Path Inc

Quote
You must be kidding. MM at Path Inc is hated by his sales crew. The guy is a nasty dictator who's never at the lab, never in the field, has no prospective connections to help foster big deals, doesn't teach strategy, objection concepts, or test education. VD won't be able to grow Path Inc. with MM running Sales. There's been no new sales growth, this guy is the perfect example of how not motivate a team of Sales Reps. to sell. It's all about making him feel powerful. This jack off sits at home and denies supplies, adjustments, and anything else he decides based on his idiotic thinking that in the big picture doesn't save money when you consider the cost and time he's taken from the Rep., himself for his little power trip when he could actually be doing something productive like bringing in real dollars, and keeping the Sales Rep. focused on something other than selling and bringing in new business. All the while sitting on his ass at home. On second thought he should fit in just fine at LCA!
 






anonymous said:
You must be kidding. MM at Path Inc is hated by his sales crew. The guy is a nasty dictator who's never at the lab, never in the field, has no prospective connections to help foster big deals, doesn't teach strategy, objection concepts, or test education. VD won't be able to grow Path Inc. with MM running Sales. There's been no new sales growth, this guy is the perfect example of how not motivate a team of Sales Reps. to sell. It's all about making him feel powerful. This jack off sits at home and denies supplies, adjustments, and anything else he decides based on his idiotic thinking that in the big picture doesn't save money when you consider the cost and time he's taken from the Rep., himself for his little power trip when he could actually be doing something productive like bringing in real dollars, and keeping the Sales Rep. focused on something other than selling and bringing in new business. All the while sitting on his ass at home. On second thought he should fit in just fine at LCA!
Click to expand...

Boy, you are bitter, aren't you? MM is far from hated, he's stuck by his best reps for years and they've stuck by him. And he has done more for the company than you can wrap your (clearly, big) head around. His management is the furthest from dictatorship as can be. VD won't be able to grow Path Inc with MM running sales? Check your facts. Because that's exactly what's been happening. Quite successfully, I might add. Also, what do you suggest he should keep the Sales Reps focused on besides selling and bringing in new business? They are SALES REPS. This was the dumbest statement ever.
Get over yourself.
 












anonymous said:
You must be kidding. MM at Path Inc is hated by his sales crew. The guy is a nasty dictator who's never at the lab, never in the field, has no prospective connections to help foster big deals, doesn't teach strategy, objection concepts, or test education. VD won't be able to grow Path Inc. with MM running Sales. There's been no new sales growth, this guy is the perfect example of how not motivate a team of Sales Reps. to sell. It's all about making him feel powerful. This jack off sits at home and denies supplies, adjustments, and anything else he decides based on his idiotic thinking that in the big picture doesn't save money when you consider the cost and time he's taken from the Rep., himself for his little power trip when he could actually be doing something productive like bringing in real dollars, and keeping the Sales Rep. focused on something other than selling and bringing in new business. All the while sitting on his ass at home. On second thought he should fit in just fine at LCA!
Click to expand...
 






anonymous said:
You must be kidding. MM at Path Inc is hated by his sales crew. The guy is a nasty dictator who's never at the lab, never in the field, has no prospective connections to help foster big deals, doesn't teach strategy, objection concepts, or test education. VD won't be able to grow Path Inc. with MM running Sales. There's been no new sales growth, this guy is the perfect example of how not motivate a team of Sales Reps. to sell. It's all about making him feel powerful. This jack off sits at home and denies supplies, adjustments, and anything else he decides based on his idiotic thinking that in the big picture doesn't save money when you consider the cost and time he's taken from the Rep., himself for his little power trip when he could actually be doing something productive like bringing in real dollars, and keeping the Sales Rep. focused on something other than selling and bringing in new business. All the while sitting on his ass at home. On second thought he should fit in just fine at LCA!
Click to expand...


Everyone has points that can use improvement, but your argument sounds like nothing but sour grapes. The points that you are making sound more like inadequacies in your abilities than constructive, or warranted, grievances. Much of what you reference as MM's managerial downfalls are basics of sales 101, things that PI probably assumed you could figure out on your own without hand holding; figuring out strategy, objection concepts, or fostering big deals.

Also, I must agree with one of the commenters above; the greatest, idiotic statement in your rant is insinuating that MM should be "keeping the Sales Reps focused on something other than selling and bringing in new business." Do you even understand his role or, better yet, how business works?

Obviously, things didn't work out so well for you at PI or you're there now with dismal performance #'s. In either case, you've made it abundantly clear that the issue isn't MM or management; it's your dumb ass.
 






anonymous said:
Everyone has points that can use improvement, but your argument sounds like nothing but sour grapes. The points that you are making sound more like inadequacies in your abilities than constructive, or warranted, grievances. Much of what you reference as MM's managerial downfalls are basics of sales 101, things that PI probably assumed you could figure out on your own without hand holding; figuring out strategy, objection concepts, or fostering big deals.

Also, I must agree with one of the commenters above; the greatest, idiotic statement in your rant is insinuating that MM should be "keeping the Sales Reps focused on something other than selling and bringing in new business." Do you even understand his role or, better yet, how business works?

Obviously, things didn't work out so well for you at PI or you're there now with dismal performance #'s. In either case, you've made it abundantly clear that the issue isn't MM or management; it's your dumb ass.
Click to expand...

I’m not the original poster, but have to jump in.

“The points that you are making sound more like inadequacies in your abilities than constructive, or warranted, grievances. Much of what you reference as MM's managerial downfalls are basics of sales 101, things that PI probably assumed you could figure out on your own without hand holding; figuring out strategy, objection concepts, or fostering big deals.”

A good sales leader doesn’t assume his or her reps never need help with objections, strategy and especially fostering big deals. Fostering big deals (by definition) means that a sales leader gets involved. I’ve worked for both big and small labs and big deals need to be championed by sales leaders and the laboratory management team.

“Also, I must agree with one of the commenters above; the greatest, idiotic statement in your rant is insinuating that MM should be "keeping the Sales Reps focused on something other than selling and bringing in new business.

I’m not sure what this poster meant either, but I have a feeling it was the result of a poorly constructive sentence. I find it hard to believe any sales rep that VD and MM hire don’t know this is what a sales leader does. If this is the case, then VD and MM did a poor job in their selection process.

I guess the question is, why have they failed so far? They wanted to build this up and sell it by now. Is VD giving MM too much time? Will replacing him at this point even help, or is it too late?
 






I too don't work at this lab or any lab, but I am in the industry selling medical equipment. I'm laughing reading these responses. I don't understand the west coast, but it appears to me the responses were from the same person. This board is a hoot!
 






anonymous said:
I’m not the original poster, but have to jump in.

“The points that you are making sound more like inadequacies in your abilities than constructive, or warranted, grievances. Much of what you reference as MM's managerial downfalls are basics of sales 101, things that PI probably assumed you could figure out on your own without hand holding; figuring out strategy, objection concepts, or fostering big deals.”

A good sales leader doesn’t assume his or her reps never need help with objections, strategy and especially fostering big deals. Fostering big deals (by definition) means that a sales leader gets involved. I’ve worked for both big and small labs and big deals need to be championed by sales leaders and the laboratory management team.

“Also, I must agree with one of the commenters above; the greatest, idiotic statement in your rant is insinuating that MM should be "keeping the Sales Reps focused on something other than selling and bringing in new business.

I’m not sure what this poster meant either, but I have a feeling it was the result of a poorly constructive sentence. I find it hard to believe any sales rep that VD and MM hire don’t know this is what a sales leader does. If this is the case, then VD and MM did a poor job in their selection process.

I guess the question is, why have they failed so far? They wanted to build this up and sell it by now. Is VD giving MM too much time? Will replacing him at this point even help, or is it too late?
Click to expand...


MM does help all his reps with "Big deals" and creates strategic partnerships to bring value. The laboratory MGMT team at PI does get involved in these deals.

MM hasn't failed, he's been extremely successful in leading the sales team. The numbers do all the talking....
 






anonymous said:
MM does help all his reps with "Big deals" and creates strategic partnerships to bring value. The laboratory MGMT team at PI does get involved in these deals.

MM hasn't failed, he's been extremely successful in leading the sales team. The numbers do all the talking....
Click to expand...

Dear VD,
Saying it doesn't make it real.
 






anonymous said:
Boy, you are bitter, aren't you? MM is far from hated, he's stuck by his best reps for years and they've stuck by him. And he has done more for the company than you can wrap your (clearly, big) head around. His management is the furthest from dictatorship as can be. VD won't be able to grow Path Inc with MM running sales? Check your facts. Because that's exactly what's been happening. Quite successfully, I might add. Also, what do you suggest he should keep the Sales Reps focused on besides selling and bringing in new business? They are SALES REPS. This was the dumbest statement ever.
Get over yourself.
Click to expand...

Please stop taking credit for things like the WCCL merger. You had nothing to do with it. Since then numbers have been flat.
 


































































Top Bottom
Back
Quote