PSMG Autumn Meeting 2009
28/04/2009

What should we be aware of in the light of NHS changes and how should we, as a pharmaceutical industry, be interacting with the key players in the PCT/SHA and wider NHS

Christine O’Connor
The Catch On Group

Questions answered included:

1. Ideally which role in Pharma (rep, sales manager, commercial, healthcare development etc.) should visit which role in the reformed NHS and what would be the current agenda or hot topics for the various roles.
2. Do the reps have a role outside of delivering product messages? If so what would this role be? What additional skills should a 2010 rep have?
3. Key opinion leader (KOL) development - common approach in Pharma – but how is it seen by the NHS? Do they like? Do they support it?
4. Does a patient focussed discussion and approach (vs. a sales approach) really work?
5. Balance/power of primary care and secondary are- always worth a revisit as it seems to change quickly.

Berkeley Greenwood
Decideum Ltd

A presentation on the policy changes proposed by the government for delivering Generic Substitution and the subsequent impact these changes will have on patients and the industry .

Berkeley looked at the history of GS and what it is. He outlined the pros and cons and looked at the current position within the DoH and the NHS. He also looked at possible changes in the law and what the Pharmaceutical Industry could do about these potential changes.

Mergers & Acquisitions – what do I need to know to be best prepared

Richard Stewart
Associate Director Berwin Leighton Paisner LLP

Aims:

1. What areas of the law do I need to know about and why?
2. What is considered to be best practice in employment law during a merger/acquisition?
3. What are the pitfalls that I need to avoid and how do I do that?
4. Who needs to do what and why – pre/during and post?
5. The first 100 days post acquisition/merger – what needs to be done?

Survival Guide to Mergers and Acquisitions – how to manage the salesforce through change

Rob Kemp
Coachworks
Qualified by the CIPD as a Coach and Mentor

Aims:

1. How do I keep my saleforce focussed during time(s) of change.
2. Managing and recognising people going through change.
3. What can I do to help my salesforce
4. What should I expect from other roles/functions within my company
5. What can individuals do for themselves.
6. Letting people go the “right way”.
7. Key areas to focus on 100 days post acquisition/merger.

 
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