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CAN INDIAN PHARMA STAY AHEAD OF THE ETHICS CURVE?

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Anup Soans
Anup Soans

The document discusses how pharmaceutical sales managers need to think of new and bold ways to promote their products by considering the concept of the "tipping point", where certain ideas or products suddenly become wildly popular. It explains that for an idea to reach a tipping point, it needs "influencers" who spread it to others, it must appear in the right context or environment, and it must be self-reinforcing as it spreads. The document suggests sales managers can learn from this concept to help their products reach more customers in an epidemic-like manner.

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MEDICINMANField Force Excellence November 2016| www.medicinman.net Indian Pharma’s First Digital Magazine Since 2011 TM I ndian Pharma has been growing at a phenom- enal rate - this is especially commendable giv- en the large number of undifferentiated players and their me-too products. Many of the products launched have neither reason nor rhyme, yet they succeed, pointing to the huge demand that exists in a country with a billion plus people. The growth has also been fuelled by unethical transactional selling that benefits the prescriber and others in the supply chain like distributors and chemist stores. This growth is under tremendous pressure as trans- actional selling is under threat by a vigilant civil soci- ety, patient groups, media, government and judicia- ry. Two books, Dissenting Diagnosis and The Ethical Doctor, written by doctors exposes the rot in the Indian healthcare system. CRM is now equated with Corrupt Rx Practices. Dis- senting Diagnosis and The Ethical Doctor are being extensively reviewed by media, broadcast on Social Media and widely read.The trust deficit between pa- tients and healthcare providers and the public im- age of pharma industry is at an all-time low. Medical Reps and their Field Sales Managers often bear the brunt of this negative public perception as they are the visible icons of much that is wrong with Indian healthcare. Thus, it is not surprising that Indi- an Pharma faces the twin challenge of high attrition and low attraction of talent, especially at the entry level. The increase in number of physical attacks on doctors by relatives of patients is another indicator of loss of respect and trust in the medical fraternity. CAN INDIAN PHARMA STAY AHEAD OF THE ETHICS CURVE? EDITORIAL
“ Editorial | Can Indian Pharma Stay Ahead of the Ethics Curve? 2 | MedicinMan November 2016 “Ethics divorced from the medical profession was once unthinkable as both the lay and learned re- posed their faith in the practitioners of medicine. But this has changed dramatically of late. It is small wonder that the medical calling, often character- ized as noble, is infested with malpractices, per- functory healthcare, commissions and exploitative drug companies”, says a reviewer of the book, The Ethical Doctor written by Dr. Kamal Kumar Maha- war. The Indian government is cognizant of the medical malpractices and the nexus between doctors and pharma/devices/diagnostics and is bringing in a slew of measures aimed at stemming the tide of anger and frustration of people who are increas- ingly at the mercy of a profiteering private health- care sector. More and more drugs are being brought under price control through NLEM by the NPPA. This move is aimed not only at making drugs and de- vices affordable but more importantly to reduce margins with are passed on as lucrative deals to doctors. When drug companies sought to bypass NLEM by coming up with all kinds of FDCs - not in the interest of patients but with the intent of prof- iteering - the government placed ban on a large number of FDCs which put paid to these unscru- pulous practices. The recent move by MCI asking doctors to pre- scribe drugs only by their generic names seems to be the last nail in ending the pharma-doctor nex- us. While this is not an easily implementable diktat, it is an indication of tightening regulatory trends. Globally, including in the US, generics are used extensively to reduce the burden of high costs of patented drugs.  More and more drugs are being brought under price control through NLEM by the NPPA. This move is aimed not only at making drugs and devices affordable but more importantly reduce the margin of profits with which drug and device makers offer lucrative deals to doctors.
However, India cannot be compared to highly de- veloped markets. India is the only market in the world with 20,000 registered drug manufacturers marketing over 100,000 brands. Every drug is pro- duced and marketed by atleast 100 companies. For all its problems, branded generics have sever- al advantages - they are easily remembered and recognizable, both by doctors and patients lead- ing to trust and compliance. This is especially true when it comes of chronic ailments, which entail lifelong medication. How will a patient respond to getting generic drugs manufactured by differ- ent companies each time he goes to replenish his medications? Further, how does one assess, determine and fix accountability when it comes to the quality of ge- nerics marketed by hundreds of companies? How many generics of a particular molecule can the lo- cal drug store stock? Does the doctor have to write the name of the company alongside the generic name? And what if that particular generic is not available? Who decides which company’s generic is right for the patient? Indian Pharma has perfected the art of being the pharmacy of the world notwithstanding the reg- ular USFDA alerts. Sadly, the domestic market is a complete mess. Lack of vision, poor leadership, sheer shortsighted business goals and myriads of drug industry associations - all representing paro- chial interests - are the bane of Indian Pharma. So, is there a way out that addresses all the issues that plague Indian Pharma? The right question would be - is there will by the Indian Pharma to get out of the quagmire? Digital is already transforming the way medicine is practiced. Pharma is a bit of a laggard, but it will have no option but to evolve, adapt in order to thrive. So, despite all the problems, facing Indian Pharma, I’m very optimistic that things will change for the better, as it always has. M  Editorial | Can Indian Pharma Stay Ahead of the Ethics Curve? Connect with Anup on LinkedIn | Facebook | Twitter Anup Soans is an L&D Facilitator, Author, Pharma Consultant. Visit: anupsoans.com Meet the Editor
CONTENTS Our mission is the collective improvement of the pharma sales and marketing ecosystem - leading to better relationships with doctors and better out- comes for patients. MedicinMan Volume 6 Issue 11 | November 2016 Editor and Publisher Anup Soans Chief Mentor K. Hariram Editorial Board Salil Kallianpur; Prof. Vivek Hattangadi; Shashin Bodawala; Hanno Wolfram; Renie McClay Executive Editor Joshua Soans Letters to the Editor: anupsoans@medicinman.net 1. Report from OPPI’s 50th Annual General Meeting ..............................................................5 OPPI’s 50th Annual General Meeting (AGM) was held on 21st October 2016 at Hotel Taj Land’s End, Mumbai. K. Hariram 2. The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales ............................8 Pharma sales managers need to think about new and bold ways to promote their products. Here’s what science tells us about how new ideas go viral. Book Extract from SuperVision for the SuperWiser Front-line Manager by Anup Soans 3. The Many Faces of Emotion and the Role They Play in Marketing ...................................13 Different emotions trigger different actions - a look into different emotional states and how they can be put to use in pharma marketing. Vivek Hattangadi 4. The Peter Principle and How to Beat It .......20 The importance of preparing for the next level of your career by acquiring the requisite knowledge, skills and attitude before you get there. Book Extract from HardKnocks for the GreenHorn by Anup Soans 5. BOOK REVIEW: Triggers by Marshall Goldsmith .........................................................24 How to initiate change in personal and professional life. K. Hariram 4 | MedicinMan November 2016
5 | MedicinMan November 2016 I t is a rare sight to see the captains of the Indian Pharma industry coming together, and one such fo- rum was the recently held OPPI 50th Annual General Meeting (AGM). It was indeed a great pleasure to be a part of the AGM that was held on 21st October 2016 at Hotel Taj Land’s End, Mumbai. Highlighting his vision of a “Healthy and Innovative India”, Dr. Shailesh Ayyangar, President, Organisation of Pharmaceutical Producers of India, Managing Direc- tor India and VP South Asia, Sanofi, in his inimitable, passionate style summarized his vision of a healthy and innovative India in three powerful words, IMAG- INE, INNOVATE and INSPIRE. He emphatically said,“the need of the hour is for all stakeholders to come to- gether to find solutions and keep our nation healthy.”  OPPI’s 50th Annual General Meeting (AGM) was held on 21st November 2016 at Hotel Taj Land’s End, Mumbai. K. Hariram REPORT FROM OPPI’S 50th ANNUAL GENERAL MEETING Lifetime Achievement Award conferred upon R. Mashelkar, National Research Professor & President,Global Research Alliance.
6 | MedicinMan November 2016 Smt. Meenakshi Lekhi (Member of Parliament and Supreme Court lawyer), Shri. Ravindra Chavan (Hon’ble Minister of State, Govt of Maharashtra), Shri. Sudhansh Pant (Joint Secretary, Department of Pharmaceuticals), Shri. A N Roy (Former Direc- tor General of Police, Maharashtra) were present on the occasion of celebrating the 50 Years theme: “Healthy India, Innovative India”. Shri. Pant revealed that the marketing code for pharma products was in the final stages of drafting and will be released soon, with some significant changes to the initial draft. The industry, in turn, urged the government to make it statutory. The event witnessed participation from Govern- ment and thought leaders in healthcare – technol- ogy companies, medical devices companies, diag- nostic companies, healthcare providers, healthcare financers, media and other stakeholders. Shri. Ravindra Chavan, Hon’ble Minister of State, Government of Maharashtra, released a study on the Development of Health Index of Indian States by the Indian Institute of Management Ahmedabad (IIM-A), facilitated by OPPI. This report is available for downloading on the OPPI website. There was an extraordinary moment with the re- lease of its 50 years’ commemorative publication - The Colour of White. Smt. Meenakshi Lekhi along with Ms. Radha Kapoor, Founder & Executive Director of ISDI, released this publication which showcased some of the key women achievers in the research-based pharmaceutical industry. Smt. Kanchana TK, Director General, Organisa- tion of Pharmaceutical Producers of India, during her talk said, “We believe that the handbook is a small step in gender inclusion and we hope it will go a long way in motivating many young, capable women to shape their careers in the pharmaceu- tical industry, making it their preferred choice.”  K. Hariram | Report from OPPI’s 50th Annual General Meeting “ Shri. Pant revealed that the marketing code for pharma products was in the final stages of drafting and will be released soon, with some significant changes to the initial draft. The industry, in turn, urged the government to make it statutory. Sudarshan Jain, VP, OPPI and MD, at Abbott delivers the vote of thanks at the OPPI Annual General Meeting in Mum- bai Dr. Shailesh Ayyangar, President, Organisation of Pharma- ceutical Producers of India, Managing Director India and VP South Asia, Sanofi Smt. Meenakshi Lekhi, Member of Parliament and Su- preme Court lawyer unveiled the 50 years’ commemorative publication - The Colour of White.
7 | MedicinMan November 2016 Globally GSK has already set the pace by appoint- ing a woman CEO recently. The highlight of the 50th AGM was conferring the OPPI Lifetime Achievement Award on Dr. R A Mashelkar, National Research Professor & Pres- ident, Global Research Alliance for his yeoman service in shaping the science and technology pol- icies of the country. Dr. Mashelkar, at his age of 73 years was full of energy and, being a die-hard and ‘dangerous’ optimist (he calls himself that), was all praise for the current generation. He was clear that what is needed are 3 the Ts of TALENT, TECHNOLOGY and TRUST. He added that a combination of INNOVATION (mind), PASSION (bel- ly) and COMPASSION (heart) will go a long way in influencing the millennials towards building India’s future. In short, he was clear that we need to move be- yond the reengineering model and ‘Make in India’ should be‘make for the world’. I left the venue with a refreshed and rejuvenated mind full of optimism that there is scope for the healthcare industry and the‘FUTURE is in the MAK- ING’. The ‘POWER OF WE’ is the mantra for Indian phar- ma. M  K. Hariram | Report from OPPI’s 50th Annual General Meeting Smt. Meenakshi Lekhi along with the‘super women’featured in The Colour of White. K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. khariram25@ yahoo.com “ The highlight of the 50th AGM was conferring the OPPI Lifetime Achievement Award on Dr. R A Mashelkar, National Research Professor & President, Global Research Alliance for his yeoman service in shaping the science and technology policies of the country.
8 | MedicinMan November 2016 O ne of the reasons why pharmaceutical sales managers face an uphill task in establishing their products is that they continue to use worn-out ideas and methods of sales promotion for which the doctor and the market have developed fatigue. The same ideas and methods are being used by hundreds of companies. Pharmaceutical sales managers need to go outside their domain to bring in fresh ideas that will catch the imagination of PSRs, doctors, distributors and chemists. While doing so it is worth considering the concept of the tip- ping point. Just as Roger’s Curve of Innovation Adoption explains the difference between Innovators and Laggards in adopting new products, the tipping point shows how blockbuster ideas and prod- ucts storm the market. The Tipping Point is a book which explains why certain things happen the way they do. Through numerous examples, author Malcolm Gladwell shows that for big shifts to occur, a very minor shift tends to be the cause (like the straw that broke the camel’s back). For example, fashion changes regularly, each change becoming a craze among the masses – something the author  Pharma sales managers need to think about new and bold ways to promote their products. Here’s what science tells us about how new ideas go viral. Anup Soans THE TIPPING POINT: DISCOVERING NEW WAYS TO ACHIEVE BREAKTHROUGH SALES. This article is an extract from the book SuperVision for the SuperWiser Front-line Manager, by Anup Soans, available on Flipkart. The book is a complete guide on pharma frontline management for newandexperienced professionals.
9 | MedicinMan November 2016 calls social epidemics. The Tipping Point examines why and how ideas and behaviours are often ignit- ed to spread like contagious diseases, impacting society dramatically. The Tipping Point illustrates concepts in epidemiol- ogy, psychology, sociology, and group dynamics to answer two fundamental questions that lie at the heart of what marketers would like to accomplish: “Why do some products start epidemics and oth- ers do not?” And, “what can individuals do to start positive epidemics?” The Tipping Point has lessons which if used intelligently can result in effective sales promotions and increased productivity. The process and mechanism by which some trends and products achieve exponential popularity while others fade into oblivion have been thought to be mysterious and beyond analysis. However, a num- ber of patterns and factors that are at play in virtu- ally every influential trend, ranging from the spread of communicative diseases to the popularity of a particularTV show, can be traced. If you analyse the evolution of any major phenomenon, you will find that the processes involved are strikingly similar. The nature of modern culture is such that new ideas, products and services, such as email, Viagra, iPods and Google, are constantly being introduced. Some of these achieve a measure of steady, con- sistent success, some fail, and some take off on an upward trajectory of popularity and influence. The Tipping Point identifies three key factors that determine whether a particular trend will “tip”into wide-scale popularity. The event in question may be the spread of syphilis or the sudden spike in the sales of Hush Puppies. There is a crucial junc- ture, the“tipping point” that signals a key moment that unifies isolated events into a significant trend. Three factors decide whether a particular trend will progress into a popular choice: the Law of the Few, the Stickiness Factor, and the Power of Context.  Anup Soans | The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales “ The Tipping Point examines why and how ideas and behaviours are often ignited to spread like contagious diseases, impacting society dramatically.
10 | MedicinMan November 2016 The origins of most major epidemics of sexually transmitted diseases can be traced back to the dis- proportionate influence of a few “super infectors” who are personally responsible for dozens and in some cases hundreds of transmissions. This role is analogous to the category of people called “Con- nectors”, who play an inordinate role in helping new trends begin to “tip” or spread rapidly. The three rules of the tipping point – The Law of the Few, the Stickiness Factor, and the Power of Con- text – offer a way of making sense of social epidem- ics. They provide us with direction as to how to go about reaching a tipping point. The Law of the Few states that before widespread popularity can be attained, a few key types of peo- ple must champion a product, service or idea be- fore it can reach the tipping point. These key types of people are: Connectors, Mavens, and Salesmen. If people from all three groups endorse and advo- cate a new idea or product, it will tip into exponen- tial success. In the disease-epidemic model, many outbreaks could be traced back to a small group of infectors. Likewise, on the path towards the tipping point, many trends are ushered into pop- ularity by a small group of individuals - Connectors, Mavens, and Salesmen. Connectors are individuals who have ties in many different realms and act as networks between them, helping to make con- nections and relationships that otherwise might not have occurred. Mavens are people who have a strong compulsion to help other consumers by helping them make informed decisions. Salesmen are people whose unusual charisma allows them to be extremely persuasive in inducing buying deci- sions and the behaviours of others.  Anup Soans | The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales “ The Law of the Few states that before widespread popularity can be attained, a few key types of people must champion a product, service or idea before it can reach the tipping point. These key types of people are: Connectors, Mavens, and Salesmen.
11 | MedicinMan November 2016 The Stickiness Factor is the second crucial factor that plays a key role in determining whether a prod- uct will attain exponential popularity. This refers to a unique quality that compels the phenomenon to “stick” in the minds of the public and influence their future behaviour. The Stickiness Factor is the quality that compels people to pay close attention to a product, concept or idea. Stickiness is hard to define, and its presence or absence often depends heavily on context. Often, the way that the Sticki- ness Factor is generated is unconventional, unex- pected, and contrary to received wisdom. An ex- ample could be the context of an environment of sexual freedom and the success of Viagra. Power of Context is the third aspect of the complex process that causes products to“tip”into mass pop- ularity. If the environment or historical moment in which a product or idea is introduced is not right, the tipping point will not be attained. Power of Context is enormously important in determining whether a particular phenomenon will tip into widespread popularity. Even minute changes in the environment can play a major role in the pro- pensity of a given idea or product for attaining the tipping point. Clearly, in order for a trend to tip into massive pop- ularity, large numbers of people need to embrace it, and groups of certain sizes and types may be uniquely positioned to achieve the tipping point. People-groups of less than 150 members display a level of intimacy, interdependency, and efficiency that begins to dissipate markedly as soon as the group’s size increases to over 150. This concept has been exploited by a number of corporations that use people-groups as the foundation for their or- ganisational structures and marketing campaigns.  Anup Soans | The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales “ If the environment or historical moment in which a product or idea is introduced is not right, the tipping point will not be attained. Power of Context is enormously important in determining whether a particular phenomenon will tip into widespread popularity.
12 | MedicinMan November 2016 A nurse, seeking an effective, low-cost way to raise breast cancer awareness among women shunned traditional routes and enlisted the help of hairstyl- ists. The nurse reasoned that in the parlour envi- ronment, women would be relaxed and receptive to new information. This type of thinking is some- times regarded as a “band-aid” solution that treats symptoms rather than the underlying problems. However, this cumulative, low-key approach can over time lead to a tipping point of marketing ep- idemics. FMs should read The Tipping Point at least once. The learning can be of immense consequence to the future of healthcare marketing, at a time when more and more individuals are seeking to make health-related decisions after discussion with others, especially through the Internet, Blogs and Chat-rooms. The challenge is to discover the Con- nector, Maven and Salesmen as well as the Sticki- ness factor and the right Context. CME events can be ideal occasions for experimenting with and en- gineering social epidemics among healthcare pro- fessionals. M  Anup Soans | The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales This article is an extract from the book SuperVision for the SuperWiser Front-lineManager, by AnupSoans, available on Flipkart. The book is a complete guide on pharma frontline management for new and experienced professionals.
13 | MedicinMan November 2016 I n the October 2016 issue of MedicinMan you learnt about how emotions are important in communi- cation. To make your communication emotional, you must be aware of the different types of emotions. Once you are aware of the different types of emotions, you will be able to craft your communication appropri- ately to suit the circumstance. The Different Types of Emotions 1,2 The primary emotions include Love, Joy, Trust, Fear, Surprise, Sadness, Disgust, Anger, and Anticipation. Primary emotions are innate or natural. These are the emotions you feel as the initial response to a situation. If you are insulted, you may feel angry. When you hear of a death of a dear one, you feel sad.They are unthink- ing and instinctive responses.  THE MANY FACES OF EMOTION AND THE ROLE THEY PLAY IN MARKETING. Vivek Hattangadi Different emotions trigger different actions - a look into different emotional states and how they can be put to use in pharma marketing.
“Secondary emotions appear as a response to pri- mary emotions. Hence, secondary emotions are not innate. Some include guilt, shame, embarrass- ment, pride, envy, and jealousy. For example, the response to the primary emotion love can be affection or even lust. So affection and lust are the secondary emotions. Similarly, joy, the primary emotion, can lead to cheerfulness, optimism and zest, the secondary emotions. Fear can make you nervous or filled with horror and stress. Secondary emotions are processed by the cerebral cortex which controls higher order thinking. Tertiary emotions are a fall out of secondary and primary emotions. For example, Joy (primary) can result in Zest (Sec- ondary) which in turn can lead to enthusiasm, ex- citement and exhilaration (tertiary). Anger (Primary) can turn into Rage (Secondary) which in turn can culminate in Hostility, Hate or Scorn (all tertiary). The top three emotions which can evoke positive responses include Happiness, Surprise and Ad- miration. The next three in the pecking order are Satisfaction, Hope and Love, followed by Gratitude, Price and Concentration. Why is this important for you to know? Because it helps you in designing your communication tac- tics. When you want a positive response from doctors, whether during a call or when preparing a copy of promotional material for your brand, which emo- tions should you exploit? Once you are aware of different types of emotions and its fallout, it will help you craft power-packed emotional messages; messages which can trans- form an “Eh, so what” or an “I don’t care” into 14 | MedicinMan November 2016  The top three emotions which can evoke positive responses include Happiness, Surprise and Admiration. The next three in the peckingorderareSatisfaction,Hope and Love, followed by Gratitude, Price and Concentration. Vivek Hattangadi | The Many Faces of Emotion and the Role They Play in Marketing
“Great!”, “That’s appealing”, “Now that’s the reason why I shall prescribe your brand!” or “Wow! That’s what I want! I will now prescribe your brand!”Emo- tional messages can convert an absolute“No”to an almost“Yes’”; a“perhaps”into“sure, of course’”. Here are three steps you can follow to craft a power-packed emotional response. 1. Determine the desired action you want the doctor to take (e.g. prescribe, recommend to peers, buy etc.) 2. Determine the exact emotional state that will drive that action (e.g. curious, relaxed, fearful, inspired etc.) 3. Choose the right words into the message. Arousal and Dominance in Emo- tional Messages See this ad by Amul immediately after the Nirbhaya rape episode in New Delhi. What did it do? It aroused the anger of the women folk in India. It outraged many in India. Women brigades were born. The word ‘arouse’ means to stimulate or ignite someone to action. Arousal is a state of activation and readiness for action. Emotional communica- tion, by and large, evoke high-arousal emotions, such as joy or anger. It can spur a doctor to take action i.e. write a prescription. 15 | MedicinMan November 2016  Vivek Hattangadi | The Many Faces of Emotion and the Role They Play in Marketing “ The word ‘arouse’ means to stimulateorignitesomeonetoaction. Arousal is a state of activation and readiness for action. Emotional communication, by and large, evoke high-arousal emotions, such as joy or anger. It can spur a doctor to take action i.e. write a prescription.
“Arousal ranges from excitement to relaxation. An- ger for instance is a high-arousal emotion; sadness on the other hand is a low-arousal emotion. Here is an example of a headline of an ad which aroused people’s curiosity and made them trust Volkswa- gen (this was before the emissions scandal): “Volkswagen scraps one in fifty cars to ensure that we get only the best.” Low arousal emotions (e.g. contentment, sadness) discourage action. So the key is to focus on igniting high arousal emo- tions, so your audience will be motivated to share it. Psychologists also categorize emotions by level of dominance. Dominance means the power to have influence over or take control over others. In other words, you dominate someone. Fear is low-dominance; whereas praise and admira- tion are high-dominance emotions. Brand Relation Strategist, Andrea Lehr says that there are three ideal combinations of arousal and dominance that accompany emotions. This table below which he has constructed will help you know the different types of sentiments which fol- low arousal and dominance.(3) 16 | MedicinMan November 2016  Low arousal emotions (e.g. contentment, sadness) discourage action. So the key is to focus on igniting high arousal emotions, so your audience will be motivated to share it. Vivek Hattangadi | The Many Faces of Emotion and the Role They Play in Marketing Arousal Dominance HIGH LOW LOW LOWLOW HIGH Levels  of  Arousal  and  Dominance   Accompanying  Sentiments   All  positive  OR  Positive  +  Surprise   Surprise  +  Negative  +  Positive  OR   Positive  +  Surprise   Surprise  +  Negative  +  Positive  OR   Surprise  +  Negative  OR  Surprise  +   Positive  
People are ruled by their emotions! Having said this, can there be anything more pow- erful in advertising than authentic emotion? Emo- tional marketing is the ability to communicate powerfully through the use of different techniques that evoke emotions. Emotions are the key drivers of buying/ prescribing decisions; emotions have the power to convince. The flipside: when you want to make a buying de- cision yourself, the emotional ads you see may in- fluence you to make an inappropriate decision. So shouldn’t you protect yourself? In Psychology Today, this is what Dr. Peter Noel Murray says on our shopping habits.(4) 1. fMRI neuro-imagery shows that when evaluating brands, consumers primarily use emotions (per- sonal feelings and experiences) rather than infor- mation (brand attributes, features, objective facts). 2. Advertising research reveal that emotional re- sponses in an ad have greater influence on a con- sumer’s intent to buy. 3. According to the Advertising Research Founda- tion, ‘likeability’ is the measure that best predicts whether an advertisement will increase a brand’s sales. 4. Positive emotions toward a brand have far great- er influence on consumer loyalty than trust and other judgments. Emotions are one reason why we gravitate toward brand name products over generics — big brands pump a steady stream of advertising dollars into branding initiatives. After all, many of the products we buy are available as generic and store brands with the same ingredients and at cheaper prices. M 17 | MedicinMan November 2016  Vivek Hattangadi | The Many Faces of Emotion and the Role They Play in Marketing 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 Management. vivekhattangadi@theenablers.org References 1. Changing Minds. Viewed 27 August 2016, from http://changingminds.org/explana- tions/emotions/emotions.htm 2.Shaveretal.(2001)Shaver,P.,Schwartz,J., Kirson, D., & O’Connor, C. (2001). Emotional Knowledge: Further Exploration of a Proto- type Approach. In G. Parrott (Eds.), Emotions in Social Psychology: Essential Readings (pp. 26-56). Philadelphia, PA: Psychology Press. 3. Andrea Lehr. What 100 Images Can Teach You About The Emotional Drivers of Viral Content Available at http://www.busi- ness2community.com/content-market- ing/100-images-can-teach-emotional-driv- ers-viral-content-01627634 4. Peter Noel Murray. How Emotions Influ- ence What We Buy: The emotional core of consumer decision making. https://www. psychologytoday.com/blog/inside-the-con- sumer-mind/201302/how-emotions-influ- ence-what-we-buy
  THE FUTURE OF PHARMA SALES & MARKETING PARTNER WITH US. anupsoans@gmail.com   FEBRUARY 2017 A MedicinMan annual event FFE + CEO ROUNDTABLE AND BRANDSTORM 2017
FFE + CEO ROUNDTABLE AND BRANDSTORM 2017February Field Force Excellence conference + CEO Roundtable is targeted at senior industry professionals in all functions. The CEO Roundtable is the highlight of the event and fea- tures some of pharma’s most well-known leaders. Past topics include: • Practical Issues in Sales Force Effectiveness (SFE) imple- mentation • Role Clarity from Front-line Manager to National Sales Manager • Role of Technology as a Field Force Multiplier • Social Learning for the Field Force • Data Analytics: Actionable Insights for Segmented Mar- keting • Role of Marketing, Medical, HR and L&D in Building the Rx Capabilities of the Field Force • Navigating UCPMP, MCI Guidelines and other regulato- ry issues • Reinvention of Doctor-Field Force interaction through Digital and Social Past Speakers include: • Sanjiv Navangul – Managing Director, Janssen India • K. Shivkumar – Managing Director, Eisai • Sujay Shetty – Partner, PwC India • CT Renganathan – Managing Director, RPG LifeScienc- es • YS Prabhakar – CEO, Sutures India • Ali Sleiman – General Manager India, Merck Serono • Darshan Patel – Partner, PwC • Vikas Dandekar – Editor Pharma, ET • Shakti Chakraborty – Group President, Lupin • Ganesh Nayak – (fmr) CEO and Executive Director, Zydus Cadila • Bhaskar Iyer – Divn VP, India Commercial Operations, Abbott • Narayan Gad – CEO, Panacea Biotec • Girdhar Balwani – Managing Director, Invida • K. Hariram - Managing Director (retd.) Galderma India BrandStorm is targeted at Brand Managers. The event features thought leaders in pharma brand management addressing the hottest topics of the day. Past topics include: • UCPMP & MCI Guidelines – Implication for Pharma Marketing • Brand Building: Case Studies from the Indian Pharma Market • Unleashing the Power of Digital Marketing – Case Studies • From Brand Management to Therapy Shaping • Marketing to Hospitals • Case Study: Zifi-AZ • Field Force – Doctor Interaction through use of Digi- tal and Social Media • How to Optimize Healthcare Communication Cre- ative Agency Services Past Speakers include: • PV Sankar Dass – CEO & Director, CURATIO • Darshan Patel – Partner, Pricewaterhouse Coopers • Daleep Manhas – General Manager & Associate Vice President at McCann Health • Praful Akali – Founder-Director, Medulla Communi- cations • Pankaj Dikholkar – General Manager, Abbott • Salil Kallianpur – Executive Vice President - Primary Care, GSK • Deep Bhandari – Director-Marketing & Sales Excel- lence, UCB • Shiva Natarajan – General Manager, GSK • Shashank Shanbag – Business Unit Director, MS • Nandish Kumar – DGM and Head – Marketing, FD To partner at the event contact: anupsoans@gmail.com | +91-968-680-2244 FFE+CEO RT BRANDSTORM
E very individual will eventually rise to their level of incompetence by being promot- ed on the basis of their current skills and achievements.”- The Peter Principle Dr. Lawrence J. Peter studied human behaviour to understand incompetence at the workplace. His findings are still referenced when manage- ment gurus offer various strategies and tactics for various business problems. These strategies by themselves may be very sound but it is the competence or the incompetence of the people who execute them that will determine the out- come. The Peter Principle explains the reasons for incompetence that leads to personal and or- ganisational failure. 20 | MedicinMan November 2016  The importance of preparing for the next level of your career by acquiring the requisite knowledge, skills and attitude before you get there. THE PETER PRINCIPLE AND HOW TO BEAT IT K. Hariram Anup Soans This article is an extract from the book HardKnocks for the GreenHorn, by Anup Soans, available on Flipkart. The book is a complete guide to pharma sales for new and experienced professionals.
Anup Soans | The Peter Principle and How to Beat It 21 | MedicinMan November 2016 All of us are born with some talents and our edu- cation and upbringing further shape our ability to do things. We are selected for a job based on our merit and the need of the company for our ser- vices. Induction and training programmes are de- signed to equip us with the Knowledge, Skills and Attitude required to perform our tasks efficiently. Our abilities and competence to get the job done satisfactorily are further evaluated by our on-the- job performance. Performances vary according to the market conditions and our personal abilities. A person who achieves above-average results consistently, is considered to be very capable and will be promoted to the next level, assuming that his good performance will continue. For example, Sachin Tendulkar was promoted as captain of the Indian cricket team based on his excellent and con- sistent performance as a batsman. However, the requirements of a captain are vastly different from that of a batsman, and, as a result, India lost a good batsman and got a bad captain. This untenable situation had to be corrected by having Tendulkar return as a batsman. It was a humbling reality for a great batsman of Tendulkar’s calibre. In the same way, a Medical Rep who surpasses his targets consistently, expects to be promoted to the level of an Area Manager. However, the role of an Area Manager is vastly different from that of a Medical Rep. Many of the inefficiencies seen in most business sectors, including the pharmaceuti- cal industry, is due to the operation of this principle whereby the best performer is promoted without assessing his suitability for the next level. Understanding the Peter Principle is important for individuals as well as organisations to avoid setting people up for failure. The role of an Area Manag- er or a Product Manager requires certain quali- ties and skills that are different from selling skills.  “ Many of the inefficiencies seen in most business sectors, including the pharmaceutical industry, is due to the operation of this principle whereby the best performer is promoted without assessing his suitability for the next level.
Anup Soans | The Peter Principle and How to Beat It 22 | MedicinMan November 2016 While the knowledge gained by working as a Med- ical Rep is very valuable in understanding the dy- namics of the pharmaceutical business, something more is needed to succeed as an Area Manager or Product Manager. This book is different from any book written so far for Medical Reps in that it seeks to inform the Medical Rep of the opportunities as well as pitfalls of a career in the pharmaceutical in- dustry. If you are happy as a Medical Rep in the territory allotted to you, do all you can to ensure that you are retained in that position. If you are ambitious, then plan your career so that you acquire the Knowledge, Skills and Attitude that are required at the next level. Always stay ahead in terms of the re- quirements and needs of the profession, and when you have reached the desired level, learn to enjoy the benefits of your hard work. Being driven without an understanding of the price that you have to pay or the requirements of the new position will lead to stress and lifestyle-re- lated disorders, and you might end up taking your own medicines!That is not to say that you must not strive, work hard and make sacrifices to progress in life. On the contrary, competent people are need- ed for the business to grow. There will always be a great demand for competent Area Managers, Prod- uct Managers, General Managers, VPs and CEOs. You must find the position you are best suited for as you work and understand the industry’s dynam- ics and gain the competencies that supplement your natural talents. It is essential to develop oneself holistically, with satisfaction emanating from the pursuit of inter- ests, hobbies and family life and the blossoming of the entire personality and not just work life.  “ If you are ambitious, then plan your career so that you acquire the Knowledge, Skills and Attitude that are required at the next level. Always stay ahead in terms of the requirements and needs of the profession, and when you have reached the desired level, learn to enjoy the benefits of your hard work.
Anup Soans | The Peter Principle and How to Beat It 23 | MedicinMan November 2016 We must realise that work is only a part of our lives. The demands of today’s fast-paced and greed- based value system are responsible for making many a profession, such as those of the Medical Rep and Doctor, less satisfying than they were a generation ago. Learn to celebrate the success of those around you without being overly focused on your ambitions, because success that does not bring true happiness is failure in disguise. To be honest and loved as a spouse, parent, teacher, mentor and a guide to others is true success, which beats the Peter Principle. M  “ We must realise that work is only a part of our lives. The demands of today’s fast-paced and greed-based value system are responsible for making many a profession, such as those of the Medical Rep and doctor, less satisfying than they were a generation ago. This article is an extract from the book HardKnocks for the GreenHorn, by Anup Soans, available on Flipkart. The book is a complete guide to pharma sales for new and experienced professionals.
D o you want to be challenged in terms of the way you work and the way you live? Then it is time to pick up or download (Kindle version) Marshall Goldsmith’s latest book: Triggers. In his inimitable style, Marshall provides answers to questions which arise in our mind every day. Of course we all know what we need to do but do we know how to do it? Having gone through the book, I had an urge to ignite the interest of MedicinMan readers by of- fering a crisp review. The Book in Three Sentences 1. A trigger is any stimulus that shapes our thoughts and actions. 2. We don’t know how to execute change. There is a difference between motivation, understand- ing and ability. 3. Most of us go through life unaware of how our environment shapes our behavior. 24 | MedicinMan November 2016  BOOK REVIEW: Triggers by Marshall Goldsmith K. Hariram How to initiate change in personal and professional life.
Marshall is very clear that the most important requirement of change is shifting the responsi- bility for the change to the one person: YOU, as you are the one who actually controls your be- haviors. For example consider a simple question: “Are you disengaged at work?”Well, the answer to that is on YOU. With What Got You Here Won’t Get You There, Mar- shall challenged us to examine the habits and behaviors that can inhibit our success. In Mojo, he pointed out that sometimes it takes a crisis to point out the necessary changes, and now with Triggers, he helps those who are properly motivated and willing to put in the work, to fi- nally get “there.” Triggers shows us how to enact meaningful change. The ability to recognize those triggers and un- derstand how the environment affects our be- haviour is the key to controlling our responses and managing others at work and in life. Make no mistake, change is hard and the start- ing point is the willingness to to accept help, and the desire to change. This book will show you how. M 25 | MedicinMan November 2016 K. Hariram | BOOK REVIEW: “Triggers” by Marshall Goldsmth K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. khariram25@yahoo.com

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CAN INDIAN PHARMA STAY AHEAD OF THE ETHICS CURVE?

  • 1. MEDICINMANField Force Excellence November 2016| www.medicinman.net Indian Pharma’s First Digital Magazine Since 2011 TM I ndian Pharma has been growing at a phenom- enal rate - this is especially commendable giv- en the large number of undifferentiated players and their me-too products. Many of the products launched have neither reason nor rhyme, yet they succeed, pointing to the huge demand that exists in a country with a billion plus people. The growth has also been fuelled by unethical transactional selling that benefits the prescriber and others in the supply chain like distributors and chemist stores. This growth is under tremendous pressure as trans- actional selling is under threat by a vigilant civil soci- ety, patient groups, media, government and judicia- ry. Two books, Dissenting Diagnosis and The Ethical Doctor, written by doctors exposes the rot in the Indian healthcare system. CRM is now equated with Corrupt Rx Practices. Dis- senting Diagnosis and The Ethical Doctor are being extensively reviewed by media, broadcast on Social Media and widely read.The trust deficit between pa- tients and healthcare providers and the public im- age of pharma industry is at an all-time low. Medical Reps and their Field Sales Managers often bear the brunt of this negative public perception as they are the visible icons of much that is wrong with Indian healthcare. Thus, it is not surprising that Indi- an Pharma faces the twin challenge of high attrition and low attraction of talent, especially at the entry level. The increase in number of physical attacks on doctors by relatives of patients is another indicator of loss of respect and trust in the medical fraternity. CAN INDIAN PHARMA STAY AHEAD OF THE ETHICS CURVE? EDITORIAL
  • 2. “ Editorial | Can Indian Pharma Stay Ahead of the Ethics Curve? 2 | MedicinMan November 2016 “Ethics divorced from the medical profession was once unthinkable as both the lay and learned re- posed their faith in the practitioners of medicine. But this has changed dramatically of late. It is small wonder that the medical calling, often character- ized as noble, is infested with malpractices, per- functory healthcare, commissions and exploitative drug companies”, says a reviewer of the book, The Ethical Doctor written by Dr. Kamal Kumar Maha- war. The Indian government is cognizant of the medical malpractices and the nexus between doctors and pharma/devices/diagnostics and is bringing in a slew of measures aimed at stemming the tide of anger and frustration of people who are increas- ingly at the mercy of a profiteering private health- care sector. More and more drugs are being brought under price control through NLEM by the NPPA. This move is aimed not only at making drugs and de- vices affordable but more importantly to reduce margins with are passed on as lucrative deals to doctors. When drug companies sought to bypass NLEM by coming up with all kinds of FDCs - not in the interest of patients but with the intent of prof- iteering - the government placed ban on a large number of FDCs which put paid to these unscru- pulous practices. The recent move by MCI asking doctors to pre- scribe drugs only by their generic names seems to be the last nail in ending the pharma-doctor nex- us. While this is not an easily implementable diktat, it is an indication of tightening regulatory trends. Globally, including in the US, generics are used extensively to reduce the burden of high costs of patented drugs.  More and more drugs are being brought under price control through NLEM by the NPPA. This move is aimed not only at making drugs and devices affordable but more importantly reduce the margin of profits with which drug and device makers offer lucrative deals to doctors.
  • 3. However, India cannot be compared to highly de- veloped markets. India is the only market in the world with 20,000 registered drug manufacturers marketing over 100,000 brands. Every drug is pro- duced and marketed by atleast 100 companies. For all its problems, branded generics have sever- al advantages - they are easily remembered and recognizable, both by doctors and patients lead- ing to trust and compliance. This is especially true when it comes of chronic ailments, which entail lifelong medication. How will a patient respond to getting generic drugs manufactured by differ- ent companies each time he goes to replenish his medications? Further, how does one assess, determine and fix accountability when it comes to the quality of ge- nerics marketed by hundreds of companies? How many generics of a particular molecule can the lo- cal drug store stock? Does the doctor have to write the name of the company alongside the generic name? And what if that particular generic is not available? Who decides which company’s generic is right for the patient? Indian Pharma has perfected the art of being the pharmacy of the world notwithstanding the reg- ular USFDA alerts. Sadly, the domestic market is a complete mess. Lack of vision, poor leadership, sheer shortsighted business goals and myriads of drug industry associations - all representing paro- chial interests - are the bane of Indian Pharma. So, is there a way out that addresses all the issues that plague Indian Pharma? The right question would be - is there will by the Indian Pharma to get out of the quagmire? Digital is already transforming the way medicine is practiced. Pharma is a bit of a laggard, but it will have no option but to evolve, adapt in order to thrive. So, despite all the problems, facing Indian Pharma, I’m very optimistic that things will change for the better, as it always has. M  Editorial | Can Indian Pharma Stay Ahead of the Ethics Curve? Connect with Anup on LinkedIn | Facebook | Twitter Anup Soans is an L&D Facilitator, Author, Pharma Consultant. Visit: anupsoans.com Meet the Editor
  • 4. CONTENTS Our mission is the collective improvement of the pharma sales and marketing ecosystem - leading to better relationships with doctors and better out- comes for patients. MedicinMan Volume 6 Issue 11 | November 2016 Editor and Publisher Anup Soans Chief Mentor K. Hariram Editorial Board Salil Kallianpur; Prof. Vivek Hattangadi; Shashin Bodawala; Hanno Wolfram; Renie McClay Executive Editor Joshua Soans Letters to the Editor: anupsoans@medicinman.net 1. Report from OPPI’s 50th Annual General Meeting ..............................................................5 OPPI’s 50th Annual General Meeting (AGM) was held on 21st October 2016 at Hotel Taj Land’s End, Mumbai. K. Hariram 2. The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales ............................8 Pharma sales managers need to think about new and bold ways to promote their products. Here’s what science tells us about how new ideas go viral. Book Extract from SuperVision for the SuperWiser Front-line Manager by Anup Soans 3. The Many Faces of Emotion and the Role They Play in Marketing ...................................13 Different emotions trigger different actions - a look into different emotional states and how they can be put to use in pharma marketing. Vivek Hattangadi 4. The Peter Principle and How to Beat It .......20 The importance of preparing for the next level of your career by acquiring the requisite knowledge, skills and attitude before you get there. Book Extract from HardKnocks for the GreenHorn by Anup Soans 5. BOOK REVIEW: Triggers by Marshall Goldsmith .........................................................24 How to initiate change in personal and professional life. K. Hariram 4 | MedicinMan November 2016
  • 5. 5 | MedicinMan November 2016 I t is a rare sight to see the captains of the Indian Pharma industry coming together, and one such fo- rum was the recently held OPPI 50th Annual General Meeting (AGM). It was indeed a great pleasure to be a part of the AGM that was held on 21st October 2016 at Hotel Taj Land’s End, Mumbai. Highlighting his vision of a “Healthy and Innovative India”, Dr. Shailesh Ayyangar, President, Organisation of Pharmaceutical Producers of India, Managing Direc- tor India and VP South Asia, Sanofi, in his inimitable, passionate style summarized his vision of a healthy and innovative India in three powerful words, IMAG- INE, INNOVATE and INSPIRE. He emphatically said,“the need of the hour is for all stakeholders to come to- gether to find solutions and keep our nation healthy.”  OPPI’s 50th Annual General Meeting (AGM) was held on 21st November 2016 at Hotel Taj Land’s End, Mumbai. K. Hariram REPORT FROM OPPI’S 50th ANNUAL GENERAL MEETING Lifetime Achievement Award conferred upon R. Mashelkar, National Research Professor & President,Global Research Alliance.
  • 6. 6 | MedicinMan November 2016 Smt. Meenakshi Lekhi (Member of Parliament and Supreme Court lawyer), Shri. Ravindra Chavan (Hon’ble Minister of State, Govt of Maharashtra), Shri. Sudhansh Pant (Joint Secretary, Department of Pharmaceuticals), Shri. A N Roy (Former Direc- tor General of Police, Maharashtra) were present on the occasion of celebrating the 50 Years theme: “Healthy India, Innovative India”. Shri. Pant revealed that the marketing code for pharma products was in the final stages of drafting and will be released soon, with some significant changes to the initial draft. The industry, in turn, urged the government to make it statutory. The event witnessed participation from Govern- ment and thought leaders in healthcare – technol- ogy companies, medical devices companies, diag- nostic companies, healthcare providers, healthcare financers, media and other stakeholders. Shri. Ravindra Chavan, Hon’ble Minister of State, Government of Maharashtra, released a study on the Development of Health Index of Indian States by the Indian Institute of Management Ahmedabad (IIM-A), facilitated by OPPI. This report is available for downloading on the OPPI website. There was an extraordinary moment with the re- lease of its 50 years’ commemorative publication - The Colour of White. Smt. Meenakshi Lekhi along with Ms. Radha Kapoor, Founder & Executive Director of ISDI, released this publication which showcased some of the key women achievers in the research-based pharmaceutical industry. Smt. Kanchana TK, Director General, Organisa- tion of Pharmaceutical Producers of India, during her talk said, “We believe that the handbook is a small step in gender inclusion and we hope it will go a long way in motivating many young, capable women to shape their careers in the pharmaceu- tical industry, making it their preferred choice.”  K. Hariram | Report from OPPI’s 50th Annual General Meeting “ Shri. Pant revealed that the marketing code for pharma products was in the final stages of drafting and will be released soon, with some significant changes to the initial draft. The industry, in turn, urged the government to make it statutory. Sudarshan Jain, VP, OPPI and MD, at Abbott delivers the vote of thanks at the OPPI Annual General Meeting in Mum- bai Dr. Shailesh Ayyangar, President, Organisation of Pharma- ceutical Producers of India, Managing Director India and VP South Asia, Sanofi Smt. Meenakshi Lekhi, Member of Parliament and Su- preme Court lawyer unveiled the 50 years’ commemorative publication - The Colour of White.
  • 7. 7 | MedicinMan November 2016 Globally GSK has already set the pace by appoint- ing a woman CEO recently. The highlight of the 50th AGM was conferring the OPPI Lifetime Achievement Award on Dr. R A Mashelkar, National Research Professor & Pres- ident, Global Research Alliance for his yeoman service in shaping the science and technology pol- icies of the country. Dr. Mashelkar, at his age of 73 years was full of energy and, being a die-hard and ‘dangerous’ optimist (he calls himself that), was all praise for the current generation. He was clear that what is needed are 3 the Ts of TALENT, TECHNOLOGY and TRUST. He added that a combination of INNOVATION (mind), PASSION (bel- ly) and COMPASSION (heart) will go a long way in influencing the millennials towards building India’s future. In short, he was clear that we need to move be- yond the reengineering model and ‘Make in India’ should be‘make for the world’. I left the venue with a refreshed and rejuvenated mind full of optimism that there is scope for the healthcare industry and the‘FUTURE is in the MAK- ING’. The ‘POWER OF WE’ is the mantra for Indian phar- ma. M  K. Hariram | Report from OPPI’s 50th Annual General Meeting Smt. Meenakshi Lekhi along with the‘super women’featured in The Colour of White. K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. khariram25@ yahoo.com “ The highlight of the 50th AGM was conferring the OPPI Lifetime Achievement Award on Dr. R A Mashelkar, National Research Professor & President, Global Research Alliance for his yeoman service in shaping the science and technology policies of the country.
  • 8. 8 | MedicinMan November 2016 O ne of the reasons why pharmaceutical sales managers face an uphill task in establishing their products is that they continue to use worn-out ideas and methods of sales promotion for which the doctor and the market have developed fatigue. The same ideas and methods are being used by hundreds of companies. Pharmaceutical sales managers need to go outside their domain to bring in fresh ideas that will catch the imagination of PSRs, doctors, distributors and chemists. While doing so it is worth considering the concept of the tip- ping point. Just as Roger’s Curve of Innovation Adoption explains the difference between Innovators and Laggards in adopting new products, the tipping point shows how blockbuster ideas and prod- ucts storm the market. The Tipping Point is a book which explains why certain things happen the way they do. Through numerous examples, author Malcolm Gladwell shows that for big shifts to occur, a very minor shift tends to be the cause (like the straw that broke the camel’s back). For example, fashion changes regularly, each change becoming a craze among the masses – something the author  Pharma sales managers need to think about new and bold ways to promote their products. Here’s what science tells us about how new ideas go viral. Anup Soans THE TIPPING POINT: DISCOVERING NEW WAYS TO ACHIEVE BREAKTHROUGH SALES. This article is an extract from the book SuperVision for the SuperWiser Front-line Manager, by Anup Soans, available on Flipkart. The book is a complete guide on pharma frontline management for newandexperienced professionals.
  • 9. 9 | MedicinMan November 2016 calls social epidemics. The Tipping Point examines why and how ideas and behaviours are often ignit- ed to spread like contagious diseases, impacting society dramatically. The Tipping Point illustrates concepts in epidemiol- ogy, psychology, sociology, and group dynamics to answer two fundamental questions that lie at the heart of what marketers would like to accomplish: “Why do some products start epidemics and oth- ers do not?” And, “what can individuals do to start positive epidemics?” The Tipping Point has lessons which if used intelligently can result in effective sales promotions and increased productivity. The process and mechanism by which some trends and products achieve exponential popularity while others fade into oblivion have been thought to be mysterious and beyond analysis. However, a num- ber of patterns and factors that are at play in virtu- ally every influential trend, ranging from the spread of communicative diseases to the popularity of a particularTV show, can be traced. If you analyse the evolution of any major phenomenon, you will find that the processes involved are strikingly similar. The nature of modern culture is such that new ideas, products and services, such as email, Viagra, iPods and Google, are constantly being introduced. Some of these achieve a measure of steady, con- sistent success, some fail, and some take off on an upward trajectory of popularity and influence. The Tipping Point identifies three key factors that determine whether a particular trend will “tip”into wide-scale popularity. The event in question may be the spread of syphilis or the sudden spike in the sales of Hush Puppies. There is a crucial junc- ture, the“tipping point” that signals a key moment that unifies isolated events into a significant trend. Three factors decide whether a particular trend will progress into a popular choice: the Law of the Few, the Stickiness Factor, and the Power of Context.  Anup Soans | The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales “ The Tipping Point examines why and how ideas and behaviours are often ignited to spread like contagious diseases, impacting society dramatically.
  • 10. 10 | MedicinMan November 2016 The origins of most major epidemics of sexually transmitted diseases can be traced back to the dis- proportionate influence of a few “super infectors” who are personally responsible for dozens and in some cases hundreds of transmissions. This role is analogous to the category of people called “Con- nectors”, who play an inordinate role in helping new trends begin to “tip” or spread rapidly. The three rules of the tipping point – The Law of the Few, the Stickiness Factor, and the Power of Con- text – offer a way of making sense of social epidem- ics. They provide us with direction as to how to go about reaching a tipping point. The Law of the Few states that before widespread popularity can be attained, a few key types of peo- ple must champion a product, service or idea be- fore it can reach the tipping point. These key types of people are: Connectors, Mavens, and Salesmen. If people from all three groups endorse and advo- cate a new idea or product, it will tip into exponen- tial success. In the disease-epidemic model, many outbreaks could be traced back to a small group of infectors. Likewise, on the path towards the tipping point, many trends are ushered into pop- ularity by a small group of individuals - Connectors, Mavens, and Salesmen. Connectors are individuals who have ties in many different realms and act as networks between them, helping to make con- nections and relationships that otherwise might not have occurred. Mavens are people who have a strong compulsion to help other consumers by helping them make informed decisions. Salesmen are people whose unusual charisma allows them to be extremely persuasive in inducing buying deci- sions and the behaviours of others.  Anup Soans | The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales “ The Law of the Few states that before widespread popularity can be attained, a few key types of people must champion a product, service or idea before it can reach the tipping point. These key types of people are: Connectors, Mavens, and Salesmen.
  • 11. 11 | MedicinMan November 2016 The Stickiness Factor is the second crucial factor that plays a key role in determining whether a prod- uct will attain exponential popularity. This refers to a unique quality that compels the phenomenon to “stick” in the minds of the public and influence their future behaviour. The Stickiness Factor is the quality that compels people to pay close attention to a product, concept or idea. Stickiness is hard to define, and its presence or absence often depends heavily on context. Often, the way that the Sticki- ness Factor is generated is unconventional, unex- pected, and contrary to received wisdom. An ex- ample could be the context of an environment of sexual freedom and the success of Viagra. Power of Context is the third aspect of the complex process that causes products to“tip”into mass pop- ularity. If the environment or historical moment in which a product or idea is introduced is not right, the tipping point will not be attained. Power of Context is enormously important in determining whether a particular phenomenon will tip into widespread popularity. Even minute changes in the environment can play a major role in the pro- pensity of a given idea or product for attaining the tipping point. Clearly, in order for a trend to tip into massive pop- ularity, large numbers of people need to embrace it, and groups of certain sizes and types may be uniquely positioned to achieve the tipping point. People-groups of less than 150 members display a level of intimacy, interdependency, and efficiency that begins to dissipate markedly as soon as the group’s size increases to over 150. This concept has been exploited by a number of corporations that use people-groups as the foundation for their or- ganisational structures and marketing campaigns.  Anup Soans | The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales “ If the environment or historical moment in which a product or idea is introduced is not right, the tipping point will not be attained. Power of Context is enormously important in determining whether a particular phenomenon will tip into widespread popularity.
  • 12. 12 | MedicinMan November 2016 A nurse, seeking an effective, low-cost way to raise breast cancer awareness among women shunned traditional routes and enlisted the help of hairstyl- ists. The nurse reasoned that in the parlour envi- ronment, women would be relaxed and receptive to new information. This type of thinking is some- times regarded as a “band-aid” solution that treats symptoms rather than the underlying problems. However, this cumulative, low-key approach can over time lead to a tipping point of marketing ep- idemics. FMs should read The Tipping Point at least once. The learning can be of immense consequence to the future of healthcare marketing, at a time when more and more individuals are seeking to make health-related decisions after discussion with others, especially through the Internet, Blogs and Chat-rooms. The challenge is to discover the Con- nector, Maven and Salesmen as well as the Sticki- ness factor and the right Context. CME events can be ideal occasions for experimenting with and en- gineering social epidemics among healthcare pro- fessionals. M  Anup Soans | The Tipping Point: Discovering New Ways to Achieve Breakthrough Sales This article is an extract from the book SuperVision for the SuperWiser Front-lineManager, by AnupSoans, available on Flipkart. The book is a complete guide on pharma frontline management for new and experienced professionals.
  • 13. 13 | MedicinMan November 2016 I n the October 2016 issue of MedicinMan you learnt about how emotions are important in communi- cation. To make your communication emotional, you must be aware of the different types of emotions. Once you are aware of the different types of emotions, you will be able to craft your communication appropri- ately to suit the circumstance. The Different Types of Emotions 1,2 The primary emotions include Love, Joy, Trust, Fear, Surprise, Sadness, Disgust, Anger, and Anticipation. Primary emotions are innate or natural. These are the emotions you feel as the initial response to a situation. If you are insulted, you may feel angry. When you hear of a death of a dear one, you feel sad.They are unthink- ing and instinctive responses.  THE MANY FACES OF EMOTION AND THE ROLE THEY PLAY IN MARKETING. Vivek Hattangadi Different emotions trigger different actions - a look into different emotional states and how they can be put to use in pharma marketing.
  • 14. “Secondary emotions appear as a response to pri- mary emotions. Hence, secondary emotions are not innate. Some include guilt, shame, embarrass- ment, pride, envy, and jealousy. For example, the response to the primary emotion love can be affection or even lust. So affection and lust are the secondary emotions. Similarly, joy, the primary emotion, can lead to cheerfulness, optimism and zest, the secondary emotions. Fear can make you nervous or filled with horror and stress. Secondary emotions are processed by the cerebral cortex which controls higher order thinking. Tertiary emotions are a fall out of secondary and primary emotions. For example, Joy (primary) can result in Zest (Sec- ondary) which in turn can lead to enthusiasm, ex- citement and exhilaration (tertiary). Anger (Primary) can turn into Rage (Secondary) which in turn can culminate in Hostility, Hate or Scorn (all tertiary). The top three emotions which can evoke positive responses include Happiness, Surprise and Ad- miration. The next three in the pecking order are Satisfaction, Hope and Love, followed by Gratitude, Price and Concentration. Why is this important for you to know? Because it helps you in designing your communication tac- tics. When you want a positive response from doctors, whether during a call or when preparing a copy of promotional material for your brand, which emo- tions should you exploit? Once you are aware of different types of emotions and its fallout, it will help you craft power-packed emotional messages; messages which can trans- form an “Eh, so what” or an “I don’t care” into 14 | MedicinMan November 2016  The top three emotions which can evoke positive responses include Happiness, Surprise and Admiration. The next three in the peckingorderareSatisfaction,Hope and Love, followed by Gratitude, Price and Concentration. Vivek Hattangadi | The Many Faces of Emotion and the Role They Play in Marketing
  • 15. “Great!”, “That’s appealing”, “Now that’s the reason why I shall prescribe your brand!” or “Wow! That’s what I want! I will now prescribe your brand!”Emo- tional messages can convert an absolute“No”to an almost“Yes’”; a“perhaps”into“sure, of course’”. Here are three steps you can follow to craft a power-packed emotional response. 1. Determine the desired action you want the doctor to take (e.g. prescribe, recommend to peers, buy etc.) 2. Determine the exact emotional state that will drive that action (e.g. curious, relaxed, fearful, inspired etc.) 3. Choose the right words into the message. Arousal and Dominance in Emo- tional Messages See this ad by Amul immediately after the Nirbhaya rape episode in New Delhi. What did it do? It aroused the anger of the women folk in India. It outraged many in India. Women brigades were born. The word ‘arouse’ means to stimulate or ignite someone to action. Arousal is a state of activation and readiness for action. Emotional communica- tion, by and large, evoke high-arousal emotions, such as joy or anger. It can spur a doctor to take action i.e. write a prescription. 15 | MedicinMan November 2016  Vivek Hattangadi | The Many Faces of Emotion and the Role They Play in Marketing “ The word ‘arouse’ means to stimulateorignitesomeonetoaction. Arousal is a state of activation and readiness for action. Emotional communication, by and large, evoke high-arousal emotions, such as joy or anger. It can spur a doctor to take action i.e. write a prescription.
  • 16. “Arousal ranges from excitement to relaxation. An- ger for instance is a high-arousal emotion; sadness on the other hand is a low-arousal emotion. Here is an example of a headline of an ad which aroused people’s curiosity and made them trust Volkswa- gen (this was before the emissions scandal): “Volkswagen scraps one in fifty cars to ensure that we get only the best.” Low arousal emotions (e.g. contentment, sadness) discourage action. So the key is to focus on igniting high arousal emo- tions, so your audience will be motivated to share it. Psychologists also categorize emotions by level of dominance. Dominance means the power to have influence over or take control over others. In other words, you dominate someone. Fear is low-dominance; whereas praise and admira- tion are high-dominance emotions. Brand Relation Strategist, Andrea Lehr says that there are three ideal combinations of arousal and dominance that accompany emotions. This table below which he has constructed will help you know the different types of sentiments which fol- low arousal and dominance.(3) 16 | MedicinMan November 2016  Low arousal emotions (e.g. contentment, sadness) discourage action. So the key is to focus on igniting high arousal emotions, so your audience will be motivated to share it. Vivek Hattangadi | The Many Faces of Emotion and the Role They Play in Marketing Arousal Dominance HIGH LOW LOW LOWLOW HIGH Levels  of  Arousal  and  Dominance   Accompanying  Sentiments   All  positive  OR  Positive  +  Surprise   Surprise  +  Negative  +  Positive  OR   Positive  +  Surprise   Surprise  +  Negative  +  Positive  OR   Surprise  +  Negative  OR  Surprise  +   Positive  
  • 17. People are ruled by their emotions! Having said this, can there be anything more pow- erful in advertising than authentic emotion? Emo- tional marketing is the ability to communicate powerfully through the use of different techniques that evoke emotions. Emotions are the key drivers of buying/ prescribing decisions; emotions have the power to convince. The flipside: when you want to make a buying de- cision yourself, the emotional ads you see may in- fluence you to make an inappropriate decision. So shouldn’t you protect yourself? In Psychology Today, this is what Dr. Peter Noel Murray says on our shopping habits.(4) 1. fMRI neuro-imagery shows that when evaluating brands, consumers primarily use emotions (per- sonal feelings and experiences) rather than infor- mation (brand attributes, features, objective facts). 2. Advertising research reveal that emotional re- sponses in an ad have greater influence on a con- sumer’s intent to buy. 3. According to the Advertising Research Founda- tion, ‘likeability’ is the measure that best predicts whether an advertisement will increase a brand’s sales. 4. Positive emotions toward a brand have far great- er influence on consumer loyalty than trust and other judgments. Emotions are one reason why we gravitate toward brand name products over generics — big brands pump a steady stream of advertising dollars into branding initiatives. After all, many of the products we buy are available as generic and store brands with the same ingredients and at cheaper prices. M 17 | MedicinMan November 2016  Vivek Hattangadi | The Many Faces of Emotion and the Role They Play in Marketing 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 Management. vivekhattangadi@theenablers.org References 1. Changing Minds. Viewed 27 August 2016, from http://changingminds.org/explana- tions/emotions/emotions.htm 2.Shaveretal.(2001)Shaver,P.,Schwartz,J., Kirson, D., & O’Connor, C. (2001). Emotional Knowledge: Further Exploration of a Proto- type Approach. In G. Parrott (Eds.), Emotions in Social Psychology: Essential Readings (pp. 26-56). Philadelphia, PA: Psychology Press. 3. Andrea Lehr. What 100 Images Can Teach You About The Emotional Drivers of Viral Content Available at http://www.busi- ness2community.com/content-market- ing/100-images-can-teach-emotional-driv- ers-viral-content-01627634 4. Peter Noel Murray. How Emotions Influ- ence What We Buy: The emotional core of consumer decision making. https://www. psychologytoday.com/blog/inside-the-con- sumer-mind/201302/how-emotions-influ- ence-what-we-buy
  • 18.   THE FUTURE OF PHARMA SALES & MARKETING PARTNER WITH US. anupsoans@gmail.com   FEBRUARY 2017 A MedicinMan annual event FFE + CEO ROUNDTABLE AND BRANDSTORM 2017
  • 19. FFE + CEO ROUNDTABLE AND BRANDSTORM 2017February Field Force Excellence conference + CEO Roundtable is targeted at senior industry professionals in all functions. The CEO Roundtable is the highlight of the event and fea- tures some of pharma’s most well-known leaders. Past topics include: • Practical Issues in Sales Force Effectiveness (SFE) imple- mentation • Role Clarity from Front-line Manager to National Sales Manager • Role of Technology as a Field Force Multiplier • Social Learning for the Field Force • Data Analytics: Actionable Insights for Segmented Mar- keting • Role of Marketing, Medical, HR and L&D in Building the Rx Capabilities of the Field Force • Navigating UCPMP, MCI Guidelines and other regulato- ry issues • Reinvention of Doctor-Field Force interaction through Digital and Social Past Speakers include: • Sanjiv Navangul – Managing Director, Janssen India • K. Shivkumar – Managing Director, Eisai • Sujay Shetty – Partner, PwC India • CT Renganathan – Managing Director, RPG LifeScienc- es • YS Prabhakar – CEO, Sutures India • Ali Sleiman – General Manager India, Merck Serono • Darshan Patel – Partner, PwC • Vikas Dandekar – Editor Pharma, ET • Shakti Chakraborty – Group President, Lupin • Ganesh Nayak – (fmr) CEO and Executive Director, Zydus Cadila • Bhaskar Iyer – Divn VP, India Commercial Operations, Abbott • Narayan Gad – CEO, Panacea Biotec • Girdhar Balwani – Managing Director, Invida • K. Hariram - Managing Director (retd.) Galderma India BrandStorm is targeted at Brand Managers. The event features thought leaders in pharma brand management addressing the hottest topics of the day. Past topics include: • UCPMP & MCI Guidelines – Implication for Pharma Marketing • Brand Building: Case Studies from the Indian Pharma Market • Unleashing the Power of Digital Marketing – Case Studies • From Brand Management to Therapy Shaping • Marketing to Hospitals • Case Study: Zifi-AZ • Field Force – Doctor Interaction through use of Digi- tal and Social Media • How to Optimize Healthcare Communication Cre- ative Agency Services Past Speakers include: • PV Sankar Dass – CEO & Director, CURATIO • Darshan Patel – Partner, Pricewaterhouse Coopers • Daleep Manhas – General Manager & Associate Vice President at McCann Health • Praful Akali – Founder-Director, Medulla Communi- cations • Pankaj Dikholkar – General Manager, Abbott • Salil Kallianpur – Executive Vice President - Primary Care, GSK • Deep Bhandari – Director-Marketing & Sales Excel- lence, UCB • Shiva Natarajan – General Manager, GSK • Shashank Shanbag – Business Unit Director, MS • Nandish Kumar – DGM and Head – Marketing, FD To partner at the event contact: anupsoans@gmail.com | +91-968-680-2244 FFE+CEO RT BRANDSTORM
  • 20. E very individual will eventually rise to their level of incompetence by being promot- ed on the basis of their current skills and achievements.”- The Peter Principle Dr. Lawrence J. Peter studied human behaviour to understand incompetence at the workplace. His findings are still referenced when manage- ment gurus offer various strategies and tactics for various business problems. These strategies by themselves may be very sound but it is the competence or the incompetence of the people who execute them that will determine the out- come. The Peter Principle explains the reasons for incompetence that leads to personal and or- ganisational failure. 20 | MedicinMan November 2016  The importance of preparing for the next level of your career by acquiring the requisite knowledge, skills and attitude before you get there. THE PETER PRINCIPLE AND HOW TO BEAT IT K. Hariram Anup Soans This article is an extract from the book HardKnocks for the GreenHorn, by Anup Soans, available on Flipkart. The book is a complete guide to pharma sales for new and experienced professionals.
  • 21. Anup Soans | The Peter Principle and How to Beat It 21 | MedicinMan November 2016 All of us are born with some talents and our edu- cation and upbringing further shape our ability to do things. We are selected for a job based on our merit and the need of the company for our ser- vices. Induction and training programmes are de- signed to equip us with the Knowledge, Skills and Attitude required to perform our tasks efficiently. Our abilities and competence to get the job done satisfactorily are further evaluated by our on-the- job performance. Performances vary according to the market conditions and our personal abilities. A person who achieves above-average results consistently, is considered to be very capable and will be promoted to the next level, assuming that his good performance will continue. For example, Sachin Tendulkar was promoted as captain of the Indian cricket team based on his excellent and con- sistent performance as a batsman. However, the requirements of a captain are vastly different from that of a batsman, and, as a result, India lost a good batsman and got a bad captain. This untenable situation had to be corrected by having Tendulkar return as a batsman. It was a humbling reality for a great batsman of Tendulkar’s calibre. In the same way, a Medical Rep who surpasses his targets consistently, expects to be promoted to the level of an Area Manager. However, the role of an Area Manager is vastly different from that of a Medical Rep. Many of the inefficiencies seen in most business sectors, including the pharmaceuti- cal industry, is due to the operation of this principle whereby the best performer is promoted without assessing his suitability for the next level. Understanding the Peter Principle is important for individuals as well as organisations to avoid setting people up for failure. The role of an Area Manag- er or a Product Manager requires certain quali- ties and skills that are different from selling skills.  “ Many of the inefficiencies seen in most business sectors, including the pharmaceutical industry, is due to the operation of this principle whereby the best performer is promoted without assessing his suitability for the next level.
  • 22. Anup Soans | The Peter Principle and How to Beat It 22 | MedicinMan November 2016 While the knowledge gained by working as a Med- ical Rep is very valuable in understanding the dy- namics of the pharmaceutical business, something more is needed to succeed as an Area Manager or Product Manager. This book is different from any book written so far for Medical Reps in that it seeks to inform the Medical Rep of the opportunities as well as pitfalls of a career in the pharmaceutical in- dustry. If you are happy as a Medical Rep in the territory allotted to you, do all you can to ensure that you are retained in that position. If you are ambitious, then plan your career so that you acquire the Knowledge, Skills and Attitude that are required at the next level. Always stay ahead in terms of the re- quirements and needs of the profession, and when you have reached the desired level, learn to enjoy the benefits of your hard work. Being driven without an understanding of the price that you have to pay or the requirements of the new position will lead to stress and lifestyle-re- lated disorders, and you might end up taking your own medicines!That is not to say that you must not strive, work hard and make sacrifices to progress in life. On the contrary, competent people are need- ed for the business to grow. There will always be a great demand for competent Area Managers, Prod- uct Managers, General Managers, VPs and CEOs. You must find the position you are best suited for as you work and understand the industry’s dynam- ics and gain the competencies that supplement your natural talents. It is essential to develop oneself holistically, with satisfaction emanating from the pursuit of inter- ests, hobbies and family life and the blossoming of the entire personality and not just work life.  “ If you are ambitious, then plan your career so that you acquire the Knowledge, Skills and Attitude that are required at the next level. Always stay ahead in terms of the requirements and needs of the profession, and when you have reached the desired level, learn to enjoy the benefits of your hard work.
  • 23. Anup Soans | The Peter Principle and How to Beat It 23 | MedicinMan November 2016 We must realise that work is only a part of our lives. The demands of today’s fast-paced and greed- based value system are responsible for making many a profession, such as those of the Medical Rep and Doctor, less satisfying than they were a generation ago. Learn to celebrate the success of those around you without being overly focused on your ambitions, because success that does not bring true happiness is failure in disguise. To be honest and loved as a spouse, parent, teacher, mentor and a guide to others is true success, which beats the Peter Principle. M  “ We must realise that work is only a part of our lives. The demands of today’s fast-paced and greed-based value system are responsible for making many a profession, such as those of the Medical Rep and doctor, less satisfying than they were a generation ago. This article is an extract from the book HardKnocks for the GreenHorn, by Anup Soans, available on Flipkart. The book is a complete guide to pharma sales for new and experienced professionals.
  • 24. D o you want to be challenged in terms of the way you work and the way you live? Then it is time to pick up or download (Kindle version) Marshall Goldsmith’s latest book: Triggers. In his inimitable style, Marshall provides answers to questions which arise in our mind every day. Of course we all know what we need to do but do we know how to do it? Having gone through the book, I had an urge to ignite the interest of MedicinMan readers by of- fering a crisp review. The Book in Three Sentences 1. A trigger is any stimulus that shapes our thoughts and actions. 2. We don’t know how to execute change. There is a difference between motivation, understand- ing and ability. 3. Most of us go through life unaware of how our environment shapes our behavior. 24 | MedicinMan November 2016  BOOK REVIEW: Triggers by Marshall Goldsmith K. Hariram How to initiate change in personal and professional life.
  • 25. Marshall is very clear that the most important requirement of change is shifting the responsi- bility for the change to the one person: YOU, as you are the one who actually controls your be- haviors. For example consider a simple question: “Are you disengaged at work?”Well, the answer to that is on YOU. With What Got You Here Won’t Get You There, Mar- shall challenged us to examine the habits and behaviors that can inhibit our success. In Mojo, he pointed out that sometimes it takes a crisis to point out the necessary changes, and now with Triggers, he helps those who are properly motivated and willing to put in the work, to fi- nally get “there.” Triggers shows us how to enact meaningful change. The ability to recognize those triggers and un- derstand how the environment affects our be- haviour is the key to controlling our responses and managing others at work and in life. Make no mistake, change is hard and the start- ing point is the willingness to to accept help, and the desire to change. This book will show you how. M 25 | MedicinMan November 2016 K. Hariram | BOOK REVIEW: “Triggers” by Marshall Goldsmth K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. khariram25@yahoo.com