Professional Documents
Culture Documents
Key Account Management: Marketing and Sales Excellence
Key Account Management: Marketing and Sales Excellence
Team Mission:
Deliver World Class Key Account & Territory Management
-1-
Market
Factors
Distribution
Customer
Partners
Government Competition
Visits
Internet
Phone/Fax
Supply
Chain
Finance
Trade Shows
Publications
Promotion Material
Market
Research
Human
Resources
Set
objectives
Plan
strategy
Take
action
Product
Development
Review
account
General
Mgmt
Technical
Support.
Marketing
Product
Mgmt
Sales
Mgmt
Territory
Mgmt
BizDev
Regional
Mgmt
Sales
Support
-2-
Analyze Account
Set account
objectives
Review account
Monitor performance
against tactical plan
Hold account team
members accountable
Understand account
requirements/ needs/
capabilities
Plan account actions to
fix problem P&L line
items
Target account goals/
accountability for profit
improvement
Match strategy to
improvement
potential
Plan account
strategy
Take planned
action
-3-
-5-
Objective
The principle objective of Key Account Management is to provide the following benefits
to the Sales Organization and Customer..
CUSTOMER
-6-
Process Overview
Level 1
1
Analyze & Classify
Customers
2
Key Account Management
3
Territory Management
4
Management Reporting
5
KAM Management and Administration
-7-
-8-
Level 2
2.1
Profile Account
1.1
Identify/Add
Customer/
Modify
1.2
Analyze
Customer
Details
1.3
Segment
Customers
1.4
Validate
1.5
Identify Key
Accounts
KA?
KAs
Non KAs
3.3
Review
Performance
3.1
Plan Call
Activity
-9-
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Level 2
1.5
Identify Key Accounts
2.1
Analyze account
2.2
Set account
objectives
2.3*
Create account
plan
2.4
Execute plan
2.5*
Evaluate account
performance
1.2
Analyze Customer
Details
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- 17 -
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Level 3
1.5.4
Validate Selection and Criteria
2.1.1
Develop / update
account profile
2.1.2
Assess position
2.1.3
Re-evaluate account
classification
2.1.4
Complete account
profile
Input
Output
2.2.1
Define account
strategy
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Level 3
1.5.4
Validate Selection and Criteria
2.1.1
Develop / update
account profile
2.1.2
Assess position
2.1.3
Re-evaluate account
classification
Assess accounts
potential / financial
viability
Establish prospect
segment / priority
2.1.4
Complete account
profile
Develop and
maintain
2.2.1
account profiles Define account
Identify process
strategy
for product
approval
- 20 -
Level 3
2.1.4
Complete account profile
2.2.1
Define account
strategy
2.2.2
Set account goals
2.2.3
Establish account
objectives
2.3.1
Develop action plan
Input
Output
Account profile
Company/ Business Unit strategy
Financial targets
Customer strategy
Long- medium -short term
Customer team
- 21 -
Level 3
2.1.4
Complete account profile
2.2.1
Define account
strategy
Identify growth
opportunities
Identify specific
product
opportunities
2.2.2
Set account goals
2.2.3
Establish account
objectives
2.3.1
Develop action plan
- 22 -
Level 3
2.2.3
Establish account objectives
2.3.1
Develop action
plan
2.3.2
Determine resource
requirements
2.3.3
Consolidate & assess
account portfolio
2.3.4
Finalize & approve
account plans
2.4.1
Execute plan
Input
Output
Opportunities identified
Account objectives
Product and service offerings
Customer needs
Critical success factors
Competitive position
- 23 -
Level 3
2.2.3
Establish account objectives
2.3.1
Develop action
plan
2.3.2
Determine resource
requirements
Communicate
sales approach to
team
2.3.3
Consolidate & assess
account portfolio
Identify growth
opportunities
Identify specific
product
opportunities
2.3.4
Finalize& approve
account plans
2.4.1
Execute plan
Integrate marketing
strategy / concept
- 24 -
Level 3
2.3.4
Finalize & approve
account plans
2.4.1
Execute Action Plan
2.4.2
Identify new
opportunities
Input
Output
Action plans
Responsibilities
Resources
2.4.3
Modify account plan
2.5.1
Measure
performance
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Level 3
2.3.4
Finalize & approve
account plans
2.4.1
Execute Action Plan
2.4.2
Identify new
opportunities
2.4.3
Modify account plan
Follow up on plan
2.5.1
Measure
performance
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Level 3
2.4.3
Modify
account plan
2.5.1
Measure
performance
2.5.2
Assess plan
achievement
2.5.3
Evaluate position
and account status
/ portfolio review
1.2.1
Historical
Review
Input
Output
Assessment of account
performance
Review of the return on
the account
Review of the Key
Account portfolio
Performance rewards
Results of actions
Cost of actions
Resources consumed
Sales
Cost of goods
Services and goods provided
Promotion effort
Revised targets and budgets
2.1.1
Develop / update
account profile
2.3.3
Review and assess
account portfolio
- 27 -
Level 3
2.4.3
Modify
account plan
2.5.1
Measure
performance
2.5.2
Assess plan
achievement
Calculate ROI
Review sales
records
Re- evaluate sales
strategy
2.5.3
Evaluate position
and account status
/ portfolio review
Evaluate
relationship with
account
Evaluate skills to
deal with account
Build skills
1.2.1
Historical
Review
2.1.1
Develop / update
account profile
2.3.3
Review and assess
account portfolio
- 28 -
3 - Territory Management
- 29 -
3 - Territory Management
Level 2
1.5
Identify Key Accounts
3.1
Plan Call Activity
3.2
Execute Contact
3.3
Review Performance
1.2
Analyze Customer Details
- 30 -
Internal Sales
Information
External Sales
Information
Ex-factory data
Cash sales
and volume
Level 3
Financial
Information
Cost
Revenue
Profitability
3.3.4
Individual
Sales Effectiveness
Assessment
3.2.1
Prepare
for call
ONGOING
3.1.1
Collect/Review
Customer
Information
3.1.2
Targeting
3.1.3
Review Segment
Strategies &
Definitions
1.5.4
Validate
Selection and
Criteria
3.3.6
Change
Process/Plans
3.1.4
Define Call
Plan
3.1.5
Schedule
Calls
3.1.6
Organize
Logistics
ONGOING
Marketing and
Product Strategy
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Level 3
3.1.6
Organize
Logistics
3.2.1
Prepare
for contact
3.3.4
Individual
Sales Effectiveness
Assessment
3.2.2
Open
Contact
3.2.3
Understand
Needs
3.2.4
Match
product to
needs
3.2.5
Gain
commitment
3.2.6
Close
Contact
3.2.7
Document
Contact
3.3.2
Individual
analysis of
sales performance
data
- 32 -
External Sales
Information
Ex-factory data
Cash sales
and volume
Level 3
Financial
Information
Cost, revenue, profitability
3.3.1
Management analysis
of sales performance data
(including training function)
3.3.2
Management Sales Force
Effectiveness Assessment
(including training function)
PERIODIC
PERIODIC
ONGOING
ONGOING
3.2.7
Document
Contact
3.3.2
Individual analysis
of sales performance data
3.3.4
Individual Sales Force
Effectiveness Assessment
PERIODIC
PERIODIC
3.3.5
Understand link
between actions
and performance
3.3.6
Change
Process/Plans
3.1.1
Review History
and Targets
ONGOING
3.1.4
Define Call
Objectives
3.2.1
Prepare
for call
1.2.1
Historical
Review
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4 - Management Reporting
- 34 -
4 - Management Reporting
Level 2
4.1
Company Information
4.2
Marketplace Information
4.3
Performance Information
4.4
Customer Information
- 35 -
GENERAL REQUIREMENTS
Information entered once only (ensures motivation, quality and consistency)
Ability to roll up data at a number of levels (global, national, regional, territory) Ability
to cut information in a number of different ways :
Segment
Therapeutic Area
Region or Territory
Sales Rep.
Tool to assist in the identification of patterns and trends in large volumes of data
Ability to access specific relevant information (push or pull) as opposed to the
traditional push of large volumes of often irrelevant data
Ability to generate standard reports
Flexible and configurable ad-hoc reporting suitable for a wide range of user types
Ability to configure a favorites dashboard of reports drawing on standard reports
and ad-hoc reports (either created by the user or by other users)
- 36 -
4.1.1
Planning Information
Marketing Plans
Sales Plans
Account Plans
Planned and actual details available
Plans which roll-up at global, country, regional and territory level
4.1.2
Products and Services
Product Encyclopaedia
Up-to-date Clinical Work
Papers written
New studies (internal and competitor)
Product bebefits (safety profile, efficacy, AEs, price/cost
.1.3
l Information
4.1.4
Marketing Materials
4.1.5
Company Knowledge/News
Level 3
- 37 -
4.2.1
Government Policies
4.2.2
Competitor Information
4.2.3
Information
4.2.4
Practice Trends
Level 3
Gguidelines
Reimbursement levels
Budget eligibility
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4.3.1
Sales Performance
4.3.2
Marketing Performance
4.3.4
Financial Performance
4.3.5
Performance against plan
4.3.6
Incentives Performance
Level 3
Forecast vs. actual vs. target (at account, territory, regional and national levels)
Following planning horizons available : weekly, monthly, quarterly, annually
Budget spend against plan (account, territory, region and national levels)
ROI vs. forecast (account, territory, region and national levels)
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4.4.1
Demographic Information
4.4.2
Contact Information
4.4.3
Sales history and plan
4.5.4
Contact history and plan
4.5.5
Relationship Profiles
Level 3
- 40 -