This is the way to go but no one in leadership has the balls to back off the reach and frequency mirage
It was before Dean, I think it was the EBD from Emerging Quality.... Anyway, they have helped my territory a ton!
They give us the excuse to have account planning meetings where we can expense even more meeting rooms and meals to get Marriott points. We spend half a day and invite all the DSMs and determine our "path forward" as a "collaborative work effort" and this helped me write up my CL5 fictional story.
It was not Dean, but he supported it. Ours is a total idiot. Wants non stop meetings and always asks a million questions so that no one above knows this person is a total idiot who does not work. Ours has to rely on their primary care reps to get anything done.
The HSS idea is a good one but the group needs to be organized collectively and actually grown as a defined skill. Without that, the execution ends up being inconsistent and individual-dependent.
It is a good idea in theory. However, we should have kept hospital reps and allowed them to evolve into having systems responsibilities. But we are always reinventing the wheel here, so we have HSS reps and no "real" institutional reps. It makes zero sense. And yes, they are not aligned to their own unit. Many of them work for primary care managers who know very little about what an HSS should be doing to bring value. It is a complete waste of resources.
There are several beautiful HSS's. Especially in the South. Wonder if any are into rimming a guy's ass?
the one in our area is anything but beautiful. could land a 747 on her forehead (which houses a lot of hot air).
