I don't think the job has ever been better explained than by this explanation. The Drs. hate the manager ride alongs because what we are forced to do. There is very little job satisfaction any more. Do yourself a favor and take a different route. Pharma is dying if not dead already. Everyone is miserable just trying to hold on to their jobs but Icahn will take of our jobs ultimately.
Thanks! And that may be the most recognition I've received since starting with the company. Forgot to mention the ride alongs and monthly reviews in writing and signed after each ride along.
To the original poster: make your own choice, do so wisely and most importantly following any gut feelings you may have. From my experience my gut was definitely saying no, while my head was saying this is a no brainer. I felt compelled to reply to your post because I would have appreciated that insider take on things in advance of my decision.
Additionally, some things to consider before making a decision in either direction:
1) the territory; how many positions within it are filled and if there are vacancies how long have they been open and why, the tenure of the reps, the size of the territory (11+ calls daily is difficult to manage over long distances when calling on only company designated target A prescribers while going out of your way for breakfasts, lunches, etc.), the income demographics of the territory (rural areas have better access to prescribers, but the patients may be more likely to reject meds over $4), the rep turnover history. How is Bystolic performing? Ask about current and previous quartiles along with previous and current president's club rankings. Are the president's club team mates still a part of the pod? These people help leverage relationships for newer members of the team.
2) Management; how many years has the DM been in his/her position and how did they get into the position?*Within the pods, how many reps has the interviewing DM turned over versus his/her counterpart DM? The counterpart DM's tenure? What is his/her expectation for daily activity (breakfast, lunch, afternoon coffee, hyper frequenting offices, getting to each target A with less focus of meals/activities)? What is the expectation for growth personally and professionally? How much time do you have to establish yourself within the territory?
3) Why doesn't Forest hire former displaced pharma reps? These people often have good relationships within their former territories, yet the company focusses almost exclusively on pharma rep "wanna be's." Could it be that veterans would be quickly disgruntled with activity expectations that are *approximately 40% greater and with substantially less income than previous positions? "Bad habits" as an excuse only goes so far.
4) Ask about or look beyond Forest's pipeline. Yes, it's relatively solid, but losing Lexapro (which put Forest on the map in a major way) in the first 3 months of 2012 and the marketing has already ceased. Namenda goes generic in 2015. But beyond product you have to read the news about Forest's dealings with the government over its thyroid medication and the off label conversations that are still haunting the company legally. The Feds are currently demanding that the CEO step down in order to do business with medicare and Medicaid.*Also read up on Carl Icahn - a large percentage share holder that threatens to get control of the board of directors. In other companies where he's done this he has essentially dismantled the company to drive up the stock value for share holders. It comes at a cost of human capital that Forest has yet to endure. And sadly enough each pharma company has followed similar evolutionary patterns of efficiency. Why does each territory have 4 PCP reps and 2 specialty reps calling on more or less the same physicians?
Best of luck to you!
