Orocam

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Nothing new here. It is a me-too product that is actually less convenient to administer than the market leader. Sure, I can spin it like everyone else, but there are very few real compelling stories to make a vet prescribe it over something they have used for years.
 
























This division is such a joke. It is a revolving door in the home office. It's bad enough dealing with the sh*t remotely, but if I had to see these "leaders" on a daily basis...I would have quit two years ago when sjc came over. And, at this point, the expectation is that the product will fail. That will justify layoffs of up to 1/3 of sales. They can turn around and put some of those financial resources into developing a distribution incentive program that actually incentivizes the dsr's to move product. It would be the best thing for the company's bottom line. Lower guaranteed outlays, same potential revenues. We will never be able to develop clinic relationships like distribution can. Relationship selling works for the anesthesia and fluid therapy product lines, but it is worthless with orocam. They don't see any difference because there isn't any difference. If we have to beat them over the head to remember that one owner who had trouble with rimadyl, it is not a problem. If their initial reaction isn't, "this is great. I have to tell x about this", then good luck...they're not on board. So so so looking forward to the day tomorrow...what fun.
 






Anonymous said:
at this point, the expectation is that the product will fail....

... Relationship selling works for the anesthesia and fluid therapy product lines, but it is worthless with orocam....

...They don't see any difference because there isn't any difference....

...If their initial reaction isn't, "this is great. I have to tell x about this", then good luck...they're not on board....
Click to expand...

It all sounds so much like Glycoflex, Vectra 3D and all the other hair-brained me-too products that this desperate bunch of ex-medical misfits has cobbled together instead of doing some honest R&D to create a product that actually fills a need.

Nope, fuck that, let's hammer a square peg into a round hole.

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I don't know why everyone is worried about anything. We have one of the best leadership teams there is anywhere. Just because they don't have industry experience doesn't mean they aren't great.
 


















Anonymous said:
Nothing new here. It is a me-too product that is actually less convenient to administer than the market leader. Sure, I can spin it like everyone else, but there are very few real compelling stories to make a vet prescribe it over something they have used for years.
Click to expand...

As a rep, it is your job to SELL! That is why we pay you!!!
 












Typical management response. You all preach the OZ principle, but I doubt any of you have even read past the second chapter. If you had, you would realize that your blatant disregard for any accountability is completely opposite of the book's premise.

YOUR job is to:
1) thru R&D release products that are able to fill a void in the market
2) develop marketing strategies to support the value of the product to the customer and end user
3) be willing and able to spend the necessary money to provide marketing materials that will enable the reps to properly brand the product in offices
4) be willing and able to change tactics if the initial launch is not successful
5) provide leadership and feedback to the reps that is not derogatory, condescending, or "borderline" harassment
6) be willing and able to listen to the feedback from reps without responding with asinine comments such as "it's your job to sell. that's what we pay you for."
7) listen to the reps that are consistently unhappy with their manager. if you have an entire team that would name their manager as the reason why they would quit/leave...it would not be an assumption to think that there is a reason for that.
8) pay attention to the feedback of the DSR teams. it is not just the AAH reps that are telling you that there is little to no interest in stocking another me-too nsaid...it is the people with the best relationships that have beat you over the head with it. pay attention.
9) when a product is sucking wind, you do not allow manufacturing issues to halt any small amount of forward progress. that is simply inexcusable. your reps were already being told to "shut up about orocam" and now they have to deal with the recall? and, just as an fyi, a voluntary recall does not make you look better. the entire market knows that if the product had been flying out of offices that this voluntary recall would never have happened. everyone realizes that it was a chance to regroup without admitting faults in marketing.
10) your job is to create a culture. I don't think it comes as a shock to anyone that the AAH culture is one of intimidation, condescension, and a belief that management considers the field reps to be completely replaceable.

This is a sinking ship. Unfortunately, this is not a ship that is helmed by a leadership team that would go down with the ship. They will be the first to jump ship when the water starts coming in too fast to bail. The OZ principle be damned. They are looking out for themselves first.
 












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