Actually the "15er" is now, in the declining life cycle of Merck, the perfect Merck rep. They just don't know it.
Time was when Merck had a large portfolio of highly technical products, many in launch mode, it needed a highly skilled sales force who were adept at effectively communicating complex information to highly educated medical professionals. Merck's products no longer require that and the demographics of the sales force reflect it. After all, what, by now can a Merck rep tell a physician about Januvia that he hasn't already by now, eight years later, heard or read?
When it launched in late '07 it was a new novel therapy ( who had ever heard of an incretin?) for a complicated disease. Now, not so much. Merck is only interested in hanging on to, not growing market share and they are smart enough to have done the analytics to know were the bottom is before it ( soon) goes generic. Merck is already positioning itself in smaller ( like oncology) spaces were you need fewer reps. To maintain all you need is a few PCP reps ( who cares if they only work part time, in the grand scheme you're not paying that much any way) dropping a few samples and marketing materials, doing a few speaker programs and RFM's just to maintain visibility. From a legal standpoint you would like to minimize rep exposure anyway. They are a huge expense. They wreck their cars, lose their computers, speak off label, divert samples, break HIPPA rules, fudge policies, become whistleblowers. Hell, they mow down some little old lady in a medical center parking lot with their company cars because they were texting their manager. A reps expense and liability is sky high and their ROI is basement low. They sell nothing and everyone knows it. So if they go out 2-3 hours a day, 5 days a week ( magic " 15") drop some samples, products in the sample closets, " fly the flag " at a lunch, scatter some reprints and marketing material around, etc. well then, perfect! And they have to do this bare minimum ( it's all you really need anyway) because you have enforceable, unavoidable " metrics" ( sample deliveries, signatures, time stamps, receipts budgets, etc.) that the reps are responsible for. They reps themselves ( since they have been " dumbed down" with minimal technical and communication skills ) are easily disposable, replaceable ( I.E. CSO's) expendable. You can make any demands you want and foster any work environment you want as long as it's legal. You need well trained managers, HR, with minimum ancillary (IT, fleet etc.) and you just need to keep keep the ball rolling, you don't even need to push it that hard anymore ( about 15 hours per week, per rep, sounds about right) and you have almost endless resources to do it.
You 15ers are pawns, drones. 15 hours a week? It's about right for who you are and your limited capabilities, and if you put truth serum in Kenny he'd probably say he was happy with your limited efforts based on your limited skills. " Just get a sig. without losing your computer or wrecking your car. Good job!"
Long live the 15's.
Time was when Merck had a large portfolio of highly technical products, many in launch mode, it needed a highly skilled sales force who were adept at effectively communicating complex information to highly educated medical professionals. Merck's products no longer require that and the demographics of the sales force reflect it. After all, what, by now can a Merck rep tell a physician about Januvia that he hasn't already by now, eight years later, heard or read?
When it launched in late '07 it was a new novel therapy ( who had ever heard of an incretin?) for a complicated disease. Now, not so much. Merck is only interested in hanging on to, not growing market share and they are smart enough to have done the analytics to know were the bottom is before it ( soon) goes generic. Merck is already positioning itself in smaller ( like oncology) spaces were you need fewer reps. To maintain all you need is a few PCP reps ( who cares if they only work part time, in the grand scheme you're not paying that much any way) dropping a few samples and marketing materials, doing a few speaker programs and RFM's just to maintain visibility. From a legal standpoint you would like to minimize rep exposure anyway. They are a huge expense. They wreck their cars, lose their computers, speak off label, divert samples, break HIPPA rules, fudge policies, become whistleblowers. Hell, they mow down some little old lady in a medical center parking lot with their company cars because they were texting their manager. A reps expense and liability is sky high and their ROI is basement low. They sell nothing and everyone knows it. So if they go out 2-3 hours a day, 5 days a week ( magic " 15") drop some samples, products in the sample closets, " fly the flag " at a lunch, scatter some reprints and marketing material around, etc. well then, perfect! And they have to do this bare minimum ( it's all you really need anyway) because you have enforceable, unavoidable " metrics" ( sample deliveries, signatures, time stamps, receipts budgets, etc.) that the reps are responsible for. They reps themselves ( since they have been " dumbed down" with minimal technical and communication skills ) are easily disposable, replaceable ( I.E. CSO's) expendable. You can make any demands you want and foster any work environment you want as long as it's legal. You need well trained managers, HR, with minimum ancillary (IT, fleet etc.) and you just need to keep keep the ball rolling, you don't even need to push it that hard anymore ( about 15 hours per week, per rep, sounds about right) and you have almost endless resources to do it.
You 15ers are pawns, drones. 15 hours a week? It's about right for who you are and your limited capabilities, and if you put truth serum in Kenny he'd probably say he was happy with your limited efforts based on your limited skills. " Just get a sig. without losing your computer or wrecking your car. Good job!"
Long live the 15's.