Why Pharma Front-line Managers Must Excel at Teamwork

MEDICINMAN
Field Force Excellence
TM
September 2014 | www.medicinman.net
WHY
FRONT-LINE
MANAGERS
MUST EXCEL AT
TEAMWORK
“Not finance. Not strategy. Not technology. It is
teamwork that remains the ultimate competitive
advantage, both because it is so powerful and so
rare.” - Patrick Lencioni
In the Indian context, I would say, teamwork
is powerful because it is so rare in the
Indian Pharma Market (IPM). And given
the commoditized nature of IPM, teamwork
becomes the behavioral driver that impacts
strategy implementation and technology
adoption and optimization.
Imagine the cumulative power of teams in
IPM companies which have field force larger
than 5,000 Medical Reps and FLMs if they
align themselves with the business goals.
Even companies with smaller field force can
use teamwork as a force multiplier if only they
understood and applied the principles that
govern teamwork.
Yet, most IPM companies are filled with
dysfunctional teams. This sad fact is very evident
in the responses to my posts on LinkedIn and
Facebook related to managers and leaders.
Editorial
Since 2011
Despite the importance of teamwork
and the availability of learning
resources, very few companies are
actively engaged in developing their
FLMs as manager-leaders who can
align the career aspirations of their
team members with the goals of the
company to bring about teamwork
that impacts business results.”

Anup Soans | Editorial: Why Your Front-line Managers Must Excel at Teamwork
Despite the importance of teamwork and the availability
of learning resources, very few companies are actively
engaged in developing their FLMs as manager-leaders
who can align the career aspirations of their team
members with the goals of the company to bring about
teamwork that impacts business results.
Today’s complex market dynamics necessitates
teamwork between sales and marketing, medical affairs
and KAM and KOL managers among others. Our very
idea of teamwork has to change if we are to extract the
talents, skills insights and experiences of individuals to
solve the complex problems facing IPM.
Moreover, teams cannot afford to operate in isolation.
That could be the SFE team operating in isolation from
the sales team, using metrics that the field sales people
hardly appreciate, let alone relate to. Or the training
department – just completing their training days
without finding out from the line managers the impact
of these mandated training days. Some companies have
completely done away with training since the high rate
of attrition makes it akin to training the competitors’
field force. But that is because sales, training and HR
work as three separate units applying metrics that
matter only to them.
In today’s context doctors and other stakeholders
like hospitals, insurance companies, paramedics,
distributors and chemists have to be treated as part
of the larger team. Thus Key Account Management
(KAM) has to be part of the overall business strategy
and not just a hierarchical position to satisfy someone’s
ego in order to retain him by giving him an important
portfolio. And so it is with KOL management: it is one
more important piece of the overall business strategy,
not some isolated academic exercise or in most cases
meeting high profile doctors to garner additional
business by catering to the ego of doctors with a large
Rx capacity. KOL management is not ego management,
it is influence management through effective teamwork
between sales and marketing and medical affairs and
other stakeholders to manage a significant part of the
long-term business strategy of the company.
So why is teamwork important for the front-line
manager? Simply because teamwork in most
companies begins with managing a sales team. And if
these gentlemen are groomed to be good managers
and leaders who are trained to do cross-functional
teamwork, they will form the much needed leadership
pipeline for the organization. It is because the learning
and development processes of FLMs are completely
ignored or mere lip service paid, that IPM companies
are struggling to achieve growth and find good
leader-managers to manage the growth at all levels
of sales, marketing, medical affairs, HR and general
management.
A company without a pipeline of good team leaders
is headed for a loss of revenues, high attrition and
other maladies that plague IPM companies, both MNC
and domestic, large and small. The old paradigm was
“People join a company but leave a manager”. The new
paradigm is “People join an organization but leave
dysfunctional teams”. Period. Why blame the FLM,
when those above him are not performing their task of
training and developing FLMs?
So begin with training your FLMs to do great teamwork
– they are the largest available pool of leadership
talent that the organisation will desperately need as
it navigates the VUCA* world of healthcare. Not to
mention how much more FLMs themselves will enjoy
their work as first time managers and leaders who are
part of the humongous growth story of IPM not just in
India but all over the world that will unfold in the next
decade.
Fortunately, many companies are doing a good job as
evidenced by the leaders who have emerged from the
ranks and have contributed to this issue – K. Hariram,
Hanno Wolfram, Salil Kallianpur, Satya Mahesh, Vivek
Mishra. Follow these leaders and also keep an eye on
emerging talent like Kumud Kandpal, Sanil Jagiwala and
Vibha Kawa who have shared their ideas in this issue.
2 | MedicinMan September 2014
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
*VUCA – Volatile, Uncertain, Complex, Ambiguous

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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. The Challenge of Healthcare Access in India...7
India’s health access gap is a matter of grave
concern - and opportunity - for healthcare planners
and providers.
K. Hariram
2. 5 Questions for Salil Kallianpur.......................10
An industry veteran answers 5 questions by
MedicinMan on his professional life and outlook for
the industry
MedicinMan
3. Pharma Training: The Competency Model....18
A refresher on the well-established learning model
and its application to Indian Pharma
Satya Mahesh
4. Success Story: Vivek Mishra.............................22
The author started his career in pharmaceutical
sales and is currently GM at Sericare - a silk-based
health products company
Vivek Mishra
5. The Rise of Mankind in the Consumer
Healthcare and OTC segment.............................24
The company’s success can be attributed to a
combination of aggressive marketing and a bold
distribution strategy
Kumud Kandpal
6. Review: Engaging Drs in the Healthcare
Revolution..............................................................27
HBR article on the application of behavioral science
while reaching out to stakeholders in the healthcare
ecosystem
Review by K. Hariram
7. Survey of Digital Technology Adoption by Drs..
.................................................................................29
Two MBA students survey Doctors on the
acceptability of digital technology to aid in-clinic
interaction
Sanil Jagiwala, Vibha Kawa
MedicinMan Volume 4 Issue 8 | September 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 new book by Renie McClay published by ASTD Press is apt for the global executive with a local vision. “The Art of Modern Sales Management” has 12 chapters, each written by a leader in the field from around the world.
Renie McClay, MA, CPLP, has been a dynamic performance improvement professional for 20 years. She has been successful in sales, management, and learning and performance roles at several Fortune 500 companies (Kraft, Pactiv, and Novartis). Founder of Inspired Learning LLC, she continues to bring her passion and practical approach to all project work. Inspired Learning LLC does design and delivery of energetic programs and projects around the world.
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Renie has done a great job of selecting thought leaders that speak to the challenges of selling in our new, connected world. I absolutely love the framework of the book and found myself skipping from one chapter to another based on what I thought was most relevant to the problems I am most interested in solving today. This book is a must for anyone that understands that front-sales management is tomorrow’s competitive advantage.
--Pat Martin, VP of Sales, Estes Express
With a chapter on “Managing Across Cultures” contributed by Anup Soans
Renie is on top of her game again and brings the A Team to the world of Modern Sales Management. With the explosion of social media and the immediacy of shared experience for buyers and sellers, The Art of Modern Sales Management is a practical guide to navigating these changing realities, and the action plans offered provide tools to ensure the best opportunity for success. If you have a leadership role within the sales organization, you need this book as a guide and resource.
--Gary Summy, Director of Business Development Global Accounts Operations, Xerox Corporation

In India, despite improvements in access to health care, inequalities related to socio-economic status, geography, and gender still persist. These are compounded by high out-of-pocket expenditures, with more than three-quarters of the increasing financial burden of health care being borne by households1.
Martin Luther King, Jr. said, “Of all the forms of inequality, injustice in healthcare is the most shocking and inhumane.” Can this inequality be erased?
The Role of the Government
The newly formed NDA government in its Budget presentation for 2014-15, has spelt out two key initiatives - free drug service and free diagnosis service – both to be taken up on priority as part of move towards ‘Health for All’.
The healthcare roadmap of the new government, according to Finance minister Arun Jaitley, also includes plans to set up four more AIIMS-like institutions at Andhra Pradesh, West Bengal, Vidarbha in Maharashtra and Poorvanchal in UP, with a sum of Rs 500 crore being set aside for starting the work.
K. Hariram
E
India’s health access gap is a matter of grave concern - and opportunity - for healthcare planners and providers.
K. Hariram is the former MD (retd.) at Galderma India.
He is Chief Mentor at MedicinMan and a regular contributor. khariram25@yahoo.com
The Challenge of Healthcare access in India

The mantra “Health for all” starts with improving the focus on healthcare ‘ACCESS’. Healthcare access has different implications for different countries, especially across developing and developed economies. In the developed economies, it is often related to access to healthcare insurance, whereas in the developing economies, there is a great difference and it primarily revolves around two dimensions: 1) the physical reach (direct, easy and immediate access) to a healthcare facility, and 2) Affordability (cost factor) to the patient.
The Indian Context
For a better understanding of the Indian context, we may define HEALTHCARE ACCESS keeping in mind four dimensions2:
1. Patient being able to physically access the required healthcare facilities
2. Easy availability of the resources required for treating the patient including the required capacity of the basic facilities
3. Quality/functionality of the resources providing care, and more importantly
4. Patient’s ability to afford the complete treatment.
If any one of the above is missing, then the goal of providing healthcare service to all will remain a Utopian dream.
Very recently, I had the opportunity to attend the 3rd HEALTHCARE ACCESS SUMMIT organised by OPPI, in Mumbai. Some of the points brought out by eminent speakers was a great revelation in terms of the enormity of the situation in the Indian context. It certainly requires concerted efforts at all levels.
Towards Health Access for All
The definitive measures that could help as a way forward to achieve the goal of ‘HEALTH FOR ALL’ are:
1. Improving the physical reach of the healthcare facilities in the rural areas by developing infrastructure such as roads, transportation, etc.
2. Encouraging physicians to work in rural areas by taking care of their needs such as educational facilities, availability of resources for treating the patients properly etc.
3. Making treatment and diagnostic facilities affordable and cost effective insurance cover which may include reimbursement of OPD treatment cost.
4. Encouraging PPP (public private partnership) approach for providing better healthcare facilities in rural areas.
5. Formulating sustainable policy solutions to healthcare financing, infrastructure, and human resources challenges, among others.
K. Hariram | The Challenge of Healthcare Access in India
For pharmaceutical industry and companies in particular, these measures have a hidden potential and hence those organisations that are intelligent enough to identify the same can leverage these effectively.
”

9 | MedicinMan December 2013
6. Simultaneously working on those areas directly or
indirectly affecting healthcare such as availability of clean
drinking water, proper hygiene and sanitation facilities,
proper immunization, dispelling religious and traditional
beliefs/myths through proper education and more impor-tantly,
availability of proper nutrition.
7. Encouraging and involving all stake holders including
Government, Healthcare/Pharmaceutical industry and
other large private organisations that have rural reach.
The Opportunity for Pharma
For pharmaceutical industry and companies in particular,
these measures have a hidden potential and hence those
organisations that are intelligent enough to identify the
same can leverage these effectively.
However, there should be a shift from the FIXED MIND-SET
to GROWTH MINDSET including adapting to newer
business models, leveraging technology, participating in
intensive patient education programs, cost effective logis-tics
model, enhanced sales force effectiveness models, etc.
No doubt, government’s active participation will be the
crucial factor in driving the “Access’ programs.
For all the stake holders involved with no exception, the
collaboration in all aspects right from policy/regulatory
framework to resource planning to execution with all
sincerity of purpose will certainly be the driving force
towards achieving the purpose, IMPROVING ACCESS –
HEALTH FOR ALL, in the next 5 to 10 years. -KH
References:
1. The Lancet, Volume 377, Issue 9764, Pages 505 - 515, 5
February 20112.
2. IMS study of healthcare access – June 2013 report
K. Hariram | The Challenge of Healthcare Access in India

MedicinMan: Tell us something about your journey
so far and about your present role?
Salil Kallianpur: I started my career in pharmaceutical
sales as a medical representative 20 years ago almost
as soon as I graduated from college. Either the market
wasn’t half as competitive then as it is now, or I was for-tunate
to have worked with very good senior colleagues.
I lean more towards the latter, and so I don’t have horror
stories to tell from my years in sales, like some of the
reps do nowadays! Honestly, I loved the job! I enjoyed
talking to well educated and informed customers and
discussing the science and evidence that supports
the products. I found it quite engaging, actually and I
yearned to learn more about the products that I sold. It
amazed me that the more I knew about my products,
the more I seemed to sell them!
E
5 QUESTIONS FOR
SALIL KALLIANPUR
Salil Kallianpur is Brand Director, Classic Brands Europe, GSK.
Salil Kallianpur has over 20 years of experience in the
pharma industry working for giants like GSK. A well-known
pharma blogger and social media enthusiast, Salil describes
himself as someone who has ‘made peace with himself
and the world.’ MedicinMan asked him 5 questions about
his professional journey so far and his thoughts on state of
Indian pharma today.
”
I don’t have horror stories
to tell from my years in
sales, like some of the reps
do nowadays! Honestly,
I loved the job! I enjoyed
talking to well educated
and informed customers
and discussing the science
and evidence that supports
the products.

”
Moving from Sales to Marketing
I moved companies during my sales stint and after 5
exciting years in sales, I decided to opt for a position that
had come up in the marketing team of my new company.
The transition wasn’t smooth and I yearned for the ‘action’
on the field. The ‘ethereal’ thinking in the office bored
me. It took me a few years and a few more companies to
really get my head around what the role demanded of me
and I didn’t look back after that. I worked with wonderful
people and learned a lot from them. All of that helped me
when I moved into leadership roles after 7 years in mar-keting.
While I am not too happy that I had to move a few
companies – in fact, some quite quickly – I am very proud
of the fact that I was always offered those jobs by senior
colleagues who knew me. The importance of being net-worked
in the industry and showcasing your work has its
benefits, I assume. Many youngsters tend to burn bridges
with the organizations and teams when they leave to
take up new roles and responsibilities. I think it is quite ig-norant
and actually naïve of them to underestimate how
intricately networked this world - and the industry - is.
Moving from India to Emerging Markets
After 18 years of working in India-specific roles, I was
offered a chance to work in Emerging Markets to manage
GSK’s off-patent business. A new leaf had turned in my
life and it opened up the world to me. After a little over 2
exciting years in that role, in the last few months, I have
been responsible for managing the demand-side levers
for the business in Europe. As you can see, I have been
fortunate to have worked for many years in India – which
probably is the most successful branded generic market.
That experience helped me a lot during my work in the
Emerging markets and is standing me in good stead in
Europe too, to manage the consequences of the world
adopting new ways of managing healthcare costs.
MM: What are the global trends that are redefining
the healthcare business landscape?
SK: The healthcare landscape across the world is in quite
a multi-polar state at the moment. What this means is
that globally there isn’t a single trend that dominates
the sector. In the developed world, the economic slump
pushed governments to implement drastic measures to
control healthcare costs. This has had a significant impact
on pharmaceutical companies as they see more of their
portfolio hemorrhage value as prices fall around the
world. This development opened up avenues of opportu-nities
for generic players, many from India as well as a few
global ones as well.
The importance of being
networked in the industry
and showcasing your
work has its benefits, I
assume. Many youngsters
tend to burn bridges with
the organizations and
teams when they leave
to take up new roles and
responsibilities. I think
it is quite ignorant and
actually naïve of them
to underestimate how
intricately networked this
world - and the industry -
is.
MedicinMan | 5 Questions for Salil Kallianpur

What I find very interesting in this geography is that on
one hand, governments increasingly became picky about
supporting high priced patented products that bring
only incremental value compared to off-patent products
in the same category. On the other, they opened up their
coffers to products that solve niche problems and unmet
needs. It is probably a sign of the economic revival in
the Western world, but this doesn’t seem like a balanced
approach if the objective is to manage rising healthcare
costs!
The Growing Role of Governments in Emerging Mar-kets
In the developing world, two trends are noticeable – the
increasing acceptance of universal health care or the pro-vision
of health care by the state and the growing willing-ness
of governments to protect their domestic industries
against the vagaries of multi-national companies.
While the supply chain is more consolidated in the Amer-icas
and in the UK, pharmacies in the rest of Europe are
quite independent as governments ensure margins and
profits to pharmacists in exchange for active dispensing
of generic drugs. There is a likelihood of the supply chain
consolidating in the developing world as margins are
threatened due to aggressive government policies.
As you may have noticed, a common thread here is the
dominant role of the government in providing healthcare
extends across the world and is likely to come to India
soon enough. It’s important for the domestic industry to
quickly learn and adapt from other markets where it has
happened. These are more supply-side levers.
‘Non-traditional’ players gaining ground
One the demand side, in the developed world, we see the
emergence of niche products and newer therapies from
smaller and more agile companies. The larger ones view
these smaller players with interest. Big companies with
barren research pipelines are actively seeking out smaller
ones with more productive and differentiated assets. This
might lead to some consolidation in the industry.
Pharmaceutical players not looking beyond products to
differentiate and create customer value is disappointing.
The void in healthcare from Big Pharma’s inability to
look ‘beyond the pill’ is rapidly being filled up by either
non-traditional players (large companies from technol-ogy,
telecommunications, data analysis etc. who are
diversifying rapidly into healthcare) and nimble start-ups
with amazingly creative ideas to service unmet needs of
”
A common thread here is
the dominant role of the
government in providing
healthcare extends across
the world and is likely
to come to India soon
enough. It’s important for
the domestic industry to
quickly learn and adapt
from other markets where
it has happened.

customers. Big Pharma seems content at the moment to
wait and watch, probably with the intention of gobbling
up the start-ups if their services gain acceptance. Like
with other sectors, an increase in supply will drive prices
down and improve quality for customers. This probably
has more relevance to the alleviation of pain, suffering
and more human lives saved than anywhere else.
MM: What are the world’s most successful pharma/
devices companies doing differently?
SK: While the merit of the products and pipelines helps
analysts bet big on some firms than others, almost all
of them define success by market capitalization, share
price and dividends paid out to investors. These are hard
metrics and easy to track and therefore gain prominence
over softer ones like patient centricity, customer satisfac-tion
and lives saved. Whether the softer ones should be
considered as lag measures instead of as lead measures
to measure success is as yet a debate that hasn’t surfaced.
In the absence of that however, the most successful com-panies
are the ones with sometimes the better product
and more often the deeper pockets.
Changing Measures of Success
This is not a rant, but is relevant as the definition of
success in pharma is rapidly changing. If you look at the
Forbes ranking for the best (not successful) companies at
the end of 2013, very few big pharma companies feature
in the top10. You have companies like Celgene, Biogen
Idec and Gilead on that list ahead of Pfizer, Novartis, J&J
and Merck. So the really good companies are focusing on
bringing in newer therapies to address unmet needs and
niche disease areas. This not only allows them to domi-nate
the market, but also charge a significant premium
for those differentiated products. It seems pharma’s bet
on biologics paid off after all!
The same is true in the medical devices area, as newer
technology platforms are built with more innovative
channels of access (eg: wearable devices working over
the internet of things). Some of the larger companies
are bringing in more focus to therapy areas that they are
strong in and thus creating better and more efficacious
products to better serve those patient populations.
Disruptive Change in Medico-Marketing
Some of the better companies are also actively evaluating
customer behavior changes and have realized that using
a single communication channel is probably not enough
and leads to unpleasantness over access to physicians.
Adoption of multiple channels deploying digital technol-ogy
to engage with customers is on the rise.
”
So the really good
companies are focusing
on bringing in newer
therapies to address unmet
needs and niche disease
areas. This not only allows
them to dominate the
market, but also charge
a significant premium
for those differentiated
products. It seems
pharma’s bet on biologics
paid off after all!

Pfizer piloted virtual clinical trials a few years ago while
Merck took an entire medical conference online and cre-ated
a virtual experience for physicians to closely dupli-cate
the feeling of being physically present at the venue.
What is urgently needed is a disruption of the current
supply chain structure which is too expensive. As phar-ma
faces pricing pressure across the world, innovation
in this area will be explored. Also required urgently is
pharma’s adoption of big data and predictive modeling
techniques. Some start-ups in the healthcare arena are
creating solutions that will allow companies to predict
irregular patient compliance, matching patient genome
types to the best suited medicine to increase efficacy etc.
Hospitals, insurance companies and other payers in the
developed world work with big data solutions to predict
worsening of health outcomes, outbreak of epidemics
etc. Pharma urgently needs to get on board.
MM: What are the keys to sustaining long term
growth, given the present Indian scenario?
SK: India is a very rare market where the importance
of branding and marketing continues despite the high
degree of commoditization. Indian companies have also
increased dependence on overseas revenues. How-ever
if companies were to focus on the Indian market
alone, marketers must probably be aware of the winds
of change that will circle the land if the government
implements certain policies. While pricing pressures
continue to challenge the industry, they definitely do
not spell its doom as is often touted by over-enthusiastic
media persons. However, if the government decides to
play a larger role in providing healthcare through its UHC
implementation plan, attracts investments actively in
the sector to build infrastructure in semi-urban and rural
areas, becomes the biggest buyer of drugs and devices
etc., will the industry be caught unawares? Are pharma
companies still training large sales forces to influence
physicians while in a few years they may cease to be the
decision makers? Are companies concerned enough
about building key account management capabilities to
tackle such a development? Are these companies engag-ing
enough with pharmacists and the trade channels to
build relationships that will stand them in good stead as
decision making power accrues to these stakeholders?
Should branding and marketing be targeted only to
doctors? Why is corporate branding so underachieved in
India? If the govt asks physicians to prescribe only INN
names and pharmacists have the power to influence
brand choice and patients become more empowered to
choose a brand, will the current investments in market-
”
if the government decides
to play a larger role in
providing healthcare
through its UHC
implementation plan... will
the industry be caught
unawares? Are pharma
companies still training
large sales forces to
influence physicians while
in a few years they may
cease to be the decision
makers?

ing, training and deployment suddenly be found want-ing?
The pharma business model didn’t change in the
last four decades. That doesn’t mean that it won’t change
over the next four years!
MM: How do our ideas about Marketing need to
evolve in response to this new context?
SK: Marketing is by definition, a tightly integrated effort
to discover, create, arouse and satisfy customer needs.
This essentially means that the marketer must have
an acute sense of customer behavior and must adapt
accordingly to satisfy the needs of that customer. In our
line of business, some of our customers (physicians) need
just the right information at just the right time; some
others (pharmacists) need just the right product at just
the right time while even others (patients) need just the
right information, support and possibly some reminding.
Pharma marketing strategies in India today, do little to
address these needs, much less satisfy them. As the mar-ket
dynamics change due to macroeconomic and policy
changes, each of these customer types will undergo
significant changes in deciding power. Marketing needs
to be ahead of the curve to be prepared. Unfortunately,
pharma marketing today has a disproportionate focus
on physicians while all but ignoring the other customer
groups. This must change. -MM
”
Unfortunately, pharma
marketing today has a
disproportionate focus
on physicians while all
but ignoring the other
customer groups. This
must change.

KOL Management Workshop
A MEDICINMAN Initiative
OBJECTIVE:
This workshop will be hands on approach to
understanding the challenges and 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
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 COORDINATOR: Knowledge Media Venturz
CONTACT:
Chhaya Sankath: +91-98674-21131 | chhaya@kmv.co.in Arvind Nair: +91-987-0201-422 | arvind@kmv.co.in
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 to win prestigious awards like
the Padmashri and Dr. B.C. Roy awards among others.
Worshop Date: 20th September 2014
Workshop Timings: 10:00 am - 04:00 pm
Venue: Suba Int’l, Chakala, Andheri East
Total seats: only 25 Registration fees:R5,000+tax
MUMBAI

KOL WORKSHOP REGISTRATION FORM
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Designation / Title :
Company Name :
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Email :
In case of multiple delegates from the same organization please fill up individual registration forms for each member.
Registration Details
Registration fees: INR 5000 + 12.36 %Service tax (Per Delegate)
The Fees is inclusive of Lunch & Tea & Snacks (Morning & Evening)
Advance payment must be made in INR by Cheque / Bank Draft or NEFT
Cheques to be issued in the name of KNOWLEDGE MEDIA VENTURZ LLP , payable at Mumbai & sent to The Conference Secretariat, A-302, Kshitij C.H.S.L, Off Film City Road, Behind Satellite Towers, Goregaon East, Mumbai, PIN CODE: 400063
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Bank Address: Goregaon West, Mumbai (MH), Gr Flr, Patkar College, S V Road, Goregaon West, Mumbai -62.
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For further details Contact:
Arvind Nair Chhaya Sankath
9870201422; arvind@kmv.co.in 9867421131; chhaya@kmv.co.in
Mumbai, 20th September2014

PHARMA TRAINING:
THE COMPETENCY MODEL
Every pharmaceutical representative undergoes some kind of sales skill training apart from receiving training in anatomy, physiology, Pharmacology, diseases, treatment modalities, clinical trials and outcomes.
In most organizations sales skills training is mostly the same with different nomenclatures like dialogue detailing, spin selling, consultative selling , needs creation selling, high impact selling, strategic selling, facilitative selling etc. Despite the grueling training, majority of the field force falls prey to the age old, time tested, ‘parrot detailing’ technique.
My boss used to say that training half-life at the best is one day. I believe it is neither cynicism not criticism of the training team but possibly his wisdom. Whatever it is, the question remains, “how can we make our medical representatives more effective, given the limitation of physician access and time?”
This is where the understanding of roles and responsibilities of the trainee, the trainer and the coach can help guide us through our journey to be more effective and deliver value to physicians. I wish to take the help of a very old, yet effective model to explain the roles and responsibilities.
The model is called the conscious competence model. Although the genesis of the model is not traceable, it was well-defined by Neil Burch who worked for a training organization in ‘70s.
This model tells us the journey of a trainee to master a skill and is explained in the visual below:
Satya Mahesh
E
Satya Mahesh is an SFE and Business Analytics professional at the Merck Group
A refresher on the well-established learning model and its application to Indian Pharma

Understanding these four stages and the responsibilities of
the trainee, trainer and the coach at each stage, can bring in
clarity on how a skill is mastered.
The easiest way to understand this model is taking the ex-ample
of acquiring and mastering a skill like car driving on
Indian roads. Let me tell you my story.
When I first bought the car, I did not know anything about
the gears and had no skill. All that I knew was that you can
zip through the traffic just by turning the steering wheel.
So I was Unconscious and Incompetent.
“Unconscious Incompetence” is Stage 1. In simple words, I
do not know… what I do not know
Stage 1 is where the trainee is unconscious (or unaware) of
the skill and so he is incompetent. To put it differently, he is
unaware of his weaknesses and areas for improvement.
The first few days at the driving school was a steep learning
curve for me. Thanks to the trainer, I realised that I didn’t
know many things. I realized the need of wipers in Mumbai
rains… I realised the need of hand brake while parking… I
realized that driving is not easy…
So, I became conscious but still remained incompetent.
“Conscious Incompetence” is stage 2. In simple words, I
know.. what I do not know
Stage 2 is where the trainee comes to know or becomes
conscious of what he does not know but he is still incompe-tent.
While aware of what skills he needs to acquire, he still
hasn’t mastered them.
As I approached the end of my driving lessons, I was able to
drive comfortably on the service roads, but still under guid-ance
of the trainer. Every time there was a slope and I had
to apply brake and start moving forward, I kept on telling
myself to not worry, just “slowly release the clutch, remove
your leg from the brakes and slowly and gently press the
accelerator to move forward”.
Every time I used to start the car, I used to remind myself
the start-up checklist… neutral, seat belt, start the car,
release the hand brake, clutch, first gear, slowly release the
Satya Mahesh | The Competency Model
The Competency Model
”
Stage 1 is where the
trainee is unconscious (or
unaware) of the skill and so
he is incompetent. To put it
differently, he is unaware
of his weaknesses and
areas for improvement.

clutch and gently press the accelerator. . Though there were
few moments of panic, I could bring back my focus on my
driving. Every time I parked the car, I reminded myself to use
the hand brake.
I also received a lot of encouragement from my trainer.
In a month’s time I was fairly confident and cracked the
exam. I got my driver’s license.
So, I become conscious and also competent.
“Conscious Competence” is stage 3. In simple words, I
consciously apply the skills I have acquired. This is Stage 3
of the model. This is mostly done under the guidance of a
trainer to impart the skill.
After getting my driver’s license, I wanted to venture into
the concrete jungle myself. But, wanted to be careful. So
I asked of my friends Gurjeet Singh, who is good at the
wheel, to join me on my trips to office. I was driving to office
and Gurjeet was helping me and guiding me. (Should I say
coaching me? Possibly, Yes!) He was there with me every
time I faltered. I improved my performance day by day!
Now-a-days, I drive with lot of confidence. I do not get
perturbed in traffic. I change gears and manage slopes with
lots of ease. In fact, I do not even realise whether I am on a
flat road or a slope of a flyover. I have become a seasoned
driver now.
Now, I am better than my coach Gurjeet in reverse parking.
Every time I reverse park with perfection, Gurjeet smiles. I
smile back with a sense pride.
I attained mastery over the skill of driving so, I entered
the stage of “unconscious competence”
“Unconscious Competence” is stage 4 of the model.
In simple words: I am applying what I know without even
thinking about it.
Stage 4 is where the trainee has practiced enough under
the guidance of a coach and starts to apply what he learnt
even without thinking about it.
Applying the Model to Pharma Sales
Whenever, a fresher joins an organization, he is like “Alice in
Wonderland”. Even when an experienced candidate shifts
companies, he will still be in the stage 1 “Unconscious
incompetence “ as his earlier knowledge and skills may
be irrelevant in new company’s context. He still needs to
learn about new therapy areas, new brands and new skills
required for that organization’s operating model.
He is in the state of I do not know…what I do not know
If instead he acts like he “knows it all” it could be dangerous
because he would not respond to training and coaching as
desired.
”
“Conscious Competence”
is stage 3. In simple words,
I consciously apply the
skills I have acquired. This
is Stage 3 of the model.
This is mostly done under
the guidance of a trainer to
impart the skill.

So, it’s the responsibility of the trainee to unlearn his earlier
learning, if any, and attend the training with a mind-set to
learn new skills.
When the trainee is getting trained, he should realise that
he needs to learn a lot during the training programme.
It is the trainer’s responsibility to clarify the objectives of the
training programme and what is expected of the trainee.
The trainer must be ready to demonstrate patience to teach
an incompetent trainee (incompetent with reference to the
new skill)
When the Trainee reaches the end of training, he should be
ready to face the real life situations and deliver the expect-ed
results.
Hence, it is Trainee’s responsibility to practice, practice and
practice the skills he learned.
It is the Trainer’s responsibility to ensure that every trainee
gets sufficient attention and time to use the skills learned
under the observation of the Trainer in controlled condi-tions
(mock detailing / detailing practice using the sales
skills learned.
Both the Trainer and Trainee should believe that it is okay
to make mistakes and learn from the mistakes so that those
mistakes are repeated before the customer.
This is the stage where the trainee is sent to the field and
handed over to his front line manager who will take forward
the trainee’s learnings to be used in real world scenario.
It now becomes the responsibility of the Front-line manag-er
to guide and coach the Trainee.
It is also the Trainee’s responsibility to respond to the coach-ing
and master the skill.
It is the trainee’s responsibility to master the skill and take
pride in the work. A skill once acquired, remains for a life-time.
All that is needed is to sharpen it every now and then.
The trainee, the trainer and the coach have their respon-sibilities
at each stage of the learning cycle. We need to
understand the responsibility and fulfill it.
The day we fulfill our responsibility, we will start to enjoy
our work and experience a sense of achievement. Our cus-tomers
will appreciate the value we add.
With this it is possible to defy my boss’s belief that “training
half-life is only a day”.
Not only for bread, let’s work for our pride. -SM
”
Stage 4 is where the trainee
has practiced enough
under the guidance of
a coach and starts to
apply what he learnt even
without thinking about
it... This is the stage of
“unconscious competence”

SUCCESS STORY:
VIVEK MISHRA
I was never a very bright and high-scoring student during
my college days when I was studying B. Pharma or even
when I was studying management from the University of
Pune. But I always used to think about the basics and how
we can make it better.
I started my career in pharmaceutical selling and slowly
moved into product and brand management. During that
time I thought, “why can’t we make bigger brands like
some of the top notch marketing companies do”. That was
the time I started introspecting and decided that I wanted
to do something big in life. I always like taking up challeng-es
and risks. That’s when I decided to move into nutrition
where I joined as Product Manager and was responsible
for 6 new brand launches. In the field of nutrition, partic-ularly
in critical care enteral nutrition, we have to educate
the medical fraternity. Some of the renowned medical
professionals often ask, “My patient is suffering from renal
dysfunction, why I should use a protein powder? I will give
him 100 grams (Chana) or 6 eggs. That’s when the idea of
consumer engagement came into mind. I thought, “why
operate in red ocean when I can do much better with simi-lar
kind of efforts in blue ocean. i.e. the rural markets.
I started preparing well and tried to understand the rural
markets and the buying behavior of the end consumers.
That’s when, one fine day, I got a call from a subsidiary of
Tata Chemicals. They were looking for a Product Head ( as
Category head in OTC / FMCG) in their rice seed business.
My eyes lit up. This was what I wanted to learn and my
strong desire to learn and excel got me opportunity to
interview with Tata chemicals. (This was a big step - A hard-core
pharmaceutical and healthcare professional going
to explore an opportunity in an entirely different set up
– i.e. agriculture). I attended the interview and had gruel-ing
sessions with various departments. I was selected for
heading their rice seed business. All my counterparts were
from IIM Ahmedabad or IIM Bangalore and I was only the
guy in the system without an MBA from IIM. I joined and
the rice season was approaching. It was a completely new
field, industry and type of customers but I thought - “this is
the testing time for me and my skills and an opportunity to
prove myself.”
Vivek Mishra
E
”
That was the time I
started introspecting and
decided that I wanted to
do something big in life.
I always like taking up
challenges and risks.
Vivek Mishra is General Manager at
Sericare -Healthline Pvt. Ltd.

E
I kept things simple.
1) Keep farmers - the end consumer - as the most important link and work to get their trust.
2) Keep things simple for the sales team and ensure that they understand your thought process and buy your concept. Brainstorm with them through various digital channels and ensure that execution is easy
3) Distribution plays a critical role in the rice seed business. So I ensured that product placement happened before the 2nd week of May so that none of the demand generation activities went without actual buying
4) Taking cues from the healthcare sector, I conducted various PSAs (Pre-season activities such as village level meetings, KOL Farmer, Rice help groups, etc), tied up with various block-level and other govt bodies and took time to understand and take the benefit of NFSM (National Food Security Mission) where govt allocates huge funds for agriculture sector.
5) Conducted initiatives highlighting various hybrids based on land types, states, water and irrigation availability and farming behavior.
My strategy clicked and luckily monsoons were good and I was able to drive business from 2200 MT to a staggering 3700 MT in just one season. The company jumped to 3rd position in terms of rice seed business just below Bayer Crop Sciences and Pioneer (A Dupont company).
The lesson learnt is: don’t go to do anything great. Kept things simple and understand the basics. Whatever me and my team did, we knew what we were doing!
Right now I am working as GM with a company (Sericare – Healthline Pvt. Limited) who are exclusively into products derived from silk and silk proteins to be used in human healthcare.
We recently patented 2 products: a silk protein derived bilaminated surgical wound dressings and silk protein-derived face mask for retaining moisture and glow on the face.
I am heading their 4 divisions: Sericulture; Agriculture; Diary technology; Human healthcare and cosmetics. But everything revolves in and around silk and since the company had very good products in terms of research I am spearheading them to enter the arena of marketing and sales and building the companies as well as various brands like – diabetic and wellness tea (Sericha) ; Surgical wound dressings (Fibroheal) and silk protein derived facemask (PurMyso).
My suggestion to youngsters to prevent mid career crisis: keep on learning new skills and bring some change in industry if you want to grow and get recognition. Be the change which you wish to see in the industry and people will start following you. Keep the company of people who are positive, self motivated and who talk about solutions rather problems. You will notice things start working for you much before you expected them to.
To conclude, it is the individual’s desire to learn, take risks, understand their capabilities, their ability to accept challenges, plan and follow tough schedules and ability to be ego-free while keeping principles and basics right which make them successful in healthcare or any other industry. -VM
Vivek Mishra | Success Story
The lesson learnt is: don’t go to do anything great. Kept things simple and understand the basics. Whatever me and my team did, we knew what we were doing!
”

24 | MedicinMan September
E
A sachet of Gasofast provides quick relief to
actor Satish Shah, cricketer Wasim Akram
enjoys Kaloree, a sugar substitute and
actor Nitin Neil Mukesh is brandishing Addiction
as his seduction weapon. Consumers readily recall
MMS Sunny Leone from a sexy advertisement for
Manforce.
These are some TV commercials of Mankind, a
company that has stirred and shaken the Indian
Pharma Market (IPM). Mankind has become a
talking point among students, board members,
sales force, pharma consultants, investors and
even beyond the industry circles.
Be it their ultra low pricing strategy or entering the
rural markets first to explore the bottom of pyra-mid
or hiring non-science graduates as sales team
and giving outstanding recognition, developing
smallest district headquarters unlike other pharma
companies, Mankind is different, practicing Differ-entiation,
Differentiation and Differentiation.
Kumud Kandpal
The Rise of
in the consumer healthcare and OTC segment
”
Mankind ranks 6th in the
76,000 crore IPM. Mankind
entered OTC Market through
a different division with
the launch of brands like
Manforce, Unwanted 72
(emergency contraceptives)
and Prega News (home
pregnancy test kits). Now,
OTC contributes about 8%
to Mankind’s revenue. Their
product range includes
condoms, emergency
contraceptives, pregnancy
test kits, sanitary pads,
cosmetics, deodorants and
artificial sweeteners.
Kumud Kandpal is UD
Marketing Team (International),
Kusum Healthcare

Kumud Kandpal | The Rise of Mankind in the Consumer Healthcare and OTC Segments
25 | MedicinMan September
Mankind’s Entry into OTC Market
Mankind ranks 6th in the 76,000 crore IPM. Mankind entered OTC Market through a different division with the launch of brands like Manforce, Unwanted 72 (emergency contraceptives) and Prega News (home pregnancy test kits). Now, OTC contributes about 8% to Mankind’s revenue. Their product range includes condoms, emergency contraceptives, pregnancy test kits, sanitary pads, cosmetics, deodorants and artificial sweeteners.
Mankind extensively advertised these products on TV. This has not only created awareness for the company beyond IPM but also led to better corporate brand equity.
Investment in Consumer and OTC Marketing
With a strong focus on its core strength, mankind invested in OTC products and brand building. Mankind has spent 350 crores on advertising the OTC and consumer health products, which has taken the brand awareness and brand recognition to a different level and has also altered the perception of the company and its products. This level of investment has broken all the myths that Mankind is a short-term player in this segment. OTC division is expected to make Rs 10-15 crores profit for the first time, this year.
The OTC Advantage
1. Perception shaping: Since inception, Mankind has faced quality perception issues in the doctor’s mind due to its low cost medicines. This perception is changing as Mankind’s visibility and popularity keeps increasing among the medical fraternity and the masses.
2. Brand recognition in the country by becoming a household name.
3. Opportunity to build bigger brands: With a continuous investment in OTC advertising and marketing, Mankind is in the process of building mega brands. Mankind is planning to launch products in international markets in the near future.
4. Positive rub-off effect in Rx business: With an image makeover and higher brand recognition, the impact is seen on sales team motivation and higher brand acceptance.
5. Corporate image building in IPM will help in attracting better talent.
Strategy Adopted by Mankind
1. A separate OTC and consumer health unit with continuous investment.
2. Creative direction and execution by top class advertising agencies.
3. Distribution: selling their products in unconventional places like paan shops has helped sales of Manforce. Their strong distribution network with 62 C & F agents & 6000 Stockists ensures perennial stock availability even in small towns and villages.
4. Aggressive promotion: Through TV, radio, print and outdoor media. Sunny Leone as a brand ambassador for Manforce has contributed to the brand’s success. Presence in Social Media is also driving up the brand exposure and the engagement. Roping in celebrities has helped in raising the share of voice and aligned it to their overall brand proposition.
5. Rural presence has attributed to phenomenal growth of brands like Manforce
Mankind’s Future
With a growing OTC and consumer health market in India, Mankind not only holds an opportunity to gain substantial market share and growth in IPM, but also step into the global markets to increase its footprints in consumer health. I believe that their model can be tweaked and replicated in other markets. Let’s wait and watch! -KK

WORKSHOPS BY HANNO WOLFRAM
IN INDIA
Contact: Anup Soans | +91-934-2232-949 | anupsoans@gmail.com

Healthcare systems including physicians and hospitals seem to be failing regularly in their fundamental job of their business – delivering what their customers need. In this case it is what the patients need, i.e., improved healthcare and outcome.
Recently, I read an article that appeared in HBR – “Engaging Doctors in the Health Care Revolution” written by Thomas H. Lee and Toby Cosgrove (see here).
The article emphasizes that In the face of ever- increasing complexity, fixing health care will require a radical transformation, moving from a system organized around individual physicians to a team-based approach focused on patients. The point is very clear. It is the doctors, who must be central players in this change. Without embracing this, any great strategy will not work.
The authors opine that in their current roles as part of senior management of two large U.S. health care systems, and as observers and partners of many others, winning physicians’ support takes more than simple incentives. According to them, leaders at all levels must draw on reserves of optimism, courage, and resilience.
K. Hariram
E
REVIEW
K. Hariram is the former MD (retd.) at Galderma India.
He is Chief Mentor at MedicinMan and a regular contributor. khariram25@yahoo.com

They must develop an understanding of behavioral economics and social capital and be ready to sever ties with clinicians who refuse to work with their colleagues to improve outcomes and efficiency.
As a part of helping health care leaders engaging physicians in the pursuit of their organizations’ greater goals, the authors suggest a framework based on the writings of the economist and sociologist Max Weber, who described four motivations that drive social action. Adapted for health care professionals, these are:
1. Shared purpose,
2. Self-interest,
3. Respect, and
4. Tradition.
They think that leaders can use these levers to earn doctors’ buy-in and bring about the change the system so urgently needs.
As shifts in healthcare bring a more intent focus on team-based care and coordination, hospitals can boost physician engagement using a framework inspired by Max Weber, the “father of modern sociology,” according to this article in Harvard Business Review.
The summary of what the authors recommend about four main ways to engage doctors are:
1. Create a shared purpose. While many physicians are uncertain about their future, it’s important for hospitals to create common, organizational goals--to foster an environment that’s better for patients. Hospital leadership must allow doctors to share stories of feeling proud and satisfied after a good patient outcome. “If physicians focus on their strengths and make them happen all the time, their weaknesses will become irrelevant,”
2. Address economic self-interest. Offer financial incentives for reaching goals. However, hospitals must also consider non-financial incentives as well. “The reason I feel shared risk contracts aren’t enough is because the goal of healthcare is not to reduce healthcare spending, “Lee mentions “Money alone will not motivate physicians to go the extra mile to take superb care of patients.”
3. Leverage desire for respect. Use peer pressure to drive performance, the authors recommend.. For example, at the Cleveland Clinic physicians are reviewed by their peers once a year, and each doctor only receives a one- year contract. Ratings and patient comments can also positively push doctors to perform better, according to Lee.
4. Appeal to a sense of tradition. Healthcare organizations must establish distinct, constant standards, authors point out.. For example, staff members at Mayo Clinic in Minnesota must wear business attire every day, which serves as an elegant representation of the institution-- meant to embody the “Mayo way of doing things,” according to the authors.
Lee categorically states, “We see our organizations and other organizations sometimes falling short because they are only undertaking one or two of the categories in the framework, and there needs to be an organized approach to all four.”
There is yet another point where the authors clearly emphasizes, “Transformation of health care requires the will to organize delivery around the needs of patients— and that reorientation means the end of the status quo .Clearly, getting physicians’ buy-in to this strategic change will be hard, particularly from those who have long practiced under the old regime. Hence, many organizations are cultivating “farm teams”—developing training programs that emphasize team-based, patient- centered care and then recruiting the doctors who have freshly graduated.
It is very obvious from the above that what are needed are the right management tools combined with strong leadership influence and keeping the fundamentals intact around the clearly spelt out shared purpose. In short – Focus on patients healthcare outcomes.
How is this relevant to us in the Indian context? With the new government in place, newer healthcare policies directed towards patients and healthcare outcome and the emphasis being on PPP models, private hospitals, increasing outlay on public hospitals, etc, there is no need to reinvent the wheel. With enough lessons to be learnt from the developed countries, one could learn from their failures and successes thus quickly adapting to the changing needs of our country. -KH
K. Hariram | Review: Engaging Doctors in the Health Care Revolution by HBR

Introducing cloud computing and finger print system for sales team is a strategy to help doctors, Medical Reps and the pharma company in following ways:
From doctor’s point of view:
The doctor uses his fingerprint to begin the call. As soon as a doctor gives his finger print, the call made by the Medical Rep, can be viewed by sales and marketing managers as data will be shared through cloud.
The detailing would become a lot more convenient and doctor-centric, as doctor profiles can be customized and arranged in a sequence to detail brands according to the preference of the doctor.
Updated information can be fed into the iPad to engage the doctor with updated data.
The doctor is just a click away as he can connect with the company’s medical/marketing team. This will increase customer satisfaction, along with improving communication between doctors and company.
The iPad will contain animations, audios, videos which would give doctors better understanding and make it more interesting.
Physician handling of iPad in calls makes them more likely to spend more time with the Medical Rep, to get more information online, to request samples, leading to better brand registration and recall.
Virtual meetings can also be held with doctors to clarify their queries without delay, leading to early adoption of products.
Advantages of cloud system for Medical Reps and company:
Real-time and updated data of each call made by the Medical Rep would be recorded in the iPad, so that the company can access this data and can help to increase the efficiency of sales team.
Expensive, recurring cost of printed visual aid can be avoided.
Prior appointment taken by Medical Reps can be recorded, so that the senior sales manager and the marketing team know when a particular KOL is to be met and plan accordingly.
Medical Reps would save time on data entry.
Collaborative work can be done through cloud system by the logistics, marketing, sales, stockists and chemists. So this could serve as a centralized approach for better movement of products in the market.
More interesting for Medical Rep because they will feel that they are better than other competitors. - SJ, VK
E
Survey of Digital Technology Adoption by Doctors
Sanil Jagiwala, Vibha Kawa
0-‐5
6-‐10
11-‐15
16-‐20
21-‐25
14
11
9
6
10
14
11
9
5
8
Number
of
doctors
covered
Number
of
doctors
who
were
posi<ve
for
the
concept
of
ipad+finger
prints
and
were
ready
to
give
finger
prints
A survey of 50 doctors revealed that an overwhelming majority were in favor of the use of iPads and fingerprint recognition technology when interacting with Medical Reps as such technology would make the interaction a lot more personalized.
The authors are in the Second Year of their MBA degree at NMIMS, Mumbai
General
physicians
Opthalmologist
Consultant
physicians
Gynaecologist
Den6st
General
surgeons
Orthopaedics
Paediatricians
Dermatologist
Radiologist
20
7
5
4
3
3
3
2
1
1
18
7
5
4
2
3
2
2
1
1
Number
of
doctors
covered
Doctors
accepetd
ipad+finger
print
concept

Why Pharma Front-line Managers Must Excel at Teamwork

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