drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.

qxd 15/07/10 2:16 PM Page 1

All about Professionalism, Performance, and the Pursuit of Selling Excellence

FACES/PLACES: DERMTEK’S
MICHEL LAVOIE FOLLOWS A
FAMILY TRADITION..............14

AN MD’S PERSPECTIVE ON Rx
REDEMPTION SAMPLING AND
CO-PAY ASSIST PROGRAMS 10

HOW WE DO IT: A CSO FINDS

OPPORTUNITIES IN FIELD
FORCE DOWNSIZING ......12

Sales data is everywhere; you’re

probably soaking in it right now. The
question is always, ‘How do I use it?’

New tools
of the trade For Canada’s Professional Healthcare Representatives No. 2, 2010 Summer Edition
n this emerging In-

I formation Age, do
you feel like you’re
drowning in a sea of data?
What we say and do often has connection to the needs of our customer.
Take this test to determine whether you’re prone to making...

More important, are your

sales and marketing ana-
lysts spending most of
‘The biggest
their time simply generating management track-
ing reports, rather than identifying potential sales
growth opportunities?
mistake we make’
Dr. Bell’s eyes met Richard’s for the first time in the short detail. “Based on what we've talked about,
You're not alone. In the pharmaceutical
would you consider using Panacea* for your patients who are suffering from a loss of hope?” Dr. Bell
industry, an abundance of business data exists
shifted his gaze back down the hallway to the waiting room. He could see through the glass of the recep-
to help marketing Please turn to page 6
tionist's window that another rep was waiting to see him amidst a sea of patients. “You
know, Robert, I really have to get going,” Dr. Bell said. “No problem—I understand.
Should I leave some samples?” Richard responded. “No need,” said Dr. Bell, gestur-
What reps need to know about ing toward the sample cupboard. Richard turned to see his counterpart Shari loading

co-existing the cupboard with the new display cases. He turned back just as the white tail of Dr.
Bell’s lab coat disappeared into an examining room. * Fictional name

Sound familiar? What was Richard’s biggest mistake?

with MSLs
by Zlata Caric, MD
a) Being too pushy;
b) Not enough repetition;
c) Too much time between visits;
Lener Medical Consulting Inc.
d) Mismatching what we do or say with what the doctor needs.

T
hroughout the last decade the
If you answered “d”, I agree. The biggest mistake we make in our
pharma environment has been
attempts to influence is mismatching what we do or say with what the
constantly changing. With
doctor needs. This often results in too much telling.
increasing physician expectations,
We erroneously think we can get results by telling people what to do
the task of pharmaceutical repre-
when they aren’t ready for it. And then we keep doing it. “Since he still
sentatives has never been more
isn’t doing it, I’ll tell him again.” And by doing
challenging than it is today. Please turn to page 8
A lot of the debate has cen-
tered on physician perception of
pharma and the value it brings. These
perceptions are often tainted with skep-
ticism and mistrust toward the industry. To
regain this mutual Please turn to page 4
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drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 2

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drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 3

Try not to become a man of success but a man of value.

--Albert Einstein
If you don’t know where you are going,
you’ll end up someplace else. --Yogi Berra

New tools of the trade ......................................................1, 6 Summer Edition • 2010

We’re awash in data, but the challenge for managers and reps is finding a way to avoid Published with
drowning. Danny Dean looks at current approaches The Chronicle of Healthcare Marketing,
Chronicle MONDAY and Chronicle MIDWEEK
PUBLISHER
What reps need to know Mitchell Shannon
about co-existing with MSLs ..........................................1, 4
Dr. Zlata Caric on the roles of MSLs and KOLs EDITORIAL DIRECTOR SALES & MARKETING
R. Allan Ryan Henry Roberts
ASSISTANT EDITORS
‘The biggest mistake we make’ ......................................1, 8 Lynn Bradshaw
PRODUCTION & CIRCULATION
Cathy Dusome
What we say and do often has connection to the needs of our customer. Joshua Long COMPTROLLER
Jill Donohue outlines how to avoid the trap Rose Arciero

Pharmacy redemption sampling and Sign up to receive the free digital

co-pay assist programs: A doctor’s perspective ........10 edition of Drug Rep Chronicle,
Dr. Charles Anderson explains what that means for bag-carriers everywhere in your e-mail inbox at
http://www.drugrep.tk
Follow us on Twitter at
How we do it... at Impres Pharma ..................................12
http://www.twitter.com/DrugRepChron
Robert Tomas, president of the contract sales organization Impres Pharma, talks about
his organization’s approach to detailing
Published four times annually by the propri-
etor, Chronicle Information Resources Ltd.,
Hey, thanks a lot, you *@#%! ..........................................13 from offices at 555 Burnhamthorpe Rd., Suite
Paul Byrne offers some simple tips on how to use your head to overcome adversity 306, Toronto, Ont. M9C 2Y3 Canada. Tele-
when dealing with difficult customers phone: 416.916.2476; Fax 416.352.6199.
E-mail: health@chronicle.org
Contents © Chronicle Information Res our -
Faces/Places: Meet Michel Lavoie ................................14 ces Ltd., 2010, except where noted. All rights
5,000 kilometers might be considered a big territory, but this bag-carrier has a special reserved worldwide. The Publisher prohibits
bond to his work reproduction in any form, including print,
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DRUG REP CHRONICLE welcomes contributions from readers. In particular, we’re interested in hearing about
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Drug Rep Chronicle 3
drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 4
News
tweets
n REPORT ON DEMO-
GRAPHICS: The European
Union okayed a chewable pediatric
form of atorvastatin (Lipitor,
Pfizer) for hyperlipidemia in chil-
dren aged 10 and older. n The
Annals of Internal Medicine reports
STDs in geriatric males taking ED
Rxs, including sildenafil (Viagra,
Pfizer), occur at twice the rate of
their peers who don’t take ED
drugs. The US Centers for Disease
Control and Prevention says the
STC rate for males 40 and older has
risen almost 50 per cent since 1996.
n WHO'S UP, WHO'S DOWN:
The Merck Frosst Centre for
Therapeutic Research, on Montreal’s
west island, will be shuttered by Q4
this year, as part of the company’s
consolidation following the purchase
of Schering-Plough. The R&D facil-
ity employed 180. n India’s phar-
maceutical industry will grow by
around 13 per cent this year, to
more Cdn$25 billion in revenues,
reports The New York Times. n It’s a
time of belt-tightening for Big
Pharma, but the corner-office
dwellers seem to be getting by in
spite of it all, reports the web site
fiercepharma.com. In an annual
survey, the site counted down the
top CEO salaries for 2009: 1. Fred
Hassan (Schering-Plough) $49.65
million; 2. Bill Weldon (Johnson &
Johnson) $30 million; 3. Miles White
(Abbott) $26.2 million; 4. John
Lechleiter (Eli Lilly) $20.9 million; 5.
Daniel Vasella (Novartis) $20.24 mil-
lion. All figures are in US dollars.
n WHAT THEY'RE SAYING:
“There has been a real change in
opinion about e-detailing. Four
years ago, maybe 5 per cent of
companies we interviewed had an
interest in e-detailing. Now I would
say more than 25 per cent are trying
it and starting to see some success
with it.” --David Richardson, researcher
at the Cutting Edge Information consul-
tancy
4 Summer 2010 Edition
Co-existing with MSLs
— continued from page 1
trust, the pharma industry should work
toward providing quality services to physi-
cians and setting high standards of client
satisfaction. Pharmaceutical companies
need to take an academic approach to
ensure success and lasting collaboration
with physicians.
Yet, are we ready to handle and adapt
to the changing environment? In contrast
to powerhouse pharma, specialty pharma
is succeeding in today’s market despite the
many setbacks. Analysing their model, it is
apparent that they have innovative prod-
ucts that are explicitly differentiated from
other therapeutic options. The medi-
cal/marketing team is using clinical data to
support product claims by hiring highly
trained professionals with extensive thera-
peutic and product knowledge. They also
support healthcare professionals in their
decision-making process with data and lit-
erature.
These consultants, identified under
various titles (Medical Science Liaison, Medical
Liaison, Regional Scientific Manager) have been
a part of the industry for the last 40 years.
Originally established to serve as scientific
support to sales and academia-based physi-
cians, the position has evolved into a med-
ical educational role with a much broader
spectrum of activities and subsequently a
larger audience.
Market realities such as fewer drug
approvals and increasing regulatory de-
mands have led companies to focus on
building productive relationships with
KOLs and supporting company objectives
through medical education.
Since MSLs are mainly focusing on
KOLs, sales representatives can concentrate
their efforts on the wide range of physicians
in the same or varying therapeutic areas.
This serves as a great opportunity for both
teams to address physician and patient
needs and offer balanced clinical support
information that actually benefits patient
outcomes. However, by realistically consid-
ering the implications of the Ethics and
Compliance Guidelines and new Regulatory
rules, such communication between MSLs
and sales representatives is mostly restrict-
ed.
Synchronized activities with the inter-
nal and external teams might present a chal-
lenge, yet with an attainable set of objec-
tives, metrics, and proper training, including
ethics and compliance regulations, it is pos-
sible to achieve beneficial communication in
a joint effort. As valuable resources of med-
ical information and training, MSLs contin-
ue to contribute to the crucial sales rep-
physician relationship by way of constant
support.
In short, these are three key factors for
pharma success:
A. Internal Education and Training
B. Academic sales approach
C. Managing physician loyalty by
continuously adding value to their clini-
cal practice
If applied, the above strategies will
enable internal teams to:
1. Have improved chances of supporting
healthcare professionals by identifying
their professional interests and con-
cerns.
2. Create marketing and medical deci-
sions based on the most realistic
assessments and therapeutic needs.
3. Raise the level of credibility and impact
of key messages by delivering them
through MSLs and KOLs.
The outlined approaches are certainly
needed to bridge the present gap to a
brighter future and are strategically and
operationally achievable.
For inquiries contact: Lener Medical
Consulting Inc., at zlata@lenerconsult-
ing.com.
Lener Medical Consulting Inc. in part-
nership with Cincero Consulting has devel-
oped an MSL program that consists of Seven
Steps: from Awareness to Return of
Investment, that assists companies with the
implementation, development, and manage-
ment of MSL teams as well as internal and
external teams. The program provides skills,
tools, and procedures based on real time
assessment and client needs.
drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 5

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drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 6
New tools of the trade
— continued from page 1
and sales management make better deci-
sions. Unfortunately, much of this data is
not organized in a way that makes it easy
for companies to use.
Whether it’s product sales data
sourced from your internal accounting sys-
tem, sales call data collected from your
salesforce information system, or external
data purchased from third-party industry
suppliers, most companies struggle to inte-
grate these various data-sets so that they
can conduct more meaningful and useful
analyses.
Most data suppliers offer software that
can be used to help massage their own
audit data. However, the challenge is often
how to integrate their data with other infor-
mation from within the company.
At the same time, the need for better
targeting of salesforce promotional activi-
ties, and for more in-depth strategic analy-
sis of marketing and sales information for
business planning has never been greater.
A daunting situation, but there is
hope. New data analysis tools now
Pfizer’s Lavenue:
enable the pharma to move beyond this
a man and his data
information dark age.
Arnaud Lavenue, National Sales
Director of the Specialty Care Business
Unit, at Pfizer, in Kirkland, Que. says
that with few exceptions, data manage-
ment software is essential to all but the
smallest companies, and is an integral
part of the sales and marketing process.
“It’s something we all use every day,”
says Lavenue.
Subscription-based service
One supplier of data management
services is GHI Technologies of Miss-
issauga, Ont. The company’s new product,
PharmaBI.com, easily combines market
information from IMS Health, STI, and
Brogan, with internal sales territory targets
and salesforce CRM data, thereby allowing
users to see how they’re doing in relation
to their competition. PharmaBI.com pro-
vides a system to allow companies to track
sales according to managers, drug, and pre-
scriber.. Once the data is entered into the
system, the information can
be represented visually in
by Danny Dean, director of Ansera, a specialized pharmaceutical con-
sulting firm that helps its clients to achieve breakthrough sales results.
www.ansera.com.
6 Summer 2010 Edition
the form of graphs and charts. Company
president Graham Hislop calls Pharma-
BI.com “a powerful new data analysis and
reporting solution, developed specifically
for pharmaceutical companies. It enables
them to easily and quickly analyse any type
of marketing or sales data from any data-
base, generate customized reports, and
export this information in either graphical
or mapping formats... thereby maximizing
their company’s ROI on business informa-
tion, and at a low cost. And, unlike other
competitor software products, it is sub-
scription-based, and therefore doesn’t
require any investment in additional hard-
ware or software.”
Mark Hammar, Director of Sales at
Astellas, is a GHI client. He says, “We were
struggling with our ability to effectively
consolidate and interpret our various data
sources in a way that was of value to the
field and which could give us a competitive
advantage. Not only can our sales team use
the BI system to plan their activities, they
can also use it to measure the effectiveness
of their activities.”
An-
o t h e r
m o r e
sophisti-
c a t e d
approach
for effec-
tive sales
manage-
m e n t
involves
enhanced
logistical
support,
accord-
ing to
Way n e
Fisher of Plexus 360, a Mississauga, Ont.-
based solutions provider. Fisher's compa-
ny provides tools to their clients to allow
them to keep track of the service levels of
their reps, so the field force always have
the resources they need to do their job.
When he carried the bag in pharma, he
says there were times he saw performance
suffer because of insufficient informa-
tion.
“We often found our marketing strate-
gy was compromised because of poor mar-
keting logistics,” says Fisher. “Managing the
marketing supply chain and service levels to
the reps improves marketing results.”
Fisher said that can leave sales reps
without the resources they need to do their
jobs. When that happens, strategy can be
unfairly blamed, said Fisher.
“Unless you can deliver everything
they need to execute that strategy, your
strategy will be compromised, and you’ll
never know why,” said Fisher.
Fisher said failing to take care of sales
reps can be costly, “if you have a hundred
sales reps out there, and ten per cent of the
time they don't have the samples or promo-
tional materials they need to make that
call.”
This is particularly true, said Fisher,
because 65 per cent of marketing and sales
budget goes to the salesforce.
Tracking the progress of sales reps
gets the most out of that budget, said
Fisher, and that's why he says it’s important
to ensure the sales reps are being served as
well.
“Why wouldn't you treat your biggest
investment with the same consideration as
you would your biggest customer?”
Tracking material deployment
Fisher said tracking that information also
allows a company to assess whether they’re
maximizing their resources, by finding out
how many resources a high-performing rep
is using compared to a low-performing rep.
While management tracking reports
help you to keep your finger on the pulse
of what's happening in your business,
clearly this is not enough. The real strategic
value of business information comes from
your ability to analyse relationships
between different data sources, and to
identify insights in terms of what is driving
your success.
“Utlilizing multiple sources of data to
identify key business issues had been an
arduous and time consuming task,” said
Chris Kostka, sales vee-pee at Purdue
Pharma, and another PharmaBI.com client.
He says information tools “helped us to
consolidate all of our data, and piece the
puzzle together, providing us with a truly
cohesive and relevant view of our business
activities. It turned our data into actionable
information.”
Got any tips or suggestions about how
technology has helped (or hurt) you on the
job? Post your thoughts at: drugrep.tk
drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 7

CCPE
CCP
CPE GO
GOLD
LD MEDA
MEDALISTS
DALISTS
TS 2009
2009-2010
-2010
Course Name Company
Accreditation (GOLD) Shannon Simoneau Eli Lilly
Matthew Chislett Purdue Pharma
Accreditation (SILVER) Kalpana Patel Abbott
Christelle Gingras sanofi aventis
Accreditation (BRONZE) Julien Daniel-Vaugeois GlaxoSmithKline
Michael Yang GlaxoSmithKline
Shannon Doyle Novartis
Clayton Gilmore Novartis
Michelle Jennings Novartis
Christiane Guibord Servier
Biotechnology Chantal Lauzière Merck
Cardiology Kristy Dickson Boehringer Ingelheim
Continuing Health Education (CHE) Rebecca Yohemas Novartis
Dermatology Ellie Fasihy Leo Pharma
Endocrinology Shawna Goodchild Pfizer
Evidence-Based Medicine Dave Marcinkow Boehringer Ingelheim
Jeffrey Ellis Merck
Greg St-John Merck
Field Sales Management Alison Hoffeldt Merck
Gastroenterology Guy Bélanger Warner-Chilcott
Gerontology Stéphane Ouellet Novartis
Healthcare In Canada Clayton Gilmore Novartis
Immunology Debbie Seminovich Hoffmann-Laroche
Infectious Diseases Louise Bouvrette Pfizer
Managing People Samantha Nelson Abbott
Metabolic Syndrome & Diabetes Alison Hodges GlaxoSmithKline
Neurology Julie Boulanger Novartis
Oncology Marie-Claude Paquet AstraZeneca
Persuasion Rx: How to Influence Ethically Kirby Smith Merck
Patricia Freiji Axcan
Pharmacoeconomics Adrienne Murdoch GlaxoSmithKline
Psychiatry Lily Nguyen-Moreira Boehringer Ingelheim
Julie Richer Eli Lilly
Georgianne Daugela Janssen-Ortho
Respirology Bruce Kent Boehringer Ingelheim
John Robinson Boehringer Ingelheim
Rhonda Warren Boehringer Ingelheim
Brad Pelletier Novartis
Rheumatology Valérie Dukelow Novartis
Women’s Health Véronique Ielo Bayer
Belinda Jardine Bayer

YYYEERGEHREQTI
Y
drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 8
‘The biggest mistake we make’
— continued from page 1
so, we waste incredible amounts of effort
and time.
I made this classic mistake the other
day with my daughter. Andie was turning
13 and so I decided it was time for her to
take the Bronze Medallion swimming
course. You see, I was a swim instructor
and so was my dad. Being able to swim is
very important to me. Andie walked in the
door just when I had found the course list-
ing. I turned to her, and realizing she was in
a hurry to get up to her room, I said
“Andie, Bronze Medallion swimming les-
sons…. Friday night or Sunday afternoon?”
What was Andie’s response? You
guessed it. She literally reeled back and,
with her hands up (as if pushing me away),
said “Bronze Medallion! No way! I am not
going to take that.”
Oops. I had done it. I had made the
biggest mistake that I teach my clients
about. I jumped up the staircase and fell flat
on my face. I mismatched what I said and
what my audience needed.
What the person thinks at each step
What I needed to do was walk her up
the staircase. At least I now knew where
she stood. She was clearly on the bottom
step: UNINTERESTED. I needed to
by Jill Donohue, behavior
change consultant.
To learn more about the
SUASION Staircase and how to
influence behavior, you can reach
Jill at www.excellerate.ca. She
recently published PERSUASION Rx: How to
Influence Ethically, through the CCPE. This
new and exciting program teaches pharma-
ceutical associates how to apply the art and
science of influence and persuasion. Visit
www.ccpe-cfpc.com for more information.
8 Summer 2010 Edition
deliver a Disorienting Dilemma—some-
thing that would make her 'lean in' and lis-
ten, then provide a testimonial of success,
offer ways for her to learn more, support
her efforts through reminders and rein-
forcement and then celebrate success.
Disorienting dilemma
A few days later the perfect opportunity
arose. We were standing in line at a coffee
shop. The clerk was being hassled by an
irate customer. I turned to Andie and asked
her what she wanted to do for a summer
job in a few years. I told her about a client
of mine who had taught swimming lessons
in her backyard pool and made a ton of
cash. “Hmm,” thought Andie. (My attempt
at a ‘disorienting dilemma’ was working.)
I went on to share with her that Sam’s
mom (a friend down the street) had told me
that Sam said the course wasn’t so bad and
she did just fine. I reminded Andie that
Sam is no better a swimmer than she is.
(This was the testimonial of success.)
What you need to do at each step
Andie was stepping up the staircase, I
could see she was leaning in and was ready
to learn more. I suggested she might want
To what extent do you make the biggest mistake? Score yourself below
I often feel I must rush through my mes-
sage.
I try not to waste time and get straight to
my message.
I deliver the same line over and over
again.
The doctor often doesn’t seem interested.
If you scored 12 or above, you are likely making this mistake.
to read the course description and talk to
Sam. The next week, she was ready for my
original question “Friday night or Sunday
afternoon?” She choose Sunday afternoon.
We did it! She was on the “Initiating” step.
But, knowing she could easily fall off, I was
sure to help her by getting the right bathing
suit, reminding her, driving her, and check-
ing in with her after the class. “How did it
go?” I asked. “Great. The instructor was
really cute.”
“Ah…. We’re good to go.” I thought.
You will be pleased to know that Andie is
ready to start her Bronze Cross now.
So, what can we as pharma sales peo-
ple learn from this story? Think of your
own interactions with your clients. Are you
jumping up the staircase and “telling” too
fast?
To what degree do you make the
biggest mistake? Score yourself by using
the evaluation tool at the bottom of this
page.
Your alternative:
Take it one step at a time
Instead of jumping up the staircase and
falling, try walking your doctor up the SUA-
SION Staircase and use a different
approach for each step.
Strongly disagree... ...Strongly agree
1 2 3 4
1 2 3 4
1 2 3 4
1 2 3 4
drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 9

Contract Sales Organization

“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”
~ Charles Darwin

The Challenge
The Pharmaceutical industry has begun a change of historic magnitude.
Increasing pressure is being put on maximizing profit while the industry
continues to be faced with declining revenues, patent expiries, smaller pipelines,
generic threats, competition, regulation obstacles etc. Needless to say, the
traditional pharmaceutical sale force structure may not be the most efficient
moving forward. As a result, we are beginning to see pharmaceutical companies
initiating major shifts in their sales force design.

The Need
As cost containment pressures continue to rise, the
need for sales force flexibility is becoming
imperative. The ability to be flexible in today’s
changing market environment will be critical as
rapid evolution will ensure resources are optimized,
opportunities seized, and risks minimized. It seems
those sales forces that can adapt the fastest and
most efficiently will have the competitive edge and
be strategically positioned for opportunities and
challenges moving forward.

The Solution
Contract Sales Organizations (CSOs) offer flexibility and cost efficiency to some of
the present marketing challenges.
Whether it be for new targeting strategies (primary care, pharmacists, nurses,
specialists etc), optimizing specific brands (new products, mature brands),
temporary needs (seasonal promotion, product launch, blunt competitor entry
etc), or filling vacancies working with a CSO can offer the flexibility to quickly
capitalize on opportunities and respond to challenges while minimizing risk.
Impres Pharma Inc. is a rapidly growing nationwide CSO that has partnered with
numerous pharmaceutical companies over the past six years to maximize their
sales and market share while ensuring an attractive ROI. Customer satisfaction is Impres Pharma is an innovative contract sales
organization that provides extraordinary value to their
paramount at Impres Pharma and the extensive list of satisfied partners continues partners through a highly driven results oriented sales
to grow! team.

If you would like to learn more about how Impres Pharma can offer your Will Berrouard
organization sales force flexibility and cost efficiency please contact us. Vice-President, Sales | Vice-Président, Vente
willieberrouard@imprespharma.ca
(416) 797-8524

518 Buckingham Blvd., Waterloo, ON N2T 2T9

1.866.781.0491 | info@imprespharma.ca | www.imprespharma.ca
drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 10
Pharmacy redemption sampling and co-pay assist programs
A doctor ’s perspective
S
ampling will always be an
integral part of a physi-
cian’s daily routine.
Traditionally physicians
provide samples to our
patients and see how they react to them
the next time we see them, which in some
cases could be weeks or months away.
Traditional sampling methods are flawed
as we may miss monitoring the drug’s
interaction with other medications the
patient may be currently taking. A phar-
macist’s involvement can enhance patient
care and safety.
Flexibility of Alternative
Sampling Methods
STI’s SmartSample™ breaks free from the
traditional sampling model—it is a card
that I can provide to my patients as I see
fit. The patient then takes their Smart-
Sample™ to a retail pharmacy of their
choice and redeems it there to receive
their sample medication. This process is
much easier for all parties involved. The
convenience of the cards allows me to
spend more time with my patient because
I can keep the cards on my desk and no
longer have to make trips to the sample
Dr. Charles Anderson is a practicing
physician at Tantallon Family Practice in
Halifax. The views expressed in this article
are personal opinions based on Dr.
Anderson’s experiences with STI products,
and are in no way representative of the
views of the Tantallon Family Practice or
any of its employees or affiliates.
10 Summer 2010 Edition
room. The pharmacist dispenses the sam-
ple and checks for any possible drug inter-
actions caused by another medication the
patient may be on, as well as making sure
the medication is properly stored and the
patient is properly counselled on the pos-
sible side effects and other important
issues. For drug reps, they no longer have
to worry about lugging heavy product
samples around, making sure the samples
are properly stored and not expired, and if
I run out of product it can easily be
replenished, allowing the rep to spend
more time with me to discuss the needs of
my practice.
Innovative ways
Pharmaceuticals and Device
Companies are using
SmartTechnology™
When one of my patients expressed a
desire to stay on a branded medication
while there was a generic option available
without paying extra for the branded med-
ication, I turned to STI for a solution and
discovered their bridging program. When a
branded drug comes off patent and
becomes eligible to go generic, the drug
reps provide pharmacists and physicians
with STI SmartCoverage™ cards that they
can distribute to patients as they see fit.
The patients then take the Smart-
Coverage™ cards to their local retail phar-
macy and redeem them for the difference
in partial payment toward the total cost of
their brand drug purchase and the generic
equivalent.
The SmartCoverage™ is a small multi-
use payment card that fits right in your hand
(it’s the same size as a credit card) with the
branding of the product on the front. With
individualized carrier, group, and client ID
numbers that stay with the pharmacist,
along with processing information for the
pharmacist on the backside, this makes the
particular branded drug more accessible to
people even when genericization occurs. It
keeps people on their preferred medication
and increases the life span of the branded
medication.
About STI and
SmartTechnology™
All STI SmartTechnology™ vehicles pro-
vide sales information that is relevant to
both pharma reps and head office. The
data is sent in real time, as pharmacies
report the use of all STI vehicles as they
are processed. All privacy laws are fol-
lowed, so the data can then be presented in
different forms that can include age and
gender of patients but containing no per-
sonal information. This information can be
a very useful tool to help quickly identify
key patient groups that are still using your
product, as well as knowing the age and/or
gender of a patient which helps paint the
patient profile to the representative regard-
ing the types of patients that are still using
your brand.
STI is Canada’s leader in transactional
marketing solutions, having partnered with
over 60 of the world’s largest pharmaceuti-
cal and device companies to create over 200
programs that have been successfully imple-
mented into the Canadian healthcare mar-
ket. These programs give patients and
healthcare providers greater convenience by
providing an enhanced pharmacy medica-
tion and device reimbursement process that
is built on the safe delivery of healthcare
through retail pharmacies. Founded in 2002
as a venture-backed company, STI has
quickly leapt to the forefront of the
Canadian healthcare industry to create
some of the most successful programs
implemented to date.
drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 11

Canada’s Answer to Quality in Contract Sales

What Pharmaceutical REPRESENTATIVES What Pharmaceutical COMPANIES Should

Should Know About Us: Know About Us:

• We’re a contract sales company that • Nearly 20 years of success in Canada

operates like a big pharma company! (1993-present)
• Fully salaried positions — never fee/call • Over 100 active sales representatives in 2010
• Bonus opportunities — always! • Individual placements (maternity leaves,
• HR benefits — of course! illness leaves)
• The best representative support system • Turn-key national programs
in the contract selling business! • An impressive track record of project
renewals and success!

To request a Capabilities Presentation or to submit a resume:

www.vanguardpharma.com
info@vanguardpharma.com
800-573-2031
drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 12

Marc Lalande, M.Sc., CTDP

How we do it
... at Impres Pharma
W
ith pressure to cut costs and improve metrics, salesforces are being scaled back, creating
opportunities for contract sales organizations (CSOs). DRUG REP CHRONICLE’s Josh
Long recently spoke with the president of one CSO, Robert Tomas, president of
Impres Pharma.
What’s your selling philosophy?
We have a customer-centric sales philosophy. When we speak to a physician, we try to identify what
problems they’re facing with a certain patient profile. Because our representatives have a deep
knowledge of their products, they can try to identify the key attributes of the product they’re pro-
moting that can fill that patient need. They’re not just looking to have standard selling discus-
sions—say, four or five key message points. It’s very dif-
ferent. We’re only bringing out the points that are relevant
to a certain problem the [doctor] is facing. As a result, the
physicians are far more engaged with our representatives,
Needs / attitudes and obviously that’s going to result in changes in their
assessment
prescribing behaviors, which means more physicians and
Learning experience design more sales for our partner.
Learning facilitation How do you work with GP products, com-
Learning and change evaluation
pared to specialty accounts?
The difference with the specialist audience is that some-
Learning transfer times they look for a greater level of support, through
studies and other material. As well, the specialist is look-
Coaching to the application
ing for different types of patient profiles; the complexity
%U
Trainers guidance and training of the patient is usually at a higher level, so subjects such
Training practices sounding board Robert Tomas as drug interactions can be a greater focus in the selling
discussion.
What are the advantages of contract sales organizations?
The companies we’re partnering with see an increasing need for salesforce flexibility. They’re look-
Tel: 514-674-1851
ing for a cost-effective solution. When they partner with us, they see the advantage on Impres’ abil-
Fax: 1-866-225-3973
mlalande@learningandrago.com
ity to provide it to them in a turn-key way, without putting a drain on their own internal resources.
www.learningandrago.com The growing need is part of a very common trend. In pharmaceutical companies, challenges
Icons courtesy of CSTD
we’re facing right now [are] due to all the price pressures, reimbursement pressures, pressures that
relate to their product pipeline. They need to look at doing more with less, and as a result [pharma-
ceutical companies have] really had to reduce the size of their existing sales forces. And, when you
really are trying to be ultra-efficient and cut down your internal resources to the bone on that,
whenever you start to see an opportunity where you need a temporary increase in promotion, then
it becomes a challenge to address that extra capacity with your internal resources.
They might want to add extra promotional capacity for several months out of the year, so
rather than increase the internal sales force for six months out of the year—which wouldn’t make
financial sense—a CSO partner can fit in nicely with that. A pharmaceutical company is designing
their salesforce relatively consistently across the country. If there’s now a geographic variation, per-
Sign up to receive the haps competition is particularly strong in a specific province, or if there’s a change in coverage in a
free digital edition certain province, it could necessitate extra coverage within a certain province or sector in a country.
of Drug Rep Chronicle, A CSO is nice [for] that scenario.
in your e-mail inbox at n Each issue, this feature profiles unique selling approaches and highlights best practices at specific
www.drugrep.tk organizations. We invite your comments and feedback. Write to: howwedoit@drugrep.tk

12 Summer 2010 Edition

drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 13

Being your best isn’t easy when you find yourself dealing with difficult people.
Here’s how to use your head, to overcome adversity.

Hey, thanks a lot, you *@#%!

C
ommunication is easy, when it’s sucked into a losing battle; and, to remain to the limit. We’re thankful of the expe-
easy. It’s another story when we’re calm and be fair (with yourself and oth- riences in our life that push us to be at
challenged by others, when we ers). Easier said than done when your our best in maturity and character. In
find ourselves in disagreement, when we blood pressure is rising, your heart is Buddhism, we would think of difficult
encounter a difficult person or situation. pounding because of this insensitive, people and situations as our teachers.
Being at our best when it’s most diffi- overbearing #%*@!. They are allowing us to practice
cult is the real test of our maturity and being better; without them we
character. There are a variety of helpful What would can never improve and grow
tactics and messages that can be employed Buddha do? in maturity and character.
given certain difficult circumstances that Yes, it can be We are what we think.
increase the likelihood of favorable out- hard, but it’s Our thoughts create our
comes. But for us, for now, let’s start at the not im poss - emotions; our emotions
most fundamental and most vital: think- ible. Take a have an impact our
ing. page from behavior; our behavior
The way we think about ourselves, Buddha. Men- is all everyone else sees
others, and the situation is the foundation tally thank the and hears. It all starts
from which we begin any difficult difficult person with the way we think.
engagement. Being at your best when or situation for Instead of getting
confronted with difficulty requires you to allowing you the upset, frustrated, or anxious
be able to opportunity to be when confronted by a difficult
by Paul Byrne, M.Ed think clear- your best. As an experi- person or situation start with the
Senior partner, ly and enced squash player, I take lit- most fundamental. Control what you
Mackay Byrne Group, Ottawa rationally; can: think calm, think rational, and think,
tle pride in beating a far worse player.
www.mbg.ca
to not be I’m thankful for a match that pushes me Thank You.

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drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:16 PM Page 14

Faces/Places
³To
ind
and
this

This w
14 C

Meet Michel Lavoie, a representative with Dermtek

Pharmaceuticals, the specialty skincare organization based in Dorval, Que.

“ After 18 years in the drug business, my father, Robert Lavoie, decided with
my mother, to sell the boat, sell the car, and take out a bank loan. That was the
start of Dermtek Pharmaceuticals, a family business, founded in 1986. Dermtek
launched Ombrelle sunblock in 1990. The rest is history. My parents are still very active

³
as owner-managers, and my sister is in a marketing role, looking after special projects. I’m sales
representative, on the road.
I cover the entire country. It’s an extensive territory, I must admit, from Victoria to Newfoundland. Where there are concentrated
physician populations, such as Toronto, Montreal and Vancouver, I can sometimes cram six details into a day, but it’s hard to be that
consistently efficient when your accounts are spread over 8,000 km. It’s quite the challenge, and I enjoy it.
Our best-known brand is the Reversa line of glycolic acid products for anti-aging skin therapy. There has been a lot of research
in glycolic acid, and we continually refine our formulations. For example, Reversa UV Anti-Spot Lightening Cream contains Rumex T
extract, a biological agent native to the Canadian Prairies. Rumex extract inhibits tyrosinase, reducing the formation of unwanted P
pigmentation and improving skin tone.
These are OTC products, but we rely on physician recommendations, and my mission is to communicate the product benefits to
doctors. Word-of-mouth buzz among patients is great, but nothing trumps physician support.
The most gratifying part of my job? We often get letters at our office from people who have tried our products and are pleased
with the results. Seeing that response is always a great motivator in sales work.”
Hear more about Michel’s job in our DRUG REP CHRONICLE video podcast. The conversation continues at http://www.drugrep.tk

Love and work... work and love. That’s all there is. --Sigmund Freud
You must look into other people as well as at them. --Lord Chesterfield
A failure is a man who has blundered, but is not able to cash in on the experience. --Elbert Hubbard
14 Summer 2010 Edition
drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:17 PM Page 15

PERSUASION Rx:
How to Influence Ethically

³ To respond to the changes in our

industry, we are empowering our sales
and marketing teams with the ideas in
this course.
Jean Lachapelle,
Director of Sales, Solvay
Pharma Inc. (now Abbott)

This was truly my favourite of the

³
14 CCPE courses I’ve taken

Donna Racco, RN, CCPE,

Territory Manager, Solvay
Pharma Inc. (now Abbott)

This new and exciting

program teaches

³ Influencing everyone to pharmaceutical associates

take this course is proving to be FROM ALL DEPARTMENTS
an amazing way to grow together how to apply the art and
science of influence and
Nicole Simpson, persuasion; the two pillars
Training Manager, Solvay of behaviour change.
Pharma Inc. (now Abbott)

SSince
ince 1
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he C
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ouncil for
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Education has
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Our course curriculum is accessible without prerequisite
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FFor
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rograms
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drug rep chronCD_June 10.qxd:drug rep chronCD_June 10.qxd 15/07/10 2:17 PM Page 16