Bob Marsh, a pharmacy manager, joins Cabot Pharmaceuticals in 1992. He had a well known 12 year career with them. Throughout the path of his career, Bob was facing several conflicts between providing an excellent service for his client, and satisfying the management team in his company. Cabot Pharmaceuticals conducted an evaluation every year to determine the position on its’ salespeople and monitor their performance. Bob maintained an excellent relationship with his customers, and always exceeded his quotas. He was regarded as one of the best and most helpful career detailers by all of his clients. However, his organization and reporting issues with management created several conflicts and caused to rate him below standard on several evaluations.
Several companies within the United States and across the globe face the same problem occurred with Bob Marsh at Cabot Pharmaceuticals. The fact of providing an excellent outcome with customers may not be on the same level of balancing ordinary internal records and reporting.
Similar incidents to Bob's termination are potentially happening in other companies due to the lack of consistency in coaching from the management side and discipline of the employee in balancing both sides of the game (clients vs. management). The case pointed continuously that Bob was unorganized and and did not do enough background research on his customers. Therefore, he did not follow the company’s protocol in promoting their products or plan his meetings in advance.
John Meredith, Bob’s first manager was great at evaluating Bob. He highlighted the positive aspects of Bob’s job but then underlined the skills that Bob needed to work on. Afterwards, Bob had a positive experience with Couch, his next district manager. However, Rathbun who was assigned next as the new district manager also provided Bob with negative feedback and exposed Bob for cheating the system and falsifying appointments. At this point, Bob’s position and evaluation...