just dont get it

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Anonymous

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Why don't they understand that all the conference calls and pharmacy calls in the world won't make a difference in how 23 is doing? I understand at first the benefit of pharmacy calls. Now when I go in the pharmacists just "light up". And by that I mean they tell me they are going outside to take a cigarette break. My partner and I have probably between us made over 2000 pharmacy calls now and they are getting tired as hell of seeing us. Please put an end to this.

And btw how about the lame ass pharmacy conference call. What a waste of time.
 






Anonymous said:
Because they can't and won't admit their own incompetence and will never admit they are WRONG!
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What Eisai is doing right now with all the paperwork, reports, conference calls, etc. reminds me of a case study we did during my business masters program (yes, I took a little poetic license but you'll get the point) :

Two companies enter a panic mode due to sudden cash flow or leadership problems, here are the two most common choices they make to "fix" the dilemma:

OPTION 1. Be candid and inform employees all the way to the bottom of the issues faced by the company and potential steps that may need to be taken. Involve everyone in the solution process, compliment and encourage them throughout the process. Those at the top MUST show subordinates that they will endure even greater pain and sacrifice, or no one will buy in to any solutions. Result: money saved by trimming ALL areas for net affect. Employees stay loyal and those displaced are open to returning if/when needed saving training costs.


OPTION 2. Pull out all the stops on every employee by auditing every possible aspect of their daily work life. Question everything as if any mistake made was intentional and fraud was their motive. Force rank you team and pit them against each other when possible. Use all tactics to thin force by attrition and/or back fill with younger, less expensive employees that you can turn and burn. Result: Money saved buy trimming 70% or more at the non-management level. Leaves key people that contributed to original problem in place for a repeat performance. Morale in the lower rank is greatly diminished or dead.



Hmmmm, Which route did Eisai chose?????
 









Anonymous said:
What Eisai is doing right now with all the paperwork, reports, conference calls, etc. reminds me of a case study we did during my business masters program (yes, I took a little poetic license but you'll get the point) :

Two companies enter a panic mode due to sudden cash flow or leadership problems, here are the two most common choices they make to "fix" the dilemma:

OPTION 1. Be candid and inform employees all the way to the bottom of the issues faced by the company and potential steps that may need to be taken. Involve everyone in the solution process, compliment and encourage them throughout the process. Those at the top MUST show subordinates that they will endure even greater pain and sacrifice, or no one will buy in to any solutions. Result: money saved by trimming ALL areas for net affect. Employees stay loyal and those displaced are open to returning if/when needed saving training costs.


OPTION 2. Pull out all the stops on every employee by auditing every possible aspect of their daily work life. Question everything as if any mistake made was intentional and fraud was their motive. Force rank you team and pit them against each other when possible. Use all tactics to thin force by attrition and/or back fill with younger, less expensive employees that you can turn and burn. Result: Money saved buy trimming 70% or more at the non-management level. Leaves key people that contributed to original problem in place for a repeat performance. Morale in the lower rank is greatly diminished or dead.



Hmmmm, Which route did Eisai chose?????
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To say that Eisai choose option 2 is an understatement, great post.
 



Anonymous said:
What Eisai is doing right now with all the paperwork, reports, conference calls, etc. reminds me of a case study we did during my business masters program (yes, I took a little poetic license but you'll get the point) :

Two companies enter a panic mode due to sudden cash flow or leadership problems, here are the two most common choices they make to "fix" the dilemma:

OPTION 1. Be candid and inform employees all the way to the bottom of the issues faced by the company and potential steps that may need to be taken. Involve everyone in the solution process, compliment and encourage them throughout the process. Those at the top MUST show subordinates that they will endure even greater pain and sacrifice, or no one will buy in to any solutions. Result: money saved by trimming ALL areas for net affect. Employees stay loyal and those displaced are open to returning if/when needed saving training costs.


OPTION 2. Pull out all the stops on every employee by auditing every possible aspect of their daily work life. Question everything as if any mistake made was intentional and fraud was their motive. Force rank you team and pit them against each other when possible. Use all tactics to thin force by attrition and/or back fill with younger, less expensive employees that you can turn and burn. Result: Money saved buy trimming 70% or more at the non-management level. Leaves key people that contributed to original problem in place for a repeat performance. Morale in the lower rank is greatly diminished or dead.



Hmmmm, Which route did Eisai chose?????
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Great post. The only positive move I saw coming from HO was the bonus adjustments that just took place. Hopefully, they will not stop there in restoring confidence in the ranks. The earning vs. estimates for next quarter (Q1, 2011) are down almost 50% from the current quarter, and our stock is down 47% from its 52 week high. You can expect things to come to a head quite quickly next year, and I cannot see them just keeping head counts the same. Let's be honest, the new Aciphex formulation is DOA unless they price it at $30 or less. No formulary is going to pay over $100 for a PPI regardless of the benefits.

My guess is that Eisai will continue with option 2 from the prior post rather than being honest with us.
 






Anonymous said:
They should do what Kapidex did. Yes, they were giving it away but they have succeeded.
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Look, I'm not wearing rose colored glasses here, and agree Eisai has some serious managment issues, but the characterization above is very one-sided. Lonnel stood in front of everyone in November (in WCL) and chose option #1. Every knows (or should know) that a good number of people sink or swim with the results of Eritoran, A23 and A-ER. Eisai is down a Billion dollars over thext year or two with the loss of Aricept/Aciphex. This is public information and NOT a management secret.

Just like in sports, all one can do is focus on the things you can control (quality/cost control). Have a back up plan, but keep your eye on the ball. You're either part of the solution or part of the problem. I know some folks that are ensuring that they are on the chopping block with all their negativity. Yes, I work in the home office and there is just as much negativity in WCL. Really, though, I do believe in self-fulfilling prohesies. We're all on the same team here, whether you want to believe it or not.
 



Anonymous said:
Great post. The only positive move I saw coming from HO was the bonus adjustments that just took place. Hopefully, they will not stop there in restoring confidence in the ranks. The earning vs. estimates for next quarter (Q1, 2011) are down almost 50% from the current quarter, and our stock is down 47% from its 52 week high. You can expect things to come to a head quite quickly next year, and I cannot see them just keeping head counts the same. Let's be honest, the new Aciphex formulation is DOA unless they price it at $30 or less. No formulary is going to pay over $100 for a PPI regardless of the benefits.

My guess is that Eisai will continue with option 2 from the prior post rather than being honest with us.
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Agreed. It will continue to be a living hell at this God forsaken company.
 



Anonymous said:
Look, I'm not wearing rose colored glasses here, and agree Eisai has some serious managment issues, but the characterization above is very one-sided. Lonnel stood in front of everyone in November (in WCL) and chose option #1. Every knows (or should know) that a good number of people sink or swim with the results of Eritoran, A23 and A-ER. Eisai is down a Billion dollars over thext year or two with the loss of Aricept/Aciphex. This is public information and NOT a management secret.

Just like in sports, all one can do is focus on the things you can control (quality/cost control). Have a back up plan, but keep your eye on the ball. You're either part of the solution or part of the problem. I know some folks that are ensuring that they are on the chopping block with all their negativity. Yes, I work in the home office and there is just as much negativity in WCL. Really, though, I do believe in self-fulfilling prohesies. We're all on the same team here, whether you want to believe it or not.
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Very interesting post, and informative. More needs to change here than just putting people on the chopping block.
 



"Never tell people how to do things. Tell them what you want and they will surprise you with their ingenuity." - General George S. Patton.

A quote specifically meant to boost morale from a man who chased the Germans through North Africa and Europe with a bunch of farmboys, high school dropouts, and recent college grads in WWII. Even General Patton knew that every person strives to achieve a goal in a different way. Think about the fact that you are in a much more "friendly fight" and are backed by BA's, BS's, MBA's, and decade upon decade of pharmaceutical sales experience. Yet, Eisai has still decided to go for option 2. One can only assume that their goal is not a more productive future from the staff currently on hand, but rather a different sales future from a "slimmer" sales force. Good luck.
 



Anonymous said:
Look, I'm not wearing rose colored glasses here, and agree Eisai has some serious managment issues, but the characterization above is very one-sided. Lonnel stood in front of everyone in November (in WCL) and chose option #1. Every knows (or should know) that a good number of people sink or swim with the results of Eritoran, A23 and A-ER. Eisai is down a Billion dollars over thext year or two with the loss of Aricept/Aciphex. This is public information and NOT a management secret.

Just like in sports, all one can do is focus on the things you can control (quality/cost control). Have a back up plan, but keep your eye on the ball. You're either part of the solution or part of the problem. I know some folks that are ensuring that they are on the chopping block with all their negativity. Yes, I work in the home office and there is just as much negativity in WCL. Really, though, I do believe in self-fulfilling prohesies. We're all on the same team here, whether you want to believe it or not.
Click to expand...

It is true that LC stated what public already know: the loss of billion dollars due to the loss of Aricept and Aciphex. However, it is not honest to confront the issues; rather it is hiding behind the obvious and denied the public the ackownlegement. The true issue is the competency which is very much lacking. No one has taken responsibilities of failing to develop new drugs, secure good business deal, keeping incompetent people, etc. I have never heard from LC on how to resolve the issues. His head should be on the chopping block.
 



Anonymous said:
"Never tell people how to do things. Tell them what you want and they will surprise you with their ingenuity." - General George S. Patton.

A quote specifically meant to boost morale from a man who chased the Germans through North Africa and Europe with a bunch of farmboys, high school dropouts, and recent college grads in WWII. Even General Patton knew that every person strives to achieve a goal in a different way. Think about the fact that you are in a much more "friendly fight" and are backed by BA's, BS's, MBA's, and decade upon decade of pharmaceutical sales experience. Yet, Eisai has still decided to go for option 2. One can only assume that their goal is not a more productive future from the staff currently on hand, but rather a different sales future from a "slimmer" sales force. Good luck.
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Excellent post and so true. They seem to be afraid of us as individuals and want cookie cutter approaches across territories and reps as a whole.
 



Anonymous said:
It is true that LC stated what public already know: the loss of billion dollars due to the loss of Aricept and Aciphex. However, it is not honest to confront the issues; rather it is hiding behind the obvious and denied the public the ackownlegement. The true issue is the competency which is very much lacking. No one has taken responsibilities of failing to develop new drugs, secure good business deal, keeping incompetent people, etc. I have never heard from LC on how to resolve the issues. His head should be on the chopping block.
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I second the motion. Off with LCs head.
 






When a situation like # 2 occurs, it is because those in charge really don't have the answer and they don't have the experience or trust to take a chance on people. The industry is going heavily towards micromanagement so it comforts them knowing everyone else is doing it. Its a shame no one has the balls to not follow the other lemmings. By making everyone track list after list, after list, it allows them to show their superiors the "plans" they have in place. If the field force doesnt not meet these "expectations" they can easily blame the field force. They preserve their jobs and the sales people will suffer.
 



Anonymous said:
It is true that LC stated what public already know: the loss of billion dollars due to the loss of Aricept and Aciphex. However, it is not honest to confront the issues; rather it is hiding behind the obvious and denied the public the ackownlegement. The true issue is the competency which is very much lacking. No one has taken responsibilities of failing to develop new drugs, secure good business deal, keeping incompetent people, etc. I have never heard from LC on how to resolve the issues. His head should be on the chopping block.
Click to expand...

Off with his head.
 



Anonymous said:
Look, I'm not wearing rose colored glasses here, and agree Eisai has some serious managment issues, but the characterization above is very one-sided. Lonnel stood in front of everyone in November (in WCL) and chose option #1. Every knows (or should know) that a good number of people sink or swim with the results of Eritoran, A23 and A-ER. Eisai is down a Billion dollars over thext year or two with the loss of Aricept/Aciphex. This is public information and NOT a management secret.

Just like in sports, all one can do is focus on the things you can control (quality/cost control). Have a back up plan, but keep your eye on the ball. You're either part of the solution or part of the problem. I know some folks that are ensuring that they are on the chopping block with all their negativity. Yes, I work in the home office and there is just as much negativity in WCL. Really, though, I do believe in self-fulfilling prohesies. We're all on the same team here, whether you want to believe it or not.
Click to expand...

I am glad LC chose option one for the people at WCL, but that speech did not trickle down to the sales force. For those of us in the field we are being told that the reason sales are down is because of us. This fact has been driven home starting with OB saying we are not making the same sacrifices as HO management, and that we just need to follow a new call panel of targets. The numerous reports and heavy handed disciplinary tactics are what we see on a daily basis. We have not heard anyone from HO tell us that they make mistakes or misjudged how well the market would accept A23. From where we stand, option 2 is far more accurate representation.
 






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