No disrespect to the new CEO, but he either got poor information, has no clue about calling on offices or is lying about 10 prescriber calls a day are an industry standard. I have talked to reps from other companies and on average, they are being asked to call on 6 to 8 providers a day. Some of these companies actually count MAs, RNs and office managers as legitimate calls that go towards those 6 to 8 calls.
The pressure being put on reps to get 10 prescriber calls a day here is getting ridiculous. Most of the reps I have talked to are in a panic trying to get these 10 prescriber calls in (veterans and new reps alike). The reality is on a good day, most reps can maybe get 6 or 7 prescriber discussions a day. I don't care how awesome your routing is or how well you know the offices, not all doctors or nurse practitioners are going to see us if we stop by the days they say they see reps. Life happens, like they are running behind or something unexpected comes up.
Pressuring reps to see 10 prescribers a day forces reps to rush through calls rather than have quality discussions and it could lead to reps rushing to other calls which could lead them to get speeding tickets or get into car accidents. All it takes is one rep to get in an accident and if that rep felt pressured to rush to offices which led to the accident, a lawsuit against the company is inevitable. I don't think our new CEO wants to be fighting off lawsuits because of pressure sales tactics are forcing employees to make questionable decisions under duress, leading to accidents.
Why can't the 10 calls a day include the entire office staff? Management is always preaching that we need to make a total office call with everyone in the office including the front desk. If they are so important, why can't we get credit for calling on them too as part of the 10 calls? Getting a doctor or nurse practitioner to write can include getting feedback from other staff we build trust with.
The bottom line is this 10 prescriber call a day is unrealistic. Nobody in management is willing to admit to the executives of Flamel that this is the case. Therefore, I am respectfully bringing the issue to a public forum where management and reps alike can see first hand that there is a real concern about this problem. I am hopeful that any management who is reading this consider bringing the issue up for discussion with the new executive leadership. Reps are worried and this pressure will only lead to reps making questionable decisions that could lead to some serious consequences. Take care.
The pressure being put on reps to get 10 prescriber calls a day here is getting ridiculous. Most of the reps I have talked to are in a panic trying to get these 10 prescriber calls in (veterans and new reps alike). The reality is on a good day, most reps can maybe get 6 or 7 prescriber discussions a day. I don't care how awesome your routing is or how well you know the offices, not all doctors or nurse practitioners are going to see us if we stop by the days they say they see reps. Life happens, like they are running behind or something unexpected comes up.
Pressuring reps to see 10 prescribers a day forces reps to rush through calls rather than have quality discussions and it could lead to reps rushing to other calls which could lead them to get speeding tickets or get into car accidents. All it takes is one rep to get in an accident and if that rep felt pressured to rush to offices which led to the accident, a lawsuit against the company is inevitable. I don't think our new CEO wants to be fighting off lawsuits because of pressure sales tactics are forcing employees to make questionable decisions under duress, leading to accidents.
Why can't the 10 calls a day include the entire office staff? Management is always preaching that we need to make a total office call with everyone in the office including the front desk. If they are so important, why can't we get credit for calling on them too as part of the 10 calls? Getting a doctor or nurse practitioner to write can include getting feedback from other staff we build trust with.
The bottom line is this 10 prescriber call a day is unrealistic. Nobody in management is willing to admit to the executives of Flamel that this is the case. Therefore, I am respectfully bringing the issue to a public forum where management and reps alike can see first hand that there is a real concern about this problem. I am hopeful that any management who is reading this consider bringing the issue up for discussion with the new executive leadership. Reps are worried and this pressure will only lead to reps making questionable decisions that could lead to some serious consequences. Take care.