MedicinMan

~ FIELD
|

A BroadSpektrum Healthcare Business Medias Corporate Social Responsibility Initiative

TM

FORCE
DE VICES

E XCE L LE N CE
DIAGNOSTICS |

PHARMA
Vol. 1 Issue 3

MEDICAL

SURGICALS
October 2011

www.medicinman.net

Editorial

KAM Career Growth Opportunity for Field Sales People

MedicinMan did an extensive survey to get a pulse of Indian Pharmas understanding and use of KAM. Their collective wisdom can be summed up in the statement The Key to KAM is that it should be built around customers and their business needs. The companys products and services should be aligned with these needs. Key Account Managers will play an increasingly important role in the Indian Pharma business of the future The response prompted MedicinMan to focus on this important topic because in addition to being a strategic tool for Pharma companies, KAM is a great career development opportunity for field sales people who understand and implement this Key Customer focused strategy. The September MedicinMan, carried an article on how MRs and FMs can move to PMT. Not all MRs can move to PMT or become FLMs. But many can acquire the skillset required to become Key Account Managers. In the future there will be a great demand for KAMs and this is an excellent pathway to career progression. Realizing the importance of KAM, MedicinMan will be conducting special programs for MRs and FLMs who aspire to become Key Account Managers (see P. 15).

EDITORS PICK

MR TO MD

INSIDE MEDICINMAN
HOW TO BE AN EFFECTIVE FRONT-LINE MANAGER HITENDRA KANSAL GETTING IT RIGHT WITH KEY ACCOUNTS RICHARD ILSLEY INDUSTRY THOUGHT LEADERS COMMENT ON KAM SHAHRUKH KHAN MANTRA DR. HEMANT MITTAL MUSIC, METRICS AND MANAGEMENT HANNO WOLFRAM 6

11

12

Shiv Bhasins Story and Tips for Young Professionals (P. 8)

13

Career Growth Story

14

INDUSTRY VETERANS JOIN OUR BOARD OF ADVISORS (P. 16)

Manoj Kumar on his Journey from a Reluctant Salesman to a Global Manager (P. 3)

Clear Objectives & Metrics - Key to Success in KAM

A new eyeforpharma (EFP) report suggests
pharma still has not transitioned to new measures that fully reflect the objectives and outcomes of KAM programs. Insight Shared by: about how performance in the field should be defined and measured. The eyeforpharma report Pharma Key Account Management Report 2011-2012 shows that pharma still hasnt shifted to metrics that can accurately track the outcomes of KAM programs. Surveys of the pharma community revealed, for example, that only 14.3% of respondents were routinely using patient metrics. Page 1 Yet understanding patientlevel trends is crucial if companies are to achieve genuine synergy between KAM programs and local health system needs. Just 20% of respondents had metrics implemented to measure changes in contact advocacy ratings, the surveys found, while only 33.3% were tracking changes in usage pathways.
(Cont. on P. 10)

MR Strategy

One consequence of the shift to KAM in pharmaceutical sales and marketing has been to challenge received wisdom

Dr. Shalini Ratan on the Knowledge-Driven MR (P. 4)

MedicinMan

Personal Growth Story

Reluctant Salesman to Global Manager

Becoming a Medical Representative was not my first choice of
career. I became one because I was unable to land another so-called better opportunity. However, I realized soon that I had a flair for sales and enjoyed interacting with Health Care Professionals, stockists, etc. I joined a company which was famous for selling scientifically. Manoj Kumar Marketing Manager, MNC After a rigorous training for one monthmy first time in MumbaiI committed myself to this job. This was also the first time lot of my time with people who wanted to make it big in life. Those were the days where I worked extremely hard, mentally and physically. I worked around the doctors timing, and had a passion to sell the brands of my company. It was tough, catching buses to go from one call to another. I had a passion for ethical sales - sales through science. I would ask my boss to give me challenging institutions, doctors and outstation visits. Pharmaceutical companies also invest a lot on individual development and I made good use and I grabbed it with both my hands. Be it my stint in Sales, Sales Management, Domestic Marketing and now Global Marketing. This change comes with some degree of adjustments needed in our life and life style and one should be prepared to work around that. I have relocated to many cities and even this change has added value to me. My mantra has always been divide the task into small incremental steps, use the team effectively, lead with passion and have fun at work.

I ALWAYS AVOIDED PEOPLE WHO WERE NEGATIVE AND I WOULD SPEND A LOT OF TIME WITH PEOPLE WHO WANTED TO MAKE IT BIG IN LIFE.

that I travelled in an AC compartment of a train. When I joined work, I joined colleagues who were seniors by many years. I got a mixed bag Negative and Positive people. I always avoided people who would concentrate on negatives and I would spend a

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of the same. I would always challenge status quo in my job and would like to add newer dimensions. I felt proud that my work helped patients live longer and better. It is said that opportunity knocks only a few times in our lives. I also got a few

Manoj began his career as an MR with Serdia Pharma. He later moved to Novartis where he worked as an RBM and in the PMT. Currently he is Marketing Manager at an MNC, responsible for Global marketing support of Branded Generics Launches .

Hot on
DAVID EDGE: I would suggest that a key aspect to bear in mind here is that 1 st Line Managers manage Sales People. Whereas 2nd line Managers manage Sales Managers. So the key competencies you are developing with each role are different according to the 1st or 2nd line relationship you have. The 1st line Manager develops the Reps performance to be the best it can be. The 2nd line Manager develops the Managers to be the best people managers they can be. PRABHAKAR SHETTY The hierarchy works fairly well in MNCs where the roles are clearly defined. In desi companies, even the VP is assessed on the basis of the number Dr. Calls and Conversions (if the Owner is a little bit smarter). In many companies training is considered a waste of field working time. The trainer is told to go to the field and convert Doctors !! Visit Indian Pharma Connection (IPC) on Linkedin to view more discussions and connect with like-minded peers.

MedicinMan

Trending Discussion on Indian Pharma Connection*

What is the Role, Function and Operational Difference between FLM and SLM in Pharma?
HARIRAM KRISHNAN: Here is an example from Stephen Covey which could fit in with regard to FLM and SLM. In a jungle, let us take we have a set of people who are busy cutting and clearing the bush. If given the task to slash through the brush and clear a path, these amazing people would wield their machetes valiantly. They would cut through the flora no matter what problems came up to face them. The FLMs are there to ensure that these guys cut through the bush and are kept busy, the blades are sharpened, they are influenced to keep going etc. These managers dont care about the big picture; they just ensure that their people accomplish the task at hand. Meanwhile, the leaders (SLMs) are doing something quite different. Leadership is all about making sure that the direction the solution is going in is the right one for the future. The leaders are up high in the sky surveying the jungle. They are the ones who are willing to say, This is the wrong jungle! Lets move on. A manager (FLM) might respond to the leader (SLM) by saying, But were doing so well! The manager (FLM) doesnt care about the bigger picture. Hell chop whatever jungle is put in front of him. Let us take India. The market is always like a jungle. So many doctors, so many generics, so many calls, so many pharmacies etc. The SLM should always be getting on top of a big ladder and direct the team towards the RIGHT JUNGLE.

Effective Territory Sales Management

Lagging Numbers or Leading Indicators?
There are reams of business insights hidden in the routine sales activity. Unfortunately, these insights often stay there, neither discovered nor acted upon. This inaction can affect bottom line and loss of market share for your brand. Sales Managers should Ask the Right Questions Do you spend your time looking at history, at lagging indicators? Or actively seek leading indicators of what is coming? Do you spend your time asking, why did we lose market share in our key accounts? or Which of our top accounts are at risk and what needs to be done to avoid losing them? Do you ask why have we lost market share in a particular geography? or, What is changing in the marketplace? Do you spend time debating whether its marketing tactics or sales execution that have caused problems in a region or identifying significant new sales opportunities? MD SADIQUE AKHTER
Note: Click on the commenters name to see Linkedin Profile

*Indian Pharma Connection is a leading Pharma Linkedin Group. MedicinMan encourages its readers to actively participate in the online Pharma-sphere to learn and share valuable professional insights. Join MedicinMan on Linkedin here. Page 3

MedicinMan
Patient-Centric Approach in MR Sales Strategy
Well-educated medical representatives are valuable contributors to the broad body of knowledge that impacts healthcare decisions.1 The selling environment in healthcare has become increasingly complex in recent years. Today patients are taking a more proactive role with physicians in determining the best course of therapy. Reasons for this are: easy access to information on the Internet, looking for second opinion, becoming aware of the healthcare costs, mental blocks to various treatment methodologies, less awareness about disease consequences etc. It has been reported that 78% of the patients leave the doctors consultation room without understanding the treatment. Busy physicians are not always prepared to have an effective conversation with patients about managing a treatment. Doctors are comfortable with scientific aspects of drugs and treatment, but have difficulty translating the science into simple yet compelling communication for patients. This leads to poor patient compliance - such as cutting pills in half, skipping doses, failing to refill a prescription, postponing doctor visits, and relying on home remedies or OTC drugs. For example, a doctor is unable to convince a patient to stay on insulin therapy as the patient fears insulin dependence. The result is non-compliance with the prescribed regimen. Thus at present, dialogue between Medical Reps and physicians do not always translate into effective communication between physician and patients. A 2004 International Journal of Medical Marketing article states that compliance could get a significant boost if doctors explained more often and more thoroughly the prescribed medications, their value, how best to manage side effects, and the importance of compliance. Though patient education about the prescribed medication can be given most effectively by the doctor, it should also be supplemented and reinforced by the pharma companies. They need to expand their service to help physicians better engage patients in the appropriate therapeutic option. The traditional mode of communication of the pharmaceutical companies with their client physicians has been to provide them with the clinical and scientific aspects of their products. Now they should also prepare them to have an effective engagement with the patients. This can be done by developing tools which can help in making the patients understand the basics about
1CMR

Dr. Shalini Ratan Founder, Nirvan Life Sciences

5 POINTERS FOR A K NO W LE D G E -B A S E D APPROACH: 1. DEVELOP A SCIENTIFICALLY FOCUSED FORCE. FIELD

2. TRAIN

THE SALES FORCE ON PHYSICIAN & PATIENT PSYCHOLOGY AND BEHAVIOR.

3.

PATIENT EDUCATION TOOLS TO BE USED BY PHYSICIANS.

DEVELOP

4. EDUCATE PHYSICIANS ON PATIENT RELATIONSHIP WITH EASYTO UNDERSTAND COMMUNICATION THROUGH SEMINARS, WORKSHOPS AND OTHER TOOLS. 5..REGULAR NEWSLETTER FOR FIELD FORCE KNOWLEDGE AND MOTIENHANCEMENT AND MOTIVATION. VATION CEMENT.

the medications they are taking, the implications of the dosing schedule, common medication errors, common drug interactions, dos and donts of the prescription, understanding prescribing information etc. The message should be meaningful, compelling, and motivate patients to adhere to the prescribed regimen. MRs can be a key link between healthcare companies, medical professionals and patients. They can be a more valuable resource for physicians if they move the conversation beyond medical and clinical aspects. This can even be from latest news updates to giving tips to help them build their patient pool and practice. Knowledge driven MRs with patient-centric approach can become a trusted consultant to the physician and have positive impact on patient outcomes. Further, knowledgeable MRs will increase their value to the doctors allowing them to increase their number of calls and spend quality time with doctors. This Pull approach of ensuring that the patient takes the prescribed dosage and experiences better outcomes will lead to an increased uptake of medicines and sustainable higher sales growth.
REF: Patient compliance viewpoint adapted from a whitepaper by a USA based Marketing firm.

Contact Dr. Shalini Ratan ratanshalini10@gmail.com Page 4

Institute for Medical Representatives Education

3 FACTORS IMPACT MR DOCTOR INTERACTION IN THE CURRENT MARKET SCENARIO

1. SCARCITY OF ATTENTION ! 2. SCARCITY OF TIME ! 3. SCARCITY OF INTEREST !
ENHANCING PHARMA-DOCTOR-PATIENT ENGAGEMENT

Medical RepDoctor interaction should address these 3 scarcities to be effective. Promedik Algorithms are based on current research and simplifies diagnosis and treatment.

Promedik Algorithms are very effective in engaging the doctors attention in the shortest possible time by conveying clinically relevant scientific research. Promedik Algorithms also
make the task of a Medical Rep easier and interesting by giving him a clear picture of the disease management sequence and where his product fits in. Promedik Algorithms enhance the MR-Dr. interaction and takes it from the level of mere product detailing to the delivery of actionable research based Rx information.

EVIDENCE-BASED MEDICAL ALGORITHMS CUSTOMIZED TO YOUR SCIENTIFIC COMMUNICATION NEEDS

AM [S
To find out more call: Dr. Vishal Bansal : +91 97172 18558 Rahul Mishra : +91 96118 76767

E] PL
MedicinMan Creatives featured in:

MedicinMan

Career Growth Focus

How to be an Effective Front-line Manager

An
outstanding Medical Rep does not necessarily become a successful First Line Manager, while an average Medical Rep can become a successful First Line Manager (FLM). This paradox sounds ridiculous but true because as Medical Rep you are responsible for your own work and success whereas as FLM you will have to get the job done by your team members, that too willingly. Some very important skills a Medical Rep should develop to become a successful FLM are: Communication Skills: Selling is basically a profession of communication and as FLM your first customer is your team member with whom you will be communicating on a regular basis. The most important aspect of communication is what to say, how to say and where to say. While speaking, your verbal communication must match your body language. People are intelligent, and if there is a mismatch between your verbal communication and body language, people will not trust you. Product Knowledge: As FLM you are the FIRST TEACHER to your Medical Reps. While working with you, Medical Reps will seek value addition from you; be it improvement of their knowledge or in-clinic effectiveness. Problem Solving: Your MRs will come to you first whenever they have problems. As a leader and teacher, ask them to come up with two-three alternate solutions. Sit and discuss all the options and ask them to logically select the best one. This will give them a sense of belonging and will enhance their thinking power. Listening: As a marketing professional you should be a very good listener and your colleagues will often like to share their views with you. A patient listening will make them feel important. The day they discuss even their personal problems with you, you have built rapport with them and established your leadership. Objective: Your objectives should be clear to you as a FLM; accordingly you will be able to tell and sell it to your team members. At the same time you must show the path to ACHIEVE the objective. Man Management: This is the prime responsibility of any FLM. You cannot manage people but you must lead them so that even in your absence, your team members achieve what they are expected to, that too willingly. Every individual is different, you cant measure team members with one parameter. As a First Line Manager you represent the company to them, a teacher, a friend an elder brother and much more. The Pharmaceutical Industry is a very rewarding industry. I started my career in 1989 as Medical Rep and before starting my placement consultancy in 2008, I was overall in charge of sales operations. First Line Manager is the first step to directly lead a group of people (5-7 team members) and is an on going process. Learning happens every day. Nobody is perfect. Practice makes man more intelligent. Never ever be afraid of failure because failure is not when you fall down but is when you do not get up again. Plan your career to become a successful First Line Manager and start working on it.
Hitendra began his career as an MR and rose to the position of Manager SalesOverall incharge of Sales Operation. He has worked at Sun Pharma, Intas, Wallace and Organic India. He is MD at Jag Kamal Placements. Write to him at: profile.pharma@gmail.com

Hitendra Kansal

YOU CANT MANAGE PEOPLE BUT YOU MUST LEAD THEM; SO THAT EVEN IN YOUR ABSENCE, YOUR TEAM MEMBERS ACHIEVE WHAT THEY ARE EXPECTED TO.

Page 6

MedicinMan

Career Development Resources for Medical Reps and Front-line Managers

SuperVision for the SuperWiser Manager is a must for front-line managers of every pharma company. It is tailor-made to transform Medical Reps to leadership positions.
Akshya Mahapatra, HeadSales and Marketing, Glenmark Pharmaceuticals

Rs. 599/-

Discount on bulk purchase for

SuperVision for the SuperWiser Front-line Manager and HardKnocks for the GreenHorn

Rs. 799/-

starting at 10 copies and range from 30% to 45% off retail price based on quantity.
To place your orders or make an inquiry: anupsoans@medicinman.net +91 934 2232 949 +91 855 3030 949 To find out more about the programs email: anupsoans@medicinman.net

If you are willing to read HardKnocks for the GreenHorn, it means you are willing to do whatever it takes to build your career. - K. Hariram, Managing Director, Galderma

Logos used are the property of the respective companies

MedicinMan

Featured Thought Leader

Shiv Bhasin: Medical Rep to Managing Director

I wanted to become a doctor but family circumstances did not allow me to;
hence I completed my graduation in science. Somewhere in my final year I became aware of the Pharma Sales Professional and used to watch medical reps in doctors clinics and in the market as the smart guys wearing a necktie. I got selected with Ethnor for Bhopal headquarters. The company training was very helpful to understand the job and its requirements. The initial field induction with senior colleagues and my Area Manager took off my fright and gave me confidence. It was good going for a year and then I was offered a job with Burroughs Wellcome, a bigger MNC with better salary in the same place (Bhopal). I joined Burroughs during a very exciting period when their antibacterial SEPTRAN was launched. Another three years passed by in perfecting my skills and achieving successes. I picked up a

Shiv Bhasin

THE PROUD MOMENT OF MY BECOMING AN AREA MANAGER CAME AFTER 7 YEARS. I BECAME THE YOUNGEST PERSON IN BURROUGHS WELLCOME AND THE CITY OF BHOPAL TO BECOME AN ASM.

good habit of reading business magazines and management books. By now, I had spent four years and the feeling of personal growth became very prominent. I started focusing on self development, giving feedback to marketing and participating meaningfully in company meetings. Luckily, a change in Area Manager and good relations with the Zone Manager helped me to get proper direction. The proud moment of my becoming an Area Manager came after 7 years. I became the youngest person in Burroughs Wellcome and the city of Bhopal to become an ASM. I moved to Baroda, Ahmedabad and Jaipur, learning and enjoying the job of a manager. I learnt that people skills are

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very important to build a strong team. The team observes you closely to see whether you can command, solve their problems and give them direction. In 1988, I was promoted as Overall-InCharge and given the charge of Gujarat state. After a good performance, the promotion as Zone Sales Manager came at Indore headquarters, my hometown, with M.P. and Maharashtra as my area. This position exposed to me to the nuances of managing a large geographic area and a big field team. One learns the art of problem-solving as a number of difficult situations are referred to you. The focus shifts to managing your Area Managers and coaching them to produce the desired performance.

Featured Thought Leader

It takes some time and experience to understand and practice the art of Coaching. Changes were again in the offing as I was transferred to Bombay as in-charge of Maharashtra. This brought me closer to head office colleagues and senior managers. I started taking interest in Marketing and would provide feedback to the marketing team and often discuss strategies with them. My pursuit for growth and development took a new turn when I enrolled for a diploma in Business Management in Narsee Monjee Institute ( NMIMS ). I now started getting a sense of other management functions like HR, Finance, Distribution and Production giving me a clear idea of how the overall business is run. I was progressing well, got noticed by senior managers and was tipped to be one of the contenders for Sales Managers job. Then, a bombshell came by way of Glaxo acquiring BW. The process of change management started with our senior executives leaving and Glaxo executives filling the positions. A Glaxo person was appointed as Sales Manager, dashing my hopes of immediate growth. I left, joining IPCA as their Sales Manager where I learnt to handle large sales teams and a big portfolio of products. I worked there for three years.

MedicinMan

Shiv Bhasin: Medical Rep to Managing Director

al Sales, looking after India business and developing Bangladesh and Myanmar. I took a lot of help from Training which helped to change mindset of people and upgrade their skills to meet the new challenge. Coaching my managers to lead their teams to an overall success led to a faster growth of the company over the years. Finally, my contributions were recognized and I was offered the coveted position of General Manager (Managing Director) at Solvay Pharma Indonesia based at Jakarta. You enjoy it more when you are the first Indian to make it to the top of the company. I returned back after three years, with a treasure of experience in heading an organization and international exposure. Shiv Bhasin began his career as a Medical Rep and rose to the position of Managing Director based in Jakarta, Indonesia. Send Your Feedback to: skb_48@hotmail.com

I started taking interest in Marketing and would provide feedback to the marketing team and often discuss strategies with them.
In 1999, I joined Duphar Interferan as their General Manager Sales. My assignment was to transform the company from general selling to a specialty driven company to promote the global products of Solvay. This was a challenging assignment wherein Solvay India was built up from very small beginnings to a respectable midsized company with its key brands occupying leadership positions in their therapeutic segments. In 2005, I was promoted as Vice President Domestic and Internation-

Shiv Bhasin

WHAT HAS CONSTANTLY DRIVEN ME ON THE PATH OF SUCCESS IS: STRONG AMBITION TO GROW ACHIEVEMENT ORIENTATION DEVELOPING AND UPGRADING MY SKILLS PEOPLE MANA G E M E N T SKILLS TO BUILD A TEAM COACHING SKILLS
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MedicinMan

Clear Objectives & Metrics - the Key to Success in KAM

INSIGHT SHARED BY
(Cont. from P. 1)

www.eyeforpharma.com

The Pharma Key Account Management Report 20112012 is based on more than 50 interviews with KAM executives. These include 24 in-depth interviews with senior pharmaceutical executives and stakeholders as well as surveys of the pharma community involving 956 and 100 respondents respectively.

A KEY
ACCOUNT MAY BE LESS ABOUT IMMEDIATE SALES GAINS THAN BUILDING A MUTUALLY BENEFICIAL RELATIONSHIP IN WHICH A PACKAGE OF PRODUCTS AND SERVICES IS USED TO ACHIEVE LONG

METRICS NEEDED
There was general consensus among respondents that metrics are needed to support six key performance areas in KAM programs: valid direction of objectives and actions in account plans; quality of engagement with customers; sales progress; tactics that work; value delivered from a customer perspective; and results of mutual objectives. Ultimately, though, a companys ability to measure performance outcomes according to more complex KAM criteria will depend on having the right attitude and aims going in. It doesnt matter who or what you are, or what you have on your business card, comments James Bailey, UK regional business manager for Astellas. If you have a clear sense of purpose and clear reason for being there, which you communicate, you will get further. The Pharma KAM Report 2011-2012 identifies a

number of hurdles to measuring KAM value, both practical and technical. They start with instilling attitudinal change company-wide and from the top down. That can be particularly challenging where senior management have been brought up on a culture of calls per day. We are still of the belief that we need a nod and a handshake to get sales, until proved otherwise, comments Lars Werner, Leo Pharmas BU director, dermatology, Denmark and Sweden. As many as 71.4% of survey respondents said their companies continued to set, measure and report on call rates, while 28.6% measured call rates but generally used the data only when a sales issue arose.

FLEXIBLE TIMELINES
KAM measures also need to be flexible about timelines for program/product uptake or return on investment. This may be a function of different priorities in local health economies, how mature the product is, or brand objectives, such as wanting to get a compliance program properly bedded in before driving sales. The difficulty with KAM is not predicting the outcomefor example, setting the objectivethe difficulty is setting when, com-

-TERM HEALTH
OUTCOMES

Page 10

ments Lee Gittings, commercial effectiveness manager at Pfizer in the UK. KAM is a more nuanced approach to customers than traditional share-ofvoice platforms, with their emphasis on trumping the competition through sheer weight of numbers. A key account may be less about immediate sales gains than building a mutually beneficial relationship in which a package of products and services is used to achieve long-term health outcomes tailored to a local health economy or particular disease area. KAM measurements must therefore be able to capture performance across a wide range of parameters, consistent with the multiple strategic aims involved in selecting and targeting key customers. Among those highlighted in the report are long-term health outcomes; key milestones in account plans; value parameters, such as levels of patient education; patient-management objectives, such as drug adherence; customer, insight, engagement and satisfaction; and comparisons among accounts. For exclusive business insight into and analysis of KAM, download eyeforpharma's Pharma Key Account Management Report 2011-2012. Special Thanks to Jon Gwillim and Victoria Stinson of eyeforpharma

MedicinMan

Getting it Right with Key Accounts

Richard Ilsley Clears the Air about KAM in this Executive Briefing Paper

A survey of senior managers from manufacturers, retailers and distributors in Europe and North America in 2009/10 considered their relationships with their major suppliers. Only around 15% of suppliers and their Key Account Managers seem to be getting it right. Yet around 65% of senior managers from those same or similar suppliers claim they are in the top 25% of best practice! Most suppliers equate Key Account Management with selling to big customers and a two-day training course. Most suppliers are getting it wrong. How are we getting it wrong? The most common errors observed are: Failure to identify the few critical success factors in other words what must we get right with this Key Account? Failure to define specifically what value means for the Key Account and therefore incurring cost without any return. Failure to measure the true profitability of the Key Account - and consequently taking poor decisions. Failure to adapt to the Key Account that requires a regional or global management approach.

Failure to engage senior managers from across the business in Key Account strategic planning by assuming that Key Account Management means selling to big customers. Failure to understand how the Key Account takes decisions, its strategic plans and needs, how it measures its suppliers and to engage at the highest level.

What does it all come down to? You have to recognise that getting it right with your Key Accounts is fundamental to the long term success of your company.

What do we have to do to get it right?

Richard Ilsley, UK 6. Selecting very high calibre individuals as Key Account Managers. 7. A never ending drive to add real measurable value . 8. A ruthless focus on cost reduction. 9. A short set of simple common measures of success (key performance indicators). 10.Clearly defined roles, responsibilities and incentives coupled to simple and accepted processes, tools and skills. 11. Enhanced knowledge and understanding (as opposed to collecting and storing data). 12. Short simple actionable key account plans supported by regular formal performance reporting. Companies that do this achieve better returns than companies that do not. This article is a summary. Read
the full text here.

Key Account Management

Failure to create simple effective Key Account growth plans that are endorsed by the Key Account itself. Risks of getting it wrong: Key Accounts, by definition, are the most important customers of the company. If you fail with your Key Accounts you fail. Companies that fail to address their Key Account strategy properly find that: - they are increasingly reliant upon price as the primary lever - they incur costs that deliver little or no value - they achieve a lower margin - they struggle to implement their growth initiatives

FOCUS FEATURE
The demands of effective key account management in the 21st Century are: 1. A clear simple key account strategy driven by the corporate strategy. 2. A clear competitive strategy that defines exactly where the growth is coming from and why; along with clarity about how value is added to the Key Account. 3. Serious attention from the most senior managers across all disciplines. 4. A multi-disciplinary team approach and not one Key Account Manager working in isolation. 5. Recognition that KAM means so much more than selling.

Richard Ilsley is Partner at Sales & Marketing Consulting Group (SMCG). E: richard.ilsley@smcg.net Page 11

MedicinMan

THOUGHT LEADERS
Our Editor, Anup Soans asked Linkedin Leaders to share their insights on KAM
I have worked extensively in the Pharma sector on KAM implementation for the last 10 years and there are some specific challenges in introducing KAM within this sector. Firstly to the positives, as Olivier has noted, the Pharma industry really do understand influencers and complex sales environments. Also, it is an industry that invests signifSandra Du Cross icantly in training and seeks to take a lead. By and large the account managers are very well educated, often with science degrees, and so have no problems grasping the ideas and thinking. Olivier Riviere In today's economy the concept of KAM can/must be modernized and extended to situations where a vendor decides to engage in a proactive way with carefully selected targets. Sticking to the classic definition might be adequate for some companies or sectors where resources can and should be focused on a few opportunities at hand. However, using this more aggressive definition of KAM can help many companies define and execute very valid growth strategies. This of course requires a very realistic and controlled approach but I believe that the future belongs to companies able to use this modernized approach.
E: olivier.riviere @atoem-consulting.com

The real challenge is that the ideas and thinking of KAM do not fit very neatly into this sector. KAM exists around the assumption that Seller selects Buyers with whom they have a common/shared strategic goal. The Seller will then apply the appropriate resources to servicing that account such that both parties benefit. This model is easy to understand in the world of FMCG where the 2 parties maybe Wal-Mart and Proctor and Gamble. We saw in a recently posted example from Richard Ilsley how these companies had worked together to their mutual benefit. In the Pharma sector however, it can be a real challenge to find a common strategic goal - put crudely, Pharma companies want to make a profit from the often excellent products they have developed and the purchasers of healthcare want to reduce costs. This fundamental difference in overall goal leads to a lack of openness and trust and as such any replication of the FMCG model is difficult if not impossible. Does this mean Pharma companies should not employ KAM? Well no, not at all, but what they must do is be realistic with what can be achieved. There are some excellent KAM tools which can be selected for the world of Pharma - but selection is the key. We need to take what works well and adds value and disregard what adds complication and no value. There has been a great deal of time, money and energy expended on tryE: sandra@handsassociates.com ing to bang a square peg into a round hole! KAM is business of patience. It requires more time to understand system, know key people, develop confidence with key people. KAM is unconventional selling. Unfortunately not enough guidance is provided to these people and in absence of results as expected within time frame fatigue Nitin Nigam settles in fast. This business require a very mature management.

I've seen companies use KAM as a title vs. a process. The KAMer is the one who should lead the team in the KAM framework, but the process and roles during each stage of the buying cycle needs to be well defined. Additionally, the process needs to be flexible enough to allow the person who has the greatest credibility and relationship with the client to lead the selling effort. This is not saying they lead the team, but lead the conDavid Kirsch tact and relationship with the client. If you have someone who has the ability to develop a trusted advisor relationship with the client, take advantage of it regardless of their role in your company. E: djk1216@comcast.net Page 12

The Shahrukh Khan Mantra

And we don't want them leaving our company before a year or two at least. So please do something!!" How many times have you quit before giving it a 1000 thoughts??? One amazing thing about freshers is that they are loaded with energy. A fresher is the embodiment of youth. They put everything into work because they feel they can change the system and also have the need to impress everyone with their ability. A fresher is also a great learner. They understand the system and when time comes, might decide to make a quick move towards a higher plane. My job was to channelize this energy and youthfulness. Give it a direction. Of the 3hr workshop I had with them, one part was to help them find a real life example of positive energy channelization and success. I couldn't think of any better example that the Hindi film actor Shahrukh Khan. It's known that Shahrukh Khan has made it to the top the tough way. While preparing this module, I stumbled upon a write up on Shahrukh Khan. There was a quote on his struggle. Shahrukh Khan - "I slept on a bench for a week and borrowed Rs.20/. everyday from a friend to travel to film city" Then I thought, In that one week he might have thought of quitting at least a 1,000 times... Then again I analyzed the statement and I realized: in that moment, when he was sleeping on a bench, what must be going through is mind? Only if you have the virtues of perseverance, patience and positivity that you can fight those moments of despair. It's so important to understand only 2% of people are happy with their jobs... the rest fight stress, sadness and worries about the future every single day. In such a scenario its important to understand you cannot be positive all the time and every single ounce of negativity is taking you closer to your goal.. Remember: Every successful man has thought of quitting at least once. Every successful man has lost his patience more than once. Every successful man has failed more than once. Every successful man has encountered more negative thoughts than positive ones If there is so much negatives, how could they succeed? Because they persevered with a goal in mind, saw every failure as an opportunity to fight back and focused on achieving their goals at all costs.

Dr. Hemant ki Ek Soch

MedicinMan

Dr. Hemant Mittal MBBS, PG.DPM, MD

I was recently asked by a company to conduct a "Motivational" talk for some of their fresher Employees.
Like in most such cases, the HR (human resource) department was very clear with their requirements. I still remember the HR guy calling me a few days before and saying, "Well Doc, we pride in being one of the very few Multinational companies that like to employ freshers. While the market standard requires 1-2yrs of experience, we believe in harnessing and cultivating talent from the beginning. As you will understand, we require them to be completely motivated to face the challenges ahead and build a long term relationship with us". To simplify what he meant - "We hire freshers because they come cheap. We want them to work as much as we demand them to.

IT IS KNOWN
THAT SHAHRUKH KHAN HAS MADE IT TO THE TOP THE HARD WAY SLEEPING ON A BENCH FOR A WEEK AND BORROWING RS. 20 FROM A FRIEND TO TRAVEL TO FILM CITY
Dr. Hemant is a well-known Behavioral, Emotional and Sexual Health Consultant. He is the Owner of Mind Mantra Wellness Concepts and a Leading Blogger at:
www.themindpath.blogspot.com

E: eksoch@gmail.com Page 13

MedicinMan

Music, Metrics and Management

How Managers Must Make Sense of Data and Transform it to Actionable Knowledge

Not only in music is the harmony of triads an important element of style, it is important in improving our
well-being and good feelings as well. We find such triads in management studies and in our daily lives. One of these triads is related to figures that are regularly used to measure results or dedication. William Hewlett once said: You only can manage what you measure, and what you measure gets done! Many of the KPIs used in our companies follow this sentence, at least the first half of it. An absolute prerequisite for measuring and therefore management, are numbers. If many of them are collected in a table or spreadsheet, Microsoft has told us that these are called data. To alter data into infor-

mation, data need to be displayed graphically. For the mostly optical people it appears to be easy to extract or make them understand a specific and clear informational message derived from these data. A companys product strategy can easily be displayed and supported with such information. Acknowledging that the details of a growth strategy vary significantly from others, the creation of information from data can well be a challenge. Questions like: Does this information mirror our strategic objectives? or Will this information point to the right strategic direction? should be a mandatory part if you want to achieve and support a coherent and consistent strategy. The third tone of the triad becoming ever more important reflects the question How can I create knowledge out of this

information for me or my company? They say we are living in the era of knowledge today. But where is the knowledge of my company? Does it make sense if knowledge is stored in the heads of a few or should it be made available for many? How can knowledge being in the heads of a few be made accessible to others in the same organization? At the end the question is left how we handle our individual knowledge or how we can transfer all this information into knowledge accessible by all concerned. The n e c e s sa r y preconditions, some call that IT-systems, are available, allowing us to intone the valuable and value adding triad of transforming data into information and at the end create accessible knowledge. Pitifully this triad only can rarely be enjoyed.

Hanno Wolfram, Germany

Lots of Data
Information
Knowled ge

Action !
QUESTIONS LIKE DOES THIS INFORMATION MIRROR OUR STRATEGIC OBJECTIVES? OR WILL THIS INFORMATION POINT TO THE RIGHT STRATEGIC DIRECTION? SHOULD BE A MANDATORY PART IF YOU WANT TO ACHIEVE AND SUPPORT A COHERENT AND CONSISTENT STRATEGY.
Page 14

Question: Being a medical representative, which of the 5 territories below would you chose to work in and why? Hanno Wolfram is Managing Director at Innov8 GmbH and Co-Founder at Pharmainstitut with over 30 years of experience in the German and International Health Markets. Contact him at : hanno@innov8.de

MedicinMan
ANNOUNCING

ACADEMY

for Pharma Professionals by Top Industry Professionals as Faculty

Professional Development Workshops

Based on MedicinMans extensive interaction with senior industry professionals to understand issues relating to the Healthcare Field Force, the following workshops are planned to address the Learning and Development needs of healthcare industry professionals. 1. A Workshop on Creative and Strategic Excellence in Product Management 2. A Workshop on the Role of Front-line Managers in Sales Force Effectiveness 3. A Workshop on Key Account Management in Pharma 4. A Train the Trainer Workshop Reframing Pharmaceutical Field Sales Training 5. A 3 month Certificate Program in Healthcare Communications (part-time, weekends) for Medical Reps and Front-line Managers These programs are targeted at enhancing the career prospects of Field Sales People as well as producing better Product Managers, Training Managers and overall excellence among professionals connected with Pharma Sales and Marketing. For more information on attending the workshops, sponsoring participants or partnering with MedicinMan Academy, contact: Arvind Nair: E: arvindnair@medicinman.net M: +91 987 0201 422 Anup Soans: E: anupsoans@medicinman.net M: +91 934 2232 949

www.medicinman.net

EXECUTIVE TEAM
EDITOR Anup Soans EXECUTIVE EDITOR Joshua Soans COO Arvind Nair ADVISORY BOARD Prof. Vivek Hattangadi Jolly Mathews EDITORIAL BOARD Shashin Bodawala Salil Kallianpur Dr. Shalini Ratan Prabhakar Shetty

ADVISORS

MEDICINMAN INDUCTS VETERANS AND YOUNG BLOOD

Prof. Vivek Hattangadi began as a Medical Rep. He has the rare distinction of working at all levels in sales and brand management from Medical Rep to Head of Sales and Marketing in leading companies. He has developed the curriculum for MBA in pharma sales & brand management of Vidyasagar University. Prof. Hattangadi joins our Board of Advisors J o l l y Mathews is a Learning and Development veteran in the true sense of the word. Till recently Senior Manager, Training at Novartis India Limited, He has a total work experience of 38 years in Frontline Sales, Field Force Management and HR. As a Leadership Trainer in Novartis, he has trained managers in various parts of the world. Jolly Mathews joins our Board of Advisors Amit Shekhar is a passionate and highly committed learning and development professional. Amit has risen from ranks from Business officer (MR) to Area Business Manager to Manager Training in the 5th largest Pharma Company of India, Cadila Healthcare Ltd. Amit is founder of LinkedIns influential Pharma Trainer's Forum. Amit Shekhar joins MedicinMan as Training Consultant

To receive the latest WHAT THE PHARMA CEO WANTS FROM THE BRAND MANAGER issue of MedicinMan A New Book by Prof. Vivek Hattangadi every month in your Brand management gurus say the role of the CEO is tied inexmailbox, visit tricably to the brand. They further opine that the most powerful www.medicinman.net person in the organization i.e. the CEO should be the brand custodian. However this is easier said than done. Therefore, in this and enter your email milieu, the brand manager in the Indian pharmaceutical market ID in the Subscribe to (IPM) has a key role to play. Although the brand managers have MedicinMan widget been given various nomenclatures Product Manager, Therapy Manager, Product Sales Manager and a few years below the latest back they were also called as Sales Promotion Manager, the issue. most appropriate one is Brand Manager.
Send your queries, comments and feedback to: E:
anupsoans@medicinman.net

M:
+91 934 2232 949

E:
arvindnair@medicinman.net

M:
+91 987 020 1422

What exactly is the role of a brand manager? How does he build a brand? What are the characteristics of an effective brand manager in the pharma industry? And most importantly, what does the custodian of the brand - the CEO - want from the brand manager? How can the brand manager fulfill the CEOs Send enquiries to: expectations? What are his worries? vivekhattangadi@yahoo.co.in 'WHAT THE PHARMA CEO WANTS FROM THE BRAND MANAGER' answers all your questions on this important topic. Although the book is intended for those who have been recently initiated into pharma brand management, many pharma industry leaders recommend this book even for the practicing brand managers who desire to revisit the basics. "What the Pharma CEO Wants from the Brand Manager is a must read for new entrants in product management and even useful for all those who wish to revisit the basics of pharmaceutical marketing. Chapters/Sections on self analysis, forecasting and brand plan are good. These can make every brand manager introspect/revisit on his current work." Satish Dandekar, Sr. Vice President, Ipca Laboratories Ltd.
Published and Printed for MedicinMan by Joshua Soans at 22 North Road, Cooke Town, Bangalore84