Zimmer Trauma

Discussion in 'Zimmer' started by Anonymous, May 5, 2014 at 5:19 PM.

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  1. Anonymous

    Anonymous Guest

    Spot on assessment
    Former loser Synthes rep and RSD. Promoted by that jackass Rippy to head up direct trauma sales force. Epic Failure. And why? Spent all his time hanging out with former RSD pals who were responsible for the transition of trauma from distributors to direct sales force. SS couldn't manage a two car funeral. This was handled so ineptly by the RSDs the distributors were able to shut the whole thing down. That's why Zimmer spent a huge sum of $ by telling the entire direct sales force to stay at home and make no calls for months while they attempted damage control. In the end it just fell apart. The weirdest thing? Zimmer upper management seemed oblivious to the whole thing
     

  2. Anonymous

    Anonymous Guest

    Z/B is DD's company!!!! Remember that! DD is absolutely convinced and surrounds himself with trauma senior management that believe sales leaders aren't proving the "appropriate" investment and focus for selling trauma. The field feels there are product gaps that inhibit growth and there is NO corporate strategy for growing trauma. The RSD's, Tracy, and Nate can't fix this problem. They aren't marketing people; they're YES men. They do what DD wants. As a result, you have the direct trauma program. David sees it as a feet on the street issue; they throw around terms like "leading and lagging indicators", present market data up against a territory's 3,5 and 10 yr CAGR to prove their points. They're data driven leaders who sit in front of computer screens making decisions with no understanding for how sales work nor how to address the customers' needs. They believe by taking it away from full line reps and investing in a direct sales force, you have 100% control and a sales force totally focused on selling trauma and, wah lah, it's fixed! None of them have sold anything before and don't understand the value of customer relationships. Unfortunately, this will be the way it is as long as DD runs the company. Current trauma leadership can't tell DD his baby is ugly without consequences. Imagine, post integration, anyone currently working in ZT will actively look for employment elsewhere or seek a transfer to another business segment. Someone new will come in and cycle through the revolving door with their "new" program for another 2-3 years, then be gone....and so on and so on. At some point DD will be gone too, but the reality is, after all this activity, 5-10 years from now, Z/B will still only have 5% market share in Trauma.
     
  3. Anonymous

    Anonymous Guest

    Zimmer has Trauma????
     
  4. Anonymous

    Anonymous Guest

    Break up the distributorships, and trauma will see sales.
    JC is no help to the problem. He laughs at the margins and money spent for marketing these products.
     
  5. Anonymous

    Anonymous Guest

    Break up the distributorships??
    Are you insane? This is the only way Zimmer goes to market Without the dist. you have no sales force. Zimmer has PROVED it cannot manage a direct sales force. AND by the way, the distributors and contracts with Zimmer. What is your plan here? Lawsuits would last for decades
     
  6. Anonymous

    Anonymous Guest

    The direct territories seem to be doing quite well currently.
     
  7. Anonymous

    Anonymous Guest

    what does "quite well" mean?
    I mean we are talking about 6% market share. Do you mean we are doing quite well at being a non factor and selling to hospitals where "special" circumstances produce sales?
     
  8. Anonymous

    Anonymous Guest

    Zimmer will continue to make decisions that are good for the company, not the distributors. They (the distributors) have shown that they cannot sell trauma.
    The excuse does not matter.
    The market/investors do not want to hear that the dogs tail is wagged by the distributors.
     
  9. Anonymous

    Anonymous Guest

    Didn't know "market/investors" started buying trauma products. Market/investors' are interested in your profit margin for selling trauma. Do you think they want to hear it costs >40% COS to sell trauma direct vs whatever you pay your independents?
     
  10. Anonymous

    Anonymous Guest

    ...and why not share with us what your turnover rate is with these direct trauma reps. If they stay for two years, realize they can't convert any business, then move on to something else. How can you build sustained growth when these reps don't stick around long enough to reap any benefit from the relationship, let alone the time it takes for product approval through hosp. value analysis committees.
     
  11. Anonymous

    Anonymous Guest

    thank you #50
    exactly correct
    This what happens when investors and marketing are making the decisions and not a qualified sales dept.
     
  12. Anonymous

    Anonymous Guest

    I know what they can do. Have Nate write self serving stories about himself and then email the whole division. Then the next day everyone can kiss his ass and ask him how he stopped getting beat up in high school and was told blah blah blah blah blah. What an idiot......
     
  13. Anonymous

    Anonymous Guest

    He sure likes talking about himself, doesn't he? Don't know what Dvorak saw in him to bring him back to run Trauma. Yet, David gets rid of Joe Cucolo, but keeps this empty suit.
     
  14. Anonymous

    Anonymous Guest

    Dvorak fired Joe Cucolo?
     
  15. Anonymous

    Anonymous Guest

    Have no idea about being fired but he will not be president of sales after the merger
     
  16. Anonymous

    Anonymous Guest

    I was shocked when he got Pres of trauma ? Still party's hard and is an embarrassment to the professionals in this business.
     
  17. Anonymous

    Anonymous Guest

    I wonder if he and Merv are out trolling the streets of Warsaw right now. Dumb and Dumber part 3.
     
  18. Anonymous

    Anonymous Guest

    Just getting back to the original topic. Zimmer trauma is bad in Texas on a management level. There are a few 1099 Zimmer reps that do a respectable amount of biz in Texas ($500k+ plus) annually. Zimmer really has some outstanding trauma products, but has no clue how to sell and support the cases. Zimmer hires ex Synthes reps like Travis Ortega, etc. to try to "jump start" the business and it doesn't work. Any comments?
     
  19. Anonymous

    Anonymous Guest

    Zimmer Corporate Trauma management doesn't know how to manage sales people. Corporate Trauma field managers manage these direct reps from their cell phones, surfboards or standing at their kids soccer practices at 3:00 in the afternoon, thinking sales will just come. They send out monthly reports blathering about accountability and the need to demonstrate growth. Most direct reps have left within two years. They have no corporate strategy to grow trauma sales. They only see it as a "feet on the street" issue and sales still aren't growing. Zimmer needs an overhaul of corporate trauma management and field managers. Zimmer Trauma is challenged with Synthes/Stryker market share dominance, hospital systems wanting to limit vendors, product acceptance needing hosp. value analysis. In addition, product validation issues recently experienced with the FDA has compromised existing business and they've lost share. All this while listening to their Trauma President tell everyone how great he is.
     
  20. Anonymous

    Anonymous Guest

    its so interesting how many times you see a manager (President in this case) espouse the concept of trauma, selling skills, blah , blah , blah when they have never sold or sales managed. Maybe Nate should go incognito into trauma sales for 6 months and understand the issues .....or, maybe his new Biomet boss will teach him ??