Genius!

[Anonymous]

I just get a kick out of the comments we get from so many experts. You fucking losers are so confident and know it all when you're anonymous. Let me tell you something. You don't know shit. Reps & Managers with no Pain experience was the problem? HA! Look at the leaders for both across the country. You're a damn fool.

Now let me ask you something. How did the geniuses in Marketing fail to see the competitive nature in this class? They're so fucking smart with all their research and data and Pain experience. They're the ones who fucked this whole thing up. How did they not see this coming?

The biggest flaw any of us brings is to believe we know it all when we just don't. Marketing suffers from that in a big way. So do a lot of reps here. No one knew how the launch would go, and sales did everything they could possibly do with the shit they were provided.

We landed pretty nicely at Pernix. 99% of the time everyone in sales would be out of a job right now. So how in the hell can you blame RH for messing this thing up? He took care of his people, and we can all agree that is extremely uncommon.

 

[Anonymous]

I just get a kick out of the comments we get from so many experts. You fucking losers are so confident and know it all when you're anonymous. Let me tell you something. You don't know shit. Reps & Managers with no Pain experience was the problem? HA! Look at the leaders for both across the country. You're a damn fool.

Now let me ask you something. How did the geniuses in Marketing fail to see the competitive nature in this class? They're so fucking smart with all their research and data and Pain experience. They're the ones who fucked this whole thing up. How did they not see this coming?

The biggest flaw any of us brings is to believe we know it all when we just don't. Marketing suffers from that in a big way. So do a lot of reps here. No one knew how the launch would go, and sales did everything they could possibly do with the shit they were provided.

We landed pretty nicely at Pernix. 99% of the time everyone in sales would be out of a job right now. So how in the hell can you blame RH for messing this thing up? He took care of his people, and we can all agree that is extremely uncommon.

When did you guys in-license Zohydro? I think the answer to your question is inertia. Once you own it, you try everything to keep it, esp. when it's your only big product. I think people saw the erosion of value, but but the time it reached critical mass it was too painful to cut bait.

 

[Anonymous]

I just get a kick out of the comments we get from so many experts. You fucking losers are so confident and know it all when you're anonymous. Let me tell you something. You don't know shit. Reps & Managers with no Pain experience was the problem? HA! Look at the leaders for both across the country. You're a damn fool.

Now let me ask you something. How did the geniuses in Marketing fail to see the competitive nature in this class? They're so fucking smart with all their research and data and Pain experience. They're the ones who fucked this whole thing up. How did they not see this coming?

The biggest flaw any of us brings is to believe we know it all when we just don't. Marketing suffers from that in a big way. So do a lot of reps here. No one knew how the launch would go, and sales did everything they could possibly do with the shit they were provided.

We landed pretty nicely at Pernix. 99% of the time everyone in sales would be out of a job right now. So how in the hell can you blame RH for messing this thing up? He took care of his people, and we can all agree that is extremely uncommon.

You ball licker. So brave to call posters losers. Whoever has you bent over at this point in the game must have your tiny nut sack in a vice grip.

RH always whined about Purdue. Was completely naive to the Pain space. Surrounded himself with piss ants who only told him how skinny he was. The fact of the matter is none have completely failed so miserably in pharma as Zogenix has consistenly done since its inception. To lose so much value with a 'first-in-class zero contract with payer' philosophy did the organization in before anyone left the launch meeting in San Diego.

Sales was recruited. Home Office was in place. Anyone in home office should be banned from industry. Total failure. On all levels. In every department. Top to bottom.

 

[Anonymous]

You ball licker. So brave to call posters losers. Whoever has you bent over at this point in the game must have your tiny nut sack in a vice grip.

RH always whined about Purdue. Was completely naive to the Pain space. Surrounded himself with piss ants who only told him how skinny he was. The fact of the matter is none have completely failed so miserably in pharma as Zogenix has consistenly done since its inception. To lose so much value with a 'first-in-class zero contract with payer' philosophy did the organization in before anyone left the launch meeting in San Diego.

Sales was recruited. Home Office was in place. Anyone in home office should be banned from industry. Total failure. On all levels. In every department. Top to bottom.

Big mistake to fear last year's bogeyman. The ironic thing is Hysingla isn't doing so well either.

Purdue ruled the roost for so long because it got damn lucky. OC had a high degree of brand loyalty and it was the only game in town. Now, with a new formulation that's as big as a horse pill and provides significantly less pop, it's just another opioid in a sea of generics. Purdue is crumbling, and they aren't smart enough to figure out how identify and market winners. That skill set was never developed. They have no magic bullet, which is evident by the lack of success of Hysingla.

I still think, though, that Z's problem was a mix of inertia, market change, and one big blind spot. Over the past 10 years, payers and PBMs have gotten bolder, and with so many options available to them, they can slash formularies with not much backlash. The idea of converting all those cheap Vicodin scripts to ER hydrocodone scared the piss out of them. This should have been apparent at some time, but by the time the truth sunk in, it was probably too late. You had to press forward and hope for the best. What was the alternative? I don't work at Zogenix and I don't know the contracting terms you were going after, but I'm perplexed why Zogenix did not go to payers with a priced to sell strategy. Once it became apparent ER hydrocodone has no traction, they should have cut bait and gone into survival mode. Maybe they did and it's just not apparent. They are a small company and even a tiny niche of the chronic pain market would have been enough to keep the lights on.

The vision of backseat drivers is always 20/20, and I put myself in that category, but I have to think they could have done better.

 

[Anonymous]

Big mistake to fear last year's bogeyman. The ironic thing is Hysingla isn't doing so well either.

Purdue ruled the roost for so long because it got damn lucky. OC had a high degree of brand loyalty and it was the only game in town. Now, with a new formulation that's as big as a horse pill and provides significantly less pop, it's just another opioid in a sea of generics. Purdue is crumbling, and they aren't smart enough to figure out how identify and market winners. That skill set was never developed. They have no magic bullet, which is evident by the lack of success of Hysingla.

I still think, though, that Z's problem was a mix of inertia, market change, and one big blind spot. Over the past 10 years, payers and PBMs have gotten bolder, and with so many options available to them, they can slash formularies with not much backlash. The idea of converting all those cheap Vicodin scripts to ER hydrocodone scared the piss out of them. This should have been apparent at some time, but by the time the truth sunk in, it was probably too late. You had to press forward and hope for the best. What was the alternative? I don't work at Zogenix and I don't know the contracting terms you were going after, but I'm perplexed why Zogenix did not go to payers with a priced to sell strategy. Once it became apparent ER hydrocodone has no traction, they should have cut bait and gone into survival mode. Maybe they did and it's just not apparent. They are a small company and even a tiny niche of the chronic pain market would have been enough to keep the lights on.

The vision of backseat drivers is always 20/20, and I put myself in that category, but I have to think they could have done better.

So in summary - you agree with me.
Have you seen the Tier status formulary cards for Hysingla? They are everywhere. No it won't be a Oxy. But, at least when the patient shows up with a copay card - the fucking thing works. And when your pharmacist considers sticking the drug - Purdue put pill counts of #60 for a QD drug. What did Zogenix do? #100 counts for a Q60 drug. Another fine piece of brilliant people in perfect positions to fuck it up.

Like I said... Top to bottom - total failure.

 

[Anonymous]

YouC un t go away

 

[Anonymous]

You know - this gift is still giving!

All the same shithole fuckups in trade, mgd mkts, and sales directors all got moved over to Penix. How can two companies be so damn dumb. You couldn't write a movie this good. Nobody would believe big business has this many dumbasses.

 

[Anonymous]

You know - this gift is still giving!

All the same shithole fuckups in trade, mgd mkts, and sales directors all got moved over to Penix. How can two companies be so damn dumb. You couldn't write a movie this good. Nobody would believe big business has this many dumbasses.

You know. I get why Zogenix hung on to this drug as long as they could. There's a certain amount of inertia that takes hold of a program after a while but what I can't understand is:
Why would Pernix buy this drug?
Why would Pernix keep the same managed markets people in place? (Not that it matters. I don't care how good you are. No payer wants to see their generic Vicodin scripts converted to branded ER formulation.)