Saturday, November 28, 2009
Sunday, November 22, 2009
Lord Krishna is an avatar or manifestation of the Supreme Being as per Hinduism. Lord Krishna is also considered as the Supreme Being by ISKCONites and other Vaishnava faiths. However, suffice to say, Lord Krishna whom Meerabai and other famous devotees worshipped with fervor is a popular God of Hinduism.
Thursday, November 19, 2009
For team members to build a rapport, team play is vital. We can't get 5 guys and issue an edict that they are a team, and hence they need to co-operate and perform as a team. There are vital elements that create a team.
a) Team members should have individual goals intertwined with the bigger common goal.
b) Team members should communicate.
c) Team members should be very busy with individual and joint activities, events and programs so that there is no time for ego tussles.
Team members should play together to bond! When teams perform and get their well-deserved incentive holiday cum training program together, therein lies a great opportunity for rapport building. It is during such working vacations that certain traits of people get exposed. This in turn raises mutual understanding. Companies like Tetra Pak invest on team building exercises like joint rafting, raft building and short trekking expeditions of the team. Play together, pray together, and stay together!!
Teams and effective working operates on mutualism and win-win relationships
A danger in team work is I SCRATCH YOUR BACK AND YOU SCRATCH MY BACK type of relationships. Such transactions create a rift between organizational objectives and team interests. Organizations suffer due to such relationships. Systems that encourage transparency of data and independent auditing or checking systems can counter such relationships.
Earlier, a MR would be the knight in his territory. Pharma companies would depend on his attitude for success or failure. Today, communication systems forcefully create teams, team play and networks. The MR has to play with the team or get isolated. For eg., companies would get to know the stockist's (wholeseller) closing stock only at the end of the month based on the inputs provided by the MR. Today, there are top pharma companies who get this vital data at the press of the button on a daily basis (since data is updated on a daily basis over internet). Videoconferencing in companies like Pfizer has taken team building and communication to a new level. Mobile phone is used for important broadcasts, for eg., during the merger of Wyeth and Pfizer, 300 odd Pfizer sales reps listened to the MD's talk on mobile at real time (all together at once). So communication systems have rendered the MR a team player rather than a solitary reaper in the market.
A bane of pharma marketing is unionism by MRs. Most of the time, unionism does not help either the pharma marketing organization or the careers of MRs. Effective team play with the help of advanced communication systems is a robust barrier to unionism.
Unionism takes roots for two main reasons:
a) collective bargaining power
Team work based on advanced communication systems, transparency, and data gathering, can put an end to the unionism trend. It will certainly help isolate the strongly union minded personnel.
When reward systems (for incentives and commission) are in place and given based on performance, transparency, communication, team play, and robust data gathering - influence of prejudice decreases. Facts and data get the front seat. This makes people work for rewards. And in turn the trend of unionism is bucked.
Punishments and rewards
It is human nature among the powerful to punish wrongdoings. Powerful people take delight in handing out punishments! And unfortunately, on the other hand, good works are taken for granted. Special recognitions and rewards are not put in to the system for strengthening desired behavioral outcomes. The emphasis is only on punishing unwanted behaviors. The net result is insecurity seeps in and unionism gets strengthened.
When team work and team play is on a steady note based on robust data gathering, systems, communication, and transparency - business outcomes are positive. This bucks any trend of unionism.
The answer to many a pharma marketing challenge is building teams. This is imperative in the context of modern communication and data gathering systems.
THANKS FOR READING THIS BLOG POST, PLEASE SCROLL DOWN AND READ ALL OTHER POSTS, KINDLY CLICK ON OLDER POSTS WHEREVER REQUIRED. Feel free to recommend my blog to your acquaintances!
Sunday, November 8, 2009
The above picture is that of the famous temple at Tirumalai dedicated to Lord Venkateshwara. Business people in India share their profits with this temple and invoke the Lord's blessings to improve business results.
Ask any investor, entrepreneur or business honcho, about what is on his/her mind, there will be one common answer: "WE ARE IN SEARCH OF THAT ONE BIG IDEA THAT WILL TRANSFORM BUSINESS RESULTS". All business wizards are perennially in search of that one big thing that will increase the scale of their business manifold. It may be a technology, a new market (like say entering the regulated North American market with a 180 day exclusivity for new generic marketing) or a new class of drugs (like the cephalosporin range of antibiotics) that will revolutionize buyer/prescribing behavior ... The intense search for the next big opportunity is what drives businesses.
The world is changing
The new and old media are having a synergistic effect on change in society. The world is integrated by communication technologies like never before. Thoughts are exchanged at lightning speed on the digital media, the web is empowering society and creating an information society, creative minds are finding fodder on the net to generate new insights and ideas, and the net effect is that it is a huge networked and communicative world. A world deep in messaging through the old and new media avenues.
This changing world is not only witnessing messaging like never before, the changing world is also moving capital from one part to another part of the world due to mutual appreciation of opportunities. A tragicomic example of this is how Koda the ex-CM of Jharkhand as part of the GREAT JHARKHAND ROBBERY invested in Liberian mines. Jharkhand is one the most backward states of India. Monies have moved from this state to finance purchasing of mines in Liberia!! Most Indians would have heard the word LIBERIA for the first time, thanks to Koda!! Just as Bofors has become a part of the Indian vocabulary, Liberia will also become a part of the common man's lexicon in India! All this information revolution is thanks to the modern digital media who are carrying messages at real time.
So where is the next big idea?
Now coming back to the haunting questions - WHERE IS THE NEXT BIG THING HAPPENING? WHAT IS THE NEXT BIG THING?! Is the answer to the above questions lying in rDNA technology based products, business of alternative healthcare products, OTC healthcare market in India, new patents, better intellectual property?? ... JUST WHERE IS THE NEXT BIG THING?
There was a time when science and technology was mystical. It was believed that science and technology is the preserve of high IQ people to appreciate, apply, and use SCI-TECH. Today thanks to the information highway, knowledge is available at the press of the button. The internet is becoming more robust and user friendly day-by-day. Information and insights are not hard to come by. So access to science and technology has improved.
WILL PATENT PROTECTION BRING IN THE NEXT BIG THING? Yes and no. Yes - because patented products will bring in some measure of monopoly product markets. But this is the era of patents. Many business and nonbusiness organizations are getting in to the patent game and becoming patent savvy. Having a patent protected market in the current world driven by messaging and product options is not a remedy for providing the next big thing. Patents will only be qualifiers in the game.
The next big thing will be based on the network
It is becoming a highly wired world. Digital, mobile, old media, human and every other type of network is busy criss-crossing messages.
THE NEXT BIG THING WILL BELONG TO and COME FROM THE NETWORKER AND TEAMPLAYER
When ideas, capital, information, and production systems become increasingly available, success in marketing of pharma and healthcare goods will go towards that network or team, which is best at building trust. In a world full of fickleness in terms of messaging, prescribing patterns, buying behaviours, and doubts in the minds of patients, the future belongs to teams who build trust. Companies with the best of teams - in marketing, product innovation, product manufacture, quality initiatives, and communication will win in the market place. Products or ideas or money alone will not guarantee success. There is more and more money in the pharma and healthcare market than there was in the 1970s and 1980s. There is more understanding of the pharma and healthcare market today. In fact, there is a pharma production glut. So the differentiator will come from networks and teamplay, which will make the difference in the marketplace.
Will Pfizer or any other MNC win in tomorrow's marketplace because of its products or intellectual property? Nay, tomorrow's market dominance will belong to the company with the best of teams and networking ability. Messaging, networking and teamplay will make the difference. Today, Pfizer's woes will not be solved by acquiring capacity, scale and mere financial muscle. Today, Pfizer will not rise through acquisitions, it will improve the financial picture only in the short run. New products alone will not redefine the marketing future of companies. Those who network better and build better teams will win in the marketplace. Without emphasis on teamplay and networking, only whistleblowers will gain in the market!!
Henry Ford put it very nicely:
Keeping together is progress,
Working together is success.
Traditionally, pharma is bad at teamwork. The traditional emphasis in pharma companies is on individuals - their behaviour and achievements. Not on teams!! This is very much different from engineering companies where it is teamplay that works.
Pharmaceutical industry, today, is losing its mystical status. Earlier, pharma companies were insulated - there was a science and technology barrier that deterred investors from coming in to the field. Today, with the media providing all information and knowledge regarding pharma products, with the reality of a contemporary integrated communication world, the available production systems, rise of the empowered patient, and general commoditization, companies can generate required business results only through teamwork and networking. Gone will be the days, where the single super MR generates all the results. In fact, it is happening today too - actually the share of contribution of teamplay and networking is high in generating the business results. This will only increase as media develop and commoditization increases.
Teamplay and networking for trust building is the next level
To chart a higher growth and raise the company to a higher level, the next big thing will not come from technology alone, or from superior products, it will require organization wide marketing approaches involving messaging, networking and teamwork for trust building. Trust is the main reason for prescribing patterns and consumption of pharma goods. For this messaging, teamwork and networking are the keys.
Teamwork is a new science
Handling business processes that are dependant on individuals who co-ordinate with each other is a different ball game from messaging, teamwork and networking. Managing teams is a great science that requires a paradigm shift in thinking and management. There are issues related to accountability, credit sharing, bonuses, and incentives that need to be looked at differently. When companies gain scale, teams count. For eg., Dr. Reddy Labs, has a S team that independently provides scientific inputs to doctors. This S team softens the ground for medical representatives to enter the market arena and win Rx from doctors. So should the MR take all the credit? This is a simple example, which demonstrates that team science is a new way of thinking.
Tomorrow's new HI TECH product launches will not depend on MR activity alone. Let us imagine, that Biocon completes its oral insulin project successfully- can it afford to launch its first-time-in-the-world oral insulin brand just through MRs?!! It will require high team play to make it successful. Teams will be required to work at the retail level, institutional level, scientific communication level, CME level, web-communication level, mobile messaging level, clinical videoconferencing level ... Pfizer and many other companies are in a muddle exactly because they are doing things in the same old way. Steven Covey has said, IF YOU KEEP DOING THINGS THE SAME WAY, YOU WILL KEEP GETTING THE SAME RESULTS!!
Pharma companies are doing the same things, while the world is achanging. New media are in. Teamworking and networking are becoming the order of the day - while all pharma companies right from Pfizer are becoming more and more individual MR (or sales representative) centric, desperate and getting blown away by whistles!! Perhaps this factor has contributed to the failure of Exubera (inhalational insulin from Pfizer).
There is a brave new world of information & knowledge sharing out there. A new way of working is required. Teamworking and networking is the need of the hour.
While teamworking and networking is a science ...
It is no doubt teamworking and networking is a science -yet there are many things beyond science in managing teams and networking operations. That is where praying helps!! It is said, the family that prays together - stays together. Praying together too is an important dimension of teambuilding! It is done in many companies.
Thanks for reading this blogpost, please scroll down, click on OLDER POSTS wherever required, and please read all other posts. Feel free to recommend this blog to your acquaintances.
Sunday, November 1, 2009
In the imaginary conversation given below, a pharma and business consultant helps solve the pharma marketing effectiveness crisis in a company. Enjoy the conversation (and if you like this blogpost, please scroll down to read all other posts, do click on OLDER POSTS to read all other blogposts, feel free to recommend my blog to your acquaintances, thanks). The Indian pharma industry, as per IDMA Bulletin, 30th July, 2009, p.no.15, has a turnover of Rs. 90000 crores (including exports), and is growing at 15.5%, it is estimated to cross Rs. 1 lakh crores annual turnover, in 2010. So competition is gathering steam and more investors are entering this sector. Hence, pharma marketing effectiveness will certainly engage pharma marketers.
Mr. X is a gray haired seasoned pharma marketing and business consultant, and trainer. His office located on the 11th floor not only provided a panoramic view of the city below, it was a lofty crucible for many thought provoking consultancy viewpoints. This nippy November morning, Mr. X, the consultant, was awaiting the arrival of the proprietor of a medium size pharma firm. This proprietor Mr. Y was noted to be impatient and impulsive.
At about 8.45 am Mr. Y stormed in and without much ado and pleasantries, Mr. Y sank in to the deep sofa gulped down some orange juice offered by Mr. X.
Mr. Y looked sharply at Mr. X, the consultant, and gravely announced:"It is galling, Mr. X, my pharma firm's marketing is truly ineffective. How to make it effective?".
Mr. X:"Now, that is truly a solemn organizational challenge, Mr. Y, tell me, did some doctors' say that your marketing activities or team are ineffective?"
Mr. Y (looks confused):"Actually, it is not like that ..."
Mr. X (interrupts):" OK, then it is got to be the chemists, they are unhappy with your company's marketing effectiveness!"
Mr. Y (a little exasperated):" No way, our pharma company offers bonus offers that are highly competitive. Why, some of our products are 1 + 2! That means, if the chemist buys one box he gets 2 boxes free!! Moreover, with every new product launch we pay their trade association PIS (product information services) fees!! So they better not complain about our marketing effectiveness ..."
Mr. X (the shrewd consultant interrupts once again):"OK, I get it, then it is the marketing blokes who find their marketing inputs and programs ineffective, they are looking for salvation and are bothering you ... right?!"
Mr. Y (almost on top of his voice):"No, Mr. X, it is me!! Yes, it is me!!! I find our pharma company marketing ineffective!!"
Mr. X (pauses, and looks at Mr. Y in the eye):"Quick, don't hesitate, tell me fast, with out thinking too much, quickly reply - What is effective marketing according to you? Don't tell me what is ineffective marketing, I emphasize please tell me, what is 'effective marketing'?"
Mr. Y (hesitates and searches for words, a little taken aback with the sudden twist in the conversation):"It ... well, effective marketing should not be frustrating and demanding ... I mean it should not be a drain of marketing monies ... c'mon there is a limit to the amount of services to doctors and other marketing expenses right?!"
Mr. X:"Let us put it this way, Mr. Y, pharma marketing should be very profitable with a very satisfactory ROI (return - on - investment), the marketing operations should also ensure good sales, growth and availability ie., should be available at most chemist points even in remote areas, Right?!"
"So if you say go to an interior market like say, Mallapur in North Kanara, you want your product available and should be consumed."
Mr. Y:"Yep! You read my mind right..."
Mr. X (adds very fast):"You also want positive feed backs from doctors and chemists. Perchance you meet them in the market or in your social circles, they should appreciate your company products and marketing activities, programs and marketing events, right?!"
Mr. Y (almost delirious with joy):"Yep!! That is marketing! Marketing should give the company a high! It should make me happy!!"
Mr. X:"So you see the point, Mr. Y, pharma marketing effectiveness is a complex subject. It means different things to different constituencies or people."
The gist of the conversation that followed between Mr. X the seasoned consultant and Mr. Y the client is given below:
When pharma marketing operations are dismissed as ineffective, the judgment has only scratched the surface. It is very difficult to diagnose, define and precisely evaluate pharma marketing effectiveness. The marketing functioning is a result of strategic (direction of application of efforts and resources) choices. These choices are at the root of all effectiveness or ineffectiveness.
For instance, it was a strategic choice by Pfizer managers to take up off-label product promotion to doctors and provide "kickbacks" to doctors. After whistleblowers brought this to the attention of lawmakers in USA, Pfizer had to cough up 2.3 billion USD as criminal fine. So the alleged 'ineffectiveness' of the marketing controllers in Pfizer in restraining the whistleblowers is not really operational ineffectiveness, it is a fault of a strategic choice in permitting off-label product promotion and kickbacks to doctors. So, should observers conclude that Pfizer is an ineffective marketer? You see, there is a lot of complexity in assessing pharma marketing effectiveness.
When rofecoxib (Vioxx from Merck) was launched there was great excitement as it was powerfully Cox 2 selective. Apparently, it was safer than diclofenac in terms of gastrointestinal side effects, and more powerful as a pain reliever. However, the cardiovascular adverse events of rofecoxib cast a dark shadow on the market performance of rofecoxib, and it was withdrawn from the market. In turn, this boosted the fortunes of diclofenac - today, Voveran (diclofenac from Novartis) is one of the top three pharma products in the Indian retail pharma market. So should we conclude that the effectiveness of Voveran marketing is very high? Or should we conclude that Vioxx is a classic case of marketing ineffectiveness?
Marketing effectiveness is not just about business results ie., sales, market share and profits. For instance, today, Pfizer is a great marketer in India - it's anticough Corex (which is highly abused by Corex addicts) is the numero uno pharma product in retail Indian pharma market. Internationally, Pfizer is the no. 1 drug maker - its worldwide annual R & D budget in dollar terms is said to be more than the total Indian retail pharma market (ie., more than Rs. 38000 crores) - yet it is a company that has paid 2.3 billion USD as total criminal fine to the Govt. of USA for fraudulent marketing. Novartis on the other hand, in India, has Voveran (diclofenac), which is invariably the no. 2 or no. 3 pharma brand in the Indian retail pharma market. Besides a valid, principle based legal battle on the marketing of Glivec, Novartis has a very clean and professional image in pharma India. It is not the #1 pharma company, yet it is a highly respected and valued pharma company. So whom will you assess as a more effective pharma marketer?, asked Mr. X, the consultant, to Mr. Y, the client. Obviously, Novartis can be rated as a more effective pharma marketer as Novartis has an excellent corporate and brand equity among pharma MNCs in India. So the point is that marketing effectiveness is not a simple assessment in terms of sales, market share and profits. There is much more to marketing effectiveness.
Marketing effectiveness is linked to values, culture, philosophy, processes and outcomes. Marketing effectiveness is linked to three types of variables: causal, intervening and end result.
The causal (cause and effect) variables that influence marketing effectiveness are -
a) Organizational structure - no. of employees, the reporting patterns, the employment assessment systems, training systems, and culture. Pfizer, has highly acclaimed training processes and this has strengthened its messaging activities to doctors.
b) Technology also redefines marketing effectiveness - For eg., a biotech company operating in a less crowded segment, has a marketing edge that adds to the marketing effectiveness.
Another example would be of a company down in South India, which has adopted and pioneered aseptic packaging technology (Tetra Pak technology) and has created a new category of products for prescribers (ie., the electrolyte energy drink category) to improve patient well-being. The Tetra Pak based technology has given a shot in the marketing arm - it has improved marketing effectiveness of this company. Technology certainly redefines marketing effectiveness.
c) Corporate vision, culture, philosophy, and leadership style and practices are all well known to influence marketing activities and hence effectiveness.
There are also intervening variables that influence marketing effectiveness:
These variables are linked to the organizational climate, and the internal state of the organization. The intervening variables of an organization refers to the morale and motivation of employees, the decision making processes, problem solving attitude, skills and competencies, and commitment to objectives. Perhaps it will not be an exaggeration to state that if the intervening variables are weak, then it gives rise to frustration in employees, massive acts of omission and commission, corruption and whistleblowing. Hence, operational working are very vital and they dramatically affect marketing effectiveness.
Lastly, there are end result (output) variables that influence marketing effectiveness:
The output variables are the outputs of the organizational marketing efforts, like perceived quality of the product, sales, profits, market share, costs, conflicts, absenteeism etc.
Thus, we observe, the three sets of variables - causal, intervening, and output all are interconnected and influence marketing outcomes and marketing effectiveness.
Mr. X (the consultant):"So, Mr. Y, in the final analysis, we ought to analyze marketing effectiveness from the point of view of the constituency (ie., the chemist's angle, or doctor's angle, or field personnel's point of view, shareholder's angle or from the viewpoint of the top management). Moreover, effectiveness of pharma marketing is an inclusive subject, it has many dimensions not just ROI (return on investment), sales, market share, or profits. Just think of Pfizer and Novartis. They are very interesting case studies, now tell me, Mr. Y, in the current scenario, which company is more 'marketing effective' Pfizer or Novartis?"
Mr. X (continues):"I think we have had a very long conversation, what I suggest is to see the angle of pharma marketing effectiveness of your company more wholistically, and then let us take our discussion forwards. In our next engagement, we will see where things can be 'tweaked' for the better to ensure that overall marketing effectiveness is better in your pharma company".
Mr. X (thoughtfully adds):"For eg., if I am not mistaken, you have a good product portfolio of chemical based pharma formulations like antibiotics and NSAIDs. However, we are aware, that rDNA technology based products, and wellness based products are the sunrise sectors in healthcare biz. Furthermore, we need to analyze disease and demographic trends, for instance, off hand I can suggest that the onco gyne segment will see more action. Gyn cancers are ever increasing - with women living for 30 to 40 years after menopause, the risk of developing gyn cancer is so much, nearly half of all women are likely to face it. As far as gyn cancers are concerned, anticancer dietary supplements can help, and this is a wellness market opportunity. May be you can have products and services to address this segment?! This in turn, will improve marketing effectiveness.
The concept of marketing effectiveness is not just about market spend on promo inputs and on the field force, there are more issues to it."
Mr. Y: "Thanks a lot for this 'breakfast food for thought' conversation. I am sure I have got some good insights and ideas for improving pharma marketing effectiveness. And here is my consultancy fees payment, hope you don't mind me writing the cheque ... "