B2B Markeplace

By now, pharmaceutical companies must appreciate the importance of key account management training and how they must always be in possession of the latest, cutting-edge marketing information to enable them to actively solicit and then cultivate major, important accounts. There may be a tendency to concentrate on the establishment of a “system,” where a large number of individuals within key roles are all engaged in helping to ensure that the “big picture” is realised. We know that it takes many individuals within an organisation to satisfy the requirements of the key account and that these individuals must all work together in harmony. However, there may be a danger that the personal element of interaction is overlooked, to the company’s peril, when an organisation’s marketing structure is designed.

Failure to communicate effectively may be one of the principal reasons why relationships fail, even though actual value is being exchanged. The element of one-on-one contact is still the most important and must be handled very carefully. Key account management training will help to position a number of different individuals, so that they are actively aware of what the client wants. A large variety of individual, interactive communications will arise. While this is going on, a specific “point person” must be front and centre, and focused on maintaining the critical communication with the key individual in that key account. This relationship must be identified at the very earliest stage and must be constantly tended to, or failure may be ahead.

If slower times roll around, customer service is often one of the first areas to be cut back, and while consolidation within key account management may be acceptable in certain circumstances, it should never affect the personal contact with the key client, specifically. It is also not sensible for the organisation to put all its eggs in one collective personality basket. The interactive development of two different personalities is often very effective in building business or personal relationships, but it should not be relied upon by itself. A certain amount of redundancy must be included within key account management structures, so that if one particular individual should depart the company, the client relationship will not completely fold under.

These days, key account management training should never be cast in stone, or the subject of a repetitive, “proven” philosophy. The management team responsible for setting up the company structures should be “street smart,” and well aware of what the particular client needs, as a consequence. They should not operate in isolation from the marketing office, but should get out and visit clients. This will help them to understand how to modify their marketing structure and also enable them to act readily and with confidence, should any break in the interpersonal relationship pipeline occur.

Any pharmaceutical company faces a long and difficult road ahead as legislation is sure to impact and as company acquisitions and consolidation take hold. As major patents expire and as more focus is put on “niche” solutions and products, pharma training must become more comprehensive and diversified.

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.