Kievgid

Pharmaceutical companies understand how tough life can be. They have to answer to many different “bosses,” not all of whom really have anything to do with driving their bottom-line sales. While they are trying to generate and develop meaningful relationships with the most important clients while determining how best to handle key account management, they also have to address the demands and whines of regulators, auditors and other forces.

The pharmaceutical company must understand that key account management tactics are very important, while also requiring a dynamic approach, flexible positions and creativity. The key account sometimes has several different points of communication within the pharmaceutical company and this can lead to a certain amount of confusion if not handled correctly. However, it is also true to say that these individual “points” could view the key account from different perspectives, depending upon the job level and/or driving force.

Invariably, pharma consulting tells us that the front-line sales executive may or may not be motivated by revenue levels and there is danger that he or she may not have the ultimate interests of the employer, the company, at heart. It may not be very obvious and certainly not “cut and dried” but if it is not recognised, the overall relationship between the two companies can be significantly affected.

A key account can be so valuable to a pharmaceutical company as it can provide a high level of stability and enhance cash flow to no end. The designation of “key” account should not, however, be given lightly, regardless of the potential. It should never be decided based on scale alone, and many other factors must be taken into consideration. It is possible that a high-volume could result in a low bottom-line return, due to the cost of servicing the needs of the client and razor thin margins.

A well-known metric is applied in most business situations, telling us that 80% of the value is often supplied by only 20% of the clients. Insofar as this is true, a potential “key” account should be categorised and understood before an approach is determined. A number of different layers of key account management could exist within a typical organisation and all tiers of management, especially those who regularly interact with clients, must receive correct training in the techniques required to handle every level and type of account.

There are several ways to look at whether a client qualifies as a key account or not including total volume of sales, percentage allocation of profits, the rate at which the company is growing compared to average and by comparison to others across the board.

A pharmaceutical consulting firm fully understands that not all clients are created alike and further, that not all key accounts are alike, either. In most cases, pharmaceutical consultants have seen how to handle these different levels of accounts successfully and can help to tutor the company’s various staffing elements accordingly. It is best if the pharmaceutical company develops a critical statement outlining the terms of the relationship with each and every client. There should be no “stock” description, but as each key account is of elevated importance to the company’s existence, all staff members must be trained to recognise the difference between “apples and oranges.”

Alan Gillies is the Managing Director of L2L Consulting, specialising in enabling pharmaceutical companies to achieve new heights of productivity and performance, throughout all levels of management and revenue generating activities.

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