What does an RSM do at BF?


anonymous

Guest
To be fair, managers don’t do much at other companies but it is even less here. They are forced to ride with reps and sit on calls non stop. Mine does both at the same time, he will come to ride with me and then sit in my car on calls. Not that any of them have the knowledge to help with anything but stop slowing shit up and ruining my day. 4 of them have been here what- 6-8 months? They know nothing, and they have a boss that pretends she knows everything. RA, you have never done our job. Managers always think they know what it takes because they waltz in and out of calls watching from the sidelines. Any success she claims to have is due to sneaking in the back door with her special pricing and off label selling. She has never done things the right way, some of us know her tactics firsthand. I don’t want to do your job, don’t fool yourself into thinking you can do mine. All you have to do is look at the newest crap they are throwing at us, a new crm, how much did that cost? It’s lipstick on the Coleman pig. And what in the hell was with that huge spreadsheet? Are you joking? Some of us had to answer those questions over and over before it saved. More money on shit that no one will use. RA- listen closely, your ideas and suggestions are exactly what we would expect from management, theories, hypotheticals, baseless guesses. Don't bother asking us what we think after the fact, it’s insulting.
 

The lack of business sense at this company is astounding. They waste money on things like MSL’s who have zero clue how to sell products. The stock today is not lookin good. At all.
 
To be fair, managers don’t do much at other companies but it is even less here. They are forced to ride with reps and sit on calls non stop. Mine does both at the same time, he will come to ride with me and then sit in my car on calls. Not that any of them have the knowledge to help with anything but stop slowing shit up and ruining my day. 4 of them have been here what- 6-8 months? They know nothing, and they have a boss that pretends she knows everything. RA, you have never done our job. Managers always think they know what it takes because they waltz in and out of calls watching from the sidelines. Any success she claims to have is due to sneaking in the back door with her special pricing and off label selling. She has never done things the right way, some of us know her tactics firsthand. I don’t want to do your job, don’t fool yourself into thinking you can do mine. All you have to do is look at the newest crap they are throwing at us, a new crm, how much did that cost? It’s lipstick on the Coleman pig. And what in the hell was with that huge spreadsheet? Are you joking? Some of us had to answer those questions over and over before it saved. More money on shit that no one will use. RA- listen closely, your ideas and suggestions are exactly what we would expect from management, theories, hypotheticals, baseless guesses. Don't bother asking us what we think after the fact, it’s insulting.


First off RA … AND MB, have never been successful. RA won 2 presidents clubs without coming close to hitting goal….
Not to mention she was 1 of 2 eligible managers both times. In other words top 50%. I would not call that successful. As for MB it is worse, it was 2020 and the SE was the only region open and he was still only about 50% to goal when he won PC..Again that is not the definition of success!

as for the new CRM… BF is going bankrupt, the stock is under $1. Pre reverse stock split it’s in the 3¢ range!!!! Remember BF IPO’d at $5. Why are these clowns wasting money.
If I was CEO the first 14 things I would do to reduce the revenue needed to get to profitably by at least $25 million 1) cut all non profitable territories that could not be merged into a profitable one. 2) where applicable, merge non profitable territories into 1…3) increase the salaries of remaining reps by 30% All large accounts floating in white space would be maintained by the RSM’s which I would cut to 3. 4) I would stop buying data, scrap the CRM and go to excel.
5) kill the National Sales Director and VP sales positions. They are not needed.
6) demand a new licensing agreement with AG…
7) start charging for delivery of Ameluz rather than increasing the price 8) nix strategic accounts 9) cut the MSL staff in half, 10) cut the budget for conferences 11) nix all clinical trials except multiple tubes and extremities, neck, trunk. 12) cut the market budget in half, 13) cut the rep meals budget in half 14) no company cars and give a tax free stipend $800-1000 + gas cards
With no restrictions on type of car or age of car - every rep gets the stipend period.

The goal would be to get profitability to $30-$35 million. After hitting profitability then I would start growing slowly and only where profitability could be achieved in a year or less.
 
First off RA … AND MB, have never been successful. RA won 2 presidents clubs without coming close to hitting goal….
Not to mention she was 1 of 2 eligible managers both times. In other words top 50%. I would not call that successful. As for MB it is worse, it was 2020 and the SE was the only region open and he was still only about 50% to goal when he won PC..Again that is not the definition of success!

as for the new CRM… BF is going bankrupt, the stock is under $1. Pre reverse stock split it’s in the 3¢ range!!!! Remember BF IPO’d at $5. Why are these clowns wasting money.
If I was CEO the first 14 things I would do to reduce the revenue needed to get to profitably by at least $25 million 1) cut all non profitable territories that could not be merged into a profitable one. 2) where applicable, merge non profitable territories into 1…3) increase the salaries of remaining reps by 30% All large accounts floating in white space would be maintained by the RSM’s which I would cut to 3. 4) I would stop buying data, scrap the CRM and go to excel.
5) kill the National Sales Director and VP sales positions. They are not needed.
6) demand a new licensing agreement with AG…
7) start charging for delivery of Ameluz rather than increasing the price 8) nix strategic accounts 9) cut the MSL staff in half, 10) cut the budget for conferences 11) nix all clinical trials except multiple tubes and extremities, neck, trunk. 12) cut the market budget in half, 13) cut the rep meals budget in half 14) no company cars and give a tax free stipend $800-1000 + gas cards
With no restrictions on type of car or age of car - every rep gets the stipend period.

The goal would be to get profitability to $30-$35 million. After hitting profitability then I would start growing slowly and only where profitability could be achieved in a year or less.
 


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