Just like the Military

[Anonymous]

Working for Merck is like being in the military...why don't we call S1, S2 and S3 "private", "major", and "general"? May as well, since the focus on these designations is so overt. Way too much emphasis on rank and structure.

Schering, too, had "levels", but the focus was never on what level a rep was at. In fact, nobody knew what level anybody was (which was for the best). The focus was always, as it should be, on the NUMBERS! Only objective measures of performance works in sales. Once you inject "competencies" and managers assessments in these areas...that will only serve to demotivate.

 

[Anonymous]

Working for Merck is like being in the military...why don't we call S1, S2 and S3 "private", "major", and "general"? May as well, since the focus on these designations is so overt. Way too much emphasis on rank and structure.

Schering, too, had "levels", but the focus was never on what level a rep was at. In fact, nobody knew what level anybody was (which was for the best). The focus was always, as it should be, on the NUMBERS! Only objective measures of performance works in sales. Once you inject "competencies" and managers assessments in these areas...that will only serve to demotivate.

Gee I want to rank up to general as fast as a lot of privates did! What kind of army is this.

 

[Anonymous]

And the Regions made sure to send out all the rankings right after the meetings to make all the S1's feel like crap. Great Motivation. What a joke. The favorites got the higher rank and the hard working grunts got the lower rank of S1 Private. Nice Job - Merck.

 

[Anonymous]

Don't insult the military, an organization that has leaders, values candid feedback, takes care of the troops, and executes effectively, by comparing it to Merck.

There is no comparison.

 

[Anonymous]

No comparison is right. Not the way of the military.

Rare day to see soldiers downranked S style. Earned years and stripes out the window? Not a decision taken lightly and never decided on by one low ranking officer.

 

[Anonymous]

Nowhere near the military. First off, how many fatass managers could lead a platoon in the military? Ugh, Lt Fatass Manager, would you put down your powdered doughnut and lead us into battle?

2nd, military is big on character and telling the truth...how many managers/directors/VPs/etc. do you think are actually telling the truth on matters that aren't 'above the fray?' At least less than 25% I'm guessing.

Tell me I'm wrong. What other job could be this vulgar?

 

[Walking Eagle]

Reps = enlisted: pvt, cpl, sgt
managers= officers: lt, capt, major
Home office= senior officers: col, generals

 

[Anonymous]

only analagy that works is: I'd frag my manager if we were in a combat zone.

 

[Anonymous]

Don't insult the military, an organization that has leaders, values candid feedback, takes care of the troops, and executes effectively, by comparing it to Merck.

There is no comparison.

OP here....comparison was not meant as an insult to the military (who do what they do well and are admired for it). Rather, it was to highlight the similiarities in terms of the use of "titles" as well as being a highly structured, regimented environment....none of which is conducive for success in sales. Running the field force like an army of soldiers won't result in market share growth.

 

[Anonymous]

OP here....comparison was not meant as an insult to the military (who do what they do well and are admired for it). Rather, it was to highlight the similiarities in terms of the use of "titles" as well as being a highly structured, regimented environment....none of which is conducive for success in sales. Running the field force like an army of soldiers won't result in market share growth.

100% wrong. Not leaving stones unturned, analysis; regular call patterns, structure; and ability to work with order, regiment. These are ranked among top requirements in any sales organization. Same reasons why pharma seeks out ex-military for sales jobs. Look around at high counts of ex-military here and in all of pharma. Soldiers have the ability to follow an order and compete a mission. Self disciplined to work alone or as a member of a squard or platoon team. Without these nothing is accomplished and defeat is guaranteed.

 

[Anonymous]

It's amazing how any rep who works at Merck more than 3 months can still consider themselves to be doing sales. Do yourself a favor and quit deluding yourselves.

 

[Anonymous]

I agree, the only similarity to the military are the ranks, otherwise there is no discipline, no management credibility, no order, no sense of teamwork, no winning attitude, no pride. THe doughnut reference is funny, management are similar to a local fat ass small town cop. Pfizer used to hire all military and no they are gonna suck wind when their drugs go generic.
Either way, all the upper management has no respect for sales and that is not a good thing.

 

[Anonymous]

100% wrong. Not leaving stones unturned, analysis; regular call patterns, structure; and ability to work with order, regiment. These are ranked among top requirements in any sales organization. Same reasons why pharma seeks out ex-military for sales jobs. Look around at high counts of ex-military here and in all of pharma. Soldiers have the ability to follow an order and compete a mission. Self disciplined to work alone or as a member of a squard or platoon team. Without these nothing is accomplished and defeat is guaranteed.

What you describe is so robotic. Of course there needs to be analysis (i.e., who do I call on and what do I sell against) as well as a routing that must be executed....DUH! All of that is the easy part! What differentiates one rep from another is the ART of sales....that which is unmeasurable, intangible...the ex-military can check off every box but in the end sell nothing if they are nothing but robots.

 

[Anonymous]

Working for Merck is like being in the military...why don't we call S1, S2 and S3 "private", "major", and "general"? May as well, since the focus on these designations is so overt. Way too much emphasis on rank and structure.

Schering, too, had "levels", but the focus was never on what level a rep was at. In fact, nobody knew what level anybody was (which was for the best). The focus was always, as it should be, on the NUMBERS! Only objective measures of performance works in sales. Once you inject "competencies" and managers assessments in these areas...that will only serve to demotivate.

Subjective means room for error and personal interpretation. Sort of like someone asking how is your marriage? You may know its good, but it may not look that way to them on a particular day. A subjective measure can have a high degree of bias (I may want to break you two up so I can have an advantage). And so it goes. I'll rely on the calculator and other measures that are tangible and guaranteed to be real.

 

[Anonymous]

What you describe is so robotic. Of course there needs to be analysis (i.e., who do I call on and what do I sell against) as well as a routing that must be executed....DUH! All of that is the easy part! What differentiates one rep from another is the ART of sales....that which is unmeasurable, intangible...the ex-military can check off every box but in the end sell nothing if they are nothing but robots.

Duhhhh. Ex-military have long record of success in sales. Maybe selling powders puffs is different, you need to know how to talk about the art of toiletries.

 

[Anonymous]

Duhhhh. Ex-military have long record of success in sales. Maybe selling powders puffs is different, you need to know how to talk about the art of toiletries.

The "long record" of success in sales by ex-military is nothing more than a generalization you are making....where is the study you conducted to back up your statement? Hope you are selling your products better than this.

BTW, the "art of sales" has nothing to do with WHAT you are selling (i.e., powder puffs or perfume), but HOW you are selling. But I guess that could be a problem for the black and white, nothing is gray ex-miilitary.

 

[Anonymous]

Art of sales = massage it, look interested, smile or be pensive, throw in a few compliments, sing the praises of value and benefit and close the deal. Black and white it, grey it, pink and blue it, just sell it is the art of sales. Who can do, who can't do it depends of more than one single method of action. Military or bohemian the style is all yours. No one way is the way.

 

[Anonymous]

What you describe is so robotic. Of course there needs to be analysis (i.e., who do I call on and what do I sell against) as well as a routing that must be executed....DUH! All of that is the easy part! What differentiates one rep from another is the ART of sales....that which is unmeasurable, intangible...the ex-military can check off every box but in the end sell nothing if they are nothing but robots.

Ex-military have a record with pharma because they bring structure and results. A long history. Get your intangibles straight...if you can....geeez.

 

[Anonymous]

only analagy that works is: I'd frag my manager if we were in a combat zone.

I might do the same without the combat zone part.

 

[Anonymous]

The military has a long success in using humans as well-conditioned automatons. If the sales rep position is basically robotic and needs no high level of training, skills, or thinking outside the box, use a military-style sales force. If the model requires dealing with individuals in a more situation-specific manner, this model does not work as well one based on hiring and getting the most out of those that are talented at rapid adaptation and creativity. Not sure where the biz is headed but I bet electronic media would pull most of the weight if the automaton stuff is where the demand is. The problem with that approach is the burden that its simultaneous transparency brings. Pharma sales needs human reps to avoid prefect transparency. The sales patterns for blockbusters suggests that prescribing decisions are based on more than just the cold facts.