How Sun Pharma's Dilip Shanghvi Built an Indian Pharma Giant

MEDICINMANField Force Excellence
TM
May 2014 | www.medicinman.net
pharmamarketing
and its significance for
Attention
Economy!
In an era of infor-
mation overload,
there is pressure on
not just the time but
the ATTENTION of
customers. Nowhere
is this more evident
than in Indian Phar-
ma where hundreds
of branded generics
vie for the attention
of doctors.
W
hen I began my sales career with Eureka
Forbes in the 80s in Mumbai, (in the 80s it
was called“Bombay”!) the first lesson that
was drilled into us was the AIDA (Attention, Interest,
Desire, Action) model of selling. And AIDA began with
the salesperson – his Attire, Appearance, Attitude and
Abilities – the four aces of successful selling. I have used
the AIDA model - with some variations - quite effectively
in pharma and devices sales. It helps to have a model,
even though, given the challenges of time, it may not
always be possible to implement all the steps in every
call. Nevertheless a roadmap is needed to avoid getting
lost in the hustle and bustle of hectic field work.
Most pharma companies, especially MNCs, have a
rigorous model of SFE, which they believe will ensure
call effectiveness. It just might, but the question is – in
what percentage of the daily calls? One would be lucky
if 50% of daily calls are effective by SFE standards. This is
especially so in the Attention Economy.
Herbert A. Simon was perhaps the first person to
articulate the concept of attention economics when he
wrote:
“In an information-rich world, the wealth of information
means a dearth of something else: a scarcity of whatever
it is that information consumes. What information
consumes is rather obvious: it consumes the attention of its
recipients. Hence a wealth of information creates a poverty
of attention”.
Simply put, Attention Economics says that,“in an era of
information overload, there is pressure on not just the
time but the ATTENTION of customers.”Nowhere is this
more evident than in Indian Pharma where hundreds of
branded generics vie for the attention of doctors.
Still, pharma marketing managers are blindly investing
scarce resources by throwing more information at an
attention scarce audience. I have said as far back as
2006 in my book HardKnocks for the GreenHorn that
the printed visual aid deserves to be a museum relic,
instead of an in-clinic communication medium. Pharma
marketing managers seem to have attention deficit and
fail to respond to the changing world around them.
Editorial
Since 2011
“
”

Anup Soans | Editorial: Attention Economy and it Significance for Pharma Marketing
Richie Etwaru, VP, Clouding & Digital Innovation at
Cegedim, says:
“Consumers want marketing and advertising to be more
personal, engaging and meaningful. Telling them about
your product is boring, and no longer a viable mechanism
to engage with customers.”
Here are some key learnings from Richie Etwaru’s article,
“Nine things marketing managers should consider when
desiring to engage consumers who no longer want to give
their attention to boring and scripted product descriptions”:
1. Messaging — Winning brands have strong narratives
that catch the attention of customers.
2. Media — We’re a visual culture. Use powerful images
that evoke emotions, attract attention and engage
customers.
3. Measured—Strive to quantify your effectiveness.
Otherwise, you’re at risk of appearing out of touch with
consumers that are increasingly less forgiving.
4. Medium—Be ubiquitous across all devices—achieve
omni-channel over multi-channel. By being ever-present,
ever-visible, you have an opportunity to generate
incredible emotional equity with consumers.
5. Many—Accept that people are more influenced by
others (read, KOLs) than brands. It’s a secondary influence
marketplace. You now need to capture your audience’s
audience. (Se e MedicinMan’s“How to Cultivate KOLs and
Grow Your Business )
6. Minutes— Be consistently visible to capture consumers
with microscopic attention spans.
7. Multi-directional—Touch points are everywhere, and
in every direction. Listen to and understand the diverse
ecosystems where consumers are letting their voices be
heard.
8. Meaningful—Intelligence is being democratized.
Consumers don’t read ads, they’re reading for brain food. If
your message isn’t contextual and focused on proliferating
valuable information, it will fall flat.
9. Movement—Join one. No brand is an island. All of
today’s market leaders are a part of a movement—
whether it’s about celebrating the human spirit or
educating someone—it centers on something good that
you just happen to be a part of.
Even if pharma marketing managers are able to
incorporate some of the above points into their marketing
efforts, they will not only engage better with customers,
more importantly, they will create a better equipped and
fully engaged field force. -AS
2 | MedicinMan May 2014
References:
1.“Marketing in the Modern Attention Economy: 9
“M-Words”Modern CMOs Should Consider by Richie Etwaru;
http://bit.ly/1gSOoDO
Connect with Anup Soans on LinkedIn | Facebook | Twitter
Anup Soans is an Author, Facilitator and the
Editor of MedicinMan.
Write in to him: anupsoans@medicinman.net
Meet the Editor
Richie Etwaru, VP, Clouding & Digital
Innovation at Cegedim, says:
“Consumers want marketing
and advertising to be more
personal, engaging and
meaningful. Telling them about
your product is boring, and no
longer a viable mechanism to
engage with customers.”

*INR 800/- for 1 copy of both the books inclusive of Speed Post charges.
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HardKnocks for the GreenHorn
and SuperVision for the
SuperWiser Front-line Manager
are best-selling books that have
been widely used to develop
and motivate front-line pharma
professionals.
Written by industry veteran Anup
Soans, these books will give you
the Knowledge, Attitude, Skills
and Habits (KA$H) to succeed in
you role as a Medical Rep or Front-
line Manager.

1. Sun Rise for Indian Pharma................................5
Sun Pharma’s meteoric rise on the global stage and
the man who made it happen.
Prof. Vivek Hattangadi
2. Mergers Fail More Often than Marriages.......10
Mergers, like marriages, have a lot of potential for
going bad unless both parties make a concerted
effort to allay the other’s fears.
Chandan Kumar
3. Dermato-Cosmetology Gets a Face-lift..........15
A once-neglected specialty is now in great demand
thanks to advances in technology and treatments.
K. Hariram
4. Sound out on Social Media!.............................18
Voice your opinion on matters concerning your
career and profession on Facebook, Twitter and
LinkedIn.
Special Feature
5. Has Pharma Marketing Forgotten the Patient?
.................................................................................19
Pharma marketeers will only deliver real value
when the patient is at the center of every
promotional effort and decision.
Salil Kallianpur
6. Difference between OTC & Prescription
Marketing...............................................................23
A Knowledge for the Medical Rep Series
Kumud Kandpal
MedicinMan Volume 4 Issue 5 | May 2014
Editor and Publisher
Anup Soans
CEO
Chhaya Sankath
COO
Arvind Nair
Chief Mentor
K. Hariram
Advisory Board
Prof. Vivek Hattangadi; Jolly Mathews
Editorial Board
Salil Kallianpur; Dr. Shalini Ratan; Shashin
Bodawala; Prabhakar Shetty; Vardarajan S;
Dr. Mandar Kubal; Dr. Surinder Kumar
International Editorial Board
Hanno Wolfram; Renie McClay
Executive Editor
Joshua Soans
MedicinMan Academy:
Prof. Vivek Hattangadi, Dean, Professional Skills
Development
Letters to the Editor: anupsoans@medicinman.net
CONTENTS (Click to navigate)

A
s a Carter Wallace man, I took great pride in
promoting the sensational antidepressant,
Sensival (Nortriptyline from Carter Wallace).
Till 1986 no other company produced this molecule, till
one day I spotted somewhere a product called Primox
from a company called Sun Pharma. I was intrigued.
Who would‘dare’introduce such an exclusive product
of Carter Wallace? Very soon, I saw an advertisement
from Sun Pharma for the position of Product Manager. I
applied, not with the intention of joining the company,
but to meet the person who introduced a product to
compete with Sensival. I shall never forget that date -
17th May 1987. I had almost an entire day’s discussion
with Dilip Shanghvi. He was sharing his dreams and
future prospects. He had decided to manufacture
drugs that only a handful of multinational companies
made. The discussions further revolved around an
exclusive drug that Carter Wallace had – Salazopyrin –
for ulcerative colitis. I explained to him the disease, the
mode of action of action of Salazopyrin and its side-
effects. He thought for a while and said“I shall bring
out a product to end the exclusivity of Salazopyrin.”I
quickly realized he was a man of substance and great
vision (we were later to introduce Mesacol).
SUNRISEFOR
INDIANPHARMAProf. Vivek Hattangadi
Sun Pharma’s meteoric rise on the global stage
and the man who made it happen.
Prof. Vivek Hattangadi is a Consultant
in Pharma Brand Management and Sales
Training at The Enablers. He is also visiting
faculty at CIPM Calcutta (Vidyasagar
University) for their MBA course in
Pharmaceutical Management.
vivekhattangadi@theenablers.org
E

Way back in October
1989 Dilip Shanghvi
asked all the executives
to appraise him;
and let him know
his weaknesses and
strengths on the
Likert Scale. We
were surprised.
The Chief of an
organization is asking
the subordinates to
appraise him?
Prof. Vivek Hattangadi | Sun Rise for Indian Pharma
His objectives were crystal clear: to build brands of global
standards. At the end of the day I took a big decision (and a
risk too) of leaving a cushy job in a MNC to join Sun Pharma,
to set up the Product Management Team.
But even in the wildest of my dreams, I never thought I was
talking to a person who would become the most successful
and talked about pharma entrepreneur in the world. In
1989 Sun Pharma moved to Baroda and that brought us
closer. He talked about us being a much bigger company
than Torrent Pharma which he had benchmarked. Torrent
Pharma had by then moved in to the top 10 and Sun
Pharma was not even in the first 200. When he shared his
dream with a top pharma executive from a neighboring
Baroda giant pharma house, the No. 1 pharma company
then, he dubbed Dilip Shanghvi a megalomaniac and
mocked his dream. I then realized the hazards of shallow
thinking and how such people at the top can demolish
organizations.
Dilip Shanghvi has the knack of identifying the right
people and retaining them – the major reason for the
success of Sun Pharma. Way back in October 1989 he
asked all the executives to appraise him; and let him know
his weaknesses and strengths on the Likert Scale. We
were surprised. The Chief of an organization is asking the
subordinates to appraise him? We had never heard of this
before! Replied Dilip Shanghvi:“I want to use this appraisal
to assess my own performance and help me to pave a path
for the future of your Sun Pharma. And remember, I want
this appraisal every six months.” He went on to add:“Would
you also like to be evaluated like this?”It is much later that
the concept of 360º appraisal was formally used even in the
western world. Not only this appraisal strategy made me
respect this man more than ever before, but also his words
‘your Sun Pharma’(my Sun Pharma) kept on resonating in
my mind and ears. Today, Sun Pharma has adopted its own
method of evaluation of their personnel, not on the basis of
numbers or their failures, but on the basis of their quantum
of their contribution to the organization.
On a casual Saturday evening in the winter of 1988, he
called all the senior executives for a meeting. Sun Pharma
had recorded a sale of Rs. 1 crore that month and he
wanted to celebrate and reward us all. And what a reward
he gave! He arranged for a computer to teach us the basics
of computers. This was back in 1988. He told us to be
computer savvy. He wanted Sun Pharma to be paperless
office. Great thinking!
“
”

Dilip Shanghvi has the
knack of delegating
responsibilities. He
trusts his people and this
trust has benefited Sun.
‘I love to be confronted
on any idea I have
floated. If the person can
prove with superior logic
that I am wrong, I shall
accept the other person’s
logic.” This is how
Monotrate was born.
Dilip Shanghvi also has the knack of delegating
responsibilities. He trusts his people and this trust has
benefited Sun.‘I love to be confronted on any idea I have
floated. If the person can prove with superior logic that I
am wrong, I shall accept the other person’s logic.”This is
how Monotrate was born. In 1988, he told me that he had
a beautiful cardiac product in mind but it wouldn’t sell, as it
was almost 12 times the price of competition. He was also
dissuaded by his team of medical advisors on this product –
isosorbide-5-mononitrate. I was more than confident about
its marketability. I discussed this product at great length
with him, but he was still not convinced. I then met leading
cardiologists of Mumbai and Delhi at that time – doctors like
Dr. Ashwin Mehta, Dr. Dev. Pehlajani and Dr. M. Khalilullah
and Dr. Naresh Trehan. Their feedback was very encouraging.
Dilip Shanghvi finally relented and Monotrate 20 was
marketed at Rs. 4.00 per tablet (in 1988) when Sorbitrate was
priced at 10 paise a tablet! Monotrate went on to be a grand
success and paved the foundation of the first super-specialty
(cardiology) Division in 1991. This is what happens when
CEOs trust people.
Fast and reliable decision-making is extremely vital in
today’s competitive business landscape. Dilip Shanghvi is
aware of this and he takes quick decisions – in a blink. He
has the foresight and vision to anticipate changes from
his decisions. 9 out of 10 times his quick decision-making
abilities have benefited the organization. CEOs who fear to
take decisions have no right to head a company, he once
told me. Such companies will be laggards and may even be
wiped out.
In the 1980’s, his vision used to stretch 10 years ahead. 1999
was the year when Sun Pharma overtook Torrent Pharma
and he had predicted this in 1989! In the 21st Century, I can
safely assume that he thinks 25 years ahead! The biggest
challenge for him now is to integrate Ranbaxy with Sun
Pharma. Realizing synergies through this deal will certainly
be a big trial for him. Daiichi-Sankyo must be certainly
relieved to get rid of the white elephant. But Dilip Shanghvi
has an enviable reputation for acquiring distressed firms at
a good price, and then turning them around. An example is
Taro Pharma of Israel and URL Pharma USA (not be mistaken
for a dot.com company). According to Hoovers, a leading
business analyst company, the credit rating of URL at the
time of acquisition was‘LOW’! And what a turnaround he
brought!
“
”

Although the Sun Pharma-
Ranbaxy deal now makes Sun
Pharma the leading Indian
pharma company, the deal
is not without its challenges.
Sun Pharma is very strong
in chronic and lifestyle
therapies. These therapies
provide higher margins; on
the other hand, Ranbaxy has
a strong presence in acute
therapies and over-the-
counter drugs. Chairman of
Sun Pharma Mr. Israel Makov
says the Ranbaxy transaction
allows Sun Pharma to build
on Ranbaxy’s global footprint
and established product
portfolio.
In a press statement in March 2013 Dilip Shanghvi said:
“While it took us almost 27 years to record $1 billion in
revenues, the next billion was added in just 3 years.”In
March 2014, Sun Pharma has added Rs. 35000.00 crores - or
44% - to shareholders’wealth. Sun Pharma is the fastest-
growing generic company in the US, which accounts for
80 per cent of consolidated revenues. After its recently
announced merger with Ranbaxy, Sun will become the
market leader in India by a wide margin and one of the
country’s top generic drug companies.
Talking about his vision, Dilip Shanghvi knows he is not
immortal. He is aware that the future of Sun Pharma is to
a very great extent dependent on him. But he has already
drawn out the succession plan. Sun Pharma will continue to
grow and outshine others. He wants to follow the footsteps
of another equally great, Narayana Murthy and has decided
to support Sun Pharma from outside as a Mentor, from 2018,
when he will be 65.
Although the Sun Pharma-Ranbaxy deal now makes Sun
Pharma the leading Indian pharma company, the deal is
not without its challenges. Sun Pharma is very strong in
chronic and lifestyle therapies. These therapies provide
higher margins; on the other hand, Ranbaxy has a strong
presence in acute therapies and over-the-counter drugs.
Chairman of Sun Pharma Mr. Israel Makov says the Ranbaxy
transaction allows Sun Pharma to build on Ranbaxy’s
global footprint and established product portfolio.“Since
the product offerings are complementary, we expect to
derive immediate synergies from the enhanced footprint
across regions, and opportunities for brand-building and
cross-selling. The combined business will also have a strong
portfolio of products for chronic and acute (diseases)
marketed globally.”
A Bank of America - Merrill Lynch analyst says,“While we
acknowledge Ranbaxy will likely have its own challenges,
Ranbaxy’s gross margins (63-64 per cent) are largely in line
with Indian peers. Regulatory overhangs and high fixed
costs have depressed Ranbaxy’s profitability, where Sun
Pharma can bring its operational strength.”
How will Sun Pharma handle the field force? Ranbaxy has
a much bigger field force than Sun Pharma, but with lower
sales than Sun Pharma. Says Dilip Shanghvi:“Our focus
would be to grow field force productivity for the business.”
He does not see cultural differences in the working styles
“
”

of Ranbaxy and Sun as an issue. He adds:“Even though
people are culturally different, some basic human traits,
which ultimately lead to performance, are common (to
all).”
Bengal gave birth to the first pharmaceutical company
in India. Now, this man from Bengal (born and brought
up in Kolkata) is here to take India to new heights in the
global pharma industry. The name Sun Pharma today
evokes huge respect and admiration across the pharma
world. Sun Pharma…Sun, the unlimited source of
ultimate and endless energy. -VH
“
”
Says Dilip Shanghvi: “Our focus
would be to grow field force
productivity for the business.”
He does not see cultural
differences in the working
styles of Ranbaxy and Sun as
an issue. He adds: “Even though
people are culturally different,
some basic human traits, which
ultimately lead to performance,
are common (to all)
Abdul Basit Khan
Ajay Kumar Dua
Amlesh Ranjan
Amrutha Bhavthankar
Andris A. Zoltners
Anthony Lobo
Aparna Sharma
Arvind Nair
Atish Mukherjee
B. Ramanathan
Chayya Sankath
Craig Dixon
Devanand Chenuri
Venkat
Dinesh Chindarkar
Dr. Amit Dang
Dr. Aniruddha
Malpani
Dr. Hemant Mittal
Dr. Neelesh Bhandari
Dr. S. Srinivasan
Dr. Shalini Ratan
Dr. Surinder Kumar
Sharma
Dr. Ulhas Ganu
Geetha G H
H. J. Badrinarayana
Hakeem Adebiyi
Hanno Wolfram
Hitendra Kansal
Iyer Gopalkrishna
Jasvinder Singh
Banga
Javed Shaikh
Jitendra Singh
John Gwillim
Jolly Mathews
Joshua Mensch
K Hariram
K. Satya Mahesh
Ken Boyce
Mahendra Rai
Mala Raj
Manoj Kumar
Mayank Saigal
Milan Sinha
Mohan Lal Gupta
Neelesh Bhandari
Neha Ansa
Nishkarsh Likhar
Noumaan Qureshi
Parveen Gandhi
Pinaki Ghosh
PK Sinha
Prabhakar Shetty
Vivek Hattangadi
Rachana Narayan
Rajesh Rangarajan
Ralph Boyce
Renie McClay
Richa Goyel
Richard Ilsley
RM Saravanan
Sagar S. Pawar
Salil Kallianpur
Salil Kallianpur
Sally E. Lorimer
Sandhya Pramanik
Sanjay Munshi
Shafaq Shaikh
Shalini Ratan
Sharad Virmani
Shiv Bhasin
Spring Sudhakar
Subba Rao Chaganti
Sudhakar Madhavan
Tony O’Connor
V. Srinivasan
Varadharajan K.
Vijaya Shetty
Vishal V. Bhaiyya
Vishal Verma
Vivek Hattangadi
William Fernandez
Our Authors
MEDICINMAN invites contributions from Pharma professionals on topics related to Field Force
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April was the month of M&A for pharma as Sun Pharma
acquired Diachi-owned Ranbaxy! But often these M&A`s fail
to produce real benefit for the employees, and much value
gets destroyed. The chief reasons for failure is people and
cultural differences. And here is no reason to believe that
the condition has improved till date as true mergers are just
a dream and in almost all M&A`s one side has pole posi-
tion and is able to set the agenda. It has been evident that
imposing a dominant uni-culture always flops, as it does not
reflect how employees work when they merge.
M&A`s appeal for alliance, but non cooperative or fear-
based behaviour is natural as employees comprehend that
they might be directly in race with their counterparts. Merg-
ers have a strong negative personal impact on sales force
as positions were often decided by favouritism rather than
talent & calibre. A Sales Rep often looks for a job change
after M&A as the stress at work becomes incredible.
To mitigate risks during mergers and acquisitions there are
couple of key factors that practised together may maximize
Sales force integration.
1. Communicate about Vision
Sales people often tend to fill the silence with gossips and
assumptions and this does not leads to a optimistic, &
commercially energetic environment. To overcome these
problems a good internal communication is important in or-
der to lessen the risk to the business by retaining efficiency
and sales employee motivation. The communication helps
tp encourage employees during this time of ambiguity, by
providing information on the vision and objective behind
the mergers and acquisitions.
Chandan Kumar
E
MERGERS
FAILMORE
OFTENTHAN
MARRIAGESMergers, like marriages, have a lot of potential
for going bad unless both parties make a
concerted effort to allay the others’ fears.
Chandan Kumar is working in
healthcare publishing as an Acquisitions
Editor. His area of Interest is Healthcare
Marketing & Value Innovation.
ckumar21@in.com
http://www.linkedin.com/in/pharmtech
@pharmacrat

2. Express the Benefits to the Sales Team
Low morale and enthusiasm due to insecurity are com-
mon and this can be curtailed by answering the common
questions of sales force. Questions in employees’minds are
“What’s in it for me?”,“Will I get good products to promote?”,
“Better entry to physicians?”and“Will I have access to worthy
sales tools?”The organisation must resolve these queries and
reach an agreement with the sales force. Organisations need
to substantiate the advantages of the merger to the sales
force, explaining the reason of the deal and its impacts on
their roles and their compensation structures.
3. Convey How to accomplish goals
Explain to the sales force what success looks like in current,
short term & long term scenarios; the more you convey these
visions, the easier for sales people to build confidence. The
sales force wants know of how their activities will interpret
into the organization achieving its goals. Give Sales Force
clear understanding ofwhat is required from them, product
offerings, process, and other mechanisms. It would be advised
to have a little reduction of sales targets in early stages, mak-
ing them feel that they are achieving tangible goals quickly.
This boosts the morale of the sales team. This is also a vital
time to capitalize in training to address any competency gaps.
4. Cultural Integration
To ease difficulties during mergers and acquisitions, cultural
integration should start well before the finalisation. The ac-
quiring company should be clear about their plans on cultural
front. Handling cultural issues wrongly can destroy much of
the value of M&A that was thought to create.
There are three possibilities which can be worked:
• Allow the two cultures to remain separate.
• Force the one culture over other.
• Composite culture: This can be attained by performing a
gap analysis of each merging culture. Here the key is to shape
up the interaction and communication networks between the
working teams & individuals by conducting informal events.
There is a need to remember the best practices, strategies and
systems of the two cultures. Merging systems and strategies is
the best ways to signal the sales employees that a merger is a
win-win for all. Involve Sales people in the discussions as you
choose what to keep and what to eliminate.
No other administrative project is as difficult as M&A integra-
tion and has high risk of miscalculations. The past is full of
example where mergers have failed due to cultural differenc-
es. Not even every second M&A`s succeeds in creating its syn-
ergies and creating additional value. Following a disciplined,
process oriented methodology and applying proper practices
to sales integration is vital to M&A`s success. -CK
E
“
”
Low morale and
enthusiasm due to
insecurity are common
and this can be
curtailed by answering
the common questions
of sales force.
Chandan Kumar | Mergers Fail More Often than Marriages

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I
n the 70s when I was working as a Medical Rep in Vijayawa-
da, Andhra Pradesh I vividly recollect that dermatology was
hardly looked at as an important segment. The boards of
those practising dermatology highlighted“Sexually Transmit-
ted Diseases”and mostly, the qualification was MBBS DD or
DVD. The clinics were invariably dull looking with some post-
ers of diseases like eczema, fungal infections and psoriasis.
The beginning of 21st century saw a change come in and this
change has become more pronounced, today. The specialty
where postgraduate seats were once upon a time taken by
those who did not get subjects that they really wanted, is now
in demand!
So, it is more than just a play on words to say that dermatol-
ogists represent the changing face of the medical profession.
The advances dermatologists have embraced in their clinical
practice and professional milieu place them at medicine’s
cutting edge. Unlike the 70s and 80s, today is a good time
to be a dermatologist. Medical and surgical dermatology are
well-established, while cosmetic dermatology is growing in
exponential leaps and bounds.
K. Hariram
A once-neglected specialty is now in great demand
thanks to advances in technology and treatments.
E
DERMATO-COSMETOLOGY
GETSAFACE-LIFT
K. Hariram is the former MD (retd.) at
Galderma India.
He is Chief Mentor at MedicinMan and a
regular contributor. khariram25@yahoo.com

Certainly the technology has changed the face of the
profession. Many dermatologist clinics are equipped
with up-to-date Skin Lasers Dermato-Surgery has
become a super specialty segment. With Derma-
to-surgery, laser therapy and cosmetology becoming
sub-specialties of dermatology the branch is looking
more vibrant than ever before1
.
Come Navrathri or the marriage season and you can
see people rushing into the Derms’clinic to get a
facelift or remove acne scars or smoothen furrows on
the forehead. There’s no denying that the line between
dermatology - the medical specialty devoted to skin
disorders and diseases - and cosmetology - the prac-
tice of improving a person’s appearance - is becoming
increasingly blurred.
Indeed, the term“cosmeceutical”- a product marketed
as a cosmetic that purportedly has biologically active
ingredients that affect the user - has sprung up to de-
fine a broad gray area where the practice of medicine
and the pursuit of vanity meet.
There are many reasons for this including the aging
of the baby boom generation; increasingly effective
alternatives to plastic surgery, such as Allergan’s Botox;
and the financial disincentives of managed care. Add
them all up, and cosmeceuticals comes to a booming
business that has implications far beyond the promise
of diminished crow’s feet and less-visible laugh lines.
Almost all Dermatologists who come out of their MD
(Derm) qualification show a general preference to
move into cosmetology practice because it improves
patient’s self-esteem and fetches compliments. Be-
sides, if dermatologists were not to treat these patients,
they could have succumbed to the lure of the pseu-
do-cosmetologists (or self-claimed beauticians) who
practice without proper qualification.
The shift to cosmetology is not a case of dermatolo-
gists going out of focus, but a clear shift towards the
newer demands of society and to scientifically under-
stand and choose efficient anti-aging creams, newer
cosmeceuticals and master the skills of laser surgery.
This changing trend clearly reflects in the shifting der-
matology pharmaceutical. A close look at the market
audit (Dataset: PharmaTrac MAT FEB 2014 – AWACS)
data clearly reveals that D class representing the Der-
ma segment is growing twice as that of IPM (as of MAT
Feb 14).
K. Hariram | Dermato-Cosmetology Gets a Face-lift
“
”
Certainly the technology
has changed the face of
the profession. Many
dermatologist clinics
are equipped with up-
to-date Skin Lasers
Dermato-Surgery
has become a super
specialty segment. With
Dermato-surgery, laser
therapy and cosmetology
becoming sub-specialties
of dermatology the
branch is looking more
vibrant than ever before.
References:
1.“Dermatologists Shifting Focus?”by Dr.Vibha A.
Nigale, Dr. RajanT. D., Dr. Ashwin R. Kosambia)

This growing and evolving trend is reflected in the categories:
14%
”
So the unasked
question is – “Will
the same old sales
model work or
will the same old
approach to selling
and marketing work
including those
representing the
emerging divisions/
companies in this
segment?”
E
“
Emollients
Protectives
Hair care Demelenising
Agents
Sunscreeens
26% 28%
19%
The beginning of 21st century witnessed the launch of
companies (Galderma) dedicated totally to dermatology
and Dermato-cosmetology. The sequel to this was many
established companies like GSK, Glenmark, Ranbaxy (now
with SUN), JJ, Zydus cadila jumping the band wagon
with launch of exclusive divisions dedicated to Derma
portfolio. Further, many of these companies have now en-
tered into Dermato-cosmetology/Aesthetic dermatology
with separate Sales and marketing personnel.
Invariably, we are going to witness high priced products,
high end procedures, and high technology equipment
and more importantly, the clinics of the Dermatologists
are going to be swanky, modern aesthetics and up-to-
date.
So the unasked question is –“Will the same old sales model
work or will the same old approach to selling and marketing
work including those representing the emerging divisions/
companies in this segment?”
Obviously, NOT if one has to find acceptance with the
dermatologist/s. Right from the attire, dressing, behaviour,
knowledge and skills there has to be a sea change.
Embracing technology, social media marketing, patient
awareness, knowledge dissemination, training academies
etc. a complete overall has to be done. May be a good
time to re-visit yesteryears’practices.
Overall, this new emerging trend of the FUTURE is open-
ing up yet another OPPORTUNITY in Specialty Pharma
selling.
Are the companies and their Sales and Marketing struc-
ture ready to embrace this change? -KH
K. Hariram | Dermato-Cosmetology Gets a Face-lift
Editors Note: Special thanks to Hari Natarajan, Vice
President, AIOCD PharmaSoftech AWACS for the data in
this article.

D
r. Ganesh S. Pai is the former President of the
Indian Association of Dermatologists. He has many
publications to his credit and was a visiting profes-
sor to the St. Johns’Institute of Dermatology, St. Thomas’
hospital, London in 1995. He has presented guest lectures
on various lasers in Oman, Venice, Turkey, Bahrain, Abu
Dhabi, Beijing, Florence, London and Melbourne between
1999 2006.
Dr. Ganesh S. Pai is the Life Member of Indian Association
of Dermatologists, Venereologists Leprologists and Indi-
an Medical Association.
E
DR. GANESH S. PAI, MD., D.V.D., FAAD., is the
Medical Director, Skin and Cosmetology Centre and
is a consultant in Dermatology and Cosmetic Care for
the past 30 years in Mangalore, Karnataka
MEDICINMANKOLSERIES
Therapy Focus Area: Dermato-Cosmetology
Derma-Care founded by Dr. Ganesh Pai is one of India’s
largest laser centre in Mangalore, South India. The clinic
boasts of 4000 sq feet of exclusive space of housing
eight different lasers with multiple functions from skin
rejuvenation to surgical application for scars, tattoos,
freckles, wrinkles, moles, acne and hair removal. It also offers
advanced phototherapy care for chronic distressing skin
conditions such as psoriasis, vitiligo and atopic dermatitis.
Derma-Care caters to the growing cosmetically conscious
population which is primarily from Karnataka, Kerala,
Mumbai and the Gulf countries. -MM
Visit http://www.derma-care.in/
KOLManagementWorkshop
A MedicinMan Initiative
OBJECTIVE:
This workshop will be hands on approach to
understanding the challenges and identifying solutions to
help you develop an effective KOL management strategy.
TARGET AUDIENCE
- Field Force people responsible for KOL management
- Marketing team people involved in KOL management
- Medical Affairs people engaged in KOL management
- Members of existing KOL management team
- MSLs responsible for KOL Management
- Company shortlisted candidates for KOL management
TOPICS (included, but not limited to:)
1. Moving from a Sales Mindset to KOL Relationship
Management Mindset
2. Understanding Factors that Lead to KOL Satisfaction
3. Effective Communication – The Key Skill for KOL
Relationship Management
4. Understanding and Executing Effective KOL
Relationship Management program
5. Interaction and Q A with a leading KOL
WORKSHOP LEADER:
Anup Soans
Anup Soans has worked as a
Medical Rep, Oncology Product
Specialist and Front-line Manager
in Pharma. Later he moved
to IJCP, a pioneer in CME,
medico marketing, healthcare
communication, where he rose to become the Executive
Director. At IJCP, he was responsible for identifying,
developing and sustaining a mutually rewarding
relationship with over 300 KOLs in all major specialties
for 12 years. Many of the leading and emerging KOLs
identified and nurtured by Anup Soans went on win
prestigious awards like the Padmashri and Dr. B.C. Roy
awards among others.
OUTCOME:
1. Clear understanding of issues in KOL Management
2. Fine tuning existing KOL management programs
3. Developing a KOL management strategy and plan
4. Executing the KOL strategy
WORKSHOP DURATION: 1 Day
WORKSHOP MATERIAL: Delegate notes - synopsis of
the workshop
COORDINATOR: Knowledge Media Venturz

Social Media
E
SoundoutonSocialMedia!Hundreds of Pharma professionals have joined the conversations on Facebook, LinkedIn, Twitter, Slideshare
and Blogs on matters that impact their career and profession. Below is sampling of some of an interesting
discussions took place over the past month. Join the conversation by following or linking up with our Editor
on LinkedIn, Facebook and Twitter.
Join the conversation. facebook.com/anupsoans

I
am willing to go out on a limb here and proclaim that I
believe pharmaceutical marketing is an oxymoron. The
American Marketing Association defines marketing as
“the activity, set of institutions, and processes for creating,
communicating, delivering, and exchanging offerings that
have value for customers, clients, partners, and society at
large”. I believe that the operative word here is“value”.
There is enough research out there to prove that cus-
tomers prefer those products that they perceive to have
‘created value’for them. I must add that the value that we
refer to here, very often, is intangible. It is formed and lies
in the minds of customers. It is the benefit associated with
the brand that appeals to the customer and is a compel-
ling reason for that brand to be preferred over any other.
Coca Cola, for example, projects happiness as the value it
creates while Nike focuses on action. This is different from
the brand value which is a financial estimate.
Step back for a moment and ponder about what value
you would associate with Lipitor or Humira or Avastin?
Just so we are clear,“reduces LDL by x%”or“causes lesser
muscle pain”or“extends life by x weeks”is not value.
Those are merely product features.
If you’re reading this, you probably work in the pharma-
ceutical industry. If you cannot associate ONE value with
these brands, do you think a lay man would?
Salil Kallianpur
E
HAS PHARMA
MARKETING
FORGOTTEN
THEPATIENT?Pharma marketeers will only deliver real
value when the patient is at the center of
every promotional effort and decision.
Salil Kallianpur is
Commercial Head - Classic Brands
Center of Excellence, GSK. He is a
well-known pharma blogger and
social media enthusiast.
salilkallianpur.wordpress.com

Salil Kallianpur | Has Pharma Marketing Forgotten the Patient
Does that explain why Lipitor - after accruing revenues
of $130 billion over 14 years and getting a lion’s share of
Pfizer’s $11 billion annual marketing spend – lost 90% of
its market share in the US and 70% worldwide within six
months of losing its exclusivity?
Also, let’s argue that in the pharma sector, value is created
more easily for the corporate brand and not for individual
products. Did you know that the credibility of the pharma-
ceutical industry is so low that people think it should be
more regulated than it currently is? So much for market-
ing power and value creation.
Pfizer did everything possible to create the biggest brand
in the history of the industry. And they were very success-
ful while it lasted. Yet, its customers dumped the brand
immediately after generic copies were allowed entry. This
is not the case with Lipitor alone, but with any“innovative”
pharmaceutical brand. It didn’t take very long for custom-
er loyalty to shift from emotional (this is the best product
for my patients) to transactional (this is (not) the most
affordable product for my patient).
There is compelling evidence to suggest that consum-
ers increasingly expect an enhanced brand experience,
one that takes loyalty beyond the transaction, to deliver
on emotional experiences. Relevant and timely‘value
creation’is only the beginning of an emotional brand
connection. That’s because there’s recognition on the part
of the customer that crafting that relevant value requires
detailed customer knowledge – not something gleaned
from sales reports or one-day trips of product managers,
pharmaceutical’s equivalent of email spam.
In other words, the challenge for marketers is
answering the following questions:
• How well do we know our customers?
• Do we know what value; customer experience and en-
gagement techniques will drive customer lifetime value
and incremental behavior?
• What strategy and loyalty tactics make the most sense
and, how long will it take our brand to reach next-level
loyalty engagement?
• Finally, do we have the metrics in place to measure
these outcomes?
However, in the face of pressure by increasingly sophis-
ticated and price-sensitive customers and increased
intensity in competition, executives seeking competitive
advantage, are asking these questions:
• How can we sustain growth in the face of patent losses,
pricing pressures, increasing competition, and low-
er-cost generics?
“
”
Pfizer did everything
possible to create
the biggest brand in
the history of the
industry. And they
were very successful
while it lasted. Yet,
its customers dumped
the brand immediately
after generic copies
were allowed entry...
It didn’t take very long
for customer loyalty to
shift from emotional
(this is the best product
for my patients) to
transactional (this
is (not) the most
affordable product for
my patient).

• How should we transform our commercial organiza-
tions in light of quickly evolving conditions?
• How can we reduce our cost base without sacrificing
critical capabilities?
In my opinion, none of these questions feature the cus-
tomer. Much to the contrary of company mission state-
ments, pharmaceutical marketing has never had custom-
ers’interests at its heart. The modality has traditionally
been a one-way“push”of product-centric messages with
barely any mechanism to capture meaningful suggestions
or feedback from customer groups. I cannot think of a
single medicine that was made because customers consis-
tently asked for it.
In some cases, the Indian pharmaceutical industry is an
exception to the global rule. It broke away from tradition
by creating fixed-dose combinations of products and
probably a few variants like blister packs (as opposed to
HDPE bottles). Nonetheless, Indian“innovation”focused
more on making the existing better than on making the
better to exist. Not that this didn’t make a difference. Cre-
ating cheaper generics by reverse engineering molecules
did of course; help to create access to millions of global
citizens. The highly competitive and cluttered market
draws out the occasional marketing practice in India that
attempts to focus on creating value for customers albeit
not in the best possible way.
But let’s get back to the point. It is clear the industry as
a whole is very inwardly focused and really does not
understand its customers very well. We understand the
prescribing habits of physician customers and the disease
states that they work in, but neither of these are enough
to qualify as deep customer understanding. I have been
told by friends in the consulting field that most compa-
nies cannot easily answer‘who is your customer’? Are they
physicians, or payers, regulators, patients or wholesalers?’
Which begs the question: If a trillion-dollar industry has
survived for so long without bothering too much about
what its customers want, is it really so bad? Maybe not!
The industry – reactive as it is – did what it took to make
the best of the external environment. As the RD engine
chugged and produced blockbuster after next, there was
really no reason to worry about products that lost exclu-
sivity in a regulatory environment which supported mo-
nopolistic practices. As a significantly different business
environment challenges the prosperity of the industry,
will this change?
While the pharmaceutical industry definitely lags behind
other sectors in driving lifetime customer value, that trend
is changing.
“Much to the
contrary of company
mission statements,
pharmaceutical
marketing has never
had customers’
interests at its heart.
The modality has
traditionally been
a one-way “push”
of product-centric
messages with barely
any mechanism to
capture meaningful
suggestions or feedback
from customer groups.
I cannot think of a
single medicine that
was made because
customers consistently
asked for it.
”

Lifetime customer value extends marketing’s role past
initial brand recognition and customer acquisition to one
that drives ongoing customer dialogue, conversion and
retention. Recent appointments of a Chief Design Officer
(CDO) at Johnson Johnson and a Chief Patient Officer
(CPO) at Sanofi indicate that Big Pharma seems willing to
take its customers more seriously than ever before.
Big Pharma must indeed ensure that these senior appoint-
ments work to bring the patients voice into the organi-
zation at a level where it can make a difference. The CPO
must be a leadership point to inspire and prioritize patient
interactions. The CPO must start with a blank canvass to
identify customers’needs through the lens of the compa-
ny’s products, and see where services can be built around
the products to enhance peoples’lives — their ability to
access the products, information and tools that can boost
self-care. This expands the company’s influence“beyond
the pill.”Sanofi even hired a top FMCG executive as its CEO
in India, signaling a willingness to break away from all
things traditionally pharma.
Pharmaceutical marketing has traditionally attracted peo-
ple with a strong scientific background, with focus on the
product and the science. Even today, competitive differ-
entiation in pharmaceuticals has relied on using scientific
data relating to product efficacy, safety and tolerability
to address obvious unmet medical needs. Now as the
industry understands the importance of engaging with
customers, marketers rely must begin to ask questions
that really matter to patients:“What is it like to suffer from
this problem? How does it affect your ability to communi-
cate, your relationships with friends and loved ones, your
hobbies, working life and aspirations?”The adoption of
technology and multi-channel communication tools may
have been in response to dropping physician access and
cost-containment measures, but the technique can surely
find meaningful deployment to harness valuable custom-
er insights that may create path-breaking products and
services.
It probably all boils down to the kind of environment we
operate in. If we are allowed monopoly, we don’t need to
build brand equity. But, what if we aren’t allowed that?
How can we take anything for granted in a world as uncer-
tain and chaotic as the one we operate in? Pharma, like all
other sectors, will have to take its brand building seriously.
One fervently hopes that senior leaders such as the Chief
Patient Officer lead the creation of significant value to cus-
tomers and facilitate the transition of pharma marketing
from an oxymoron to a tautology. -SK
“
”
It probably all boils
down to the kind
of environment we
operate in. If we are
allowed monopoly,
we don’t need to build
brand equity. But, what
if we aren’t allowed
that? Pharma, like
all other sectors, will
have to take its brand
building seriously. One
fervently hopes that
senior leaders such
as the Chief Patient
Officer lead the creation
of significant value
to customers and
facilitate the transition
of pharma marketing
from an oxymoron to a
tautology.

Knowledge for the Medical Rep Series
Prescription drugs are medicinal substances which are prescribed by a doctor
and bought at a pharmacy and regulated by an authority like FDA.
Over the Counter (OTC) drugs are medications which can be purchased without
any prescription from the doctor. All medicinal products that are not included in
the list of‘prescription-only drugs’are considered as OTC in India.
DIFFERENCEBETWEENOTCPRESCRIPTIONMARKETING
E
Prescription Marketing OTC Marketing
Target
audience
Doctors of various specialties Consumers
Decision
maker
Doctors who prescribes the medication , however patients who
are prescribed medicines can also be a decision maker at the
point of purchase based on factors like cost of medication and
pharmacist recommendation
Consumers are the decision makers
Market research
Research is done with an objective to understand doctor’s
prescription behaviour, molecule usage and attitude for a
category of molecules /therapy area
Research is done to gain consumer insights which when
creatively communicated leads to an inspirational OTC
advertising
Communication
Communication talks about molecules advantages, its benefits
and superiority to previous class of molecules/ enhancement in
drug delivery system/ convenience over other brands.
Communication talks about consumers, product benefits
Objective of
the marketing
communication
Objective of the marketing is to influence and penetrate the
mind the Doctors/KOLs for brand building
Objective of the marketing is to penetrate the mind of
consumers and associate the brand with their specific
needs
Communication aims at creating a favourable image in front of
the doctors which helps in prescription generation and revenue
generation for the organisation
Aims to build a memorable and convincing advertisement
for the brand so that the brand can be recalled at the point
of purchase
Channels of
communication
Sales team -Medical representatives are mostly employed by
the pharmaceutical firms.With advancement of technology the
promotion is expanding through virtual detailing and webinars
Channels of communications with target audience are wide
- Broadcast Media (TV, Radio), Print media, (Magazines,
Newspapers) Outdoor media, Indoor promotions, Internet
promotion etc
Other channels include advertisements in Medical journals,
books, showcasing products in conferences etc
Message
delivery and
dilution
Message is communicated through medical reps which can
lead to message distortions and key messages getting diluted
many times
Message is conveyed directly to consumers through various
channels (TV, Radio,Web etc) with no chances of getting
key message diluted
Advertising
expenses
65-70% expenses are towards field force cost A P expenses are very high in the initial 2-3 years of
launch. 65-70% expenses are in advertising /10-15% field
cost
ROI
It can take short time since doctors are aware about the basic
molecules and any brand who is active in promotion, creating
favourable activities have a higher chance of getting returns on
the investment (Think only branded generics)
ROI usually takes a long time since building brand
awareness and creating a desire for the product takes a
long time.
Product
launches
There are numerous product launches in a year in prescription
marketing with a new division emerging every year in many
pharmaceutical companies. For ex; 1700 new product were
launches in 2012 in Indian Pharma Market.
Very few brands are launched in the market which can
break the clutter and penetrate the mind of consumers.
Price
Regulations
Prices are governed by NPPA. No such regulations exists however pricing is brand
specific which is governed by competitive scenario. Unless
the brand has significant USP, the prices remain in the
competitive bandwidth
Legal
recognition
Legally all prescription drugs fall under Schedules H and X No specific legal recognition in India.
Kumud Kandpal is a
Management Associate-
International Marketing
at Bioplus Life Sciences

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