Pharmaceutical Sales Quotes

health agencies had put regulatory capture on steroids. The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry, through what are euphemistically called “user fees.

Giselle Chapman was hired by Bristol-Myers Squibb, one of the leading pharmaceutical companies at that time. She became their number one sales representative, and went on to form her own consulting company.

Key fact: in 2003 pharmaceutical companies spent more on marketing and sales than they did on research and development. When it comes time to invest, it’s pretty clear that spreading the ideas behind the medicine is more important than inventing the medicine itself.

The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry,

Take Avastin, the world’s best-selling cancer medicine, with sales of $6 billion in 2010. It is used for the treatment of advanced cancers of the colon, breast, lung, and kidney, among others. An analysis of sixteen trials with more than ten thousand people showed that when Avastin was added to chemotherapy, more people died than when receiving chemotherapy alone.35 Thus, not only did the drug fail to prolong lives of hopeful patients for a few weeks or months, it in fact shortened them. Given the huge amount of money at stake for the pharmaceutical industry (Avastin treatment

Some have estimated that the pharmaceutical industry overall spends about twice as much on marketing and promotion as it does on research and development. Regardless of how those two figures compare to each other, the fact that they are in the same ballpark gives one pause, and this is worth mulling over in various contexts. For example, when a drug company refuses to let a developing country have affordable access to a new AIDS drug it’s because – the company says – it needs the money from sales to fund research and development on other new AIDS drugs for the future. If R&D is a fraction of the company’s outgoings, and it spends a similar amount on promotion, then this moral and practical argument doesn’t hold water quite so well.

All the recent marketing successes have been PR successes, not advertising successes. To name a few: Starbucks, The Body Shop, Amazon.com, Yahoo!, eBay, Palm, Google, Linus, PlayStation, Harry Potter, Botox, Red Bull, Microsoft, Intel, and BlackBerry. A closer look at the history of most major brands shows this to be true. As a matter of fact, an astonishing number of well-known brands have been built with virtually no advertising at all. Anita Roddick built The Body Shop into a worldwide brand without any advertising. Instead she traveled the world looking for ingredients for her natural cosmetics, a quest that resulted in endless publicity. Until recently Starbucks didn’t spend a hill of beans on advertising either. In its first ten years, the company spent less that $10 million (total) on advertising in the United States, a trivial amount for a brand that delivers annual sales of $1.3 billion today. Wal-Mart became the world’s largest retailer, ringing up sales approaching $200 billion, with little advertising. Sam’s Club, a Wal-Mart sibling, averages $56 million per store with almost no advertising. In the pharmaceutical field, Viagra, Prozac, and Vioxx became worldwide brands with almost no advertising. In the toy field, Beanie Babies, Tickle Me Elmo, and Pokémon became highly successful brands with almost no advertising. In the high-technology field, Oracle, Cisco, and SAP became multibillion-dollar companies (and multibillion-dollar brands) with almost no advertising.

Some have estimated that the pharmaceutical industry overall spends about twice as much on marketing and promotion as it does on research and development. Regardless of how those two figures compare to each other, the fact that they are in the same ballpark gives one pause, and this is worth mulling over in various contexts. For example, when a drug company refuses to let a developing country have affordable access to a new AIDS drug it’s because – the company says – it needs the money from sales to fund research and development on other new AIDS drugs for the future. If R&D is a fraction of the company’s outgoings, and it spends a similar amount on promotion, then this moral and practical argument doesn’t hold water quite so well. The scale of this spend is fascinating in itself, when you put it in the context of what we all expect from evidence-based medicine, which is that people will simply use the best treatment for the patient. Because when you pull away from the industry’s carefully fostered belief that this marketing activity is all completely normal, and stop thinking of drugs as being a consumer product like clothes or cosmetics, you suddenly realise that medicines marketing only exists for one reason. In medicine, brand identities are irrelevant, and there’s a factual, objective answer to whether one drug is the most likely to improve a patient’s pain, suffering and longevity. Marketing, therefore, one might argue, exists for no reason other than to pervert evidence-based decision-making in medicine.

But I was wrong about that. From the moment of my reluctant entrance into the vaccine debate in 2005, I was astonished to realize that the pervasive web of deep financial entanglements between Pharma and the government health agencies had put regulatory capture on steroids. The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry, through what are euphemistically called “user fees.”5 When I learned that extraordinary fact, the disastrous health of the American people was no longer a mystery; I wondered what the environment would look like if the EPA received 45 percent of its budget from the coal industry!

No surprise, pharmaceutical interests launched their multinational preemptive crusade to restrict and discredit HCQ starting way back in January 2020, months before the WHO declared a pandemic and even longer before President Trump’s controversial March 19 endorsement. On January 13, when rumors of Wuhan flu COVID-19 began to circulate, the French government took the bizarre, inexplicable, unprecedented, and highly suspicious step of reassigning HCQ from an over-the-counter to a prescription medicine. Without citing any studies, French health officials quietly changed the status of HCQ to “List II poisonous substance” and banned its over-the-counter sales. This absolutely remarkable coincidence repeated itself a few weeks later when Canadian health officials did the exact same thing, quietly removing the drug from pharmacy shelves. A physician from Zambia reported to Dr. Harvey Risch that in some villages and cities, organized groups of buyers emptied drugstores of HCQ and then burned the medication in bonfires outside the towns. South Africa destroyed two tons of life-saving hydroxychloroquine in late 2020, supposedly due to violation of an import regulation. The US government in 2021 ordered the destruction of more than a thousand pounds of HCQ, because it was improperly imported. “The Feds are insisting that all of it be destroyed, and not be used to save a single life anywhere in the world,” said a lawyer seeking to resist the senseless order.

Professor Joseph Stiglitz, former Chief Economist of the World Bank, and former Chairman of President Clinton's Council of Economic Advisers, goes public over the World Bank’s, “Four Step Strategy,” which is designed to enslave nations to the bankers. I summarise this below, 1. Privatisation. This is actually where national leaders are offered 10% commissions to their secret Swiss bank accounts in exchange for them trimming a few billion dollars off the sale price of national assets. Bribery and corruption, pure and simple. 2. Capital Market Liberalization. This is the repealing any laws that taxes money going over its borders. Stiglitz calls this the, “hot money,” cycle. Initially cash comes in from abroad to speculate in real estate and currency, then when the economy in that country starts to look promising, this outside wealth is pulled straight out again, causing the economy to collapse. The nation then requires International Monetary Fund (IMF) help and the IMF provides it under the pretext that they raise interest rates anywhere from 30% to 80%. This happened in Indonesia and Brazil, also in other Asian and Latin American nations. These higher interest rates consequently impoverish a country, demolishing property values, savaging industrial production and draining national treasuries. 3. Market Based Pricing. This is where the prices of food, water and domestic gas are raised which predictably leads to social unrest in the respective nation, now more commonly referred to as, “IMF Riots.” These riots cause the flight of capital and government bankruptcies. This benefits the foreign corporations as the nations remaining assets can be purchased at rock bottom prices. 4. Free Trade. This is where international corporations burst into Asia, Latin America and Africa, whilst at the same time Europe and America barricade their own markets against third world agriculture. They also impose extortionate tariffs which these countries have to pay for branded pharmaceuticals, causing soaring rates in death and disease.

Vioxx was believed to have caused more than sixty thousand deaths. Merck, the producer of the drug, is the second largest pharmaceutical corporation in the U.S., and profited tremendously from Vioxx, which earned $2.5 billion in sales in 2003 alone. When the drug was pulled due in large part to evidence that it contributed to fatal heart attacks and strokes, analysts anticipated that the judgment against Merck could run up to $25 billion. Yet the plea bargain reached in 2012 resulted in a fine of only $321 million, a mere blip on Merck’s bottom line.

For an illustration of business drift, rational and opportunistic business drift, take the following. Coca-Cola began as a pharmaceutical product. Tiffany & Co., the fancy jewelry store company, started life as a stationery store. The last two examples are close, perhaps, but consider next: Raytheon, which made the first missile guidance system, was a refrigerator maker (one of the founders was no other than Vannevar Bush, who conceived the teleological linear model of science we saw earlier; go figure). Now, worse: Nokia, who used to be the top mobile phone maker, began as a paper mill (at some stage they were into rubber shoes). DuPont, now famous for Teflon nonstick cooking pans, Corian countertops, and the durable fabric Kevlar, actually started out as an explosives company. Avon, the cosmetics company, started out in door-to-door book sales. And, the strangest of all, Oneida Silversmiths was a community religious cult but for regulatory reasons they needed to use as cover a joint stock company.

It will involve figuring out where in the country a product will work better, in terms of both efficacy and revenue. It will involve more than sending out an army of sales reps who often can’t get in the door anymore. It will take advantage of new digital promotion tools and targeting. It will harness big data for a far better understanding of competitive advantages, ideal patient populations, and how medicines can be personalized to the individual.

What Social Awareness Looks Like Alfonso J., pharmaceutical sales manager Social awareness score = 96 What people who work with him say: “Alfonso has a rare talent to be able to read the emotions of others very well. He adjusts to different situations and manages to build relationships with almost anyone. Good examples are dinners, meetings, and ride-alongs with reps.

My worst ever speech was one I did for a pharmaceutical company in South Africa. They were paying me $1,000 and my airfare. It was a fortune to me at the time, and I couldn’t believe my luck. That would last Shara and me for months. I soon found myself at a hotel in the Drakensberg Mountains, waiting for six hundred sales staff to arrive at the conference center. Their bus journey up had been a long one and they had been supplied with beer, nonstop, for the previous five hours. By the time they rolled off the buses, many of them were tripping over their bags--laughing and roaring drunk. Nightmare. I had been asked to speak after dinner--and for a minimum of an hour. Even I knew that an hour after dinner was suicide. But they were insistent. They wanted their thousand’s worth. After a long, booze-filled dinner that never seemed to end, the delegates really were totally paralytic. I was holding my head in my hands backstage. Sweet Jesus. Then, just as I walked out on stage, the lights went out and there was a power cut. You have got to be joking. The organizers found candles to light the room (which also meant no slides), and then I was on. It was well after midnight by now. Oh, and did I mention that all the delegates were Afrikaans-speaking, so English was their second language, at best? Sure enough, the heckling started before I even opened my mouth. “We don’t want an after-dinner speaker,” one drunk man shouted, almost falling off his chair. Listen, nor do I, big fella, I thought. I suspect it was just as painful an hour for him as it was for me. But I persevered and endeavored to learn how to tell a story well. After all, it was my only source of work, and my only way of trying to find new sponsors for any other expeditions that I hoped to lead.

Zeneca Pharmaceuticals, the ICI spin-off that now exclusively funds and controls Breast Cancer Awareness Month, earns more than $300 million a year from the sale of a carcinogenic herbicide (acetochlor) while simultaneously marketing Tamoxifen, which has now become the world's bestselling cancer therapy drug.

The US dietary guidelines were the first ever to inform the general public about what should not be eaten. Specifically, we were told to avoid fat, especially saturated fat, and to replace dietary saturated fats with carbohydrates and polyunsaturated ‘vegetable’ (actually seed) oils. Failure to do so, we were warned, would cause us all to die of heart attacks, because cholesterol, we were told, causes coronary heart disease. Instead, the advice drove us down the road to obesity and the much more severe form of arterial disease caused by T2DM. Some have described this monumental error as the greatest scam in the history of modern medicine. The fallout has produced some very big ‘winners’, specifically those pharmaceutical companies that have benefited from the sale of the largely ineffective statin drugs, and the processed-food industry, dominated by 10 companies that produce the ‘displacing foods of modern commerce

Lider Firmaların Tipik Özellikleri Abbott: Adaylardaki kuvvetli insan ilişkileri ve hırslı satış yeteneklerine önem verir. Forest: Kurumsal satış için hırslı bir yaklaşıma sahip adaylarla ilgilenir. GSK: Gerekli donanıma ve muhafazakar bir karaktere sahip adayları tercih eder. Adayların ayrıca farmakoloji testlerinden geçmesi gerekir. Johnson ve Johnson: Parlak bir satış deneyimine sahip, etkileyici not ortalamasıyla mezun olmuş adayları tercih eder. Merck: Klinik bilgiye ve/veya deneyime önem verir. Pfizer: Liderlik deneyimine sahip adaylar arar ve askeri hizmet deneyimine önem verir.

By the early 1990s it had some $9 billion.26 And so, under the watch of chief financial officer Henri B. Meier, Roche set about putting its cash pile in an array of investments that had nothing to do with pharmaceuticals. That was how, in 1994, thanks to an introduction by Marc Rich’s financial adviser Heinz Pauli, the pharmaceutical company came to Strothotte’s rescue. Unlike Ebner, Roche had no interest in how the company was run – it just wanted to make money. Strothotte agreed to sell 15% of the company’s shares for about $150 million, with a promise to buy them back at a later date and a guarantee that Roche would receive a certain return on its investment.

The 1980 Bayh–Dole Act8 allowed NIAID—and Dr. Fauci personally—to file patents on the hundreds of new drugs that his agency-funded PIs were incubating, and then to license those drugs to pharmaceutical companies and collect royalties on their sales.

The resulting lawsuit accused GlaxoSmithKline of committing “repeated and persistent” fraud by hiding from the public the results of several negative studies about Paxil, one of its bestselling drugs. Not surprisingly, the lawsuit attracted a burst of publicity when it was filed on June 2, 2004. The press coverage spotlighted what many said was a widespread practice in the pharmaceutical industry of disclosing only the results of positive studies in order to boost the sales of new drugs.

I’d never watched The Bachelor myself and was basing everything on preconceptions. But somehow the idea of all these intelligent young women competing pageant-style for the love of some blandly handsome pharmaceutical sales rep who kept talking about his “journey.

The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry, through what are euphemistically called “user fees.”5 When

The CDC, for example, owns 57 vaccine patents1 and spends $4.9 of its $12.0 billion-dollar annual budget (as of 2019) buying and distributing vaccines.2,3 NIH owns hundreds of vaccine patents and often profits from the sale of products it supposedly regulates. High level officials, including Dr. Fauci, receive yearly emoluments of up to $150,000 in royalty payments on products that they help develop and then usher through the approval process.4 The FDA receives 45 percent of its budget from the pharmaceutical industry, through what are euphemistically called “user fees.

Once the product gets to market, the pharmaceutical company pays royalties—a form of legalized kickbacks—through an informal scheme that allows Pharma to funnel its profits from drug sales to NIAID and to the NIAID officials who worked on the product. Under a secretive, unpromulgated HHS policy, Dr. Fauci and his NIAID underlings may personally pocket up to $150,000 annually from drugs they helped develop at taxpayers’ expense

1914, its first war on drugs,*13 passing the Harrison Narcotics Tax Act, which restricted the sale of opiates and cocaine. The reasoning was unoriginal. “The use of cocaine by unfortunate women generally and by negroes in certain parts of the country is simply appalling,” the American Pharmaceutical Association’s Committee on the Acquirement of the Drug Habit had concluded in 1902. The New York Times published an article by a physician saying that the South was threatened by “cocaine-crazed negroes,” to whom the drug had awarded expert marksmanship and an immunity to bullets “large enough to ‘kill any game in America.’ ” Another physician, Hamilton Wright, the “father of American narcotic law,” reported to Congress that cocaine lent “encouragement” to “the humbler ranks of the negro population in the South.” Should anyone doubt the implication of encouragement, Wright spelled it out: “It has been authoritatively stated that cocaine is often the direct incentive to the crime of rape by the negroes of the South and other sections of the country.

Purdue doubled its sales force during those years, from 318 to 767 pharmaceutical reps. In the trade, the reps are called detailers, and they’re typically good-looking, gregarious, and well-dressed. They remember the names of the clinic receptionists and secretaries and nurses. Purdue expected each drug rep to develop a list of 105 to 140 physicians within a specific sales region and call each one every three or four weeks.

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The remnants of community. It is far easier to build on what remains of a community than to create one from scratch. In my experience, many companies that seem to have lost their sense of community in fact retain it somewhere, even if it is hidden from leaders who have failed to appreciate it. For example, in pharmaceutical companies that have become lumbering behemoths focused on sales and acquisitions, clusters of scientists who remain deeply dedicated to discovering remedies for disease can always be found.