9 million people used telemedicine services during the early months of the Covid19 crisis in 2020. $4 billion was billed nationally for telehealth visits during March and April, compared to less than the $60 million for the same two months of 2019. Dr. Shenoy Robinson discussed threadbare all the nitty…
linkedin.com/in/dr-mandar-kubal-3721352 Key Point from the Q &A with Dr. Mandar Kubal, Mumbai Telemedicine has become a very useful tool for clinicians to manage their patients. Given the ever changing contours of Covid19 treatment, doctors have to check daily for online resources. It would be wonderful if pharma can provide every…
An insightful and informative Q&A session with Dr. Tejal Lathia, on the challenges of medical practice in Covid19 times… Telemedicine has become an important tool for doctors to connect with patients. Digital therapeutics will play an important role in managing chronic conditions. Specialists are well informed in terms of new…
Too many Medical Reps are chasing too few doctors, and thinking that doctors have some deep-rooted memory problem and need to be constantly reminded of brand names, whether in parking lots or hospital corridors. Why would the doctor forget something that’s important to his patient’s wellbeing? MedicinMan in association with…
With the Second Wave hitting India, customers (patients and physicians) will continue to socially distance themselves in the foreseeable future. Pharma must use the field force for reach and relationship and digital for frequency and personalised content for better customer experience.
The pandemic has made doctors adopt Telehealth in a substantial way to shore up their revenues and this will continue to be one of their channels to engage patients. Telehealth along with EMR/EHR, digital therapeutics and wearables is enabling doctors to better care for their patients. There are many ways in which pharma can support the digital evolution of doctors.
Addressing the media at a roundtable this morning, Vani Manja, Managing Director, Boehringer Ingelheim India said, “Boehringer Ingelheim India aspires to be amongst the top five multinational pharmaceutical companies in India over the next few years. We have been enabling access to our innovator products to patients across India and the neighbouring markets in the diabetes, cardiovascular, stroke and respiratory diseases segments. Our plan in these therapy areas is to build sustainable partnerships to ensure an ecosystem of access and care for patients. We have initiated action in that direction.”
Smaller Indian pharma companies bore the strongest impact from COVID-19 pandemic – MedicinMan Indian Pharma Digital Adoption Survey Smaller Indian pharma companies with less than a 100 MSRs and less than Rs.100 Cr. turnover were the most highly impacted from the COVID-19 pandemic in the last 12 months. That can…
2020 has been a challenging year for all industries. For pharma and its HCP customers even more so. All eyes are on the companies developing vaccines and drugs for treatment of COVID-19, while doctors have closed their doors for pharma reps. Long established processes have been disrupted and complex market strategies have been rendered useless. Each pharma no matter big or small, innovative, or generic, had to improvise and come up with contingency plans to save the year. Some have been slower waiting for the old ways to come back, others have been more agile experimenting with digital and expanding boundaries, most are in the middle digitally curious but not risking too much.
“We are getting too happy, for too little”: these words of a senior pharma journalist a decade back sound prophetic now. Consolidation, CRAMS, para IV filings and challenges to innovators, acquisitions, out-licensing, US and developed markets business growth – key themes a decade back – are now replaced with headwinds…
The rapid pace of change, which began in 2020 is unrelenting and ongoing. The high-stakes game has made many pharma leaders play defensive, instead of using the crisis to bring in the much-needed transformational changes. Leaders continue to rely on the traditional time-tested strategies, so that they can avoid the…