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Whats going on with Neuro BPS team?

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Anonymous said:
Don't think for a second that upper management isn't reading this.
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We could only hope they're reading this and look to make some changes.

The problem with this setup is these flow assessments are taking me away from ODRs and the regular reimbursement support I give accounts. I've been trying/doing this for 7 months and it just does not feel right or natural. A lot of it is checking a box, i.e. I did a flow assessment on this date and the rest is just a drawn out process that delays fixing/working on an issue an account has or some fluff like "We designed a referral letter for the practice" or "the sales rep is going to give out patient info so the practice can educate patients before they're injected"

BSM consulting designed this whole thing so they have a lot at stake at seeing this succeed so when they designed the combined team they made Flow Assessments and practice management as the focus because that is their idea and they want to sell it to other pharma companies. They know how pharmaceutical companies/executives think. The way they package it with the account planing and FA presentation templates looks great when presented to pharmaceutical sales/marketing executive but it does not mean it's translating in the field. Look at all of the hairbrained ideas marketing comes up with over the years they make the sales people do in the field, the concepts seems great but the execution is usually next to impossible because it's never about the customer it's about the drug companies marketing department. It's a smoke and mirrors approach and pharma is all about smoke and mirrors. It looks a lot better than the old dashboard metric system the old RBM team showed so hence it must be more effective in the field in their minds.

I'm fine with the account planning stuff, whether your job is sales, reimbursement, or practice specialist, if you're working the accounts designing an account plan for your top accounts is not a problem, in fact it should be easy. The old RBM team should of done this instead of having 20 dashboards no one could make sense of, it would of went over better with the sales teams and their management. If a practice wants a real consultant, they'll pay one, it's not realistic to expect every injector wants a glorified Botox sales rep to tell them how to run their practice. It's not feasible or realistic we should be responding to customer needs and sales teams needs which are reimbursement 80% of the time and some practice efficiencies 20% of the time, not the other way around.
 




The previous post is spot on. I don't think the previous RBM leadership did a great job of positioning their teams to the VPs while the NPS did was very good at that. Because of that we are now stuck in this strange job that only Judy and BSM understand. The reimbursement job was much more important but that was not conveyed well nor documented well to Marc Forth which led us to this situation we are now in. Basically the RBM team was good and provided real support but the leadership was questionable. The NPS team was a dog and pony show with not much utility but their leadership documented and presented themselves very well to sales leadership hence the mess we're in now.
 




Anonymous said:
The previous post is spot on. I don't think the previous RBM leadership did a great job of positioning their teams to the VPs while the NPS did was very good at that. Because of that we are now stuck in this strange job that only Judy and BSM understand. The reimbursement job was much more important but that was not conveyed well nor documented well to Marc Forth which led us to this situation we are now in. Basically the RBM team was good and provided real support but the leadership was questionable. The NPS team was a dog and pony show with not much utility but their leadership documented and presented themselves very well to sales leadership hence the mess we're in now.
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Finally a couple of sensible posts. totally agree. Lets bring the focus back on reimbursement.
 




I think giving up so much control of the content to BSM was the biggest mistake. They have their own agenda and it has nothing to do with Allergan, Allergan's customers, or the sales teams. It's about their model, i.e. flow assessments, and their ability to keep making money on Allergan. We spent T3 just listening to how great this team was going to be, got no training on practice management or any practice management tools. Then at the NSM we get trained on how to give a FA but nothing else and we are compensated on how many FAs we do per Tri. Now we just have CCs about how to schedule and deliver FAs but very little on content or even stakeholder engagement. The direction is obvious, it's about how much commission BSM can keep getting from the Neurosciences budget.
 




Neurosciences has been lost for the last few years. They'll probably create two separate teams from the current NR team once we get a lower limb indication. One CD movement disorder team and a Spasticity team. The HSM accounts can easily be rolled into the NSS territories and we all know NR is useless but I'm sure they're dying to add another sales force so we can continue to step all over each others toes. The only thing we needed was a reimbursement team and they barley exist anymore. The leadership is lost and full of hot air.
 




Batman and Robin screwed the entire team up. NR expansion was a joke. The NR rep I cover is so good at submitting ODR's... For everything minus a FA. He doesn't have any knowledge of reimbursement. Why should I help him when I don't get credit? Flawed system
 




The most troubling part is before project endurance most people in the field for Neurosciences when asked what service they could do without answered the NPS team. Yet even after that feedback they decided the dissolve the RBM team and basically expand the NPS team. It says a lot about our leadership. My BPS just did a flow assessment and told the account they should dod something to increase external referrals? Really, this is what they that team doing? My account thought it was the biggest waste of their time.
 
















Nothing is changing. Laura from BSM and Judy are friends. They make sure they take care of each other. Laura keeps Judy employed as long as Judy does what BSM wants. I don't take this job seriously at all. If Judy does not then why should I? If I get a good offer I'm out as well.
 




The BSM model has worked very well for years with Allergan Eye Care. They then tried to make the same model work for every division. It failed with Bariatrics, it has failed with Neuro and the whole ECBAs (eye care) has been layed off. What does that tell you? Funny how BSM only has ONE client and that is Allergan because they kept drinking the Kool Aid. If it was such a "great product" don't you think other companies would also integrated BSM into their companies? BSM take your bag of tricks and move along. Your sales pitch is not working in my practices.
 




Anonymous said:
The BSM model has worked very well for years with Allergan Eye Care. They then tried to make the same model work for every division. It failed with Bariatrics, it has failed with Neuro and the whole ECBAs (eye care) has been layed off. What does that tell you? Funny how BSM only has ONE client and that is Allergan because they kept drinking the Kool Aid. If it was such a "great product" don't you think other companies would also integrated BSM into their companies? BSM take your bag of tricks and move along. Your sales pitch is not working in my practices.
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Wow, I knew there was a deeper relationship with these people but did not know that they've been "fired" from other AGN divisions.

What do you think happens to us once Marc Forth finally realizes that BSM is totally full of BS?

Do we get laid off? Unlike eyecare Botox is buy and bill with a lot reimbursement to it and unlike Bariatrics the company won't be looking to sell off Botox therapeutic anytime soon. Do we go back to more of a reimbursement first structure?
 




I am out of here ASAP. The problem is try explaining what we do to a recruiter or prospective employer. The longer we stay here the less marketable we will be as a true reimbursement specialist managed markets specialist. This smoke and mirrors BS is not what I signed up for.

Also would someone please tell JW that when a FA works it's great but it's only working a small percentage of the time they think it does. Not 10-20 times a trimester. End result of having # FA as a MBO is pushing this into customers and annoying everyone while getting no job satisfaction.
 
















Anonymous said:
I am out of here ASAP. The problem is try explaining what we do to a recruiter or prospective employer. The longer we stay here the less marketable we will be as a true reimbursement specialist managed markets specialist. This smoke and mirrors BS is not what I signed up for.

Also would someone please tell JW that when a FA works it's great but it's only working a small percentage of the time they think it does. Not 10-20 times a trimester. End result of having # FA as a MBO is pushing this into customers and annoying everyone while getting no job satisfaction.
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This is a great post and so very true.

I'm beginning to think that our leadership is just not smart. I'm by no means the sharpest knife in the drawer but the fact that Marc Forth believed this was the way to go instead of a reimbursement team really makes me question his intelligence and if he's really much of an upgrade from RS.

Jeff Kline is just full of crap and everything he says goes in one ear and out the other.

Judy over the years, I've respected , but this creation is a disaster. I did a FA delivery and discussed the "patient journey" and the doctor started laughing and could not take it seriously.

I agree just take out the FA as an MBO and it would not be so bad, it would increase job satisfaction. But jamming these things down our customers throats is just asinine. I have an account that has real reimbursement needs but I'm ignoring them to find out a way to do an FA.

If this continues I'm going to start making this stuff up, who cares at this point.
 




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