2. What are the key Contributions That a KAM Would
Make To Teva.
A good Key Account Manager (KAM) contributes to the overall benefit to the company, and not just to
their territory.
KAMs’ play integral role is generating sales that will turn into long-lasting relationships.
Key Account Managers work in the field and target a group of different customers within the NHS, e.g.
Clinical staff, Pharmacists, Procurement, CCG members and Payors with the aim to increase the
company’s access to their products on a local level and to develop trust.
You have to identify who your different stakeholders are, and what their needs are
KAMs’ have to be able to provide solutions to customers, by understanding their needs and
requirements.
They have to be collaborate with different people within their own organization to make sure that
everybody is working toward the common objective, like a conductor of an orchestra.
You must know how to move things along, with good interpersonal skills, able to work with different
groups of people both internally and externally
3. KAMs’ Contribution
KAMs are responsible for creating plans specific to the specific accounts that considers the short and
long-term goals of the products offered by a company in a particular Trust.
They collect information on key players and develop long-term relationships with them, and guide
initiatives that their company launches to target the particular account.
I believe that as a KAM you must have excellent sales skills, plus great product and disease
knowledge.
Key to success for a KAM is to have the ability to navigate complex environments.
Getting products on a hospital formulary is a priority, as without that product demand is restricted, but
also good positioning in protocols and guidelines are important.
KAMs’ must be able to recognize problems and develop solutions that benefit all stakeholders
involved, which is necessary for players who want to keep up with the changing landscape of today’s
NHS/healthcare economy.
KAMs’ should always be thinking of the patient and what they/their company offer the patient; which is
often what their customers are thinking.
4. How to ensure the success of these contributions
Increase sales
Create sustainable partnership between Teva and their
NHS customers
Improve patient lives
5. Increase Sales
I have proven experience as a KAM with specialty
product experience. I have overall over six years
experience in secondary care with a good record of
success including, formularies and guidance.
6. What does my record of successes look like
Achieved for 85% Formulary inclusion by region for Specialist products from 4 to
12 formularies for first line use.
Highest no’ of Echandocandin upgrades; 12 in UK in one year (2016)
Gained 78% Mkt Share in total Ecandocandin market in South West from 54%
Highest no’ of Mirabegron Upgrades (12) within Region 7 & Nationally 2014-15
Dispensing Lead for Region and National from a field perspective
Successful in gaining total territory (4) CCG formulary approvals for Urology
1st line product Inclusion in local Primary Care Guidelines (BNSSG)
Launched new product Betmiga SvT 102% 2013-2014
Vesicare 97.8% 2014, Vesicare SvT 101.2% 2013, SvT Vesicare 108% 2012
Grew cash market share of Vesicare from 3.88% to 48.31% since starting the role.
Took territory from 54th/60th to 3rd /60th within 3 years of starting the role for whole
three product portfolio
Successful in product upgrading in Hospital Formulary status from red to green
in Bristol Royal Infirmary and the Royal United Hospital, Bath
National runner-up of the Astellas Star Award in 2012 for outstanding sales (out of
150 representatives) – All expenses paid trip to Dublin.
10. Leverage Customer
Relationships
Maintain contacts and works collaboratively
Keeps networks active by sharing information and
communicating frequently and openly with stakeholders,
highlighting the win-win nature of collaboration.
Foster a climate of trust and respect with others; treat
customers fairly, ethically and as valued allies.
Cooperates with individuals and groups across NHS by being
honest and transparent in all interactions and responding
effectively and efficiently to requests.
Express appreciation to others who have provided information
assistance or support.
Engages customers by presenting ideas and arguments clearly
to get a point across and gain sales.
11. Leverage Customer
Relationships
Secure support from existing networks and strengthen
partnerships
Convince customers by identifying benefits for all; looks for ways to
increase the value of the partnership for all parties (win/win).
Research ahead of time in order to obtain and prepare relevant data to
build support for company product(s).
Manages existing partnerships within established agreements or contracts;
negotiate adjustments when mutually beneficial to do so.
Build a business case for product by applying sound logic and relevant
business or technical knowledge inc. cost model.
Genuinely cultivate personal bonds across NHS in order to enhance
performance throughout the organization.
Discusses issues and exchange information with all vested parties to
identify areas of mutual interest and benefit.
Try to understands the internal dynamics of depts. and draw on them to
facilitate project execution or persuade others (can audits help?).
12. Leverage of New
Relationships
Identifies and capitalizes on new partnership opportunities
Seeks and influences new business relationships and identifies new collaborative
partnerships that better position Teva’s products.
Identifies and creates opportunities to partner through networking and participating in
cross-functional, multi-stakeholder groups – CCG Meetings.
Proactively pitches the company product by business case to gain visibility, promote
acceptance, encourage support and raise the profile of Teva and its products.
Establish connections that help facilitate the accomplishment of objectives.
Coach customers on how to develop proposals and work plans for effective
partnership arrangements – develop them into KOL’s.
Use negotiation techniques, such as careful preparation of data and appeal to
customer’s interests when selling and/or presenting business cases.
Share information with colleagues in other parts of the company so they can use to
drive business in other areas.
Inform customers about industry trends and business opportunities.
13. Improve Patients Lives
Improve patients lives for me this should be at the heart of
everything you do. A KAM should be looking beyond the
prescription; such as how your medicine is being used by patients
and as well as being prescribed. KAMs need to understand the
patient journey and if possible help the patients on this journey.
This can be by:
Patient support programs
Adherence programs
Having some type of program aimed at patients has the effect of:
Positive impact on patients and outcomes
Looks good from a customer point of view
Creates brand loyalty
Tends to slow down customer switching
