The ultimate measure of a learning program is when employees are able to take it to their work and succeed in real life situations.

1. MEDICINMAN
Field Force Excellence
TM
November 2014 | www.medicinman.net
HOW TO EAT AN ELEPHANT
Since 2011
Even in progressive pharma companies that implement the strategy of Regional Training Managers (RTMs) to ensure continued learning on the field, the focus is on improving science and selling skills of Medical Reps (MRs) and not on the Performance Coaching Skills of Front-line Managers (FLM). The efforts of RTMs without the active participation of FLMs is bound to be minimal; never transformational.
Transformation happens when FLM, who has the largest and direct influence on Medical Reps takes on the role of a Performance Coach under the guidance of RTM. The FLM is the only person who can connect learning to performance and influence his team members to learn on a daily basis - eat the elephant, one bite a day.
FLMs must be made to realize that only by enhancing the capabilities of their MRs continuously, will their job of achieving targets become easier.
Learning must lead to changed behavior and improved performance; otherwise learning and development will remain a peripheral activity and not a strategic
Transformational learning and development at the front-lines might seem a daunting task but is possible when the RTM develops the FLM to be a coach to his MRs.

2. Editorial
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
intervention to equip field force to respond to
market dynamics in real time.
People wait for the next annual classroom training
session (a kind of paid holiday or harassment,
depending on the culture of the company) and
so it goes on; convincing business heads that
learning and development is no more than a ritual
of lighting lamps at festive occasions.
This lip-service to learning and development
is at the root of dispirited performance of MRs.
Today’s technologically empowered era, can make
learning and development a daily ongoing activity
that transforms the thinking and behavior of field
force.
A careful examination of an MR’s routine reveals
the 80:20 factor in time utilization. 80% of the time
is spent waiting for calls and only 20% of time in
actually interacting with doctors. Unless this 80%
of time is spent productively, the 20% time with
doctor is nothing more than ‘marking attendance
to please prescribe routine’.
Technology has the capability to transform the
80% waiting time into learning time to address
the specific needs of the doctor and will actually
EXPAND the window of interaction. Companies
that are able to do this will differentiate
themselves where it matters most - inside the
doctor’s chamber.
People Power is the key to increase productivity
as other DIFFERENTIATORS (Product, Promotion,
Price) have become GENERIC.
According to an article by Lisa Roner,
(eyeforpharma.com), ”More than 100 respondents
from 20 pharma companies, including eight of
the largest drug makers, said that in spite of being
in charge of overseeing thousands of Reps in the
field, FLMs themselves aren’t given the necessary
training to improve their own skills.”
Delta Point says: “A significant gap exists between
the importance placed on skills that enhance
customer relationships and the training structure
and opportunities that pharmaceutical companies
are currently providing managers.”
If this is the case in developed markets, the
situation in India could be much worse. It’s a ‘given’
that Medical Reps and Front-line Managers (FLMs)
form the back-bone of Pharma sales. Yet, this
importance does not translate to action in terms of
equipping front-line people with capabilities that
will empower them to excel through continuous
learning.
When the field force is trained regularly like the
NSG commandos and not like their counterparts,
the police constables, they will become fighting fit
to win the marketing warfare.
A survey by MedicinMan with over 440
respondents clearly demonstrate that field sales
people in the 18 - 30 age group (MRs and FLMs)
consider Learning and Development as the most
important factor after salary for job satisfaction.
And it is quite clear that without adequate training,
people cannot perform their tasks effectively
leading to low job satisfaction and high attrition.
If you have decided that a field force is necessary
to increasing market share, then why not invest in
developing their capabilities?
”
Transformation happens when
FLM, who has the largest and direct
influence on Medical Reps takes on
the role of a Performance Coach
under the guidance of RTM. The
FLM is the only person who can
connect learning to performance and
influence his team members to learn
on a daily basis - eat the elephant,
one bite a day.
For more on how develop your FLMs into
performance coaches with the ability
to achieve breakthrough performance
at the front-lines read “SuperVision for
the SuperWiser Front-line Manager” (see
page5)

3. MedicinMan Volume 4 Issue 11 | November 2014
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. Learning as Competitive Advantage.................6
Real learning with measurable outcomes and not
simply training, has the power to give company’s a
competitive advantage over peers.
Gopal Kishore
2. Supply Chain Management as a Strategic
Function.................................................................10
Companies must go beyond the “logistics” mindset
to turn SCM into a strategic tool
K. Hariram
3. Multi-channel Marketing Strategy ..................12
Moving from the traditional sales-person driven
strategy to one that incorporates digital multimedia
Md. Sadique Akhtar
4. The Art of Effective Business Meetings..........15
Business meetings can either produce great
outcomes or completely disengage your team
members. Here’s how to practice the fine art of
getting it right.
Subrat Kumar Roul
5. Real World Evidence in Drug Development ..18
Extensive datasets are produced in the process
of treating patients. This valuable data can be
captured, analyzed and be used for better decision-making.
Jaideep Kaneria, Mahendra Kumar Rai &
Richa Goyal
6. PHARMA MARKETING EXCELLENCE AWARDS
2014........................................................................20
A photo collage and the list of winners
(Click to navigate)
CONTENTS
18
6

4. CAREER PROGRESSION RESOURCES AT
NEVER-BEFORE PRICES!!
NOW AVAILABLE ON
(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
aspiring 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 meets the
needs of both first-time Reps and field sales managers. The book is a powerful learning and motivational
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5. 5 | MedicinMan November 2014
“The only thing that gives an organization a
competitive edge . . . is what it knows, how it
uses what it knows, and how fast it can know
something new. -Laurence Prusak
A century ago, when the industrial revolution was at its
zenith, most companies invested in fixed assets – from
manufacturing units, corporate offices and equipment.
Fast-forward to today, and the focus has shifted from
fixed assets to human capital.
Learning as a tool for competitive advantage
Employees have benefited from this shift in terms of
better working spaces, access to healthcare and other
perks. The companies that will benefit from this shift are
the ones that invest in training and development. By
continuously upgrading their employee’s knowledge,
skills, and performance, companies are aiming for great-er
productivity of their human capital to get a competi-tive
advantage.
By nurturing talent across the ranks, from the frontline
employee to the CEO, and developing key skills such as
leadership, dealing with change and innovation mar-keting
among others, organizations are showing their
commitment to invest in training and development.
They are investing in the future of their workforce and
E
Learning as
Competitive
advantage
Gopal Kishore
In each area the
digital strategy should
look at the benefits
these technologies
have for your
business, assess its
current performance
and make
recommendations
over the short and
long term.
Gopal Kishore is an Experiential Learning
Evangelist @KNOLSKAPE
Real learning with measurable outcomes and
not simply training, has the power to give
company’s a competitive advantage over peers.

6. ”
6 | MedicinMan November 2014
the organization through powerful learning oppor-tunities.
But training alone rarely improves performance.
Learning does. Unfortunately, learning, in many
organizations, is still looked as an afterthought. Of
course, there are a quite a few organizations that may
even have comprehensive training programs, but the
question is whether they go beyond mere training to
instill learning in the fabric of the organization
Creating a learning environment
One needs to ask the right questions such as:
ww What is the role of learning in the organization?
ww How to build the right culture to enable learning?
ww How do I justify learning and derive business bene-fit?
ww How scalable is the learning program?
To meet this need for continuous learning, every
training program must ensure that they are using
the right content and information, creating an open
culture and using an effective delivery mechanism.
The Right Content and Information
This is the most critical aspect of any learning pro-gram.
The right information needs to be delivered
to the right audience, at the right time and in the
right manner. Since content is constantly changing,
it becomes extremely important to select the right
content and organize it in a manner that is easily
accessible and shareable. No two departments are
the same, and customizing the content is also crucial.
However, every department may have certain similar
requirements, which can be addressed by an overar-
To meet this need for
continuous learning, every
training program must
ensure that they are using
the right content and
information, creating an
open culture and using
an effective delivery
mechanism.
Gopal Kishore | Learning as Competitive Advantage

7. 7 | MedicinMan November 2014
ching learning program. In the era of specialization,
it is important to go with the sniper approach, rather
than the spray and pray method. This will help in ad-dressing
the precise learning needs of the individual,
business unit and the organization.
Creating an Open Environment
Another important aspect is to enable a culture of
learning and sharing. Open access to information
and peer-to-peer knowledge transformation not only
helps in creating a learning organization, but also
brings about a transparency and trust that have mul-tifold
effect on the value system of the organization.
When learning is hoarded, and people are fearful that
someone else might improve using the learning that
is being shared, an organization cannot grow. Hence
it is important for organizations to incentivize and
encourage the culture of learning and sharing.
Effective Delivery Mechanism
The value of great learning content and an amazing
learning culture can be realized only when there
are effective delivery mechanisms in place. If this
information is not delivered to the right audience in a
timely manner, then the effort in creating the content
is lost. Care should be taken that normal work activ-ities
are not disrupted, is easy to access and of value
to the end user.
In this era of globalization and a workforce across
multiple geographies and time zones, a delivery
mechanism which can enable anytime anywhere
learning, motivate the users to not only complete
the training program but also enjoy the process, is an
extremely important requirement.
Making Learning Stick
The ultimate measure of a learning program is when
employees are able to take it to their work and
succeed in real life situations. This is where new age
training methodologies driven by technology play
a role. Using gamification and simulation can help
employees take the learning beyond the classroom
and benefit from the program. This is also crucial for
the organization to justify its’ investment and gain
business benefit. -GS
Gopal Kishore | Learning as Competitive Advantage
”
To meet this need for
continuous learning, every
training program must
ensure that they are using
the right content and
information, creating an
open culture and using
an effective delivery
mechanism.

8. A new book by Renie McClay published by ASTD Press is apt for the global executive with a local vision. “The Art of Modern Sales Management” has 12 chapters, each written by a leader in the field from around the world.
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

9. 9 | MedicinMan November 2014
Do you remember the pharmaceutical industry
three decades ago? The word ‘supply chain’
did not exist in its vocabulary. The word was
‘distribution’ became ‘logistics’ and today it is all about
‘supply chain management’ (SCM).
I recently had the opportunity to address over 100
SCM professionals of Indian Pharma, in a seminar
organized jointly by ISCM (Institute of supply chain
management) and OPPI (Organization of pharmaceu-tical
producers of India) on “Unlocking the Value of
Pharmaceutical Supply Chain”.
The excellent quality of presentations and delibera-tions
from an array of discerning speakers threw some
valuable insights into the current status and the future
potential including possible way forward.
The current status of Pharmaceutical SCM
1. There are three areas (as per recent McKenzie survey
report) in SCM that were assessed and rated as follows
vv Service – good
vv Cost & capital deployed – inadequate
vv Capabilities – needs improvement
While there has been evolution in the process, sys-tems
etc, there is lot to be done.
K. Hariram
E
SUPPLY CHAIN
MANAGEMENT
AS A STRATEGIC
FUNCTION
K. Hariram is the former MD (retd.) at
Galderma India.
He is Chief Mentor at MedicinMan and a
regular contributor. khariram25@yahoo.com

10. 10 | MedicinMan November 2014
2. CEOs continue to look at the SCM department and
operations as a ‘cost’ centre and hence the focus is
mostly on efficiency – doing the right things.
3. SCM has two distinct parts – I) Logistics and ii)
Supply chain. Logistics relate to the operational part
and the SC relates to the strategic part. However SCM
continues to focus on moving goods - operations (lo-gistics)
from one place to the other to ensure availabil-ity
for month end billing.
4. The strategic part is still missing in the pharma SCM.
Largely this is due to lack of buying in by all concerned
and also piece meal approach.
5. There is a wide gap between market demand, sales
and sales forecasting – a lack of congruence in the
whole cycle.
6. Pharmaceutical operations and IT have traditionally
been in-house operations. So the dealings with vari-ous
external stake holders such as suppliers, custom-ers
and distributors are mainly transactional.
7. There is high level of inventory at all levels along the
channel resulting in high costs. (See Fig 2 for a snap-shot
of comparison of inventory levels)
8. There is a lack of infrastructure to ensure availabil-ity
of the medicines at the recommended storage
conditions. Hence not sure of the quality to the end
customer – the patient, who pays.
TRANSFORMATION – THE WAY FORWARD
There is an urgent need to transform Pharmaceutical
SCM through new operational and technology ver-sions
to enable greater Collaboration, Efficiency and
Agility. Becoming agile will mean making far-reaching
changes to the pharma organization and its culture—
think in terms of revolution, not evolution. The focus
areas are:-
vv Active involvement from the CEO of the organiza-tion.
vv A resilient and long lasting strategy is the starting
point for an agile supply chain keeping the cus-tomer
(patient) in focus.
vv Embrace demand-chain thinking and cloud-based
solutions to become more agile, flexible and able
to share data in real-time with business partners,
from contract manufacturers, through third-party
logistics providers and retailers. (Source: Cogni-zant
report). This should result in optimization of
inventory levels and drastically reduce the product
expiries across the channels (look at FMCG).
K. Hariram | Supply Chain Management as a Strategic Function
Fig. 1
”
The strategic part is still
missing in the pharma
SCM. Largely this is due
to lack of buying in by all
concerned and also piece
meal approach.

11. 11 | MedicinMan November 2014
vv Establish an effective IT strategy to capture growth
opportunities
vv Improve the supply chain mix move products be-tween
locations and channels according to market
conditions, thus reducing product, overhead and
inventory costs (including expiry returns cost)
while improving the service to customer
vv Align SCM with the overall business strategy and
building a strong cross-functional collaboration
with all stake-holders – inside and outside the
organization.
vv Use the right metrics to build transparency into
performance
vv Adopt an end-to-end model and foster connectiv-ity
(not silos)
vv Critical to all these is executing and managing the
day-to-day aspects of transformation
From an optimistic view, one can certainly say that
SCM professionals have exciting days ahead with the
focus being more on processes rather than on com-plexities.
- KH
K. Hariram | Supply Chain Management as a Strategic Function
”
This brings us to the point
as to why reputation is
important. For corporates,
a strong reputation helps
attract resources (human,
financial, etc.), provides
support to marketing
initiatives and provides
leverage in a crisis situation.
Fig. 2
For more insights into Supply Chain
Management read HardKnocks for the
GreenHorn
Click to Purchase online
RS 599 199/-
(Limited period offer. Till stocks last)

12. 12 | MedicinMan November 2014
Pharmaceutical, Medical Device and Life Science (PML) industry continues to evolve more dynamically with key market opportunities in hand
Key Drivers of the Pharmaceutical, Medical Device and Life Science (PML) industry
||
Rate and pace of portfolio commoditization
||
Shift in stakeholder influence at market level
||
Growing scrutiny of regulatory bodies and the growing criticality of offering value
||
Requirements to drive greater efficiency and effectiveness in commercial practices overall
||
Misallocation and misalignment of promotional spending
PML Industry is predominately operating under common objectives:
||
Launch into a changing and emerging market more effectively
||
Explore new efficiency and effectiveness in current commercial model
||
Evaluate and develop new marketing strategies based on major and emerging markets scenario
||
Align marketing strategies across pharmerging markets while addressing major markets that are flat to declining in opportunity
Moving from the traditional sales-person driven strategy to one that incorporates digital multimedia
E
Multi- channel marketing Strategy
Md. Sadique Akhter is the CEO and President – Global Vox Populi
EMAIL: sadique.akhter@globalvoxpopuli.com
Md. Sadique Akhter

13. Sadique Akhtar | Multi-channel Marketing Strategy
13 | MedicinMan November 2014
||
Find new sources of growth and align commercial, R&D and investment decision in the best way
Irrespective of the market scenario, field force has been the major thrust; but market changes has increased the need for a solid multi-channel strategy
Irrespective of the market scenario, field force has been the major source of revenue to the company; however, market changes has increased the need for a dynamic-practical multichannel strategy
Questions for Pharmaceutical, Medical Device and Life Science players
||
“Which alternative channels are being used currently? Globally? By whom?”
||
“What are the benefits and costs of alternate channels?”
||
“Will traditional ways of promoting products to be replaced? To what extent? By what means?”
||
“If so, is there a first mover advantage, or should we wait until leading models emerge?”
||
“Are there regulations and/or legal restrictions for choosing new channels?”
||
“Do we use one multichannel strategy for the whole portfolio or customized approach for each product/product group?”
||
“How do we integrate with current marketing group, measure success and ROI?”
The Building Blocks of Multi-Channel Marketing
High-level Multi Channel Marketing Strategy

14. Sadique Akhtar | Multi-channel Marketing Strategy
14 | MedicinMan November 2014
Multichannel Marketing Solutions:
||
Health Care Practitioner (HCP) information and insights derived from such an effort will help to maximize brand strategy and segmentation while allowing for reinforcement of brand messages, particularly where direct-to-consumer advertising also is leveraged.
||
A well-devised strategy can help to appropriately identify and recognize key HCPs across multiple channels.
||
Channel integration and a multi-touch point strategy can deliver a differentiated customer experience for each HCP (Cadence and frequency are important to story flow).
||
Channel innovation – using best practice and the best technologies – provides for a seamless delivery of the desired customer experience. That is the communication mix for HCPs can be optimized using intelligent business rules based on expressed and observed preferences and usage.
||
Coordinated channel execution supports the design, delivery, monitoring and measurement of solutions for HCPs. Using best practices helps ensure better return rates and measurements.
||
Keeping HCPs engaged exclusively with the brand, in addition to engaging them in related non-branded channels sponsored by the manufacturer, will support a measurable ROI
Multi-Channel Marketing Key Success Factors:
||
Align to the brand strategy and creative platform while integrating direct marketing tenets and channel best practices
||
Incorporate a segmentation strategy that considers product lifecycle, prescribing behavior, motivational attributes and rep call pattern
||
Motivate segment-specific behavioral changes through differences in messages and offers
||
Deliver the message through an integrated mix of channels while considering the HCP’s channel preference
||
Consider the company’s channel capabilities
||
Deliver a measurable business impact - SA
Business-as-usual Marketing Strategy

15. THE ART OF EFFECTIVE BUSINESS MEETINGS
15 | MedicinMan November 2014
The real value business meetings has always
been debatable. Managers and participants look
at these meetings very differently. The manager
essentially thinks of it as a platform to drive a
common objective in a limited timeframe, when,
barring few, most of the participants see it as a
fault-finding platform where the chances of get-ting
screwed is very high. This is true for all but
the few well-planned and well-communicated
meetings.
So what actually makes the difference? Is it the
objective of the meetings? Is it the content? Is it
the way it is communicated? Is it the manager? Or
is it the participants?
The answers to these questions may vary from
person to person. But one thing that can be
accepted unanimously is that the way the stage is
set prior to the meeting can make a lot of differ-ence.
All the other factors mentioned above are
really constants where the chances of making a
change is very minimal. But the way the meeting
is approached has much scope for change that
can positively impact the outcomes of meetings.
Here are 10 common mistakes a manager gener-ally
commits which may jeopardize the outcome
of a meeting.
Meeting without a proper objective
Many-a-time business meetings are held as a
matter of routine. Participants come to these
meetings with preset expectations, lowering the
chances of anything new being learnt. A manager
needs to define very clearly what the group is
expected to achieve after the meeting.
Subrat Kumar Roul
Subrat Kumar Roul is a pharma field
sales professional
Business meetings can either produce great outcomes or completely disengage
your team members. Here’s how to practice the fine art of getting it right
E
Sales managers at every
level talk about your, their,
the company’s and others’
“performance”. Often you
can hear them talk about
“high-performing teams”
or “low-performing reps”.
The core question is what
they mean with this word,
which often is used to
start or justify managerial
consequences. ”

16. 16 | MedicinMan November 2014
Subrat Kumar Roul | The Art of Effective Business Meetings
Lack of preparation
A lack of preparation can jeopardize the all the resources and time spent on the meetings. Lack of preparation on the part of the manager will create disinterested participants and lead to poor outcomes.
Fixing the meeting without consent of all the participants
Getting the basic consent of participants is essential as a gesture of respect to them. An imposed meeting may lead to disengagement.
Ignoring local festivals and holidays
Big meetings are generally managed at a macro level without taken into consideration local festivals and holidays. Care needs to be taken before deciding the dates of meeting, so that it does not clash with the holidays for a group of participants. A disengaged participant is not only a waste of time and money but may be counter-productive at times.
Choosing an inappropriate venue
A poor choice venue may take away from the importance of the meeting. The venue should have a decent ambience without distractions. Choosing a suitable hall is very important.
Exceeding Timelines
Absence or improper agenda may again derail the flow of meeting. A time-keeper should be appointed so that everyone and every issue gets adequate attention. It’s important to finish the meeting on time so that the impact on participants is not lost.
Starting on a negative note
An honest attempt should be made to find out few appreciative points about the group to start with. Opening up the mind leads to better reception of ideas. Avoid being overly critical at beginning by pointing out flaws of the group.
An honest attempt should be made to find out few appreciative points about the group to start with. Opening up the mind leads to better reception of ideas. Avoid being overly critical at beginning by pointing out flaws of the group.
”

17. 17 | MedicinMan November 2014
Being biased in approach
A leader is being watched for all his actions. All the participants should be given equal chance to participate. Over appreciation or under estimation of any participant may actually disrupt the thinking of others. One should try to be fact-based and avoid getting personal.
Ending the meeting without getting a consensus
Many managers commit the mistake of finishing the meeting without getting a consensus. Assumption regarding the success of the meeting should be challenged and reality-check from the participant should a must.
Not keeping Minutes
Circulating the minutes of meeting is as essential as conducting the meeting. A detailed , time bound, individual action plan with accountability need to be circulated amongst all the participants with agreed-upon timeline for follow-up regarding the progress.
Conclusion
Middle line managers need to be courageous enough to pass on the issues of the frontline team mates to the senior management so that any burning issues at the field level can be addressed on priority. An engaged field force will lead the organization to newer heights. Meetings are the first and basic platform to impart ideas to the implementers. A well planned meeting will increase the engagement level of implementers leading to higher productivity and an unplanned meeting will create disengaged implementers and poor outcomes. - SKR
Subrat Kumar Roul | The Art of Effective Business Meetings
Middle line managers need to be courageous enough to pass on the issues of the frontline team mates to the senior management so that any burning issues at the field level can be addressed on priority. An engaged field force will lead the organization to newer heights.
”

18. 18 | MedicinMan November 2014
The life sciences industry is majorly focused on providing innovative medicines for better patient outcomes and value for the healthcare system. Real world evidence (RWE) helps to inform and advance the value propositions for investigational compounds. Real-world data is anything other than randomized controlled trials (RCT) generated data which includes data derived from prospective observational studies, non-interventional observations, database studies, prospective registries, retrospective databases, medical records and data abstraction. RWE highlights the intersection between unmet medical needs and the potential for innovation to meet these requirements and provide value to patients, providers, and payers. Using RWE to support clinical and commercial decisions require more than access to the right information.
Extensive datasets are produced in the process of treating patients. This valuable data can be captured, analyzed and be used for better decision-making.
E
Real world evidence in drug development
Jaideep Kaneria, is Associate Vice President- Life Sciences at Tata Consultancy Services
Mahendra Kumar Rai is HEOR Lead & SME at Tata Consultancy Services
Richa Goyal, HEOR Lead & SME at Tata Consultancy Services

19. Jaideep Kaneria, Mahendra Kumar Rai & Richa Goyal | Real World Evidence in Drug Development
19 | MedicinMan November 2014
Healthcare organizations also need a technology
infrastructure for managing and interrogating
these complex information sets.
RWE can help us in many ways such as what
drugs we should develop, how to develop and
how to get market access in an accurate medi-cine
framework. There are a lot of efforts to cap-ture
RWE - whether from a written medical chart
or electronic medical records or lab data. The
potential of the RWE can be realized only if elec-tronic
collection of health information is made
available throughout the healthcare system.
As the demand of evidence through real world
increases, the pharmaceutical companies should
ensure that it is available to appropriate health
care decision makers so that they can assess the
effectiveness, safety, comparative effectiveness
and the value of different treatments.
Strengths/benefits of RWE
Real world studies present effectiveness data
rather than efficacy data presented in traditional
RCTs. Also, real word studies present data for
multiple interventions from the routine clini-cal
practice. Other strengths/benefits of RWE
include
• Long-term benefits and harms
• Diverse population
• Broader range of outcomes
• Present resource use data
• Dosing, compliance, adherence
• Confirmatory of RCTs
”
As the demand of evidence
through real world increases,
the pharmaceutical
companies should ensure that
it is available to appropriate
health care decision makers
so that they can assess
the effectiveness, safety,
comparative effectiveness
and the value of different
treatments.
Clinical Economic Patient reported
• Biological
measures of
morbidity (e.g.
blood pressure,
cholesterol levels,
symptoms, adverse
events)
• Mortality
• Surrogate and
Long-term
measures
• Medical and non-medical
resource
utilization
• Costs- Medical,
non-medical
• Symptoms
• Functional status
• HRQoL
• Treatment satisfaction
• Preference and
adherence
Outcomes in RWE

20. 20 | MedicinMan December 2013
PHARMA MARKETING EXCELLENCE AWARDS 2014
AIOCD AWACS

21. 21 | MedicinMan November 2014
E
Top 20
AIOCD AWACS Market Excellence Award Winners 2014
21-50

22. 22 | MedicinMan December 2013
xxx | yyy
50 and above