This document outlines the key account management process. It begins by defining key account management as optimizing long-term partnerships through managing internal and external stakeholders. It then discusses the criteria for selecting key accounts and evaluating success, including increased profits, brand availability, and long-term contracts. The document also covers reasons for failure, such as poor communication and planning. Finally, it presents the main pillars of success as information, planning, and teamwork and provides a structure for key account planning involving situational analysis, objective setting, and strategy development.

1. Process of Key Account
Management
Yassin Mostafa
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2. AGENDA
i. Definition of Key Account Management. ( KAM )
ii. Criteria of Key Account Manager.
iii.Criteria of determine the Key Account .
iv. How to evaluate your success in a KA.
v. Reasons of the failure of KA manager .
vi.The main pillars of success of the KAM.
vii.Structure of key account planning .
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3. Definition of Key Account Management
● Key Account Management : is the optimizing long term
relation or partnership in certain account by managing
internal and external stakeholders.
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4. Criteria of Key Account Manager.
1) Analytical skills.
2) Communication skills.
3) Negotiation skills .
4) Problems solver .
5) Highly organized.
6) Ability to build rapport.
7) Effort , mobility and flexibility .
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5. Criteria of determining the Key Account
Attractiveness Potentiality
Image Expected Potential
Availability of our brands Turn over now Vs turn over
in the previous
Number of branches and
Purchasing process
EX . American Hospital Ex . Med shop ( Aster )
Life CHS
Bin Sina. Med seven.
City Hospital
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6. How to evaluate your success in a KA
1) Availability of our brands.
2) Increase profitability.
3) Good accessibility.
4) Long term contract.
5) Fox Determining.
6) Maintain or obtain your business .
7) Convert your customer ( Doctor , Ph, or
purchaser )
From a customer to PARTNER .
.
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7. Reasons of the failure of KA manager
1) Improper data base .
2) Wrong account selection.
3) Lack of communication with finance and SC.
4) Financial situation of the account is unknown.
5) Wrong mapping and absence of the awareness of
purchasing procedure.
6) Poor relation and accessibility
7) Lack of negotiation skills and improper planning
8) Financial constraints
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8. The main pillars of success of the KAM.
Information Planning Team work
Information is a Setting short and Done by high level
power long term action of communication
Information plan . with internal and
enables you to set Consistent external
accurate plan for a strategy. stakeholders .
successful action Detailed action
Information has to plan .
be ;
I.Accurate
II.Structured
III.Informative
IV.Updated
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9. Structure of key account planning .
Situational analysis
Objective setting
Setting effective strategy
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10. Situational analysis
● Information is the only tool helps me for a
successful situational analysis
● What’s information KA want to know :
 Account budget.
 Financial stability .
 Purchasing strategy and procedure .
 Fox determining and awareness for the organogram of the account .
 Our turnover last year .
 Listing process for a new brand .
 Previous plan and actions in this account .
 Sanofi image in this account .
 Competitors portfolio and actions .
 Account supply channels .
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11. Situational analysis (cont.)
● This information will enables you to make
S.W.O.T analysis
Accurate S.W.O.T analysis will drive us for
the second step for a key account planning.
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12. Objective setting
● The main objective for any KAM will be one
of the following or all according to the
situation :
Improve our position ( customer to partner )
Maintain or obtain high turnover .
Increase loyalty.
Increase accessibility.
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13. Setting strategy
● It’s a time of setting strategy after
situational analysis and objective setting .
● There are 4 types of strategy for increase
the turnover.
Referral strategy
Extension selling
Continuation selling
Progression selling
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14. Setting strategy ( cont.)
1) Referral strategy
Using this strategy in case of existing brand in
existing account but with new prescribers
Ex . Positioning of lanzor with Endocrinologist
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15. Setting strategy ( cont.)
2)Extension selling .
Penetration of sanofi brands in
accounts with no idea about sanofi
brands .
Ex . Account having a contract with
another brand
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16. Setting strategy ( cont.)
3)continuation selling
Increase the quantity of our existing brand in
existing account with existing customers
Ex . 1000 boxes VS last year
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17. Setting strategy ( cont.)
4)progression selling
its mainly for penetration new brand in
existing account .
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