REFLECTIONS 12

VOLUME 1 ISSUE 1 JANUARY - FEB 2016

Reflections is the newsletter of people for people by Contents
people. Current issue of “Reflections” is the first joint
issue from HBT, TBT and Oncology.  Working across boundaries
 Concept Selling in Oncology
This issue of “Reflections” focuses on the rise of new  Hospital Business Team – Past
team to reach the level next. It also includes the
experience of our teammates working across Glory and Future
boundaries, HI-POT programme and living the journey  Thinking before an HCP Call
of hospital business team from inception.  Effective Management of Lead

Our colleagues across hospital business, tender Indicators
business and oncology are sharing their learning’s  The HI-POT Experience
with us on concept selling, lead indicators and time  GMC: the antibiotic saga
management.  Time Management in FLSM Role

As an editorial team, we are happy to bring you the Editorial Team
first joint edition of “Reflection” and thank all
contributors for their inputs. Ketan Chaudhari
Sudeep Tripathy
Happy Reading! Jhanvi Ghadge

Editorial Team

Mr. Rajeev Bartaria
Executive Vice President, Pharmaceuticals

The hospital sector in India has witnessed a lot of consolidation in the recent past, the shift
from private clinics and nursing homes to better organized set ups is being seen all around,
not just in bigger metros but even in tier 2 to tier 3 towns. Hospitals in India and more so the
Corporate Hospitals offer World class facilities to the ever increasing patient pool visiting
these hospitals. Employer based reimbursements and increasing insurance penetrations are
significantly increasing patient foot falls to such hospitals.

The outcome of such dynamics are clearly reflected in the IMS as well, which for a long time
has been reflecting HSA growths higher than the SSA and DSA and all prognosis reports
indicate HSA as the driver of growth of TSA.

We at GSK, took notice of these trends much earlier and were amongst the first few
companies who decided to address this segment and the opportunities thereof in a manner
different from what we do in the trade and therefore crafted a specialized Hospital Team to
deal with the challenges and opportunities thrown by this segment as early as 2009. It was
almost at the same time we strategized to deal with a different set of opportunities and
challenges in the area of Govt. business and launched the Institutional business team
commonly known as the TBT. Thus, was, launched POLARIS, with two strong arms, the HBT
and TBT with just 100 strong people and a handful of ABMs, directly under the leadership of
Mr Anoop Rihal and Mr B Thyagarajan respectively, who took charge of each of these arms.

We have moved a long way since then and the business has grown many times. Alongside
business, the teams grew in size, got regional leadership, saw strengthening of back end
processes and many such changes in its journey towards excellence.

GSK’s commitment to the business was further underlined during project LEAP when we
took yet another bet on the team by expanding its geographic reach significantly and added
a sizeable Mass Market portfolio to the promotional basket of the team, making it truly the
One GSK Hospital team and thus emerged the three portfolios: Blitz, Blaze and Blossom.

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The commitment was further underlined when Mr. Jortin George took over as VP, Polaris
being fully accountable for the Institutional business and simultaneous strengthening of the
Marketing team back at HO.
We fully appreciate that we need much different competency profiles of our front end
people who deal with the highly elite class of customers. Differentiated competencies are
needed not just for product promotion to customers but also the way you handle the Key
Accounts and manage GSK relations with those accounts. We are fully committed to
investing behind people and their competency development as we fully believe that YOU are
fulcrum of everything we do and your expertise and commitment can make or break those
relations and the value which we as an organization derive from them.
I am also confident that Oncology would continue to do good. As you all, along with our
Oncology colleagues, who have a great legacy to their credit, meet under one roof, I am
confident that a lot of positive energy will be collectively generated, you will collectively
come out with great winning strategies all focused towards driving GSK values and patient
benefit.
I am eagerly looking forward to meeting all of you together.

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Mr. Jortin George
Vice President, Hospital and
Institutional Business Team

Foremost, I welcome you all to the first joint edition of ‘REFLECTIONS’ which is a mirror of
your journey and milestones with this team and company. The inception of ‘REFLECTIONS’
was initially orchestrated by the small team of creative talents from Oncology. It enabled us
to share the innovations of the team members for the learning of each of the team
members.

I am extremely delighted to know this small initiative is moving to a big team’s in-house
magazine. Let me take this opportunity to appreciate the editorial board for the great team
work and also express my thanks to each one of you for your valuable contribution.

Hospital and Institutional Business are very important strategic business with potential of
high growth and is a strategic fit to our vision of 2020.The Hospital Business in India is
estimated to grow at 25% for the next 5 years.

Each one of you holds the responsibility to disseminate the right science and appropriate
medical information to all the customers in hospitals and in all the institutes . Based on this
information an HCP makes all the treatment decision for the patients and hence, you play a
vital role in patient care and compliance with GSK products. In addition to this primary role,
you serve as an important link between your account and the organization thereby initiating
the ‘Key Account Management’ process. Your proficiency in strategic planning for winning
and retaining these accounts makes your Key Account executive.

2016 is a crucial year for the Oncology business, as it is an important part of the GSK
business. We are responsible to stay committed with same passion and vigor as the previous
year. We remain committed to deliver the right communication to HCPs to ensure best
patient care.

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My appeal to all of you is to open up communications channels with your colleagues across
the teams, marketing and all key internal stake holders so that we can review how good our
strategies are vis-à-vis competition and correct our course of action if and when needed. You
also need to creatively think of ways and means how you can be the most admirable
company to your account while adhering to our values
I have had the privilege of speaking to many of you during my field work and found that you
are all of very capable and ambitious .I also saw the commitment and passion of your leaders
to develop each one of your make smartest strategists and implementers But, to take our
operations to the next level, we need to own our individual accounts and be accountable for
them. This would lead to the increased presence of GSK in these accounts and growth of the
institutional business.
With this, I conclude and like to assure you that I can champion for your innovation and
thoughts at multiple levels ensuring that we don’t face any roadblocks that can impede us
from moving ahead.
Best Wishes for 2016!

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WORKING ACROSS BOUNDARIES

With a vast experience of 13 years in the Industry and working across Mr. Sandeep Cheema
teams (Cardiology, Enteroplus, PACC, HBT) and across India (Delhi, Sri ABM, Jaipur
Ganganagar, Bangalore & Jaipur)

Here, I am sharing some good practices regarding the same.

1. DEVELOPED & ENGAGED KEE’s

I feel Collaboration in the workplace is when people work together through idea sharing &
thinking to accomplish a common goal of the company. The key element is to bring different
activities of the team together to offer different perspectives & expertise to innovate faster.

I also cultivated the idea of Joint Venture between Team PACC & Oncology through the
following

 Strengthened and consolidated relationship with top notch Oncologists, Intensivists
& Physicians of Jaipur and developed KEE’s, by carrying out world class SPMs on a
common platform in collaboration with Oncology, which aided in soaring brand value
high for novel drugs like Mycamine & Revolade.

 Organized many Scientific Engagement meets involving Corporate Speakers (Fortis,
NH & Cancer Hospital) addressing to Trade Consultants across state (Kota, Udaipur,
Bikaner) in lieu of strengthening brands like Mycamine & Arixtra

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2. ACQUAINTED MARKETING TEAM Develop new leaders
WITH RECENT UPDATES.
Nurtured talent & provided Leaders to
Everyone who works in the process has a GSK, simultaneously doing extremely well
common vision of what they are trying to across activities like Training, PACC &
jointly achieve & how they can jointly Vaccines. I took keen interest in honing
improve the process for the consumer skills of each team member & making
(Patients) them professionally competent and
socially balanced. I always tried to
I have updated marketing team with many maintain a fine line between constructive
of the brand formulating strategies as criticism & critical attitude.
being a part of company’s EMT meetings.
One being the landmark trial conducted in Personal Touch: Never missed the
more than 5000 children of Rajasthan opportunity to interact with the family,
describing incidences of Allergic Rhinitis & spouses & kids of my subordinates, as had
Asthma in children. It aided in formulating always led by organizing team’s personal
strategies and brand consolidation. family Get together (Nanital, Srinagar,
Bangalore, Jaipur) & acquainted them
3. PEOPLE DEVELOPMENT with work ethics of the company so that
they also feel pride on being associated
Opportunity to take risks empowers an with GSK and keep motivating my
employee to do things differently. subordinates to do more.
Working with others in a meaningful way
helps employees feel good about what
they do

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CONCEPT SELLING IN ONCOLOGY

Hello my Dear Colleagues. Today I would like to share my thoughts on Mr. Lakshmi Narayana
Concept selling in Oncology. PS, Chennai

What is Concept Selling? There is certain Oncologist who are
Specialized in treating specific cancers, we
A type of marketing that uses the idea can identify and focus on those Doctors to
that consumers left to their own devices get create awareness for our range of
are unlikely to purchase a particular Products.
product. The concept selling approach is
often advanced by a business as a As GSK have got an excellent model called
justification for being especially aggressive PFS(Patient Focus Selling) .This actually
in their marketing campaigns. helps us to relate on Patient Focus Selling
in Oncology to our Doctors were we can
Oncology Market plan the call properly before entering to
the Doctor’s chamber then open the call
Oncology is one of the Fastest growing by align on appropriate patients ,
Pharmaceutical Segment. Almost 70% of understand the treatment goals of Doctor
the Pharmaceutical Companies have like he looks for better efficacy or lesser
presence in oncology market and also toxicity , then we can connect features
many MNCs are launching their innovative and benefits of our product with
products in India. This is mainly because of treatment goals and we need to close the
increasing prevalence of cancer in India; call on the appropriate patient. I am sure
oncology market has become more this will give us a better understanding in
competitive. day to day practice of Doctors.
The vital role in oncology, only meeting
How Concept Selling is different in Doctors and promoting is not sufficient,
Oncology Segment more than that we also need to engage
Doctors in Scientific Promotional Meeting
Marketing Oncology product is a different and Third Party engagement in Scientific
ball game when compared to other Conferences .This will actually helps us to
segments. We should have in-depth build strong relationship with HCPs. Apart
knowledge of our products including our from the above point I need to share that
competitors, so that it will help us to get it is very important to understand the
edge over competitor in terms of scientific reimbursement segment where we can
discussion in Doctor’s chamber .In extend maximum benefit to the patients.
oncology, Doctor treats each Patient
differently because the efficacy and side
effects varies from patient to patient.

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Hospital Business Team-

Past Glory & Future Mr. Aninda Bose
ABM, Kolkata
We all know change is the only constant,
and in the last decade Pharmaceuticals The brief concept was all the major
industry has changed drastically. New corporate hospital at metro cities was
innovative business ideas are on the rise; included in business model. It was decided
like Hospital/Institution sale and market is that internal employee will get the priority
growing like anything and all the Pharma to be a part of journey so member from
Giants has launched their Hospital Asclepius and PACC team was part of
business team to grab the opportunity Polaris HBT. At beginning HBT has two
and taking the mileage. portfolios Blitz and Blaze having product
range from Asclepius and PACC; and now
I am extremely privileged and pleased to Blossom portfolio is added to the growing
be a part of GlaxoSmithKline; which is not chain of HBT.
only the Titanic company in
pharmaceuticals industry but an Although my memory is not very strong
organization with rich heritage and an but how could I forget the day of
organization full of evangelists who inception; 1st July 2009 finally Polaris HBT
always drive me as a leader. The ‘cult’ in was officially launched. Polaris team years
GSK’s culture has always inspired all of us; after years deliver their value promise to
thus making us an inevitable part of customer and then digs deeper to wow
organization. the outcome. Each and every time we all
as a team push the envelope. Refuse to
Being an innovator, GSK has also launched accept anything remotely and definitely
a hospital business team with handpicked rather than doing the popular thing we did
competent people. And the team was the right thing which defines us today and
named POLARIS. Earlier it appeared to be which encrypted our future also.
an amateurish decision but now after a
long successful journey, Polaris is shining As a team Blitz is always striking as hard as
like a burning Sun and showing the path to possible and the smoke of Blaze spreads
many of us. Yes, we all wanted to shine everywhere and obviously Blossom is
like the Sun so in the beginning years we blooming.
all burnt like a Sun.
We have started evaluating our account
specialist employee and incentivized them

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Based on lead parameter means on basics. briefly talking about business outcome we
At all the major account we do have are no 1 at our represented therapy areas.
centrally congruent rate contract or else
direct supply. Journey was extremely difficult we have
seen ups and down but we flourished as a
In the year of 2015 team has expanded and team under brave and visionary
many more leaders come up so field approached. Now proudly we can say
strength also polymerized. The vision of POLRIS star sparkling at Pharma planet.
the team in true sense revered. While

“Winners Never Quit...
Quitters Never Win” !!!!

Nurse: "Wake up man!"
Patient: "Why, what's the matter?"
Nurse: "Nothing, I just forgot to give
u the prescribed sleeping pills...."

A Cute Nurse came 4 the interview.
Doctor: What salary do U expect?
Nurse: Rs.10,000.
Doctor was overjoyed & said: My Pleasure.
Nurse: With Pleasure its 25,000.

Page ~ 10 ~

Thinking before an HCP call

Mehdi Fakharzadeh, the Great Life Ms. Blessy Babychan
Insurance Legend & No 1 Agent of MetLife KAE
International has shared many personal
practical experiences & real life stories in asked some technical questions which
his book “Nothing is Impossible”. One of Mehdi could not answer. Mehdi came
his personal favourite is “That 50$” back to his sales manager & told
everything. The sales Manager took Mehdi
Mendip was new to MetLife. He joined on a joint call to that person & answered
insurance industry under compulsion as he all his queries & got a policy. While
had lost his earlier job. Being an Iranian & returning to office, Sales Manager told
having migrated to USA having no Mehdi , you could not earn my 50$ but
contacts there, he was facing great today you have earned 100$.
problems on a daily basis. The situation
was so worse that he could not manage to On the next day, the Manager assured him
provide bread to his 2 month old child. of getting 50$ with the same condition “
After joining MetLife & taking basic sales Listen ‘NO’ from 50 persons” .The next
training he went on field for soliciting life day was different for Mehdi. He could sell
Insurance business. For continuous 40 3 policies on his 23rd call and earned 200$.
days he was on field from morning till late From that day on Mehdi never looked
night, but could not sell a single policy. back . He became the number 1 Agent of
Finally being frustrated & rejected he told his office then of his city & finally the no 1
his sales Manager. The Agency Manager Agent of his company from USA. Mehdi
told Mehdi, “I am assuring you 50$ income has enjoyed the No 1 status for the last 35
on a daily basis, but with a small condition. years . His annual income was 5 times
The condition is that you have to meet 50 more than the company’s CEO.
people daily & listen no from them & get
50$ from me”. Mehdi was very excited to Moral of the story: The problem was
get this offer & immediately rushed for approached in a very creative way which
field. He met few persons & everybody not only helped Mehdi reach unimagined
was saying no to him. Mehdi was success but also for MetLife. One can
experiencing great joy from inside as he achieve anything in his profession if one is
was about to get 50$ . Finally on his 35th really passionate & follow the basic
call one person agreed to get a policy & guideline ‘Meet prospects & customers on
a daily basis’

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Creativity is not a way of finding short cuts According to Doug Tucker, MD of Sales
for the effort you need to put in to Commando, there are 2 types of sales
achieving desired results, in our case person: The order takers & the go- getters.
making a sale. The core idea is how we can The order takers are being replaced by
do better tomorrow as compared to what Order processing technology on the other
we are doing today. For us, being creative hand the Go –getters take risks, think
would be to tap maximum potential around problems, ensure customer
through least efforts while staying within satisfaction & generate business. All done
GSK’s Code of Conduct for Sales and in CREATIVELY. It starts with a prospect
accordance to the Values of the research stage followed by preparing
organisation. They say creativity needs individual scripts for every potential
freedom, but given that we work in a prospect which is researched to such a
highly regulated sector; it is a test of depth that when a call goes off script ,
creativity to think, create and innovate in they have the creative ability to stay in
such a highly regulated atmosphere. In control. The toolbox of sales rules is
the course of human of evolution and the important and how you creatively use
primary reason for success of any them will determine whether you are a
organisation, a statement that gets sales pro who innovates & grows or
reiterated and proved time and again is stagnates and dies. Our role is constantly
the without creativity there is no evolving , taking on different
innovation & without innovation there is responsibilities across regions, markets &
no future. So within the limitations of legal therapeutic areas. We are becoming more
boundaries and limited resource of face- business oriented it needs new
time with decision makers, we need to be competencies to capture HCP & patient
creative and innovate so that GSK and our needs whose feedback can be given to the
products become a Pen Habit for all our organisation.
clients.
Here are few steps that could assist us
We, the Brand Ambassadors of GSK at the generate creative ideas for each call:
front line are at a prime position to deliver
fresh insights & ideas that can improve the Positive attitude: The most common trait
company's product line & help the seen among many legends is the right
organisation adapt to rapidly changing attitude. We can change our life by
consumer needs. We are the eyes & ears changing our attitude. There are only 2
of the organisation in our accounts. kinds of people in the world: those who
think they can & those who think they

Page ~ 12 ~

can’t. So start with Positive attitude of “I potential which will help nail down areas /
Can” physicians that need extra attention or
show potential for greater opportunities.
Research & Relate: In the current era of After every call it’s pertinent that we
internet, access to knowledge or creative review our performance and think if we
ideas, successful models, etc. is not could be creative in any of the situation
impossible. It’s pertinent that we start we encountered. Especially with multiple
reading for a minimum of 1 hour per day, it products to manage one needs to review
could be reading books, articles, blogs, the success & sales rate across therapeutic
anything that has to do with creativity and areas.
innovative approaches adopted by anyone Creative Ideas are scarce and they don't
to solve any kind of problems and try to exist until someone creates them. They
co-relate to our situation by adopting that can be copied but only after the original is
idea in our context. tested in the market. So let's take the
onus to share our creative ideas which
Dashboarding – HCP and Account: have worked for us among our teammates
Creating dashboards help us get a quick in our Accounts, territory, region, etc on a
view of the past, present and expected regular basis through this monthly and
future, threats and risks and the potential during our team meetings.
that can be tapped. We can start with HCP “If you always do what you did, you will
profiling, last interaction, understand how always get what you always got” – Albert
HCP operates, preferred contact method, Einstein
past orders, etc. to help one confidently
prepare for the call. Next is creating an Page ~ 13 ~
Account dashboard with Account profile,
YTD sales, competition pricing, contracts.
Key decision makers in each account have
paucity of time, so differentiate oneself by
doing research and staying updated.
Understanding the needs of the decision
makers and the account needs through
research and analysis of data could help us
build confidence.

Identify Potential and Constant
Reviewing: It’s only through research and
analysis of the sales data can we identify

Effective Management of Lead

Indicators

One fine morning, we wake up to hear an Mr. D Murthy
industry shocking news that ’GSK was ABM
going remove sales targets from its sales
force’. This news once confirmed to have a bearing on my account
triggered a lot of doubts in the minds of performance. Therefore, a sustainable
the internal and external stakeholders. Till development on the lead indicators is
date, Sales targets were the numbers paramount to the growth of the business.
which was the pole star for sales force. In
the absence of a number, how were we I have witnessed the effective
going to navigate ourselves? How would management of Lead Indicators leading to
we be evaluated? And the most important improvement of the desired competencies
of all, how shall we be incentivized! of the KAS. This includes his
communication skills, rapport building
Then came the meeting where systematic with customer, effort parameters thereby
lead indicators were rolled out which fostering the right culture by
would be our guiding star in the absence building credibility for the individual and
of sales numbers. It would be incorrect to predictability for the team’s performance.
say that we didn’t abide by these
indicators earlier but, we saw a renewed We have been successful in maintaining
and heightened focus now. This was from the set standards of Lead Indicators
a philosophy of making the outcomes because we proactively thought of ways
secondary to process and champion the to accomplish our lead parameters. We
process. monitored the following parameters very
closely and whenever we fell short of it,
Today, Lead Indicators are an integral part we reasoned why we couldn’t achieve and
of GSK’s working ways. They give us the then took corrective steps.
direction in which we work each day and
also help us meet our objectives. Lead 1. Proper MSL of each KAS
indicators are proven predictors of our 2. MSL Tracker
success. Any deviation from that is going 3. Weekly monitoring
4. In-clinic effectiveness

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5. Peer group learning with the support of the highest standard of Lead Indicators. I
ATM would cite just two examples to cite that.

6. DPK Monitoring 1. By maintaining 90% Reach &
7. Action plan for the missed calls & guide Coverage, Mr. Ravi Kiran, KAS
covering Yashoda group of
them to achieve 95% reach & coverage Hospitals, Hyderabad could
8. Additions / deletions in MSL, if any strengthen the formulary by
Through effective management of lead increasing demand levels and
indicators, we can live up to mission thereby could increase the Account
statement which is "We can make a productivity of Calpol & Calpol –T
positive difference to patients and the (4000 strips/ month).
community by being a preferred,
affordable and trusted partner of choice 2. Thorough therapy knowledge
for Key stakeholders in preventive and added value to HCP : Mr.
therapeutic healthcare”. Chandrasekher, KAS covering
Apollo group of Hospitals,
By committing to the achievement of Hyderabad could capitalize 180
these lead measures each individual can vials of Mycamine from Transplant
Department & ID’s
On his business/ Account
Plan meticulously and execute the plan 3. Similarly, Mr. Pradeep Reddy, KAS
sincerely covering KIMS group of Hospitals
Outcompete his own target, Create a was successful in capitalizing 60
winning culture vials of Mycamine/ month
Align his approach to the requirement consistently.
of the team & the company
Live the GSK values 4. By effectively managing lead
measures specially reach and
Form those days where we were having coverage we were able to build a
an internal debate about the withdrawal good rapport with the HCP’s
of numbers and the introduction of lead thereby able to conduct maximum
indicators, we have come a long way. It number of SPM’s & Web casts.
won’t be too far-fetched to say that it has
now become the DNA of our team and we All the positives, taken into consideration,
have begun to see results related to that. lead indicators have improved the work
It has been the core strength and the life balance of the field force and also
commitment of the team in maintaining made GSK a preferred company to work
for.

Page ~ 15 ~

CROSSWORD

Page ~ 16 ~

THE HI-POT EXPERIENCE

It was a winter evening, with a pleasant Ms. Rachael Pereira
breeze blowing around the green shades Trainee ABM
of the monument, back then 2.5 years ago
I was hired to work with GlaxoSmithKline weather, yet optimistic at getting it on
.It all started from clinic to clinic and time. Soon I had it; more of ticket to Vegas
cubicles into the hospitals with a root was the feeling than an entrance exam.
cause to learn and grow wherever I am
seeded. ‘My customer’ was the word After the SAT results, the day was
deeply inoculated within me with an announced for the first round .With
ownership as I stepped out everyday butterflies in my stomach I went through
under bright sun. As it goes behind the the exercises during panel interviews .On
scenes, crowd asked me what you are my way back home one nerve kept
here for. Curiosity left me anxious, days analyzing every moment, as though a live
passed, months rolled over from calendar, scene from 9.00 am to 5.00 pm. With this
and I kept asking myself what is in it for began the everyday episodes of ‘is there a
me. mail in my inbox, if yes, is it from Rashi
‘.Episodes continued and finally got a call
However I had heard it on the grapevine from colleague saying , Congratulations
and soon the door was unlocked, I on your selection at round 1,all the best
knocked and pushed in, there laid a for next. Next! When’s that, thought to
blessing in disguise, the HI-potential myself. With all the energy, a must do
performer’s sales frontline development attitude we twelve finalists sailed in the
programme. As I draw inspiration from same boat. Again began the everyday
GSK leaders, I applied for it with an idea of episodes of ‘is there a mail in my inbox, if
exploring the opportunity as it was an yes, is it from Rashi ‘.Episodes continued
early version for a better path and also an and finally with all self set high esteem
answer to my” what is in it for me”. and a sense of responsibility the finalists
met on 11 aug’15 .The day passed with
The process began with an entrance-SAT, that one nerve notifying me , c’mon !
while I read instructions; PASSPORT was Rachel, it’s learning for you, on the other
what I didn’t have. Felt a bit under the hand, Rachel you have no way out but
make it. August 11 was indeed memorable!
.Excellent planning of 4 exercises helped
me align my focus and stay tuned with
business games. It all talked of confidence,

Page ~ 17 ~

patience, presence and interest. The same Trainee Area Business Manager. This
evening I was enjoying the feeling of programme will soon skyrocket to
confidence accompanied with fear. Next popularity not just as a programme to
day with all analysis the order announced pass on days but to bring up talent, groom
was Anurag Tripathi, Rahul Lad and Rachel and invest in its own people to take it to
Pereira, I did heave a sigh of relief. newer heights. Thanks GSK for having this
fastback career opportunity to all our
The only mantra was confidence, hard GSKites. I wish all the very best to the
work and not get identified within flock aspirants, the balls in your court, make the
but be myself. Today I am with Polaris as a most of it.

The surgeon told his patient that woke up
after having been operated: "I'm afraid
we're going to have to operate you again.
Because, you see, I forgot my rubber gloves
inside you."
"Well, if it's just because of them, I'd rather
pay for them if you just leave me alone."

Page ~ 18 ~

GMC: the Antibiotic SAGA

Goa Medical College is the successor of Mr. Pankaj Patil Mr. Sarvesh Thally
the 'Escola Medico Cirungica de Goa' ABM KAE
established by the Portuguese in the year
1842 and thus one of the oldest Centre of Year 1991, has presently 1000 beds,
Medical Education in this part of the whereas 80 bedded TB and Chest Disease
world. It was renamed as Goa Medical Hospital functions from St.Inez, Panaji.
College in 1963. The college is under the Similarly, a 20 bedded Rural Health and
Goa University since 1986 before which it Training Centre is situated in Mandur. The
was under the Bombay University. Goa entire complex at Goa Medical College,
Medical College Hospital which now has Bambolim is spread in an area of 11,34,798
its headquarters in Bambolim has a long Sq Mts.
tradition of providing quality services to all
sections of the society. Goa Medical Areas of Action for faster liquidation:
College and Hospital is a Government
tertiary care hospital. The Institute of The Institute had a long built trust with
Psychiatry and Human Behaviour Supacef IV for GSK. We got an opportunity
(Bambolim) the TB and Chest Disease to amplify this trust and increase patient
Hospital (St. Inez), The Rural Health and access with entry of Augmentin IV in the
Training Centre (Mandur) and the Urban formulary of the Goa Medical College in
Health Centre (St. Cruz) form part of the 2012.
Establishment. The vision of this institute
is to impart quality medical services to the We got a good support from the Ortho
all sections of the society and further Department for Augmentin as well as
improve the health scenario of the State. Supacef. After continuous scientific
promotion at various levels, after six
This is one of the prestigious institution of months we got a break through with the
the country, recognized by the Medical Surgery as well as the Gynaec Department
Council of India, admits 100 students for of the institute and after that there was
undergraduate M.B.B.S. Course, while 72 no looking back
Post - Graduate are admitted every year.
The Goa Medical College Hospital were As we worked on liquidation part, we got
initially operating from Panaji and repeated orders. We collaborated at the
Ribandar, shifted to Bambolim in the Central Stores as well as at the Doctors
level so that we were continually informed
so as to avoid any patient not getting the
medicines due to non availability. We were

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well supported by the CORE TEAMS so as 4. Follow-up and Co-ordination with
to understand the Doctors and to improve the Committee Members in case of
the patient accessibility in the hospital. any Doubts arising about any brand
and giving clarifications as available
Key Strategic Levers for Success in the VA.

Our strategic success was due to multiple 5. Accounts department of Goa
factors helping us to achieve our goal Medical College which helped us in
realizing our payments
1. Our Distribution Team which
helped us in making available the Conclusion
Constraint Products as if when
needed by the institute. The Antibiotic Success as we call it; was
contributed by our TEAM and Goa Medical
2. Our Team at HO, which supported College which focuses on continuous
well even at difficult times of growth and are constantly in the process
product constraints. of improving their services and striving to
achieve a healthier state of Goa. The
3. Central Medical Stores of Goa proper focus and approach has helped us
Medical College which made a in getting the repeated orders as well as
point that the patient should improving the patient’s life by providing
always get quality medicines for an the quality medicines.
improved life.

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Time Management in the

FLSM Role Mr. S D Srinivas
ABM
In the current scenario managing time is
crucial for the FLSM, since he has to play 4. During joint work, collect the
many roles and setting right GSK value
and leadership expectations. feedback from the market, collate

To do this effectively he needs to and communicate the same to
prioritise.
marketing team by the end of the
1. Beginning of the month analyse
the internal data & market data month. This would help the
and plan for the team, head
quarter wise. By this he can set marketing team to plan for their
direction & inspire the team right in
the beginning of the month. strategies in the future. also based

2. To develop the capability of the on the need of his team in order to
team requires playing the role of
coach on the job during his field improve disease product
work in terms of in clinic
effectiveness, to have the right knowledge, PFS and objection
customer in the MSL, in promoting
the right product and in conducting handling, needs to coordinate with
activities. To have better and
effective outcome, can start the the training team by giving a clear
day with practise.
plan during the beginning of the
3. On a weekly basis to monitor the
reach / coverage as per the month and follow up the same. By
strategy and discuss the same with
the team, which enables to drive these activities he needs to work
performance.
across the boundaries.

5. On a day to day basis to live the
values, monitor and execute the
sops as per the set guidelines.

What we have discussed is how a FLSM
can manage his time in his role during the
month.

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Similarly time management can be 5. Understand his training need for
followed during the day – developing his capability and to
devise a plan accordingly – work
1. starting the day with clear across boundaries.
objective – set direction and inspire
This is how GSK expectations can be
2. Practice detailing and coaching the demonstrated in a structured manner with
MBA during joint work – develop proper time management by FLSM. As a
capability and talent. result of this he can manage all the
activities with right focus without any
3. After the joint work to spend time issues and most important is without any
in taking feedback and giving stress.
feedback.
When the FLSM prioritises and organises
4. to help the MBA in chalking out a his requirements he would also be able to
customer specific plan and also in devout time for his personal development.
guiding them to achieve the same –
release energy

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Unleash Cup - 2016

The Unleash Cup is an Annual Competition where Polaris
HBT teams across India compete throughout the year to
emerge as National Winners. Objective of this endeavor is
to set a culture of strong work ethics with data driven
objective evaluation.

2016 will be the fourth edition for the Unleash Cup. 23
ABM Teams all across India will compete on non-sales
parameters which strive towards Operational Excellence
in Polaris. Currently, we have 5 teams representing the
North, 5 teams representing the west, 9 teams
representing the two regions of south and 4 teams
representing east, as per detail.

Kolkata Team Delhi Team Hyderabad Chennai Team Mumbai Team
Howrah Qutub‘s Team Nizam’s Dravidian’s Gateway’s
Bridger’s
•Ashwini Nigam •D.Murthy •Venkatesh .N •Sanjeev Khera
•Aninda Bose •Ashish Saxena •Aishwarya B •Jojo George •Pushpa Sony
•Rajan M •Ishani Sharma •D.Sreenivas •ABM - Chennai •Rachel Pereira
•Sukanta Dhar •Kuldeep U Reddy •ABM - •Avnish Rai
•Mrinal Kishore •Sandeep Cheema •ABM - Bangalore Trivandrum •Shailesh Yashlaha
•ABM -
Coimbatore

The evaluations of KAE’s on various parameters (discussed ahead) would be done by ABMs
on a monthly basis and scores discussed with the RBM. There will be a monthly winner every
month and the name of the winning team to be announced by 15th of following month.
Assessment scores of all teams made known to other teams as well to keep a track of the
leader at any point of time. Final Unleash Cup will be decided on aggregate of these monthly
scores.

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CROSSWORD ANSWERS

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