation #2:
not ask you to ‘change’ and easy to comprehend but 25% ≠ 25% ≠ 25 ≠ 25%
to excel in sales. All I ask if the actions do not follow the
is that you pay attention to well- understanding, it’s guaranteed that
known, time-tested basics. Revisit one’s luck will end soon. Simply put, all customer segments
them. Understand them. Ensure are not equal. Let us see why they
Here are these five equations
that your thoughts, words and are not equal!
actions become coherent with this These equations work for
basic ethos. individuals, team leaders and also If you consider your business as
organizations. 100%, you will observe that 25%
World over, many organizations
are struggling to grow or sustain of your business is contributed by
growth while the competition Equation #1: approximately 5% of customers.
grows at a geometric rate. Results = Data x Action The next 25% of the business is
The surge in competition often
contributed by approximately 10%
undermines the work of the sales
of customers.
force. Today, there is no dearth of data
Even in the fastest growing but data itself does not guarantee The next 25% of the business is
organizations, only 50-60 percent growth. Mature markets - where contributed by approximately 25%
of the sales force performs data is abundant - grow by single of customers
to expectations. The rest are digit numbers. Whereas emerging And the remaining 25 % of the
surviving by sheer luck. In this
markets - where there is little or no business is contributed by a
milieu, needless to say, everyone
data - are growing in leaps and whooping 60% of customers.
is in search of actions that can
bring sales excellence. bounds.
Now, do you realize why 25% ≠
Can sales excellence be simplified Organizations are said to be data
25% ≠ 25% ≠ 25% ?
to five equations? The answer driven! But it is what you do with
Can you write down the split
is both “Yes” and “No”. In fact, it data that is more important. Data
of sales and the efforts and
is not the equations - what you gives you powerful insights that
do with them determines Sales are useless unless you act on expenditure using the simple table
Excellence. them. given below as an illustration?


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

Sales Vs. Resources Top 25% Sales Next 25% Sales Next 25% Sales Last 25% Sales

Sales 25% 25% 25% 25%
% Customers giving sales 5% 10% 25% 60%
Advertising and Promo Spend 25% 30% 25% 20%

Man Hours Spent 15% 25% 30% 30%

Does the table above ring a bell? value as you have no control over Conclusion
If it does, then check sales competition intensity. To summarize, you can achieve
vis-à-vis efforts and resource Most of the times, you will have Sales Excellence through five
allocation. lesser resources compared to simple equations that translate in
Remember: similar is not same. competition. This is the time to five actions:
Allocate resources differentially you need to invest in your only
to different customer segments reliable resource – ‘Emotional The Equations The Actions

based on their contribution to Fixed Deposits’. You need to find Results = Data x Do Act now.
business. means to emphatically use your Action
own deposits from emotional
25% ≠ 25% ≠ Allocate
bank accounts created in the
25% ≠ 25% Resources
Equation #3 hearts of your customers. World Proportionately
Share of Mind = Market Share over, emotions score over rational
factors when customers choose Share of Mind Simple, Sticky
products. = Market Share and Consistent
You can afford to lose battles in
the marketplace but you must win Equity = Build Emotional
the war in the minds of customers. Equation #5 Perceived value fixed Deposits
÷ Competition
To win the war, your message Strategy = Execution Intensity
must be: Simple, Sticky and
Consistent. Quite often, as a sales Strategy = Do Execute
Strategy is said to be “the
man you get bored with Simple, obvious choice”. Once strategy Execution
Sticky and Consistent message. is formulated after innumerable
However keep reminding yourself: debates and discussions, the These five equations encompass
Simple, Sticky and Consistent. “actions” needed will be clear. all the theories advocated by
That’s how you gain a share of Once clarity on actions is gained, innumerable business gurus to
mind. Share of mind is market never revisit strategy. Neither attain sales excellence. They are
share. Check out any brand before nor during execution. tried and tested.
anywhere in the world: share of You will be able to comprehend
Constantly try to achieve
mind reflects in market share. how accelerated performance
excellence in the process of
can be achieved in competition
execution.
intensive markets by embedding
Equation #4 When execution fails, do not these equations in rationally
Equity = Perceived value ÷ question strategy. Repeatedly emotional thoughts and
question the process and emotionally rational actions.
Competition Intensity
implementation.
These equations are interwoven in
Results will prove whether “The the DNA of every performer.
You may have created value and
Strategy” is right or wrong.
equity. But when competition is I merely have identified them,
Mumbai ‘Dabbawallas’ are Six named them and penned them.§
intense, it erodes your equity
Sigma certified! This means only
by reducing the value you have The views expressed in this message are made in an individual
1 error in 1,000,000 tiffin box capacity and do not necessarily reflect those of the company, Sanofi
created. You have no option but deliveries. That’s the excellence (the “company”) or any of its affiliates. Neither the company nor
any of its affiliates assumes any responsibility or liability of any use
to constantly add to the perceived they have achieved. which may be made of any views expressed here in this article.


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FFE 2013
x

K. Hariram is the former MD (retd.) at Galderma India. He
5 10 15 20 25 30 35 35 40 45 50 55
is Chief Mentor at MedicinMan and a regular contributor.
y

SPECIAL REPORT khariram25@yahoo.com


The Need for Role Clarity

T
he Indian pharmaceutical The sales force management For example, calling on
industry is on a good growth should be based on three pillars: physicians including KOLs,
path and is likely to be in joint working with sales people,
1. Attracting, hiring, developing and
the top 10 global markets by value stockists management are day
retaining the right sales people in
by 2020. High burden of disease, to day functions in which there is
terms of attitude, skills, knowledge
good economic growth leading overlapping and duplication with
and activities
to higher disposable incomes, no clear cut responsibility. This is
improvements in healthcare 2. Defining and executing a also due to poorly defined sales
infrastructure and improved successful management style with processes leading to fire fighting
healthcare financing are driving regular personalized coaching, during month end sales closing.
growth in the domestic market. feedback and evaluations, clear So the process is forgotten or
roles and responsibilities, and compromised and the month
However, in order to sustain growth
workload versus potential analysis. end becomes an end by itself till
in the long run, companies will
3. Organizing and defining the next month end. This leads
need to modify their business
processes, underpinned by using to erosion of ‘efficiency’ and
models and connect with their
the appropriate technology and ‘effectiveness’. And ‘excellence’
customers faster and work on
performance measurement. remains an unreachable dream.
innovative ideas to serve them
better. Peter Drucker defines EFFICIENCY The starting point is clarity
as “doing things right” and in defining the role and the
Field Force continues to be the
EFFECTIVENESS as “doing the responsibility at each level of sales
vital link between the customer
right things”. management. Stephen Covey,
and the organization. Hence, the
the author of ‘The Seven Habits of
performance of the field force Achieving Field Force Excellence
Highly Effective People’ defines
will determine to a high degree requires intelligent combination
“role” (both in personal and
the sustained success of any of both. If this excellence has to
professional life) which relates to
organization. be achieved and sustained, the
three areas:
Although sales force automation role clarity and the associated
responsibilities have to be clear 1. Responsibility,
and measurement have become
increasingly common business with regard to sales management 2. Area of Relationship, and
practices, the true success of including the line functions.
3. Area of Contribution.
the Field Force is based on the Today, there is still a tremendous
correct alignment of the sales force amount of confusion and there The responsibility to achieve
management with the company are many situations where there is Planned Revenue Generation
strategy to accomplish its mission duplication or substitution of the rests at all levels of hierarchy
and thus drive value. effort areas. in a commercial organization,


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
Everyone’s 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 above organogram very
clearly defines the role respon-
sibility of each level. While one
level may help or support the
other level of function, the real
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
Product and service differentiation
is going to become increasingly
difficult to achieve in the era of
“
concern is duplication of efforts, for all globalization. Sales management
lack of clear direction and more
will continue to face growing
importantly, the absence of
coaching, guiding and directing pressures to reduce field sales
as part of the area of contribu-
investments and to produce’ more
tion.
So communications at all levels
with less’. Faced with increasing
remain more often on a transac- resource constraints, sales leaders
tional level and seldom lead to
transformation. Hence, the cha-
need to complement their internal
os, fire fighting and blame-fixing, sales force effectiveness measures
resulting in gaps at all levels. effectiveness measures through role
This is also one of the major fac- clarity through well defined respon- through role clarity through well
tors contributing to sales force sibility, area of relationship and defined responsibility, area of re-
attrition. area of contribution leading to Field
Force Excellence.§ lationship and area of contribution
I strongly opine that product and
service differentiation is going “Excellence endures and sustains. It leading to Field Force Excellence.
to become increasingly difficult goes beyond motivation into realms
to achieve in the era of glo- of inspiration. I have found that ex-

FFE 2013
balization. Sales management cellence is not so much of a battle x

will continue to face growing you fight with others, but a battle
pressures to reduce field sales you fight with yourself, by constant-
investments and to produce’ ly raising the bar and stretching
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more with less‘. Faced with yourself and your team. This is the y

increasing resource constraints, best and the most satisfying and

THEME: FIELD FORCE PRODUCTIVITY
sales leaders need to comple- challenging part about excellence.”
ment their internal sales force – Azim Premji


FFE 2013
x

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y

Networking Breakfast

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

Session 2: CEO Roundtable: “Field Force Productivity: Opportunities and Challenges”
--Panel Members Confirmations Awaited--

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

Lunch

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

in enhancing Field Force Productivity.”
Moderator: Anup Soans - Editor, MedicinMan --Panel Members Confirmations Awaited--

Session 5: Amlesh Ranjan, Associate Director, Sanofi: “New Pharma Sales Model for
Healthcare Opportunity”

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.”

Delegate Registration
Register Now!
Pharma Delegates: INR 8,500/-
Non-Pharma Delegates/ Service Providers: INR 9,500/- Click here or go to
www.medicinman.net/ffe13
Early Bird Discount (for full payment before 30 April 2013): INR 1,000/-

) +91-93422-32949
22 North Road, Cooke Town, Bangalore - 575084 www.medicinman.net * anupsoans@medicinman.net

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Sharad Virmani is Vice President Marketing and

Counterpoint Sales at Comed Chemicals and Pharmaceuticals.
virmanis@gmail.com

“ 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.

”
Employee Loyalty - at What Cost?

E
verybody expects loyalty. What are the disadvantages of ¤¤ Controlled turnover statistics.
Whether internal or courting loyalty? ¤¤ Controlled training costs.
external customers – every Loyalty generally means sticking ¤¤ Face familiarity with external
entrepreneur expects loyalty from around for longer times. It can lead customers and above all
them. to the propogation of:
¤¤ A pseudo-feeling of being
Loyalty is a two-way process: it ¤¤ Same, stale ideas. an employer of choice with
must be rewarded to develop and ¤¤ Same, mundane approach. “superior HR practices.”
grow. That’s where executives err
¤¤ Limited drives. Inferences can be drawn out of
a lot.
¤¤ Business driven with both situations depending upon
While most industries have come the organization’s own outlook.
calculated risks.
of age on the loyalty issue, pharma
¤¤ Focus on sustaining / Does loyalty help or hinder growth
still banks heavily on internal
retaining the job and earning of the organization?
customer loyalty.
reasonable increments and In my opinion, it hinders growth
Frequent short-term changes by
management, courtesy because people get settled, they
Pharma employees are viewed
promotions. loose drive, they work for retaining
negatively, while in other industries
The only advantages of employee their jobs and increments and that
such changes have come to be
loyalty are: “Push” which the organization
accepted.
needs goes for a toss.


Employee Loyalty - at what cost? | Sharad Virmani

On the contrary “new arrivals” They get themselves assessed or portfolio shift, they ensure that
every 2 - 3 years in the company in the market regularly and the their area’s actual potential is
bring in: moment they get the right price, never utilized by the organization.
the right position and right valuer They grow as per their fixed
¤¤ New ideas
of their potential and talent, they plan, ensuring that their jobs safe
¤¤ New energy guarded year after year.
move.
¤¤ Momentum to the current Organizations fail to recognize
There is nothing wrong in it.
business these factors and some who do
No employer gives a lifelong
¤¤ A look at new opportunities realize are reluctant to push these
guarantee. So why expect a
and risk-taking individuals just for the sake of
lifelong commitment from the
“loyalty”. Over a period of time the
¤¤ Drive the organization towards employee.
competition sets a firm foot hold
it’s goals The employee should have the in these areas and by the time
The big question is - why is loyalty equal freedom of moving to realization sets in, the organization
in pharma diminishing? another employer of his choice looses its edge in those areas.
who pays and gives him a role as Time has come to look beyond
The answer is simple.
per his perceived and assessed mere loyalty.
Reason No. 1: market potential. The employers
People who travel from one
When it comes to rewarding and do the same while replacing an
organization to another carry
recognizing internal customers, existing employee.
many good practices and learning
the organization looks at internal But the Pharma industry behaves compared to people who are stuck
factors. differently. with same organization for years
The age-old saying comes true While it appreciates long-term and have not seen and refuse to
here “ghar ki murgi dal barabar”. commitment from its employees see the world changing around
Employees change because they with minimal rewards and them.
realize that they are not being recognition for talent, it looks down Short bursts of rejuvination with
rewarded as per their “Market on people who change frequently. new ideas propelling growth are
Value”. The fear is always that these short- better than long term loyalty with
While organizations underrate term employees disturb the rhythm stagnation.
their existing employees when of their organization to which they The message is simple:
rewarding, the same employers are well tuned. The myth is also Loyalty is a diminishing virtue –
hire similar-level new talent at a that all short term employees employers have to learn to live with
higher price, justifying that he who move from organizations to it.
deserves that cost. organization are devoid of talent
Loyalty does not ensure new ideas
These dual-standards are eroding and keep moving because they do
and rapid growth. It only ensures
employee loyalty. Loyal employees not have much to offer.
stagnated growth.
feel cheated and either go into a Probably a deeper insight into
All short-term employees are not
shell because of job insecurity or employees mindset will change
worthless - look closely at their
move out if they have confidence this thinking.
career path, their achievements
in their talent. Believing that people sticking over and their talents. Forget about the
Reason No. 2 for a long time in the organization loyalty - look at their contribution.
People join organizations with have higher commitments, Short-term employees bring drive,
growth aspirations – both Financial involvement and talent is a wrong new ideas, rejuvenation and a new
and Hierarchical. notion. culture – propelling organizations
Infact these so-called “loyal to new levels
With the changing pace of time,
competition and outlook towards employees” sometimes are the The old era of life-long contractual
biggest impediments to the labour is over.
life, everyone wants to be where
he or she should be as per his organization’s growth. With a The newer breed of employees
or her potential at the earliest clear plan to spend several years believe in short-term beneficial
possible. Nobody has patience or in the same organization, at the and growth oriented contracts
same H.Q., at the same post with with changing canvas every short
the time to wait.
minimal growth and no locational while.§


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me
Ho

Sanjay Munshi is Chief General Manager-
Personal Success Sales and Marketing at Tablets (India) Ltd.

Munshiji ki Panch Tantra for
My success
Professional Growth
story was never
A
new financial year is plan about how to sell my ideas
a time when most of and manage organizational
planned; it was built us evaluate our career objectives to create a distinct

by sheer passion and
aspirations and make new go to person identity.
decisions. Youngsters in the Are you a recognizable brand

hard work though I did pharma industry must think
carefully about what it will
or just another face? Getting

make conscious efforts
recognised is harder than
take for them to advance their
before. In the past, you
short and long term career
to be recognized for prospects. just had to perform your job
description well, achieve

my work. I was bold My success story was never
planned; it was built by sheer
targets and support the

enough to stand out in
organization’s objectives and
passion and hard work though
goals. Today, you must also
I did make conscious efforts
the crowd – among to be recognized for my work.
earn your team’s respect, so
that your share of the voice is

my peers and
I was bold enough to stand
out in the crowd – among my heard and acted on within the

colleagues.
peers and colleagues. After company. You gain this respect
completing 20 years in the as a person who can manage
pharma industry, I still think and crisis and solve problems.


Munshiji ki Panch Tantra for Professional Success | Sanjay Munshi

You must have the boldness to trust your instincts based on insights gained from
careful observation of market dynamics. Even after many years of experience, 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.

Product promotions get you high competition? Your aptitude is a powerful asset and essential
prescriptions and self-promotion has a better chance of being for getting promoted.
gets you promoted. But just as discovered and recognized if your
Being trusted by others is not
the product has to be promoted attitude is Can Do. Your behaviour
earned just because you are
on the basis of scientific facts, in difficult situations, the choices
likeable. You must know how
self promotion has to be based on you make, your reliability and your
to build rapport, be a strong
solid achievements. personality are being measured
communicator, be credible and
all the time. Attitude is caught and
Everyone has a Success Story and be honest with people. Always
not taught. As you demonstrate a
its reasons and I am no exception, be careful to make commitments
Can Do attitude consistently, those
but these Panch Tantra have and then once you have made
around you begin to catch it and
contributed to my success. promises, work on how you can
soon everybody is contributing to
keep your promises instead of
Passionate about making your task a little easier.
1 Personal Growth
finding excuses and explanations.
Can you trust your
If you are not passionate about 3 Instincts? 5
Loyalty Matters.

your personal growth, don’t expect Being loyal to your
You must have the boldness to
others to be interested in your company and colleagues is
trust your instincts based on
professional growth. The old ways important to gain trust without
insights gained from careful
of being good at something and which success is hard to come by.
observation of market dynamics.
never enhancing your abilities Your personal values must align
Even after many years of
are over. You must work twice with those of your organization.
experience, many executives do
as hard to illustrate your capacity For example, I will never forget
not have the courage to trust their
for growth. This will require you to the job offers I received from
gut feelings. It may lead to failure,
keep learning and investing in self competitors during my tenure
but it will teach you valuable
development continuously. at Tablets (India) Limited - TIL.
lessons, no MBA program can
While companies offered to pay
To keep it simple, identify three to teach. So go ahead, take that
me more money, they could never
four skill areas that will enable you plunge that put your capabilities
give me present responsibilities
to grow in your company and then to the test. Seize the opportunity.
or future opportunities or the
make the effort to invest in those Often your instincts tell you to take
relationship and trust I had built
skill areas. It’s not how much you action during times of adversity
with my colleagues and the
know, it’s how fast you can learn – but you don’t. Instead, you
sales team. As difficult as the
new things, whether relating to wait for those above you to take
temptations were, my loyalty to
therapy area knowledge or new decisions and let opportunities slip
TIL paid off and led to multiple
ways of leading people. You must by. Leading and managing is all
promotions.
have a desire to handle greater about taking bold decisions and
responsibilities. making those decisions to work Getting frequent promotions
by careful implementation of plans requires a lot more than just what
Possess a Can Do
2 Attitude
and strategies. your job description demands. As
you begin to map-out your career
Trust is Built by Doing
The real test of your attitude is 4 What You Say You Will.
goals for 2013, I suggest you
when things do not go as you to integrate these Panch Tantra
want it to. Can you maintain a At a time when people have into your career plan or better
Can Do attitude in the face of trouble trusting themselves let still, design your own success
challenges like high attrition and alone trusting others building trust roadmap.§


e
Hom
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.
Product Management malaraj.pmss@gmail.com

What PMT Proposes, Field Force Disposes.
A Brand Strategy that does not demonstrate
a concrete understanding of ground reality,
is bound to fail - first in the minds of your
Reps and then on the field itself. Here’s how
you can overcome “Boardroom bias”.

I
t is a well known fact that the force during the cycle meetings. It Special Customer Campaign:
‘Success of a brand’ depends is here that the brand manager is The Brand manager, in all his
on the brand managers’ put to his most crucial test, that of enthusiasm has chalked out a
strategy for the brand. convincing the team to implement special ‘Good Morning’ Campaign
his strategy. for his brand, which has a dose
Before any new launch, a good
product manager toils for months A strategy, no matter how good of 1 tablet once in the morning for
it may seem to the brand and round-the clock BP control. The
in advance to understand all
the marketing manager, will MR is expected to make a list of
the fine nuances of his brand,
see the light of the day in the just five Top Drs whom he will call
its competitors, the market, the
intended manner, only if the upon daily before the Dr starts his
customers, business environment
field force are convinced on its
and so on and finally develops a practice and remind him of the
novelty, implementability, possible
winning strategy for the brand. brand with a ‘Good Morning’ card
effectiveness and likely gains. On
and a small gift associated with
Likewise, for strengthening existing the face of it, the brand manager
morning activities (like shaving kit,
brands too he / she reflects and may be assured of all co-
etc). The intended message of a
contemplates on various issues operation, but reality may be quite
‘Good start for a trouble-free day’
before defining the strategies for otherwise!
is topmost in the PM’s mind while
the year ahead.
framing this strategy.
Then comes the critical moment of Scenario 1: New Antihypertensive
However, from the MR’s point
sharing these launch strategies or Brand;
of view, it is nearly impossible
brand strategies with the imple- Target Audience: Cardiologists &
to be able to meet five TOP
menters, viz., the pharma field Physicians.


What PMT Proposes, Field Force Disposes | Mala Raj

cardiologists, repeatedly on all five and spends the entire briefing How to develop those
days of the week, that too before session on what inputs are planned ‘Winning strategies’ - A few
they start practice. ‘Does the for the 52 weeks and goes on to pointers:
Product Manager think that all my impress upon them the statistics.
cardiologists practice in the same The MR thinks, “Let’s put this Regularly work on the
lane? Meeting them once a month PM on the field for 3 months to 1 field - atleast for 3-4 days
itself requires meticulous planning; implement his strategy! How many every month and work in
then how can I meet my leading brands are there in the history of different territories in different parts
Cardiologists on a daily basis, even Indian Pharma which have attained of the country month after month.
if it is to just greet for a second?’, is Rs 50 Cr in the 1st year!” Familiarise yourself with ground
what he muses. realities in these visits.
There it goes…Statistics that
There it goes…Good bye to the are good to look at….but remain
‘Good morning Campaign’ by merely an ‘illusion’. If you are a PM with the
majority of the field force. 2 favoured B.Pharm + MBA
There are countless such examples background, but with little
where the brand manager experience in PMT, always discuss
Scenario 2: New Anti-arthritic
Brand; proposes and the field force your ideas with your colleagues
disposes. No wonder then, the with more PMT experience & with
Target Audience: Orthopaedics
PM is left alone to battle questions your Marketing manager, before
Brand Strategy: ‘Just 1 New Rx from his seniors on how his you plan your activities or inputs
per week from 10 Orthos… That’s
strategies have not fetched the based on the same.
all’
desired results or how his planned
The Product Manager is convinced expenses have been expended but If you have a novel
that getting ‘Just 1 Rx / week from planned forecasts have not been 3 strategy, but have doubts
10 Orthos’ is quite a simple task met. on its implementability,
No. of Rxs / Patients Sales Val @ Rs do a pilot testing of the same
10/ day; Rs 70 / during your field work or ask a few
week friendly Frontline managers for their
Week Rxs No. of New Existing Total Value - Rs / opinion. Sending a long email with
Drs Week / MR
your proposed plan will almost
1 1 10 10 0 10 700 never get you the desired feedback

2 1 10 10 10 20 1400 that your personal discussion will
get. So pick up the phone and ask.
3 1 10 10 20 30 2100

4 1 10 10 30 40 2800 Think of possible ways

…..And So On……
4 to make your idea more
innovative, be it a literature
49 1 10 10 480 490 34300
or a visual aid or a scientific input
50 1 10 10 490 500 35000 or anything else. MRs love to
51 1 10 10 500 510 35700 ‘show-off’ to their Drs any new
information or literatures designed
52 1 10 10 510 520 36400
in novel manner. But limit the urge
Total Annual Sales Per MR = Rs 9,64,600 to have pullouts and flaps too

Total Annual Sales for 500 MRs = Rs 48,23,00,000 often, for they often fail after a few
uses.
Bravo! We have a 50 Cr (1st year) Brand in front of us!!


What PMT Proposes, Field Force Disposes | Mala Raj

Feeling the
Keep regular tabs on what
5 competition is doing and offer
your team competitive strategy
that they look forward to from you.

love?
In your cycle-meeting briefing,
6 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 field visits. If other
brand managers do the briefing 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
7 the MRs by teaser campaigns
seeking their participation in
suggesting a name for the campaign,

Make sure
etc.

While talking of gains to the MR,
8 be realistic in your expectations

you share it.
and stress on personal and
professional gains that are to be had
from your strategies

Be alert, monitor the feedback MedicinMan is FREE to read and distribute. But it is not free to
9 and amend your plans if produce. It takes us plenty of time and energy to put together
required at the earliest. every month, with minimal advertisements.

Not to mention the efforts of our writers and board members.
Lastly, your attitude matters a
10 lot in gaining co-operation from If you enjoy reading MedicinMan, here’s how you can show us
some love:
others. Marketing and sales are
but two sides of the same coin and must 1. Subscribe, on our NEW, Wordpress-powered website:
work in unison to realise the corporate www.medicinman.net.
objectives of growth, market share and 2. Link-in with our Editor on Social Media. Linkedin | Facebook
profits.§ | Twitter

3. Send this PDF to your friends and colleagues.

Done? A BIG thank you from the team at MedicinMan and
here’s to a successful, rewarding career in healthcare to you.


FFE 2013
x

5 10 15 20 25 30 35 35 40 45 50 55
y

Networking Breakfast

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

Session 2: CEO Roundtable: “Field Force Productivity: Opportunities and Challenges”
--Panel Members Confirmations Awaited--

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

Lunch

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

in enhancing Field Force Productivity.”
Moderator: Anup Soans - Editor, MedicinMan --Panel Members Confirmations Awaited--

Session 5: Amlesh Ranjan, Associate Director, Sanofi: “New Pharma Sales Model for
Healthcare Opportunity”

Session 6: K. Hariram, Former (Retd) Managing Director Galderma India: “Role Clarity
for Field Sales Managers to enhance Field Force Productivity.”

Delegate Registration
Register Now!
Pharma Delegates: INR 8,500/-
Non-Pharma Delegates/ Service Providers: INR 9,500/- Click here or go to
www.medicinman.net/ffe13
Early Bird Discount (for full payment before 30 April 2013): INR 1,000/-

) +91-93422-32949
22 North Road, Cooke Town, Bangalore - 575084 www.medicinman.net * anupsoans@medicinman.net

e
Hom 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” .
Coaching khariram25@yahoo.com

“You Think You
..are Coaching;
Do they?”

This is what K. Hariram heard
from pharma sales managers in a
recent conversation:

R
ecently I was having a Research and survey across “The current generation does not
talk with some pharma the globe has shown that listen to us.
sales managers. The managers believe that they
They are not taking responsibility
conversation veered towards coach far more often than their
for their sales target
“Coaching”. The typical comments sales people believe they do.
achievement.
that emerged were: On the other hand, the sales
people have reported that they They have a mind of their own.
• The current generation does
not listen to us. get very little coaching from They are too casual.
their managers.
• They are not taking They want territories which are
responsibility for their sales Why this discrepancy and how nearer to their residence, etc.”
target achievement. could this be? Chances are that
He decided to take a closer look.
• They have a mind of their own. the managers may be doing
• They are too casual. some talking or using some
bits and pieces of transactional Feedback is yet another area of
• They want territories which are
communication, often mistaken for improvement because it remains
nearer to their residence, etc.
coaching. at a transactional level. We live in
I also had the occasion to speak systems; and most of the systems
A worthwhile question that will
with some pharma sales people are self-reinforcing—until they stop
help is “Does this action grow my
while I was sitting in my physi- working or we change them.
sales people?”
cian’s clinic. Five out of six reps
Are you reinforcing a system that
told me that they had no signifi- Managers may be spending time
promotes dependence, or are you
cant ‘value add’ from their manag- on one-on-one meetings but
reinforcing a system that promotes
ers either pre, during or post the 90% of the time may go in talking
interdependence, extensive
doctor calls except for telling ‘you about sales, quotas, so called
thinking, critical decision making
did this’ or ‘you missed this’. They CRM activities etc. So, the above
and empowerment?
also added that the only talk from referred question would probably
the manager was ‘how much have meet with an answer “not really” Making your coaching visible has
you done?’ its own dividends—make sure
Everyone goes through the motion
that your sales people see that
The purpose of bringing this point of performance review to meet
you are allotting time for coaching
is not to judge who is right or with deadline and comply with or-
and developing them.. Investing
who is wrong. But it set me into ganizational system requirements
in your sales people by coaching
thinking mode as to where does but fail to really build develop-
them and expanding their capa-
the problem lie. ment plans that will make a big
bility will help you, them and the
Could it be improper understand- difference to the sales person and
organization.
ing of the role by line management therefore, for the organization, in
or lack of coaching skills? the long term. The rewards are immense.§


e
Hom

Mahendra Rai, Richa Goyal and Pinaki Ghosh
Field Force Knowledge Series mahendra.rai@gmail.com; richapharmacist@gmail.com

Decision Analysis

D
ecision Analysis involves assisting
decision makers for making
logical assumptions. A rational
decision can be of great use to the
individuals. Decision analysis involves
breaking a decision problem into its
component parts. For decision analysis,
these components are the probability
of different outcomes and the value or
Stages in Decision Analysis: preference an individual attaches to
Structuring the decision: This involves those outcomes. Synthesizing the value
1 converting an ill-defined problem into a set of of these components gives the best
well-defined elements decision option.
Balance sheet: This helps in defining the decision
problem by listing all the different options or actions
and considering the possible benefits and risks of decision is the likelihood of events that actually

each choice; an approach known as constructing a happen.

‘balance sheet’. Assessing probabilities: Having identified the

Decision trees: Another method of structuring likelihood of different outcomes occurring, together

the decision is by representing the choices in the with an estimate of the uncertainty around this figure,

form of a ‘decision tree’. A decision tree (Figure probabilities can be assessed and added to the

1) represents both, the decision options available decision model.

(represented in a tree as a square node between Assessing patient values or preference:
branches) and the uncertainty associated with each 3 measuring utility: Utility is a numeric
decision option (represented in a tree as a circular or quantitative measure of the value an
node). individual or group place on the different outcomes

Assessing the probability of different or consequences of a decision. Utility is measured
2 outcomes: An important dimension of any on an interval scale, from 0 to 1 (or 100). Zero


Is Your Sales Training Adequate to Deliver the Sales Targets?

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