Ways to cut costs

[anonymous]

1. Eliminate DSM role, reps report to a regional. This will streamline communication which is very faulty currently as DSMs pick and chose how and when or whether to roll down corporate objectives anyway. Get rid of the middleman.

2. No field contacts. Use metrics and territory level surveys to check for message recall and effectiveness. These 2 alone give all the data necessary to adjust messaging or determine whether reps are working with impact.

3. Eliminate career ladder for "promotions", use it to strictly enhance financial opportunities for reps. Eliminate the "DSM career goal" and focus on building the most knowledgeable and effective sales teams possible. Eliminate time wasting initiatives to have "impact" in building out examples for "career ladder".

4. Build out customer disease state resources. Copd, diabetes, oncology. Representatives own space to deploy these resources. Thus building corporate and representative credibility as problem solvers with customer base.

5. Continue to offer 6 month rotation opportunities. Eliminate LEAP.

6. Have 1 well coordinated national sales meeting per division. Eliminate these regional and district mini meetings. Unify the directive and previous DSM selectivity of downstream execution.

7. Eliminate area managers. With no DSMs the span of control is lessened and the HR exposure reduced.
National sales director>Regional Director>representatives

8. Possibly consider making pharma sales a manufacturing representative role. Mfg reps are trusted to get the job done and are some of the best in sales.

 

[anonymous]

Lovely, but Pascal told the media that we will take a $1.5 billion (B) restructuring charge. Does your plan above save $1.5 billion?

 

[anonymous]

1. Eliminate DSM role, reps report to a regional. This will streamline communication which is very faulty currently as DSMs pick and chose how and when or whether to roll down corporate objectives anyway. Get rid of the middleman.

2. No field contacts. Use metrics and territory level surveys to check for message recall and effectiveness. These 2 alone give all the data necessary to adjust messaging or determine whether reps are working with impact.

3. Eliminate career ladder for "promotions", use it to strictly enhance financial opportunities for reps. Eliminate the "DSM career goal" and focus on building the most knowledgeable and effective sales teams possible. Eliminate time wasting initiatives to have "impact" in building out examples for "career ladder".

4. Build out customer disease state resources. Copd, diabetes, oncology. Representatives own space to deploy these resources. Thus building corporate and representative credibility as problem solvers with customer base.

5. Continue to offer 6 month rotation opportunities. Eliminate LEAP.

6. Have 1 well coordinated national sales meeting per division. Eliminate these regional and district mini meetings. Unify the directive and previous DSM selectivity of downstream execution.

7. Eliminate area managers. With no DSMs the span of control is lessened and the HR exposure reduced.
National sales director>Regional Director>representatives

8. Possibly consider making pharma sales a manufacturing representative role. Mfg reps are trusted to get the job done and are some of the best in sales.

Great plan bro

 

[anonymous]

Lovely, but Pascal told the media that we will take a $1.5 billion (B) restructuring charge. Does your plan above save $1.5 billion?

If you are making in the six figures and are eligible for a defined pension payout, then you are as good as gone. They are starting with administrative jobs, then management, and eventually down to the field sales personnel. It will be cuts in phases but the end result is a massive reduction and $1.5 billion in savings.

 

[anonymous]

Lovely, but Pascal told the media that we will take a $1.5 billion (B) restructuring charge. Does your plan above save $1.5 billion?

Well each district manager earns >$100,000. It is at least 1000 of them across therapeutic areas. That's 100 million dollars in base salary or more right there. That does not include:

Hard dollars:
Bonuses
Travel-meal expenses
Cars
Insurance
401k match

Soft dollars:
Poor planning and decision making around budget allocations

Poor execution of company objectives

Redundancy in job function compared to a regional director

Lost morale and productivity of selling teams when "managed" by unqualified micro-managers

Lack of contribution to selling efforts and market knowledge.

Ineffectively tasking teams to message or execute corporate objectives that are in opposition to local market needs. Just being a figure head with no thought.

Improperly positioning people to waste the time of peers with career ladder initiatives that have no value, but are only valuable for the regional exposure required for career ladder consideration.

 

[anonymous]

Anyone remember how much the last massive layoff allegedly saved?

 

[anonymous]

$1.5 b is a ton of money to spend for $1.1 b in savings! The math is pretty fuzzy but let's be honest, 1.1 b savings isn't 1,000 sales positions cuts. It's more like 5,000 cuts! That's around 50% of us sales!

 

[anonymous]

$1.5 b is a ton of money to spend for $1.1 b in savings! The math is pretty fuzzy but let's be honest, 1.1 b savings isn't 1,000 sales positions cuts. It's more like 5,000 cuts! That's around 50% of us sales!

Never happen. You guys are freaking out over nothing!

 

[anonymous]

Wow...are you in denial? 1.1 billion are big cuts and you think no one will be laid off?

 

[anonymous]

Never happen. You guys are freaking out over nothing!

Read what Pascal said. Seriously, don't you people understand? We are selling drugs to raise cash and prop up the revenue line. We have consolidated departments, eliminated buildings and now there is only one place left to cut costs in the amounts needed. Pascal said it himself, we will be cutting people. When he says raise cash to support a restructure, he means to pay separation pay for the masses. Just look at our stock price over that last 6 months.

 

[anonymous]

All these cuts and he still gets a $3million bonus

 

[anonymous]

1. Eliminate DSM role, reps report to a regional. This will streamline communication which is very faulty currently as DSMs pick and chose how and when or whether to roll down corporate objectives anyway. Get rid of the middleman.

2. No field contacts. Use metrics and territory level surveys to check for message recall and effectiveness. These 2 alone give all the data necessary to adjust messaging or determine whether reps are working with impact.

3. Eliminate career ladder for "promotions", use it to strictly enhance financial opportunities for reps. Eliminate the "DSM career goal" and focus on building the most knowledgeable and effective sales teams possible. Eliminate time wasting initiatives to have "impact" in building out examples for "career ladder".

4. Build out customer disease state resources. Copd, diabetes, oncology. Representatives own space to deploy these resources. Thus building corporate and representative credibility as problem solvers with customer base.

5. Continue to offer 6 month rotation opportunities. Eliminate LEAP.

6. Have 1 well coordinated national sales meeting per division. Eliminate these regional and district mini meetings. Unify the directive and previous DSM selectivity of downstream execution.

7. Eliminate area managers. With no DSMs the span of control is lessened and the HR exposure reduced.
National sales director>Regional Director>representatives

8. Possibly consider making pharma sales a manufacturing representative role. Mfg reps are trusted to get the job done and are some of the best in sales.

All of this makes way too much sense!
I say have 6 or 7 reps calling on the 20 or so docs that actually see us, promote ass kissers as managers, promote reps that lie good and kiss their dsms asses all awhile coming up with worthless busywork for us actually trying to sell. Promote reps that really can bs good to DSM, give them each 7 or 8 reps to do biweekly ride along and "coaching", pay them 150k or better.

You know like we have been doing
Wonder why we are having massive lay offs?