why kam fails 1302 pres show
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TRANSCRIPT
Why KAM May Fail?
1
Key Accounts Management in Pharmaceutical IndustryFebruary 14 & 15, 2013Hotel Avion, Mumbai
Dr Ulhas GanuAdvisors in Medico-Marketing & Management (AIMM)
KAM-Pharma 2012
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• 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?
Why KAM May Fail?
3
http://assignmenthelpexperts.blogspot.in/2011/09/business-its-environment-and-objectives.html
*
* *
*
Objectives of
Business
*
**
Core Attributes
Intrinsic Attributes
R & DBase
CustomerRetention
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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 hoursSarcastically adding……….• Not Even a Goods Train Movement in Day Time
• The Villager Thanked him for the information……
The Apologetic Person at the Counter Told him:
Information is the Key
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Turning to his Wife he Said…… Come Dear, it is Safe now to Cross the Railway Track!
Safer than the Safest Possible OptionHeight 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….
Information is the Key
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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
Skeptic: Why KAM?
What is Wrong with ‘The Age Old’ ‘Traditional’ “4 P” Model?
Hasn’t it Been Modified & Used Highly Successfully for Decades?
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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 ?
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Let Us See How Marketing Evolved Over the Last Few Decades……
Skeptic: Why KAM?
What is Wrong with ‘The Age Old’ ‘Traditional’ “4 P” Model?
Hasn’t it Been Modified & Used Highly Successfully for Decades?
HR
ProductQuality
ProductValue
Product Promotion
PrimaryAttributes Focused
AttainingThe Desired Goal
Finance Person
& PlaceSr.
Management
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Age Old Successful Traditional 4 P Model
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MarketingMix
Product
Price Promotion
Place
CustomerSolution
CustomerCost
Communication
Convenience
The 4 Ps & 4Cs The Standard P:C Theme
(Caiibgbm marketing mgt module d)
http://www.google.co.in/imgres?q=Revolving+subtractive+colour+wheel+illusion&start=138&hl=en&biw=1525&bih=741&tbm=isch&tbnid=WPUF7YU6UH6JXM:&imgrefurl=http://docs.gimp.org/en/glossary.html&docid=aJWbz-CoZ5h1aM&imgurl=http://docs.gimp.org/en/images/glossary/color-model-additive.png&w=300&h=285&ei=xh5rULLqFMHKrAfb7YGgDw&zoom=1&iact=hc&vpx=724&vpy=338&dur=346&hovh=219&hovw=230&tx=124&ty=95&sig=107126594954691788435&page=6&tbnh=177&tbnw=186&ndsp=24&ved=1t:429,r:15,s:138,i:222
• Medico-marketing
• Technical• Production• R & D
• Quality Assurance
• Medical • Marketing
Senior Management
• Finance
Human Resource
Development
Q
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The Total Matrix
Place
Attributes
ProductPositioning
Evolved Model
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• Technical• Production• R & D
• Quality Assurance
• Medical • Marketing
Senior Management
Human Resource Development
• Finance
• Medico-marketing
Q
Interaction Within 12
Communication
Limited Outside Interaction
Attributes
ProductPositioning
Limited Outside Interaction
Limited Aspect Communication
Sale Only as the Focus
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
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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
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
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KAM: Key Accounts Management
Key (What is the Key)Accounts (What are they?)
Managing (Who Would Manage# & Whom*)
The Confusions GaloreKOL / KAM / KAC
Are They Interchangeable / Similar/ Very Different
#: Shouldn’t the Personnel be Trained & Nurtured?Are they Nurtured as Required
KOL: Key Opinion Leaders: Role1. Leading Physicians & Scientists, Respected &
Acknowledged as Leaders in a Subject Area2. Influence Thinking & Treatment Paradigms3. Provide Insight into Diseases & Rx Regimen4. Provide Assessment of Competitive TherapiesThe 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
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Key Opinion Leaders Serve the Following PurposeThe 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
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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?
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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?
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
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• Considered as Valued Clients & Help Position Products Elsewhere
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Let Us Look At
The Different K’s Collectively
vis-à-vis Key Account - Management
&
The Corporate Objectives
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KOL / KAC / Key Account ---- Management The K’s vis-à-vis Corporate Objectives Are
A Set of Potentially Profitable ActivitiesTheoretically & Functionally Appearing Similar
Varying in the Output
Requiring Optimization of the Matrix
To Achieve Primary Objectives of the Organization
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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
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
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
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
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Free Samples*
Personal Tours!Literatures *
Conferences !
Detailing?
Good Product
MonographLBL/Visual Aid
Scientific Updates
Company Needs
?
?
Gifts ! CMEs
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Gifts !
Free Samples*
Personal Tours!Literatures *
Conferences !
Detailing?
Good Product
MonographLBL/Visual Aid
Scientific Updates
CRMCustomerSolution
CMEs
Convenient Appointment
asMedical
Advisor or Consultant
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Interesting Current Model Vs Futuristic Model Influencing the Sale
&
How it May Shape Up in India
3131
Today Future
Ref: Developing Customer Process Orientation Alt_Puschmann BPMJ 2005Business Process Management J. 11 (2005)4: 297-315
Can You Ignore Patient?
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Although Patient is the End UserTraditionally, 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
Can You Ignore Patient Communication?
33
KAC vis-à-vis KAM Catch & TrapExtra 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?
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Provide Ongoing
Cooperation
Deliver Consistent
Quality
Trust Based Customer
Relationship
Deliver Consistent
Performance
Deliver Meaningful
Value
Be Competitive Not Necessarily
the Cheapest
Communicate With Me
KAM Concept
Demonstrate Flexibility & Innovation
Extrinsic Attributes Intrinsic Attributes
3535
Provide Ongoing
Cooperation
Deliver Consistent
Quality
Deliver Consistent
Performance
Deliver Meaningful
Value
Be Competitive Not Necessarily
the Cheapest
Communicate With Me
Demonstrate Flexibility & Innovation
ExtrinsicAttributes
IntrinsicAttributes
The White Flag Means Surrender
Surrender Compulsions
orCompromise
3636
Provide Ongoing
Cooperation
Deliver Consistent
Quality
Deliver Consistent
Performance
Deliver Meaningful
Value
Be Competitive Not Necessarily
the Cheapest
Communicate With Me
Demonstrate Flexibility & Innovation
ExtrinsicAttributes
IntrinsicAttributes
The White Flag Means Surrender
Red Flag: Drop in
MarketingConcept
Surrender Compulsions
orCompromise
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KAM KAC
TradeSale
Approach
ProductQuality
ProductValue
ProductPositioning
Goal
Primary Attributes Focused
AttainingThe Desired Goal
Primary Attributes Primary Focus
383838
KAC wrongly
Interpreted
CRMWrong
Interpretation as
TransactionModel
Trade SaleApproach
Price
Goal
Quality
Brand Value
Positioning
When Quality &
Trust is Breached
KAM Would Fail to Deliver Desired Results
Secondary Attributes Primary Focus
Marketing FocusLost
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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
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
Analyzing the Prescription Definition
• FF is the Signatory • Authors Could be At the HO or in Field• It is a Multi-numbered Lock
41
• 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,
Reaching & Staying at the Top
42
Schoolboy Concept of Essay on Rural India vis-à-vis Football
CRM in the Hands of Sales Personnel is Like
43
Price Price
Product Product
Personnel Personnel
Positioning Positioning
Place Patient
Package to
Patient
Price to Hospital
Organization Hospital
Deliver Consistent Quality, Deliver Consistent Performance, Deliver Meaningful Value, Provide Ongoing Cooperation, Communicate With Me, Be Competitive Demonstrate Flexibility & Innovation Not Necessarily the Cheapest
5 P Match
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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
45
Why KAM: International GenesisNeed 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
46
KAM under the spotlight: by David Round
The British Experience With KAMhttp://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
47
• 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.
KAM under the spotlight: by David Round
The British Experience With KAMhttp://www.pharmafield.co.uk/features/2011/12/KAM-under-the-spotlight
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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.
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Current Trend: A Positive Shift Towards KAM
• 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?
Thrust Relatively New
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…..
51
Lack of Understanding About KA Manager Job FunctionUnderstanding Attributes Required
Developing PersonnelInternal 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
KAM Perspective
Integrated Communication Keeping in Mind Company Perspectives Important
52
How Do Consumers Choose…. Among Products & Services?
• Performance > Expectations => Satisfaction
# Performance < Expectations => Dissatisfaction
Only A Senior & Mature Person Can Handle it Properly
Company Needs an “Uncompromising Attitude” Towards Maintaining “Product Quality”
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A Simple Sales Person Cannot Understand the Intricacies
Key Account Management is a Specialized Function
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“MR or FLM” Conducted Activities VersusKey Accounts Manager Managed Activities
***
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Blake & Mouton
1/9The customers
friend
9/9The problem
solver
1/1The order
taker
9/1The pressure
salesman
5/5Compromise
“Method” approach
Concern for customer
Concern for making the sale
9
191
http://en.wikipedia.org/w
iki/Manageri
al_grid_model
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.”
57
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.”
Where Would You Put KOL?
58
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10%
50-60%
30 – 35%
30%
60 %10 to 15%
Identify Your Important CustomersPareto’s 80:20 or 10:30:60 aren’t Absolute Ratios
http://mnam
a.blogspot.in/2010_11_01_archive.htm
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10%
50-60%
30 – 35%
30%
60 %10 to 15%
Pareto Principle Helps Identify Important Customers
The List is More Likely to be Dynamic than Static
60
10%
60 %
30%
10%
60%
30%
Representative Chart Not Absolute Guide% Marketing Spend Per Segment
Invert the Pyramid and Supercharge Your Profits, by Mark Pricehttp://mnama.blogspot.in/2010_11_01_archive.html
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Find Economic Ways to Reach Them
Key
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62http://www.expertprogrammanagement.com/wp-content/uploads/2011/06/currys-pyramid.png
Curry’s Pyramid: Classifying Customers
Gold
Silver
Bronze
White
63
What do we want to achieve?
What is happening?
Why is it happening?
What should we do about it?
⇓
Goal setting
Performance Measurement
Performance Diagnosis
Corrective Action
⇓
⇓
Age Old Matrix for ‘Performance & Goal’ Audit
64
http://kmonadollaraday.w
ordpress.com/20
10/11/
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http://www.1000ventures.com/business_guide/crosscuttings/achievement_ability.html
66
Grade 1 2 3 4 5
Physician
Patient
Hospital
Pharmacy
In KAM, Why have L1, L2? Why not a Single Drug Choice to the Prescribing Doctor?
Or Why not Commitment for a• Fixed Minimum Order & • Non-returnable Supply?
With KAM in Place Why Not Special Consideration?
With L1 & L2, There is Still Pressure to Work for Prescription With the Physician Independently
67
http://www.csas.ed.ac.uk/__data/assets/pdf_file/0003/38829/PharmaDistributionIndia.pdf
Pharmaceuticals Distribution System in India, Center for International Health Policy
Working Paper July 2,3, 2007
68
Wholesaler
A Potential Entry Point for Spurious Drugs?Could Nurturing them For Clean Business be Important?
Encourage KAM & Hence the Direct Medical Supplyto Institutions, Hospitals as a
Good Channel to Prevent Spurious Drug Entry
Can KAM be Positioned to Convince &Influence Smaller
Hospitals & Nursing Homes For Business
69
Key Account Manager
Selection & Perpetuity is Important
Hierarchy in the SystemCooperation from HO & Field Personnel Essential
Training the Key Account ManagerKnowing Overall Aspects of Commerce & Quality
Nurturing Key Account ManagerTargets/Incentives
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?
71
http://www.google.co.in/imgres?q=key+account+manager+skills&start=575&num=10&um=1&hl=en&biw=1525&bih=741&tbm=isch&tbnid=rt0UC6PGEXoJaM:&imgrefurl=http://freebookessay.com/content/key-marketing-skills-d4b330f31854e8963681d3819dc28ebc.html&docid=gubtck9feXtYsM&imgurl=http://www.iproceed.com/marketing/images/key-accounts-metrics.jpg&w=345&h=289&ei=cA99UO3_FdGUiQfLxoDADg&zoom=1&iact=rc&dur=485&sig=107126594954691788435&page=16&tbnh=164&tbnw=196&ndsp=31&ved=1t:429,r:98,s:500,i:298&tx=75&ty=84
*
*
*
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 LensesMedicines
Bound to Restrict the Space for Many Companies
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Challenges In Designing Business Strategy
1. Trade Business or Tender Business? Government Business or Corporate Hospitals?
2. Hospitals: Generally Injectables, 3. Trade: Oral Medications4. Difficult to Evade Retailer Business, as…. Batch Scale
Up/ Batch Economy Possible Only with Liquidation…. 5. Quicker Liquidation: Fresh Batch on Shelf6. Reaching Private Practitioners, Repeat Calls? 7. Ideal Blend of Call versus Business Needs to be
Decided
Perspectives: Field Personnel Vs Organization
• Salary on Time• Product/Price
• Incentives• CRM
(for Important Clients) consistently
• Expenses Reimbursement
on time Regularly
• Sales/Revenue• Profit
• Innovation• Competence &
Commitment (from the Personnel)
• Engagement With Key Customers & Institutions
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The Mnemonic: SPICE Explains the Conflict
7575
To Be or Not To Be?
1. KAM is Not a Transaction but a Win-Win Model, 2. Not Applicable to Every Organization3. Choose Model Suitable for the Organization4. The KA Manager Has to be a Senior Position5. Select & Train The Key Accounts Managers 6. Nurture & Retain The Key Account Managers7. Support from Sales & Marketing Absolute Must8. Regular Auditing to Select / Deselect Accounts
Desirable as Key Account = Profitability9. KOLs May or May Not Be Key Accounts (Direct
profitability) but Worth Following……
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Can Group Product Managers be Groomed?As they Help Define & Set Targets
Know Products & Aware of Quality ProfileKnow 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
Wonder, Who Can Possibly Handle the Job?
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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
78
KAM Does Not Fail
It is the Dilution of Focus on Basic Attributes
& Misfit With Business Type
Which Derails the Process
Thank You