Great question! Here is my solution. TAM's work in the field based on multiple factors. 1. What is the national, regional, and local government guidance regarding vendors calling on customers. 2. Is the customer willing to meeting with you face to face. 3. Families with children who are being home schooled( because schools are not allowing face to face learning) be allowed leeway. Must I point out that we are dealing with a situation that has caused the entire world to shut down. No call metrics at this time, PERIOD! We are under a global and national pandemic!! Sorry, but the morons who cam up with this should be fired on the spot!
The business model of our company is such that chronic medications continue to be prescribed and filled at the pharmacy. In other words, we remain profitable. Very very profitable! Now, if you would like to furlough or lay off reps, that is certainly an option. Not necessary but an option. If that occurs there is a trickle up effect. What would RSDs do? AVPs? VPs? Might as well furlough them as well as they have no one to manage. As has been said before, reps are a very necessary evil in the pharmaceutical industry. But, if you want to lay us off, go for it! Personally, I would begin to have discussions with individuals who are 59+. Offer them a severance package they can't refuse. 2 years salary. Get's most of those individuals to social security age of 62. This would free up cash flow and offer stability to the rest of the organization. I would also look to get rid of rouge and inept sales leaders. This would be the perfect time for that. So there is my solution. The only problem is that it makes too much sense. Our company seems to always choose a more complicated way of conducting business. It's GSK after all, what else would you expect?