1 House goals and rules • Course outcome is only as good as your personal improvement. This training is designed for you • It will be much more profitable and enjoyable as you get personally involved • Personal computers and mobiles can be used during breaks and lunches • Please be always back on time from breaks and workshops 2 Course objective 1.To define what we mean by ‘KAM ’and ‘Value based approach’ to achieve our goals 2. To consider how we should measure Account Value 3. To use the technique of ‘Value Mapping’ to identify what value our competitors provide compared to the value we provide 4. To begin the process of identifying the specific product value creating opportunities for each customers type 5. To agree the specific actions required from here Agenda • Institutional Business Vs Private MKT • Types of accounts • Listing and Tender process • KAM management 4 How is your market ? Institutional Business Vs Private MKT ? 5 KAM vs Private Item Private KAM ++ ++++ Competition ++++ ++++ No. of doctors ++++ ++ Changing dr habit + ++ Pharmacist role ++ +++++ Effort physical Fluctuating ,mental Effort reflection on sales Not all prescription equal sales All prescription equal sales Patient Journey Not controlled Well defined Business Complexity 6 Industrial analysis Porter’s analysis Threat Of New entrants Bargaining power of supplier 10 Industry rivalry Threat of New substitut e Bargaining power of buyer’s Agenda • • • • 8 Institutional Business Vs Private MKT Types of accounts KA management Listing and Tender process Accounts Types From account prospective: Accounts MOH Ex:H.I,Educ ational hosp and Specialized medical centers 9 Big Organizations “Others” Ex;Suez Canal Authority,TV,P olice,Army,... Private accounts Elsalama ,dar elfouad Universities Asyut Univ. hospitals, Tanta ,Mansoura ,Kasr Einy ,...... Agenda • • • • • 10 Institutional Business Vs Private MKT Egyptian patients medical options and distribution Types of accounts KA management Listing and Tender process Tenders Tender 11 Bedding Tender ممارسه مناقصه Tender process Tender Preparation Tender Announcement (Conditions booklet) Technical committee Submission Session Technical committee result announcement Financial Committee Session Tender settlement 12 Real Example Mistakes • • • • • Lack of preparation (Banha University) Lack of coordination (Mansoura University) Improper follow up ( Gamal Shiha center, Paed. Hosp.) Incorrect data (emergency hosp.) No engagement (no advocate) Retroactive 13 Tender preparation is the optimal proactive approach 14 Tender preparation • Eliminate surprise • Informed decision • Decrease level of uncertainty No hunger 15 Bedding process Tender Preparation 16 Tender Announcement (Conditions booklet) Technical committee Submission Session Technical committee result announcement Financial Committee Session Tender settlement Agenda • • • • • 17 Institutional Business Vs Private MKT Egyptian patients medical options and distribution Types of accounts KAM management Listing and Tender process What is KAM? Key account management is a strategic business approach with the objective of ensuring long-term and sustainable business development through profitable partnerships with strategically important customers 16 Key Account Challenges 17 Personnel success factors Winning attitude Relationship management Technical experience Persistence Innovator 18 Five sales representatives profile Challenger Hard worker Extra physical effort Understand customer needs Self motivated Winning attitude Interested in self development and feed back Love to debate Relationship builder Build strong customer advocate Help everyone Push customer Lone wolf Follow own instinct independent 19 Problem solver Ensure that all problems are solved Detail oriented 4- part account KAM formula Situational analysis 20 Relationship process value Targeting process Situational analysis 21 Traditional Segmentation 15% 20% 65% 22 A B C 23 80000 Annual sales Account name value 1 5 5 1 prospect 20% Retention probability stage Close date process Growth potential 3 1 situation relationship score 60000 Upside potential 40000 Tanta Banha univ univ 66000 100000 60000 Mansoura univ Use score card to monitor your profitable accounts 3.2 3 5 2 3 3 opportunity 50% 4.2 5 5 4 2 5 Lead 100% Account segmentation and prioritization Account attractiveness high Key account Position strength Target account strong weak Maintenance account 24 low Bother accounts Account policy Matrix 3 High0 Attractiveness of the account 1 2 3 Invest 2 Hold 1 Divest Low 25 Ability to serve High Account strategy 626 Assess and Reflect to build strategy Relationship Situation Process Gp meeting Visits conference Gain market Share by 2 digit annually Distributors or payment facility tender follow up Growth potential Value Assess Plan Execute Reflect 27 Visits Gp meetings Round table Account map account 28 Name Title influence Support level KOL In favor Prescribers Neutral Purchase Actively support Pharmacy Actively blocker 29 Understanding The Customer • • • • • • 33 Org chart Influencer group Role Involvement Support level Buying process A better way to map Purchasing dep. Director of patient services Head of pharmacy Hos Director Research staff Nursing manager KOL Admin staff Quality manager Customer service Compliance officer QC 34 Key Account Management Key Account DMU KI KOLs Prescribers 35 Relationship life cycle 30 How customer relationships evolve 31 Courtship Engagement Wedlock Honeymoon Customer life cycle courtship 35 engagement honey moon wedlock Managing key account aggregate needs Satisfying aggregate needs of DMU in your account 36 Drivers/needs • • • • 40 Personality style Personal Goals Main Concerns Key Values Four aspect of behavior Facts ,practical,; logical, problem solver,ego Creative Risk taker Result oriented Brand image , smart, marketing Present Future oriented Planer ,move in sequence Look at details Feeling, people oriented, talkative Stick to low Team work, family Risk avoider Administrative Past 38 See the moment Four aspect of behavior 39 4 types of buyers Needs Economic buyers Strategic buyers Technical buyers The coach *Looks at numbers, facts *What cost or profit? *Looks at new products, technology, global offer *brand image ,product value *What is the objective? *He will make sure that are regulatory process are strictly followed *use references ,safety 41 *Interested in helping others *He may help competitors also *Strong personal bindings need to be created Gaining Access 4 approaches for gaining access to decision makers Cold call Outside referral Internal sponsor Gatekeeper 45 Stakeholder map High support Passive supporter Active supporter High influencer Low influencer Active blocker Passive blocker 42 Low support Success example in CRM success due to CR 47 Value Positioning in Key Account Management 45 Managing the perception of your service value at your account Value delivery and cost of ownership Price 45 Fear Uncertainty and Doubt 46 Value discovery 47 Summary 1.KAM is a process for “finding new opportunities for working efficiently” 2.KAM is a means to provide uniform service and selling solutions matched to each customer type. 3. KAM is a means which focuses on overcoming barriers in order to maximize profitability 48 Manage your account as you manage your business Key Account Challenges 49 What is change? Current state Future state Threat 53 opportunity Uncomfortable Uncertain Unstable stressful What knowledge should we know ? It’s all about the 3 C’ 52 Competition • 6 years established • ERAS guidelines for POP • Millions of patient • safety • Referral from reputable staff • Highly recommended for risk gps • Growing market • Opportunity in Private accounts • Well defined protocols • Shortage & lack of competitors • Role of paracetamol analgesia is not applied in many accounts • Low POP awareness 54 • High price • Relationship of company with DMU S W O T • Political & economic instability • Competitors price war • Dollar fluctuations • Rate of inflation Company SWOT Analysis Strength: *Strong Medical department. *very strong and respectable products. *The highest professional FF . *products portfolio *Strong investments tools ( conferences , ,PMS , AV actions , Business dinners….). *KAM project (Long term planning). Weakness: *Prices flexibility. *Organizational changes. *High turn over percentage. Opportunities: *market increasing in product therapy areas *Downsizing in the other organizations. *Egypt is a fast growing market. *MOH newly projects to listed products for their patients. Threats: *Competitors activities and services. *False claims from competitors . *Political changes in the country. *Finance situations in the country after 25/January is not good. X hosp SWOT Analysis Strength: *Large pool of patients ”especially new patients”. *Having influencing effects on the others . *Good financing situation cause of the huge organizations that owning the account. *Respectable medical and scientific image Opportunities: *Expansion opportunity 56 Weakness: *accessibility *payment facility *limited growth potential Threats: Changes in the country(political and financing) Account Summary Competitor analysis Account Management Position assessment 57 Customer profile • Differentiation strategy Accounts: M hospital Private clinics EA hospital • Marketing penetration Accounts: MOH • Cost leadership strategy: X hospital • Marketing expansion : P hospital 58 Plan • Mapping and listing into tender and private accounts • Engagement of DMU to perform advocates in the strategic accounts • Use Value Based Approach for branding ‘PM visits to initiate Rx’ ‘Word of mouth’ • Resources allocations: Marketing activities “Gp meetings and Bus. Dinners with the consultants”. • Set your budget : Total Inv By:75000 EP • Team collaboration for the data gathering • Financial or commercial offers • Calculating risk & contingency plan • Know your main stakeholder to manage supply • Innovative ideas done by colleagues 57 Learning outcome • What I will do differently from now • What I stop doing from now 66 60 Wishing you all success 61