Please Separate Fact From Fiction For Me

[Anonymous]

I keep reading this and everything is getting clearer. I predict that BV will be going to a distributor type model., like all our competitor ( if not sold). After the CRMs are loaded and some deals are made. Each RVP would be responsible for each area of distributors.
And it all makes too much sense not to.

So far off base.....they wouldn't be consolidating IR to grab notes if this was their master plan.

 

[Anonymous]

Agreed. The ultimate blunder will always be the fact that BV hired a 3rd RVP bean counter after cutting revenue producers. I doubt anybody could really explain that one. Some of those territories remain in the tank and haven't recovered.

And that 3rd RVP is useless to the business and is putting everyone on PiP's. I know a friend who worked with him at JNJ and he did the same thing. Manages with a machete

 

[Anonymous]

And that 3rd RVP is useless to the business and is putting everyone on PiP's. I know a friend who worked with him at JNJ and he did the same thing. Manages with a machete

I cannot believe he is still here. It really worries me if the company believes PD and JS are the right people for the job.

 

[Anonymous]

So far off base.....they wouldn't be consolidating IR to grab notes if this was their master plan.

Sure they could. Distributer reps would still process their orders through a central ordering department (IR). I am not talking about a "retail model", like your local DME Box. I am talking about a model like the majoritiy of RECON reps use to have. 1099 distributor reps.
Think about the savings BV would have. No healthcare insurance, no commissions on non-revenued orders, no expense reimbursements. Just pay everyone a flat commission. Utilize IR to process orders. Reps sell and fit.

OR

Option 2: Go the retail distributor route. Contract with someone like Hangar (which are in every town). Still have reps, but fewer, to drive business and have a company like Hangar process the orders and fit patients.

Too much liability with direct sales force and if you do the Math, it's very expensive when EW could be making more to add to the bottom line.


There's also a "Less rep model" to consider. All orders processed through IR via App or Portal from the clinic. Patient contacted by customer service rep. Order is shipped with instructions. If patient has difficulty they can contact customer service for a walk through fitting via telephone. If patient still has difficulty send a rep. 1-3 reps per state making sales calls and trouble shooting. No more than 150 reps.

 

[Anonymous]

I think the App or Portals for DME is forward thinking. The office can check insurance box and a pop up comes up with policies and what qualifies. Office then check off a LOMN, CMN and upload am riot and notes.
Sales would decrease but so would overhead. Just have 1-3 reps per state calling on prescribers. All calls to patients and shipments done by customer service.

 

[Anonymous]

And that 3rd RVP is useless to the business and is putting everyone on PiP's. I know a friend who worked with him at JNJ and he did the same thing. Manages with a machete

We have a lot of bottom feeders that have not been at least 85% to Exogen quota in two years. Sorry, but they need to go.

 

[Anonymous]

We have a lot of bottom feeders that have not been at least 85% to Exogen quota in two years. Sorry, but they need to go.

This post was either from PD, JS or KH. If they were real leaders and had veteran talented reps below 85% of plan but had experiences success in the past that would listen, develop and motivate these people after uncovering what's changed. The strategy to "motivate" people by the west 2 RVP's is put everyone and anyone on a plan. Absurd and shoes a lack of true ability an leadership.

 

[Anonymous]

Yes putting sales people on plans seems to be easier than fixing the root of the Regions problem. Also company needs to eat some loses, cease these hyper quotas and come up with some additional revenue strategies ( new studies, new products).
Tired of the sales force being blamed for their mistakes and lack of leadership.

 

[Anonymous]

Guys listen up....all this complaining...you have to realize this company DOES NOT CARE. They don't care if you stay and they don't care if you leave. Stop trying to make an old dog run. Either deal with it or MOVE on.

 

[Anonymous]

True. They would rather have a new crop of reps who do not know any better. Run them hard for 5 years and start the cycle all over again.
There is no career future here any way. Who wants to be schlepping bone stimulators, and chasing quotas, and for the rest of their working career ?

Independent or working for a larger company that advances careers is the way to go.

It's too bad they never hired RVPs from the group of talented DOSs thAt they have. To many of us that was a critical mistake.

 

[Anonymous]

True. They would rather have a new crop of reps who do not know any better. Run them hard for 5 years and start the cycle all over again.
There is no career future here any way. Who wants to be schlepping bone stimulators, and chasing quotas, and for the rest of their working career ?

Independent or working for a larger company that advances careers is the way to go.

It's too bad they never hired RVPs from the group of talented DOSs thAt they have. To many of us that was a critical mistake.

It's a boys club here- its not about talent- its about quid pro quo. Those are the kind of people who are getting promoted and why this place has turned into a dump.

 

[Anonymous]

It's a boys club here- its not about talent- its about quid pro quo. Those are the kind of people who are getting promoted and why this place has turned into a dump.

True. An outside management team has definitely reduced morale to an all time low.
How and WHY did this even happen? And how does the VP of HR continue to hold Her spot in all this?

 

[Anonymous]

This post was either from PD, JS or KH. If they were real leaders and had veteran talented reps below 85% of plan but had experiences success in the past that would listen, develop and motivate these people after uncovering what's changed. The strategy to "motivate" people by the west 2 RVP's is put everyone and anyone on a plan. Absurd and shoes a lack of true ability an leadership.

Exactly! Why are they below 85% to plan? Ever care to ask or listen? THAT is what is missing from our leadership team. Dictatorship always leads to a sinking ship- management 101.

 

[Anonymous]

Their reply would be because you are not calling on many of your customers. And that in order to expand your REACH we must do the 3E's (get ready)

So they think that by making the administrative tasks more EFFICIENT, reps will be ENABLE to have more EFFECTIVENESS in the selling process.

Just like the FED EX guys, you will be monitored in increasing E3.

 

[Anonymous]

This post was either from PD, JS or KH. If they were real leaders and had veteran talented reps below 85% of plan but had experiences success in the past that would listen, develop and motivate these people after uncovering what's changed. The strategy to "motivate" people by the west 2 RVP's is put everyone and anyone on a plan. Absurd and shoes a lack of true ability an leadership.

JS and PD in leadership is like watching clowns having coffee break. They never interact or care about to talk to the reps. JS manages behind a computer. You will see in Dallas- the only people they talk to are themselves over fishing. Nice boat PD

 

[Anonymous]

I have warned my clinics about "outside callers" such as an inside Sales Person calling them.
They laughed and said we are wasting our time and resources because they will never get through to the right people. Calls are forwarded to voicemail and any unknown callers are considered soliciters and get erased. Good luck with email because if it is from a company, it is considered SPAM and gets deleted.

The only way to sell to a medical clinic is through a LIVE rep who makes physical calls and has relationships Many companies, including pharmaceutical companies have tried "customer service" or "inside reps" and it has FAILED. Now we get to watch this fail at Bioventus.

 

[Anonymous]

JS and PD in leadership is like watching clowns having coffee break. They never interact or care about to talk to the reps. JS manages behind a computer. You will see in Dallas- the only people they talk to are themselves over fishing. Nice boat PD

Ok I have to ask: where did you see clowns taking a coffee break?

 

[Anonymous]

Perhaps there is a reason why they don't want to engage with the sales force. I think I'd feel a little guilty about getting a job that I didn't earn through one of my "buddies" who was canned.

 

[Anonymous]

I interviewed for a senior level sales position with BV earlier this week. After the interview, I was excited about the possibility of joining the company, but the next day I met a former member of the BV management team who was interviewing for a position with my current company. She cautioned me about potentially joining the organization based on a number of different factors.

She told me the there was a complete overhaul of senior management ever since EW took over management from S&N. She said the company had terminated a CEO, 2 VPs of sales, 2 RVPs of sales (1 U/S, 1 other), several directors of sales, a director of sales support, a large number of sales reps, a VP of marketing, several directors of marketing, a CFO, a controller, several members of the finance team, two VPs of payer relations, an interim head of payer relations, several payer relations managers, a VP of r&d, several r&d directors. She also mentioned they were thinking about getting rid of the sales force and going to a distributor model and were looking at outsourcing a number of the support functions although she wasn’t’ specific about the particular areas. She also said all of this had happened within a two year window and those people who were fired without cause were not given the severance packages they were promised with S&N (1 month for every year of service). If this last item is true, I hope someone will confirm it for me, so I won’t waste any more time. If you fire people without cause, you have a moral obligation to do what you promised!!!

Initially I thought all of this surely couldn’t be true, but then I started reading this board, and a lot of it appears to be factual. She mentioned the only two members of senior management who were still in their positions were the VPs of HR and IT. With all of this said, can someone tell me if there is any stability in this company? If all of this is true, it makes the company look like a train wreck. Surely all of these people could not have been incompetent or immoral or lazy, right?

Next I was told there were no new products and the U/S product was extremely difficult to sell. I was told non-sales management had no clear understanding of just how different the sales conversation for U/S was compared to the other two products. I was also told the internal reimbursement group had a very adversarial relationship with the sales team. Based on what I’ve read on this board the sales quotas for U/S are probably unrealistic and it sounds like EW is going to refuse to acquire any new products unless U/S meets/beats quota. The last time I checked sales is the lifeblood of any business and based on what I’m reading on this board it sounds like both sales leadership and your executive team are somewhat clueless.

Finally, I can’t imagine any possible scenario where EW has increased the long-term value of this company for any type of potential sale. It sounds like EW is stripping all costs to maintain the bottom line for a potential sale, but don’t they realize any potential buyer will discover all of the above during the due diligence process and will then walk away unless the business is being unloaded at a bottom feeder price? Surely your current CFO and CEO aren't this dumb and shortsighted, are they?

With all of this said, can somebody please separate the fact from the fiction for me concerning the above statements? I don’t know that the company will call me back for the next round of interviews, but I would still appreciate a timely response so if I do receive a call, I can respond appropriately.

I went back and re-read the original post. This person was spot on about oh so many things. At the end of the day, those people who have failed at leadership (TB, DP, and LAS at the senior level) and their incompetent lackeys (I'm looking at you PS and PD) should be the ones being fired. I wonder on a daily basis how long EW will continue to buy their song and dance. They are the ones who are the problem -- not the 'old' S&N leadership team, not the sales force, and not the support functions other than H/R. I'm going to go and update my resume now.

 

[Anonymous]

I went back and re-read the original post. This person was spot on about oh so many things. At the end of the day, those people who have failed at leadership (TB, DP, and LAS at the senior level) and their incompetent lackeys (I'm looking at you PS and PD) should be the ones being fired. I wonder on a daily basis how long EW will continue to buy their song and dance. They are the ones who are the problem -- not the 'old' S&N leadership team, not the sales force, and not the support functions other than H/R. I'm going to go and update my resume now.

Word is Tony is afraid to pull the trigger on Leighann...too much dirt under the carpet.