Otsuka's sales leadership is a disappointment!!

As I reflect over my career. There was a time when we (those of us in the field) were valued, by the Organizations we represented, and our clients. We destroyed ourselves through the pod system. We made ourselves laughing stocks through the 90’s. Once Pharma came into play - rightfully so in some ways - our profession changed.

However our “leadership” did not. They are stuck in the Middle Ages. They think “dinner programs work”. They think 8-10 call a day are metrics. Managing through these metics makes most (all) professional liars. Bullshtein in bullshtein out. It is a shame. It now takes so much longer to truly make a difference. Until we all have an honest conversation all around, we will all be treated like children.

We are all on the chopping block. Ready not now, eDetail, etc. What I have noticed though, is that you still need that solid respectful relationship to even attempt these eDetails - at least for your clients to show up.

 

Very well said my friend, and that is why the people we have in charge should be dismissed. The worst thing the pod system created was the steady, permanent closing of doors of offices, because customers felt overrun with reps that were nothing else but talking heads. Otsuka's leadership lives in Lala-land by simply not recognizing what pharma leadership has done to this industry and are now too incompetent to change it!!

 

Our industry and company spent millions on "consultants" to create hollow and empty concepts such as "share of voice" instead of creating access and value. The result of this we see today! Any low level drug rep could have told them that is not going to work!

I have never met a doctor that cares about share of voice. If we would bring value, they would still us!

 

Sad commentary.

 

Great post in the Age of Package Insert Selling with the lawyers & compliance eyes everywhere. Agreed, relationships do matter.

Started in the early 80s. 80s were great. Not many reps. Got to know your customers very well. Build relationships. Not a lot of disruptive territory changes and certainly little "right" sizing. Didn't matter if you called on office based, hospital, health system, LTC, etc. Worked them all with very good, high value access and discussion. Consultative selling was "allowed", even encouraged by thinking 'leaders'. That positive environment continued well into the 90s. Reps weren't a punch line. But then, principally, PFE and MRK dramatically ramped up the commercial arms race. That crude, bludgeoning strategy was of course mimicked by everyone (as this industry does). That, coupled with the many converging pressures on all our prescription stakeholder's resulted in a major decline in sales representative value late 90s and turn of century. Overlapping customer call points, "pods" or whatever territory coverage design they tried all amounted to the same thing. Making the situation worse, not better. Still, too many reps stupid. Even with an overall reduction in the size of pharma sales forces, high value has not returned for "small" molecule sales & marketing imho.

 

Our Execs, RD's, DM's are amazing. They all pretend this site doesn't exist. Seems like they have been ordered not to respond. Yet they all read it!!! But even if they would respond, they could not refute the facts. May be that's why they were ordered to stay away! That is of course a lot easier to do than fixing what is wrong with this company. What a shit-show!

 

To think that these people demand respect is absolutely ridiculous. Nobody would have any respect for them if it weren't for the fact that they control our livelihood!

 

Several weeks ago, I was reading a study done by an executive search firm about managers and directors. The study concluded that up to 90% of these positions have either inadequate or inferior individuals in place.
People took these positions for the wrong reasons, or got hired by people that should not have been in their position due to their own incompetencies and subsequently hired the wrong candidate.

Specifically, the study outlined the motivations and shortcomings by individuals applying for and ending up in managerial positions. (There may have been more, but these are the ones I remember):

1.) Having outgrown their current job and seeking "something else" to do.

2.) Having their ego validated, seeking respect, admiration, power, money and status above else.

3.) Not knowing what they really want in life.

4.) Not knowing themselves, their own weaknesses or deficiencies.

5.) Unwillingness or inability to see the larger picture considering an opportunity that better suites the
individual.

6.) Not having the personality, temperament, skill and traits to be a manager and the sensitivity to manage
different personalities.

7.) Lack of mission, purpose, vision, or a cause for the new position and no strategy in place.

The study pointed out that point No 7 should be the prime driver for anyone applying for management.

Now look at your DM or RD, if you consider the bell curve, chances are your boss is just average, 10% are truly outstanding, and the remaining 10% are a true disaster!

Otsuka unfortunately is no different.

 

Too close to the . You nailed it.