Comments for Pharma Reform http://www.pharmareform.com Transforming Pharmaceutical Companies in an era of Healthcare Reform Sat, 04 Sep 2010 15:00:27 +0000 hourly 1 http://wordpress.org/?v=3.0.1 Comment on Are Pharmaceutical Executives Hampering the Ability of their Companies to Change? by Mike Wokasch http://www.pharmareform.com/2010/09/02/are-pharmaceutical-executives-hampering-the-ability-of-their-companies-to-change/comment-page-1/#comment-691 Mike Wokasch Sat, 04 Sep 2010 15:00:27 +0000 http://www.pharmareform.com/?p=774#comment-691 John, My impression is that most people on the frontlines of sales either are experiencing the lack of effectiveness of traditional marketing and sales tactics or they have realize the need for change for some time now. The question is, do corporate executives and commercial management appreciate this and do they have the market experience, expertise, and commitment to develop strategies and tactics that are better aligned with the evolving new healthcare market? mike@pharmareform.com John,
My impression is that most people on the frontlines of sales either are experiencing the lack of effectiveness of traditional marketing and sales tactics or they have realize the need for change for some time now. The question is, do corporate executives and commercial management appreciate this and do they have the market experience, expertise, and commitment to develop strategies and tactics that are better aligned with the evolving new healthcare market? mike@pharmareform.com

]]> Comment on Are Pharmaceutical Executives Hampering the Ability of their Companies to Change? by John http://www.pharmareform.com/2010/09/02/are-pharmaceutical-executives-hampering-the-ability-of-their-companies-to-change/comment-page-1/#comment-690 John Sat, 04 Sep 2010 14:18:35 +0000 http://www.pharmareform.com/?p=774#comment-690 Success will be a mix of personal and non-personal selling tools. These tools will serve prescribers, allied health professionals and patients. The days of massing sales forces and using them as a battering ram are over. Strategic deployment of both personal and non-personal tactics(web, mail,iphone, teledetailing) especially in the hospital setting is the order of the day. Success will be a mix of personal and non-personal selling tools. These tools will serve prescribers, allied health professionals and patients. The days of massing sales forces and using them as a battering ram are over. Strategic deployment of both personal and non-personal tactics(web, mail,iphone, teledetailing) especially in the hospital setting is the order of the day.

]]> Comment on Are Pharmaceutical Executives Hampering the Ability of their Companies to Change? by Mike Wokasch http://www.pharmareform.com/2010/09/02/are-pharmaceutical-executives-hampering-the-ability-of-their-companies-to-change/comment-page-1/#comment-689 Mike Wokasch Fri, 03 Sep 2010 23:28:05 +0000 http://www.pharmareform.com/?p=774#comment-689 David, Thank you for sharing the validating experience. Unfortunately, it is frustrating enough to know what needs to happen but in your case to take the initiative to put it in numbers and not get a response is even more disappointing. Thanks for sharing. mike@pharmareform.com David,
Thank you for sharing the validating experience. Unfortunately, it is frustrating enough to know what needs to happen but in your case to take the initiative to put it in numbers and not get a response is even more disappointing. Thanks for sharing. mike@pharmareform.com

]]> Comment on Are Pharmaceutical Executives Hampering the Ability of their Companies to Change? by david delong http://www.pharmareform.com/2010/09/02/are-pharmaceutical-executives-hampering-the-ability-of-their-companies-to-change/comment-page-1/#comment-687 david delong Fri, 03 Sep 2010 18:57:09 +0000 http://www.pharmareform.com/?p=774#comment-687 Bang on Mike I have been preaching change for a few years now and in one case put in front of the Chief Commercial Officer hard numbers that demonstrated his company was leaving millions on the table each year. I never got a reponse Bang on Mike

I have been preaching change for a few years now and in one case put in front of the Chief Commercial Officer hard numbers that demonstrated his company was leaving millions on the table each year. I never got a reponse

]]> Comment on What does your CEO think about Pharmaceutical Sales Representatives? by Mike Wokasch http://www.pharmareform.com/2010/08/31/what-does-your-ceo-thinks-about-pharmaceutical-sales-representatives/comment-page-1/#comment-681 Mike Wokasch Thu, 02 Sep 2010 13:42:54 +0000 http://www.pharmareform.com/?p=759#comment-681 Rich, It took me over a year of research and several chapters in my book worth of explanation to describe why and how an industry full of smart people could end up with managemnt teams that appear to be so "clueless" and so out of touch with what is going on, especially at the customer (not just physicians) level. It has to do with the unintended consequences of growth and the dilution of expertise. I agree with your assessment that professional representatives will ultimately be the ones that come out on top. Thanks for the contribution. mike@pharmareform.com Rich,
It took me over a year of research and several chapters in my book worth of explanation to describe why and how an industry full of smart people could end up with managemnt teams that appear to be so “clueless” and so out of touch with what is going on, especially at the customer (not just physicians) level. It has to do with the unintended consequences of growth and the dilution of expertise.

I agree with your assessment that professional representatives will ultimately be the ones that come out on top. Thanks for the contribution. mike@pharmareform.com

]]> Comment on What does your CEO think about Pharmaceutical Sales Representatives? by Mike Wokasch http://www.pharmareform.com/2010/08/31/what-does-your-ceo-thinks-about-pharmaceutical-sales-representatives/comment-page-1/#comment-680 Mike Wokasch Thu, 02 Sep 2010 13:22:08 +0000 http://www.pharmareform.com/?p=759#comment-680 Pete, As you know, regulators have not changed the rules they have merely increased enforcement after decades of industry abuses which are well documented in litigation, congressional hearings, and my book, Pharmaplasia (TM). The recent DDMAC compliance notices suggest that label claims, misleading advertising, and fair balance are the areas the FDA seems focused on. While some might argue it depends on interpretation, I believe companies are continuing to push the regulatory envelope because the financial upsides are greater than the FDA consequences. I also believe that professional representative presentations, including the use of credible peer-reviewed literature that are consistent with label claims, that are not misleading, and that are delivered with fair balance are not the target of the agency. If marketing and sales can not deliver the sales forecast in that context, it is unrealistic and unfair to expect professional representatives to fill the label claim, literature, or data void. Despite the challenging regulatory environment, professional representatives will find ways to adapt and be productive within these constraints. Unfortunately, working within these constraints may not produce the results management expects. Thank you for sharing your perspective. mike@pharmareform.com Pete,
As you know, regulators have not changed the rules they have merely increased enforcement after decades of industry abuses which are well documented in litigation, congressional hearings, and my book, Pharmaplasia (TM). The recent DDMAC compliance notices suggest that label claims, misleading advertising, and fair balance are the areas the FDA seems focused on. While some might argue it depends on interpretation, I believe companies are continuing to push the regulatory envelope because the financial upsides are greater than the FDA consequences.

I also believe that professional representative presentations, including the use of credible peer-reviewed literature that are consistent with label claims, that are not misleading, and that are delivered with fair balance are not the target of the agency. If marketing and sales can not deliver the sales forecast in that context, it is unrealistic and unfair to expect professional representatives to fill the label claim, literature, or data void. Despite the challenging regulatory environment, professional representatives will find ways to adapt and be productive within these constraints. Unfortunately, working within these constraints may not produce the results management expects.

Thank you for sharing your perspective. mike@pharmareform.com

]]> Comment on What does your CEO think about Pharmaceutical Sales Representatives? by Rich http://www.pharmareform.com/2010/08/31/what-does-your-ceo-thinks-about-pharmaceutical-sales-representatives/comment-page-1/#comment-679 Rich Thu, 02 Sep 2010 09:53:33 +0000 http://www.pharmareform.com/?p=759#comment-679 I wonder if company leadership really does understand what changes are needed let alone know how & when to disseminate them to their own. I think the rep, and most specifically, the senior reps who stays current on what's going on with reform and the market place, stayed engaged with their docs, and leverages their relationships not only with their high writers, but also administrators, education care coordinators, and pharmacists are going to be the ones not only left standing, but also the ones out on top. I suspect their management will be clueless, though, as to why they are successful. I wonder if company leadership really does understand what changes are needed let alone know how & when to disseminate them to their own. I think the rep, and most specifically, the senior reps who stays current on what’s going on with reform and the market place, stayed engaged with their docs, and leverages their relationships not only with their high writers, but also administrators, education care coordinators, and pharmacists are going to be the ones not only left standing, but also the ones out on top. I suspect their management will be clueless, though, as to why they are successful.

]]> Comment on What does your CEO think about Pharmaceutical Sales Representatives? by Pete http://www.pharmareform.com/2010/08/31/what-does-your-ceo-thinks-about-pharmaceutical-sales-representatives/comment-page-1/#comment-677 Pete Thu, 02 Sep 2010 02:31:53 +0000 http://www.pharmareform.com/?p=759#comment-677 It is a dog chasing its own tail. First I believe it is true that the arms race in pharma sales precipitated our current malaise in a short sighted effort by executives to maximize revenue. Second I need to step back and say that despite such poor vision, executives are still the best and brightest of any organization that has success over time. Having said that I see the problem as regulatory; As I agree with the future being most rosy when commercial management is quick to embrace the new mindset that is the "professional representative". But alas their hands are tied. As much as they want to upskill their sales team, hire science grads and tie incentive structure to more qualitative, value added metrics, the regulators will continue to minimize this pipe dream by a gradual tightening of code of conduct. No more literature discussions even if the data is represented in the PI. No pathophysiology discussions concurrent with a product mention. The list goes on and will only get longer. True professional representatives yearn for the days when ethical conversations could be had with physicians counting on balanced information to help treat their sick patients. Executives dug their grave with regulators and now are stuck in their own wrinkle of time. It is a dog chasing its own tail. First I believe it is true that the arms race in pharma sales precipitated our current malaise in a short sighted effort by executives to maximize revenue. Second I need to step back and say that despite such poor vision, executives are still the best and brightest of any organization that has success over time. Having said that I see the problem as regulatory; As I agree with the future being most rosy when commercial management is quick to embrace the new mindset that is the “professional representative”. But alas their hands are tied. As much as they want to upskill their sales team, hire science grads and tie incentive structure to more qualitative, value added metrics, the regulators will continue to minimize this pipe dream by a gradual tightening of code of conduct. No more literature discussions even if the data is represented in the PI. No pathophysiology discussions concurrent with a product mention. The list goes on and will only get longer. True professional representatives yearn for the days when ethical conversations could be had with physicians counting on balanced information to help treat their sick patients. Executives dug their grave with regulators and now are stuck in their own wrinkle of time.

]]> Comment on What does your CEO think about Pharmaceutical Sales Representatives? by Professional Representative http://www.pharmareform.com/2010/08/31/what-does-your-ceo-thinks-about-pharmaceutical-sales-representatives/comment-page-1/#comment-675 Professional Representative Wed, 01 Sep 2010 21:45:20 +0000 http://www.pharmareform.com/?p=759#comment-675 Here is another view of the problem of which you are speaking. The "change in mindset about how to sell and market pharmaceuticals" is where the problem starts. Pharma companies, at least the past 10 years, have stopped hiring CEO's and many executive mgmt. teams that came up through the ranks of sales in the pharmaceutical business. More importantly, many of the CEO's are lawyers (think Pfizer), and long gone are the days where the CEO was an R&D or medical educated individual who actually knew the business and respected the role of the pharma sales rep. The current crop of executives simply do not really know how to effectively market and sell pharmaceuticals, so how can they grasp the need to change their mindset? These very executives have nearly destroyed the role of the pharma sales rep. (which started in the late 90's) by putting every Tom, Dick, and Harry to sell the same product to physicians who then struck back at the industry by shutting down access. Coming from the days where a rep. could see a doctor by simply walking in (no appts., no lunches, no 3 reps. in the morning & 3 int he afternoon restrictions, and observing all the restrictions imposed to access, I can speak for all reps. in this industry that access will never go back to the old days where you could spend 10 minutes or longer talking about product to a physician. I'm sorry to be the cynical one, but reality is necessary. No one currently in this business believes that the executive mgmt. team or the CEO will be on the path to change their mindset. The only way to resolve the pharmaceutical conflicts is to REPLACE these non-medical CEO's and go back to the days when pharma companies were run by people with a medical related backgroud. Here is another view of the problem of which you are speaking. The “change in mindset about how to sell and market pharmaceuticals” is where the problem starts. Pharma companies, at least the past 10 years, have stopped hiring CEO’s and many executive mgmt. teams that came up through the ranks of sales in the pharmaceutical business. More importantly, many of the CEO’s are lawyers (think Pfizer), and long gone are the days where the CEO was an R&D or medical educated individual who actually knew the business and respected the role of the pharma sales rep. The current crop of executives simply do not really know how to effectively market and sell pharmaceuticals, so how can they grasp the need to change their mindset? These very executives have nearly destroyed the role of the pharma sales rep. (which started in the late 90′s) by putting every Tom, Dick, and Harry to sell the same product to physicians who then struck back at the industry by shutting down access. Coming from the days where a rep. could see a doctor by simply walking in (no appts., no lunches, no 3 reps. in the morning & 3 int he afternoon restrictions, and observing all the restrictions imposed to access, I can speak for all reps. in this industry that access will never go back to the old days where you could spend 10 minutes or longer talking about product to a physician. I’m sorry to be the cynical one, but reality is necessary. No one currently in this business believes that the executive mgmt. team or the CEO will be on the path to change their mindset. The only way to resolve the pharmaceutical conflicts is to REPLACE these non-medical CEO’s and go back to the days when pharma companies were run by people with a medical related backgroud.

]]> Comment on What does your CEO think about Pharmaceutical Sales Representatives? by Mike Wokasch http://www.pharmareform.com/2010/08/31/what-does-your-ceo-thinks-about-pharmaceutical-sales-representatives/comment-page-1/#comment-674 Mike Wokasch Wed, 01 Sep 2010 13:37:23 +0000 http://www.pharmareform.com/?p=759#comment-674 coulter, I don't believe this is an organizational structure issue. It has everything to do with a change in mindset about how to market and sell pharmaceuticals in the evolving new healthcare market and the industry seems to be stuck in a rut. You hit on the fundamental mindset changes that need to take place for pharmaceutical companies to be successful in commercializing their products in the evolving new healthcare market. CEO's and the executive team must understand (they don't necessarily have to know how to fix it or change it) the market and appreciate the need for change in how pharmaceuticals will be sold in this evolving new market. Commercial management (marketing and sales) must recognize and accept that traditional tactics (think advertising and promotion) that have worked for decades will no longer work. Commercial management has the position power and responsibility within most organizations to put forth the plan for change and how to make the changes. And last, sales people have to realize that the market is changing (e.g., less physician driven prescribing influence, expectations for differentiation, and sophisticated product data reviews) and is becoming less receptive to traditional selling skills and tactics. Thinking that you can continue to sell like you have sold for the last 10 to 15 years will lead to a progressive decline in effectiveness and increasing frustration for sales people. As I look across the industry, there are few executives, commercial managers, or sales people who are ready or willing to make these mindset changes (remember the professional representative discussion?) that are required to transform pharmaceutical sales to a more productive and market valued role. mike@pharmareform.com coulter,
I don’t believe this is an organizational structure issue. It has everything to do with a change in mindset about how to market and sell pharmaceuticals in the evolving new healthcare market and the industry seems to be stuck in a rut.

You hit on the fundamental mindset changes that need to take place for pharmaceutical companies to be successful in commercializing their products in the evolving new healthcare market. CEO’s and the executive team must understand (they don’t necessarily have to know how to fix it or change it) the market and appreciate the need for change in how pharmaceuticals will be sold in this evolving new market. Commercial management (marketing and sales) must recognize and accept that traditional tactics (think advertising and promotion) that have worked for decades will no longer work. Commercial management has the position power and responsibility within most organizations to put forth the plan for change and how to make the changes. And last, sales people have to realize that the market is changing (e.g., less physician driven prescribing influence, expectations for differentiation, and sophisticated product data reviews) and is becoming less receptive to traditional selling skills and tactics. Thinking that you can continue to sell like you have sold for the last 10 to 15 years will lead to a progressive decline in effectiveness and increasing frustration for sales people.

As I look across the industry, there are few executives, commercial managers, or sales people who are ready or willing to make these mindset changes (remember the professional representative discussion?) that are required to transform pharmaceutical sales to a more productive and market valued role. mike@pharmareform.com

]]> Comment on What does your CEO think about Pharmaceutical Sales Representatives? by coulter http://www.pharmareform.com/2010/08/31/what-does-your-ceo-thinks-about-pharmaceutical-sales-representatives/comment-page-1/#comment-670 coulter Wed, 01 Sep 2010 03:48:09 +0000 http://www.pharmareform.com/?p=759#comment-670 Name me a CEO that has been out in the field and sold in the last 10 years. NOT ONE! They forget without the sales rep...no sales!!! Lets give it a spin, the next drug that is approved by the FDA lets put no sales reps on the product. How does that please the investors? CEOs are a dime a dozen. Sales reps drive demand! Period! The problem is too many people have been promoted due to kissing a$$. They have no ideal how to sell or where to begin! There are yes sir men and this is why we have so many issues (off label promotion, marketing issues, selling on price/margins, executives having issues with stock trades). Its easy hire good sales people, pay them well, get rid of middle management (who know nothing). I will solve the issue right now. Managers over 15 reps. they get paid less then the sales reps in base and more in bonus. They ride with there reps 2 days once a quarter. The structure is broken! The CEOs dont know how to fix it because they have never been out there. Name me a CEO that has been out in the field and sold in the last 10 years. NOT ONE! They forget without the sales rep…no sales!!! Lets give it a spin, the next drug that is approved by the FDA lets put no sales reps on the product. How does that please the investors? CEOs are a dime a dozen. Sales reps drive demand! Period! The problem is too many people have been promoted due to kissing a$$. They have no ideal how to sell or where to begin! There are yes sir men and this is why we have so many issues (off label promotion, marketing issues, selling on price/margins, executives having issues with stock trades). Its easy hire good sales people, pay them well, get rid of middle management (who know nothing). I will solve the issue right now. Managers over 15 reps. they get paid less then the sales reps in base and more in bonus. They ride with there reps 2 days once a quarter. The structure is broken! The CEOs dont know how to fix it because they have never been out there.

]]> Comment on What does your CEO think about Pharmaceutical Sales Representatives? by Mike Wokasch http://www.pharmareform.com/2010/08/31/what-does-your-ceo-thinks-about-pharmaceutical-sales-representatives/comment-page-1/#comment-669 Mike Wokasch Wed, 01 Sep 2010 02:09:26 +0000 http://www.pharmareform.com/?p=759#comment-669 Joe, Good catch. Thanks. mike@pharmareform.com Joe, Good catch. Thanks. mike@pharmareform.com

]]> Comment on What does your CEO think about Pharmaceutical Sales Representatives? by Joe http://www.pharmareform.com/2010/08/31/what-does-your-ceo-thinks-about-pharmaceutical-sales-representatives/comment-page-1/#comment-668 Joe Wed, 01 Sep 2010 02:00:37 +0000 http://www.pharmareform.com/?p=759#comment-668 Is it me or is the author's article title grammar impaired? Is it me or is the author’s article title grammar impaired?

]]> Comment on Professional Pharmaceutical Representatives will be in High Demand by Pharma Reform » What does your CEO thinks about Pharmaceutical Sales Representatives? http://www.pharmareform.com/2010/08/23/professional-pharmaceutical-representatives-will-be-in-high-demand/comment-page-1/#comment-666 Pharma Reform » What does your CEO thinks about Pharmaceutical Sales Representatives? Tue, 31 Aug 2010 16:34:14 +0000 http://www.pharmareform.com/?p=744#comment-666 [...] executive team play a huge role in this.  They must see professional representatives in the light we have described and not as “expendable field people” deployed tactically to drive sales.  This mindset change [...] [...] executive team play a huge role in this.  They must see professional representatives in the light we have described and not as “expendable field people” deployed tactically to drive sales.  This mindset change [...]

]]> Comment on Professional Pharmaceutical Representatives will be in High Demand by Mike Wokasch http://www.pharmareform.com/2010/08/23/professional-pharmaceutical-representatives-will-be-in-high-demand/comment-page-1/#comment-658 Mike Wokasch Fri, 27 Aug 2010 18:00:40 +0000 http://www.pharmareform.com/?p=744#comment-658 mark, I appreciate your commentary because I, like you I'm sure, have heard too often that this "professional" profile for a pharmaceutical representative is not a realistic expectation. Good management and experienced DMs, in particular, recognize and treasure it when they see it and get to benefit from experiencing it. The industry and many inexperienced managers, however, undervalued the attributes of a professional representative and opted for competitive "critical mass" by throwing more people in the field and "filling positions." The industry and pharmaceutical sales representatives are now suffering the consequences. I believe "professional pharmaceutical representatives" do exist and will prosper in the evolving new healthcare market. There are not as many as the industry might need nor as many as some managers might like to think there are, but they are there. I also believe these representatives will be valued for their professionalism and will be in high demand in the evolving new healthcare market. Again, thank you for sharing your experience and insights. mike@pharmareform.com mark,
I appreciate your commentary because I, like you I’m sure, have heard too often that this “professional” profile for a pharmaceutical representative is not a realistic expectation. Good management and experienced DMs, in particular, recognize and treasure it when they see it and get to benefit from experiencing it. The industry and many inexperienced managers, however, undervalued the attributes of a professional representative and opted for competitive “critical mass” by throwing more people in the field and “filling positions.” The industry and pharmaceutical sales representatives are now suffering the consequences.

I believe “professional pharmaceutical representatives” do exist and will prosper in the evolving new healthcare market. There are not as many as the industry might need nor as many as some managers might like to think there are, but they are there. I also believe these representatives will be valued for their professionalism and will be in high demand in the evolving new healthcare market. Again, thank you for sharing your experience and insights. mike@pharmareform.com

]]> Comment on Professional Pharmaceutical Representatives will be in High Demand by mark http://www.pharmareform.com/2010/08/23/professional-pharmaceutical-representatives-will-be-in-high-demand/comment-page-1/#comment-655 mark Thu, 26 Aug 2010 23:32:43 +0000 http://www.pharmareform.com/?p=744#comment-655 Interesting description of the "professional". I was a DM for a large major pharma co. for 23 years and hired hundreds. The person you describe was my dream hire and few and far between. But they were there and if a DM got them and was not intimidated to let them run they sure made our lives easier and better. Their talent was usually soon recognized outside the district and they were either promoted by me or another manager or ho. Pleasure though to really see someone go beyond in everything just because that is their makeup. Everything else postive usually followed those w this behavior. Bigger raises, awards, promotions etc. Most were just the average reps you describe that go through what they have been told to and either don't want to raise their bar for what ever reason or are capability limited into just being an average rep going through the motions. Good call there I totally agree with you. Interesting description of the “professional”. I was a DM for a large major pharma co. for 23 years and hired hundreds. The person you describe was my dream hire and few and far between. But they were there and if a DM got them and was not intimidated to let them run they sure made our lives easier and better. Their talent was usually soon recognized outside the district and they were either promoted by me or another manager or ho. Pleasure though to really see someone go beyond in everything just because that is their makeup. Everything else postive usually followed those w this behavior. Bigger raises, awards, promotions etc. Most were just the average reps you describe that go through what they have been told to and either don’t want to raise their bar for what ever reason or are capability limited into just being an average rep going through the motions. Good call there I totally agree with you.

]]> Comment on Professional Pharmaceutical Representatives will be in High Demand by Mike Wokasch http://www.pharmareform.com/2010/08/23/professional-pharmaceutical-representatives-will-be-in-high-demand/comment-page-1/#comment-647 Mike Wokasch Tue, 24 Aug 2010 19:33:57 +0000 http://www.pharmareform.com/?p=744#comment-647 M Burton, You are correct. Professionals tend to rigorously police themselves to ensure compliance with ethical as well as legal standards for their profession. I believe professional representatives do adhere to a code of ethics and many work in this industry because they inherently want to help patients get better or live healthier lives. On the other hand, I don't feel it is a professional reps responsibility to determine the appropriateness of a physician's choice of treatment for a patient. It is the professional rep's responsibility to discuss the product within label claims and with a balanced presentation of risks as well as benefits. They should be collecting and reporting adverse reaction data. They should not be soliciting or encouraging off-label promotion (if that is what you mean by "inappropriate use"). I also feel it is the professional rep's responsibility to notify their manager and/or the company of what they see as unethical or illegal activity. mike@pharmareform.com M Burton,
You are correct. Professionals tend to rigorously police themselves to ensure compliance with ethical as well as legal standards for their profession. I believe professional representatives do adhere to a code of ethics and many work in this industry because they inherently want to help patients get better or live healthier lives.

On the other hand, I don’t feel it is a professional reps responsibility to determine the appropriateness of a physician’s choice of treatment for a patient. It is the professional rep’s responsibility to discuss the product within label claims and with a balanced presentation of risks as well as benefits. They should be collecting and reporting adverse reaction data. They should not be soliciting or encouraging off-label promotion (if that is what you mean by “inappropriate use”). I also feel it is the professional rep’s responsibility to notify their manager and/or the company of what they see as unethical or illegal activity. mike@pharmareform.com

]]> Comment on Professional Pharmaceutical Representatives will be in High Demand by M Burton http://www.pharmareform.com/2010/08/23/professional-pharmaceutical-representatives-will-be-in-high-demand/comment-page-1/#comment-643 M Burton Tue, 24 Aug 2010 17:45:37 +0000 http://www.pharmareform.com/?p=744#comment-643 Unfortunately, your description of a "professional" rep further contributes to the decline of professionalism. In order to be a considered a professional, you must adhere to a code of ethics that places the interests of others before your own self interest. Think "First, do not harm", etc. The fact is that pharma reps often know of unethical conduct on the part of the companies they work for, fellow reps and doctors, but fail to make an effort to correct that conduct. Until reps are at least theoretically required to talk doctors out of inappropriate uses of the drugs they push and consider collection and reporting of adverse events as an essential job duty, they will remain anything but professional. Unfortunately, your description of a “professional” rep further contributes to the decline of professionalism. In order to be a considered a professional, you must adhere to a code of ethics that places the interests of others before your own self interest. Think “First, do not harm”, etc. The fact is that pharma reps often know of unethical conduct on the part of the companies they work for, fellow reps and doctors, but fail to make an effort to correct that conduct.

Until reps are at least theoretically required to talk doctors out of inappropriate uses of the drugs they push and consider collection and reporting of adverse events as an essential job duty, they will remain anything but professional.

]]> Comment on Professional Pharmaceutical Representatives will be in High Demand by Mike Wokasch http://www.pharmareform.com/2010/08/23/professional-pharmaceutical-representatives-will-be-in-high-demand/comment-page-1/#comment-642 Mike Wokasch Tue, 24 Aug 2010 14:48:31 +0000 http://www.pharmareform.com/?p=744#comment-642 Professional Representative, Unfortunately, you are absolutely right on about the corporate mindset. You have started to touch on issues in my next post. Stay tuned. Thanks for the feedback and sharing your experience. mike@pharmareform.com Professional Representative,
Unfortunately, you are absolutely right on about the corporate mindset. You have started to touch on issues in my next post. Stay tuned. Thanks for the feedback and sharing your experience. mike@pharmareform.com

]]> Comment on Professional Pharmaceutical Representatives will be in High Demand by Professional Representative http://www.pharmareform.com/2010/08/23/professional-pharmaceutical-representatives-will-be-in-high-demand/comment-page-1/#comment-641 Professional Representative Tue, 24 Aug 2010 14:26:37 +0000 http://www.pharmareform.com/?p=744#comment-641 Mike, I am one of those professional reps. that you are speaking about. They are in the industry where the product lines go beyond F&B's, and that are predominantly related to a hospital based product line. Having said that, the most informed and scientifically based professional reps. are those that are self motivated to be informed of the sceintific and medical industry and managed market environment on their own because the pharma industry has not been very interested in providing the resources to become a professional rep. Why? Because lower level and higher level mgmt. (that would include all those MBA's in marketing) are not knowledgable of this information, in some cases at all. Mgmt. becomes informed by those very professional reps. in the field who stay on top of their industry information, whether it is CMS requirements on Core Measures, Hospital Acquired Conditions (HAC's), SKIP protocols, or Healthcare Reform issues. This information gets what the field refers to as "managed up" the chain of command. Unfortunately, the pharma industry is not very interested in the professional rep. from my perspective. Corporate culture in this industry is lacking in any depth of understanding or interest in understanding these very issues that you claim will be of value. The corporate environment is determined to keep the professional rep. from having a complete broad-base of knowledge, and in many cases show disdain for this type of knowledge from reps. (they can be fired from going beyond the madison avenue promo) Also, from my experience these reps. income levels are on the higher end in salaries, and many pharma companies simply do not want to pay for their years of experience & expertise. So unless the corporate climate recognizes the benefits of the broad-based knowledge of the professional rep., then the demand for these people will not fully be recognized. Having been in this industry too long to mention, sadly it is the opinion of many that that they do not, and the industry is headed down a path of major destruction. Mike,
I am one of those professional reps. that you are speaking about. They are in the industry where the product lines go beyond F&B’s, and that are predominantly related to a hospital based product line. Having said that, the most informed and scientifically based professional reps. are those that are self motivated to be informed of the sceintific and medical industry and managed market environment on their own because the pharma industry has not been very interested in providing the resources to become a professional rep. Why? Because lower level and higher level mgmt. (that would include all those MBA’s in marketing) are not knowledgable of this information, in some cases at all. Mgmt. becomes informed by those very professional reps. in the field who stay on top of their industry information, whether it is CMS requirements on Core Measures, Hospital Acquired Conditions (HAC’s), SKIP protocols, or Healthcare Reform issues. This information gets what the field refers to as “managed up” the chain of command. Unfortunately, the pharma industry is not very interested in the professional rep. from my perspective. Corporate culture in this industry is lacking in any depth of understanding or interest in understanding these very issues that you claim will be of value. The corporate environment is determined to keep the professional rep. from having a complete broad-base of knowledge, and in many cases show disdain for this type of knowledge from reps. (they can be fired from going beyond the madison avenue promo) Also, from my experience these reps. income levels are on the higher end in salaries, and many pharma companies simply do not want to pay for their years of experience & expertise. So unless the corporate climate recognizes the benefits of the broad-based knowledge of the professional rep., then the demand for these people will not fully be recognized. Having been in this industry too long to mention, sadly it is the opinion of many that that they do not, and the industry is headed down a path of major destruction.

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