Just like the Military

[Anonymous]

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

Don't have to get my intangibles straight....they are not "checked off" the way structure is. The intangibles vary from doc to doc, situation to situation. A solid business plan, or efficient routing or keen product knowledge will not assure you success. Good foundation, but much more is required, which has absolutely nothing to do with structure. So the argument that military = success in sales because they are disciplined and regimented falls short.

 

[Anonymous]

Think point is intangibles are something you cant rate. everyone has their own way of doing things.Managers cant expect you to be a copy of them. Their way is not your way with customers. No right way, no wrong way just do your job your way.

 

[Anonymous]

Think point is intangibles are something you cant rate. everyone has their own way of doing things.Managers cant expect you to be a copy of them. Their way is not your way with customers. No right way, no wrong way just do your job your way.

Exactly...which is why "competencies" should be tossed and measurement of performance should be based solely on the numbers.

 

[Anonymous]

Manager is NCM is full throttle!!..accounts roll their eyes when he leaves. He needs lessons on how to be a commanding military type.

 

[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.

Dear Arrogant Idiot,

You clearly have no first hand knowledge of today's modern military, as you spew venomous generalities seen in reliable sites like the Daily Kos.

The military is structured, but very definitely not executed by "well-conditioned automatons". You make references to "situation-specific manner" and yet fail to grasp what our brave, intelligent 19 year olds have to do to sort out threats while fighting an asymmetric war.

Do you have any idea what level of intelligence, decision-making, and technical proficiency it takes to operate a M1A1 Abrams tank? Do you think that the level of intelligence and proficiency of these brave people has ANY COMPARISON AT ALL to "practice detailing"?

Do you have any idea what level of intelligence, decision-making, and technical proficiency it takes to operate a Network Operations Center? Do you think that the level of intelligence and proficiency of these brave people has ANY COMPARISON AT ALL to "practice detailing"?

Finally, it is obvious that you have no sales experience outside of the joke known as pharma, as your screed is filled with meaningless buzzwords with no relevance to real sales.

I have NO DOUBT that I could take a random sample of junior NCOs from all branches, put them in band 4 positions in this stupid company, and have better results than we have today from a sales, ethics, intelligence, resilience, and culture perspective.

I rue the day that I involved myself in this miserable industry, populated with so many clueless, arrogant people like you.

 

[Anonymous]

Dear Arrogant Idiot,

You clearly have no first hand knowledge of today's modern military, as you spew venomous generalities seen in reliable sites like the Daily Kos.

The military is structured, but very definitely not executed by "well-conditioned automatons". You make references to "situation-specific manner" and yet fail to grasp what our brave, intelligent 19 year olds have to do to sort out threats while fighting an asymmetric war.

Do you have any idea what level of intelligence, decision-making, and technical proficiency it takes to operate a M1A1 Abrams tank? Do you think that the level of intelligence and proficiency of these brave people has ANY COMPARISON AT ALL to "practice detailing"?

Do you have any idea what level of intelligence, decision-making, and technical proficiency it takes to operate a Network Operations Center? Do you think that the level of intelligence and proficiency of these brave people has ANY COMPARISON AT ALL to "practice detailing"?

Finally, it is obvious that you have no sales experience outside of the joke known as pharma, as your screed is filled with meaningless buzzwords with no relevance to real sales.

I have NO DOUBT that I could take a random sample of junior NCOs from all branches, put them in band 4 positions in this stupid company, and have better results than we have today from a sales, ethics, intelligence, resilience, and culture perspective.

I rue the day that I involved myself in this miserable industry, populated with so many clueless, arrogant people like you.

OP here....agree poster you responded to was arrogant. I have no doubt whatsoever that mlitary are highly trained and highly proficient at what they do. Just question the relevance of that background in pharma. (A) ex-military have a lot of technical knowledge gone to waste once they cross over to the private sector. (B) the private sector needs much more than stucture and technical knowledge to thrive; i.e., what works in the battlefield may not work in the marketplace.

 

[Anonymous]

Reliability, follow-though and completing the mission with determination and accuracy are strenghts of all military. Needed in all companies but sorely lacking in most. Far above the competency lists.

 

[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.

Evaluations should be subject to peer review.

 

[Anonymous]

Evaluations should be subject to peer review.

You mean reps should evaluate each other? Oh yeah, that would work well. "Alliances" would back each other up, while ganging up on those not part of their clique.

If I had to do it over, I would never join a company that had more than one sales rep in a territory. I would also stay away from companies that do "field visits". Obviously, I wouldn't be in pharma. I would be with a company that believed in numbers speaking for themselves, and in treating employees as professional adults. So glad I am very near retirement.

 

[Anonymous]

You mean reps should evaluate each other? Oh yeah, that would work well. "Alliances" would back each other up, while ganging up on those not part of their clique.

If I had to do it over, I would never join a company that had more than one sales rep in a territory. I would also stay away from companies that do "field visits". Obviously, I wouldn't be in pharma. I would be with a company that believed in numbers speaking for themselves, and in treating employees as professional adults. So glad I am very near retirement.

Managers evaluations need change> high in bias and low on the real. New rankings put some major slackers and policy breakers S2, S3, all around high performers S1. Reps evaluate each other? Yes, no but they're in the know.

 

[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.

Are you one of those reps or managers who are poster boys/gals for sailing without sails. No wonder you cant weather the storms. Dont be surprised when you begin skinking fast. Even popeye knows better.

 

[Anonymous]

Are you one of those reps or managers who are poster boys/gals for sailing without sails. No wonder you cant weather the storms. Dont be surprised when you begin skinking fast. Even popeye knows better.

As I've said before and will reiterate again: I do sales analysis, I have an efficient routing, I have adequate product/competitive knowlege...so I am far from "sailing without sails". But I consider all those things a "given", not the essence of my being. My essence focuses on the subtleties and nuances of sales....which is the antithesis of robotic military. BTW, I am a multiple award winner, consistent performer year after year. Don't know where you got the idea that I can't weather storms...I thought military was better than making assumptions.

 

[Anonymous]

As I've said before and will reiterate again: I do sales analysis, I have an efficient routing, I have adequate product/competitive knowlege...so I am far from "sailing without sails". But I consider all those things a "given", not the essence of my being. My essence focuses on the subtleties and nuances of sales....which is the antithesis of robotic military. BTW, I am a multiple award winner, consistent performer year after year. Don't know where you got the idea that I can't weather storms...I thought military was better than making assumptions.

Yes SIR!. Sure sounds like you belong in a real selling job, not pharma...or maybe its just a big ego that sets you apart. Happy sailing.

 

[Anonymous]

No comparison! In the military supervisors are responsible for their people and they follow them! With Merck the managers do everything but supervise their people and then rank them in buckets at the end of the year, how do they friggin know? If RD's supervised their managers we'd have better managers quickly and if DM's (CTM's) managed the reps everything would work better! Mercks whole damn system is broken and if will not get fixed until Merck gets back to basics! Bring a serious business issue to your manager and see how long it takes to get resolved or if the manager even acknowledges the issue! Can you imagine a company doing reranking and placement with managers who've worked with the company or the reps in question for less than a year! Kinda makes you want to laugh your ass off if you didn't care about Merck! I cannot imagine what the 25+ year reps think about what's happened to the company that was once the pride of the industry and Americas most admired company for 7 years! Ha!

 

[Anonymous]

Yes SIR!. Sure sounds like you belong in a real selling job, not pharma...or maybe its just a big ego that sets you apart. Happy sailing.

Pharma is what you make it...and I sure make the most of it....always have, and always will. I have a healthy ego, thank you very much....just the right size....which is a component of the subtleties/nuances that I refer to. The last 25+ years have been a great ride. Looking forward to docking soon, with a fat 401K and pension awaiting me. Happy sailing to you as well.

 

[Anonymous]

Pharma is what you make it...and I sure make the most of it....always have, and always will. I have a healthy ego, thank you very much....just the right size....which is a component of the subtleties/nuances that I refer to. The last 25+ years have been a great ride. Looking forward to docking soon, with a fat 401K and pension awaiting me. Happy sailing to you as well.

Take another truck load away.............

 

[Anonymous]

No comparison! In the military supervisors are responsible for their people and they follow them! With Merck the managers do everything but supervise their people and then rank them in buckets at the end of the year, how do they friggin know? If RD's supervised their managers we'd have better managers quickly and if DM's (CTM's) managed the reps everything would work better! Mercks whole damn system is broken and if will not get fixed until Merck gets back to basics! Bring a serious business issue to your manager and see how long it takes to get resolved or if the manager even acknowledges the issue! Can you imagine a company doing reranking and placement with managers who've worked with the company or the reps in question for less than a year! Kinda makes you want to laugh your ass off if you didn't care about Merck! I cannot imagine what the 25+ year reps think about what's happened to the company that was once the pride of the industry and Americas most admired company for 7 years! Ha!

OP here...my "just like the military" thread was intended to highlight how we've evolved from being a sales organization to one that is mired in processes, most of which are ineffective to boot. Let reps sell is all I'm saying. The sales profession has been around long before "competencies" and "S rankings" were discovered. Such structure just gets in the way, making us actually less successful. While the military benefits from structure, I argue that sales does not. Yes there is some "crossing t's" and "dotting i's" that must be done (routing, sales analysis, etc.), but being micromanaged, teleconferenced to death, instructed on how to sell (i.e., "NCM"), is NOT conducive to sales. Just think..."NCM", "competencies", "S rankings"' were not needed when pharma was a proud place to be many years ago. The seasoned reps know all this. They're an independent bunch with good work ethic, who don't need their hands to be held, but rather, need to be cut loose to "do their thing", letting the numbers speak for themselves. At least that's how it always was...and it was a beautiful thing. Too bad that model has gone the way of the dinosaur.

 

[Anonymous]

Take another truck load away.............

Where would you like it? Front yard or back?

 

[Anonymous]

OP here...my "just like the military" thread was intended to highlight how we've evolved from being a sales organization to one that is mired in processes, most of which are ineffective to boot. Let reps sell is all I'm saying. The sales profession has been around long before "competencies" and "S rankings" were discovered. Such structure just gets in the way, making us actually less successful. While the military benefits from structure, I argue that sales does not. Yes there is some "crossing t's" and "dotting i's" that must be done (routing, sales analysis, etc.), but being micromanaged, teleconferenced to death, instructed on how to sell (i.e., "NCM"), is NOT conducive to sales. Just think..."NCM", "competencies", "S rankings"' were not needed when pharma was a proud place to be many years ago. The seasoned reps know all this. They're an independent bunch with good work ethic, who don't need their hands to be held, but rather, need to be cut loose to "do their thing", letting the numbers speak for themselves. At least that's how it always was...and it was a beautiful thing. Too bad that model has gone the way of the dinosaur.

Ideal sales job is a non-NCM and S-tigmaless. Freedom to work without a competency handbook in your back pocket!

 

[Anonymous]

As I've said before and will reiterate again: I do sales analysis, I have an efficient routing, I have adequate product/competitive knowlege...so I am far from "sailing without sails". But I consider all those things a "given", not the essence of my being. My essence focuses on the subtleties and nuances of sales....which is the antithesis of robotic military. BTW, I am a multiple award winner, consistent performer year after year. Don't know where you got the idea that I can't weather storms...I thought military was better than making assumptions.

And our name is King of Arrogance...full of BS... obnoxious....take you essense and nuance yourself to the next layoff line... with everyone else.