medicinman august 2012

7/31/2019 MedicinMan August 2012

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August 2012

~ F I E L D F O R C E E X C E L L E N C E ~

TM

P H A R M A | M E D I C A L D E V I C E S | D I A G N O S T I C S | S U R G I C A L S

A BroadSpektrum Healthcare Business Medias Corporate Social Responsibility Ini a ve

Vol. 2 Issue 8

Medicin Man

Editorial

www.medicinman.net

Why Do We Fail to Get Results?Many pharma companies are adopting coaching to trans-form the way their field force is working. However, while

most are excited with the concept of coaching, they arefrustrated with the results, because their focus is on thewrong indicators. They imagine that one or two rushed upsessions in a beach resort will transform the behavior of their managers from sales bullies to performance coaches! In pharma we focus only on sales; not on changing theknowledge, skills and attitude of the MRs/FLMs/SLMs.As a result, their capabilities and behavior remain thesame, but we expect better/more from them.This is insanity and hence the results are disappointing.As in sports, we must discover the learning needs of fieldforce people and then coach people to change their inef-fective ways of working. Good sportspeople become great sportspeople throughgreat coaching and continuous practice. Doctors and law-yers call their profession as 'practice' because they are con-stantly learning through practice, CME and other profes-sional development programs. Companies like GSK, Pfizer, Eli Lilly once pioneers in people development are today paying billions of scarcedollars in fines to FDA for unethical practices. Surprising-ly when it comes to getting results from doctors, theyseem to get the options right and are pleased with the out-comes till they have to pay the heavy penalties to FDA. If only a fraction of this money was spent on Coachingtheir people to do the right things ! When it comes to any developmental activities includingcoaching, pharma does not have or has limited funds.When it comes to CRM for doctors the funds are unlim-ited ! What do you think is the learning field force getsfrom these ACTIONS ? People pay attention to what youdo and where you put your money and not what you paylip-service to.

C OACHING FOR C HANGE "If you focus on results, you will never change. If you focuson change, you will get results." - Jack Dixon

Coaching is great. But good stuff doesnt come 2012, Mr. Girdhar Balwani, Managing Director Into say about their experience as an outsourced fivice provider Pharma companies want good, fservice. What they dont realize is that they can poptions but the third one is not an option but an based on the other two options. You can have goyoure willing to spend a lot of money. You can

cheap, but the quality will be poor. You might evget good and cheap, if youre willing to wait a lon The MedicinMan Poll on LinkedIn (see Page 1clear indicator to show that employees are awaneeded to progress as professionals and businessecision-makers willing to FOCUS on CHANGE?

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MedicinMan August 2012

India lives in its villages.- Mahatma Gandhi And after so many years, we still wonder is there a busi-ness in rural markets?According to census 2011, out of 1.2 billion Indians,68.84% live in Rural India. Rural India is undergoing a tremendous change machinesare replacing man and tools and as a result farmers and their families have a lot of time for non-farming activities. According to census 2011, 91.21 million households in ru-ral India have access to phone, compared to 64.67 million

households in Urban India. Computer is not a magic- box or a genie for a rural folk anymore. There are 8.64 millionhouseholds with a computer in rural India. Internet usage inrural India has overtaken usage in urban India- more Inter-net users in rural India than in urban. TV and dish antennasare common sight in rural India. 56 millions householdshave a TV, compared to 60 million urban households. Government is aggressively spending for rural develop-ment. Active steps are being taken to improve healthcare.Rashtriya Swasthya Bima Yojna (RSBY) was launched in2008. Its purpose is to cover all BPL families with a health

insurance of Rs. 30,000/ (government or private hospitaltreatment, no age limit and pre-existing ailments are also

IS T HERE B USINESS IN R URAL MARKETS ?

covered).One thousand more PG seats are sanctioned fmedical colleges, and 4000 more seats are createing government colleges. Land required to opencollege is being reduced from 25 to 20 acres. Toshortage of teachers in medical colleges, age- bar for facu position is being increased from 65 to 70 yrs. Torural healthcare, 50% PG seats are allocated tworking in rural areas.

There is narrowing of rural urban divide due to: 1. Better income from farming 2. Increasing income from non-farming avenues and

migrants 3. Industry projects in rural areas 4. Infrastructure development 5. Increase in literacy and awareness 6. Affordability of technology & white goods Income from non-farming sector is increasing. Now50% income in rural India is being generated frfood processing, industry, and money brought bagrants. Better procurement prices for crops, a rumonsoons, cash crops, etc. have increased dispcome. Rural folks are buying cars, flat screen Twaves and high-end mobile phones. Rural income of national income. In terms of absolute number ble income and middle class is more in rural Indcy is improving in rural India- there are 493 millionerates in rural India, 285.4 million in urban. In spite of its huge potential, as indicated by varioeters mentioned earlier, rural markets contributima remains abysmal; even its growth, over the

years, has been suboptimal. What are the facto preventing the rural pharma market to achieve its

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RURAL

CLASS II TO VI

METROS

CLASS I TOWNS

By Dr. Surinder Kumar Sharma,

Head - Strategy & BusinessDevelopment, TTK Healthcare Ltd.


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Road Blocks

Inadequate Infrastructure

There are gaping holes both in government as well as private sectors initiatives to create a good healthcareinfrastructure. There are gross inadequacies- be it thenumber of hospitals, dispensaries, staff, or doctors(only 1 doctor per 3000 people in rural area, comparedto 2/3000 in urban). Quacks rule the roost. 60% of ruraldiseases do not get treated at all.

Lack of awareness

Lack of awareness towards diseases, even the highly prevalent ones, continues. Superstition and belief inwitchcraft is still rampant. Most of folks still believethat diseases are due to Gods curse, and have fatalisticattitude towards health and disease.

Lack of affordability

Many drugs remain expensive. Rural masses havestronger value for money. A few days, or a little, suf-fering is preferred to spending money on medicines.

Poor accessibility

Highly disbursed markets make distribution expensiveand a logistic nightmare. Maintaining cold-chain or special storage conditions is a challenge due to erraticelectricity supply. To establish a dependable distribu-tion system in interiors one needs strategic approach,rather than tactical, as ROI period is long.What is the way forward?

To develop rural markets, one needs a multiprongedapproach, and need to:

1. Improve Healthcare System 2. Create Awareness 3. Provide Affordability 4. Ensure Accessibility

Improving healthcare system

It shall be viewed as a community responsibility andcorporations shall take active responsibility. Varioussteps that can be taken to develop and robust healthcaresystem in rural India are: 1. Partnering with government, NGOs and other key

stake holders

2. Training rural doctors and supporting staff 3. Providing microfinance to doctors, retails, etc. to

create healthcare infrastructure Some of the initiatives taken in this area are:1. MSD India launched Project Transcend, a program

to train GPs on evidence based management of diabetes.

2. Sanofi Aventis PRAYAS- a program to meet ruralIndias healthcare needs and to bridge the gap bytraining rural doctors- plan to train 150,000 doctorsacross India.

Creating awareness

1. Educating rural masses about safe and reliablefor common ailments

2. Partnering with rural institutions and NGOs 3. Making use of annuals fairs, weekly haats an

to spread awareness Some aspiring initiatives, which have done goocompany as well as masses are: 1. Novo Nordisk Education Foundation is und

massive diabetes control program that involveing, spreading awareness and training doctors.

2. SPARSH, a multilingual helpline for diabetic port Januvia and Janumet.

3. NPL had run Teach more, reach more cameducate masses about epilepsy.

4. J&Js Mobile health for mothers helped many. Providing affordability

1. Making medicine more affordable is very im

Companies can think of differential pricing strrural areas, e.g. Microsoft has low prices for itsfor students.

2. Rural healthcare insurance can help decreasingden of payment on the individuals

3. Training medical staff for cost effective diseaagement may help in establishing trust in amedicines.

Arogya Parivar (Healthy Family), a low- profit social initive developed by Novartis, is a good example. gram is proved to be a commercially sustainable p

Ensuring Accessibility

Highly disbursed market and thinly populated asetting an effective distribution system a nightmataining cold chain etc becomes very difficult due t power failures. Various options could be:1. Company delivery vans 2. Pooling of resources by collaborations betwee

nies to set up viable distribution channels 3. Developing products suitable for rough storin

tions 4. Mobile clinics and mobile pharmacies

5. Post offices duplicating as pharmacies Ranbaxy and Pfizer have formalized an alliance w penetrate the rural markets for their over -the-counter (OT products. Traditionally Indian companies, especially mid- & smal-size, have a better penetration in rural and class I-VI markets. Now multinationals (Indian & foreign) are more aggressive in these markets. Every other danews of some or other company hiring to enter markets. In view of these developments, mid- & small-sizecompanies need to be proactive to make the most markets created by these companies and, more imto protect their current business in these markets.



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7/17


I am regularly asked this question by my pharma clientsand my usual response is what Einstein said: "if you can'texplain it simply then you don't understand it wellenough," i.e. the fundamental reason that KAM fails is theover complication of the process. I have worked on KAMimplementations for 8 years across various healthcarecompanies and use this experience to model what makesKAM successful. I have condensed the factors into the 3golden rules. 1. Align to business strategy 2. Right people/right skills 3. Align business process If any of these rules are neglected then KAM falters. However, in a quest to refine the rules and identify com-mon reasons which may fall outside these, an invitationwas extended to members of an interested group (PharmaKAM) on LinkedIn to participate in a discussion about:What is the main reason that KAM fails in Pharma.This group is focused upon account management in Phar-ma and has active discussions on a range of topics associ-ated with the management of key accounts. The group highlighted several areas as potential reasonsfor failure of KAM. I summarized them below and linkedthem to the relevant golden rule where appropriate. The comments above shows that there are several factorswhich can lead to the failure of KAM in the pharma indus-try. I grouped them into 3 general categories for simplici-ty. I. No clear understanding of what KAM actuallymeans in the pharma market , this is demonstrated in theunderstanding KAM. KAM isnt just a sales personsstate of mind. It is a business methodology, which needsto be in the companys DNA. The challenge for Pharma iswhether full KAM is needed (KAM teams working withcustomer teams to deliver integrated partnerships sharingcommon objectives) or just good account management(sales people identifying who the key decision makers areand interacting with them more effectively when deliver-

Why Does Key Account Management Often Fail in Pharma?

ing your value proposition). As one respondent put it I think would be useful to define KAM in various levels. Basic, Inter-mediate and Advanced. This way people will have a roadmap toadopt KAM. Defining what needs to be achievedthe skills, capabilities and structures companies nnot clear at the outset, then its successful implemlikely. Lack of clarity around what type of KAM you areinevitably lead to the second factor.II. Lack of organisational support.

1.Senior managers who structure the DNA of thenot buy in to KAM2.No buy in from relevant stakeholders who mayinterface with customers 3.No supporting HR structures4. Appraisals and reviews dont drive KAM behaKAM teams or long term planning 5.No supporting business process e.g. CRM still ftivity and individual customers rather than profitacision making units In reality an effective KAM approach needs to orthe top of the organisation to create the right KAMcompany wideIII. Lack of skills and capabilities. Once again, if you arclear what needs to be achieved then you cant bcompetencies are required. It is critical to get the person for the appropriate role, as one respondenroleclarity is of utmost importance; the only reason for failure isnot understanding the role properly.

Whilst the 3 golden rules still stand, this feedbackthey are best understood when supplemented specthe common mistakes that need to be avoided.

Hakeem Adebiyi,Managing Director,

Hands Associates Ltd

[email protected] www.hands-associates.com
mailto:[email protected]:[email protected]://www.hands-associates.com/http://www.hands-associates.com/http://www.hands-associates.com/http://www.hands-associates.com/http://www.hands-associates.com/mailto:[email protected]


8/17


General Categories Comments GoldenRule

Organizational support leadership

KAM often doesnt have backing of senior management

Asking questions like: Why, Who, How KAM is the beginning of developingeffective KAM approaches originating at the top of the organization andworks on creating the right mindset towards KAM; companywide.

The strategy isnt clear across the organization

We dont spend enough time shaping the DNA of the company

Because they dont have the backing of the organization in its entirety to do-ing business in an account centric and KAM led manner

Functions will still be organized in their traditional way and KAMs will still betreated as 'sales force' i.e. a route to market amongst many others

1

Organizational support processes and structures

Functions still arranged in their traditional way

KAMs still just seen as a sales force

3

Skill Gap Identifying the customers need and aligning their needs with yours

Do they have the commercial acumen -if not coach them, do they understandbusiness per se and business planning -if not give them the knowledge, do theyask the right questions -if not train/coach them

2

Understanding of KAM KAM is a state of mind

KAM requires commercially aware sales people

A commercially astute KAM will, given the correct personal internal motiva-tion (i.e. "state of mind"), understand intuitively the importance of focusing on thenew decision makers, rather than the traditional target list - the latter often beingbased on historical factors that may not still be valid.

Only reason for failure is not understanding the role properly

1

2

KAM on the Web 1. In the post blockbuster and share -of -the -voice era, Pharma will have to deliver a lot more value:http://www.pharmaphorum.com/2012/07/27/kam -future -pharma -sales -model/

2. KAM in the Harvard Business Review:http://blogs.hbr.org/cs/2012/07/how_to_succeed_at_key_account.html#comment -589214138

Contributed by Hanno Wolfram, MD at Innov8 GmbH, Germany
http://www.pharmaphorum.com/2012/07/27/kam-future-pharma-sales-model/http://www.pharmaphorum.com/2012/07/27/kam-future-pharma-sales-model/http://www.pharmaphorum.com/2012/07/27/kam-future-pharma-sales-model/http://www.pharmaphorum.com/2012/07/27/kam-future-pharma-sales-model/http://www.pharmaphorum.com/2012/07/27/kam-future-pharma-sales-model/http://www.pharmaphorum.com/2012/07/27/kam-future-pharma-sales-model/http://www.pharmaphorum.com/2012/07/27/kam-future-pharma-sales-model/http://www.pharmaphorum.com/2012/07/27/kam-future-pharma-sales-model/http://www.pharmaphorum.com/2012/07/27/kam-future-pharma-sales-model/http://www.pharmaphorum.com/2012/07/27/kam-future-pharma-sales-model/http://blogs.hbr.org/cs/2012/07/how_to_succeed_at_key_account.html#comment-589214138http://blogs.hbr.org/cs/2012/07/how_to_succeed_at_key_account.html#comment-589214138http://blogs.hbr.org/cs/2012/07/how_to_succeed_at_key_account.html#comment-589214138http://blogs.hbr.org/cs/2012/07/how_to_succeed_at_key_account.html#comment-589214138http://blogs.hbr.org/cs/2012/07/how_to_succeed_at_key_account.html#comment-589214138http://www.pharmaphorum.com/2012/07/27/kam-future-pharma-sales-model/


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9

9


Success is a personal matter: team members can work toward it at their ow provided there is constant progress. Given below are practical and easily ble strategies. You may ask the team members to build on one at a time anadd more.

1. SET GOALS .

If you don't know where you're going, you will never get there. It is as sim

2. WRITE IT DOWN . With many things happening every day, it may be hard to focus on real imters. Writing out goals and consistently reviewing them keeps them fresh

3, DRAW OUT A SCHEDULE. Use anything such as a gadget, pen and paper, Daily to-do list or a planner to buildyour goals into your schedule.

4. PLAN . Knowing where you are going is one thing. Equally important is to decide, how you will get there.

5. KEEP AN IDEA PAD . Note down the ideas as they occur to you. The mind gets free to focus on other things. This will hereview on ideas and to work on it later.

6. LEARN EVERY DAY . Read a few pages of a book, any interesting articles from a newspaper, or e-zines, try and pick up a new skill- or theone that you don't often use.

7. EXECUTE . Goad yourself to action and measure your progress.

8. NOTE YOUR SUCCESSES

.

Observe any small or incremental progress. Do not discount the small victories. Remember, each syou to greater ones.

9. GIVE YOURSELF TIME TO THINK . Taking time to stop, sit and think is very important. Allowing time to review your day or a meetingdous insight that inspires change.

" Your ability to connect with your team members directly impacts their level of engagement. The mteam is, the better the results ".

K.HARIRAM, Former MD - Galderma


10/17

India is slowly catching up with the fatigue levels of itswestern counterparts when it comes to Doctor MedicalRep relationship. But the Indian healthcare landscape and

situation are entirely different and hence the reasons for fatigue are also different, although there are many similari-ties in the challenges faced in terms of access to doctors.The problem of plenty and popular perceptions often obfus-cate real issues. This is more so in India, where nearly3,00,000 Medical Reps (MRs) jostle for time with 5,00,000doctors (The figures are only indicative). Majority of theseMRs are merely an appendix whose main task is toremind the doctors of their branded generics in a marketovercrowded with 60,000 branded generic drugs. In general, how receptive are doctors to meeting MRs?

How critical is the product or service offered by the compa-ny to the doctors practice determines the quality of rela-tionship between the doctor and the MR. Doctors are receptive to different MRs differently- an on-cologist will be keen to meet an MR from a pharma compa-ny, which has a patented anti cancer monopoly products.Most of the information regarding the drug and the latestclinical trials reports will be provided through the MR. Thesame oncologist will also meet MRs from other companiesmarketing anti cancer drugs to keep himself abreast of de-velopments relating to launch of products at different price

points. For example, the oncologist who has been seeing theMR from Bayer (Nexavar) regularly will also be keen tomeet the MRs from Cipla and Natco who have now intro-duced generic Sorafenib at a fraction of the price of Nexavar. But this equation will change when ten more pharma companies jump into the bandwagon and marketSorafenib then it is the marketing strategy of the companyand the skill of the MR that will determine the receptivity.The same oncologist will also like to keep in touch withMRs from various pharma companies who market productsneeded by a cancer patient. This could be as mundane as acough syrup with a new combination of more effective anti-tussives or a marketer of high-end pain relievers. The on-cologist will also like to meet and receive samples of nutri-

tion products as well as meet an MR marketingand anti-depressants. But his priority will always bMRs from oncology product companies like Bayfor product and disease related information but athe latest happenings in his field and what his ping. A good MR is one who blends science with

keep the busy doctor in the loop of happenings thhim. A good MR might even begin the convergeneral or specific information about what is haother oncology treatment centers. Once the doctof the value that MRs brings to the interaction,ways make time to meet them. As medical practimore and more corporate oriented, the role ofchange as the decision-making shifts from doctors total managers. But the need for information still rso the role of MRs might evolve but it will remaimodern medicine is practiced. This is true of every medical specialty. For momeeting with MRs is a part of their daily work.would want is adherence to basic norms of intereral doctors have remarked that the social skills o been going down steadily- MRs are unable to connedoctors. This continuous reinforcement of poor srience because of the lack of basic training is onereasons for general lack of receptivity by doctorsThe Indian education system follows a 10 years ofollowed by 2 years of pre-university education. In ther days till the 80s most MRs studied science tofuture doctors and engineers in the 2 years of pr-universeducation. Thus a natural bonding occurred. It wsual for an MR to meet his pre-university classmate became a doctor. This initial comfort level in with doctors went a long way in creating confide port. All this changed rapidly with the rise of Isectors especially in the urban areas. Students wget into medical or engineering colleges had mantions other than pharma field sales. And for stustudy B.Pharm, field sales is the last and oftencareer option. The steady decline of quality of ping pharma field sales is one of the main reasonsto other reasons that make Doctor MR interactesting. While most doctors still maintain a high degree in their attire and sophisticated demeanor in theirthe same cannot be said of the majority of MRs.is sloppy, their demeanor unprofessional and thediffident. This creates a natural barrier for recepwho are high on social skills and good in theiskills still receive very good reception from doctoMRs must offer tangible value to increase the doctivity. Either their products have to be unique or skills endearing and their technical skills valuablthree are present, the receptivity is high; when ththe receptivity also decreases.

What Benefits do Doctors Derive from Meeting Medical Reps?



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Is there a particular time of day or week when doctorsare more receptive to meeting with MRs?

This would entirely vary from doctor to doctor. Somegeneralizations can be made. For example most GeneralPractitioners (GPs) would have the same schedulethroughout the week and hence everyday would be moreor less the same, unless he practices in different localities.

With specialists, it will depend on their schedules. TheMR has to find out the various affiliations that a special-ist has in hospitals and academia to discover the best timeand place to meet him.

What are the most common topics of discussion be-tween doctors and MRs?

This depends again on the company and its offerings.When it comes to oncology product companies likeBayer, the oncologist would certainly be eager to knowmore about Nexavar and will ask questions about themost appropriate ways to use the product safely and ef-fectively; how other oncologists are using it and what istheir experience. But the same cannot be said for an MR who is promoting the 160th brand of Amlodipine or someother irrational combination of vitamins, minerals andtrace elements- all rolled into one only the brand namematters and the benefits that the doctor will derive by prescribing the product.

For physicians who aren't experienced in meetingwith MRs, what's the most valuable advice you feelyou can give them about making these meetings as

productive as possible? Physicians entering the profession should make the mostof the opportunity of meeting MRs- they will benefit themost. Provided the MRs are well trained, which other source will offer so much information in such short peri-od of time in the convenience of ones own clinic? Be-

sides lets remember that well trained MRs withare an excellent source of information about drtime, Doctors will learn to distinguish betweenand thenot - so- good and can make an informed deabout meeting MRs.

Even experienced and busy practitioners can bmensely by meeting MRs who are well traineding for information that they need, they can crea-made information source that is easy and simpcess. Most well trained MRs will be only too serve the information needs of doctors. The newtions of graduates passing out of college are dtives and can be a great source of knowledge fotor to learn about technology, social media antrends in technology. The talents of MRs, the they use and the training that they receive go a in making the Doctor MR relationship ben both.

MRs are an integral part of the cycle beginning research and leading to marketing; usage by pafeedback on the results both efficacy and ADloop needs to be maintained, as the feedback ftors to MRs is as important as the information to doctors by MRs for the progress of modern Both doctors and MRs need to find new waystools that will make this relationship mutually rIndian Pharma business leaders need to apply thto address this issue by engaging doctors at allknow their expectations and reinvent their discodoctors through MRs. In the future MRs will bInformation Editors and Technology Partners wstand the business and economics of modern and help medical practitioners to increase their and effectiveness in delivering total patient carefaction.


MedicinMan Editorial Team

Post FFE 2012Post FFE 2012Post FFE 2012 MedicinManMedicinManMedicinMan Klout at an All Time High!Klout at an All Time High!Klout at an All Time High!

Post FFE, MedicinMansocial media influence asmeasured by the socialmedia analytics websiteKlout has hit an all -timhigh of 71. MedicinManwishes to thank all its read-ers, followers and wellwishers for following andsharing MedicinMan cotent.


12/17

In this section on pharmacology, we would like to letyou know about the important terminologies related to pharmacokinetics. Pharmacokinetics is a commonlyused term while comparing two drugs. It refers towhat the body does to a drug . Four pharmacokinetic proper-ties (absorption, distribution, metabolism and elimina-tion) determine the speed of onset of drug action, theintensity of drugs effect and duration of drug action(Figure 1) once the drug is administered to the patient.Absorption is the transfer of a drug from its site of ad-ministration to the blood stream. The rate and efficiencyof absorption depend on the route of administration of the drug (enteral or parenteral). For drugs given by theintravenous route, absorption is complete, i.e. the totaldose of the drug given reaches the blood circulation.Drug absorption by other routes like the oral route is notcomplete. This may be due to the presence of food or drugs in the gastrointestinal tract. Drug absorption isalso determined by various factors like the ionic state of drug; the uncharged drug is better absorbed than thecharged state.The second step is thedistribution of the drug whichrefers to movement of drug into the interstitial tissue andintracellular fluids in the human body. The distributionof drug depends on blood flow to different organs (e.g. brain, liver and kidney have greater blood flow as compared to skeletal muscles leading to quicker distributionto these organs), extent of plasma protein binding, lipidsolubility of the drug etc. Plasma protein binding, anoth-er commonly used term of pharmacokinetics refers tothe binding of drugs to the plasma proteins (usually al-

bumin). Bound drugs are pharmacologically inactive.Metabolism or biotransformation refers to chemicalalteration of drug in the body. The liver is the major sitefor drug metabolism. The reactions are often called asPhase I and Phase II reactions. Cytochrome P-450(CYP450) enzymes located in the liver are responsiblefor Phase I reactions. Some of the drugs (e.g. rifampicin)can induce the synthesis of some particular enzymes(CYP2C9), thus the co-administration of drugs with ri-fampicin can lead to excessive metabolism of the second

drug thereby decreasing their plasma concentratversely, some drugs (e.g. ketoconazole) inhibit aand thus increase the plasma concentration -administered drugs leading to their toxicity. Soenzyme inducers and inhibitors can lead to clinicaicant drug-drug interactions. The final step is theelimination of the drug and its metlites from the body in urine, bile or feces. Renal ethe most common mechanism of drug elimination plains the rationale of dose adjustment requiremtients with impaired renal function. The drugs halternative route of elimination (fecal route) are patients with severe renal impairment.In the next issue, we would be discussing the term

related to clinical applications omacokinetics.

Schematic representation explaining Phar-macokinetics


The Basics ofPharmacology

Pharmacokinetics

Dr. Amit Dang

Director at Geronimo HealthcareSolutions Private Limited
http://www.linkedin.com/company/2418302?trk=pro_other_cmpyhttp://www.linkedin.com/company/2418302?trk=pro_other_cmpyhttp://www.linkedin.com/company/2418302?trk=pro_other_cmpyhttp://www.linkedin.com/company/2418302?trk=pro_other_cmpy


13/17

True to the Health 2.0 global culture, the first meet-up of Health 2.0 Mumbai chapter captured in its essence newer health ideas, technology, medias and health innovations. Thegathering had a variety of people from diverse backgroundsof technology, pharma, hospitals, digital agencies, start-upsetc. But they gathered here with one objective to connectthe varied dots of healthcare and create a complete picture.The setting was completely informal and unconventional.As it rained outside, the MIG club in Mumbai rained withhealth ideas. Dinesh Chindarkar, Health 2.0 Mumbai Chap-ter leader, presented the concept and introduced Health 2.0 philosophy to the audience. This was followed by a video

from the co-founder of Health 2.0 also an Indian InduSubaiya who specially crafted a message for the Mum-

baikars from Los Angeles. This was followed by a presentation by Dr. Shalini Ratan,who shared her observation about how technology is affect-ing Doctor & Patient behaviours & changing outcomes. Shealso shared a project of telemedicine for rural markets thatshe was involved with.The pharma industry was represented by quite a few people.

Mumbai Monsoon Magic Healthcare meets Technologyat Health 2.0 Mumbai Chapter Meet Up!

Dr. Amit Bhargava, VP (Medical)- Alkem, presentethoughts about what pharma expects from technhow the two can be united. He also mentioned abData specific to India that can be generated wi partnership for medicines and patients.Pankaj Dikholkar Chief Manager, Strategic Marvices Abbott, gave parallel examples from othof the effectiveness of newer medias. He also emthe opportunity that existed since increasing numsumers & patients in India are searching onlinesolutions. Aditya Patkar emphasised on how websites &

medical records are emerging trends amongst Dslowly becoming mandatory. Dr. Neelesh Bhalight on how social media is changing the way Dconnecting with patients and also how it is benefto access information. This is where a dire needMedia training is needed for physicians.Ashwin Bonde Sr. Manager, MCM MSD, sthoughts on leveraging newer channels for ma pharma and how going the unconventional way of the hour.

Shreekant Pawar, co-founder of Farasbee a start

-up asponsor of the event, demonstrated his product

that helps connect Glucometers to smartphones way. He enthralled the audience with the friendldevice for physically & visually handicapped peourged pharma to create products that were patieand offered value. Dinesh Chindarkar thanked the audience and phave more diverse speakers and more frequent m-ups cultivate brighter, innovative patient centric heatechnology solutions. This was followed by disnetworking over coffee.

Dinesh Chindarkar, Health 2.0 MumbaiChapter Leader Addresses the Audience

Dr. Shalini Ratan, member - MedicinMan Edit Team, interacts withparticipants. Chhaya Sankath, CEO of MedicinMan is seen chatting

with Dr. Neelesh Bhandari in the background.


14/17

While companies are experiencing high levels ofattrition and lack of employee productivity,MedicinMan Poll clearly shows job satisfactionfactors that can lead to reversal of the currentlose lose situation. Link to MedicinMan Poll results and comments - http://linkd.in/MDfst

Organizations can conduct their own surveys

regularly to discover unique job satisfiers thatbring about Employee Engagement instead ofwaiting to conduct exit interview which doesnot benefit anybody.

MedicinMan Poll insights also show theimportance of need for Front-line Managers togain insights into people motivation andengagement factors to function as peopleleaders and business managers as written in thebook SuperVision for the SuperWiser Front -lineManager.

In the above poll conducted by MedicinMan, 441 respondents were asked to choose one ofthe 5 options as most important job satisfiers,salary being equal. The majority of the respond-ents were from the 18 29 age group, followedby the 30 36 and 45+ age groups.

QSatisfactionJob

>>> A MedicinMan Poll to Ascertain Employee Perspectives | MedicinMan August 2012

Salary Being Equal,What Will You Choose

as Important to JobSatisfaction?

Salary Being Equal, What Will You Choose as Important to Job Satisfaction?

http://linkd.in/MDfsthttp://linkd.in/MDfsthttp://linkd.in/MDfst


15/17

Learning and Development emerged as the No.1 job satisfier, especially among the 18 29 agegroup respondents. This is an important feedback for employers Young people are aware of theimportance and need to acquire skills at the workplace to further their career aspirations.

How many Pharma Companies are offering Learning and Development as one of their main of-fering to attract, develop and retain talent?


1. Learning and Development Opportunities

Work Life Balance emerged as the second most important job satisfier reflecting the need for amore balanced work-life. This was a common factor across age groups and is one of the mainreasons for attrition as employees leave to get a temporary respite from work-life imbalance inthe new job. This feedback is important for line managers and HR managers that people want notonly to work, but have a balanced life as well. The need is a bit more pronounced in 30 36 agegroup, as this is the stage in life when they have to cope with important personal life issues such asmarriage and arrival of children. The 45+ age group also expressed this as an important job satisfi-er. Companies that take note of these employee aspirations will be able to move ahead in thearea on people management.

1. Work-Life Balance



16/17

This was followed by Inspiring Work Environment mostly by the 37 44 and 45 + age group, who have bynow moved to comfortable office jobs or have lesser field work as part of their work. It is significant that the18 29 and 30 -36 age groups did not consider Inspiring Work Environment high on their list of job satisfiers.Probably they are aware and have accepted the rigors of field working as essential part of their work.

3. Inspiring Work Environment



For the 18 29 age group, Good Immediate Manager and seniors were important and this is a significantpointer that has emerged in all polls and discussions the need to develop Front-line Managers as goodpeople managers. When an individual performer gets promoted on the basis of his sales record, his focus willbe on his areas of strength and not the areas needed to be an effective Front-line Manager. The sales pres-sures also make it difficult for Front- line Manager to be GOOD to people and it multiplies the work pressureleading to high attrition .

4. Good Immediate Manager & Seniors

Surprisingly growth and promotions came last on the list. Again this was the top need of the 30 36 agegroup, signifying the social importance of growth in career prospects. The 18 -29 age was next in line withgrowth as a job satisfier decreasing significantly among the 37 44 and 45+ age groups

5. Growth and Promotions

People management is not some esoteric art. Companies that take note of employee aspirations will be able toattract, motivate and retain people but also deliver higher productivity as Engaged Employees are 50% 80%more productive and the key to Employee Engagement is Job Satisfaction.


17/17

The Half-Time Coach A Psychometric Assessment -based Feedback and

Feed -forward Program for FLMs and SLMs

What do you expectyour FLMs and SLMs

to be good at?

1. Management Games

Relearning by Reflection,

Feedback by Observation

2. Case Studies

3. Movie Clippings

What are you doing to ensure thatthey gain proficiency in the desired

skills?

Contact: [email protected]

The Half-Time Coach is delivered by Anup Soans , Editor MedicinMan & Author of SuperVision for the SuperWiser Front-line Manager, HardKnocks for GreenHorn and RepeatRx

medicinman august 2012

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