Allan Mackintosh, PMAP Performance Coach, Grunenthal, on the evolving KAM approach

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Allan Mackintosh, PMAP Performance Coach, Gruenthal believes that the KAM approach is where we will see most change within the pharma industry over the next 5-10 years. It is undeniable that the customer base is more complex than ever before and with an increasingly restricted environment, the industry needs to change how it interacts with bodies such as the NHS and “KAM is the way forward” Allan believes that the pharma industry is yet to efficiently implement a successful KAM approach and there is a lot of learn from other industries, such as FMCG, Tescos and American Express where KAM is a standard practice. We need to benchmark how these companies are getting closer to their customers. 

However, he identifies that the best sales reps that consistently perform already operate in a KAM fashion, so we need to look internally as well and create a model that uses the key business principles from these external sources.

Following on from this, it is crucial that the field reps also adapt and implement a more service orientated approach. The skills sets need to include good negotiation skills whilst building and maintaining partnerships. The aim is to become more of a trusted advisor, the go to person to support the customer and ensure they achieve their outcomes.

SFE 2011 addresses these issues head-on with insights from other regulated industries including a  keynote address from Cecile Quaedackers, GM, American Express who will explain how Amex changed there KAM approach and offer a step by step guide for pharma.

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Media contact:
Kate Eversole
VP Europe
eyeforpharma
T: +44 (0) 207 375 7594
E: keversole@eyeforpharma.com  

5-10 years chages-

Kam approach is where we wills ee most change
Custoemr base is more complex then ever & so is enviroenemtn- indsutry eneds ot change how it inetracts with NHS- KAM is way frowarf- need to work mor ein parnerhsip with them rather than detialign approach that sales foreecs have taken in the past.

Who can we learn from?

FMCG- no examples of KAM being implemtend affeciveely – look at these indsutries first
And take jey business pinciesoples behind KAM bencahmar k extwrneally with other coampaonie stesco, american express an look interanlly at our pwn ppl as best salaes rep uase a KAM approach

Sales rep- evoelving to more service oreianted approach

Field reps are gong othave to adapt- beocme far more customer focused
Going to have to change skilsl set good negotaiteros and partenrhsip skills, more to be seen as trusted advsiros so they can suport suctsoerms to achieve th eir pateitn focused outcomes

Access is mor elimieted now that is has ever been, we floosed the market with sale sreps and we have casued this. Now we work in parntethip

5 jey elemts to winign slaes force

Storng leadhsip- sneiro manegemtn must be united acorss fucntion,s be seen as suporters to sales force
Line manegr= key role- inspiratiaon & far more higly skilled in terms of mamaging corss fucntional teams direct report to sales rep and other ppl

Recuteimrent eprocess- highly effectective

Ongoign training and more motivation an perosmaf coaching ot get ppl to the top
Right reward and recogingtion processes

Dale Hagemeyer, research VP at Gartners, says he is “aggravated” by one thing: hearing people apologize for being in the pharmaceutical industry! Yet we have been responsible, at least in part, he says, for a doubling in life expectancy in the last 100 years within the developed world.

One problem he identifies is that pharmaceutical companies have some of the highest rates of senior executive turnover across all industries. This, he considers, is related to undifferentiated sales activities, and is a signal that the status quo can’t be sustained.

For example, what will replace the sales reps who are being cut in droves at present? The industry needs to consider new methods of delivering peer messages. Developing new channels and analytics is pivotal to this effort.

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