5 Megatrends in Learning and Development

MEDICINMANField Force Excellence
January 2017| www.medicinman.net
Indian Pharma’s First Digital Magazine Since 2011
TM
T
he future of field force depends on its abili-
ty and agility to adopt learning and devel-
opment as a strategic and competitive im-
perative. According to the Association for Talent
Development, five megatrends will continue to im-
pact learning and development in the near future
(https://goo.gl/WfdXQr). I have given a pharma con-
text to these megatrends. Indian Pharma can bene-
fit immensely by adopting them in a systematic way.
ONE: Micro-learning
In the era of information overload and attention
deficit, Indian Pharma has to stop trying to feed
Medical Reps an entire elephant in one go. One
reason for lack of interest and application of learn-
ing is that Medical Reps are dumped with informa-
tion that can hardly be digested, assimilated and
then transmitted effectively in the short window of
in-clinic interaction.
There is a huge disconnect between learning and
marketplace reality. This is where digital adoption
comes into play, as micro-learning is the concept
of delivering specific content as needed in sus-
tained-release small doses instead of a bolus shot in
the gluteal region! And digital is the ideal media for
delivering easy-to-implement learning-on-the-go.
Indian Pharma will need to go far beyond substitut-
ing paper with mobile devices and acquire a digital
learning mindset.
Micro-learning approach makes a lot of sense as
Medical Reps spend a lot of time waiting for the doc-
tor. Can interesting and relevant content be deliv-
ered to the field force in the waiting period? Can the
content be customized to address the doctor’s prac-
tice needs? Companies that can do this will have an
engaged field force and loyal customers.
5 L&D
MEGATRENDS
TO WATCH OUT
FOR IN 2017
EDITORIAL

“
Editorial | 5 L&D Megatrends to Watch Out for in 2017
2 | MedicinMan January 2017
If business unit heads, marketing, SFE, field sales
managers and learning and development can work
together, then micro-learning can become the ef-
fective facilitator of Closed Loop Marketing. Cre-
ative use of digital media has the power to make
field sales an interesting career option and attract
talent.
TWO: Gamification
Millennials love to play digital games. Gamifica-
tion has the potential to bring an element of fun
to attract and engage the learner’s attention. Dry
subjects like pharmacology, disease, treatment,
etc., can be made interesting and engaging both
for the field force and the doctor. Gamification
brings in the element of winning and losing – a
vital factor for learner motivation. Most field force
people spend their ‘waiting time’playing games in
any case and well-designed gamification can trans-
form waiting time into learning time and use the
micro-learning concept effectively. Companies like
Pfizer, GSK and Astra Zeneca have done some pio-
neering work in gamification of learning.
THREE: Social Learning
Facebook, LinkedIn, WhatsApp, Instagram and a
host of Social Media have become embedded in
our daily lives. Social learning has a great potential
to foster peer-to-peer learning, one of the most ef-
fective ways of sustainable learning. Docplexus, for
example, facilitates a great amount of social learn-
ing in the Doctor community. I have personally wit-
nessed the enormous interest of pharma people to
engage in learning through Facebook and Linke-
dIn. While the adoption and use of internal social
networks is not easy as they compete with the
likes of Facebook and LinkedIn, the use of creative
agencies to spice-up internal social networks with
industry news, views and opinions can engage the
field force who are otherwise isolated from indus-
try happenings.

Micro-learning approach makes a
lot of sense as Medical Reps spend
a lot of time waiting for the doctor.
Can interesting and relevant content
be delivered to the field force in the
waiting period?

“
FOUR: Adaptive Learning
Conventional learning and development is push-
ing content without paying any heed to learner’s
progress. Google and Wikipedia are oceans of in-
formation and their success lies in them being‘pull’
platforms rather than being ‘push’ engines. Mi-
cro-learning, gamification and social learning can
also be used to guage learner interest and prog-
ress, especially by way of sharing success stories
and getting ‘likes’ from peers, managers and busi-
ness leaders. The greater the involvement of senior
executives, the better will be the response to learn-
ing initiatives that take into account the learner’s
interest and progress. Digital has the power to cre-
ate personalized learning and self-directed learn-
ers. Learning is a dynamic process with early adopt-
ers who need to be recognized and rewarded and
laggards who need coaxing and coaching. Lack of
personalization is one of main reasons for failure of
e-learning and adaptive learning can remedy this
through better design to understand learner mind-
set, challenges and preferences.
FIVE: Immersive Learning
The motif of my learning and development pro-
grams are, “training is an event but learning is a
lifelong process.” Unless learning is made into a
measurable and incentivized KPI, it will remain
a mirage. In most pharma companies not only is
learning and development an after-thought, it is
only for the people at the front-lines, who detail to
doctors. Sadly, most people stop learning as soon
as they get promoted, as they now have to do more
important tasks like ‘strategizing’ and ‘managing’.
Immersive learning is creating a culture of thirst
for excellence, which comes only through lifelong
learning. Everybody from the senior sales manager
to the front-line manager must be responsible and
accountable to ensure that learning is a daily pro-
cess by asking simple questions like,“what have we
learned today from our daily work?”

Digital has the power to create
personalized learning and self-
directed learners. Learning is
a dynamic process with early
adopters who need to be recognized
and rewarded and laggards who
need coaxing and coaching.

“
The use of virtual/augmented reality to create
interesting and engaging content as well as us-
er-generated content via Social Media can lead to
immersive and transformative learning.
Learning and development professionals hold the
key to creating an engaged field force, who in turn
are able to engage customers effectively. Are CEOs
and business heads listening?

Everybody from the senior sales
manager to the front-line manager
mustberesponsibleandaccountable
to ensure that learning is a daily
process by asking simple questions
like, “what have we learned today
from our daily work?”
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 7 Issue 1 | January 2017
Editor and Publisher
Anup Soans
Chief Mentor
K. Hariram
Editorial Board
Salil Kallianpur; Prof. Vivek Hattangadi; Shashin
Bodawala; Hanno Wolfram; Renie McClay
Letters to the Editor: anupsoans@medicinman.net
1. Frontline Management: What Indian
Pharma Needs to Get Right in 2017..................6
10 pointers to get your FLM strategy right in the new
year.
K. Hariram
2. Embedding a Culture of Learning and
Development in Pharma ...................................9
How pharma can make learning and development
deliver real value to employees and become a part
of the company’s DNA.
Diksha Fouzdar
3. Emotional Marketing: From Fear to Love
and Belonging ..................................................15
Fear and Love are two of the most powerful of
human emotions - here’s how pharma marketing
can put them to use
Vivek Hattangadi
MEDICINMANWISHES
OUR READERS A
PROSPEROUS 2017!

T
he year of new hope and happiness, 2017,
is here.What can Indian pharma do better
in the new year?
What comes to my mind immediately is relook-
ing the role of Frontline Managers (FLMs). They
are at the frontlines, with the sales team, who are
the revenue generating team. Hence, FLMs are
the most responsible for a company’s success or
failure. Typically, they make up 30% to 50% of a
company’s management ranks and directly su-
pervise as much as 80% of the workforce.
It is the FLM who must inspire, influence and
bolster the morale of the sales team. FLMs are
drivers of a company’s business strategy be-
cause they oversee its execution. They enable
an all-important feedback loop that allows the
management team to stay abreast of the latest
developments in the business.
Despite knowing this, very few CEOs feel the
need to mobilize frontline managers. Maybe,
an occasional speech during the FLMs’ annual
meeting or a town hall meeting and some ver-
sion of “management by wandering around” to
stay in touch with different parts of the organi-
zation is considered as enough. But they rarely
go much beyond such perfunctory measures.
(Source: HBR 2011)

K. Hariram
10pointerstogetyourFLMstrategyrightin
the new year.
Frontline Management:
What Indian Pharma Needs
to Get Right in 2017.

Should they not be doing something different in
2017? Should they not look at the FLMs as a criti-
cally important group in the management struc-
ture, spend significant personal time in direct in-
teractions with them, and use those interactions
to mobilize the entire organization?
It is time to practice LEADING THROUGH THE
FRONT. Certainly not an easy one as it calls for a
strategic shift from the conventional approach.
But it can be done. And when a leader taps into
the enormous latent power tied up in a compa-
ny’s frontline managers, the payoff is a more re-
silient and more successful organization.
As a former MD, let me share what I know and
have practised for 12 years during my tenure.
1. Make time for regular interactions with se-
lect FLMs
2. Be willing and be able to get into the nuts
and bolts of the business
3. Help build role clarity and resist the tempta-
tion to make FLMs“super sales people”
4. Incorporate voices from the frontline into
management’s decision-making process
5. Unleash personal engagement and emo-
tional energy to infuse FLMs’tasks and goals
with a sense of higher purpose—above and
beyond the economic or strategic goals of
the company.
6. Empower FLMs, but make sure you don’t
short-circuit the formal chain of command
7. Stop the practise of admonishing FLMs in
front of their teams in sales force meetings.
8. Let the FLMs be exposed to brand/market-
ing strategies well in advance of their teams
so that the practical issues are sorted out.
K. Hariram | Frontline Management: What Indian Pharma Needs to Get Right in 2017
“
It is time to practice LEADING
THROUGH THE FRONT.
Certainly not an easy one as it
calls for a strategic shift from the
conventional approach. But it can
be done. And when a leader taps
into the enormous latent power
tied up in a company’s frontline
managers, the payoff is a more
resilient and more successful
organization.

9. Investing in their learning and develop-
ment, on an ongoing basis.
10. Insist on building a COACHING culture
There is no doubt that a strong team of FLMs
would bring have a multiplier effect resulting
in improved productivity of the sales team. In
today’s context when attrition of sales force is
a burning issue and the quality of sales people
that pharma attracts is a challenge, this change
in approach by the CEOs in strengthening the
FLMs may be a breath of fresh air, resulting in im-
proved retention and better revenue outcomes.
For all you know, it may be a game changer.
As R. W. Emerson says, “This time, like all times, is
a very good one, if we but know what to do with it.”
As we step into another year, I wish each one
confidence and courage to accept new chal-
lenges and work towards greater success! M
K. Hariram | Frontline Management: What Indian Pharma Needs to Get Right in 2017
K. Hariram is the
former MD (retd.) at
Galderma India.
He is Chief Mentor at
MedicinMan and a
regular contributor.
khariram25@yahoo.com

L
earning and Development has finally ar-
rived on the leaderships’ list of top priori-
ties and it is going to stay there, because
the pull is two-way, coming from both employ-
ees and the leadership.
Deloitte’s latest research, shows learning as one
of the strategic drivers of employee engage-
ment and this finding further resonates in the
Global Human Capital Trends study where 84%
of business leaders cite the “need for improved
organizational learning” as a top priority, and
44% say it’s urgent.
This got me talking with learning professionals
across industries to understand the implications
of the trend on the Corporate development
agenda, their plans, and challenges they foresee.
I discovered that while the IT , ITeS and other in-
dustries had worked on their learning strategy,
moving forward by the way of technology adop-
tion and experimenting with new learning mod-
els, pharmaceutical sector still seemed to have
been caught somewhere in their traditional out-
look and approach towards L&D.

How pharma can make learning and
development deliver real value to
employees and become a part of the
company’s DNA.
Diksha Fouzdar
EMBEDDING A CULTURE
OF LEARNING AND
DEVELOPMENT IN
PHARMA

The Context: Business Shaping the L&D
Scene
To put things in perspective, let us review the phar-
maceutical business landscape which is continu-
ously subjected to change with evolving regulatory
guidelines, technological upgradations, process in-
novations, product launches and an amateur talent
pool. These factors impact organizational priorities
and competence requirements and largely deter-
mine learning needs, requiring the people-devel-
opment function to be agile, innovative, current
and compliant, all at the same time.
In addition to this, pharma remains a labor-inten-
sive industry (Manufacturing and Sales predomi-
nantly) with diverse functions and massive work-
force having unique learning needs across levels.
It creates operational challenges of coverage and
compliance for the L&D function and prevents
them from focusing on value creation.
Understanding the Real Pain Points and
finding ways to define the “learning
strategy”
What is the roadblock then? Is it low investment in
L&D or poor adoption of technology or lack of L&D
expertise?
If the State of the Industry Report by ATD (2015) is
to be believed, the average training spend by the
pharma sector ($1392 per employee) is more than
the average spend across all sectors ($1208 per
employee). Even with this kind of investment it is
only lagging behind IT, ITeS sector ($1847 per em-
ployee) and one major reason of this is the usage
of technology enabled learning methods to deliver
trainings.
However, in this article I will not advocate the us-
age of new technology, mobile-based learning, mi-
cro learning, learning on the go or its digitization.
 Diksha Fouzdar | Embedding a Culture of Learning and Development in Pharma
“
If the State of the Industry Report
by ATD (2015) is to be believed, the
average training spend by pharma
sector ($1392 per employee) is more
than the average spend across all
sectors ($1208 per employee).

I will try to address something which is more fun-
damental to learning in pharma organizations and
enable them to think of new approaches to learn-
ing, creating design experiences and resources
that inspire and support learning for their diversi-
fied workforce.
The learning and development agenda in pharma-
ceutical organizations primarily delivers training
in five areas mentioned below. The strategic focus,
efforts and employee coverage decreases as you
move up the pyramid:
Step 1: Reverse the approach: With the given
agenda, which is high on mandatory trainings,
the L&D function should deploy a pull strategy
by helping the employee realize the need for self
development, shifting the focus towards the mid-
dle of the pyramid (general management com-
petencies). Each employee should own his or her
learning plan. Remember that adult learning hap-
pens when there is internal motivation, readiness
and orientation towards immediate application of
learning.
How will the organization make it happen? Appre-
ciate, encourage, measure and incentivize work-
placelearninganditsapplicationindaytodaywork
through organizational processes like Performance
management,HIPOdevelopment&successionplan-
ning, rewards & recognition, Internal TED Talks etc.
“
When employees see that acquiring
and displaying a skill or competence
is valued in the organization they
will start prioritizing learning and
self development.

When employees see that acquiring and displaying
a skill or competence is valued in the organization
they will start prioritizing learning and self devel-
opment.
The second most important thing is to enable em-
ployees (managers) to design the work day (espe-
cially for production, R&D and Sales teams) where-
in employees get time to indulge in learning with
a free mind within office hours. For example, it is
difficult to pull out employees from shopfloor/lab
for learning experiences - can HR/T&D be proactive
and work with the Plant Head, planners and sched-
ulers to plan the operations in such a way that
there are few spare hours for a learning experience
that can be organized near the shop floor premise
saving the time on gowning de-gowning and oth-
er formalities.
Step 2: Engage the right stakeholders: L&D de-
partments should seek productive partnerships
with the business heads and the technical training
teams on a continuous basis, not after the training
calendar has been finalized.
Why so? From the learning pyramid we can infer
that 70% to 80% trainings are semi technical, need
to be repeated and owned by technical training or
the concerned department. The remaining chunk
is managed by the regular L&D team but both of
them are delivered in a very transactional way.
The L&D department should leverage the technical
expertise and collaborate with departments to first
crystallize the training needs. Then they should
design functional/ technical learning experiences
addressing the top end of the pyramid like design
thinking, statistical tools and application on real
data, new lab technology, sales training, project
management, service excellence, change man-
agement etc. Pharma companies have veterans;
learning & development team should have a mech-
anism to identify such people and create learning
champions and build informal learning networks.
“
Pharma companies have veterans;
learning & development team
shouldhaveamechanismtoidentify
such people and create learning
champions and build informal
learning networks.

In return they should work with the technical de-
partments to think of new ways of delivering com-
pliance trainings, innovate SOP trainings resulting
in enhanced learning.
I would like to share a thought here. It has always
surfaced whenever I made a switch from one com-
pany to another within pharma and had to go
through the drab GMP, GLP, Standard Quality policy
trainings. What if all the pharma companies form a
learning consortium and build a standard GMP,
GLP or a compliance training module and issue
certificate to its employees. These certificates will
have validity across all pharma organizations and
will save time/ cost of imparting such trainings to
lateral hires. At the time of hiring companies need
to test this knowledge. A far-off thought requiring
a dialogue with multiple audit bodies but will defi-
nitely save a lot of time and efforts.
Step 3: Measure the ROI differently: After sen-
sitizing individuals towards self development and
engaging with business heads to own and drive
the agenda at departmental/BU level, learning
professionals have the last mile to run and that is
to influence the leadership. To do this, they have to
move beyond the regular metrics (like number of
training programs per quarter, training spend per
employee, total man days of training per employee
etc) to more meaningful metrics. This is easy if the
first two are done with sincerity.
Some ways could be: measuring the real time
application of technical trainings in proj-
ects highlighting cost savings, revenue gen-
eration, process improvement, quality im-
provement etc. or showcasing the work and
benefits if something cannot be implemented im-
mediately and not letting the efforts go unnoticed.
“
What if all the pharma companies
form a learning consortium and
build a standard GMP, GLP or a
compliance training module and
issue certificate to its employees.
These certificates will have validity
across all pharma organizations and
will save time/ cost of imparting
such trainings to lateral hires.

Also, using more holistic metrics like employee cat-
egory-wise coverage of critical programs including
workers (which is a highly neglected area with 60%
of employee population sitting in this category and
no training beyond SOP or shop floor discipline) or
using incremental metrics where apart from the
regular initiatives, one new learning experience is
incorporated for employees.
In conclusion, I would like to emphasize that phar-
ma L&D will show signs of change only when the
L&D professionals will not push down age old train-
ings to the business and employees from an expert
“we know it all” mindset but start acting more like
facilitators. They should be able to engender the
need for self development, create a conducive en-
vironment for learning, partner with business to
understand the learning need and design an expe-
rience which will ensure maximum learning at the
right time. M
Diksha Fouzdar is sea-
soned HR professional
with keen interest in
Organization Design
and Development. She
has a rich experience
of working in the phar-
maceutical sector and likes to write about
her observations and experiences, studying
the intricacies of organization and people
behavior and how they get impacted with
change in global practices, technology and
new workplace trends.

I
n the last 3 Issues (October, November and Decem-
ber, 2016) of MedicinMan we saw a great deal of
what emotions are and how we can apply them in
our communication. Here is the concluding part.
Use of Fear in Emotional Marketing
Everyone is fearful of something. Whatever one might
be afraid of, without an iota of doubt, fear sells. Brands
that effectively evoke feelings related to fear can es-
tablish long-term relationships with consumers who
believe they won’t be safe unless they keep buying
the brand.
Have a look at the ad for hepatitis vaccine below.
All parents want the best for their children. Every ac-
tion is done from the loving heart of a mother and
father, who want to give their child the best. Vaccine
manufacturers have taken advantage of this. The ads
for hepatitis vaccines and the campaigns make the
parents feel guilty about not getting their child vac-
cinated.

EMOTIONAL MARKETING:
FROM FEAR TO LOVE AND
BELONGING
Vivek Hattangadi
Fear and Love are two of the most powerful
of human emotions - here’s how pharma
marketing can put them to use

Fear is an emotional reaction to a threat or an im-
pending danger. Anxiety and concern create a
strong desire to escape the situation. Here are two
beautiful ads creating fear, one about tobacco and
the other about cholesterol.
Such a marketing message triggers alarm in cus-
tomers by arousing the fear center in the brain - the
amygdala. Fear induces an emotional trigger that
prompts the consumer to feel a‘need’rather than a
‘want’for your product.
Messages of fear don’t have to be negative. On the
other hand, creative copywriters can turn the ‘fear
message’ on its head and communicate just the
opposite message - peace of mind. The emotion of
fear is translated into an emotion of security to sat-
isfy the psychological desires of the doctor
 Vivek Hattangadi | Emotional Marketing: From Fear to Love and Belonging

Brands that have become synonymous with pla-
cating consumers’fears are in an advantageous po-
sition for long-term success. The tagline “Put Your
Baby’s Safety First” beautifully communicates the
lurking danger if a mother does not use Johnson’s
Baby products. The message elicits feelings of fear
in the mothers’minds, and she is likely to feel guilty
if she doesn’t use Johnson’s Baby products for her
child.
Your message should be such that when a doctor
actually prescribes your product for the first time, it
should turn into a Hallmark moment for the doctor.
Love and Sense of Belonging
Wouldn’t you like to be personally addressed, pam-
pered and taken care of individually when you are
travelling or checking into a hotel? When you talk
to someone one-on-one, it always works as long as
the message is conveyed clearly.
Here is what Hotel Grand Oberoi did when I stayed
with them and had left my laptop on the table. It
shows the love and care this hotel has towards its
patrons.
The trick for brand managers, is to determine how
to make your brand loved by doctors and make
them feel that they belong to a very special group.
Make your brand into a relationship brand with a
strong sense of belonging.
“
The trick for brand managers is to
determine how to make your brand
loved by doctors and make them feel
that they belong to a very special
group.

Through digital marketing and social media you
can create a sense of love and belonging for brands.
LinkedIn, Facebook Pages, and Twitter can give
doctors ways to talk about your brand and share it
with peers and followers. You can also give doctors
an opportunity to use social media to share their
experiences with the brand and make new experi-
ences with each other.
Most human beings want to feel emotions of love
and a sense of belonging to a family, team, group,
and so on. Developing a sense of belonging to your
brand can make doctors emotionally close to your
brand.
How do you turn a brand like a cough syrup into a
relationship brand with a strong sense of belong-
ing? It starts with market research. Identify how
your brand can fill gaps in the lives of doctors and
patients. Once you evaluate how you can fill gaps
related to love and a sense of belonging, you’ll be
on your way to building your brand into a powerful
relationship brand!
Just be careful - your brand must consistently meet
their expectations or the emotional damage cre-
ated when the brand fails to meet expectations,
could damage your brand in the long-term.
Case Study
Creating a sense of belonging for the anti-cough
range of Xenon Pharma#
To create a sense of belonging to Xenon Pharma, with
say three brands of cough syrups Cufforex#
(For dry
cough), Cufforex E#
(for productive cough) and Mad-
hurex#
(a honey based cough syrup), you can create
an ‘Exclusive Club’.
You can name it the ‘Cufforex-Madhurex Club’ or ‘The
Xenon Exclusive Club’ or ‘Xenon Cough Elimination
Club’ – something which sounds good and exclusive
in Indian languages. The names might be, local de-
pending on the main language of the state.
“
Most human beings want to feel
emotions of love and a sense of
belonging to a family, team, group,
and so on. Developing a sense of
belonging to your brand can make
doctors emotionally close to your
brand.

Whatever the name is, it should sound like an exclu-
sive club of Xenon Pharma doctors. Treat doctors
more like exclusive club members rather than just
customers. Then initiate some special activities under
the banner of this club.
Numerous research studies show that people like be-
ing members of clubs, loyalty schemes and institution
because it gives them a sense of belonging, the op-
portunity to support their community and have their
say.
#
The names Xenon Pharma, Cufforex, Cufforex E and
Madhurex are imaginary.
Says Dr. Peter Noel Murray: “Most people believe
that the choices they make result from a rational
analysis of available alternatives. In reality, howev-
er, emotions greatly influence and, in many cases,
even determine our decisions.”1
Prof. Antonio Damasio argues in his book Descartes
Error: “emotion is a necessary ingredient to almost
all decisions. When we are confronted with a de-
cision, emotions from previous, related experienc-
es affix values to the options we are considering.
These emotions create preferences which lead to
our decision”.2
The conclusion is very simple – “fill the emotional
cup of the doctor to the brim”. M
“
When we are confronted with a
decision, emotions from previous,
related experiences affix values
to the options we are considering.
These emotions create preferences
which lead to our decision
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. Murray PN (2013). How Emotions Influ-
ence What We Buy: The emotional core of
consumer decision-making. Psychology
Today. Available from https://www.psychol-
ogytoday.com/blog/inside-the-consum-
er-mind/201302/how-emotions-influence-
what-we-buy [Viewed on 7 October 2016]



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

5 Megatrends in Learning and Development

More Related Content

What's hot (20)

Viewers also liked (20)

Similar to 5 Megatrends in Learning and Development (20)

More from Anup Soans (20)

Recently uploaded (20)

5 Megatrends in Learning and Development