ethics in indian healthcare - medicinman october 2016

MEDICINMANField Force excellence

October 2016| www.medicinman.net

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I was invited to speak at the one-day seminar on Building Brands in the post-UCPMP era, orga-nized by the Karnataka Drugs and Pharmaceutical

Manufacturer’s Association (KDPMA). Sunil Attavar, President of KDPMA and CMD of Group Pharma and his team put up a splendid show and delivered im-mense value to participants. The Keynote Address was delivered by Shri Sudhansh Pant IAS, Joint Secretary in the Dept of Pharmaceuticals. He did a great job of addressing industry captains and young brand managers and laid the ground of how UCPMP came about and the certainty of its becoming law in the immediate future.

Shri Sudhansh Pant said, “Industry does not oper-ate in isolation in a democratic society like India. Its actions are open to scrutiny not only by concerned authorities, but also by the media, civil society and Parliament itself. Not to mention the power of so-cial media, which gives immediate information and access to citizens to the corridors of power and in-fluence.”

While being highly appreciative of Indian Pharma and promising to support its growth aspirations in every possible way, Shri Sudhansh Pant made it am-ply clear that, “Government was fully cognizant of

various unethical practices in the healthcare sector and was committed to ensure that the interests of patients would be safeguarded by laws that are de-signed to deter pharma-doctor nexus. The new law will have penal provisions that will make unethical transactions unprofitable.”

Ganesh Nayak, COO and Executive Director of Zy-dus Cadila, gave a down-to-earth talk on building brands – the pitfalls and opportunities. Peppered with case studies and lessons in branding strategies based on his hands-on experience both in India and all over the world. Launching too many brands too quickly meant compromise in caring and nurturing the brand, leading to unprofitable and short-lived brands. He exhorted brand managers to carefully study the market and identify real needs and seg-ments to build sustainable brands. Changing the core message of the brand every quarter meant that brand managers did not have a long-term vision for the brand. Ganesh Nayak demonstrated why he is a force with reckon with even after a prodigious stint of 39 years at Zydus Cadila. Interactions like this greatly benefit young brand managers who wish to know the mind of the top management and their expectations.

THE IMPENDING LEGAL SCRUTINY OF THE INDIAN HEALTHCARE

SYSTEM

EDITORIAL

“Editorial | The Impending Legal Scrutiny of the Indian Healthcare System

2 | MedicinMan October 2016

In preparation for the seminar I read two books: Dis-senting Diagnosis and The Ethical Doctor. A review of the books, written by doctors, are published in this issue. Both books are current – published in 2016 by reputed publishers, Penguin and Harp-er Collins. The co-authors of Dissenting Diagnosis Dr. Arun Gadre and Abhay Shukla and the author of The Ethical Doctor, Dr. Kamal Kumar Mahawar need to be highly commended for their bold step in bringing to open the issues that plague medical practice in India.

There is an all round awareness and a push for leaders, movers and shakers in pharma and allied sectors of healthcare to clean out the rot in the sys-tem and embrace ethics in deed and not just word. UCPMP and revamping of MCI with NCM are clear measures that are clear messages to wake up the industry. Top management should be determined and united and look for ways to stop current prac-tices by being open to new options, instead of look-ing for ways to hoodwink the government and the public by exploiting loopholes. Shri Sudhansh Pant was emphatic that unless the top management tacitly approved, the field force would not indulge in unethical practices. It is the job of the top man-agement to send a clear message and demonstrate their commitment through actions at the ground level to bring in positive changes.

Healthcare is a major problem in India and thus a huge opportunity both for pharma and doctors to provide solutions profitably and ethically. There is no need for greed – the opportunity is large enough and sustainable over the long term with-out having to resort to malpractices that diminish the stature of the industry and the value of the hu-mongous contribution of doctors to healthcare.

There is an all round awareness and a push for leaders, movers and shakers in pharma and allied sectors of healthcare to clean out the rot in the system and embrace ethics in deed and not just word. UCPMP and revamping of MCI with NCM are clear measures that are clear messages to wake up the industry.

“


78 doctors have contributed to Dissenting Diagno-sis – some brave enough to give their names and some choosing to be discreet – all commendable nonetheless. I will conclude with the sobering thoughts expressed by one of the contributors, a general surgeon, “We have sunk to such depths that I have come to the conclusion that things will (now) improve simply because there is no way they can become any worse.” - Editor

There is no need for greed – the opportunity is large enough and sustainable over the long term without having to resort to malpractices that diminish the stature of the industry and the value of the humongous contribution of doctors to healthcare.

Editorial | The Impending Legal Scrutiny of the Indian Healthcare System

Connect with Anup on LinkedIn | Facebook | Twitter

Anup Soans is an L&D Facilitator, Author, Pharma Consultant.

Visit: anupsoans.com

Meet the editor

http://www.anupsoans.com


Photo Montage | National Seminar on UCPMP organized by KDPMA

Shri. Sudhansh Pant, IASJoint Secretary, Dept. of Pharmaceuticals,Ministry of Chemicals and Fertilizers, GoI

(L-R) Sunil Attavar - CMD, Group Pharmaceuticals and President KDPMA; Prof. Vivek Hattangadi - Consultant, The Enablers; Darshan Patel – Partner, PwC; Dr. Ganesh Nayak - Exec. Director and COO, Zydus Cadila; Anup Soans - Editor, MedicinMan; Samir Rai - National Sales Manager, Meyer Organics

Sanjay DhawanPartner, PwC

Ganesh NayakExec. Director and COO, Zydus Cadila

Harish K JainDirector, Embiotic Laboratories

Sunil Attavar CMD, Group Pharmaceuticals and President KDPMA

NATIONAL SEMINAR ON UCPMP ORGANIZED BY KARNATAKA DRUGS & PHARMA-CEUTICALS MANUFACTURERS’ ASSOCIATION (KDPMA) ON 15TH SEPTEMBER 2016

CONTENTS Our mission is the collective improvement of the

pharma sales and marketing ecosystem - leading

to better relationships with doctors and better out-

comes for patients.

MedicinMan Volume 6 Issue 10 | October 2016

Editor and Publisher

Anup Soans

Chief Mentor

K. Hariram

Editorial Board

Salil Kallianpur; Prof. Vivek Hattangadi; Shashin Bodawala; Hanno Wolfram; Renie McClay

Executive Editor

Joshua Soans

Letters to the Editor: [email protected]

1. New Product Launch: An Opportunity to Launch Your Own Career! .................................6

Product launches are tracked very closely by senior management and Medical Reps who contribute to its success can easily bring themselves to the attention of management. Here’s how to get it right.

Book Extract from HardKnocks for the GreenHorn by Anup Soans

2. The Power of Emotions in Brand Building..13 Emotions are powerful tools in the hands of marketers to draw attention, inspire action and increase retention of customers.

Vivek Hattangadi

3. Coaching: the Art of Creating New Possibilities.......................................................20 Anticipation of hurdles and proactively responding to them is at the heart of sales coaching.

K. Hariram

4. BOOK REVIEW: The Ethical Doctor ..............23 A deep examination of the state of the medical profession that asks the question: “Is it possible to be an ethical doctor today?”

Extract from the Huffington Post

5. BOOK REVIEW: Dissenting Diagnosis ..........24

A group of ethical medical practitioners talk about their profession’s declining standards, and then invite us to join them in their efforts to arrest that decline.

Extract from India Medical Times

6. Moral Intelligence and Leadership in Pharma .............................................................25

Moral Intelligence is like a compass or the light from a lighthouse, enabling leaders to steer organizations in all kinds of weather and create trust in their leadership.

Book Extract from SuperVision for the SuperWiser Front-line Manager by Anup Soans


`


The market demands and rewards companies that can constantly bring new and improved products and services to the market. Most of the

growth seen in the last five years in the Indian pharma-ceutical market has been from product launches.

The success of new products determines the future of the company, and a lot of effort goes into launches, which also involves substantial resources. A product launch is also one of the best opportunities for a Med-ical Rep to enhance his career prospects. All the plan-ning and expenses that a company usually puts into such an exercise mean that the top management will be closely watching the results.

The Medical Rep who is the first to secure repeat or-ders will automatically come to the notice of the man-agement like never before. Management will want more information about the Medical Rep, his territory and the success factors.

Product launches are tracked very closely by senior management and Medical Reps who contribute to its success can easily bring themselves to the attention of management. Here’s how to get it right.

Anup Soans

NEW PRODUCT LAUNCH: AN OPPORTUNITY TO LAUNCH YOUR OWN CAREER!

This article is an extract from the book HardKnocks for the GreenHorn, by Anup Soans, available on Flipkart. The book is a complete guide to pharma sales for new and experienced professionals.

https://www.flipkart.com/hardknocks-greenhorn-stepping-stone-next-generation-pharma-sales-professional-english/p/itmey2yfbg9shny2?pid=9788170864370


His territory could then be chosen as the launch-pad/test market for new products. So, the Medical Rep must look forward to product launches as his own career launcher. He must be fully involved in the exercise and give the management all the data that is asked for. The daily report of the Medical Rep must contain all the details about the prescrip-tion patterns and feedback of doctors. Thorough territory knowledge will enable the Medical Rep to promote the new product to the right group of doctors for maximum prescriptions in the shortest period. A product launch is an excellent opportu-nity to make repeat calls on doctors and chemists and reinforce relationships with them.

Before you begin to discuss the new product with the doctor, ask yourself:

1. Why do you believe the doctor should consid-er your product?

2. Who will be using the product? Which catego-ry of patients will benefit the most from the product?

3. What is the dosage for different patients? (Don’t leave it to the doctor to read up on the prescribing information; explain how much should be prescribed for a child, an adult, and an elderly patient.)

4. Does the doctor need journal abstracts on the usage of the product or does he need referenc-es from his peer group?

5. How many samples does he need to try on new patients or to switch from what he is cur-rently using to your product?

You must have answers to these questions before leaving the doctor’s chamber, so that you have a follow-up plan with which to proceed during your next visit.

Anup Soans | New Product Launch: An Opportunity to Launch Your Own Career!

“...the Medical Rep must look forward to product launches as his own career launcher. He must be fully involved in the exercise and give the management all the data that is asked for. The daily report of the Medical Rep must contain all the details about the prescription patterns and feedback of doctors.


Asking these questions will also enable you to plan a date for the follow-up call instead of waiting un-til your next cycle call. You must also clearly state which target group of patients will be most suited for the new product based on clinical data.

Remember that the right selection of patients by the doctor for the new product is important, as the results will determine the doctor’s opin-ion about it.

Many new products have failed because the Med-ical Rep in his enthusiasm to get prescriptions has encouraged the doctor to prescribe the product without clearly defining the target group of pa-tients who will benefit the most. While this ap-proach may be acceptable for general products, specialised products need careful positioning for lasting success. The Pareto Principle will be espe-cially useful in reducing the risk of failure in pro-moting new products.

An understanding of Roger’s Curve of Innovation will greatly enhance the success prospects of a product. Roger’s Curve of Innovation is a model that classifies adopters of innovations (new prod-ucts and services) into various categories.

Based on the idea that certain individuals are quick-er to use new products than others, doctors can be grouped according to how quickly they adopt a new product. On the one extreme, some doctors adopt a product as soon as it becomes available. On the other, some doctors are among the last to prescribe a new product.

“Many new products have failed because the Medical Rep in his enthusiasm to get prescriptions has encouraged the doctor to prescribe the product without clearly defining the target group of patients who will benefit the most. While this approach may be acceptable for general products, specialised products need careful positioning for lasting success.



Five different new product adoption groups can be defined as follows:

1. The Innovators These doctors are well-informed risk-takers who are willing to try a new product. They are the first 2.5 per cent to adopt the new product. Innovator doctors are interested in anything new and will quickly prescribe new products, especially if it wins them the recognition of their peers.

2. The Early Adopters These doctors rely on the positive response of in-novator doctors before they prescribe the new product. Early adopters tend to be educated opin-ion leaders and represent about 14 per cent of doc-tors. Early adopters enjoy the admiration of others in their adoption of new ideas, but are interested only in the material advantage that they would gain from using it. Early Adopters pay particular at-tention to Innovators, as they are a good source of the ‘next great idea’. A key feature of Early Adopters is that they are not wedded to current ideas and products and will drop one thing if another new product looks more advantageous.

3. The Early Majority These are careful doctors who avoid risk. They adopt the product only after the Early Adopters have proved its worth. They represent 34 per cent of doctors. Their behaviour is similar to a herd of cattle or a flock of sheep. Where one goes, the rest follow; but everone waits someone else to make the first move.

The Early Majority are also held back because they fear prescribing a flop product, as later they will be shown to have wasted their time and money. They will look at Early Adopters and publicly frown while privately being envious. Convincing them needs a constant stream of evidence from trial reports, review articles and newsletters that gradually win them over.


Roger’s Curve of Innovation, first propounded by Everett Rogers, a professor of communication studies


4. The Late Majority These are somewhat sceptical doctors who pre-scribe a product only after it has become com-monplace, and represent about 34 per cent of consumers. The Late Majority are similar to the Early Majority in many ways, except that they just drag their feet a little more. They hate any form of hassle. They will wait for a product’s price to fall to rock-bottom before initiating prescriptions.

5. The Laggards These are doctors who avoid change and may not adopt a new product until the traditional alterna-tives are no longer available. They represent about 16 per cent of doctors. The Laggards are the one group you can afford to ignore. They will resist new products until the bitter end. Occasionally, you can convert Laggards, in which case they may become your greatest allies and advocates. They make powerful case studies, because if they can be con-vinced, anyone can be.

The rate of adoption of new products depends on the following factors:

1. The perceived benefits over alternative prod-ucts

2. Communicability of the product benefits

3. Price

4. Ease of use

5. Promotional effort

6. Distribution intensity and product availability

7. Perceived risk

8. Compatibility with existing standards and val-ues


“Early Adopter doctors rely on the positive response of Innovator doctors before beginning to prescribe a new product. Early adopters tend to be educated opinion leaders and represent about 14 per cent of consumers.


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


“Rogers’ theory is useful to understand that trying to convince all the doctors about a new product is useless. It makes more sense to start by targeting Innovators and Early Adopters.

This article is an extract from the book HardKnocks for the GreenHorn, by Anup Soans, available on Flipkart. The book is a complete guide to pharma sales for new and experienced professionals.

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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.

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My wife was a fan of the Hindi TV Serial Kyunki Saas Bhi Kabhi Bahu Thi. After every episode, she would be in tears, often sobbing loudly.

“Why do you watch this serial if it makes you cry?” I once asked her. “I feel happy when I cry after watching this serial,” was her reply!

Late Meena Kumari, often called ‘The Sob Queen’, the top cine artiste of her time (1950s and 60s) was anoth-er lady easily moved the audience to tears. The public thronged cinema houses to see Meena Kumari.

And why did Mehmood become so popular? He too made people laugh and cry.

That is the power of emotions! Emotions matter a lot in buying decisions and in prescribing decisions.

THE POWER OF EMOTIONS IN BRAND BUILDING

A very unique set of challenges but an ocean of untapped opportunity, make rural markets an exciting place for resourceful pharma marketers.

Vivek Hattangadi

Emotions are powerful tools in the hands of marketers to draw attention, inspire action and increase retention of customers.

“A quote attributed to Zig Ziglar goes like this: “People don’t buy for logical reasons. They buy for emotional reasons.” Most buying decisions have a considerable emotional component.

Pharma brand managers need to make emotions an integral part of their communication strategy. Canned detailing is now buried deep down in the Indian Ocean!

It is not only the emotion of happiness that can make people emotionally attached to your brand but also the emotions of anger, jealousy, sadness, grief and unhappiness. The goal of pharma brand managers is to tap into the right emotion, in the right way, for building brands!

What are emotions? Emotions are your feelings. Emotions can be felt through physiological chang-es such as increased heart rate, a tense stomach, or muscular tension. Emotions help us connect with one another and inspire us to act. But are all emo-tions equally effective at moving us to action? Well, not really. Different emotions have varying levels of arousal as you see when you read further.

David Straker says in Changing Minds that although emotions are cognitive in nature, it is the physical sensation that differentiates it from pure thought1.

Emotions are not only present in your subcon-scious mind, but they also shape your conscious thoughts about brands, products and services.

Reason or Emotion: Which dominates the hu-man mind?

From day you were enrolled in school, you have taught to be logical and rational in your thinking and actions. And that is what everyone tries to do. But in the end, it is emotion that triumphs. While analytical and logical thinking is the voice of rea-son, emotional thinking is the voice of empathy. Emotional thinkers tend to feel very deeply about things and may find it easier to relate to other peo-ple’s problems on a personal level. The following case study will help you distinguish the two.


Pharma brand managers need to make emotions an integral part of their communication strategy. Canned detailing is now buried deep down in the Indian Ocean!

Vivek Hattangadi | The Power of Emotions in Brand Building

Case Study Your best friend, Vikas, has had a wobbly and un-steady relationship with his spouse. Vikas is shat-tered as a break-up is now inevitable.

He comes to you for advice.

A logical approach to his problem would elicit a very different response from you compared to an emotional response.

Logically, you know why this relationship has failed and you had expected a break-up to come soon-er or later. You may straight away tell Vikas, that as a partner he was undependable, immature, too bossy, a poor listener, and so on and that he should have tried to work on his weaknesses.

However, first think: will Vikas feel good after you say this?

Approaching this situation with Emotional Intelli-gence you could perhaps first express sympathy. You could say that the break-up was dreadful. To divert his mind from the issue, you may possibly in-vite him for a funny movie like ‘Padosan’, ‘Golmal’ or watch a sitcom like ‘Mr. Bean’. You could even take him to Barbeque Nation for lunch or dinner.

Then you might list out all his professional strengths, his social skills and tell him that he is a remarkable person. This mental pep talk may turn out to be a confidence booster.

How will Vikas feel now? Which is the better ap-proach?

As logical thinker yours is the voice of reason. As an emotional thinker, yours will be the voice of em-pathy.



“Taking a cue from this case study, can sustained interest in your brand be generated purely from rational facts and figures? Or should you also use emotions to create a lasting attachment?

Let us hear what experts have to say on this.

“It is emotion, rather than rational thoughts which regulate the decision-making process”, says the eminent French neurophysiologist Alain Berthoz2.

Marie-Laure Laville, a French professor of psycholo-gy, makes an interesting point: “As difficult as this is to accept, psychologically we make decisions emo-tionally first, then find rational reasons and selec-tive facts, to support those decisions. Fulfilling an emotional need makes people feel good3.”

Another renowned neuroscientist David Ser-van-Schreiber says: “While our emotional intelli-gence is constantly evolving, IQ changes very little throughout the course of life4.”

“90% of the buying decisions people make are made by the unconscious part of the brain” says branding expert Martin Lindstrom5.

With so much evidence, Joe Arrigo rightly says: “Is there anything more powerful in communication than authentic emotion? Emotions dominate rea-son and rational thinking6.” Use of emotional com-munication influences the emotional states of the customer towards your brand.

Put emotions into your communication.

Look at doctors first as emotional beings, and then as medical practitioners. Internalize this and you will subconsciously give your sales promotional material that extra edge which is needed to differ-entiate your brand.

Avoid being a rational, logical and statistics driven engine. Stir up emotions. Make your doctors hap-py, sad, angry or even jealous.

Do you recall the Onida TV ad which shot this brand into prominence?


Look at doctors first as emotional beings, and then as medical practitioners. Internalize this and you will subconsciously give your sales promotional material that extra edge which is needed to differentiate your brand.


“Neighbors Envy, Owners Pride” - the Onida Devil shouted on TV, cinema halls and other media. How cleverly they depicted the emotion of envy and jealousy using the persona of a devil! They could actually get a devil into the minds of the custom-ers! The mascot ruled hearts and minds of owners and their neighbors for almost 20 years before they retired the Devil.

Research has shown that emotional messages alone can hook customers to your brand. At the end of the day, isn’t it your aim to make your brand, the darling brand of the doctors? Isn’t it your vision to make brand being respected and loved as it brings delight and contentment – both to the doc-tors and patients7.

If you want to get an emotional reaction, appeal to the amygdala, the seat of emotions in the brain8.This will make doctors feel special.

That is why you need to pump in emotions and communicate at the right time with the right tone and the right words.

This is not an easy task when you consider that the average attention span of a person has dropped to 8 seconds, less than that of a goldfish9. M



Vivek Hattangadi is a Consultant in Pharma Brand Management and Sales Training at The En-ablers. He is also visiting faculty at CIPM Calcutta (Vidyasagar University) for their MBA course in

Pharmaceutical [email protected]

BIBLIOGRAPHY 1. Straker, D. Changing Minds. Viewed 16 June 2016, from http://changingminds.org/explanations/emotions/emotions.htm

2. Berthoz, A. Perception Movement Action. Viewed 8 August 2016, from http://www.pmarc.ed.ac.uk/people/alainberthoz.html

3. Laville, ML (2016) SEVEN PROVEN EMO-TIONAL TACTICS IN COMMUNICATION. Viewed 7 July 2016, from http://www.teamlewis.com/us/insights/articles/im-prove-your-communications-with-emo-tions-seven-proven-tactics

4. Servan-Schreiber, D. Viewed on 8 August 2016 from http://www.teamlewis.com/be-nl/insights/articles/improve-your-com-munications-with-emotions-seven-prov-en-tactics

5. Lindstrom Martin. 90 Percent Of All Pur-chasing Decisions Are Made Subconsciously. Viewed 14 April 2014, from http://mag.ispo.com/2015/01/90-percent-of-all-pur-chasing-decisions-are-made-subconscious-ly/?lang=en

6. Arrigo, J. (2013) Emotions And Deci-sions: A Profound Sales Edge. Viewed 30 May 2015, from http://www.joearrigo.com/2013/07/11/emotions-and-decisions-a-profound-sales-edge/

7. Hattangadi, V. (2016) WHAT THE PHARMA CEO WANTS FROM THE BRAND MANAGER. The Enablers, Ahmedabad.

8. Goleman, D. (1998) Working With Emo-tional Intelligence. Bloomsbury Publishing, London

9. Watson, L. Humans have shorter attention span than goldfish, thanks to smartphones. Viewed 18 August 2016, from http://www.telegraph.co.uk/science/2016/03/12/hu-mans-have-shorter-attention-span-than-goldfish-thanks-to-smart/

THE FUTURE OF PHARMA SALES & MARKETING

PARTNER WITH [email protected]

FEBRUARY

2017

A MedicinMan annual event

FFE + CEO ROUNDTABLE AND BRANDSTORM 2017

FFE + CEO ROUNDTABLE AND BRANDSTORM 2017

February

Field Force Excellence conference + CEO Roundtable is targeted at senior industry professionals in all functions. The CEO Roundtable is the highlight of the event and fea-tures some of pharma’s most well-known leaders.

Past topics include:• Practical Issues in Sales Force Effectiveness (SFE) imple-

mentation• Role Clarity from Front-line Manager to National Sales

Manager• Role of Technology as a Field Force Multiplier• Social Learning for the Field Force• Data Analytics: Actionable Insights for Segmented Mar-

keting• Role of Marketing, Medical, HR and L&D in Building the

Rx Capabilities of the Field Force• Navigating UCPMP, MCI Guidelines and other regulato-

ry issues• Reinvention of Doctor-Field Force interaction through

Digital and Social

Past Speakers include:• Sanjiv Navangul – Managing Director, Janssen India• K. Shivkumar – Managing Director, Eisai• Sujay Shetty – Partner, PwC India• CT Renganathan – Managing Director, RPG LifeScienc-

es• YS Prabhakar – CEO, Sutures India• Ali Sleiman – General Manager India, Merck Serono• Darshan Patel – Partner, PwC• Vikas Dandekar – Editor Pharma, ET• Shakti Chakraborty – Group President, Lupin• Ganesh Nayak – (fmr) CEO and Executive Director,

Zydus Cadila• Bhaskar Iyer – Divn VP, India Commercial Operations,

Abbott• Narayan Gad – CEO, Panacea Biotec• Girdhar Balwani – Managing Director, Invida• K. Hariram - Managing Director (retd.) Galderma India

BrandStorm is targeted at Brand Managers. The event features thought leaders in pharma brand management addressing the hottest topics of the day.

Past topics include:• UCPMP & MCI Guidelines – Implication for Pharma

Marketing• Brand Building: Case Studies from the Indian Pharma

Market• Unleashing the Power of Digital Marketing – Case

Studies• From Brand Management to Therapy Shaping• Marketing to Hospitals• Case Study: Zifi-AZ• Field Force – Doctor Interaction through use of Digi-

tal and Social Media• How to Optimize Healthcare Communication Cre-

ative Agency Services

Past Speakers include:• PV Sankar Dass – CEO & Director, CURATIO• Darshan Patel – Partner, Pricewaterhouse Coopers• Daleep Manhas – General Manager & Associate Vice

President at McCann Health• Praful Akali – Founder-Director, Medulla Communi-

cations• Pankaj Dikholkar – General Manager, Abbott• Salil Kallianpur – Executive Vice President - Primary

Care, GSK• Deep Bhandari – Director-Marketing & Sales Excel-

lence, UCB• Shiva Natarajan – General Manager, GSK• Shashank Shanbag – Business Unit Director, MS• Nandish Kumar – DGM and Head – Marketing, FD

To partner at the event contact:[email protected] | +91-968-680-2244

FFE+CEO RT BRANDSTORM

One of your sales team member is un-der-performing.

As a manager, can you stay committed to ‘coaching’ the person while at the same time addressing the non-performance and/or some unwanted behaviours? This is being proactive.

Or, as it most often happens, do you reprimand the person in an open forum or a sales force meeting with statements like, “pull up your socks, it is high time you perform”. This is being reactive. Of course, it satisfies your ego. But does it produce the desired result?

Underperformance or any unwanted behaviour does not crop up over night. If it a surprise, then there is something that you are missing in your monitoring mechanism or being on top of things with your team.

There are usually ample indicators and warning signs along the way.

So how do you go about with your coaching conversation?

The first important part is that as a manger, you (SM/FLM) should have done your homework and have ready those specific indicators that re-late to performance/behaviour.


Anticipation of hurdles and proactively responding to them is at the heart of sales coaching.

COACHING – THE ART OF CREATING NEW POSSIBILITIES

K. Hariram

K. Hariram | Coaching - the Art of Creating New Possibilities


The following conversation starters may be of help:

“Here’s what I’m seeing, specifically.”

“I’m curious, what’s happening here?”

It being a conversation, it is worth asking, “What are we going to do about it?”

Be prepared for surprise responses including si-lence. There could also be blame game such as “doctors stopped writing, market is slack, I am do-ing my best, marketing inputs are not effective, price objections are there, competitors are spon-soring DRs, etc. “

Do not interrupt. Let them state their problems. This will help you to address them correctly. It may also help you to sort out their exaggerated think-ing.

Allow them to take ownership over the way for-ward.

In all these conversations, keep in mind that it should always be about performance, not about the individual – so that they don’t feel they are be-ing attacked.

All of this requires a high level of emotional intel-ligence from you as the leader (something that is often lacking).

When it comes to COACHING for PERFORMANCE, what are you trying to do? You are attempting to:

1. Set the context

2. Create direction and understanding

3. Review and confirm learning

4. Do follow up

The following actions will aid the process:

1. Creating empathy and trust

2. Asking explorative questions

3. Listening

4. Role modelling and assisting

5. Observing changes in performance

6. Giving timely feedback

“In all these conversations, keep in mind that it should always be about performance, not about the individual – so that they don’t feel they are being attacked.

K. Hariram | Coaching - the Art of Creating New Possibilities


If we closely examine the “WHY” of Coaching, it all boils down to ‘moving sales people from they are to where they want to be’.

Remember that coaching as the art of creating new possibilities, is at the heart of modern sales manage-ment. M

“If we closely examine the “WHY” of Coaching, it all boils down to ‘moving sales people from they are to where they want to be’.

K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. [email protected]

The perception of doctors in Indian society has undergone a dramatic shift in the last few decades. Once regarded as angelic,

saint-like figures in the eyes of society, doctors are now seen as mercenaries who are only inter-ested in fleecing the ill and afflicted.

And it’s not just the perception that has taken a blow—the rising trend of violence and attacks on doctors has shaken the very foundation of the medical profession in India. In this scenario, innocent doctors as well as patients are suffer-ing. So, what’s actually wrong with healthcare delivery in India?

The Ethical Doctor, authored by Dr. Kamal Ma-hawar is an outstanding work. Dr. Mahawar dis-sects the grim side of the medical profession in India, expounding on practices like kickbacks, unnecessary treatments and referrals, and the unhealthy nexus between doctors and corpo-rates.

Dr. Mahawar sets sail with a discussion of the traits of an ethical doctor as set by the Medical Council of India (MCI), and quite convincingly brings out how some of them are downright im-practical and overly idealistic, while many others are gravely destitute of implementation and ob-

servance. Read the complete review here.


BOOK REVIEW: The Ethical DoctorExtract from the Huffington Post. Read the complete review here.

http://www.huffingtonpost.in/dr-soham-d-bhaduri/the-ethical-doctor-skilfully-dissects-medical-malpractices-aff/

http://www.huffingtonpost.in/dr-soham-d-bhaduri/the-ethical-doctor-skilfully-dissects-medical-malpractices-aff/

The most amazing aspect about the book ‘Dissenting Diagnosis’ by Dr Arun Gadre and Dr Abhay Shukla is that despite it car-

rying some extremely depressing and infuriat-ing truths about medical practice in India, it still is the best thing to happen to our profession in the recent past. These 200 pages of honesty and optimism have the potential to do what years of denial, whining, and insincere victim-playing (the typical responses of many Indian doctors and of the Indian Medical Association to criti-cisms) haven’t been able to achieve: catalyse a huge positive change in the medical community

This book is not primarily about ‘exposing the rot’ in India’s medical profession, as many in the media are claiming; but yes, it also does not sugar-coat hideous truths about doctors and patients who behave unethically and irrational-ly. What actually permeates most pages of this book is simply a deep sense of sadness and help-lessness regarding the social, ethical and profes-sional mediocrities that pass as medical practice in India today. ‘Dissenting Diagnosis’ is basically about a group of ethical medical practitioners talking about their profession’s declining stan-dards, and then inviting us to join them in their

efforts to arrest that decline. Read the complete

review here.


BOOK REVIEW: Dissenting Diagnosis

Extract from India Medical Times. Read the complete review here.

http://www.indiamedicaltimes.com/2016/05/17/book-review-dissenting-diagnosis-a-must-read-for-every-medico/

http://www.indiamedicaltimes.com/2016/05/17/book-review-dissenting-diagnosis-a-must-read-for-every-medico/


The memory of our General Manager, the late B.S. Giri, speaking to us on the last day of our 28-day rigorous training as Medical Reps is still etched

in my mind because of his parting advice to us, as we left to go to our individual territories. He said, “A man of integrity without knowledge is useless and a man of knowledge without integrity is dangerous.” In a way, it was not too difficult to be ethical while working for Khandelwal Laboratories because we were pioneers in marketing anti-cancer drugs, which in the 80s did not face the cutthroat competition that exists today.

Moral Intelligence is emerging as essential skill for managers and leaders. The future-proof manager who wants to be successful in his career and happy in life must be morally intelligent to weigh the ethical as-pects of all his actions. So, in addition to IQ and EQ, Moral Intelligence is a new business imperative for Managers in the 21 Century.

Work is a very big part of life, but is not life itself. In fact, life is much bigger and more valuable than success in one’s career.

A very unique set of challenges but an ocean of untapped opportunity, make rural markets an exciting place for resourceful pharma marketers.

Anup Soans

Moral Intelligence is like a compass or the light from a lighthouse, enabling leaders to steer organizations in all kinds of weather and create trust in their leadership.

MORAL INTELLIGENCE AND LEADERSHIP IN PHARMA

This article is an extract from the book SuperVision for the SuperWiser Front-line Manager, by Anup Soans, available on Flipkart. The book is a complete guide on pharma frontline management for new and experienced professionals.

https://www.flipkart.com/supervision-superwiser-front-line-manager-english/p/itmey2yfhhfzjzfp


“At the end of each day, you must face and accept the Man in the Mirror - your Self. To determine success only through visible artifacts of doing and having is to miss the wood for the trees. Without Moral Intelligence (MI) you may succeed in your career but may fail in a far more important endeav-our - Life. With MI, you can succeed in life, despite setbacks.

In simple terms, Moral Intelligence is the ability to differentiate right from wrong. It is the mental capacity to determine how universal principles should be applied to goals and actions. Universal principles are those beliefs about human conduct that are common to all cultures around the world; they apply to all people, regardless of gender, ethnicity or religious belief. In their book, Moral Intelligence: Enhancing Business Performance and Leadership Success, authors Doug Lennick and Fred Kiel emphasise the need for a strong moral com-pass and write that “business leaders who want to succeed must master not only business challenges, but must align their businesses with the principles of integrity, responsibility, compassion and forgive-ness”.

There are times when our business and personal goals are in conflict with the need to act morally. The challenge is, how do we develop the ability to follow our moral compass, even when under pres-sure? How do we do the right thing even when we feel scared or pressured? Both emotional intelli-gence and moral intelligence come into play when moral decisions are at stake, but they are not the same. Emotional intelligence is free from values, and emotional skills like Interpersonal skills can be used for good or evil. Moral intelligence distin-guishes good from evil, and Moral skills are direct-ed only towards doing good.


Moral Intelligence is emerging as another essential skill for managers and leaders. The future-proof manager who wants to be successful in his career and happy in life must be morally intelligent to weigh the ethical aspects of all his actions.

Anup Soans | Moral Intelligence and Leadership in Pharma

Moral intelligence is the Central Intelligence for all human beings because moral intelligence directs other intelligences to be engaged in doing the Right Things.

Just as a compass enables a sailor to navigate the ship even in stormy weather, Moral Intelligence acts as a positioning system for our life’s journey. Draw-ing on extensive original research, authors Douglas Lennick and Fred Kiel demonstrate how the best performing companies have leaders with a strong moral compass and the ability to follow it even in a world that may reward unethical behaviour in the short run. In recent years, companies have discov-ered the value of Emotional Intelligence. EI alone is not enough, as only leaders with strong Moral Intelligence can build the trust and commitment necessary to inspire breakthrough performances.

How do leaders get to be moral? Are people born that way? Does our human ‘hardwiring’ predispose us to be concerned for others? What accounts for the wide differences in moral behaviour among people? Authors Lennick and Kiel have concluded that strong moral skills are not only an essential element of successful leadership but a business advantage as well. Indeed, the most successful leaders in any company are likely to be trustworthy individuals who have a strong set of moral beliefs and the ability to put them into action. Even in a world that rewards unethical behaviour, the fastest way to build a successful business is to hire people with the highest moral and ethical skills.

A Case Study in Moral LeadershipConsider the story of Peter Georgescu, Chairman of Young & Rubicam (Y&R). Back in the 1980s, War-ner Lambert (Warner Lambert was later acquired by Pfizer) approached Y&R because they wanted to diversify by selling Sunglasses. They told Y&R to research and develop a suitable campaign.

After Y&R did their research, they concluded that Warner Lambert wasn’t going to be able to get enough of a market share to make the new prod-uct successful.



“Just as a compass enables a sailor to navigate the ship even in stormy weather, Moral Intelligence acts as a positioning system for our life’s journey.

“After much debate about whether to present a campaign or not, Y&R went to Warner Lambert and said, “We know this isn’t what you want to hear, but we think the Sunglasses is a bad idea.” Warner Lam-bert executives looked a little surprised and ended the meeting. A few weeks later, Warner Lambert called Y&R and said, “You know, we agree with your analysis. No other ad agency was honest enough to tell us what you did. We have decided not to launch the Sunglasses. But, because of your honesty, we are going to give you some other business.” M


Indeed, the most successful leaders in any company are likely to be trustworthy individuals who have a strong set of moral beliefs and the ability to put them into action.


This article is an extract from the book SuperVision for the SuperWiser Front-line Manager, by Anup Soans, available on Flipkart. The book is a complete guide on pharma frontline management for new and experienced professionals.

https://www.flipkart.com/supervision-superwiser-front-line-manager-english/p/itmey2yfhhfzjzfp


ethics in indian healthcare - medicinman october 2016

Health & Medicine