The document provides an agenda and speaker details for two conferences - FFE 2016 and BrandStorm 2016 - being hosted by MedicinMan on February 16th and 17th in Mumbai, India. The FFE 2016 agenda includes keynote addresses, panel discussions, and thought leadership sessions on topics related to field force excellence, sales management, and coaching for sales excellence. The BrandStorm 2016 agenda focuses on branding, digital marketing, case studies, and comparative business models. Both events aim to promote professional excellence among pharma sales professionals and brand managers through learning, sharing, and networking. Registration information and payment details are provided at the end.

1. MEDICINMANField Force Excellence
February 2016| www.medicinman.net
Since 2011
ANINVITATION
FROMTHEEDITOR
D
ear Reader,
We at MedicinMan are strongly
committed to the cause of
professional excellence among Pharma
Frontline Sales Professionals and Brand
Managers. In this pursuit, we’ve brought
you over 50 issues of MedicinMan since
2011.
As a part of this pursuit for excellence, we
host 2 conferences at the start of every
year - FFE & BrandStorm.
Both these events are attended by
Pharma Thought Leaders, both as
speakers and participants, many of
whom have been closely associated with
MedicinMan over the years.
I take this opportunity to invite you to
the two most awaited pharma events of
2016 - FFE & BrandStorm, to be held on
16th
(Tues) and 17th
(Wed), February at
the Courtyard Marriott, Mumbai. Come
to Learn, Share & Network. Register at
goo.gl/w016ar - The Editor.
Connect with Anup Soans on
LinkedIn | Facebook | Twitter
Anup Soans is an Author, Facilitator and the
Editor of MedicinMan.
Write in to him: anupsoans@medicinman.net
Meet the Editor
FFE&BrandStorm2016
16TH
AND17TH
FEBRUARY2016
ATTHECOURTYARDMARRIOTT,MUMBAI Darshan Patel
Partner,
PwC
Renganathan CT
Managing Director,
RPG Life Sciences
YS Prabhakar
Chief Executive Officer,
Sutures India
Ali Sleiman
General Manager
India, Merck Serono
Vikas Dandekar
Editor-Pharma/Health-
care, Economic Times
Satya Mahesh
Head, Business
Excellence, Boehringer
Ingelheim
Nandita Dandekar
Respiratory Commer-
cial Manager, GSK
Ajit Nair
Marketing Manager,
Sanofi
Daleep Manhas
GM & AVP,
McCann Health
Deep Bhandari
Head of Business Unit
-Multiple Sclerosis, UCB
Salil Kallianpur
Commercial Director -
Classic Brands, MENA-CIS
& Russia, GSK
VK Sharma,
Assoc. VP (Marketing &
Sales), Unichem
Praful Akali
MD, Medulla Commu-
nications
Amit Akali
Creative Consultant,
Medulla Communi-
cations
Dr Manish Verma MD
Director Medical
Affairs, Sanofi
K. Hariram
MD (retd.),
Galderma India
Jagmohan Singh Rishi
Assoc.VPLearning&Devel-
opment,BusinessAnalytics
&Digital,Wockhardt
Sankar Dass,
COO & Director,
CURATIO Healthcare
Pankaj Dikholkar,
General Manager,
Abbott
Confirmation
Awaited
Confirmation
Awaited

2. FFE2016-AGENDA&SPEAKERS
Tuesday, 16 February 2016
0830 to 0920 - Business Breakfast
1. KEYNOTE ADDRESS - 0930 to 0950
Keynote Speaker: Darshan Patel, Partner, PwC lnked.in/drshnp
2. CEO ROUND-TABLE 1000 to 1115
Topic: “Field Force of the Future”
Speakers:
- CT Renganathan, Managing Director RPG LifeSciences lnked.in/ctra
- YS Prabhakar, CEO Sutures India lnked.in/yspr
- Ali Sleiman, General Manager India, Merck Serono lnked.in/alis
Moderator: Vikas Dandekar, Editor - Pharma & Healthcare at The Economic Times lnked.in/vksd
1115 to 1145 – Tea Break
3. PANEL DISCUSSION - 1145 to 1300
Topic:“Generating Rx is not the Job of Field Force Alone. Role of Marketing, Medical, HR and L & D in Building the
Rx Capabilities of the Field Force.”
Panelists:
- Deep Bhandari, Head of Business Unit - Multiple Sclerosis, UCB lnked.in/deep
- Jagmohan Singh Rishi, Assoc. VP Learning & Development, Business Analytics & Digital, Wockhardt lnked.in/jgri
Moderator: Anup Soans, Editor, MedicinMan lnked.in/anup
1300 to 1400 – Lunch Break
4. THOUGHT LEADERSHIP – 1400 to 1445
Topic:“Making SFE Work for Your Field Force–Practical Issues in Developing and Implementing a Robust SFE Plan“
Speaker: Satya Mahesh, Head, Business Excellence, Boehringer Ingelheim lnked.in/stya
5. THOUGHT LEADERSHIP - 1445 to 1530
Topic:“Why and How of Sales Hierarchy: Functions of Sales Management and Role Clarity from Front-line Manager
to National Sales Manager”
Speaker: VK Sharma, Associate VP (Marketing & Sales), Unichem lnked.in/vkshrma
1530 to 1600 – Tea Break
6. PANEL DISCUSSION - 1600 to 1700
Topic:“Coaching for Sales Excellence – How Can It Work in the Front-lines?”
Speakers:
- K. Hariram, MD (retd.), Galderma India lnked.in/hari
- Anup Soans, Editor, MedicinMan lnked.in/anup
FFE 2016 Highlight
Launch of MedicinMan app
for Android and iOS will
take place at FFE 2016.
See ad on P6.
Developed in partnership with
Pharmatask.
Contact:ChhayaSankath
chhaya@kmv.co.in
+91-986-742-1131

3. BrandStorm2016-AGENDA&SPEAKERS
Wednesday, 17 February 2016
0830 to 0920 - Business Breakfast
1. KEYNOTE ADDRESS - 0930 to 1000; Q & A - 1000 to 1015
Topic:“What does it take to Build Strong Sustainable Brands in the Indian Pharma Market?”
Keynote Speaker: Sankar Dass, COO & Director, CURATIO Healthcare lnked.in/sdas
2. PANEL DISCUSSION
Topic:“UCPMP & MCI Guidelines - Implication for Pharma Marketing”
Speakers:
- Darshan Patel, Partner, PwC lnked.in/drshnp
- Salil Kallianpur, Commercial Director - Classic Brands, MENA-CIS & Russia, GSK lnked.in/salil
- Deep Bhandari, Head of Business Unit - Multiple Sclerosis, UCB lnked.in/deep
1115 to 1145 – Tea Break
3. CASE STUDIES AND PANEL DISCUSSION - 1145 to 1300
Case 1: “Building a patient-focused sustainable business”
Presenter: Nandita Dandekar, Respiratory Commercial Manager, GSK lnked.in/nandita
Case 2: “Success of the Plavix brand”
Presenter: Ajit Nair, Marketing Manager, Sanofi lnked.in/ajit
Case 3:“There is no shortage of data but how effectively is it mined and is it giving you the insights to change
behaviour and practice?”
Presenter: Daleep Manhas, General Manager & Associate Vice President at McCann Health lnked.in/daleep
1300 to 1400 – Lunch Break
4. SESSION:“Unleashing the Power of Digital Marketing” – 1400 to 1530
Speakers
- Praful Akali, MD, Medulla Communications (discussion leader) lnked.in/praful
- Amit Akali, Creative Consultant, Medulla Communications (discussion leader) lnked.in/amtk
- Pankaj Dikholkar, General Manager, Abbott lnked.in/pankaj
- Dr. Manish Verma MD, Director Medical Affairs, Sanofi lnked.in/mvrma
1530 to 1600 – Tea Break
5. IN-DEPTH - 1600 to 1700
Topic:“Comparative Study of Sun Pharma and Mankind Pharma Business Models”
Speaker: VK Sharma, Associate VP (Marketing & Sales), Unichem lnked.in/vkshrma
Contact:ChhayaSankath
chhaya@kmv.co.in
+91-986-742-1131

4. DELEGATE REGISTRATION
DELEGATE FEE* MATRIX FOR FFE 2016 & BRANDSTORM 2016
All figures in INR FFE BRANDSTORM BOTH
PHARMA DELEGATES 9,000/- 7,000/- 14,000/-
SERVICE PROVIDERS 20,000/- 20,000/- 35,000/-
To register, make payment and email payment and delegate details to Chhaya Sankath (chhaya@kmv.co.in)
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:
Chhaya Sankath, A-302, Kshitij C. H. S. L., Off Film City Road, Behind Satellite Towers, Goregaon East,
Mumbai 400 063
PAY BY ACCOUNT TRANSFER
NEFT DETAILS
BANK: AXIS BANK
BRANCH: GOREGAON WEST, MUMBAI (MH), GR FLR, PATKAR COLLEGE,
S V ROAD, GOREGAON WEST, MUMBAI -62.
ACCOUNT NAME: KNOWLEDGE MEDIA VENTURZ LLP
ACCOUNT NO: 913020033732313
IFSC CODE: UTIB0000647
PAYMENT OPTIONS
*Service Tax of 14% + Swacch Bharath cess of 0.5% will be charged extra.
SEND US ALL THE FOLLOWING DETAILS TO CONFIRM YOUR REGISTRATION
NAME: DETAILS OF CHEQUE/ NEFT TRANSFER:
COMPANY:
DESIGNATION:
ADDRESS:
EMAIL & MOBILE:
Send details of payment and delegate details to Chhaya Sankath (chhaya@kmv.co.in | +91-986-742-1131)

5. 5 | MedicinMan February 2016
CONTENTS
MedicinMan Volume 6 Issue 2 | February 2016
Editor and Publisher
Anup Soans
CEO
Chhaya Sankath
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. Implementing New Ideas: Lessons for
Product Managers .............................................7
When driving a new sales plan, high levels of
motivation in the sales team is necessary but not
sufficient for the success of the plan. Having the right
skills and free and open feedback mechanisms are
key.
Raja Reddy
Always Be Coaching ........................................9
Sales Coaching is the ABC of sales success. Why is it
that so few get it right?
K. Hariram
3. Sales Targets: Getting it Right ...................12
How to set sales targets that are challenging but fair.
Amit Jain
4. E-detailing: A Primer ...................................15
A quick take on the important digital touch points
pharma can use to reach out to Doctors.
Vivek Hattangadi

6. TheMedicinManapp.
Forthepharmaprofessionalonthego.
ITSHERE!! TheMedicinManappforAndroidandiOS.
WeareproudtoannouncethatwewillbereleasingtheMedicinManappforAndroidandiOSatFFE2016.
Today’spharmaprofessionalsareconstantlyon-the-go.Pharmareps oftenspendupto80%oftheirtimeeithertravelingtomeeta
doctororinthedoctor’swaitingroom.
TheMedicinManappisfortheconstantlymobilepharmaprofessional.NowallyourfavoriteMedicinMancontentwillbeavailable
onyourmobile-frommarketintelligencetoselfdevelopmentandmotivationaltools.
DevelopedinpartnershipwithPharmatask.Visitpharmatask.com
Launchdate:17February2016
Tokeepyourselfinformedabouttheavailabilityoftheappfordownload,sendamailtoanupsoans@gmail.com
with“MedicinManApp”asthesubject.

7. IMPLEMENTING NEW
IDEAS: LESSONS FOR
PRODUCT MANAGERS
When driving a new sales plan, high levels of motivation in the sales
teamisnecessarybutnotsufficientforthesuccessoftheplan.Having
the right skills and free and open feedback mechanisms are key.
7 | MedicinMan February 2016
A
few years ago, as a young product manager
I had the first opportunity of designing and
implementing an idea. This idea involved
using a new tool and had the potential to acceler-
ate sales. Before presenting the concept to the sales
team, I had personally tested the model on a real
time basis. Following the test experience I became
even more confident in the success of the project.
But the project did not reach the set milestones. I re-
alised that I had committed critical mistakes which
lead to the initial failure of the project. However I
learnt valuable lessons in project management.
Motivation is Not Enough
During the course of the project when the initial re-
sponse was not satisfactory, I would motivate the
sales team by telling them that although the num-
bers were challenging they could be achieved them
with hard work and perseverance. That didn’t work. I
was about to call off the project, but thankfully, run-
ning the model with an actual sales representative on
the field who was a part of the project team prevent-
ed me from taking that decision.
Raja Reddy
E
Raja Reddy is Group Product Manager at
Servier India.
Connect: linkedin.com/in/rajareddy1

8. Raja Reddy | Implementing New Ideas: Lessons for Product Managers
8 | MedicinMan February 2016
Observation & Real-time Experience
I watched this highly motivated and skilled sales person
struggling to conduct the project. I demonstrated the cor-
rect procedure to him, but the results stayed the same.
When I enquired why this was happening, he was hesitant
to reveal it to me. At the end of the day it occurred to me
that one possibility could be that he did not know how to
operate the complex machine which was used to run the
project.
Training is Key
This got me thinking. The problem I realised was that the
demo of using the machine was conducted for a large
group of participants; therefore many could not get
hands-on experience. With the help of our training team
we brought in the local sales team for a re-training on how
to use the gadget. This time we ensured that all the par-
ticipants got enough hands-on experience of using the
gadget.
Scaling Up
We watched the local team closely for the next few
months. I saw that the initial unwillingness gave way to a
gradual and steady increase in conducting the project.The
numbers our local sales team was punching in gave me
sufficient assurance that the same tactic could be replicat-
ed with members of other sales teams as well. We decided
to implement the training across all regional areas.
Creating Healthy Competition
To enhance the momentum we created a score board
about the project update of each area and shared with all
the people. This stimulated a healthy competition leading
to“a snow ball effect”.
Sharing the Success Story
Teams across the country were curious to know the facts
behind the success. We invited successful sales people to
share their stories at the sales meets. This narrative-based
approach allowed rest of them to learn from their col-
league’s experience and replicate the success in their ar-
eas. M
The problem I realised
was that the demo of
using the machine was
conducted for a large
group of participants;
therefore many could not
get hands-on experience.
”

9. 9 | MedicinMan February 2016
I
was sitting in the waiting room of my physician’s clin-
ic to show my annual check-up reports when over-
heard the conversation of an FLM and MR inside. The
Doctor asked a typical and oft-heard question, “Any-
thing new?!” The MR was quick enough to reply, “No
Doctor. Just a few reminders.”
We all know the routine questions about pricing, safe-
ty, efficacy, availability issue, being busy, etc. that are
posed by physicians and the routine answers given by
the MRs.
Why is this ritual repeated monotonously? Aren’t these
good opportunities to revisit the conversation and
also a great “Coachable” moment for the FLM to the
MR? I call these coachable moments as‘Aha!’moments.
Coachable moments usually present themselves as op-
portunities for powerful coaching.
Every pharma organisation and its Management know
the importance of their Frontline Managers (FLMs). If
this so, then why is it that FLMs are referred to as‘Super
Reps’and there is a mere pressure on sales numbers ev-
ery month end?
Companies know the value of training their sales force,
but many don’t realize the importance of developing
their front-line sales managers. They assume that their
top performing sales people can seamlessly transition
from a position of selling to one of managing, inspite
of there being a substantially different skill set between
the two job functions.
K. Hariram
ALWAYS BE COACHINGSales Coaching is the ABC of sales success. Why is it that so few get it right?
K. Hariram is the former MD (retd.) at
Galderma India.
He is Chief Mentor at MedicinMan and a
regular contributor. khariram25@yahoo.com
E

10. K. Hariram | Always Be Coaching
10 | MedicinMan February 2016
Training FLMs not only produce a better return on invest-
ment, it is also a critical element of sales success. One of
the most valuable skills an FLM can learn is ‘sales coach-
ing’. It is quite obvious that a well-defined‘role clarity’with
the right dose of ‘on-the-job’ coaching skills separates
the excellent from the average FLMs. When FLMs know
how to coach, companies can readily leverage them to
improve the sales performance of their entire sales force.
I would like to mention here that when FLMs are sent for
training programs, there is hardly any follow up and al-
most no reinforcement from their reporting managers.
Hence, training becomes a fancy and often a stand-alone
activity. Studies have clearly shown that post training, if
there is no coaching or no follow up reinforcement activ-
ity, there is a drop of 87% of the knowledge that one ac-
quired from training. In short, it is 87% of resources spent
on any developmental effort is wasted.
The most significant obstacles to coaching are FLM-relat-
ed. Usually the following reasons are to blame:
1. They believe they do not have enough time to coach.
(Believing you have no time to coach ultimately costs
more time)
2. They may lack the intent to coach
3. Inadequate scheduling of their priorities for coach-
ing
4. They may shy away as they lack the necessary skills
5. It could also be inadequate training
6. Lack of accountability with regard to coaching as
part of their role responsibilities.
7. The organisation does not believe in coaching cul-
ture
Some further observations on sales coaching in the
pharma industry:
1. Often sales coaching efforts seem to be largely reac-
tive; it is more of TELLING
2. Focus of ‘so called’ coaching efforts are to poor per-
formers, and those asking for help
3. High-performing salespeople are left to fend for
themselves and at best they are given an informal
feedback
4. Lack of structured and planned approach to coach-
ing
5. Lack of Management responsibility and accountabil-
ity
6. No systematic and timely follow up
Training FLMs not only
produce a better return
on investment, it is also
a critical element of
sales success. One of the
most valuable skills an
FLM can learn is ‘sales
coaching’.
”

11. K. Hariram | Always Be Coaching
11 | MedicinMan February 2016
An organised study conducted by Forum confirms that
Coaching greatly impacts overall sales effectiveness.
Among the wide spectrum of initiatives on Sales Force
Effectiveness, sales coaching was rated the highest im-
pact activity among survey respondents. It was higher
than some of the SFE approaches such as sales training,
sales management training, enabling technology, or
sales compensation.
Here are 7 practices and guiding principles on im-
proving sales coaching at your company.
1. Build commitment to sales coaching at all levels of
sales management by creating a developmental cli-
mate that fosters collaboration, forward action and
on-going improvement.
2. Train/Coach FLMs. Managers need the right skills to
effectively coach others. Have senior executives pro-
vide visible support for sales coaching.
3. Establish clear coaching expectations. Clearly define
the process and build accountability measures.
4. Have a well-defined structure. Sales coaching should
be programmatic, so performance tracking and
established indicators of success should be put in
place.
5. Focus coaching on specific performance outcomes.
Quality coaching has clear objectives and structure.
6. Make coaching a critical initiative. Utilize a variety
of people such as peers, marketing people, SFE ex-
ecutives, Human resources managers and technical
experts, not just sales managers.
7. Focus sales coaching on knowledge and skills. All
these should support the sales strategy. The founda-
tion should be for related products and services, cus-
tomers’needs and expectations, the company’s sales
process included the customer relationship process.
Overall, sales coaching has to be collaborative, involving
sales people and sales managers. It should also be con-
temporary, addressing the needs of today. This will re-
sult in the organisations aligning the selling behaviours
leading to mutually beneficial business relationship with
customers. Further, it will help in gaining a substantial
competitive advantage in the market place.
To sum up, sales coaching is an essential performance
enhancing skill. It is necessary to equip the Sales man-
agement team including the FLMs with appropriate skills
and build this as a part of organisational culture. M
An organised study
conducted by Forum
confirms that Coaching
greatly impacts overall
sales effectiveness.
Among the wide
spectrum of initiatives on
Sales Force Effectiveness,
sales coaching was
rated the highest impact
activity among survey
respondents.
”

12. 12 | MedicinMan February 2016
E
very incentive cycle, sales managers and sales oper-
ations team are faced with a difficult job of setting
fair but challenging quotas. As a company, you want
your sales team to meet their quotas but also push the en-
velope to achieve growth. Quotas play a big role in mo-
tivating sales reps to achieve broader strategic business
objectives. Depending on the quality of quotas, 3 types of
outcomes are possible for the rep as well as organization.
Quotas generally are a good way to engage salespeople by
providing them visibility into target that needs to be hit.
Though quotas are generally desirable plan type for incen-
tive payments but organization can set fair quotas only if
the following conditions are met:
[[ Reliable historical information at individual territory or
rep level is available
[[ National Sales Numbers can be forecasted with rea-
sonable accuracy
[[ Reasonable understanding of variation in sales poten-
tial across reps
[[ Selling process is generally more defined with focus
more on product awareness
Amit Jain
E
Amit Jain is Co-founder and Director
of Operations at Aurochs Software, an
incentive compensation solution specifically
designed for the pharmaceutical industry.
SALES TARGETS:
GETTING IT RIGHT
How to set sales targets that are challenging but

13. Amit Jain | Sales Targets: Getting It Right!
13 | MedicinMan February 2016
Quota Setting Process
1. Gather data
a. Ask for national forecasts and review them for
consistency – using historical growth information
and any future market changes
b. Collect historical performance information at ter-
ritory level and use that for understanding how
predictable are sales results
c. Understand incremental sales potential for indi-
vidual territories (based on potential targets and
external market situation) and also align resources
if required
2. Quota Methodology and Modelling
a. Identify the appropriate goal setting methodolo-
gy based on the business situation.
i. Uniform growth quota
ii. Equitable unit growth quota
iii. Potential proportional unit growth quota
iv. Share growth quota
v. Potential proportional share growth
vi. Weighted index proportion quota
b. Calculate quotas using the identified methodolo-
gy and the factor weights for the test period (latest
period for which actual sales exist)
c. Compare test period quotas with sales and per-
form analysis for fairness
3. Finalize Quotas
a. Tweak factor weights after performing fairness
analysis
b. Set quotas for future period using finalized
weights
c. Identify communication channels for goal com-
munication. Provide opportunity to front line
managers to refine quotas within certain con-
straints based on field knowledge.
Indicators that your quotas are unfair?
Quality of quotas play a big role in motivating sales reps
to achieve broader strategic business objectives. For
quotas to be effective, comprehensive communication
strategy needs to be chalked out. Reps perceive the quo-
tas to be fair only when there is transparency around the
quota setting methodology, process and the local factors
being considered as part of quota setting process.
As an organization, there are several indicators that your
quotas may not be fair:
The Quota Setting Process

14. Amit Jain | Sales Targets: Getting It Right!
14 | MedicinMan February 2016
[[ Extreme outliers are observed on both the lower side
as well as higher side
[[ Significant difference between median and average
performance. This may be due to performance skew
in one particular direction
[[ Broad mismatch between nation performance and
total incentive payout. As an organization, total in-
centive outflow is more than expected for the current
national performance level
[[ Performance of salespeople are changing drastically
year over year. Top performers under perform while
under performers over achieving due to quality of
goals
[[ Attrition rate in the sales force is higher than industry
standards
[[ Disproportionate performance such as more than
60% people missing their quotas or majority of sales-
force beating their sales quota
Systemic biases such as:
Territories or reps with larger geographical foot-
print earning more
Territories with higher starting market shares earn-
ing less. M
Reps perceive the
quotas to be fair
only when there is
transparency around
the quota setting
methodology, process
and the local factors
being considered as
part of quota setting
process.
”

15. 15 | MedicinMan February 2016
E
arlier this year when I visited Google, the Goo-
gle-Doodle was beautifully scripted in the form
of cakes, pastries, candles and candies. I was
wondering what the occasion is.
WhenIclickedononeofthecakes,amessagepopped
out:“Happy Birthday, Vivek”. I was dumbfounded.
If Google, which has more users than the combined
population of China and India, can track down one
non-entity and an insignificant person like me and
customize its message, you can well imagine the
power digital marketing has. Digital marketing has
the power to change the way pharma brands com-
municate, interact and engage with patients and
doctors.
The prodigious digital technology has the po-
tential to metamorphose the way Pharma India
builds brands. Doctors are increasingly using digi-
tal and mobile technologies to get the information
they need. They may prefer to access information
about a brand, where and when they want. They
have very little time for medical representatives.
Vivek Hattangadi
Vivek Hattangadi is a Consultant in Phar-
ma 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
E-detailing - A Primer
A quick take on the important digital touch points pharma can use
to reach out to Doctors
*These statistics are as per Praveen Kulkarni (General Manager Marketing and Sales,
Parle Products) in his statement in Business Standard of 26th February 2015
E

16. 16 | MedicinMan February 2016
Vivek Hattangadi | E-detailing: A Primer
”
E-detailing is not the
transfer of the pages of
a visual-aid into a Tablet
or iPad. It is not the
replication of the paper
promotional material into a
modern gadget.
In fact, many doctors mentally shut off when they
meet pharma representatives. They are weary of the
1970s marketing tools deployed by Pharma India.
Having said this, let us walk through some of the chan-
nels of Digital Marketing.
E-detailing
Before we discuss what e-detailing is, let me explain
what e-detailing is not.
E-detailing is not the transfer of the pages of a visu-
al-aid into a Tablet or iPad. It is not the replication of
the paper promotional material into a modern gadget.
E-detailing is a broad and continually evolving term
describing the use of interactive electronic media to
facilitate brand or sales presentations. E-detailing has
several advantages.
Doctors can get information and other details of
the brand as and when they want; at a time and
location most convenient to them.
E-detailing can increase the contact time of doc-
tors with the brand - depending on how interest-
ingly and creatively the message has been creat-
ed.
E-detailing has not only a better reach, but also
better retention of the message.
The brand messages via e-detailing are consistent
and uniform. The doctors will hear exactly what
the brand manager wants them to hear.
E-detailing can take many forms.
Interactive Voice Response
This is a technology which allows a computer to inter-
act with doctors (humans) through voice, touch-tone
keypads, and signals. It provides appropriate respons-
es in the form of pre-recorded voice. Every caller gets
a uniform message. This is consistent with what Jack
Welch says: “Simple, consistent, focused communica-
tions travel faster and is understood better by organi-
zations.”1
In Interactive Voice Response, for example, a doctor
calls the company. The call is attended by an‘electron-
ic receptionist’- the Interactive Voice Responding Sys-
tem. He is then directed to an extension depending
on the information required. The doctor receives the
pre-recorded information. It could be the latest study,
a new indication, drug-drug interaction or even the
latest information from pharmacovigilance.

17. ”
E-detailing is not a
substitute to doctor’s
visits by a medical
representative; rather
it can complement and
augment the efforts of the
medical representatives.
Doctor’s visits should
continue.
Vivek Hattangadi | E-detailing: A Primer
17 | MedicinMan February 2016
Scripted interaction with the website
This is a computer program wherein the doctor and the
server speak to each other through a scripting language.
This interaction is possible through micro-sites in the
company’s website. Retrieving data from the website or
feeding data into a website happens through communi-
cation of the doctor and the web server.
E-detailing through portals for doctors
The portals offer access to doctor’s communities and are
favored by the young and upcoming ones.With more and
more portals opening up like Lybrate, Indmedica, Doctor-
store, and Practo, Pharma India should take e-detailing
via these portals seriously. These portals can be used to
deliver sponsored marketing messages, brand-specific
details, and so on. The company can even know which
doctor has accessed and follow through can be done by
the field personnel.
E-detailing is not a substitute to doctor’s visits by a med-
ical representative; rather it can complement and aug-
ment the efforts of the medical representatives. Doctor’s
visits should continue.
Social Media
There is an exponentially increasing number of net-sav-
vy and Smartphone-hooked doctors and patients. Many
patients too, first consult ‘Dr. Google’ before consulting
an actual doctor. Social media has become a channel that
the pharma cannot afford to ignore. Various social media
initiatives can be used. FaceBook, LinkedIn, Twitter, and
YouTube can be very effective digital marketing tools.
What makes Facebook so potent? It has the ability to am-
plify word-of-mouth effects. Skadeedle.com says that:
“Facebook has become a global phenomenon. You hear
the social network being discussed in everyday conver-
sation, whether it’s in an office, classroom, or home. It has
allowed people to connect with each other anywhere in
the world and is now a vital resource for businesses and
brands too.”2
Brand managers should not consider social media as a
side-activity; rather it should be a significant and planned
activity.
E-mail Marketing
E-mail marketing can effectively contribute to building
loyalty and fostering a relationship with doctors and pa-
tients. This form of digital marketing should not be used
indiscriminately. E-mail marketing should essentially be
permission based. Rather, ethical, responsible email cam-
paigns start with permission. Permission leads to better
e-mail deliverability and better results from your cam-
paigns.

18. ”
Digital marketing has
many advantages like
brand building efforts at
reduced costs, engaging
with doctors and patients,
real-time results (as
measured by the numbers
of visitors to the site) and
better communication
of your marketing
messages. It can add to but
cannot replace a medical
representative’s visit and
the emotional bonding
these visits create.
Vivek Hattangadi | E-detailing: A Primer
18 | MedicinMan February 2016
Content Marketing
“Content marketing is a strategic marketing approach fo-
cused on creating and distributing valuable, relevant, and
consistent content to attract and retain a clearly-defined
audience — and, ultimately, to drive profitable customer
action.”3
This is how Content Marketing Institute (CMI) de-
fines it.
Content Marketing can attract the attention of doctors
seeking specific product-related information online. Often
the material is designed to promote a brand, through a
more oblique and subtle way, different from the tradition-
al advertising. “Basically, content marketing is the art of
communicating with your customers and prospects with-
out selling,”says CMI.3
Content Marketing can include YouTube videos, blog
posts, advertorials, and white papers. Content Marketing
may not yield results overnight – it requires commitment
from the marketer towards the doctors or patients.
Conclusion
Digital marketing has many advantages like brand build-
ing efforts at reduced costs, engaging with doctors and
patients, real-time results (as measured by the numbers
of visitors to the site) and better communication of your
marketing messages. It can add to but cannot replace a
medical representative’s visit and the emotional bonding
these visits create. Damien Ryan says“What makes the dig-
ital revolution so exciting is that it’s happening right now.
We are living through it, and you have a unique opportu-
nity to jump in and be part of this historical transition.”4
Digital marketing is for those who are ready to leave the
time warp. Are you ready to leave 1976 and welcome
2016? M
References
1. Welch, S &Welch, J. 10 leadership lessons you don't want to learn the
hard way. Available online on https://www.linkedin.com/pulse/10-
leadership-lessons-you-dont-want-learn-hard-way-jack-welch
2. The Definitive Guide to Getting StartedWith Social Media Marketing.
Available on http://skadeedle.com/wp-content/uploads/2013/05/de-
finitive-guide-to-social-media-marketing.pdf [Accessed 12th January
2016]
3. Content Marketing Institute. Available online on http://contentmar-
ketinginstitute.com/what-is-content-marketing/ [Accessed 12th
January 2016]
4. Ryan, D. (2014) Understanding Digital Marketing: Marketing Strate-
gies for Engaging the Digital Generation. London: Kogan Page.