The document discusses why traditional key account management (KAM) approaches in the pharmaceutical industry may fail, noting that while the traditional "4P" marketing model worked in the past, increased competition and limitations of key opinion leaders require a new customer-focused approach centered on communicating benefits to customers and companies through managing key accounts.
Key account management is a strategic business approach that ensures long-term partnerships with important customers. It is an integrative element of business strategy, not an isolated process. For KAM to achieve its full potential, it must be positioned as core to the business. Developing internal capabilities through knowledge, structures, systems and tools is also required for long-term success. The objectives of KAM include maximizing sales velocity, increasing average deal size and customer loyalty to drive down costs and create value for customers.
Key account management is a strategic business approach to ensure long-term partnerships with important customers. It recognizes that large customers are getting larger and more sophisticated in their demands. Key accounts purchase significant volumes and expect specialized attention, services, and a long-term cooperative relationship from suppliers. Effective key account management requires identifying the right key accounts, appointing and training dedicated account managers, and setting the proper metrics to benchmark performance and drive business growth.
management of key accounts of an organisation. KAM portfolio. hierarchy of key relationships.pricing and negotiation.relationship management with key accounts.decision makers.
Strategic Account Management (SAM) is a strategic approach used to ensure the long-term development and retention of major customers. It provides a means to develop and nurture relationships with strategic customers. SAM requires developing deep understanding of customers' businesses and tailoring long-term product/service offerings to their specific needs, with the goal of developing collaborative partnerships. Effective SAM involves selecting and categorizing the most important customers that are aligned with the company's strategic vision, then developing individual multi-year strategies and relationships with each.
The document outlines best practices for key account management. It recommends ranking accounts by improvement potential and redeploying resources accordingly. It also suggests understanding customer needs, planning account actions to address problems, setting internal and customer targets, and tying incentives to customer metrics. The key account management process involves analyzing and classifying customers, profiling accounts, planning call activity, reviewing performance, and managing the program.
Key account management (KAM) is a strategic activity that aims to develop partnerships between suppliers and customers beyond simple transactions. It focuses on understanding customer needs and providing total solutions rather than just products and services. Effective KAM requires a comprehensive skill set from account managers and a customer-focused organization. Companies implement KAM to create win-win relationships and integrate their strategies and operations with key customers. Developing closer collaborative relationships through KAM can move the partnership from basic transactions to interdependent strategic planning that benefits both companies.
Key account management involves developing strategic, partnership-based relationships with important customers to drive business growth. It requires understanding each key account's organizational structure and decision makers, as well as their needs and preferences, in order to provide excellent service and close more sales over the long term. Tools like CRM systems can help sales teams manage key account information and activities more effectively.
1) Key account management (KAM) involves developing long-term relationships with strategic customers and understanding their needs in depth to develop special offers that provide advantages over competitors.
2) Companies implement KAM to retain existing customers during downturns and to manage large, important accounts. It also reduces the chances of solutions being replaced by competitors.
3) The goals of a key account manager are to keep customers feeling positive ("glad") about purchases by solving their past, current and future problems, and identifying their needs to develop strategic offers and reinforce the value of the relationship.
Key account management is a strategic business approach that ensures long-term partnerships with important customers. It is an integrative element of business strategy, not an isolated process. For KAM to achieve its full potential, it must be positioned as core to the business. Developing internal capabilities through knowledge, structures, systems and tools is also required for long-term success. The objectives of KAM include maximizing sales velocity, increasing average deal size and customer loyalty to drive down costs and create value for customers.
Key account management is a strategic business approach to ensure long-term partnerships with important customers. It recognizes that large customers are getting larger and more sophisticated in their demands. Key accounts purchase significant volumes and expect specialized attention, services, and a long-term cooperative relationship from suppliers. Effective key account management requires identifying the right key accounts, appointing and training dedicated account managers, and setting the proper metrics to benchmark performance and drive business growth.
management of key accounts of an organisation. KAM portfolio. hierarchy of key relationships.pricing and negotiation.relationship management with key accounts.decision makers.
Strategic Account Management (SAM) is a strategic approach used to ensure the long-term development and retention of major customers. It provides a means to develop and nurture relationships with strategic customers. SAM requires developing deep understanding of customers' businesses and tailoring long-term product/service offerings to their specific needs, with the goal of developing collaborative partnerships. Effective SAM involves selecting and categorizing the most important customers that are aligned with the company's strategic vision, then developing individual multi-year strategies and relationships with each.
The document outlines best practices for key account management. It recommends ranking accounts by improvement potential and redeploying resources accordingly. It also suggests understanding customer needs, planning account actions to address problems, setting internal and customer targets, and tying incentives to customer metrics. The key account management process involves analyzing and classifying customers, profiling accounts, planning call activity, reviewing performance, and managing the program.
Key account management (KAM) is a strategic activity that aims to develop partnerships between suppliers and customers beyond simple transactions. It focuses on understanding customer needs and providing total solutions rather than just products and services. Effective KAM requires a comprehensive skill set from account managers and a customer-focused organization. Companies implement KAM to create win-win relationships and integrate their strategies and operations with key customers. Developing closer collaborative relationships through KAM can move the partnership from basic transactions to interdependent strategic planning that benefits both companies.
Key account management involves developing strategic, partnership-based relationships with important customers to drive business growth. It requires understanding each key account's organizational structure and decision makers, as well as their needs and preferences, in order to provide excellent service and close more sales over the long term. Tools like CRM systems can help sales teams manage key account information and activities more effectively.
1) Key account management (KAM) involves developing long-term relationships with strategic customers and understanding their needs in depth to develop special offers that provide advantages over competitors.
2) Companies implement KAM to retain existing customers during downturns and to manage large, important accounts. It also reduces the chances of solutions being replaced by competitors.
3) The goals of a key account manager are to keep customers feeling positive ("glad") about purchases by solving their past, current and future problems, and identifying their needs to develop strategic offers and reinforce the value of the relationship.
Key account management (KAM) is a systematic approach to managing and growing an organization's most important customers to maximize mutual value and achieve mutually beneficial goals. KAM focuses on building solid relationships with existing high-priority clients through a more holistic approach rather than just thinking of clients as sales opportunities. The goal of KAM is to ensure the long-term development and retention of strategic customers by providing solutions rather than just pushing products and helping customers buy rather than just selling to them. KAM solutions select key accounts based on Pareto's rule, focusing on the top 20% of accounts that will provide 80% of profits.
The document provides information about sales prospecting and the sales process. It discusses the key stages in the typical seven-step sales process, which includes prospecting, preparation, approach, presentation, handling objections, closing, and follow up. Prospecting involves searching for potential customers and qualifying leads. Good prospects have an identified need, decision-making authority, and ability to purchase. Sales presentations are an important part of the sales process and should have clearly defined objectives, benefits, costs, and a call to action. Effective closing involves looking for verbal and non-verbal buying signals that indicate a customer is ready to purchase.
The document outlines key account management best practices including analyzing high potential accounts, reallocating resources, understanding customer needs and requirements, developing account plans with goals and accountability, monitoring performance, and holding account teams accountable. It also provides an overview of the key account management process with steps for analyzing and classifying customers, profiling and planning for key accounts, executing account plans, and evaluating account performance.
The document outlines the 5 steps to effective key account management:
1. Define key accounts by determining customer satisfaction and account attractiveness through surveys.
2. Rank key accounts by plotting customer satisfaction and account attractiveness on a matrix.
3. Create account management strategies based on the results.
4. Take action by implementing the strategies.
5. Evaluate the key account management process.
The document discusses the importance of focusing on benefits rather than features when selling products or services. It emphasizes that benefits answer the question "what's in it for me" by providing value to customers, while features are simply descriptions of what a product can do. The document advises gathering information about customers by asking open-ended questions to understand their needs and priorities in order to speak to the benefits of the solution. Building long-term relationships allows sellers to become a resource for customers and solve their problems rather than just pitching features.
Key account management vs Traditional sales - Quick comparison guide Hakeem Adebiyi
Whats the difference between KAM, this seems to be the most popular question on all KAM forums. Personally I think a better question is what skills are required to achieve the business goals of your organisation? However the popularity of the question and the debate it generates has led me to produce a quick comparison guide .
The document discusses strategies for achieving world-class status in account management organizations. It emphasizes the importance of strong leadership, a clear strategic vision, and flawless execution. Various frameworks and processes are outlined to drive continuous improvement, focus resources, build strategic partnerships with customers, and deliver benchmarked results.
Growing your business via strategic account management frameworkPiyush Poddar
This session will take you through our Account Management Practice and share some real-life case studies demonstrating how we hit target sales quota by 2-3x and achieved maximum strategic account objectives within the desired timeline.
We will look at various aspects of a successful Customer Account Management framework like
- Customer onboarding process
- Kickoff meetings
- Routine engagement health check-ins
- Invoicing and collections management
- Satisfaction surveys and testimonials management
- Complaint and grievances management
- Contract renewals and extensions.
- Opportunity exploration via researching client’s organisation, industry, seeking references, social media listening etc.
- Evangelizing client via social, digital marketing and event participations.
The document discusses strategic account management. It outlines the building blocks of strategic account management including CRM program change management, account performance measurement, value creation strategies, account manager development, and strategic account selection. It also discusses the roles, skills, and value provided by strategic account managers from both the customer and supplier perspective. Finally, it presents a framework for evaluating a company's CRM with components like purpose and strategy, structure and management, account selection, account planning, HR policies, products and services, and information systems.
The document discusses key account selling and management. It defines key accounts as the top 20% of customers that provide 80% of profits, based on the 80/20 principle. The benefits of key account programs include economies of scale, understanding customer goals, and sustainable sales. Key criteria for selecting key accounts include sales volume, profits, financial stability, and coherence with company strategy. The document also cautions that key account programs require sufficient benefits and should not rely too heavily on just a few large customers.
The document discusses key account management. It defines key accounts as strategically important customers identified by sellers. Key account management is the integrated process of managing these accounts profitably. The document outlines benefits of key account management for both sellers and customers. It discusses best practices like clearly identifying key account portfolios and having key account plans and managers. The document provides guidance on key aspects of key account management like portfolio analysis, categorization, criteria for defining key accounts, and developing key account strategies and plans.
CRM involves developing and maintaining long-term, mutually beneficial relationships with strategically important customers. It is based on trust and value and aims to deliver superior customer value over time. Relationships develop through different stages from initial interactions to long-term partnerships. Salespeople play a key role in building and promoting relationships by understanding customer needs and adding value at each stage of development. The goal of CRM is turning prospects into loyal, profitable customers through effective relationship management.
Olivier Riviere discusses his journey in key account management and how he helps companies through his consulting work. He emphasizes analyzing a company's strategic context, customer portfolio, and organizational dynamics to design and implement effective KAM approaches. The biggest obstacles he sees are overcoming cultural challenges to cross-functional collaboration and conducting deep analyses of key customer organizations and relationships. Software tools are emerging for KAM but must complement, not replace, developing skills and focusing on teamwork.
The document outlines Rincon Company's customer success strategy. It will focus on later stages of the customer lifecycle like engagement, adoption, and renewal. Key aspects include implementing a health score to measure adoption effectiveness, standardizing CLV and churn calculations, allocating 12% of ACV to customer retention costs, and developing tailored playbooks for different customer segments. Barriers customers may face and ways to address them at each stage are identified. The customer success team structure with roles for client services, support, and success managers is also presented.
The document discusses various topics related to B2B sales management and strategy. It addresses sales representatives profiles, strategic selling approaches, predicting the sales funnel and forecast, segmentation for profits, and shifting to a more consultative sales model. It also includes a case study on the sales process and phases for Groove Networks.
The document discusses strategic selling techniques for achieving sales success in a constantly changing business environment. It covers identifying buying influences in complex sales, examining one's current position with an account, leveraging strengths and addressing potential red flags, managing the sales process to achieve a win-win outcome, creating an ideal customer profile, and prioritizing sales opportunities using a sales funnel. The overall message is that sales professionals need strategic planning and analysis of accounts to navigate complex sales and changing conditions.
This document discusses various sales concepts and cash control procedures for restaurants. It covers monetary concepts like total sales, average per cover, and average check. Non-monetary concepts like total portions and covers are also discussed. Cash handling procedures include keeping cash locked, issuing receipts, depositing daily cash, and protecting funds. Electronic cash registers and pre-set machines can track sales. Reports like daily sales reports analyze sales, payments, and taxes. Major fraud types are also listed.
This document provides an overview of how Catalytic Advisors helps clients unlock value through world-class sales and customer service. It discusses that the company's founder and CEO, Everett Hill, has extensive experience transforming sales and service organizations. Catalytic Advisors takes a three-step approach of conducting diagnostics, building solutions through team engagement, and partnering on execution. Two case studies showcase how the company helped clients strengthen their sales strategies and sales effectiveness through recommendations involving customer service, CRM tools, and consultative selling.
Key account management (KAM) is a systematic approach to managing and growing an organization's most important customers to maximize mutual value and achieve mutually beneficial goals. KAM focuses on building solid relationships with existing high-priority clients through a more holistic approach rather than just thinking of clients as sales opportunities. The goal of KAM is to ensure the long-term development and retention of strategic customers by providing solutions rather than just pushing products and helping customers buy rather than just selling to them. KAM solutions select key accounts based on Pareto's rule, focusing on the top 20% of accounts that will provide 80% of profits.
The document provides information about sales prospecting and the sales process. It discusses the key stages in the typical seven-step sales process, which includes prospecting, preparation, approach, presentation, handling objections, closing, and follow up. Prospecting involves searching for potential customers and qualifying leads. Good prospects have an identified need, decision-making authority, and ability to purchase. Sales presentations are an important part of the sales process and should have clearly defined objectives, benefits, costs, and a call to action. Effective closing involves looking for verbal and non-verbal buying signals that indicate a customer is ready to purchase.
The document outlines key account management best practices including analyzing high potential accounts, reallocating resources, understanding customer needs and requirements, developing account plans with goals and accountability, monitoring performance, and holding account teams accountable. It also provides an overview of the key account management process with steps for analyzing and classifying customers, profiling and planning for key accounts, executing account plans, and evaluating account performance.
The document outlines the 5 steps to effective key account management:
1. Define key accounts by determining customer satisfaction and account attractiveness through surveys.
2. Rank key accounts by plotting customer satisfaction and account attractiveness on a matrix.
3. Create account management strategies based on the results.
4. Take action by implementing the strategies.
5. Evaluate the key account management process.
The document discusses the importance of focusing on benefits rather than features when selling products or services. It emphasizes that benefits answer the question "what's in it for me" by providing value to customers, while features are simply descriptions of what a product can do. The document advises gathering information about customers by asking open-ended questions to understand their needs and priorities in order to speak to the benefits of the solution. Building long-term relationships allows sellers to become a resource for customers and solve their problems rather than just pitching features.
Key account management vs Traditional sales - Quick comparison guide Hakeem Adebiyi
Whats the difference between KAM, this seems to be the most popular question on all KAM forums. Personally I think a better question is what skills are required to achieve the business goals of your organisation? However the popularity of the question and the debate it generates has led me to produce a quick comparison guide .
The document discusses strategies for achieving world-class status in account management organizations. It emphasizes the importance of strong leadership, a clear strategic vision, and flawless execution. Various frameworks and processes are outlined to drive continuous improvement, focus resources, build strategic partnerships with customers, and deliver benchmarked results.
Growing your business via strategic account management frameworkPiyush Poddar
This session will take you through our Account Management Practice and share some real-life case studies demonstrating how we hit target sales quota by 2-3x and achieved maximum strategic account objectives within the desired timeline.
We will look at various aspects of a successful Customer Account Management framework like
- Customer onboarding process
- Kickoff meetings
- Routine engagement health check-ins
- Invoicing and collections management
- Satisfaction surveys and testimonials management
- Complaint and grievances management
- Contract renewals and extensions.
- Opportunity exploration via researching client’s organisation, industry, seeking references, social media listening etc.
- Evangelizing client via social, digital marketing and event participations.
The document discusses strategic account management. It outlines the building blocks of strategic account management including CRM program change management, account performance measurement, value creation strategies, account manager development, and strategic account selection. It also discusses the roles, skills, and value provided by strategic account managers from both the customer and supplier perspective. Finally, it presents a framework for evaluating a company's CRM with components like purpose and strategy, structure and management, account selection, account planning, HR policies, products and services, and information systems.
The document discusses key account selling and management. It defines key accounts as the top 20% of customers that provide 80% of profits, based on the 80/20 principle. The benefits of key account programs include economies of scale, understanding customer goals, and sustainable sales. Key criteria for selecting key accounts include sales volume, profits, financial stability, and coherence with company strategy. The document also cautions that key account programs require sufficient benefits and should not rely too heavily on just a few large customers.
The document discusses key account management. It defines key accounts as strategically important customers identified by sellers. Key account management is the integrated process of managing these accounts profitably. The document outlines benefits of key account management for both sellers and customers. It discusses best practices like clearly identifying key account portfolios and having key account plans and managers. The document provides guidance on key aspects of key account management like portfolio analysis, categorization, criteria for defining key accounts, and developing key account strategies and plans.
CRM involves developing and maintaining long-term, mutually beneficial relationships with strategically important customers. It is based on trust and value and aims to deliver superior customer value over time. Relationships develop through different stages from initial interactions to long-term partnerships. Salespeople play a key role in building and promoting relationships by understanding customer needs and adding value at each stage of development. The goal of CRM is turning prospects into loyal, profitable customers through effective relationship management.
Olivier Riviere discusses his journey in key account management and how he helps companies through his consulting work. He emphasizes analyzing a company's strategic context, customer portfolio, and organizational dynamics to design and implement effective KAM approaches. The biggest obstacles he sees are overcoming cultural challenges to cross-functional collaboration and conducting deep analyses of key customer organizations and relationships. Software tools are emerging for KAM but must complement, not replace, developing skills and focusing on teamwork.
The document outlines Rincon Company's customer success strategy. It will focus on later stages of the customer lifecycle like engagement, adoption, and renewal. Key aspects include implementing a health score to measure adoption effectiveness, standardizing CLV and churn calculations, allocating 12% of ACV to customer retention costs, and developing tailored playbooks for different customer segments. Barriers customers may face and ways to address them at each stage are identified. The customer success team structure with roles for client services, support, and success managers is also presented.
The document discusses various topics related to B2B sales management and strategy. It addresses sales representatives profiles, strategic selling approaches, predicting the sales funnel and forecast, segmentation for profits, and shifting to a more consultative sales model. It also includes a case study on the sales process and phases for Groove Networks.
The document discusses strategic selling techniques for achieving sales success in a constantly changing business environment. It covers identifying buying influences in complex sales, examining one's current position with an account, leveraging strengths and addressing potential red flags, managing the sales process to achieve a win-win outcome, creating an ideal customer profile, and prioritizing sales opportunities using a sales funnel. The overall message is that sales professionals need strategic planning and analysis of accounts to navigate complex sales and changing conditions.
This document discusses various sales concepts and cash control procedures for restaurants. It covers monetary concepts like total sales, average per cover, and average check. Non-monetary concepts like total portions and covers are also discussed. Cash handling procedures include keeping cash locked, issuing receipts, depositing daily cash, and protecting funds. Electronic cash registers and pre-set machines can track sales. Reports like daily sales reports analyze sales, payments, and taxes. Major fraud types are also listed.
This document provides an overview of how Catalytic Advisors helps clients unlock value through world-class sales and customer service. It discusses that the company's founder and CEO, Everett Hill, has extensive experience transforming sales and service organizations. Catalytic Advisors takes a three-step approach of conducting diagnostics, building solutions through team engagement, and partnering on execution. Two case studies showcase how the company helped clients strengthen their sales strategies and sales effectiveness through recommendations involving customer service, CRM tools, and consultative selling.
Adaptive Product Management Professional AdaptivePMP India - BrochurePinkesh Shah
Master the art of productizing!!
Adaptive Product Management Professional Workshop is a 5 days comprehensive professional certification program focussed on building and developing foundational skills in the functional areas of product management and strategic marketing. The Product Management Professional Workshop by Adaptive Marketing in India. Product Management Certification:
Dwindling budgets...Increasing demand for efficiency... Competitors with rival products... If it feels like the business landscape is shifting beneath your feet, then it's time to stand your ground with Product Manager and Product Marketing Manager Certification from AIPMM. The ability to establish and maintain a clear competitive edge for both yourself and your products is a prerequisite for success in today's turbulent economy - and through certification with AIPMM, you will not only gain the necessary knowledge and industry insight you need, but you'll also have the opportunity to demonstrate your proficiency to your colleagues and competitors.
For more information about our offerings visit - www.adaptivemarketing.in, and for AIPMM certification visit www.aipmm.com.
Adaptive Advanced Product Mgmt & Marketing WorkshopPinkesh Shah
Adaptive Advanced Product Management and Marketing Workshop is a 2 day comprehensive professional program focussed on building and developing foundational skills in the functional areas of product management and marketing. .
Want to become a product manager but dont know where to start - productcamp...Pinkesh Shah
The document provides an overview of how to become a product manager (PM). It discusses that PMs focus on customers and problems rather than products alone. They lead cross-functional teams to deliver solutions. Good backgrounds include customer-facing roles in sales, engineering, and business. PMs can reside in engineering, marketing, or executive teams. Their titles may vary but the goal is the same. PMs work internally with many teams and externally with customers, partners, and others. They define products that provide benefits exceeding costs. Market research is key to understanding customer value and building products right.
AIPMM Webcast: Importance & Role Of Product Management To Your Company's SuccessAIPMM Administration
Speaker: Brian Lawley, 280group
What key factors must be present to build insanely great products
Why Products Fail 70% to 90% of the time and what to do about it
The role of Product Management and Product Marketing
What are the foundations (process, people and information) a company must provide, to build insanely great products and services
AIPMM Membership benefits include the national Product Management Educational Conference, regional conferences, the Career Center, peer Forums, tools, templates, publications and eligibility to enroll in the Certification Programs. The Agile Certified Product Manager® (ACPM), Certified Product Manager® (CPM), Certified Product Marketing Manager® (CPMM), Certified Brand Manager® (CBM), and Certified Innovation Leader (CIL) programs allow individual members to demonstrate their level of expertise and provide corporate members an assurance that their product professionals are operating at peak performance.
http://www.AIPMM.com
Subscribe: http://www.aipmm.com/subscribe
LinkedIn: http://www.linkedin.com/company/aipmm
Membership: http://www.aipmm.com/join.php
Certification: http://aipmm.com/html/certification
Webinar Series: http://aipmm.com/aipmm_webinars/
Articles: http://www.aipmm.com/html/newsletter/article.php
Moderated by Cindy F. Solomon, CPM, CPMM
Founder, Global Product Management Talk @ProdMgmtTalk
http://www.prodmgmttalk.com
http://bit.ly/nbw9Yr
Importance And Role Of Product Management To The Success Of Your Company Moderated by Cindy F. Solomon, Presented by Brian Lawley Part of AIPMM Webinar Series
The document provides an introduction to product management roles within organizations. It discusses the roles of product managers, business analysts, and project managers. It explains that product managers are responsible for product strategy, planning, and lifecycle management. Business analysts focus on investigating business systems and processes. The document also includes sections on product definition, requirements documentation, market analysis tools, and aligning products with business strategy.
This document provides an overview of iLEAD Consulting, a management consulting firm that aims to provide enabling solutions to small and medium enterprises. It discusses iLEAD Consulting's practice areas which include marketing strategy, IT solutions, production and operations, HR solutions, startup consulting, and growth strategies. It also outlines iLEAD Consulting's approach, which involves understanding the client problem, researching available information, identifying potential alternatives and developing analytical models to quantify financial benefits. Finally, it discusses iLEAD Consulting's principles of pursuing high standards of excellence and focusing on delivering unbelievable results to clients.
Mi6 provides business development, sales, marketing, management, and training services through sales force and marketing outsourcing/co-sourcing. They apply over 100 years of combined sales expertise to help clients enhance, energize, and supplement their existing sales teams. Mi6's methodologies and processes systematically enable consistent revenue growth. They also provide global resources to help companies augment sales and growth throughout different business phases. The services include reducing costs of sales, developing go-to-market strategies, managing and training sales teams, entering new markets, setting up distribution channels, and analyzing return on investment.
Deploying the iPad to Sales & Managed Markets Teams: Training and Effectivene...Best Practices
This document provides an overview and key findings from a benchmark study on deploying iPads to sales and managed markets teams. The study engaged 54 leaders from 45 healthcare companies. It examined best practices for training, systems integration, applications, usage and measuring effectiveness. Key findings include: starting with a pilot program; critical training on device and customer usage; syncing deployment with managed markets; ensuring relevant, updated content and apps; and issuing peripheral devices to increase comfort and usage compliance. The majority of companies have deployed iPads to some brands, with full deployment and integration with managed markets planned within 12 months.
The document provides an overview of IMC, an international management consultancy firm. IMC was founded in Switzerland in 2004 and has since expanded globally. It offers services across five key business lines: mergers and acquisitions, management consultancy, interim management, human capital management, and executive search. IMC prides itself on its flexible organization, high ethical standards, and ability to leverage the expertise of its partners worldwide to deliver measurable results and value to clients in a variety of industries and sectors.
Networking and career search discusion documentdtorgerson
Daniel Torgerson provides his contact information and outlines his career interests and experience. He is interested in leadership roles in large or small companies as well as entrepreneurial opportunities. He has experience in areas like project management, product development, operations, and process improvement. Torgerson has specific experience in industries such as financial services, healthcare, telecom, and hospitality. He is skilled in areas like analysis, leadership, and business and IT operations. Torgerson is looking for opportunities in consulting, energy, health and wellness, legal/forensics, technology, and other industries.
The Corporate Presentation gives you a glimpse into the Milagrow Universe.
See How We at Milagrow, Strive to Provide to Small and Medium Businesses, World Class Solutions, Services and Forums.
The document discusses several challenges facing sales organizations in a competitive global economy including: short product life cycles, increased information sources for customers, and higher shareholder expectations. It then summarizes typical sales management challenges such as unqualified hires, long sales cycles, bad forecasts, and unnecessary discounts. Finally, it advocates evaluating and optimizing the entire "sales ecosystem" which includes factors like sales leadership, internal processes, offerings, and supporting infrastructure in order to improve sales performance.
This document discusses integrating the product development process (PDP) and customer insight process (CIP) to improve customer insight and new product success. It argues that companies often struggle because they don't ask the right market research questions at the right times in the processes. The sweet spot for gaining valuable customer insight is during the pilot and production phases, when prototypes can be tested. Integrating PDP and CIP into a single customer-centric model allows gathering insight continuously and developing messaging early. This shared understanding of customers dramatically improves cross-functional teamwork and outcomes.
This document summarizes a marketing analytics and optimization conference taking place from March 9-10, 2011. The conference will focus on emerging techniques in marketing analytics, digital marketing, social media, and customer management. Speakers will discuss topics like using analytics to improve ROI, managing an organization's online reputation, and connecting data analysis to effective marketing actions. Attendees will include marketing directors, customer insight managers, and data analysts looking to optimize their strategies with new analytics approaches.
Dr. Xiaofeng Ma is the CEO of BI-Globe Co., Ltd, a company that provides geomarketing and business intelligence services in China. The presentation outlines the steps to open a shop in China, including evaluating the entrepreneurship environment, selecting a location, finding a local partner, localizing products/services, and planning sales and marketing. It also discusses challenges such as financial management, human resources, and partnerships that entrepreneurs may face when starting a business in China.
1. Why KAM May Fail?
Key Accounts Management in
Pharmaceutical Industry
February 14 & 15, 2013
Hotel Avion, Mumbai
Dr Ulhas Ganu
Advisors in Medico-Marketing & Management (AIMM)
Mumbai
drukganu@gmail.com
1
KAM-Pharma 2012
2. Why KAM May Fail?
• Can It Really Fail?
• How Can We Make it Work?
• Can it be Applied by Every Organization?
• Aren’t Organizational Objectives & Goals
a Determinant to its Application?
2
4. Information is the Key
The Story of A Villager at Railway Station
Inquiring About Trains at the Inquiry Counter
The Apologetic Person at the Counter Told him:
• No Train towards Mumbai for 2 hours
• No Train Towards Nashik for 3 hours
Sarcastically adding……….
• Not Even a Goods Train Movement in Day Time
• The Villager Thanked him for the information……
4
5. Information is the Key
Turning to his Wife he Said……
Come Dear, it is Safe now to Cross the Railway Track!
Safer than the Safest Possible Option
Height of Precaution!
Not So Much Overcautious, I Still Wondered….
• Shouldn’t We Be Careful About KAM in India?
• Should We At Least Check Coordinates Properly
Before Accepting it Fully & Wholeheartedly….
5
6. Skeptic: Why KAM?
Change is a Need Based Action
The Only Person Who Always Likes a Change is
a Wet Baby
Which it Can’t Do by Itself!
&
Must Invite & Involve Others for Help
6
7. Skeptic: Why KAM?
What is Wrong with ‘The Age Old’
‘Traditional’ “4 P” Model?
Hasn’t it Been Modified &
Used Highly Successfully for Decades?
7
8. Skeptic: Why KAM?
What is Wrong with ‘The Age Old’
‘Traditional’ “4 P” Model?
Hasn’t it Been Modified &
Used Highly Successfully for Decades?
Is KAM a Gimmick Used by the Consultants
to Stay in Business ?
Let Us See How Marketing Evolved
Over the Last Few Decades……
8
9. Age Old Successful Traditional 4 P Model
Primary Product Attaining
Attributes Focused Quality The Desired Goal
Person
Finance &
Sr. Place
Management
Product Product
Value HR Promotion
9
10. The 4 Ps & 4Cs The Standard P:C Theme
(Caiibgbm marketing mgt module d)
Marketing Convenience
Mix
Place
Product
Customer
Solution
Price Promotion
Communication
Customer
Cost
10
11. The Total Matrix Evolved Model
• Medico-marketing
Product
Q Positioning
http://www.google.co.in/imgres?q=Revolving+s
• Medical
ubtractive+colour+wheel+illusion&start=138&hl
• Marketing
=en&biw=1525&bih=741&tbm=isch&tbnid=WP
UF7YU6UH6JXM:&imgrefurl=http://docs.gimp.o Place
rg/en/glossary.html&docid=aJWbz-
• Finance Attributes
CoZ5h1aM&imgurl=http://docs.gimp.org/en/im
ages/glossary/color-model-
Senior
additive.png&w=300&h=285&ei=xh5rULLqFMH
KrAfb7YGgDw&zoom=1&iact=hc&vpx=724&vpy
Management
=338&dur=346&hovh=219&hovw=230&tx=124
&ty=95&sig=107126594954691788435&page=6
• Technical Human
• Quality
&tbnh=177&tbnw=186&ndsp=24&ved=1t:429,r:
• Production
15,s:138,i:222 Resource Assurance
Development
• R&D
11
12. Communication • Medico-marketing Limited Aspect
Q Communication
Product
Sale Only as Positioning
http://www.google.co.in/imgres?q=Revolving+sub
• Medical tractive+colour+wheel+illusion&start=138&hl=en
the Focus • Marketing
&biw=1525&bih=741&tbm=isch&tbnid=WPUF7YU
6UH6JXM:&imgrefurl=http://docs.gimp.org/en/glo
• Finance
ssary.html&docid=aJWbz-
CoZ5h1aM&imgurl=http://docs.gimp.org/en/imag
es/glossary/color-model- Attributes
Senior
additive.png&w=300&h=285&ei=xh5rULLqFMHKr
Afb7YGgDw&zoom=1&iact=hc&vpx=724&vpy=338
Management
&dur=346&hovh=219&hovw=230&tx=124&ty=95
&sig=107126594954691788435&page=6&tbnh=17
• Technical Human Resource
7&tbnw=186&ndsp=24&ved=1t:429,r:15,s:138,i:2 Assurance
• Quality
Development
• Production
22
• R&D
Limited Outside Interaction Limited Outside
Interaction Within Interaction 12
13. Why Traditional Model Alone
May Not Work Now….
It Largely Worked Earlier Because ……….
1. Not All Companies Followed it……
2. Not All Those Who Followed the ‘Quality
Principles’ ‘Communicated’ it to the Customers
3. Those Doing Both Activities were Successful
13
14. The Changing Equations
1. The Model Was Consistently Modified Over Years
2. An Orientation to Working on Key Opinion Leaders
& the Key Account Customers Evolved
3. CRM : the Customer Relationship Management
became the Key word
4. Tender Business Extracts its Own Price
5. Retailers May Not be Friendly Customers but
turned Hostile Adversaries
14
15. The Current Situation
• High Competition, too Many Branded Generics!
• Limitations of KOL to help with Direct Business
• Fear of Losing KAC due to Extrinsic Factors*
• Resultant Loss of Business
Need:
• The Communication Should Focus on Benefits
that May Accrue to the Customer & Company
• Beginning of KAM Idea
15
16. KAM: Key Accounts Management
Key (What is the Key)
Accounts (What are they?)
Managing (Who Would Manage# & Whom*)
The Confusions Galore
KOL / KAM / KAC
Are They
Interchangeable / Similar/ Very Different
#: Shouldn’t the Personnel be Trained & Nurtured?
Are they Nurtured as Required
16
17. KOL: Key Opinion Leaders: Role
1. Leading Physicians & Scientists, Respected &
Acknowledged as Leaders in a Subject Area
2. Influence Thinking & Treatment Paradigms
3. Provide Insight into Diseases & Rx Regimen
4. Provide Assessment of Competitive Therapies
The data is growing. Why aren't Insights? http://www.wipro.com/services/business-application-
services/key-opinion-leader.aspx
Drug Discovery : Help Write the Protocol & Define
Efficacies of the Drug During the Study
Medical Affairs
* Help Medical Affairs on Drug Usage & Defining Side Effects
18. Key Opinion Leaders Serve the Following Purpose
The data is growing. Why aren't Insights? http://www.wipro.com/services/business-application-services/key-opinion-
leader.aspx
• Act as Leading Indicator of Therapy Acceptance
(Protocols)
• Help in Diffusion of Information & can Increase
Velocity of Product Adoption (e.g. Imatinib) or
• Even Relegation as well (e.g. Hydroxyurea/ Thiotepa/
Total Parenteral Nutrition): Pays to know the trends early
• Physicians & Institutions Increasingly Rely on KOL
Guidance for Prescribing New Drugs
18
19. Key Targets
KOLs
1. May Help Expand the Market for a Product
through Establishing New Protocol
2. May Help Sales Indirectly
3. Important to be Associated With….. Although
they May Not Prescribe Your Products in Large
Volumes. Meet if Possible, Follow Trend
Aren’t KOL’s Key Customers? Partners?
19
20. Key Targets
1. KACs: Prescribers & Directly Generate Revenue
Important as Attached to Several Hospitals
2. Products Availability in Hospital Pharmacies a Must
as Hospital Management Insist Purchase of Products
from their Pharmacy Only
3. KAC’s Must be Met Very Regularly & Since Institute’s
Price is Lower, Should be Audited for Sales Returns
4. Profitability Profiling Necessary……….
5. Determine GP Coverage? Or Consultant Coverage
Only?
20
21. The Key Accounts Concept
1. Aren’t We Aware of It?
2. Product Availability in Pharmacies of Institutions
Such as:
* AIIMS / * Apollo Hospital Chain
* Tata Memorial Hospital/ * Gujarat Civil Hospital
* TNMSC/
* Many Other Government & Private Bodies
• Considered as Valued Clients & Help Position
Products Elsewhere
21
22. Let Us Look At
The Different K’s Collectively
vis-à-vis
Key Account - Management
&
The Corporate Objectives
22
23. KOL / KAC / Key Account ---- Management
The K’s vis-à-vis Corporate Objectives Are
A Set of Potentially Profitable Activities
Theoretically & Functionally Appearing Similar
Varying in the Output
Requiring Optimization of the Matrix
To Achieve Primary Objectives of the Organization
23
24. KOL / KAC / Key Account ---- Management
The K’s vis-à-vis Corporate Objectives Are
A Set of Potentially Profitable Activities
Theoretically & Functionally Appearing Similar
Varying in the Output
Requiring Optimization of the Matrix
To Achieve Primary Objectives of the Organization
24
25. KOL / KAC / Key Account ---- Management
The K’s vis-à-vis Corporate Objectives Are
A Set of Potentially Profitable Activities
Theoretically & Functionally Appearing Similar
Varying in the Degrees of Outcome
Requiring Optimization of the Matrix
To Achieve Primary Objectives of the Organization
25
26. KOL / KAC / Key Account ---- Management
The K’s vis-à-vis Corporate Objectives Are
A Set of Potentially Profitable Activities
Theoretically & Functionally Appearing Similar
Varying in the Degrees of Outcome
Helping Optimization of the Matrix
To Achieve Primary Objectives of the Organization
26
27. KOL / KAC / Key Account ---- Management
The K’s vis-à-vis Corporate Objectives Are
A Set of Potentially Profitable Activities
Theoretically & Functionally Appearing Similar
Varying in the Degrees of Outcome
Helping Optimization of the Matrix
To Achieve the Primary Objectives of the
Organization
27
28. Good Product ?
? Gifts ! CMEs
Conferences !
!
Personal Tours
Company Needs
Literatures * Scientific
Updates
?
Detailing
Free Samples* LBL/Visual Aid
Monograph
28
29. Good Product CRM
Convenient
Appointment
Customer
Solution
as
Medical
Advisor or
Consultant Gifts ! CMEs
Conferences !
!
Personal Tours
Literatures * Scientific
Updates
?
Detailing
Free Samples* LBL/Visual Aid
Monograph
29
30. Interesting Current Model Vs Futuristic Model
Influencing the Sale
&
How it May Shape Up in India
30
31. Today Future
Can You Ignore Patient?
Ref: Developing Customer Process Orientation Alt_Puschmann BPMJ 2005
Business Process Management J. 11 (2005)4: 297-315 31
32. Can You Ignore Patient Communication?
Although Patient is the End User
Traditionally, Doctor is the Client for Pharma
Obviously, Instead of Ignoring the Patient,
One May Have to Find Ways to Engage him
Albeit Ethically
Costing May Have to be Controlled
Communicating Economically & Yet Effectively With
the Patient Would Require Creativity
32
33. KAC vis-à-vis KAM Catch & Trap
Extra Costs May Make the Model Weaker……
• Hospital Bargains Hard For Price:
• Innovator, L1 & L2 Approved is the Norm
• At Least Three Competing Products in Pharmacy
• Hospital as a ‘Key Account’ Has a Lot of Limitation
vis-à-vis Company
• Doctors Must be Won Over For Prescription or the
Products Do Not Move in Pharmacy
• Why Do Indian Companies Have to Compete as L1 &
L2 When Quality could be As Good As MNC?
33
34. programmes/short-courses/designing-your-key-account-management-
KAM
http://www.gibs.co.za/programmes/corporate-education-executive-
Deliver Provide
Consistent Ongoing Concept
Quality Cooperation
Deliver
Consistent Communicate
Performance Trust Based With Me
Customer
Deliver Relationship Be Competitive
Meaningful Not Necessarily
Value the Cheapest
Demonstrate
Flexibility &
plan.aspx
Innovation
Intrinsic Attributes Extrinsic Attributes
34
35. The White
Deliver Provide
Consistent
Flag Means
Ongoing
Quality Cooperation Surrender
Deliver
Communicate
Consistent
Surrender With Me
Performance
Compulsions
Deliver or Be Competitive
Meaningful Compromise Not Necessarily
Value the Cheapest
Demonstrate
Intrinsic Flexibility & Extrinsic
Attributes Innovation Attributes
35
36. Red Flag:
Deliver Provide The White
Drop in
Consistent Ongoing Flag Means
Marketing
Quality Cooperation Surrender
Concept
Deliver
Communicate
Consistent
Surrender With Me
Performance
Compulsions
Deliver or Be Competitive
Meaningful Compromise Not Necessarily
Value the Cheapest
Demonstrate
Intrinsic Flexibility & Extrinsic
Attributes Innovation Attributes
36
37. Primary Attributes Primary Focus
Product
Primary Quality Attaining
Attributes Focused The Desired Goal
KAM KAC
Goal
Product Trade Product
Value Sale Positioning
Approach
37
38. Secondary Attributes Primary Focus
Marketing Focus Trade Sale
Lost Approach
Price
When
Quality & Brand
Positioning
Trust is
Breached
KAM
Value
CRM
Goal
KAC Wrong
Interpretation
Would Fail
to Deliver wrongly
Desired Interpreted Quality as
Results
Transaction
Model 38
39. Analyzing the Prescription Definition
A Prescription is an Order/Advice by the Doctor:
• To the Patient to Purchase the Drug & to Consume
it in a Particular Manner
• To the Retailer to Sale the Drug to the Patient
• To the Company to Make it Available at the Counter
• There are A Lot Many Connected Activities &
Since Substitution of Drug is Prohibited,
Generation of Prescription Amounts to the Sale
39
40. Analyzing the Prescription Definition
• FF is the Signatory
• Authors Could be At the HO or in Field
• It is a Multi-numbered Lock
Field Force:
Does Create, Enable & Sustain Prescription
• Unfortunately Only the Sales & Not the Marketing
Invariably Considered- Wrongly- as the Only Key
Their Customers Considered the only Key Customers!
40
41. Reaching & Staying at the Top
• Conceptualization
• Backward Integration With Quality Personnel is
Equally Important,
• Backward Integration Ignored Consistently
• Quality First / Client as a Consequence
• Without Innovation & Consistent Quality,
Building Client Rapport & Long Term Relationship
With Clients isn’t Possible,
41
42. CRM in the
Hands of Sales Personnel is Like
Schoolboy Concept of Essay on Rural India vis-à-vis
Football
42
43. 5 P Match Package
to
Product Product Patient
Positioning Price to Positioning
Hospital
Organization Price Price Hospital
Place Patient
Personnel Personnel
Deliver Consistent Quality, Deliver Consistent Performance,
Deliver Meaningful Value, Provide Ongoing Cooperation,
Communicate With Me, Be Competitive
Demonstrate Flexibility & Innovation Not Necessarily the Cheapest
43
44. Skeptic: Why KAM?
Change is a Need Based Action
The Only Person Who Always Likes a Change is
a Wet Baby
Which it Can’t Do by Itself
&
Must Invite & Involve Others for Help
44
45. Why KAM: International Genesis
Need Based
1. Pharma Encountered Economic Recession, earlier in
(2005 & 2006).
2. “Sales Forces Bloated Earlier”
3. Pharma Sales Reps Started Losing Jobs in Thousands…..
4. “Hence No Other Way but to turn to technology.”
5. CRM software may be more critical than ever to the
pharma Industry (Hagemeyer, Gartner Research Managing VP).
(Ref. Market Focus: Pharmaceuticals -- CRM Undergoes an Experimental New
Treatment, An older CRM vertical gets a new dose of on-demand technology)
By Lauren McKay
45
46. KAM under the spotlight: by David Round
The British Experience With KAM
http://www.pharmafield.co.uk/features/2011/12/KAM-under-the-spotlight
Claims
* Hence Now Using More Sophisticated Approach to
Sales & Marketing Activity
* Delivering More Efficient & Effective Commercial
Model Using a Targeted KAM Methodology
46
47. KAM under the spotlight: by David Round
The British Experience With KAM
http://www.pharmafield.co.uk/features/2011/12/KAM-under-the-spotlight
• Dec 09 & Dec 10 –Working According to KAM ?
• 92.7% of UK GPs had a Face-to-Face Call or Meeting
With a Medical Rep from Pharma
• This indicates, the industry was still carrying out
almost blanket coverage of GPs.
• The 2010 Merely Continued a Similar Trend from the
years that preceded it –
• Past Decade Annual Industry Coverage Consistently
Reached Over 90% of the Total Prescriber Population.
47
48. KAM under the spotlight: by David Round
The British Experience With KAM continued
http://www.pharmafield.co.uk/features/2011/12/KAM-under-the-spotlight
• July ’10 to June ’11, GPs Face-to-Face Call/Meeting
with an Industry Representative dropped to 85
• In the First 6 Months of 2011 the Total No. of GPs
Who Have Had A Similar Contact Slumped to 73%.
• Now Face-to-face calls/ rep/day falling year-on-year.
• No. of meetings (per rep/day) has gradually risen
• The Synmetrics data: more meetings taking place
today than at any point in the past 10 years; and
• Crucially in 2010 the No. of Meetings/Day Overtook
the No. of face-to-face calls for the First Time.
48
49. Current Trend: A Positive Shift Towards KAM
Thrust Relatively New
• Data shows: 17,000 GPs – (around 35%) didn’t receive a
Face-to-Face call in the Last 12 Months of ‘10 – 11’
• There’s a Concomitant Increase in the No. of meetings
• A significant drop in face-to-face call activity,
• Over 1/3rd of Pharma’s Traditional Customer
Population Not Receiving a Single Call
• It’s still too early to make definitive claims that the
KAM model is firmly embedded in UK Pharma.
• KAM Picking Up or Call reduction by Compulsion?
49
50. Team Management: International Vs Indian Scene
• Account Managers are Encouraged to Develop Their Own
Call Plans
• Become More Accountable for Their Own Business
• Need Robust & Effective Data to Make Informed
Targeting Decisions in the Process is Paramount
• Strong Feedback System Desirable &
• Sharing of the Collected Data Utmost Important
• Liaison: Sales Team, PMT & KA Manager: Key to Success
• Is Field Force Reduction a Compulsion in India?
• If Not…. How Effectively to Use Them For Arranging
Meetings For KA Manager & KOL/KAC…..
50
51. KAM Perspective
Lack of Understanding About KA Manager Job Function
Understanding Attributes Required
Developing Personnel
Internal Integration
Their Hospital Work
Meaningful Communication
Avoids Repeat Calls by different Sales Personnel
to same Customer / Purchaser
All Round Knowledge & Focus on Company Perspective
Helps Snatch Profitable Deal
Sales Personnel With Limited Strategic Understanding
May Not be the Answer for KAM
Key Account Managers Need More Freedom 51
52. How Do Consumers Choose….
Among Products & Services?
• Performance > Expectations => Satisfaction
# Performance < Expectations => Dissatisfaction
Company Needs an “Uncompromising Attitude”
Towards Maintaining “Product Quality”
Integrated Communication
Keeping in Mind Company Perspectives Important
Only A Senior & Mature Person
Can Handle it Properly
52
54. “MR or FLM” Conducted Activities Versus
Key Accounts Manager Managed Activities
http://sites.cdnis.edu.hk/students/001771/
*
objectives/
*
*
54
55. Blake & Mouton
9
1/9 9/9
al_grid_model
http://en.wikipedia.org/wiki/Manageri
The customers The problem
friend solver
5/5
Concern for Compromise
customer “Method”
approach
1/1 9/1
The order The pressure
taker salesman
1
1 Concern for making the sale 9
55
56. CAP: (Ward - Strategic Management Accounting)
the “Customer Account Profitability” is
“The Total Sales Revenue Generated from
a Customer or Customer Group....
Less
All the Costs that are Incurred
In Servicing
that Customer or Customer Group.”
56
57. CAP: (Ward - Strategic Management Accounting)
the “Customer Account Profitability” is
“The Total Sales Revenue Generated from
a Customer or Customer Group....
Less Where Would You Put KOL?
All the Costs that are Incurred
In Servicing
that Customer or Customer Group.”
57
58. 11_01_archive.html
http://mnama.blogspot.in/2010_
10%
30% 50-60%
60 % 30 – 35%
http://www.google.co.in/imgres?q=wrong+Key+Account+Customer+%2B+Pyramid&start=191&num=10&um=1&hl=en&biw=1525&bih=741&tbm=isch&tbnid=mvjFuU
PExojbDM:&imgrefurl=http://mnama.blogspot.com/2010_11_01_archive.html&docid=WVzyJCpwO_i78M&imgurl=http://2.bp.blogspot.com/_4YZAh7cfTLk/TO1mSjYZ
9bI/AAAAAAAAACo/Lfzs_LuAEqs/s1600/Untitled.png&w=493&h=284&ei=SPaAUISYOcSsrAesvoD4Dg&zoom=1&iact=hc&vpx=797&vpy=135&dur=12821&hovh=17
10 to 15%
0&hovw=296&tx=160&ty=103&sig=107126594954691788435&page=7&tbnh=143&tbnw=249&ndsp=32&ved=1t:429,r:94,s:100,i:286
Identify Your Important Customers
Pareto’s 80:20 or 10:30:60 aren’t Absolute Ratios 58
59. The List is More Likely to be Dynamic than Static
10%
30%
50-60%
30 – 35%
60 %
http://www.google.co.in/imgres?q=wrong+Key+Account+Customer+%2B+Pyramid&start=191&num=10&um=1&hl=en&biw=1525&bih=741&tbm=isch&tbnid=mvjFuU
PExojbDM:&imgrefurl=http://mnama.blogspot.com/2010_11_01_archive.html&docid=WVzyJCpwO_i78M&imgurl=http://2.bp.blogspot.com/_4YZAh7cfTLk/TO1mSjYZ
9bI/AAAAAAAAACo/Lfzs_LuAEqs/s1600/Untitled.png&w=493&h=284&ei=SPaAUISYOcSsrAesvoD4Dg&zoom=1&iact=hc&vpx=797&vpy=135&dur=12821&hovh=17
10 to 15%
0&hovw=296&tx=160&ty=103&sig=107126594954691788435&page=7&tbnh=143&tbnw=249&ndsp=32&ved=1t:429,r:94,s:100,i:286
Pareto Principle Helps Identify Important Customers 59
60. 10% 30%
30% 60%
60 % 10%
Representative Chart Not Absolute Guide
% Marketing Spend Per Segment
Invert the Pyramid and Supercharge Your Profits, by Mark Price
60
http://mnama.blogspot.in/2010_11_01_archive.html
61. Key
http://www.google.co.in/imgres?q=wrong+Key+Account+Customer+%2B+Pyramid&num=10&um=1&hl=en&biw=1525&bih=741&tbm=isch&tbnid=xqG
0-
PMeMDuwfM:&imgrefurl=http://www.emeraldinsight.com/journals.htm%3Farticleid%3D1508902%26show%3Dhtml&docid=68GZFYf2T2C7QM&imgurl
=http://www.emeraldinsight.com/content_images/fig/0200230404002.png&w=1363&h=838&ei=B_SAUKiPDdHQrQfB7IGQAQ&zoom=1&iact=hc&vpx=
Not Serving them is Not an Option
399&vpy=160&dur=4497&hovh=176&hovw=286&tx=130&ty=109&sig=107126594954691788435&sqi=2&page=1&tbnh=137&tbnw=223&start=0&nds
p=24&ved=1t:429,r:1,s:0,i:69
Find Economic Ways to Reach Them
http://www.google.co.in/imgres?q=profit+revenue+pyramid+model&hl=en&tbo=d&biw=1525&bih=712&tbm=isch&tbnid=
xqG0-
PMeMDuwfM:&imgrefurl=http://www.emeraldinsight.com/journals.htm%3Farticleid%3D1508902%26show%3Dhtml&doci
d=68GZFYf2T2C7QM&imgurl=http://www.emeraldinsight.com/content_images/fig/0200230404002.png&w=1363&h=838&ei=VbQKUbvtE8jKrAfD-61
YDwAg&zoom=1&ved=1t:3588,r:0,s:0,i:79&iact=rc&dur=2&sig=107126594954691788435&page=1&tbnh=176&tbnw=286&start=0&ndsp=17&tx=120&ty=100
63. Age Old Matrix for ‘Performance & Goal’ Audit
What do we
Goal setting
want to achieve?
⇓
Performance What is
Measurement happening?
⇓
Performance Why is it
Diagnosis happening?
⇓
Corrective Action What should we
do about it?
63
66. With KAM in Place Why Not Special Consideration?
Grade 1 2 3 4 5
Physician With L1 & L2, There is Still Pressure to Work
for Prescription With the Physician Independently
Patient In KAM, Why have L1, L2?
Hospital Why not a Single Drug Choice
to the Prescribing Doctor?
Or
Why not Commitment for a
Pharmacy
• Fixed Minimum Order &
• Non-returnable Supply?
66
67. http://www Pharmaceuticals Distribution System in
.csas.ed.ac. India, Center for International Health Policy
uk/__data/
assets/pdf_
file/0003/3
8829/Phar
maDistribut
ionIndia.pdf
Working
Paper July
2,3, 2007
67
68. Wholesaler
A Potential Entry Point for Spurious Drugs?
Could Nurturing them For Clean Business be Important?
Encourage KAM & Hence the Direct Medical Supply
to Institutions, Hospitals as a
Good Channel to Prevent Spurious Drug Entry
Can KAM be Positioned to Convince &
Influence Smaller
Hospitals & Nursing Homes For Business
68
69. Key Account Manager
Selection & Perpetuity is Important
Hierarchy in the System
Cooperation from HO & Field Personnel Essential
Training the Key Account Manager
Knowing Overall Aspects of Commerce & Quality
Nurturing Key Account Manager
Targets/Incentives
69
70. How Many Key Accounts?
Visit the Business Triangle: Profit/Serviceable!
Corporate Hospitals or Government Business?
Layers or Gradations Possible Within Segment
Loss of a Single Account May Mean a Setback
Cannot Possibly Ignore Trade Business
to Protect From Sudden Account Loss?
Specialty Products? Liquidating Stocks Quickly?
Product Centric? Company Centric?
70
72. Newer Challenges: Paradigm Shift
Trend of Pharma Companies Setting Own Hospitals
Why Would They Buy
Crucial & Costly Products From Others
Hospital Chains Getting Own Products Manufactured
Ophthalmic Lenses
Medicines
Bound to Restrict the Space for Many Companies
72
73. Challenges In Designing Business Strategy
1. Trade Business or Tender Business? Government
Business or Corporate Hospitals?
2. Hospitals: Generally Injectables,
3. Trade: Oral Medications
4. Difficult to Evade Retailer Business, as…. Batch Scale
Up/ Batch Economy Possible Only with Liquidation….
5. Quicker Liquidation: Fresh Batch on Shelf
6. Reaching Private Practitioners, Repeat Calls?
7. Ideal Blend of Call versus Business Needs to be
Decided
73
74. Perspectives: Field Personnel Vs Organization
The Mnemonic: SPICE Explains the Conflict
• Salary on Time • Sales/Revenue
• Product/Price • Profit
• Incentives • Innovation
• CRM • Competence &
(for Important Clients) Commitment (from the
consistently Personnel)
• Expenses • Engagement With Key
Reimbursement Customers &
on time Regularly Institutions
74
75. To Be or Not To Be?
1. KAM is Not a Transaction but a Win-Win Model,
2. Not Applicable to Every Organization
3. Choose Model Suitable for the Organization
4. The KA Manager Has to be a Senior Position
5. Select & Train The Key Accounts Managers
6. Nurture & Retain The Key Account Managers
7. Support from Sales & Marketing Absolute Must
8. Regular Auditing to Select / Deselect Accounts
Desirable as Key Account = Profitability
9. KOLs May or May Not Be Key Accounts (Direct
profitability) but Worth Following……
75
76. Wonder, Who Can Possibly Handle the Job?
Can Group Product Managers be Groomed?
As they Help Define & Set Targets
Know Products & Aware of Quality Profile
Know Finances & Company Policies
Can Integrate & Reverse Integrate Seamlessly With
Mfg./QA/ Finance/Sales
Why Not Have Jr. Product Managers at Metro Cities?
Can Train Newly Inducted Personnel
Work in Field in the Region
Generate Feedbacks Useful for HO
76
77. Re-orientation of the Focus is the Key
Use Modern Techniques to:
* Convert Data in to Useful Information
* Audit Customers / Accounts
*Select/Deselect According to Results Dispassionately
77
78. KAM Does Not Fail
It is the Dilution
of Focus on Basic Attributes
&
Misfit With Business Type
Which
Derails the Process
Thank You
78