UPCOMING PFIZER LAYOFFS TO BE MASSIVE!!!

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Nicholas Sparks had the "write" idea when he was a pharma rep from 1992-1997. He made a couple of quick calls, then spent the rest of his work days writing "The Notebook". Once that hit he got the hell out!!!
 




I’ve always thought we should have spun off some of our BUs like we did with Animal heath and Consumer health. They are not burdened by the high profile, expectations and the financial weight of a company that’s just too big to maximize profits for shareholders and needs of patients. I think they would be much more agile when it comes to meeting customers and shareholders needs/returns.
 




anonymous said:
I’ve always thought we should have spun off some of our BUs like we did with Animal heath and Consumer health. They are not burdened by the high profile, expectations and the financial weight of a company that’s just too big to maximize profits for shareholders and needs of patients. I think they would be much more agile when it comes to meeting customers and shareholders needs/returns.
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Then why don't you become CEO you moron!
 




anonymous said:
Nicholas Sparks had the "write" idea when he was a pharma rep from 1992-1997. He made a couple of quick calls, then spent the rest of his work days writing "The Notebook". Once that hit he got the hell out!!!
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OMG!!! I had know idea. I have read all his books and am a huge fan. What company did he rep for?
 








anonymous said:
Then why don't you become CEO you moron!
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I would love to have the opportunity to run things in a “slash and burn” environment. Cutting is easy, it doesn’t require a whole lot of thought. In most trades, demolition is generally the easier side of things. Building things, and growing, requires much more strategic thinking and planning. Over the last several years, I have observed more “demolition”…than “construction.”
 




anonymous said:
I would love to have the opportunity to run things in a “slash and burn” environment. Cutting is easy, it doesn’t require a whole lot of thought. In most trades, demolition is generally the easier side of things. Building things, and growing, requires much more strategic thinking and planning. Over the last several years, I have observed more “demolition”…than “construction.”
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After all of that, I was worried about getting the booster shot. I knew I needed it, but I know all vaccines have side effects. I sucked it up and got the booster anyway. The third one was rough. I lost feeling in half my face, my hair came out in clumps, my gums were bleeding, and I could hear the voice of satan in my bathroom. But, I'm so grateful I got the booster. The next day I got covid again. My left testicle doubled in size and I lost control of my bowels and motor functions, I just constantly flail and piss myself. Turns out I have long covid. It's a nightmare.
 




anonymous said:
I would love to have the opportunity to run things in a “slash and burn” environment. Cutting is easy, it doesn’t require a whole lot of thought. In most trades, demolition is generally the easier side of things. Building things, and growing, requires much more strategic thinking and planning. Over the last several years, I have observed more “demolition”…than “construction.”
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Were you here 15-20 years ago, when we had a clusters of reps (ostensibly) calling on each doc? No strategic thinking went into "Reach & Frequency" and "Share of Voice" tactic of sending armies of 20 and 30-somethings to sell Viagra and Lipitor or Celebrex and Zoloft. Ironically, many of us will soon be paying the price for a still-bloated field force and the lack of productivity from R&D.

Bottom line is that destruction is a short-term fix to a systemic problem.
 




Completely dismantle the company. Sell off assets that will not be in the 10 year plan to recoup $$$. Keep the ones that our going to be high revenue drivers in the future and silo them to operate as small biotech companies that have a P&L from top to bottom. In 10 years, we will be out of internal medicine and probably a few other specialties. I think this will force each business to recalibrate based on their P&L and reduce non revenue departments that really aren’t bringing in ROI. Legal, Marketing, Medical and Kam come to mind. Do we really need a legal person for each product? Do we need 20-30 marketing people for a BU? Do we really need KAMs for each BU? Each of these departments bring with them their own layers of management, budget and bureaucracy. On another note, do we really need all of these secondments? These are luxuries when a company is beating estimates and bringing value to stockholders. We aren’t in that position.
 




































anonymous said:
Dont look now, but reps in areas like Cleveland, Boston, Nashville, San Fran and the Bay Area, and throughout Wisconsin started that work stoppage movement several years ago. If you dont believe me, ask around.
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Who cares, the market is flooded with out of work sales reps, most of them probably now working retail.
 




anonymous said:
Who cares, the market is flooded with out of work sales reps, most of them probably now working retail.
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I've heard of a few deposed Pfizer RMs and State Managers that landed at Syneos, where a former Pfizer exec is running the company.
Contract sales is stressful and the pay is awful, but it's a job with familiar requirements: recite an approved detail during the 30 seconds while waiting for a signature. And trust me when I say that those Syneos people would donate a relative's organ to get a sweet gig like we've got here.
 




I feel sorry for the smattering of good people still sticking it out here. For the rest of the psychopaths and narcissists I feel nothing but contempt. The people at the top don't believe in human rights
 




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