Next time you want to do layoffs

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That's the beauty of hiring a scab.

On the downside, look at territories that have more CSO than legacy reps. CSO teams are doing much worse than districts with more legacy reps. Believe it or not, loyalty does say something....and it sells something too.
 






Anonymous said:
That's the beauty of hiring a scab.

On the downside, look at territories that have more CSO than legacy reps. CSO teams are doing much worse than districts with more legacy reps. Believe it or not, loyalty does say something....and it sells something too.
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Oh, get off the back of the CSO's and let them self destruct, run their course and help them when they leave. Any word on CSO turn over rate yet?
 












Clean out the fat at Ridgefield:

1. Look for "Empire Builders" that are more interested in looking busy than being effective. For example, those in the training department that purchase expensive third party training modules that have little to no bearing on field sales.

2. Make sure those that are impacting field sales by creating "Busy Work" are sent to the field once a month, or at least every other month so they get a feel for what is going on out there. No cherry picking! Make sure they visit all regions, not just 100 miles from Ridgefield.

3. Market Research: Start looking nationally, rather than locally. Develop a regional marketing focus that understands what works in Georgia or New Jersey might not work in the Rockies or elsewhere.

4. Encourage opinions. When employees become the devil's advocate, LISTEN!

5. Pretest! Marketing campaigns, Learning Modules, Sales Tactics, SFX, selling material, etc. Ask for unbiased feedback. Keep your ego out of the way. Don't just ask those that are killing their quota for opinions. They probably had one big win and it doesn't reflect on their marketing insight. (Sorry)

5. Have a critical test to pass regarding internal processes or large dollar purchases for the field. Example: Does it improve field efficiency, is it credible, does it have direct sales value, does it show physician benefit or patient benefit?
 












Anonymous said:
Clean out the fat at Ridgefield:

1. Look for "Empire Builders" that are more interested in looking busy than being effective. For example, those in the training department that purchase expensive third party training modules that have little to no bearing on field sales.

2. Make sure those that are impacting field sales by creating "Busy Work" are sent to the field once a month, or at least every other month so they get a feel for what is going on out there. No cherry picking! Make sure they visit all regions, not just 100 miles from Ridgefield.

3. Market Research: Start looking nationally, rather than locally. Develop a regional marketing focus that understands what works in Georgia or New Jersey might not work in the Rockies or elsewhere.

4. Encourage opinions. When employees become the devil's advocate, LISTEN!

5. Pretest! Marketing campaigns, Learning Modules, Sales Tactics, SFX, selling material, etc. Ask for unbiased feedback. Keep your ego out of the way. Don't just ask those that are killing their quota for opinions. They probably had one big win and it doesn't reflect on their marketing insight. (Sorry)

5. Have a critical test to pass regarding internal processes or large dollar purchases for the field. Example: Does it improve field efficiency, is it credible, does it have direct sales value, does it show physician benefit or patient benefit?
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Not much has changed in 13 years!
 


















anonymous said:
This! Such an unimpressive recycling of hacks in roles.
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Majority of the marketers in CT just spend time managing the agencies they work with. Why pay someone well over $200K plus VPR and benefits so they can spend more money recycling agency tactics with no real innovation.

Legal and compliance do have a necessary place. This industry is SO regulated. Both those functions keep reps out of trouble and help minimize risk of being sued. Or we could do those stupid corporate integrity agreement modules.
 












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