medicinman · neering work in gamification of learning. three: social learning facebook, linkedin,...

MEDICINMANField Force excellence

January 2017| www.medicinman.net

Indian Pharma’s First Digital Magazine Since 2011

TM

The future of field force depends on its abili-ty and agility to adopt learning and devel-opment as a strategic and competitive im-

perative. According to the Association for Talent Development, five megatrends will continue to im-pact learning and development in the near future (https://goo.gl/WfdXQr). I have given a pharma con-text to these megatrends. Indian Pharma can bene-fit immensely by adopting them in a systematic way.

ONE: Micro-learningIn the era of information overload and attention deficit, Indian Pharma has to stop trying to feed Medical Reps an entire elephant in one go. One reason for lack of interest and application of learn-ing is that Medical Reps are dumped with informa-tion that can hardly be digested, assimilated and then transmitted effectively in the short window of in-clinic interaction.

There is a huge disconnect between learning and marketplace reality. This is where digital adoption comes into play, as micro-learning is the concept of delivering specific content as needed in sus-tained-release small doses instead of a bolus shot in the gluteal region! And digital is the ideal media for delivering easy-to-implement learning-on-the-go. Indian Pharma will need to go far beyond substitut-ing paper with mobile devices and acquire a digital learning mindset.

Micro-learning approach makes a lot of sense as Medical Reps spend a lot of time waiting for the doc-tor. Can interesting and relevant content be deliv-ered to the field force in the waiting period? Can the content be customized to address the doctor’s prac-tice needs? Companies that can do this will have an engaged field force and loyal customers.

5 L&D MEGATRENDS TO WATCH OUT FOR IN 2017

EDITORIAL

“Editorial | 5 L&D Megatrends to Watch Out for in 2017

2 | MedicinMan January 2017

If business unit heads, marketing, SFE, field sales managers and learning and development can work together, then micro-learning can become the ef-fective facilitator of Closed Loop Marketing. Cre-ative use of digital media has the power to make field sales an interesting career option and attract talent.

TWO: GamificationMillennials love to play digital games. Gamifica-tion has the potential to bring an element of fun to attract and engage the learner’s attention. Dry subjects like pharmacology, disease, treatment, etc., can be made interesting and engaging both for the field force and the doctor. Gamification brings in the element of winning and losing – a vital factor for learner motivation. Most field force people spend their ‘waiting time’ playing games in any case and well-designed gamification can trans-form waiting time into learning time and use the micro-learning concept effectively. Companies like Pfizer, GSK and Astra Zeneca have done some pio-neering work in gamification of learning.

THREE: Social LearningFacebook, LinkedIn, WhatsApp, Instagram and a host of Social Media have become embedded in our daily lives. Social learning has a great potential to foster peer-to-peer learning, one of the most ef-fective ways of sustainable learning. Docplexus, for example, facilitates a great amount of social learn-ing in the Doctor community. I have personally wit-nessed the enormous interest of pharma people to engage in learning through Facebook and Linke-dIn. While the adoption and use of internal social networks is not easy as they compete with the likes of Facebook and LinkedIn, the use of creative agencies to spice-up internal social networks with industry news, views and opinions can engage the field force who are otherwise isolated from indus-try happenings.

Micro-learning approach makes a lot of sense as Medical Reps spend a lot of time waiting for the doctor. Can interesting and relevant content be delivered to the field force in the waiting period?



FOUR: Adaptive LearningConventional learning and development is push-ing content without paying any heed to learner’s progress. Google and Wikipedia are oceans of in-formation and their success lies in them being ‘pull’ platforms rather than being ‘push’ engines. Mi-cro-learning, gamification and social learning can also be used to guage learner interest and prog-ress, especially by way of sharing success stories and getting ‘likes’ from peers, managers and busi-ness leaders. The greater the involvement of senior executives, the better will be the response to learn-ing initiatives that take into account the learner’s interest and progress. Digital has the power to cre-ate personalized learning and self-directed learn-ers. Learning is a dynamic process with early adopt-ers who need to be recognized and rewarded and laggards who need coaxing and coaching. Lack of personalization is one of main reasons for failure of e-learning and adaptive learning can remedy this through better design to understand learner mind-set, challenges and preferences.

FIVE: Immersive LearningThe motif of my learning and development pro-grams are, “training is an event but learning is a lifelong process.” Unless learning is made into a measurable and incentivized KPI, it will remain a mirage. In most pharma companies not only is learning and development an after-thought, it is only for the people at the front-lines, who detail to doctors. Sadly, most people stop learning as soon as they get promoted, as they now have to do more important tasks like ‘strategizing’ and ‘managing’. Immersive learning is creating a culture of thirst for excellence, which comes only through lifelong learning. Everybody from the senior sales manager to the front-line manager must be responsible and accountable to ensure that learning is a daily pro-cess by asking simple questions like, “what have we learned today from our daily work?”

Digital has the power to create personalized learning and self-directed learners. Learning is a dynamic process with early adopters who need to be recognized and rewarded and laggards who need coaxing and coaching.


The use of virtual/augmented reality to create interesting and engaging content as well as us-er-generated content via Social Media can lead to immersive and transformative learning.

Learning and development professionals hold the key to creating an engaged field force, who in turn are able to engage customers effectively. Are CEOs and business heads listening?

Everybody from the senior sales manager to the front-line manager must be responsible and accountable to ensure that learning is a daily process by asking simple questions like, “what have we learned today from our daily work?”

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

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 7 Issue 1 | January 2017

Editor and Publisher

Anup Soans

Chief Mentor

K. Hariram

Editorial Board

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

Letters to the Editor: [email protected]

1. Frontline Management: What Indian Pharma Needs to Get Right in 2017..................6

10 pointers to get your FLM strategy right in the new year.

K. Hariram

2. Embedding a Culture of Learning and Development in Pharma ...................................9

How pharma can make learning and development deliver real value to employees and become a part of the company’s DNA.

Diksha Fouzdar

3. Emotional Marketing: From Fear to Love and Belonging ..................................................15

Fear and Love are two of the most powerful of human emotions - here’s how pharma marketing can put them to use

Vivek Hattangadi


MEDICINMAN WISHES OUR READERS A

PROSPEROUS 2017!

The year of new hope and happiness, 2017, is here. What can Indian pharma do better in the new year?

What comes to my mind immediately is relook-ing the role of Frontline Managers (FLMs). They are at the frontlines, with the sales team, who are the revenue generating team. Hence, FLMs are the most responsible for a company’s success or failure. Typically, they make up 30% to 50% of a company’s management ranks and directly su-pervise as much as 80% of the workforce.

It is the FLM who must inspire, influence and bolster the morale of the sales team. FLMs are drivers of a company’s business strategy be-cause they oversee its execution. They enable an all-important feedback loop that allows the management team to stay abreast of the latest developments in the business.

Despite knowing this, very few CEOs feel the need to mobilize frontline managers. Maybe, an occasional speech during the FLMs’ annual meeting or a town hall meeting and some ver-sion of “management by wandering around” to stay in touch with different parts of the organi-zation is considered as enough. But they rarely go much beyond such perfunctory measures. (Source: HBR 2011)


K. Hariram

10 pointers to get your FLM strategy right in the new year.

Frontline Management: What Indian Pharma Needs to Get Right in 2017.

Should they not be doing something different in 2017? Should they not look at the FLMs as a criti-cally important group in the management struc-ture, spend significant personal time in direct in-teractions with them, and use those interactions to mobilize the entire organization?

It is time to practice LEADING THROUGH THE FRONT. Certainly not an easy one as it calls for a strategic shift from the conventional approach. But it can be done. And when a leader taps into the enormous latent power tied up in a compa-ny’s frontline managers, the payoff is a more re-silient and more successful organization.

As a former MD, let me share what I know and have practised for 12 years during my tenure.

1. Make time for regular interactions with se-lect FLMs

2. Be willing and be able to get into the nuts and bolts of the business

3. Help build role clarity and resist the tempta-tion to make FLMs “super sales people”

4. Incorporate voices from the frontline into management’s decision-making process

5. Unleash personal engagement and emo-tional energy to infuse FLMs’ tasks and goals with a sense of higher purpose—above and beyond the economic or strategic goals of the company.

6. Empower FLMs, but make sure you don’t short-circuit the formal chain of command

7. Stop the practise of admonishing FLMs in front of their teams in sales force meetings.

8. Let the FLMs be exposed to brand/market-ing strategies well in advance of their teams so that the practical issues are sorted out.


K. Hariram | Frontline Management: What Indian Pharma Needs to Get Right in 2017

“It is time to practice LEADING THROUGH THE FRONT. Certainly not an easy one as it calls for a strategic shift from the conventional approach. But it can be done. And when a leader taps into the enormous latent power tied up in a company’s frontline managers, the payoff is a more resilient and more successful organization.

9. Investing in their learning and develop-ment, on an ongoing basis.

10. Insist on building a COACHING culture

There is no doubt that a strong team of FLMs would bring have a multiplier effect resulting in improved productivity of the sales team. In today’s context when attrition of sales force is a burning issue and the quality of sales people that pharma attracts is a challenge, this change in approach by the CEOs in strengthening the FLMs may be a breath of fresh air, resulting in im-proved retention and better revenue outcomes.

For all you know, it may be a game changer.

As R. W. Emerson says, “This time, like all times, is a very good one, if we but know what to do with it.”

As we step into another year, I wish each one confidence and courage to accept new chal-lenges and work towards greater success! M


K. Hariram | Frontline Management: What Indian Pharma Needs to Get Right in 2017

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


Learning and Development has finally ar-rived on the leaderships’ list of top priori-ties and it is going to stay there, because

the pull is two-way, coming from both employ-ees and the leadership.

Deloitte’s latest research, shows learning as one of the strategic drivers of employee engage-ment and this finding further resonates in the Global Human Capital Trends study where 84% of business leaders cite the “need for improved organizational learning” as a top priority, and 44% say it’s urgent.

This got me talking with learning professionals across industries to understand the implications of the trend on the Corporate development agenda, their plans, and challenges they foresee. I discovered that while the IT , ITeS and other in-dustries had worked on their learning strategy, moving forward by the way of technology adop-tion and experimenting with new learning mod-els, pharmaceutical sector still seemed to have been caught somewhere in their traditional out-look and approach towards L&D.

How pharma can make learning and development deliver real value to employees and become a part of the company’s DNA.

Diksha Fouzdar

EMBEDDING A CULTURE OF LEARNING AND DEVELOPMENT IN PHARMA


The Context: Business Shaping the L&D Scene

To put things in perspective, let us review the phar-maceutical business landscape which is continu-ously subjected to change with evolving regulatory guidelines, technological upgradations, process in-novations, product launches and an amateur talent pool. These factors impact organizational priorities and competence requirements and largely deter-mine learning needs, requiring the people-devel-opment function to be agile, innovative, current and compliant, all at the same time.

In addition to this, pharma remains a labor-inten-sive industry (Manufacturing and Sales predomi-nantly) with diverse functions and massive work-force having unique learning needs across levels. It creates operational challenges of coverage and compliance for the L&D function and prevents them from focusing on value creation.

Understanding the Real Pain Points and finding ways to define the “learning strategy”

What is the roadblock then? Is it low investment in L&D or poor adoption of technology or lack of L&D expertise?

If the State of the Industry Report by ATD (2015) is to be believed, the average training spend by the pharma sector ($1392 per employee) is more than the average spend across all sectors ($1208 per employee). Even with this kind of investment it is only lagging behind IT, ITeS sector ($1847 per em-ployee) and one major reason of this is the usage of technology enabled learning methods to deliver trainings.

However, in this article I will not advocate the us-age of new technology, mobile-based learning, mi-cro learning, learning on the go or its digitization.

Diksha Fouzdar | Embedding a Culture of Learning and Development in Pharma

“If the State of the Industry Report by ATD (2015) is to be believed, the average training spend by pharma sector ($1392 per employee) is more than the average spend across all sectors ($1208 per employee).


I will try to address something which is more fun-damental to learning in pharma organizations and enable them to think of new approaches to learn-ing, creating design experiences and resources that inspire and support learning for their diversi-fied workforce.

The learning and development agenda in pharma-ceutical organizations primarily delivers training in five areas mentioned below. The strategic focus, efforts and employee coverage decreases as you move up the pyramid:

Step 1: Reverse the approach: With the given agenda, which is high on mandatory trainings, the L&D function should deploy a pull strategy by helping the employee realize the need for self development, shifting the focus towards the mid-dle of the pyramid (general management com-petencies). Each employee should own his or her learning plan. Remember that adult learning hap-pens when there is internal motivation, readiness and orientation towards immediate application of learning.

How will the organization make it happen? Appre-ciate, encourage, measure and incentivize work-place learning and its application in day to day work through organizational processes like Performance management, HIPO development & succession plan-ning, rewards & recognition, Internal TED Talks etc.


“When employees see that acquiring and displaying a skill or competence is valued in the organization they will start prioritizing learning and self development.


When employees see that acquiring and displaying a skill or competence is valued in the organization they will start prioritizing learning and self devel-opment.

The second most important thing is to enable em-ployees (managers) to design the work day (espe-cially for production, R&D and Sales teams) where-in employees get time to indulge in learning with a free mind within office hours. For example, it is difficult to pull out employees from shopfloor/lab for learning experiences - can HR/T&D be proactive and work with the Plant Head, planners and sched-ulers to plan the operations in such a way that there are few spare hours for a learning experience that can be organized near the shop floor premise saving the time on gowning de-gowning and oth-er formalities.

Step 2: Engage the right stakeholders: L&D de-partments should seek productive partnerships with the business heads and the technical training teams on a continuous basis, not after the training calendar has been finalized.

Why so? From the learning pyramid we can infer that 70% to 80% trainings are semi technical, need to be repeated and owned by technical training or the concerned department. The remaining chunk is managed by the regular L&D team but both of them are delivered in a very transactional way.

The L&D department should leverage the technical expertise and collaborate with departments to first crystallize the training needs. Then they should design functional/ technical learning experiences addressing the top end of the pyramid like design thinking, statistical tools and application on real data, new lab technology, sales training, project management, service excellence, change man-agement etc. Pharma companies have veterans; learning & development team should have a mech-anism to identify such people and create learning champions and build informal learning networks.


“ Pharma companies have veterans; learning & development team should have a mechanism to identify such people and create learning champions and build informal learning networks.


In return they should work with the technical de-partments to think of new ways of delivering com-pliance trainings, innovate SOP trainings resulting in enhanced learning.

I would like to share a thought here. It has always surfaced whenever I made a switch from one com-pany to another within pharma and had to go through the drab GMP, GLP, Standard Quality policy trainings. What if all the pharma companies form a learning consortium and build a standard GMP, GLP or a compliance training module and issue certificate to its employees. These certificates will have validity across all pharma organizations and will save time/ cost of imparting such trainings to lateral hires. At the time of hiring companies need to test this knowledge. A far-off thought requiring a dialogue with multiple audit bodies but will defi-nitely save a lot of time and efforts.

Step 3: Measure the ROI differently: After sen-sitizing individuals towards self development and engaging with business heads to own and drive the agenda at departmental/BU level, learning professionals have the last mile to run and that is to influence the leadership. To do this, they have to move beyond the regular metrics (like number of training programs per quarter, training spend per employee, total man days of training per employee etc) to more meaningful metrics. This is easy if the first two are done with sincerity.

Some ways could be: measuring the real time application of technical trainings in proj-ects highlighting cost savings, revenue gen-eration, process improvement, quality im-provement etc. or showcasing the work and benefits if something cannot be implemented im-mediately and not letting the efforts go unnoticed.


“What if all the pharma companies form a learning consortium and build a standard GMP, GLP or a compliance training module and issue certificate to its employees. These certificates will have validity across all pharma organizations and will save time/ cost of imparting such trainings to lateral hires.


Also, using more holistic metrics like employee cat-egory-wise coverage of critical programs including workers (which is a highly neglected area with 60% of employee population sitting in this category and no training beyond SOP or shop floor discipline) or using incremental metrics where apart from the regular initiatives, one new learning experience is incorporated for employees.

In conclusion, I would like to emphasize that phar-ma L&D will show signs of change only when the L&D professionals will not push down age old train-ings to the business and employees from an expert “we know it all” mindset but start acting more like facilitators. They should be able to engender the need for self development, create a conducive en-vironment for learning, partner with business to understand the learning need and design an expe-rience which will ensure maximum learning at the right time. M


Diksha Fouzdar is sea-soned HR professional with keen interest in Organization Design and Development. She has a rich experience of working in the phar-

maceutical sector and likes to write about her observations and experiences, studying the intricacies of organization and people behavior and how they get impacted with change in global practices, technology and new workplace trends.


In the last 3 Issues (October, November and Decem-ber, 2016) of MedicinMan we saw a great deal of what emotions are and how we can apply them in

our communication. Here is the concluding part.

Use of Fear in Emotional Marketing Everyone is fearful of something. Whatever one might be afraid of, without an iota of doubt, fear sells. Brands that effectively evoke feelings related to fear can es-tablish long-term relationships with consumers who believe they won’t be safe unless they keep buying the brand.

Have a look at the ad for hepatitis vaccine below.

All parents want the best for their children. Every ac-tion is done from the loving heart of a mother and father, who want to give their child the best. Vaccine manufacturers have taken advantage of this. The ads for hepatitis vaccines and the campaigns make the parents feel guilty about not getting their child vac-cinated.

EMOTIONAL MARKETING: FROM FEAR TO LOVE AND BELONGING

Vivek Hattangadi

Fear and Love are two of the most powerful of human emotions - here’s how pharma marketing can put them to use

Fear is an emotional reaction to a threat or an im-pending danger. Anxiety and concern create a strong desire to escape the situation. Here are two beautiful ads creating fear, one about tobacco and the other about cholesterol.

Such a marketing message triggers alarm in cus-tomers by arousing the fear center in the brain - the amygdala. Fear induces an emotional trigger that prompts the consumer to feel a ‘need’ rather than a ‘want’ for your product.

Messages of fear don’t have to be negative. On the other hand, creative copywriters can turn the ‘fear message’ on its head and communicate just the opposite message - peace of mind. The emotion of fear is translated into an emotion of security to sat-isfy the psychological desires of the doctor


Vivek Hattangadi | Emotional Marketing: From Fear to Love and Belonging

Brands that have become synonymous with pla-cating consumers’ fears are in an advantageous po-sition for long-term success. The tagline “Put Your Baby’s Safety First” beautifully communicates the lurking danger if a mother does not use Johnson’s Baby products. The message elicits feelings of fear in the mothers’ minds, and she is likely to feel guilty if she doesn’t use Johnson’s Baby products for her child.

Your message should be such that when a doctor actually prescribes your product for the first time, it should turn into a Hallmark moment for the doctor.

Love and Sense of Belonging Wouldn’t you like to be personally addressed, pam-pered and taken care of individually when you are travelling or checking into a hotel? When you talk to someone one-on-one, it always works as long as the message is conveyed clearly.

Here is what Hotel Grand Oberoi did when I stayed with them and had left my laptop on the table. It shows the love and care this hotel has towards its patrons.

The trick for brand managers, is to determine how to make your brand loved by doctors and make them feel that they belong to a very special group. Make your brand into a relationship brand with a strong sense of belonging.



“The trick for brand managers is to determine how to make your brand loved by doctors and make them feel that they belong to a very special group.

Through digital marketing and social media you can create a sense of love and belonging for brands. LinkedIn, Facebook Pages, and Twitter can give doctors ways to talk about your brand and share it with peers and followers. You can also give doctors an opportunity to use social media to share their experiences with the brand and make new experi-ences with each other.

Most human beings want to feel emotions of love and a sense of belonging to a family, team, group, and so on. Developing a sense of belonging to your brand can make doctors emotionally close to your brand.

How do you turn a brand like a cough syrup into a relationship brand with a strong sense of belong-ing? It starts with market research. Identify how your brand can fill gaps in the lives of doctors and patients. Once you evaluate how you can fill gaps related to love and a sense of belonging, you’ll be on your way to building your brand into a powerful relationship brand!

Just be careful - your brand must consistently meet their expectations or the emotional damage cre-ated when the brand fails to meet expectations, could damage your brand in the long-term.

Case StudyCreating a sense of belonging for the anti-cough range of Xenon Pharma#

To create a sense of belonging to Xenon Pharma, with say three brands of cough syrups Cufforex# (For dry cough), Cufforex E# (for productive cough) and Mad-hurex# (a honey based cough syrup), you can create an ‘Exclusive Club’.

You can name it the ‘Cufforex-Madhurex Club’ or ‘The Xenon Exclusive Club’ or ‘Xenon Cough Elimination Club’ – something which sounds good and exclusive in Indian languages. The names might be, local de-pending on the main language of the state.



“Most human beings want to feel emotions of love and a sense of belonging to a family, team, group, and so on. Developing a sense of belonging to your brand can make doctors emotionally close to your brand.

Whatever the name is, it should sound like an exclu-sive club of Xenon Pharma doctors. Treat doctors more like exclusive club members rather than just customers. Then initiate some special activities under the banner of this club.

Numerous research studies show that people like be-ing members of clubs, loyalty schemes and institution because it gives them a sense of belonging, the op-portunity to support their community and have their say.#The names Xenon Pharma, Cufforex, Cufforex E and Madhurex are imaginary.

Says Dr. Peter Noel Murray: “Most people believe that the choices they make result from a rational analysis of available alternatives. In reality, howev-er, emotions greatly influence and, in many cases, even determine our decisions.” 1

Prof. Antonio Damasio argues in his book Descartes Error: “emotion is a necessary ingredient to almost all decisions. When we are confronted with a de-cision, emotions from previous, related experienc-es affix values to the options we are considering. These emotions create preferences which lead to our decision”.2

The conclusion is very simple – “fill the emotional cup of the doctor to the brim”. M



“When we are confronted with a decision, emotions from previous, related experiences affix values to the options we are considering. These emotions create preferences which lead to our decision

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]

References

1. Murray PN (2013). How Emotions Influ-ence What We Buy: The emotional core of consumer decision-making. Psychology Today. Available from https://www.psychol-ogytoday.com/blog/inside-the-consum-er-mind/201302/how-emotions-influence-what-we-buy [Viewed on 7 October 2016]

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

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