How Can Pharma Sales Leaders Create A Winning Sales Organisation?

“MEDICINMAN

Field Force excellenceOctober 2017| www.medicinman.net

Indian Pharma’s First Digital Magazine Since 2011

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Indian Pharma seems to be at an inflection point: growth was down to 2.4% in the domestic market in August, hit by demonetization, GST, DPCO and FDC Ban. Exports

have been hit by USFDA and EU strictures and the overall decline in prices of generics. With more to come, like Phar-ma Policy 2017 and UCPMP, how do you read the market and what is the way ahead?

While the short term seems rough, I am optimistic about the future of the industry. I don’t expect matters to change much for the next two years as we are heading into the 2019 Gen-eral Elections. During this time, it becomes important for the

There is much work to be done and a unified pharma industry can prove to be a valuable ally to the government.

Government to demonstrate that they are do-ing whatever it takes to make healthcare more affordable. While in reality they are doing noth-ing of the kind, by making a big deal of policy measures such as price controls and opening Jan Aushadi shops, they are working hard to convince people that the Government has their best interests in mind. I expect more such anachronistic policy announcements which might create strong headwinds for industry growth.

Of course some industry malpractices such as launching a slew of irrational combinations, not focusing on quality standards and con-tinuing to push ahead with unethical market-ing practices, are areas where the industry is forcing stringent regulations upon itself. These were avoidable. The Government provided the industry a lot of time to self-regulate, which it didn’t, and the result is that the UCPMP might eventually become law. Delaying tactics may work for a while, but I think it is unavoidable.

The draft pharma policy is definitely not some-thing that can be implemented in its current state. While the draft is out for public debate, there are some inclusions and changes re-quired. For instance, what is our policy position on biologics/biosimilars or on the revival of do-mestic API manufacturing? The stated position on loan licensing and ‘one company one salt one brand’ needs to be re-considered to keep jobs in the industry, ensure that competition keeps prices low and make new medicines ac-cessible to Indian patients.

INTERVIEW with SALIL KALLIANPUR

Editor’s Note

”We are privileged to have Salil Kallianpur on board as Executive Editor of MedicinMan. Given Salil’s breadth and depth, we hope to bring in features that will engage an even larger audience in the healthcare industry.

Salil will also be leading MedicinMan digital workshop for pharma professionals in December 2017.

Cont. on page 6

Interview with Salil Kallianpur

2 | MedicinMan October 2017

What are the reasons for the steady decline in sales of antibiotics, Indian Pharma’s No.1 seg-ment?

Antibiotics as a drug class have been rampantly abused not just in India but around the world with scarce heed to its consequences – a blunder that has come home to roost. Rampant misuse has re-sulted in resistance to many of these life-saving antibiotics and the subsequent rise of “superbugs” or drug resistant microbes. A recent report estimat-ed that if this were to continue, by 2050, 10 million lives would be lost every year resulting in a loss of $100 trillion to the global economy. That’s more people dying from antibiotic resistance than can-cer.

This has led put pressure on governments across the world to take corrective action. The Govern-ment of India developed a National Action Plan to combat antimicrobial resistance, issued guidelines for the prescription of drugs, strengthened the laws around dispensing of antibiotics against the prescription of doctors and is creating awareness among the public on the dangers of self-medicat-ing during infections.

Apart from this, manufacturing units have been pulled up, since effluents produced while making these drugs contaminate the ground water, lead-ing to drug resistance. Poultry farmers have also come under the scanner since antibiotics were used indiscriminately in the sector. Some or all of these reasons could lead to the decline in the sales of these medicines apart from the regular headwinds that the industry is currently facing. I consider this a normalization – when markets register responsible sales of these valuable med-icines as compared to rampant misuse of them. This had happened a few years ago in Latin Amer-ica when similar regulations were passed there.

“Some or all of these reasons could lead to the decline in the sales of [antibiotics] apart from the regular headwinds that the industry is currently facing. I consider this a normalization – when markets register responsible sales of these valuable medicines as compared to rampant misuse of them.


Lessons from there teach us that this is temporary and markets normalize sooner than later as the in-dustry takes measures to educate physicians, phar-macists and patients on responsible use of these medicines.

India may not be able to make a meaningful contribution to the global development of New Chemical Entities (NCEs) in the near future but what about Indian research targeting diseases that are endemic to India?

This is a great idea and something worth being dis-cussed in industry forums. Personally, I have nev-er seen this coming up for discussion anywhere during my time in the industry. Of course, some companies have done a lot towards developing NCEs from India, but it is unlikely that any of them were for Indian patients only. It makes more sense for companies to develop products that may have use across the world and therefore the potential to become global blockbuster products.

This idea is disruptive where drugs made in India for Indians may find a global market some time. Lessons from Bollywood could be applied here. Movies made in India for Indians now find a world-wide market in a multicultural and increasingly globalized world. Being a disruptive idea, I am confident that youngsters who are keener to find solutions to problems will pick this up and create products that are beneficial, scalable and therefore profitable.

What common minimum common program can IDMA, IPA and OPPI agree on, to form an effec-tive pressure group (lobbying is a much ma-ligned word) in the interest of patients, India’s healthcare security and the industry’s sustain-ability?

“This idea is disruptive where drugs made in India for Indians may find a global market some time. Lessons from Bollywood could be applied here. Movies made in India for Indians now find a worldwide market in a multicultural and increasingly globalized world.



The fact that lobbying is a much maligned word betrays a mindset that continues to plague our thinking where it is accepted that sustainable and people-oriented solutions can only come from the State and the private sector is viewed with suspi-cion and malice. Around the world we have seen that not to be the case more often than not.

It is unfortunate that the Indian pharma industry does not present a unified face to the government on matters that affect companies at large, both for-eign and domestic. The state of health care in India leaves much to be desired and the present gov-ernment’s willingness to involve the private sector – which has raised concerns in some sections of society – is obviously a good opportunity to work closely and demonstrate that those concerns are unfounded.

As far as the pharma industry is concerned, we have had enough run-ins with the government to war-rant the creation of a common minimum program. Three issues – doing away with loan licensing, one company one salt one brand and Gx prescribing – from the current draft pharma policy, belie how little government-industry interaction is.

Other issues that come to mind include help-ing the government balance its stand on patents with the need to create access to those medicines, Make-in-India policy and how pharma is helping (by building manufacturing capability and trans-ferring technology), balancing prices of non-pat-ented medicines with access and affordability and providing important know-how and support on creating last-mile access in rural India. There is much work to be done in India and a unified phar-ma industry can prove to be a valuable ally to the government.

“As far as the pharma industry is concerned, we have had enough run-ins with the government to warrant the creation of a common minimum program. Three issues – doing away with loan licensing, one company one salt one brand and Gx prescribing – from the current draft pharma policy, belie how little government-industry interaction is.



What key skills must be developed by sales and marketing professionals at the entry/junior, middle and senior levels to progress in their ca-reers given the above challenges?

To use a cliché, the industry continues to operate in a volatile, uncertain, complex and ambiguous world. However, if you closely observe the way companies operate, you will be amazed at how much premium it places on exactly the opposite. Executives behave as if the world and business is predictable, certain, simple and clear. This behav-ior is demonstrated in the industry’s resistance to change in the face of complexities that arise out of government intervention with very little clarity or preparedness for such developments. This ex-plains why companies suddenly register decline in growth and find it difficult to explain either its cause or their plan to counter it.

Marketing professionals have largely underesti-mated the importance of customer engagement, the effect of which is seen in the volatility of results. Despite lessons learned by Cadburys (in the choco-late worm scandal) and Nestle (Maggi noodles), the importance of engaging customers is often lost on pharma. Of course, we have our own definitions of engaging customers, but they are more or less transactional and temporary. This phenomenon is not limited to India at all and occurs everywhere in the world. However, in India, the need to engage is more because of the intensely competitive nature of the market – and it amazes me how myopic the industry can sometimes become. This came out very clearly in a recent interaction I had with some mid-level pharma marketers. I asked them to sum up their responsibilities in a single sentence and they unanimously agreed on “promote my brand”. I would be very happy if marketing professionals at any or all levels essentially shift their thinking from “promote my brands” to “consistently engage my customers”. This of course, includes honing a plethora or attitudinal shifts, skill sets and knowl-edge. You may fault me for hyperbole, but I would call this “reinventing the pharma marketing profes-sional”. M


Salil Kallianpur is Partner and Co-Founder at The Digi-tal Transformation Lab. He is a pharma veteran having worked with industry leaders like No-vartis, Pfizer and GSK.

CONTENTS

Our mission is to collectively improve the pharma

sales and marketing ecosystem - leading to better

relationships with doctors and better outcomes for

patients.

MedicinMan Volume 7 Issue 10 | October 2017

Editor and PublisherAnup Soans

Chief MentorK. Hariram

Executive EditorSalil Kallianpur

Editorial BoardProf. Vivek Hattangadi; Deep Bhandari; Hanno Wolfram; Renie McClay

Letters to the Editor: [email protected]

1. Interview with Salil Kallianpur ......................1

“There is much work to be done and a unified pharma industry can prove to be a valuable ally to the government.”

With Anup Soans, Editor - MedicinMan

2. The Corporate Halo Effect .............................9

How a great corporate brand elevates a company’s products in the minds of doctors and patients

Vivek Hattangadi

3. Patient-centricity: How Pharma Can Move from Intention to Action .................................12

Patient-centricity begins with moving from talking about the patient to talking to the patient

Hanno Wolfram

4. For a Positive Attitude, Clean Your Mind’s Windows ...........................................................14

A bad attitude is a learned behavior and can be unlearned when we discover it’s source

Asheesh Kumar Patel

5. The Three Transformations for Leadership ..............................................................................16

Three key professional traits that every successful leader must possess

Srinivasan Athmanathan

6. Book Review: Feather in a C.A.P. by Kamalesh Subramanian ...................................................18

A corporate saga with valuable lessons for professionals of all backgrounds


Connect with Anup on LinkedIn | Facebook | Twitter

Anup Soans is an L&D Facilitator, Author, Pharma Consultant.

Visit: anupsoans.com

Meet the editor

Editor’s Note (cont.)

We are also delighted to have Deep Bhandari join-ing the MedicinMan editorial board. Deep is one of the few Indian Pharma professionals who is a regu-lar featured speaker in global forums.

Deep will also lead a series of workshops titled, “Creating A Winning Sales Organization”, which will help middle and senior level managers to un-derstand the dynamics of translating commercial strategies effectively into field operations.

CREATING A WINNING SALES ORGANIZATION

December 2017, Mumbai

Sales Force is one of the most critical components of any successful organization. A highly effective Sales Force can make sustainable difference to organiza-

tional performance. Creating a winning Sales Force would need a comprehensive and practical approach to clearly understand what we are naturally good at and what we need to improve. Over the years I have realized that inconsistencies and in-compatibilities in the sales and marketing processes do more harm than good, hence, developed a well-integrat-ed frame-work to achieve sales force excellence:

Key Topic Areas1. The Role of Sales Force

Ø Understanding strategic sales force role & Business Model

Ø Go-To-Market Strategies – A competitive advantage Ø Strategic approach to Sales Force Sizing & Structure

● Role Taking, Role Making and Role Shaping ● Role ‘pollution’ and strategic impact on results

2. Understanding Territories and Deployment Ø Understanding Customer Value Proposition and

Interactions Ø Sales Force Operational Excellence: Ø Understanding Customers – Strategic Approach to

Segmentation and Targeting Ø Customer Value Proposition Ø Business/Account Planning Process Ø Sales Force Performance Measurement – KPIs Ø A Strategic Approach to CRM / CLM and Digitaliza-

tion Ø Managing Sales Performance

3. Building A Winning Sales Force Ø Hiring High Potential Sales Talent

● Understanding Sales Competencies ● Assessing and Developing Competencies ● Behavioral Event Selection Process

Ø On-Boarding and Developing Sales Talent Ø Building High Performance Culture

● Sales Force Motivation ● Incentives, Rewards and Recognition

Ø Career Pathways Ø Managing Performance

4. Sales Manager Excellence Ø What Makes an Excellent Sales Manager & How to

Select One Ø Developing a Great Sales Manager

● Understanding Competencies ● Understanding the Role of Sales Managers ● Management Vs Leadership ● Understanding Sales Force Excellence Drivers

Ø Sales Manager as a Driver of Change Ø Understanding Coaching and Team Development Ø Managing Performance

Lead Faculty: Deep Bhandarilinkedin.com/in/deep04

Workshop Director: Anup Soansanupsoans.com

To register, contact:[email protected] | +91-968-680-2244

Sales Force is one of the most critical components of any successful organization. A highly effective Sales Force can make sustainable difference to organizational per-formance. Creating a winning Sales Force would need a comprehensive and practical approach to clearly under-stand what we are naturally good at and what we need to improve.

Session 1 Keynote - Can pharma afford to ignore digital technology and multichannel customer engagement?Session 2: Pharma Marketing in a Digital WorldSession 3: An Integrated, Multi-channel Strategy for Pharma MarketingSession 4: New Skill Sets for a Digital, Hyperconnected World

To register or partner, contact:[email protected] | 96868-02244

DIGITAL WORKSHOP FOR PHARMA MARKETERS

A MEDICINMAN CONNECTED PHARMA EVENTDecember 2017, Mumbai

Target audience: ● Brand Managers ● Group Product Managers ● Marketing Managers ● SBU Heads ● Digital Leads

Workshop Director: Anup Soansanupsoans.com

Lead Faculty: Salil Kallianpurlinkedin.com/in/salilkallianpur


A halo is a bright circle of light around the head of a holy person in a painting or a photograph. What is the connection between a halo and branding?

Al Ries (of Brand Positioning fame) describes the Halo Effect in branding as “the bias shown by customers toward certain products because of a favourable ex-perience with other products made by the same man-ufacturer or maker. The halo effect is a concept driven by brand equity.”

The Corporate ‘Halo’ in Pharma Branding In the 1980s, Indian companies did not enjoy the same corporate brand equity they enjoy today. In its initial years, tinidazole – an amoebicidal drug – could not make an impact with doctors. But when Pfizer intro-duced Fasigyn, everything changed and tinidazole went on to sweep the market.

To a layman, why does Crocin give better relief from fever and headache than a Nainacin, paracetamol from Naina Pharmaceuticals of Baddi? Because Crocin comes from the House of GSK!

This is the corporate ‘halo effect’! Pfizer and GSK have an intense halo. If it is from GSK or Pfizer or Torrent or Dr. Reddy’s, the brand is seen to be reliable and there-fore effective.

THE CORPORATE HALO EFFECT

Vivek Hattangadi

How a great corporate brand elevates a company’s products in the minds of doctors and

Vivek Hattangadi | The Corporate Halo Effect

“Good doctors, especially Key Opinion Leaders, rely a great deal on the brand equity of a company when making prescribing decisions. This is especially true when it comes to life-saving situations or when prescribing it to their near and dear ones.Brands often ride piggyback on the glow of this corporate ‘halo’.

To create that halo effect, corporate branding is vital. Creating a corporate ‘halo effect’ is crucial in the pharma industry. Good doctors, especially Key Opinion Leaders, rely a great deal on the brand equity of a company when making prescribing decisions. This is especially true when it comes to life-saving situations or when prescribing it to their near and dear ones.

Key doctors also think of their reputation among their peer group when they choose a particular brand.

Indian pharma has largely followed the ‘House of Brands’ strategy, focusing resources almost exclu-sively on building the equity of its product brands.

Torrent Pharma was one company which, in the 1990’s, invested considerably on corporate brand-ing. For close to three years it ran a campaign in leading newspapers creating social awareness of various common diseases. These ads, in a bright yellow format, stood out and gave doctors and patients the assurance that the brands of Torrent come from a reputed House.

The brand equity of Torrent Pharma increased. The perception of the doctors became very positive. Torrent Pharma went on to be ranked number 5 by ORG (now IMS).

Corporate Branding vs. Product Brand-ingSays V.A. Benge, a brand analyst: “Corporate brand-ing involves marketing various products or services under the name of a company. Product branding, on the other hand, is a marketing strategy where-in a business promotes and markets an individual product without the company name being front and centre in the advertising campaigns or even on the product labelling.”


Vivek Hattangadi | The Corporate Halo Effect

Indian pharma would be much better off tighten-ing the association between the corporate brand and the product brands.

The Journal of Marketing published by the Ameri-can Marketing Association, describes the labelling of individual products as “stand-alone” for a sepa-rate brand name, “monolithic” when using just the corporate brand name, and “endorsed” or “dual” when using both a brand name for the product along with the corporate brand.

Some companies that manufacture or sell multiple products may use the ‘endorsed’ route to promote a certain number of goods while using a stand-alone approach for other products. In addition, a company may use only the corporate brand on all goods and services.

A strong corporate brand inspires trust and loyalty. Such a positive conviction about a company can help drive it even through difficult times.

You can leverage your strong corporate brand to strengthen the product brand. A doctor will attach higher credibility to your new product if your com-pany has a very strong corporate brand image.

Can a product brand can build the corporate brand? Of course!

In the very early 1990s, Intas was virtually a non-en-tity in the Indian Pharmaceutical Market. In August 1992, Intas launched Ciza (cisapride). Ciza become a very strong product brand and within 2 years went on to become a Top 25 Brand and changed the image of Intas completely.

Intas leveraged this strong product brand image of Ciza. They invested heavily on developing the packaging of products. In 1994, Intas was the first company to introduce chronic products in ‘double aluminium strip packs’, (popularly known as Alu-Alu Pack). More innovative packaging sky-rocketed Brand Intas to the next level making it a force to reckon with. M


Vivek Hattangadi is a Consultant in Pharma Brand Management and Sales Training at The En-ablers. He is also visiting faculty at CIPM Calcutta (Vidyasagar University) for their MBA course in

Pharmaceutical [email protected]


Creating a patient-centric healthcare system begins with drastically reimagining the patient’s role in the system. For example, take the pharmacy and ask the 5P questions of patient-centricity:

1. Which is the “lowest threshold entry-door” into the healthcare system?

Answer: The pharmacy.

2. Where does any patient journey start?


3. Which is the most frequent touch-point of any pa-tient before and after diagnosis?


4. Who decides which drug is dispensed (= which company gets the business) to a patient?


5. Who is the most neglected healthcare professional in Rx-pharma companies?

Answer: The pharmacist.

The term “patient centricity” has had a great career in the recent past. There are now many groups on Linke-dIn on the topic of how to partner with patients or how pharma and patient groups could be “more in sync”.

PATIENT CENTRICITY – HOW CAN PHARMA MOVE FROM INTENTION TO ACTION?

Hanno Wolfram

Patient-centricity begins with moving from talking about the patient to talking to the patient.

Hanno Wolfram | Patient-centricity: How Pharma Can Move from Intention to Action

The issue is that many talk about patients, but hardly anyone talks to the patients, especially the pharma industry. The first step to dancing in step with the patient may require simple structural changes within pharma that answers the 5-P ques-tions adequately.

If knowing, learning, and improving the “patient journey” is taken seriously by pharma, then it can open the window of opportunity to engage the patient meaningfully. Question is: Is the current structure of your Rx-business in sync with the pa-tient journey, allowing you to work with pharma-cists and physicians to improve patient-outcomes?

Pharma needs to re-imagine how a patient can get the same advice at all touchpoints in their journey from symptom to diagnosis, to treatment and to improvement of individual health.

It may be worthwhile to rethink those (and other?) structural issues in your business. The outcome of restructuring and better engagement will be ap-preciated by patients, physicians and pharmacists. Patient-centricity will then move from a fad to a reality. M


Hanno Wolfram is the found-er and owner of www.Innov8.de, a Germany-based company offering consulting projects for pharmaceutical companies. He is an industry thought leader on Key Account Management


Everyone has observed different behavior from different individuals - some people always like to find fault with others, some people always think

“I can’t”. Some people dwell on problems, some others focus on what’s missing. Few people think, “I Can” and focus on finding solutions. Some people always count their blessings. These examples make it clear that there are people who have a negative attitude and there are those with a positive attitude.

The important question is: how do people get a nega-tive or a positive attitude. It’s certainly not a God-given talent.

Everyone is born with a good attitude; there is nothing negative when life begins. For example, a kid who is learning to walk, stumbles and falls, what does he do? What he does not do is he does not blame the carpet or the floor. He does not point fingers at his mother or father for giving him lousy instructions. Instead, he gets up and keeps trying till he gets it right. That’s be-cause his mind’s window is clean.

For a positive attitude, clean your mind’s windows.A blog post.

Asheesh Kumar Patel

A bad attitude is a learned behavior and can be unlearned when we discover it’s source

Asheesh Kumar Patel | For a Positive Attitude, Clean Your Mind’s Windows

“Most of us never try to clean the dirt from the mind’s window, and our attitude becomes negative and a big obstacle to our progress. We travel through life with this dirty window resulting in frustration, depression and sadly even death of our dreams.But as we grow older, our mind’s window starts to get dirty due to several reasons like:

Ø Too much of criticism and little appreciation from parents and teachers.

Ø Rejection at school, work and society.

Ø Disappointments and failures at school, col-lege and work.

Most of us never try to clean the dirt from the mind’s window, and our attitude becomes negative and a big obstacle to our progress. We travel through life with this dirty window resulting in frustration, de-pression and sadly even death of our dreams.

So, now that we understand attitude a little more clearly, let’s take time to examine our attitudes and clean our mind’s window regularly. This will con-tribute immensely to our personal wellbeing and professional success. M


Asheesh Kumar Patel is a pharma professional with over 13 years of experience. He blogs on personal development topics at: www.frogymouth.com


For professional advancement and to emerge as inspirational leaders, we need to be accepted as worthy individuals, respected for our credibility

(Trustworthiness and Honesty) and regarded for our competence. Working on 3 main Transformations in our Beliefs and Attitudes, Competence and Conduct will help us earn acceptance, respect and regard.

Transformation – 1: Establishing Credibil-ity Credibility is established by being a trustworthy indi-vidual. For that:

1. Take responsibility – do not pass the buck

2. Be honest in all dealings

3. Be open and transparent unless secrecy is war-ranted in some circumstances

4. Maintain confidentiality wherever needed

5. Take a ‘stand’ on important matters and ‘stand by it’

6. Confront situations without ‘avoidance’

7. Be dedicated and involved in the task undertaken

8. Give due credit to people

9. Accept mistakes with humility and grace

10. Avoid a life of pretense

THE THREE TRANSFORMATIONS FOR LEADERSHIP

Srinivasan Athmanathan

Three key professional traits that every successful leader must possess

Srinivasan Athmanathan | The Three Transformations for Leadership

Transformation – 2: Establishing Cre-dentialsThough right kind of qualification and right kind of experience are essential credentials at the initial stage, what matters in due course is:

1. Mastery of work-related skills

2. Situation-handling and problem-solving skills

3. Demonstration skills – the ability to communi-cate is critical

4. Interpersonal and team management skills

5. Continuous upgradation of knowledge and skills related to the job

6. Taking quick, but ‘well informed and mature’ decisions and acting on them

Transformation – 3: Handling Others with Tact1. Listening, observing and understanding your

team correctly

2. Ability to quickly but correctly grasp the situ-ation and its background - right diagnosis of situations and problems

3. Responding appropriately

4. Skill of influencing people

5. Maintaining a positive atmosphere and high energy level

6. Being openness with diplomacy and discreet-ness

7. Being firm on principles and values as well as flexible in practical situations

8. Never to discount others – behaviors like brag-ging, showing-off, snubbing, being sarcastic, belittling others are all tactless behavior which will boomerang in the long run.

Mastery over these 3 Transformations will make role models and inspirational leaders. M


Srinivasan Athmanathan, is a Senior Training & Development professional with 26 years of Training experience in organizations like Sun Pharmaceutical Industries Ltd., Cadila Pharmaceuticals Ltd., Morepen Laboratories and Alembic Ltd.


If you have read, “Chandamama” as a child, you will quickly identify and appreciate how Kamalesh Sub-ramanian, a veteran field force professional with a

leading MNC has created a new genre of management books.

This is a splendid effort. At a time when the attention span of people is reducing, it is no mean task to even think of writing a book. Kamalesh Subramanian, has not only undertaken a formidable task but like Vikram and Vedhal captures our attention from the very first pages and manages to hold it in a quick-read of sev-enty pages, loaded with practical lessons and insights.

Vikram is an employee, in the modern corporate world, working under a strict corporate guru named Vedhal. Vikram has performance problems and Vedhal narrates short stories to help Vikram gain insights and develop skills needed to succeed in today’s corporate world.

Does Vikram like and learn from the corporate stories like the fabled and tenacious Vikramaditya of yore?

How does he fare on the Corporate Action Plan - C.A.P.?

To know the answers to all these and more, go ahead and grab this wonderful book priced at only Rs.130/- and that too, the proceedings will go to a noble cause.

BOOK REVIEW: FEATHER IN A C.A.P.

A book by Kamalesh Subramanian

A corporate saga with valuable lessons for professionals of all backgrounds

Book Review | Feather in a C.A.P. by Kamalesh Subramanian

MedicinMan wishes Kamalesh Subramanian all success in his new Avatar as Author.

Watch out for the next issues of MedicinMan for more lessons from Vikram and Vedhal and an inter-view with the man himself. M


Kamalesh Subramanian, is a Regional Manager at Mead Johnson Nutrition

SuperVision for the SuperWiser Front-line Manager is a tool to help pharma pro-fessionals 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.

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How Can Pharma Sales Leaders Create A Winning Sales Organisation?

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