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anonymous said:
Not sure if I agree with all the words, but the alcohol has to stop. At meetings, it should be a two drink maximum. This is a work meeting, not your free time to act like a fool.
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All descriptions fit and fit well to the prior post. I’d add “non-accountability” (FRM’s), “intimidation” (management at all levels).
 






anonymous said:
Genentech was an amazing company for many years. I was glad to be part of the good times. We had great camaraderie, we worked hard and got rewarded for it. I really miss those times. Over the last couple of years there was a fear factor that creeped in. Hard working folks began to second guess things, slackers started to slack harder and the atmosphere became tense. There was an element of mistrust from the top down and the good times were starting to erode. After 15+ years, I was let go. I was ok with that. I'm taking some time to reflect and look for a new opportunity like the one I had 15 years ago. The economy is good and I'm confident there are other great companies out there that are looking for folks like me and some of you. For now, I'm chillin' for a few months. Good luck to everyone!
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Well said! This is the Genentech I knew and at least we had what some never have in their careers; a company with vision that hired the best people. If you'd been at Big Pharma for too long you weren't even considered which kept the quality high and the BP idiocy low. Too bad BP hacks have been allowed in for the past few years. That was the beginning of the end of Herb & Bob's vision. Thanks for the memories and friendships. Good luck, all!
 






anonymous said:
Well it was a tough meeting due to colleagues being displaced and some not even there to celebrate their successes. Sad, but we will get through this. Really if you are not happy then look somewhere else and be positive. I doubt you will find another company like Genentech. It has changed but still a decent company.
Good luck.
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FRM value depends on franchise-and individual FRMs. I have noticed that the good FRMs are consistently overlooked by leadership. They slowly change and become less helpful by doing projects and focusing on internal customers...then get promoted. If the FRM is focused on external customers, it is the death of him/her.
 






anonymous said:
FRM value depends on franchise-and individual FRMs. I have noticed that the good FRMs are consistently overlooked by leadership. They slowly change and become less helpful by doing projects and focusing on internal customers...then get promoted. If the FRM is focused on external customers, it is the death of him/her.
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and equally so....if a CS is focused on internal customers, they get promoted. If a CS is focused on external customers, it is the death of him/her. That's just one reason why our sales reps are not competitive or the most respected in the industry.
 






anonymous said:
Wow! Someone has an issue with FRM team I guess. Want to elaborate?
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As a matter of fact I do. I’ve had an FRM that does not return calls, makes little effort to be proactive, responds to customer issues at their own whim (to the point that the customer has said twice that they prefer to work with the competitor’s FRM as he is proactive). It’s been this way for 3 years. Providing year end feedback hasn’t made a difference and their manager is not holding them accountable. I’m losing business as the competition is taking advantage of this and consistently is more responsive. The system is broken here and we will not make it right
 






Haha if youre losing business based on reimbursement thats your fault. You clearly haven't convinced, hence sold, the customer on the benefits of the product over the competitor. Dont give me nonsense ,as drugs in a class are usually reimbursed the same. Sales people, and i one of them, are always looking to pass blame and make excuses for their own failures.
 






anonymous said:
and equally so....if a CS is focused on internal customers, they get promoted. If a CS is focused on external customers, it is the death of him/her. That's just one reason why our sales reps are not competitive or the most respected in the industry.
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This is very true. I realized too late that my biggest customers are my manager, RSD and NSD. However, if a CS is truly focused on their field based customers they really don't have time to do projects, fly to SSF for meetings, and kiss up to RSD and NSD. If the COS is aways in a GNE meeting in SSF or another city, who is calling on their field based customers?
 






We have a CS in Florida that hasn't worked in the field in months but, is on every project available and plays RPM sometime. He/She is doing well with numbers, DM loves him. Should be promoted soon.
 






anonymous said:
This is very true. I realized too late that my biggest customers are my manager, RSD and NSD. However, if a CS is truly focused on their field based customers they really don't have time to do projects, fly to SSF for meetings, and kiss up to RSD and NSD. If the COS is aways in a GNE meeting in SSF or another city, who is calling on their field based customers?
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Such a shame...just one reason why DNA is on a downward trajectory. Sales and field activity are not appreciated by management. The occasional milk run seems to suffice. Not going to cut it in the coming environment.
 






anonymous said:
Haha if youre losing business based on reimbursement thats your fault. You clearly haven't convinced, hence sold, the customer on the benefits of the product over the competitor. Dont give me nonsense ,as drugs in a class are usually reimbursed the same. Sales people, and i one of them, are always looking to pass blame and make excuses for their own failures.
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And you know jack shit about my customer’s needs. What I do for them is above and beyond what I should be and still am held back by reimbursement issues that I’m not able to help with because a lazy ass FRM can’t get out their own way. This has to do with customers having a constant turnover of billing personnel due to inept hiring. End result is regular need for training on access solutions, coding and related issues that I’m not allowed to do. When the competition is viewed as the stronger resource due to their responsiveness, what the fuck do you suggest I do?
 






anonymous said:
And you know jack shit about my customer’s needs. What I do for them is above and beyond what I should be and still am held back by reimbursement issues that I’m not able to help with because a lazy ass FRM can’t get out their own way. This has to do with customers having a constant turnover of billing personnel due to inept hiring. End result is regular need for training on access solutions, coding and related issues that I’m not allowed to do. When the competition is viewed as the stronger resource due to their responsiveness, what the fuck do you suggest I do?
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360s every year by EVERY member of the team for ALL managers and ALL support roles - NOT just the members of the team that are chosen by their buddies. Alot would be uncovered if GNE cared enough to employ this policy. Bad actors would be outed and, hey, production might increase. Genius....
 






anonymous said:
360s every year by EVERY member of the team for ALL managers and ALL support roles - NOT just the members of the team that are chosen by their buddies. Alot would be uncovered if GNE cared enough to employ this policy. Bad actors would be outed and, hey, production might increase. Genius....
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Bad idea, very bad idea! 360s only used to identify those not drinking the kool-aid and to black ball them. It’s an old C suite management trick that’s been used for years to make the ranks think they’re valued and being heard. And I don’t even work for GNE.
 
























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