KAM new

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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
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