What to expect the next 2 years

[Anonymous]

Expect a world of shit and stress every time you have to fly to a meeting! How stupid is a company that can't get ordering airline tickets right, screws up the whole process and then tells employees not to seek assistance? We were a hell of a lot better off using "Rosetooth Travel" than with this bullshit system! Merck must have hired all third grade computer people because nothing seems to work well and there is always a 'glitch' in the system! Have never been associated with a POS like this one, wonder why anyone would trust our research if it's managed by the same group of idiots! Sounds a lot like the 'In it to win it minute'!

 

[Anonymous]

Expect a world of shit and stress every time you have to fly to a meeting! How stupid is a company that can't get ordering airline tickets right, screws up the whole process and then tells employees not to seek assistance? We were a hell of a lot better off using "Rosetooth Travel" than with this bullshit system! Merck must have hired all third grade computer people because nothing seems to work well and there is always a 'glitch' in the system! Have never been associated with a POS like this one, wonder why anyone would trust our research if it's managed by the same group of idiots! Sounds a lot like the 'In it to win it minute'!

I am all for saving money where it is appropriate. But over the years it is becoming counter-productive to use low-cost travel providers that make the reps do all the booking without flexibility and any deviation means the threat to have to get approved by the senior management. So people have to fly out at (I am exaggerating) 3 am to get the cheapest seat the morning of the meeting. Then they wonder why you are not "up to the game" at breakout sessions or the evening event when you are already up for 16 or 20 hours. Or the director who was angry because he wanted to start a meeting at 3 pm and half of the people could not make it into town on time with the weather.

 

[Anonymous]

I am all for saving money where it is appropriate. But over the years it is becoming counter-productive to use low-cost travel providers that make the reps do all the booking without flexibility and any deviation means the threat to have to get approved by the senior management. So people have to fly out at (I am exaggerating) 3 am to get the cheapest seat the morning of the meeting. Then they wonder why you are not "up to the game" at breakout sessions or the evening event when you are already up for 16 or 20 hours. Or the director who was angry because he wanted to start a meeting at 3 pm and half of the people could not make it into town on time with the weather.

Really a dull headed choice to have travel meetings during the winter. Duhhhhhhhh, every hear of waiting till blizzard period is over?

 

[Anonymous]

Just read the article below from Bloomberg News regarding Ken Frazier's comments to investors in January 2011. Bascially, more reps will be cut in the U.S. by 2013 and more reps will be hired overseas for emerging markets. US reps are basically going to be replaced by e-detailing and rent-a-reps.



Merck Reduces Developed-Market Sales Force by a Third
By Tom Randall - Jan 11, 2011 11:30 AM CT
inShare.0More
Business ExchangeBuzz up!DiggPrint Email .Merck & Co. Chief Executive Officer Kenneth Frazier said the company reduced its sales force in developed markets by 32 percent in 2010, while building up the staff in China, Brazil and Russia.

The combined global sales force decreased 12 percent from 2009, Frazier told investors at the J.P. Morgan Healthcare Conference in San Francisco. Emerging market drug sales will be responsible for more than 25 percent of the company’s pharmaceutical and vaccine revenue in 2013, from about 18 percent now, he said.

Merck, based in Whitehouse Station, New Jersey, bought Schering-Plough Corp. for $49 billion in November 2009 to add products and expand in emerging markets. Merck has said it’s on schedule to cut 15,000 jobs from the combined workforce and close facilities to save $3.5 billion in annual costs by 2012.

“Our goal is to be as strong in emerging markets as we are globally,” Frazier said at the conference. “We’re No. 2 globally, but No. 5 in the emerging markets.

“In China, the leader of the market has about 3 percent of the market share, so the winners haven’t been determined,” Frazier said.

Merck has said it’s reducing the number of salespeople who visit physicians’ offices. The company is facing generic competition by 2013 for medicines with more than $8 billion in annual sales. Last year, the drugmaker lost exclusivity for blood-pressure pills Cozaar and Hyzaar with combined 2009 sales of $3.6 billion.

To contact the reporter on this story: Tom Randall in New York at trandall6@bloomberg.net.

To contact the editor responsible for this story: Reg Gale at rgale5@bloomberg.net.
.

 

[Anonymous]

Will Sales Representatives remain safe until Anaceptrapib makes it to market? Will there be more layoffs or will field based employees remain safe? I'm wondering what others are thinking. Should a Sales Rep be looking at new opportunities or stay put and ride the wave?

The latest annual report states that Merck will file anecetrapib sometime after 2015. Don't hold your breath for no change between now and then.

 

[Anonymous]

Just read the article below from Bloomberg News regarding Ken Frazier's comments to investors in January 2011. Bascially, more reps will be cut in the U.S. by 2013 and more reps will be hired overseas for emerging markets. US reps are basically going to be replaced by e-detailing and rent-a-reps.



Merck Reduces Developed-Market Sales Force by a Third
By Tom Randall - Jan 11, 2011 11:30 AM CT
inShare.0More
Business ExchangeBuzz up!DiggPrint Email .Merck & Co. Chief Executive Officer Kenneth Frazier said the company reduced its sales force in developed markets by 32 percent in 2010, while building up the staff in China, Brazil and Russia.

The combined global sales force decreased 12 percent from 2009, Frazier told investors at the J.P. Morgan Healthcare Conference in San Francisco. Emerging market drug sales will be responsible for more than 25 percent of the company’s pharmaceutical and vaccine revenue in 2013, from about 18 percent now, he said.

Merck, based in Whitehouse Station, New Jersey, bought Schering-Plough Corp. for $49 billion in November 2009 to add products and expand in emerging markets. Merck has said it’s on schedule to cut 15,000 jobs from the combined workforce and close facilities to save $3.5 billion in annual costs by 2012.

“Our goal is to be as strong in emerging markets as we are globally,” Frazier said at the conference. “We’re No. 2 globally, but No. 5 in the emerging markets.

“In China, the leader of the market has about 3 percent of the market share, so the winners haven’t been determined,” Frazier said.

Merck has said it’s reducing the number of salespeople who visit physicians’ offices. The company is facing generic competition by 2013 for medicines with more than $8 billion in annual sales. Last year, the drugmaker lost exclusivity for blood-pressure pills Cozaar and Hyzaar with combined 2009 sales of $3.6 billion.

To contact the reporter on this story: Tom Randall in New York at trandall6@bloomberg.net.

To contact the editor responsible for this story: Reg Gale at rgale5@bloomberg.net.
.

Brother, this company has no idea about handling competition in the West if it weren't for price increases on the products they still have patents on. How the hell are they going to manage prfitability in India and China where the governments and their new partners are about 10 times craftier than they are. They'll be suckered into buying smaller companies at many multiples of sales. If they think Fred took them to the cleaners, they should get prepared for more of the same. By the time India and China capitalists are through, Merck will be begging them to take the company off its hands. This is how Merck will end, my friend.

 

[Anonymous]

Brother, this company has no idea about handling competition in the West if it weren't for price increases on the products they still have patents on. How the hell are they going to manage prfitability in India and China where the governments and their new partners are about 10 times craftier than they are. They'll be suckered into buying smaller companies at many multiples of sales. If they think Fred took them to the cleaners, they should get prepared for more of the same. By the time India and China capitalists are through, Merck will be begging them to take the company off its hands. This is how Merck will end, my friend.

So glad I have sold all of my Merck stock. It's all downhill from here.

 

[Anonymous]

So glad I have sold all of my Merck stock. It's all downhill from here.

You were smart to sell. I wish I had done the same! The stock just keep dropping like a rock and won't go up anytime soon. How could it? There is nothing on the horizon and with recent failure to get approval on some drugs and the fight with J&J (one which we will lose) it just doesn't look good. Not sure to sell all now or hold out for a miracle.

 

[Anonymous]

Brother, this company has no idea about handling competition in the West if it weren't for price increases on the products they still have patents on. How the hell are they going to manage prfitability in India and China where the governments and their new partners are about 10 times craftier than they are. They'll be suckered into buying smaller companies at many multiples of sales. If they think Fred took them to the cleaners, they should get prepared for more of the same. By the time India and China capitalists are through, Merck will be begging them to take the company off its hands. This is how Merck will end, my friend.

Don't you wonder where all the money is going since the average raise was 1.88%

 

[Anonymous]

Look at the promotions to S3, a bunch of consummate asskissers without a real leader in the group! When these accounts screw Merck as they are bound to do then what? We continue to promote imcompetence within management and now management has changed the paradigm for reps so they can promote idiots who cannot sell but can produce a spreadsheet or make up a beautiful story of how they are supporting NCM whether or not they are seeing customers! Ain't it grand, keep looking out for the icebergs and make sure you get on lifeboat #1!

 

[Anonymous]

As I looked at my region and promotions, it was the certfiable asskissers and those that go from point A to Z in MyCall during a two second stand up that got promoted. Those with certifiable selling skills (probably those that have worked outside of Merck v. new hire out of college) and some of the most talented sales people I have ever seen were stuck in S1 positions.

I find it funny how numbers did not play a role this year, but will play a role next year...seriously...what kind of crap is that?

Finally, I am wondering since they are going to start "selling" these solutions, will it be those in S3 selling them, MGAMs or someone else selling them. Then we'll really see who the sales people are. Probably 3/4 of the sales force has never legitimately closed a deal.

 

[Anonymous]

If you are under 40, have less than ten years in this org, are honest, work hard and expect to be rewarded for your efforts.....RUN...Do not walk....Out the door...because that is simply NOT Merck. Merck culture is all about the self-indulged, deceptive, frankly lazy type of person that thinks nothing about counterparts and/or teamwork. This is a terrible culture...and a terrible place to work. This has been the case for the past 15 years...since virtually 90% of mid-level and senior management was put in plave when Merck brands sold themselves and you did not have to demo talent to get promoted. In those years the self-indulged, unintelligent and deceitful silver spooners raised there hands every 18 months to get promoted (I deserve it....that is what my priveledged upbringing always told me). Now, after 15 years they run the company. Take a moment to think about many of the managers and directors you have seen....What are the common denominators within all of them ? You simply cannot win here unless you are self-indulged, unethical and deceitful. You have to be willing to fabricate work plans, shine up to "leaders" who are without intelligence, experience or any sense of passion for what this industry can do for patients or providers.

If you choose to stay, and suffer the corrupt culture here....be prepared to suffer the insult of counterparts back stabbing you, managers promoting/rewarding their "buds", having any creative fiber of your brain suppressed. In the end, if your tenure here is short...take your talent elsewhere ....A mind...and a work ethic is a terrible thing to waste.