How to bring about field force excellence in Indian Pharma.

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BRANDSTORM&FFE
THEWESTINHOTEL,MUMBAI|MAR13TH
AND14TH
-2015-
2011
2012
2013
2014
2015
AKNOWLEDGEMEDIAVENTURZPRODUCTION
`
PRESENTS
MEDICINMANField Force Excellence
TM
March 2015 | www.medicinman.net
Since 2011

2. AGENDA -BRANDSTORM2015
AKNOWLEDGEMEDIAVENTURZPRODUCTION
 
 
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 
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Morning Session – Networking
Breakfast 0830 onward
Welcome Address: Chhaya SS. CEO,
KMV LLP
Session 1 - UCPMP and MCI
Guidelines: How Can Pharma Marketing
Address these Challenges Effectively?
Pharma is under pressure globally as
unethical business practices come under
scrutiny and penalty of regulators.
0930 – 0950 – Keynote by Salil
Kallianpur, Brand Director, Europe @
GSK looks at new ways of marketing
in an era of tighter regulatory and social
controls.
0950 – 1000 – Decoding the UCPMP –
Bhagwat Deora, Senior Manager, PwC
1000 – 1030 - Panel discussion and Q &
A from delegates.
Panel Members: Dr. Amit Garg,
Medical Director (Emerging Markets)
at Dr. Reddy's Laboratories, Deep
Bhandari, Director-Marketing & Sales
Excellence at UCB, Bhagwat Deora
moderated by Salil Kallianpur.
Tea Break and Networking
1030 to 1100
Session 2: 1100 to 1130 – From Brand
Management to Therapy Shaping -
Shiva Natarajan, General Manager,
GSK with Eltroxin and Augmentin case
study
1130 to 1200 - Marketing to Hospitals
– Shashank Shanbag, Business Unit
Director at MSD
1200 to 1230 – Case Study Zifi-AZ
– Nandish Kumar, DGM and Head –
Marketing, FDC
1230 to 1300 – Panel Discussion & Q
& A Panel Members – Shiv Natarajan,
Shashank Shanbhag, Nandish
Kumar; Moderated by Praful/Amit
Akali
Lunch Break – 1300 to 1400
Session 3: 1400 to 1430 - Winning
Ways of Mankind Pharma – Lessons
to be learnt by Dr. VK Sharma, AVP
at Unichem Labs and formerly with
Mankind Pharma.
1430 to 1445 – Q & A
1445 to 1515 – How Can Indian
Pharma Marketing reinvent the Field
Force – Doctor Interaction through
use of Digital and Social Media – 2
Case Studies: one International and
one Domestic pharma by Anup Soans,
Editor - MedicinMan
1515 to 1530 – Q & A
Tea Break: 1530 to 1600
Session 4: - 1600 to 1630 - How to
Optimize Healthcare Communication
Creative Agency Services – Praful
Akali, Managing Director, Medulla
Communications; Amit Akali, Creative
Consultant, Medulla Communications
and Managing Partner, WYP Brand
Solutions
Q & A – 1630 to 1645
Session 5: 1645 to 1715 – Career
Planning and Advancement for
Marketing Managers – What are the Key
Competencies? K. Hariram, Retired
Managing Director, Galderma India
1715 to 1730 – Q & A and Close.

March13,2015|TheWestinHotel,Goregaon(E),Mumbai

3. AGENDA -FFE2015
AKNOWLEDGEMEDIAVENTURZPRODUCTION
 
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Morning Session – Networking Breakfast 0830 onward
Welcome Address: K. Hariram, Retired Managing Director, Galderma India
Session 1: 0930 to 1000 - Changing Role of Field Force – Keynote Address by
Sanjiv Navangul, Managing Director, Johnson and Johnson.
1000 to 1015 – Decoding the UCPMP by Sanjay Dhawan, Pharma GRC Leader;
Partner, Risk Advisory Services at PwC
Session 2: 1015 – 1130 CEO Roundtable Discussion on Optimising Field Force in
the Changed Market Conditions
Panel Members – K. Shivkumar, Managing Director at Eisai Pharmaceuticals;
Sanjiv Navangul, Managing Director, Johnson and Johnson moderated by
Sujay Shetty, Pharma Lead at PwC
Tea Break – 1130 to 1200
Session 3: 1200 to 1220 - The Value Framework for Indian Pharma in the 21st
Century by Amlesh Ranjan, Sanofi India
Session 4: 1220 to 1240 – SFE: What Every Pharma Sales Professional Should
Know by Satya Mahesh of Merck Group, India
1240 – 1300 – Q & A to Amlesh Ranjan and Satya Mahesh
Lunch Break – 1300 to 1400
Session 5: 1400 to 1530 Field Force Learning & Development – Best Practices
of Leading Pharma. Presentation followed by Panel discussion & Q & A by
delegates.
Panel Members – Ms. Sai Kumari, Head - Center for Excellence, The Himalaya
Drug Company, Jagmohan Rishi, AVP Digital Marketing, Learning and
Development and Commercial Excellence, Pankaj Gursahani, Director - Sales
Training at AstraZeneca. Panel Discussion moderated by Anup Soans
Tea Break – 1530 to 1600
Session 6: 1600 – 1700 – Role, Responsibilities and Contribution of Front-line
Managers – First Line, Second Line and National Sales Managers –
By K. Hariram, Retired Managing Director, Galderma India and Deep Bhandari,
Director-Marketing & Sales Excellence at UCB – Presentation, Discussion and
Q & A. Panel Discussion moderated by Anup Soans

March14,2015|TheWestinHotel,Goregaon(E),Mumbai

4. SPEAKERPROFILES
AKNOWLEDGEMEDIAVENTURZPRODUCTION
 
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Sanjiv Navangul, is
Managing Director at
Janssen India. Prior to his
current role Sajiv worked
for MSD in the Philippines
Amlesh Ranjan, is at Sanofi
in a Business Leadership &
Alliance Management role.

K. Hariram is the former
MD (retd.) at Galderma
India. He is Chief Mentor at
MedicinMan
Satya Mahesh is Associate
Director and Head of
SFE at Merck. Prior to
his current role he was at
Sanjay Dhawan is Pharma
GRC Leader and Partner,
Risk Advisory Services at
PwC. Prior to his current role
he was Head - Retail and
Corporate Banking, Europe
Sai Kumari is Head-Center
for Excellence The Himalaya
Drug Company. In her prior
role she was Head- Global
Training center at Himalaya
Pankaj Gursahani is
Director - Sales Training
at AstraZeneca Pharma
Sujay Shetty is
Executive Director &
India Leader, Pharma,
Life Sciences &
Medical Devices at
Jagmohan Singh Rishi
is Asso. Vice President -
Digital Marketing, L&D &
Commercial Excellence at
Wokhardt
Deep Bhandari is
Director- Marketing & Sales
Excellence at UCB
Salil Kallianpur is Brand
Director, Classic Brands
Europe at GlaxoSmithKline
Bhagwat Deora is Senior
Manager with Risk
Advisory Services at PwC

5. SPEAKERPROFILES
AKNOWLEDGEMEDIAVENTURZPRODUCTION
 
 
 
 
 
 
 
 
Amit Garg is Medical
Director (Emerging
Markets) at Dr. Reddy's
Laboratories

Shiva Natarajan is General
Manager, GSK
Amit Akali is Creative
Consultant, Medulla
Communications and
Managing Partner, WYP
Brand Solutions
Shashank Shanbhag Senior
Director (BUD) at MSD
looking after the Vaccines and
Women’s Health business.
Praful Akali is Managing
Director, Medulla
Communications
Anup Soans is an Author,
Facilitator and the Editor of
MedicinMan
VK Sharma is Associate
Vice President (marketing
& sales) at Unichem Labs
Limited, Mumbai.
Chhaya SS is the CEO of
Knowledge Media Venturz
- OTHERS TBA SHORTLY -

6. Hosted by www.MedicinMan.net. Organized by Knowledge Media Venturz.
DELEGATE FEE* MATRIX FOR FFE 2015 & BRANDSTORM 2015
All figures in INR FFE BRANDSTORM BOTH
PHARMA DELEGATES 8,500/- 6,500/- 12,000/-
SERVICE PROVIDERS# 15,000/- 15,000/- 25,000/-
To register, make payment and submit payment and delegate details by email to Chhaya Sankath
(chhaya@kmv.co.in) or register online: medicinman.net/2014/12/brandstorm-ffe-2015-registration
CHEQUE PAYMENT
Payment must be made in INR by Cheque / Bank Draft and must be received prior to the conference. Cheques to be issued in
the name of “KNOWLEDGE MEDIA VENTURZ LLP”, payable at Mumbai.
SEND CHEQUES TO:
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PAY BY ACCOUNT TRANSFER
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Only 10 Service Provider passes available, on a first-come, first-serve basis

7. 15
MedicinMan Volume 5 Issue 3 | March 2015
Editor and Publisher
Anup Soans
CEO
Chhaya Sankath
COO
Arvind Nair
Chief Mentor
K. Hariram
Advisory Board
Prof. Vivek v; Jolly Mathews
Editorial Board
Salil Kallianpur; Dr. Shalini Ratan; Shashin
Bodawala; Prabhakar Shetty; Vardarajan S;
Dr. Mandar Kubal; Dr. Surinder Kumar
International Editorial Board
Hanno Wolfram; Renie McClay
Executive Editor
Joshua Soans
MedicinMan Academy:
Prof. Vivek Hattangadi, Dean, Professional Skills
Development
Letters to the Editor: anupsoans@medicinman.net
1. To Understand Gen-Y, Look Beyond SWOT.....8
The traditional SWOT formula might not work with
Gen-Y. Here’s how it can be updated.
Madan Panathula
2. ‘Just 2 Tablets of Seczol DS and That’s All!’ ....11
How creativity and innovation can take a late-
entrant brand to No. 1 market position.
Prof. Vivek Hattangadi
3. A Digital Task Force to Beat the Xerox-Kodak
Effect ......................................................................15
How small, highly-trained, multi-specialist teams
can compliment the work of a conventional field
force in the digital era.
Anup Soans
4. Appointment by Digital ...................................19
Online Appointment Systems will soon become
ubiquitous. Here’s why.
Chandan Kumar
(Click to navigate)
CONTENTS

8. 8 | MedicinMan March 2015
T
he arrival of Gen-Y is changing organizational
culture everywhere. Organizations realize that they
are increasingly influenced by Gen-Y opinions, as
their numbers swell and Gen-X is making way. It has been
established beyond doubt that the work ethics of Gen-X and
Gen-Y are starkly different. Youngsters joining organizations
today do not mix their professional and personal lives. They
have lines clearly drawn – which helps them balance work
and life.
While they are focused on their careers, they have no
intention of letting go of things they are passionate about.
Today, a spectrum of new career opportunities have emerged
which combine the passion, talent and aspirations of these
young minds. A mid-level manager, who loves storytelling,
can become a corporate storyteller and make much more
than what he can in a traditional role. This has thrown open
a new challenge to the talent management function in
organizations – how does a company retain top Gen Y talent?
The modern employee expects the organization to provide
him with an enabling platform to achieve his personal
goals – even if these goals are achieved outside the ambit of
work. But how can this be possible for a mid-sized or large
corporate? The answer lies in understanding the minds of
these employees, professionally, personally as well as socially.
Today, managers use the Strength Weakness Opportunities
and Threats (SWOT) framework to understand their team.
But SWOT is an impersonal tool: applicable to countries and
companies. To successfully apply them to individuals and
Madan Panathula
Madan Panathula is Sr. Learning Consultant
at KNOLSKAPE
E
TO
UNDERSTAND
GEN-Y...
...LOOK
BEYOND
SWOT
The traditional SWOT formula might not work with Gen-Y.
Here’s how it can be updated.

9. 9 | MedicinMan March 2015
teams, managers have to learn to personalize this
template. To this effect they have to include two more
critical aspects to the SWOT – Aspirations and Fears.
Vineet Nair former CEO of HCL expresses the same
thought when he talks about Employee First and
Customers Second Philosophy. He says that the goals
of the organizations should reflect the aspirations of
the people.
It is critical that we understand what these two
new sections mean, before adding them to our
tool-kit. Aspirations are the desires or the personal
goals that the individual would like to achieve.
These transcend the project or the company and
reflect what an employee wants to do at a personal
level. Understanding aspirations will enable the
manager to plan a better career path for his team. If
a person wants to study further, can you grant him a
sabbatical? If yes, you have retained a top talent with
enhanced skill set. Such possibilities are impossible
unless one includes aspirations while understanding
the team.
Fear on the other hand is a much deeper emotion.
It is one’s reaction to threat. Weaknesses and Fears
are linked, Fears could stem from Weaknesses but
they are not the same. While Weakness is a trait; fear
is an emotion and hence exists at a deeper level. As
a manager, one should understand the fears of the
employees and address it and help them achieve their
Madan Panathula | To Understand Gen-Y... Look Beyond SWOT
”
SWOT is an impersonal tool:
applicable to countries and
companies. To successfully
apply them to individuals
and teams, managers have
to learn to personalize this
template. To this effect they
have to include two more
critical aspects to the SWOT –
Aspirations and Fears.

10. CAREERPROGRESSIONRESOURCES
NOWAVAILABLEON
(click on the books to purchase on
flipkart)
SuperVision for the SuperWiser Front-line Manager is a tool to help pharma
professionals 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.

11. 11 | MedicinMan March 2015
W
hat happens when you introduce a new
product but do not have the first mover
advantage? Be an also-ran? Be satisfied with
the 15th position because you are the 15th to introduce?
History has shown that quite a few late entrants have
become strong brands or even brand leaders. Colors
for example, is a TV channel just a few years old - but
in the very second year it went to 2nd position in TRPs.
Japanese cars were introduced in the US, a full half a
century after the first car was invented in US; but today
who are the brand leaders? Undoubtedly the Japanese
brands Honda and Toyota! Indigo started in 2007
became the No. 1 airline in 2012, and is a strong No. 1
with over 37% market share today. The market share is
expected to increase leap and bounds in the coming
months due to the dismal performance of Spice Jet.
What is the reason for their success? Innovation and
creativity.
Pharma India can certainly take lessons from these two
diverse industries.
You are the 15th brand but want to become a very
strong brand? How can it be done? Look beyond the
classic 4 P’s of marketing and you will see another two -
PACKAGING and PEOPLE.
Let me share three stories based on these two Ps.
First
In 1994, when Intas wanted to introduce Seczol DS
(secnidazole, an imidazole), there were already 5 strong
players. Intas was then still in its infancy but had already
two strong brands to its credit. The brand management
team never wanted an also-ran status for any of their
new brands.
E
How creativity and innovation can take a late-entrant
brand to No. 1 market position.
‘just2tablets
ofSeczolDSand
that’sall!’
Prof. Vivek Hattangadi
Prof. Vivek Hattangadi is a Consultant
in Pharma Brand Management and Sales
Training at The Enablers. He is also visiting
faculty at CIPM Calcutta (Vidyasagar
University) for their MBA course in
Pharmaceutical Management.
vivekhattangadi@theenablers.org

12. Abrainstormingresulted
intoathoughtoftwo
tabletsofSeczolDSbeing
packedinasinglepocket
ofthestrip.Withthisthey
feltthatthepatientwill
becompelledtotaketwo
tabletstogether. Thiswas
backedbyaverycatchy
slogan–“Just2tabletsof
SeczolDSandthat’sall!”
Pic. 1
Pic. 2
”
12 | MedicinMan March 2015
Secnidazole has a unique pharmacology - its dosage
- 2 grams stat! You can well imagine how big a 2 gram
tablet would have looked - suitable more for our
animal friends. Besides, all the imidazole’s have two
major side effects – metallic after-taste and nausea/
vomiting. Doctors were not very confident about
prescribing 2 grams stat apprehending the side-
effects. Besides, all the companies introduced this
product in a strip of two tablets. Doctors prescribed
one tablet on Day 1 followed by 1 tablet on Day
2. Naturally, the results which they got were not
consistent with clinical trials and studies.
This was a big challenge for the Intas brand
management team. They put their heads together to
meet this challenge. A brain storming resulted into
a thought of two tablets of Seczol DS being packed
in a single pocket of the strip. With this they felt that
the patient will be compelled to take two tablets
together. This was discussed with the F & D team who
responded very positively. What the F & D team gave
the marketing was something beyond imagination
- and the final pack is seen in the adjoining
photograph (Pic. 1)
This was backed by a very catchy slogan –“Just 2
tablets of Seczol DS and that’s all!”
The field-staff too enjoyed‘showing off’the new
innovative pack and verbalizing the catchy slogan.
Doctors too were happy with the efficacy, when
given at the right dose, as the patient was compelled
to take to take the dose recommended. Seczol DS
went on to become the leader in a short time -
Thanks to the two more P’s People and Packing!
Second
Ordent from Dr. Reddy’s is another case-in-point.
Ordent was a very late entrant, probably the 12th
or the 15th brand of (ofloxacin + ornidazole) to be
introduced. Here again the brand management team
wanted Ordent to be a very strong brand. These 2 P’s
came to the rescue!
Segmentation research was conducted and dental
infection, a niche indication was identified through
prescription audit. Ordent was positioned in the
minds of dentists as a unique product only for them!
What’s more, the packing too was unique – the strip
was in the shape of a tooth. You can see this in the
picture (Pic 2).
Ordent soon became a very, very strong brand in the
(ofloxacin + ornidazole) market.
In 1994, when Intas
wanted to introduce
Seczol DS (secnidazole,
an imidazole), there were
already 5 strong players.
Intas was then still in its
infancy but had already
two strong brands to
its credit. The brand
management team never
wanted an also-ran status
for any of their new
brands.
Prof. Vivek Hattangadi | ‘Just 2 Tablets of Seczol DS and that’s all!’

13. Pic. 3
13 | MedicinMan March 2015
Third
Another very interesting in packaging is Dynapar
QPS from Troikaa Pharmaceuticals. Dynapar QPS is a
new drug delivery system of diclofenac in a unique
packaging. Here diclofenac is packed in a phial with
a nozzle to spray out exactly 75 mg of diclofenac at
a time (Pic. 3). The solution can be sprayed straight
into the affected part of the body. This is very
convenient to the patient as it prevents all the side
effects of an oral preparation of diclofenac.
Dynapar is turning out to be a game changer in the
field of pain management.
Differentiation through innovation and creativity is
the name of the game in the very crowded Pharma
India market. Innovative packaging is helpful in
creating product differentiation. The colour, material
and size of the package makes difference in the
perception of the prescribers about the quality of the
product. -VH
Prof. Vivek Hattangadi | ‘Just 2 Tablets of Seczol DS and that’s all!’
SuperVision for the SuperWiser
Front-line Manager is an ideal
resource for first-time managers
to learn the business and people
management skills to excel at their
work.
Now available on Flipkart

14. Key Account Management is a major issue in the
pharmaceutical industry. This topic is driving
pharma companies and their professionals since
it is an essential approach when it comes to
renovating and updating the sales model of the
past.
The contribution of the pharmaceutical industry
to prolonged, healthier life and the reduction
of infant mortality undoubtedly remarkable. It
positively affects people around the globe. It might
be a good point in time and a valuable idea to alter
the business model from "simply selling drugs" to
actively participate and contribute to healthcare.
There evidently is no other instance, storing more
knowledge and expertise around specific disease
than the pharmaceutical industry. However, this
treasure often slumbers in research and medical
departments. Key Account Management needs
cross-functional collaboration. More value,
something beyond the pill, is needed, expected,
and demanded from healthcare providers. In
a globalized world, with universal access to
information, the variations of markets, determined
by political will, the design of healthcare
and regulatory interventions are getting less
important.
One of the smallest common denominators is
that many HCPs and other players are readily
waiting for pharma to play a more active role in
the provision of healthcare, share their wealth of
expertise and provide appropriate medication.
This first edition of the probably first ever
textbook on Pharma Key Account Management is
meant to provide a basis for discussion between
professionals.
KAMinPharma3.0
Avaliable on Amazon
(click to purchase)
by Hanno Wolfram

15. 15 | MedicinMan March 2015
I
ndian Pharma is constantly buffeted by VUCA* factors
and the onset of digital and data era have amplified
the complexity. Something fundamental has changed
and responding to it in the business-as-usual way will
have a Xerox-Kodak** effect on laggard-losers. The
future players in the healthcare arena will be need to be
innovators not just in drugs and devices but will need to
inculcate a patient-centric mindset by adopting digital
media and data mining as strategic imperatives.
Digital companies like Apple and data giants like
Google are already being heralded as the future shakers
and movers in healthcare. And why not? Digital and
data have enabled companies like Apple and Google
to gain vast mines of individual-specific information
that can be used to address the healthcare needs of
these individuals. Knowing the personal preferences
of doctors and patients through their digital footprints
enable these companies to deliver healthcare with
drone-like accuracy and efficiency. HealthKit by Apple
is quickly gaining ground in major US hospitals. Google
and Samsung have also developed similar services.
Hunter-gatherer skills became redundant and marginal
as the agricultural era blossomed, which in turn was
eclipsed by the industrial era. Pharma companies
without digital competence will be relegated to the
periphery of healthcare in the digital era.
E
A Digital Task Force to
Beat the Xerox-Kodak
Effect.
How small, highly-trained, multi-specialist teams
can compliment the work of a conventional field
force in the digital era.
Anup Soans
LinkedIn | Facebook | Twitter
Anup Soans is an Author, Facilitator and the Editor
of MedicinMan.
Write in to him: anupsoans@medicinman.net
*VUCA -Volatile, Uncertain, Ambiguous and Complex
** Xerox and Kodak are good examples of great companies
that failed to read the changing market dynamics in the 21st
Century and became irrelevant in the face of major shifts
brought about by technological innovations of which they were
pioneers in the 20th Century.

16. 16 | MedicinMan March 2015
The skill-set required by marketing managers and
front-line professionals in the digital era are different.
Indian Pharma companies will have to create hybrid
employees, who can be designated as the Digital
Task Force (DTF). Just as STFs were created to create
a better perception and improve engagement with
specialist doctors, DTF can rebuild relationships with
doctors on a new premise of helping them to gain
digital advantage to better manage their practice and
patients.
DTF must be a team of marketing, sales, medical,
training, SFE, digital experts and others like supply
chain specialists to be able to seamlessly cater to
customer needs as it emerges. Something like a highly
organized and effective team of commandos, who can
tackle situations as they evolve with minimum control,
from someone sitting in the comfort of a‘HO’cabin.
DTF requires people who have a strong growth
mindset and are oriented to be self-directed learners
because digital literacy and fluency becomes difficult
directly in proportion to the duration spent by a
person in the analog world.
DTF with digitally fluent multi-functional team is
necessary for several reasons:
1. It is increasingly difficult to gain physical access to
doctors and added to that there are other in-clinic
inefficiencies, leading to erosion of ROI from‘visit-only’
front-line field sales people.
2. Doctors are increasingly realizing the utility
and inevitability of digital adoption, especially as
their Internet savvy patients expect better quality
interaction and service in terms of information about
their ailments and treatment.
3. A combination of digital and physical channels will
enable the doctor to choose to interact as per his
practice/patient’s need/convenience rather than the
company’s call average/SFE compulsions.
4. Digital enables faster closing of the interaction/
enquiry loop, leading to better engagement and
satisfaction for both doctor and field sales people.
5. There is an expiry date on everything and the visual
aid and backpack have long outlived their role. In fact,
they are an irritating eyesore to most physicians and
patients.
6. DTF has the potential to rewrite the call average
and reach of specialist companies who are pioneers
in product categories like proteins, probiotics and the
like and give them leadership status in niche areas
with exponential revenue growth. No discussion in
pharma can be complete without talk of ROI!
Anup Soans | Digital Task Force to Beat the Xerox-Kodak Effect
”
Digital Task Force must be
a team of marketing, sales,
medical, training, SFE,
digital experts and others
like supply chain specialists
to be able to seamlessly
cater to customer needs
as it emerges. Something
like a highly organized
and effective team of
commandos, who can
tackle situations as they
evolve with minimum
control, from someone
sitting in the comfort of a
‘HO’ cabin.

17. 17 | MedicinMan March 2015
7. Companies with DTF will have the first mover
advantage to collaborate with doctors as they
prescribe apps and wearables to better manage their
patients.
8. Insights gained by DTF can make the company
truly patient-centric as more and more people are
becoming‘smart’health consumers.
9. Action Vs. Analysis - DTF can generate leading
market intelligence through the web of distributor-
chemist-doctor-patient digital footprint instead of
waiting for lagging data from the current crop of
market intelligence companies.
Lastly, DTF is not a replacement for the conventional
field force, but as a specialist team to cater to the new
opportunities created by an array of technological
innovations. DTF will also enable companies to use
the experience to gradually scale-up the digital
adoption to cover the entire field force.
Conclusion: Indian Pharma needs to reinvent its ways
of engaging and satisfying the needs of customers
and adopting a digital culture can prepare the
industry for the changes that will eventually engulf
Anup Soans | Digital Task Force to Beat the Xerox-Kodak Effect
”
DTF is not a replacement
for the conventional field
force, but as a specialist
team to cater to the new
opportunities created by
an array of technological
innovations. DTF will
also enable companies
to use the experience to
gradually scale-up the
digital adoption to cover
the entire field force.

18. A new book by Renie McClay published by
ASTD Press is apt for the global executive
with a local vision. “The Art of Modern
SalesManagement”has12chapters,each
writtenbyaleaderinthefieldfromaround
theworld.
Renie McClay, MA, CPLP, has been a dynamic performance improvement professional for
20 years. She has been successful in sales, management, and learning and performance
roles at several Fortune 500 companies (Kraft, Pactiv, and Novartis). Founder of Inspired
Learning LLC, she continues to bring her passion and practical approach to all project work.
Inspired Learning LLC does design and delivery of energetic programs and projects around
the world.
Now available for readers in India
on Kindle and print on Amazon.
Download a free chapter of the
book here.
The Art of Modern Sales Management is a must read
for any global sales leader. It's practical, relevant,
and grounded in the experience of seasoned sales
professionals who make a significant difference in
the organizations that they serve. This book includes
many useful tips and actionable ideas that any sales
leader can use.
--Kimo Kippen, Chief Learning Officer, Hilton Worldwide
Renie has done a great job of selecting thought leaders
that speak to the challenges of selling in our new,
connected world. I absolutely love the framework of
the book and found myself skipping from one chapter
to another based on what I thought was most relevant
to the problems I am most interested in solving today.
This book is a must for anyone that understands that
front-sales management is tomorrow’s competitive
advantage.
--Pat Martin, VP of Sales, Estes Express
With a chapter on “Managing Across Cultures” contributed by Anup Soans
Renie is on top of her game again and brings the A
Team to the world of Modern Sales Management.
With the explosion of social media and the immediacy
of shared experience for buyers and sellers, The
Art of Modern Sales Management is a practical
guide to navigating these changing realities, and the
action plans offered provide tools to ensure the best
opportunity for success. If you have a leadership role
within the sales organization, you need this book as a
guide and resource.
--Gary Summy, Director of Business Development Global
Accounts Operations, Xerox Corporation

19. 19 | MedicinMan March 2015
The need for doctor can’t be postponed for long in
most circumstances but if you are thinking of any
well-known or skilled doctor for your treatment, then
you need to take appointment, which is a difficult task.
How about having appointments scheduled just
by couple of clicks over the internet? Scheduling
appointments is a cause for worry for most of the
patients but it can be solved easily with the help of an
Online Appointment System.
It takes just under a minute to book medical
appointments online, as compared to booking an
appointment by phone, which takes an average of 8
minutes with operator transferring patient calls 63 %
of the time.
According to reports, by end of 2019, two-thirds of
U.S. health systems will offer self-scheduling tools for
patients to book or alter or cancel their appointments
online. Moreover, approximately every 2 in 3 patients
are likely to schedule medical appointments online
by the end of 2019, making $3.2 billion as potential
savings for U.S. healthcare systems.
The adoption of an online booking system permits
doctors to manage patient visits & history, payment
handling & time-management activities making
this an entirely automated service. While the patient
benefits from the ease of scheduling appointments
when they want, finding a preferred time slot, being
able to settle fees & manage their appointments. This
leads to greater customer satisfaction!
The Online Appointment System could be boon for
both patients and doctors; both will be aided with the
benefits of Online Appointment systems. Lets take a
look at some of these benefits.
E
Online Appointment Systems will soon become
ubiquitous. Here’s why.
AppointmentbyDigital
Chandan Kumar
Chandan Kumar is working in
healthcare publishing as an Acquisitions
Editor. His area of Interest is Healthcare
Marketing & Value Innovation.
ckumar21@in.com
http://www.linkedin.com/in/pharmtech
@pharmacrat

20. ”
20 | MedicinMan March 2015
Benefits for Doctors
áá It saves time in settlement and management;
furthermore, an online appointment comes without
any additional expenses.
áá The online platform gives an exclusive internet
identity which helps in creating an extensive and
robust network.
áá With the pre-booking appointment system in place
doctors can easily manage more patients in their day
to day schedule.
áá The patient-doctor relationship can be effortlessly
handled with the support of online appointment
system.
áá It aids in offering efficient customer services for
patients.
áá It is an easy tool to save patient history in
appropriate manner for use when required.
Benefits for Patients
´´ Online appointments are just click away and can be
booked anytime.
´´ Patients can do research about the doctor, their
schedule and availability anytime, be it day or night.
´´ They need not to waste time for options and the
possibilities of finding best date and time over
phone.
´´ Online appointment platform can serve as more
reliable tool than phone/email or without a visit to
the doctor’s clinic.
´´ Normally appointments cannot be deferred due to
the shortage of time, non-availability of doctor or for
some other reason but these things can always be
mitigated by an online platform.
´´ The online appointment provides enhanced
experience because if you have a pre-booked
appointment then you can avoid long clinic waiting
periods.
´´ Patients can access the particulars and profile of a
doctor so they can be assured that they get best
assistance for their problem.
Although commissioning a patient appointment system
is complex, with the advances in IT healthcare systems,
this is no longer difficult. Appointment booking systems
at this juncture are capable of providing effective, reliable
and suitable access to healthcare services. The traditional
way of appointment booking is still going to co-exist
but with the increasing internet penetration, healthcare
industry should advance towards the use of an online
appointment booking system. -CK
The adoption of an online
booking system permits
Doctors to manage
patient visits & history,
payment handling & time-
management activities
making this an entirely
automated service.
Chandan Kumar | Appointment by Digital