Iroko future

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anonymous

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Honest feedback please..

Are things going to turn around or is this company in trouble? Some of us have had success and options to leave. I would appreciate rare honest opinions. Thank you in advance.
 






There really is not future because it is a company built for the 1990s. In today's world, no one is going to pay for drugs unless you have a new novel treatment or you've studied angainst the drugs you are trying to place. That doesn't exist in Iroko.

You only get one chance to launch a product, and this one failed. Without anything new, I don't know how things turn around.
 






Stupid answer - the guy who replied doesnt know what he is talking about. But sheer ignorance makes him think he knows what he is talking about - stupid stupid stupid people
 












anonymous said:
Stupid answer - the guy who replied doesnt know what he is talking about. But sheer ignorance makes him think he knows what he is talking about - stupid stupid stupid people
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Please enlighten me as to what is inaccurate - Is the company built off of anyone with current experience or are they GSK/ENDO castaways with dated experience?

Has the launch been a success, name a few products that have succeeded after early failure?

Is there any real compelling data that we can actually use to sell with, rather than hypothetical mumbo jumbo?
 






anonymous said:
Please enlighten me as to what is inaccurate - Is the company built off of anyone with current experience or are they GSK/ENDO castaways with dated experience?

Has the launch been a success, name a few products that have succeeded after early failure?

Is there any real compelling data that we can actually use to sell with, rather than hypothetical mumbo jumbo?
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Andrew sold stuffed derma
 






We might as well have tested Tivorbex against water. The trial was exceedingly short and the results are ambiguous at best. When Forest bought citalopram in the 90s, they knew they could show up in a crowded but novel market and buy the business. We are using ancient drugs in a generic market in the 21st century as the onus of care is being heavily shifted to the patient. Zorvolex is doing okay in about 1/3 of the US, and Tivorbex just sucks. I chalk up most Tivorbex sales to a hand full of drs who are going out of their way more than anything else. I would welcome an email explanation by anyone who can vigorously defend Irokos current business model. The logic may fall in line with the FDA and other regulatory body recommendations, but the payers aren't buying it. Our business model is about as practical as the Patis Accord. The ideas great, but good luck executing the plan.
 












anonymous said:
Tivorbex sales for July were $180k. Still early but don't see this being a winner.
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No wonder! Every one of the brightest minds in my area have taken a look and said the same thing, "No real medical need or advancement with this product, the data is just a ghost of success at best!" Will never prescribe it. Never"
 












anonymous said:
No wonder! Every one of the brightest minds in my area have taken a look and said the same thing, "No real medical need or advancement with this product, the data is just a ghost of success at best!" Will never prescribe it. Never"
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The concept is sound but I think Iroko failed to connect the dots with Tivorbex. Data says rheumatologists will use indomethacin up to 60 days. We need safety data for that long a period to justify the lower AEs. 48 hr safety data is laughable.
 






Coverage not as great as "old bosses" said, but new leadership gets that. Both products offer good options for patients. All day I hear about how well they work, and how well they tolerated. I sell based off that rather than just data and do fine. company seems to be getting smarter about coverage and pharmacy, got us out of tough areas and new programs coming to help us keep lost scrips. This just might work.
 












anonymous said:
Were those documented sales from script data, or shipments to wholesalers? There's a difference...
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I'm quoting monthly sales from IMS that are shipment to wholesaler. True there is a difference but I'm looking at it from a profitability perspective to Iroko. Either way, I think that this is not going to be a big winner. Can see it at $25-$30M annual (shipment to wholesaler) - may have profit if managed well but nothing to get excited about.
 












With this many layoffs, you would have to believe there are some internal defections, no?

What could be going on in training I'd there is no one to train?

So far as i can tell, management has not done a great job of taking feedback from the field. Organizations typically spent large somes of money on advisors, consultants, roundtables, etc, but ignore the best (free, at that) advice they could get, field intelligence. The home office is full of marketers and employees who have either never been in the field or who are so far removed from their field service that they are our of touch with today's challenges.
 






























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