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Pharma Branding and Field Force Excellence

How to bring about field force excellence in Indian Pharma.

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Pharma Branding and Field Force Excellence

  1. 1.                                                                                                                                                                                                                                                                                                                     BRANDSTORM&FFE THEWESTINHOTEL,MUMBAI|MAR13TH AND14TH -2015- 2011 2012 2013 2014 2015 AKNOWLEDGEMEDIAVENTURZPRODUCTION ` PRESENTS MEDICINMANField Force Excellence TM March 2015 | www.medicinman.net Since 2011
  2. 2. AGENDA -BRANDSTORM2015 AKNOWLEDGEMEDIAVENTURZPRODUCTION                 Morning Session – Networking Breakfast 0830 onward Welcome Address: Chhaya SS. CEO, KMV LLP Session 1 - UCPMP and MCI Guidelines: How Can Pharma Marketing Address these Challenges Effectively? Pharma is under pressure globally as unethical business practices come under scrutiny and penalty of regulators. 0930 – 0950 – Keynote by Salil Kallianpur, Brand Director, Europe @ GSK looks at new ways of marketing in an era of tighter regulatory and social controls. 0950 – 1000 – Decoding the UCPMP – Bhagwat Deora, Senior Manager, PwC 1000 – 1030 - Panel discussion and Q & A from delegates. Panel Members: Dr. Amit Garg, Medical Director (Emerging Markets) at Dr. Reddy's Laboratories, Deep Bhandari, Director-Marketing & Sales Excellence at UCB, Bhagwat Deora moderated by Salil Kallianpur. Tea Break and Networking 1030 to 1100 Session 2: 1100 to 1130 – From Brand Management to Therapy Shaping - Shiva Natarajan, General Manager, GSK with Eltroxin and Augmentin case study 1130 to 1200 - Marketing to Hospitals – Shashank Shanbag, Business Unit Director at MSD 1200 to 1230 – Case Study Zifi-AZ – Nandish Kumar, DGM and Head – Marketing, FDC 1230 to 1300 – Panel Discussion & Q & A Panel Members – Shiv Natarajan, Shashank Shanbhag, Nandish Kumar; Moderated by Praful/Amit Akali Lunch Break – 1300 to 1400 Session 3: 1400 to 1430 - Winning Ways of Mankind Pharma – Lessons to be learnt by Dr. VK Sharma, AVP at Unichem Labs and formerly with Mankind Pharma. 1430 to 1445 – Q & A 1445 to 1515 – How Can Indian Pharma Marketing reinvent the Field Force – Doctor Interaction through use of Digital and Social Media – 2 Case Studies: one International and one Domestic pharma by Anup Soans, Editor - MedicinMan 1515 to 1530 – Q & A Tea Break: 1530 to 1600 Session 4: - 1600 to 1630 - How to Optimize Healthcare Communication Creative Agency Services – Praful Akali, Managing Director, Medulla Communications; Amit Akali, Creative Consultant, Medulla Communications and Managing Partner, WYP Brand Solutions Q & A – 1630 to 1645 Session 5: 1645 to 1715 – Career Planning and Advancement for Marketing Managers – What are the Key Competencies? K. Hariram, Retired Managing Director, Galderma India 1715 to 1730 – Q & A and Close.  March13,2015|TheWestinHotel,Goregaon(E),Mumbai
  3. 3. AGENDA -FFE2015 AKNOWLEDGEMEDIAVENTURZPRODUCTION                 Morning Session – Networking Breakfast 0830 onward Welcome Address: K. Hariram, Retired Managing Director, Galderma India Session 1: 0930 to 1000 - Changing Role of Field Force – Keynote Address by Sanjiv Navangul, Managing Director, Johnson and Johnson. 1000 to 1015 – Decoding the UCPMP by Sanjay Dhawan, Pharma GRC Leader; Partner, Risk Advisory Services at PwC Session 2: 1015 – 1130 CEO Roundtable Discussion on Optimising Field Force in the Changed Market Conditions Panel Members – K. Shivkumar, Managing Director at Eisai Pharmaceuticals; Sanjiv Navangul, Managing Director, Johnson and Johnson moderated by Sujay Shetty, Pharma Lead at PwC Tea Break – 1130 to 1200 Session 3: 1200 to 1220 - The Value Framework for Indian Pharma in the 21st Century by Amlesh Ranjan, Sanofi India Session 4: 1220 to 1240 – SFE: What Every Pharma Sales Professional Should Know by Satya Mahesh of Merck Group, India 1240 – 1300 – Q & A to Amlesh Ranjan and Satya Mahesh Lunch Break – 1300 to 1400 Session 5: 1400 to 1530 Field Force Learning & Development – Best Practices of Leading Pharma. Presentation followed by Panel discussion & Q & A by delegates. Panel Members – Ms. Sai Kumari, Head - Center for Excellence, The Himalaya Drug Company, Jagmohan Rishi, AVP Digital Marketing, Learning and Development and Commercial Excellence, Pankaj Gursahani, Director - Sales Training at AstraZeneca. Panel Discussion moderated by Anup Soans Tea Break – 1530 to 1600 Session 6: 1600 – 1700 – Role, Responsibilities and Contribution of Front-line Managers – First Line, Second Line and National Sales Managers – By K. Hariram, Retired Managing Director, Galderma India and Deep Bhandari, Director-Marketing & Sales Excellence at UCB – Presentation, Discussion and Q & A. Panel Discussion moderated by Anup Soans  March14,2015|TheWestinHotel,Goregaon(E),Mumbai
  4. 4. SPEAKERPROFILES AKNOWLEDGEMEDIAVENTURZPRODUCTION                 Sanjiv Navangul, is Managing Director at Janssen India. Prior to his current role Sajiv worked for MSD in the Philippines Amlesh Ranjan, is at Sanofi in a Business Leadership & Alliance Management role.  K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan Satya Mahesh is Associate Director and Head of SFE at Merck. Prior to his current role he was at Sanjay Dhawan is Pharma GRC Leader and Partner, Risk Advisory Services at PwC. Prior to his current role he was Head - Retail and Corporate Banking, Europe Sai Kumari is Head-Center for Excellence The Himalaya Drug Company. In her prior role she was Head- Global Training center at Himalaya Pankaj Gursahani is Director - Sales Training at AstraZeneca Pharma Sujay Shetty is Executive Director & India Leader, Pharma, Life Sciences & Medical Devices at Jagmohan Singh Rishi is Asso. Vice President - Digital Marketing, L&D & Commercial Excellence at Wokhardt Deep Bhandari is Director- Marketing & Sales Excellence at UCB Salil Kallianpur is Brand Director, Classic Brands Europe at GlaxoSmithKline Bhagwat Deora is Senior Manager with Risk Advisory Services at PwC
  5. 5. SPEAKERPROFILES AKNOWLEDGEMEDIAVENTURZPRODUCTION                 Amit Garg is Medical Director (Emerging Markets) at Dr. Reddy's Laboratories  Shiva Natarajan is General Manager, GSK Amit Akali is Creative Consultant, Medulla Communications and Managing Partner, WYP Brand Solutions Shashank Shanbhag Senior Director (BUD) at MSD looking after the Vaccines and Women’s Health business. Praful Akali is Managing Director, Medulla Communications Anup Soans is an Author, Facilitator and the Editor of MedicinMan VK Sharma is Associate Vice President (marketing & sales) at Unichem Labs Limited, Mumbai. Chhaya SS is the CEO of Knowledge Media Venturz - OTHERS TBA SHORTLY -
  6. 6. Hosted by www.MedicinMan.net. Organized by Knowledge Media Venturz. DELEGATE FEE* MATRIX FOR FFE 2015 & BRANDSTORM 2015 All figures in INR FFE BRANDSTORM BOTH PHARMA DELEGATES 8,500/- 6,500/- 12,000/- SERVICE PROVIDERS# 15,000/- 15,000/- 25,000/- To register, make payment and submit payment and delegate details by email to Chhaya Sankath (chhaya@kmv.co.in) or register online: medicinman.net/2014/12/brandstorm-ffe-2015-registration CHEQUE PAYMENT Payment must be made in INR by Cheque / Bank Draft and must be received prior to the conference. Cheques to be issued in the name of “KNOWLEDGE MEDIA VENTURZ LLP”, payable at Mumbai. SEND CHEQUES TO: Chhaya Sankath, A-302, Kshitij C. H. S. L., Off Film City Road, Behind Satellite Towers, Goregaon East, Mumbai 400 063 PAY BY ACCOUNT TRANSFER NEFT DETAILS BANK: AXIS BANK BRANCH: GOREGAON WEST, MUMBAI (MH), GR FLR, PATKAR COLLEGE, S V ROAD, GOREGAON WEST, MUMBAI -62. ACCOUNT NAME: KNOWLEDGE MEDIA VENTURZ LLP ACCOUNT NO: 913020033732313 IFSC CODE: UTIB0000647 DELEGATE DETAILS (TO BE SENT ALONG WITH DETAILS OF PAYMENT) NAME: COMPANY: DESIGNATION: ADDRESS: EMAIL: MOBILE: DETAILS OF CHEQUE/ NEFT TRANSFER: PAYMENT OPTIONS *Add Service Tax @ 12.36% # Only 10 Service Provider passes available, on a first-come, first-serve basis
  7. 7. 15 MedicinMan Volume 5 Issue 3 | March 2015 Editor and Publisher Anup Soans CEO Chhaya Sankath COO Arvind Nair Chief Mentor K. Hariram Advisory Board Prof. Vivek v; 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 1. To Understand Gen-Y, Look Beyond SWOT.....8 The traditional SWOT formula might not work with Gen-Y. Here’s how it can be updated. Madan Panathula 2. ‘Just 2 Tablets of Seczol DS and That’s All!’ ....11 How creativity and innovation can take a late- entrant brand to No. 1 market position. Prof. Vivek Hattangadi 3. A Digital Task Force to Beat the Xerox-Kodak Effect ......................................................................15 How small, highly-trained, multi-specialist teams can compliment the work of a conventional field force in the digital era. Anup Soans 4. Appointment by Digital ...................................19 Online Appointment Systems will soon become ubiquitous. Here’s why. Chandan Kumar (Click to navigate) CONTENTS
  8. 8. 8 | MedicinMan March 2015 T he arrival of Gen-Y is changing organizational culture everywhere. Organizations realize that they are increasingly influenced by Gen-Y opinions, as their numbers swell and Gen-X is making way. It has been established beyond doubt that the work ethics of Gen-X and Gen-Y are starkly different. Youngsters joining organizations today do not mix their professional and personal lives. They have lines clearly drawn – which helps them balance work and life. While they are focused on their careers, they have no intention of letting go of things they are passionate about. Today, a spectrum of new career opportunities have emerged which combine the passion, talent and aspirations of these young minds. A mid-level manager, who loves storytelling, can become a corporate storyteller and make much more than what he can in a traditional role. This has thrown open a new challenge to the talent management function in organizations – how does a company retain top Gen Y talent? The modern employee expects the organization to provide him with an enabling platform to achieve his personal goals – even if these goals are achieved outside the ambit of work. But how can this be possible for a mid-sized or large corporate? The answer lies in understanding the minds of these employees, professionally, personally as well as socially. Today, managers use the Strength Weakness Opportunities and Threats (SWOT) framework to understand their team. But SWOT is an impersonal tool: applicable to countries and companies. To successfully apply them to individuals and Madan Panathula Madan Panathula is Sr. Learning Consultant at KNOLSKAPE E TO UNDERSTAND GEN-Y... ...LOOK BEYOND SWOT The traditional SWOT formula might not work with Gen-Y. Here’s how it can be updated.
  9. 9. 9 | MedicinMan March 2015 teams, managers have to learn to personalize this template. To this effect they have to include two more critical aspects to the SWOT – Aspirations and Fears. Vineet Nair former CEO of HCL expresses the same thought when he talks about Employee First and Customers Second Philosophy. He says that the goals of the organizations should reflect the aspirations of the people. It is critical that we understand what these two new sections mean, before adding them to our tool-kit. Aspirations are the desires or the personal goals that the individual would like to achieve. These transcend the project or the company and reflect what an employee wants to do at a personal level. Understanding aspirations will enable the manager to plan a better career path for his team. If a person wants to study further, can you grant him a sabbatical? If yes, you have retained a top talent with enhanced skill set. Such possibilities are impossible unless one includes aspirations while understanding the team. Fear on the other hand is a much deeper emotion. It is one’s reaction to threat. Weaknesses and Fears are linked, Fears could stem from Weaknesses but they are not the same. While Weakness is a trait; fear is an emotion and hence exists at a deeper level. As a manager, one should understand the fears of the employees and address it and help them achieve their Madan Panathula | To Understand Gen-Y... Look Beyond SWOT ” SWOT is an impersonal tool: applicable to countries and companies. To successfully apply them to individuals and teams, managers have to learn to personalize this template. To this effect they have to include two more critical aspects to the SWOT – Aspirations and Fears.
  10. 10. CAREERPROGRESSIONRESOURCES NOWAVAILABLEON (click on the books to purchase on flipkart) SuperVision for the SuperWiser Front-line Manager is a tool to help pharma professionals transition from super salesmen to great front-line managers and leaders. The book will equip front-line managers to Manage, Coach, Motivate and Lead their teams to deliver outstanding performance. An engaging read, filled with examples and illustrations, SuperVision for the SuperWiser Front-line Manager has been used by thousands of managers across the industry. HardKnocks for the GreenHorn is a specially crafted training manual to enable Medical Representatives to gain the Knowledge, Skills and Attitude needed to succeed in the competitive arena of pharma field sales. Medical Representatives joining the field are often not aware about the key success factors of their job and as a result they get discouraged when things don’t go as planned. HardKnocks for the GreenHorn is a powerful learning and motivational tool for field sales managers to build their sales teams.
  11. 11. 11 | MedicinMan March 2015 W hat happens when you introduce a new product but do not have the first mover advantage? Be an also-ran? Be satisfied with the 15th position because you are the 15th to introduce? History has shown that quite a few late entrants have become strong brands or even brand leaders. Colors for example, is a TV channel just a few years old - but in the very second year it went to 2nd position in TRPs. Japanese cars were introduced in the US, a full half a century after the first car was invented in US; but today who are the brand leaders? Undoubtedly the Japanese brands Honda and Toyota! Indigo started in 2007 became the No. 1 airline in 2012, and is a strong No. 1 with over 37% market share today. The market share is expected to increase leap and bounds in the coming months due to the dismal performance of Spice Jet. What is the reason for their success? Innovation and creativity. Pharma India can certainly take lessons from these two diverse industries. You are the 15th brand but want to become a very strong brand? How can it be done? Look beyond the classic 4 P’s of marketing and you will see another two - PACKAGING and PEOPLE. Let me share three stories based on these two Ps. First In 1994, when Intas wanted to introduce Seczol DS (secnidazole, an imidazole), there were already 5 strong players. Intas was then still in its infancy but had already two strong brands to its credit. The brand management team never wanted an also-ran status for any of their new brands. E How creativity and innovation can take a late-entrant brand to No. 1 market position. ‘just2tablets ofSeczolDSand that’sall!’ Prof. Vivek Hattangadi 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
  12. 12. Abrainstormingresulted intoathoughtoftwo tabletsofSeczolDSbeing packedinasinglepocket ofthestrip.Withthisthey feltthatthepatientwill becompelledtotaketwo tabletstogether. Thiswas backedbyaverycatchy slogan–“Just2tabletsof SeczolDSandthat’sall!” Pic. 1 Pic. 2 ” 12 | MedicinMan March 2015 Secnidazole has a unique pharmacology - its dosage - 2 grams stat! You can well imagine how big a 2 gram tablet would have looked - suitable more for our animal friends. Besides, all the imidazole’s have two major side effects – metallic after-taste and nausea/ vomiting. Doctors were not very confident about prescribing 2 grams stat apprehending the side- effects. Besides, all the companies introduced this product in a strip of two tablets. Doctors prescribed one tablet on Day 1 followed by 1 tablet on Day 2. Naturally, the results which they got were not consistent with clinical trials and studies. This was a big challenge for the Intas brand management team. They put their heads together to meet this challenge. A brain storming resulted into a thought of two tablets of Seczol DS being packed in a single pocket of the strip. With this they felt that the patient will be compelled to take two tablets together. This was discussed with the F & D team who responded very positively. What the F & D team gave the marketing was something beyond imagination - and the final pack is seen in the adjoining photograph (Pic. 1) This was backed by a very catchy slogan –“Just 2 tablets of Seczol DS and that’s all!” The field-staff too enjoyed‘showing off’the new innovative pack and verbalizing the catchy slogan. Doctors too were happy with the efficacy, when given at the right dose, as the patient was compelled to take to take the dose recommended. Seczol DS went on to become the leader in a short time - Thanks to the two more P’s People and Packing! Second Ordent from Dr. Reddy’s is another case-in-point. Ordent was a very late entrant, probably the 12th or the 15th brand of (ofloxacin + ornidazole) to be introduced. Here again the brand management team wanted Ordent to be a very strong brand. These 2 P’s came to the rescue! Segmentation research was conducted and dental infection, a niche indication was identified through prescription audit. Ordent was positioned in the minds of dentists as a unique product only for them! What’s more, the packing too was unique – the strip was in the shape of a tooth. You can see this in the picture (Pic 2). Ordent soon became a very, very strong brand in the (ofloxacin + ornidazole) market. In 1994, when Intas wanted to introduce Seczol DS (secnidazole, an imidazole), there were already 5 strong players. Intas was then still in its infancy but had already two strong brands to its credit. The brand management team never wanted an also-ran status for any of their new brands. Prof. Vivek Hattangadi | ‘Just 2 Tablets of Seczol DS and that’s all!’
  13. 13. Pic. 3 13 | MedicinMan March 2015 Third Another very interesting in packaging is Dynapar QPS from Troikaa Pharmaceuticals. Dynapar QPS is a new drug delivery system of diclofenac in a unique packaging. Here diclofenac is packed in a phial with a nozzle to spray out exactly 75 mg of diclofenac at a time (Pic. 3). The solution can be sprayed straight into the affected part of the body. This is very convenient to the patient as it prevents all the side effects of an oral preparation of diclofenac. Dynapar is turning out to be a game changer in the field of pain management. Differentiation through innovation and creativity is the name of the game in the very crowded Pharma India market. Innovative packaging is helpful in creating product differentiation. The colour, material and size of the package makes difference in the perception of the prescribers about the quality of the product. -VH Prof. Vivek Hattangadi | ‘Just 2 Tablets of Seczol DS and that’s all!’ SuperVision for the SuperWiser Front-line Manager is an ideal resource for first-time managers to learn the business and people management skills to excel at their work. Now available on Flipkart
  14. 14. Key Account Management is a major issue in the pharmaceutical industry. This topic is driving pharma companies and their professionals since it is an essential approach when it comes to renovating and updating the sales model of the past. The contribution of the pharmaceutical industry to prolonged, healthier life and the reduction of infant mortality undoubtedly remarkable. It positively affects people around the globe. It might be a good point in time and a valuable idea to alter the business model from "simply selling drugs" to actively participate and contribute to healthcare. There evidently is no other instance, storing more knowledge and expertise around specific disease than the pharmaceutical industry. However, this treasure often slumbers in research and medical departments. Key Account Management needs cross-functional collaboration. More value, something beyond the pill, is needed, expected, and demanded from healthcare providers. In a globalized world, with universal access to information, the variations of markets, determined by political will, the design of healthcare and regulatory interventions are getting less important. One of the smallest common denominators is that many HCPs and other players are readily waiting for pharma to play a more active role in the provision of healthcare, share their wealth of expertise and provide appropriate medication. This first edition of the probably first ever textbook on Pharma Key Account Management is meant to provide a basis for discussion between professionals. KAMinPharma3.0 Avaliable on Amazon (click to purchase) by Hanno Wolfram
  15. 15. 15 | MedicinMan March 2015 I ndian Pharma is constantly buffeted by VUCA* factors and the onset of digital and data era have amplified the complexity. Something fundamental has changed and responding to it in the business-as-usual way will have a Xerox-Kodak** effect on laggard-losers. The future players in the healthcare arena will be need to be innovators not just in drugs and devices but will need to inculcate a patient-centric mindset by adopting digital media and data mining as strategic imperatives. Digital companies like Apple and data giants like Google are already being heralded as the future shakers and movers in healthcare. And why not? Digital and data have enabled companies like Apple and Google to gain vast mines of individual-specific information that can be used to address the healthcare needs of these individuals. Knowing the personal preferences of doctors and patients through their digital footprints enable these companies to deliver healthcare with drone-like accuracy and efficiency. HealthKit by Apple is quickly gaining ground in major US hospitals. Google and Samsung have also developed similar services. Hunter-gatherer skills became redundant and marginal as the agricultural era blossomed, which in turn was eclipsed by the industrial era. Pharma companies without digital competence will be relegated to the periphery of healthcare in the digital era. E A Digital Task Force to Beat the Xerox-Kodak Effect. How small, highly-trained, multi-specialist teams can compliment the work of a conventional field force in the digital era. Anup Soans LinkedIn | Facebook | Twitter Anup Soans is an Author, Facilitator and the Editor of MedicinMan. Write in to him: anupsoans@medicinman.net *VUCA -Volatile, Uncertain, Ambiguous and Complex ** Xerox and Kodak are good examples of great companies that failed to read the changing market dynamics in the 21st Century and became irrelevant in the face of major shifts brought about by technological innovations of which they were pioneers in the 20th Century.
  16. 16. 16 | MedicinMan March 2015 The skill-set required by marketing managers and front-line professionals in the digital era are different. Indian Pharma companies will have to create hybrid employees, who can be designated as the Digital Task Force (DTF). Just as STFs were created to create a better perception and improve engagement with specialist doctors, DTF can rebuild relationships with doctors on a new premise of helping them to gain digital advantage to better manage their practice and patients. DTF must be a team of marketing, sales, medical, training, SFE, digital experts and others like supply chain specialists to be able to seamlessly cater to customer needs as it emerges. Something like a highly organized and effective team of commandos, who can tackle situations as they evolve with minimum control, from someone sitting in the comfort of a‘HO’cabin. DTF requires people who have a strong growth mindset and are oriented to be self-directed learners because digital literacy and fluency becomes difficult directly in proportion to the duration spent by a person in the analog world. DTF with digitally fluent multi-functional team is necessary for several reasons: 1. It is increasingly difficult to gain physical access to doctors and added to that there are other in-clinic inefficiencies, leading to erosion of ROI from‘visit-only’ front-line field sales people. 2. Doctors are increasingly realizing the utility and inevitability of digital adoption, especially as their Internet savvy patients expect better quality interaction and service in terms of information about their ailments and treatment. 3. A combination of digital and physical channels will enable the doctor to choose to interact as per his practice/patient’s need/convenience rather than the company’s call average/SFE compulsions. 4. Digital enables faster closing of the interaction/ enquiry loop, leading to better engagement and satisfaction for both doctor and field sales people. 5. There is an expiry date on everything and the visual aid and backpack have long outlived their role. In fact, they are an irritating eyesore to most physicians and patients. 6. DTF has the potential to rewrite the call average and reach of specialist companies who are pioneers in product categories like proteins, probiotics and the like and give them leadership status in niche areas with exponential revenue growth. No discussion in pharma can be complete without talk of ROI! Anup Soans | Digital Task Force to Beat the Xerox-Kodak Effect ” Digital Task Force must be a team of marketing, sales, medical, training, SFE, digital experts and others like supply chain specialists to be able to seamlessly cater to customer needs as it emerges. Something like a highly organized and effective team of commandos, who can tackle situations as they evolve with minimum control, from someone sitting in the comfort of a ‘HO’ cabin.
  17. 17. 17 | MedicinMan March 2015 7. Companies with DTF will have the first mover advantage to collaborate with doctors as they prescribe apps and wearables to better manage their patients. 8. Insights gained by DTF can make the company truly patient-centric as more and more people are becoming‘smart’health consumers. 9. Action Vs. Analysis - DTF can generate leading market intelligence through the web of distributor- chemist-doctor-patient digital footprint instead of waiting for lagging data from the current crop of market intelligence companies. Lastly, DTF is not a replacement for the conventional field force, but as a specialist team to cater to the new opportunities created by an array of technological innovations. DTF will also enable companies to use the experience to gradually scale-up the digital adoption to cover the entire field force. Conclusion: Indian Pharma needs to reinvent its ways of engaging and satisfying the needs of customers and adopting a digital culture can prepare the industry for the changes that will eventually engulf Anup Soans | Digital Task Force to Beat the Xerox-Kodak Effect ” DTF is not a replacement for the conventional field force, but as a specialist team to cater to the new opportunities created by an array of technological innovations. DTF will also enable companies to use the experience to gradually scale-up the digital adoption to cover the entire field force.
  18. 18. A new book by Renie McClay published by ASTD Press is apt for the global executive with a local vision. “The Art of Modern SalesManagement”has12chapters,each writtenbyaleaderinthefieldfromaround theworld. 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. Now available for readers in India on Kindle and print on Amazon. Download a free chapter of the book here. The Art of Modern Sales Management is a must read for any global sales leader. It's practical, relevant, and grounded in the experience of seasoned sales professionals who make a significant difference in the organizations that they serve. This book includes many useful tips and actionable ideas that any sales leader can use. --Kimo Kippen, Chief Learning Officer, Hilton Worldwide 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
  19. 19. 19 | MedicinMan March 2015 The need for doctor can’t be postponed for long in most circumstances but if you are thinking of any well-known or skilled doctor for your treatment, then you need to take appointment, which is a difficult task. How about having appointments scheduled just by couple of clicks over the internet? Scheduling appointments is a cause for worry for most of the patients but it can be solved easily with the help of an Online Appointment System. It takes just under a minute to book medical appointments online, as compared to booking an appointment by phone, which takes an average of 8 minutes with operator transferring patient calls 63 % of the time. According to reports, by end of 2019, two-thirds of U.S. health systems will offer self-scheduling tools for patients to book or alter or cancel their appointments online. Moreover, approximately every 2 in 3 patients are likely to schedule medical appointments online by the end of 2019, making $3.2 billion as potential savings for U.S. healthcare systems. The adoption of an online booking system permits doctors to manage patient visits & history, payment handling & time-management activities making this an entirely automated service. While the patient benefits from the ease of scheduling appointments when they want, finding a preferred time slot, being able to settle fees & manage their appointments. This leads to greater customer satisfaction! The Online Appointment System could be boon for both patients and doctors; both will be aided with the benefits of Online Appointment systems. Lets take a look at some of these benefits. E Online Appointment Systems will soon become ubiquitous. Here’s why. AppointmentbyDigital Chandan Kumar 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
  20. 20. ” 20 | MedicinMan March 2015 Benefits for Doctors áá It saves time in settlement and management; furthermore, an online appointment comes without any additional expenses. áá The online platform gives an exclusive internet identity which helps in creating an extensive and robust network. áá With the pre-booking appointment system in place doctors can easily manage more patients in their day to day schedule. áá The patient-doctor relationship can be effortlessly handled with the support of online appointment system. áá It aids in offering efficient customer services for patients. áá It is an easy tool to save patient history in appropriate manner for use when required. Benefits for Patients ´´ Online appointments are just click away and can be booked anytime. ´´ Patients can do research about the doctor, their schedule and availability anytime, be it day or night. ´´ They need not to waste time for options and the possibilities of finding best date and time over phone. ´´ Online appointment platform can serve as more reliable tool than phone/email or without a visit to the doctor’s clinic. ´´ Normally appointments cannot be deferred due to the shortage of time, non-availability of doctor or for some other reason but these things can always be mitigated by an online platform. ´´ The online appointment provides enhanced experience because if you have a pre-booked appointment then you can avoid long clinic waiting periods. ´´ Patients can access the particulars and profile of a doctor so they can be assured that they get best assistance for their problem. Although commissioning a patient appointment system is complex, with the advances in IT healthcare systems, this is no longer difficult. Appointment booking systems at this juncture are capable of providing effective, reliable and suitable access to healthcare services. The traditional way of appointment booking is still going to co-exist but with the increasing internet penetration, healthcare industry should advance towards the use of an online appointment booking system. -CK The adoption of an online booking system permits Doctors to manage patient visits & history, payment handling & time- management activities making this an entirely automated service. Chandan Kumar | Appointment by Digital

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