Description
Key Account Management which is a very important topic as per B2B or industrial marketing.
Key Account Management
Marketing and Sales Excellence
-1-
Operating model relationship overview
Market Factors Distribution
Customer
Partners
Government Competition Supply Chain
• Visits • Internet • Phone/Fax
• Trade Shows • Publications • Promotion Material
Market Research Product Development General Mgmt Technical Support.
Finance
Key Account Manager
Analyze account
Set objectives Plan strategy
Human Resources
Take action
Review account
Marketing Product Mgmt Sales Mgmt Territory Mgmt BizDev Regional Mgmt
Sales Support
-2-
Key Account Management - best practice actions
Rank accounts on “Improvement Potential” index ? Re-deploy resources to highest potential channels/accounts ? Target category management efforts to accounts with “capability”
?
Tie account team incentives to customer metrics ? Reflect “balanced scorecard” in account metrics
?
Analyze Account
Review account
Set account objectives
Monitor performance against tactical plan ? Hold account team members accountable
?
Take planned action
Plan account strategy
Understand account requirements/ needs/ capabilities ? Plan account actions to “fix” problem P&L line items ? Target account goals/ accountability for profit improvement ? Match strategy to “improvement” potential
?
Include customer in account planning process ? Develop both internal and customer targets ? Tie actions/events to improvement opportunities
?
-3-
Key Account Management
Process diagrams
-5-
Objective
The principle objective of Key Account Management is to provide the following benefits to the Sales Organization and Customer…..
MARKETING AND SALES
• Improved customer insight • Understanding of customer needs • Understanding of usage patterns • Better product knowledge • Better access to marketing material • Better competitor information • Improved performance information • Measurable goals • Link between Business Plan strategy and customer strategy
CUSTOMER
• Better product information • Better information on services • Better understanding of reimbursement • Better product benefits knowledge • Ability to raise individual profile • Increased end users • Provide resource input
-6-
Process Overview
Level 1
1 Analyze & Classify Customers
2 Key Account Management
3 Territory Management
4 Management Reporting
5 KAM Management and Administration
-7-
1 - Analyze and Classify Customers
-8-
1 - Analyze and Classify Customers
Level 2
2.1 Profile Account
1.1 Identify/Add Customer/ Modify
1.2 Analyze Customer Details
1.3 Segment Customers
1.4 Validate
1.5 Identify Key Accounts
KA? KAs
Non KAs
3.3 Review Performance
3.1 Plan Call Activity
-9-
2 - Key Account Management
- 15 -
2 - Key Account Management
1.5 Identify Key Accounts
Level 2
2.1 Analyze account
2.2 Set account objectives
2.3* Create account plan
2.4 Execute plan
2.5* Evaluate account performance
1.2 Analyze Customer Details
- 16 -
Key Account Criteria
Some characteristics defining a Key Account :
Key account classification criteria • Customers responsible for ( example factor 80%) of revenue • Customer with over (example factor: $ 1.5 mio) sales • Customer with potential of (example factor: $1.5 mio. sales within 2 years) • Customer generating ( example factor: $800’000) profit • Customer responsible for ( example factor: ?2 or more %) of the market in units or value • Customer with contribution (example factor: > 5%) • Opinion leader influences ( example factor: 20% ) Account screening criteria • Ability to sustain long term profitable relationship ($X net over Y years) • Account values products and services as distinct from competition • Relationship has strategic value and can create differential advantage by serving the customer • We can create considerable barrier to entry by serving the customer • Customer relationship based on more than price negotiation • Potential for growth greater than the current major clients
- 17 -
Key Account Based Selling - Advantages
KAM can deliver the following benefits :
?
Increase sales effectiveness by pursuing high potential accounts and opportunities
?
?
Increase market share and revenue within existing accounts
Increase profitability through development of the appropriate product & service offering for the customer. Provide opportunities to contribute to the success of the customer Improve customer retention through stronger relationships and increased client satisfaction Facilitate the allocation of marketing and sales resources
?
?
?
- 18 -
2.1 -Analyze Account
1.5.4 Validate Selection and Criteria
Level 3
2.1.1 Develop / update account profile
2.1.2 Assess position
2.1.3 Re-evaluate account classification
2.1.4 Complete account profile
Input
General information on the account Account history • share of customer • profitability • spending and service requirements • past account plans • product performance • issues • service effort Classification criteria
Output
• Business overview of the customer • Understanding of key players and relationships • Map of influencers • Review of relationship history and performance of the customer
2.2.1 Define account strategy
- 19 -
2.1 -Analyze Account
1.5.4 Validate Selection and Criteria
Level 3
2.1.1 Develop / update account profile
2.1.2 Assess position
2.1.3 Re-evaluate account classification
2.1.4 Complete account profile
• Rank customers by order of • Identify account’s importance, segmentation current situation • Develop a map to guide • Identify benefits networking of offering to • Consider account’s influence / meet need / reputation opportunities • Be familiar with account’s business • Estimate account’s expenditures and constraints • Consider account’s buying history • Determine account’s buying cycle • Identify influencers / decision makers • Identify prospect by product line / treatment modality ; 3rd party information • Conduct needs assessment • Identify, probe ,qualify needs / concerns • Seek alternate sources of information on the account
• Assess account’s potential / financial viability • Establish prospect segment / priority
• Develop and maintain 2.2.1 account profiles Define account • Identify process strategy for product approval
- 20 -
2.2 - Set account objectives
2.1.4 Complete account profile
Level 3
2.2.1 Define account strategy
2.2.2 Set account goals
2.2.3 Establish account objectives
2.3.1 Develop action plan
Input
• Account profile • Company/ Business Unit strategy • Financial targets
Output
Customer strategy • Long- medium -short term • Customer team
- 21 -
2.2 - Set account objectives
2.1.4 Complete account profile
Level 3
2.2.1 Define account strategy
2.2.2 Set account goals
2.2.3 Establish account objectives
• Identify growth opportunities • Identify specific product opportunities
• Define end users of products and services • Establish selling goals
• Look for long range opportunities
2.3.1 Develop action plan
- 22 -
2.3 - Create account plan
2.2.3 Establish account objectives
Level 3
2.3.1 Develop action plan
2.3.2 Determine resource requirements
2.3.3 Consolidate & assess account portfolio
2.3.4 Finalize & approve account plans
Input
• • • • • • Opportunities identified Account objectives Product and service offerings Customer needs Critical success factors Competitive position
Output
2.4.1 Execute plan
• Account plan including actions, resources, responsibilities, timelines, quantitative and qualitative targets and progress measurements for the next period. • Key account portfolio consolidated
- 23 -
2.3 - Create account plan
2.2.3 Establish account objectives
Level 3
2.3.1 Develop action plan
2.3.2 Determine resource requirements
2.3.3 Consolidate & assess account portfolio
2.3.4 Finalize& approve account plans
• Design call cycle (day, week, month) • Select appropriate contact method • Build a regional action plan • Add customer to call cycle • Strategic process and position product
• Communicate sales approach to team
• Identify growth opportunities • Identify specific product opportunities
2.4.1 Execute plan • Integrate marketing strategy / concept
- 24 -
2.4 - Execute Account Plan
2.3.4 Finalize & approve account plans
Level 3
2.4.1 Execute Action Plan
2.4.2 Identify new opportunities
2.4.3 Modify account plan
Input
• Action plans • Responsibilities • Resources
Output
• • • • • New opportunities identified Actions executed Results of actions Customer insight Market intelligence
2.5.1 Measure performance
- 25 -
2.4 - Execute Account Plan
2.3.4 Finalize & approve account plans
Level 3
2.4.1 Execute Action Plan
2.4.2 Identify new opportunities
2.4.3 Modify account plan
• Demonstrate proof (clinical) • Present clinical information • Refer to other successes testimonial • Explain products in terms of competition, feature benefit selling • Reassure account of our value • Confirm benefits of offering to meet needs • Use appropriate selling tools • Gain account agreement • Negotiate order / terms and conditions • Receive order
• Enter order or recognition of order in system • Alert account to any changes (reimbursement) • Resolve disputes • Arbitrate differences, make adjustments • Assure account satisfaction • Show appreciation of business • Question all influencers and decision makers • Grow advocates for feedback • Reinforce prior purchasing decisions
• Follow up on plan
2.5.1 Measure performance
- 26 -
2.5 - Evaluate Account Performance
2.4.3 Modify account plan
Level 3
2.5.1 Measure performance
2.5.2 Assess plan achievement
2.5.3 Evaluate position and account status / portfolio review
Input
• • • • • • • • Results of actions Cost of actions Resources consumed Sales Cost of goods Services and goods provided Promotion effort Revised targets and budgets
Output
• Assessment of account performance • Review of the return on the account • Review of the Key Account portfolio • Performance rewards
1.2.1 Historical Review
2.1.1 Develop / update account profile 2.3.3 Review and assess account portfolio
- 27 -
2.5 - Evaluate Account Performance
2.4.3 Modify account plan
Level 3
2.5.1 Measure performance
2.5.2 Assess plan achievement
2.5.3 Evaluate position and account status / portfolio review
• Get feed back from account • Analyze win / loss • Compare performance against goal • Benchmark own performance against competition
• Calculate ROI • Review sales records • Re- evaluate sales strategy
• Evaluate relationship with account • Evaluate skills to deal with account • Build skills
1.2.1 Historical Review 2.1.1 Develop / update account profile 2.3.3 Review and assess account portfolio
- 28 -
3 - Territory Management
- 29 -
3 - Territory Management
Level 2
1.5 Identify Key Accounts
3.1 Plan Call Activity
3.2 Execute Contact
3.3 Review Performance
1.2 Analyze Customer Details
- 30 -
3.1 - Plan Call Activity
External Sales Information
•Cash sales and volume
Level 3
Internal Sales Information
Financial Information
•Cost •Revenue •Profitability
•Ex-factory data
3.3.4 Individual Sales Effectiveness Assessment
3.2.1 Prepare for call
ONGOING 3.1.1 Collect/Review Customer Information 3.1.3 Review Segment Strategies & Definitions
3.1.2 Targeting
3.1.4 Define Call Plan
3.1.5 Schedule Calls
3.1.6 Organize Logistics
1.5.4 Validate Selection and Criteria
ONGOING
3.3.6 Change Process/Plans
Marketing and Product Strategy
- 31 -
3.2 - Execute Contact
Level 3
3.1.6 Organize Logistics
3.2.1 Prepare for contact
3.2.2 Open Contact
3.2.3 Understand Needs
3.2.4 Match product to needs
3.2.5 Gain commitment
3.2.6 Close Contact
3.2.7 Document Contact
3.3.4 Individual Sales Effectiveness Assessment
3.3.2 Individual analysis of sales performance data
- 32 -
3.3 - Review Performance
Internal Sales Information External Sales Information
•Cash sales and volume
Level 3
Financial Information
•Cost, revenue, profitability
•Ex-factory data
3.3.1 Management analysis of sales performance data (including training function) 3.2.7 Document Contact PERIODIC
3.3.2 Management Sales Force Effectiveness Assessment (including training function) PERIODIC
PERIODIC 3.3.5 Understand link between actions and performance
PERIODIC 3.3.6 Change Process/Plans
ONGOING 3.3.2 Individual analysis of sales performance data
ONGOING 3.3.4 Individual Sales Force Effectiveness Assessment ONGOING 3.1.4 Define Call Objectives 3.2.1 Prepare for call
3.1.1 Review History and Targets
1.2.1 Historical Review
- 33 -
4 - Management Reporting
- 34 -
4 - Management Reporting
4.1 Company Information
Level 2
4.2 Marketplace Information
4.3 Performance Information
4.4 Customer Information
- 35 -
General requirements of management reporting
GENERAL REQUIREMENTS
• Information entered once only (ensures motivation, quality and consistency) • Ability to roll up data at a number of levels (global, national, regional, territory) Ability to cut information in a number of different ways :
•Segment •Therapeutic Area •Region or Territory •Sales Rep.
• Tool to assist in the identification of patterns and trends in large volumes of data • Ability to access specific relevant information (push or pull) as opposed to the traditional “push” of large volumes of often irrelevant data • Ability to generate standard reports • Flexible and configurable ad-hoc reporting suitable for a wide range of user types • Ability to configure a “favorites” dashboard of reports drawing on standard reports and ad-hoc reports (either created by the user or by other users)
- 36 -
4.1 - Company Information
•Marketing Plans •Sales Plans •Account Plans •Planned and actual details available •Plans which roll-up at global, country, regional and territory level •Product Encyclopaedia •Up-to-date Clinical Work •Papers written •New studies (internal and competitor) •Product bebefits (safety profile, efficacy, AEs, price/cost •Queries from customers •ADRs •Protocol Information •Different Usage patterns
Level 3
4.1.1 Planning Information
4.1.2 Products and Services
.1.3 l Information
4.1.4 Marketing Materials
•Details of marketing messages by product and segment •Catalogue of marketing materials •Calendar detailing key events (e.g. launches, new materials, available) •Ability to view availability of incentives (e.g. tickets, conferences, etc.) •Company best practice •Newsflashes about events which may impact operations •Ability to share important information across regions - not just vertically
4.1.5 Company Knowledge/News
- 37 -
4.2 - Marketplace Information
•Gguidelines •Reimbursement levels • Budget eligibility
Level 3
4.2.1 Government Policies
4.2.2 Competitor Information
•Marketing messages/materials and recommended response •Competitor strengths and weaknesses by product and segment •Global/country level activity - launches, campaigns, etc. •Account level activity - products offered, share of wallet, incentives, etc. •End user profile •Treatments •Research •Future trends
4.2.3 Information
4.2.4 Practice Trends
•Prescribing patterns and trends •Economic and regulatory influencers
- 38 -
4.3 - Performance Information
•Forecast vs. actual vs. target (at account, territory, regional and national levels) •Following planning horizons available : weekly, monthly, quarterly, annually
Level 3
4.3.1 Sales Performance
4.3.2 Marketing Performance
•Market share by product at (account, territory, region and national levels) •Comparison at these levels to competitor products
4.3.4 Financial Performance
•Budget spend against plan (account, territory, region and national levels) •ROI vs. forecast (account, territory, region and national levels)
4.3.5 Performance against plan
•Contacts/Calls (actual vs. target) •Monthly actions and objectives (actual vs. target)
4.3.6 Incentives Performance
•Individual performance against incentive targets •Percentage contribution (territory, region, etc.)
- 39 -
4.4 - Customer Information
•Name, title and role •Account type (e.g. hospital, clinic, GP, etc.) •Size, estimated budget, etc. •Interests and decision drivers of key players at account •Fax •Phone •e-mail •Geographical location (to post code level)
Level 3
4.4.1 Demographic Information
4.4.2 Contact Information
4.4.3 Sales history and plan
•Sales by product category over time (historical) •Planned sales by product category (future)
4.5.4 Contact history and plan
•Names and roles of person who made contact •Purpose of contact •Results and actions or questions arising •Planned future contacts (when, where, by who, for what) •Relationships within account (influencers, decision makers, etc.) •Relationships between account and external bodies/individuals •Relationships to Customers
4.5.5 Relationship Profiles
- 40 -
doc_121369786.ppt
Key Account Management which is a very important topic as per B2B or industrial marketing.
Key Account Management
Marketing and Sales Excellence
-1-
Operating model relationship overview
Market Factors Distribution
Customer
Partners
Government Competition Supply Chain
• Visits • Internet • Phone/Fax
• Trade Shows • Publications • Promotion Material
Market Research Product Development General Mgmt Technical Support.
Finance
Key Account Manager
Analyze account
Set objectives Plan strategy
Human Resources
Take action
Review account
Marketing Product Mgmt Sales Mgmt Territory Mgmt BizDev Regional Mgmt
Sales Support
-2-
Key Account Management - best practice actions
Rank accounts on “Improvement Potential” index ? Re-deploy resources to highest potential channels/accounts ? Target category management efforts to accounts with “capability”
?
Tie account team incentives to customer metrics ? Reflect “balanced scorecard” in account metrics
?
Analyze Account
Review account
Set account objectives
Monitor performance against tactical plan ? Hold account team members accountable
?
Take planned action
Plan account strategy
Understand account requirements/ needs/ capabilities ? Plan account actions to “fix” problem P&L line items ? Target account goals/ accountability for profit improvement ? Match strategy to “improvement” potential
?
Include customer in account planning process ? Develop both internal and customer targets ? Tie actions/events to improvement opportunities
?
-3-
Key Account Management
Process diagrams
-5-
Objective
The principle objective of Key Account Management is to provide the following benefits to the Sales Organization and Customer…..
MARKETING AND SALES
• Improved customer insight • Understanding of customer needs • Understanding of usage patterns • Better product knowledge • Better access to marketing material • Better competitor information • Improved performance information • Measurable goals • Link between Business Plan strategy and customer strategy
CUSTOMER
• Better product information • Better information on services • Better understanding of reimbursement • Better product benefits knowledge • Ability to raise individual profile • Increased end users • Provide resource input
-6-
Process Overview
Level 1
1 Analyze & Classify Customers
2 Key Account Management
3 Territory Management
4 Management Reporting
5 KAM Management and Administration
-7-
1 - Analyze and Classify Customers
-8-
1 - Analyze and Classify Customers
Level 2
2.1 Profile Account
1.1 Identify/Add Customer/ Modify
1.2 Analyze Customer Details
1.3 Segment Customers
1.4 Validate
1.5 Identify Key Accounts
KA? KAs
Non KAs
3.3 Review Performance
3.1 Plan Call Activity
-9-
2 - Key Account Management
- 15 -
2 - Key Account Management
1.5 Identify Key Accounts
Level 2
2.1 Analyze account
2.2 Set account objectives
2.3* Create account plan
2.4 Execute plan
2.5* Evaluate account performance
1.2 Analyze Customer Details
- 16 -
Key Account Criteria
Some characteristics defining a Key Account :
Key account classification criteria • Customers responsible for ( example factor 80%) of revenue • Customer with over (example factor: $ 1.5 mio) sales • Customer with potential of (example factor: $1.5 mio. sales within 2 years) • Customer generating ( example factor: $800’000) profit • Customer responsible for ( example factor: ?2 or more %) of the market in units or value • Customer with contribution (example factor: > 5%) • Opinion leader influences ( example factor: 20% ) Account screening criteria • Ability to sustain long term profitable relationship ($X net over Y years) • Account values products and services as distinct from competition • Relationship has strategic value and can create differential advantage by serving the customer • We can create considerable barrier to entry by serving the customer • Customer relationship based on more than price negotiation • Potential for growth greater than the current major clients
- 17 -
Key Account Based Selling - Advantages
KAM can deliver the following benefits :
?
Increase sales effectiveness by pursuing high potential accounts and opportunities
?
?
Increase market share and revenue within existing accounts
Increase profitability through development of the appropriate product & service offering for the customer. Provide opportunities to contribute to the success of the customer Improve customer retention through stronger relationships and increased client satisfaction Facilitate the allocation of marketing and sales resources
?
?
?
- 18 -
2.1 -Analyze Account
1.5.4 Validate Selection and Criteria
Level 3
2.1.1 Develop / update account profile
2.1.2 Assess position
2.1.3 Re-evaluate account classification
2.1.4 Complete account profile
Input
General information on the account Account history • share of customer • profitability • spending and service requirements • past account plans • product performance • issues • service effort Classification criteria
Output
• Business overview of the customer • Understanding of key players and relationships • Map of influencers • Review of relationship history and performance of the customer
2.2.1 Define account strategy
- 19 -
2.1 -Analyze Account
1.5.4 Validate Selection and Criteria
Level 3
2.1.1 Develop / update account profile
2.1.2 Assess position
2.1.3 Re-evaluate account classification
2.1.4 Complete account profile
• Rank customers by order of • Identify account’s importance, segmentation current situation • Develop a map to guide • Identify benefits networking of offering to • Consider account’s influence / meet need / reputation opportunities • Be familiar with account’s business • Estimate account’s expenditures and constraints • Consider account’s buying history • Determine account’s buying cycle • Identify influencers / decision makers • Identify prospect by product line / treatment modality ; 3rd party information • Conduct needs assessment • Identify, probe ,qualify needs / concerns • Seek alternate sources of information on the account
• Assess account’s potential / financial viability • Establish prospect segment / priority
• Develop and maintain 2.2.1 account profiles Define account • Identify process strategy for product approval
- 20 -
2.2 - Set account objectives
2.1.4 Complete account profile
Level 3
2.2.1 Define account strategy
2.2.2 Set account goals
2.2.3 Establish account objectives
2.3.1 Develop action plan
Input
• Account profile • Company/ Business Unit strategy • Financial targets
Output
Customer strategy • Long- medium -short term • Customer team
- 21 -
2.2 - Set account objectives
2.1.4 Complete account profile
Level 3
2.2.1 Define account strategy
2.2.2 Set account goals
2.2.3 Establish account objectives
• Identify growth opportunities • Identify specific product opportunities
• Define end users of products and services • Establish selling goals
• Look for long range opportunities
2.3.1 Develop action plan
- 22 -
2.3 - Create account plan
2.2.3 Establish account objectives
Level 3
2.3.1 Develop action plan
2.3.2 Determine resource requirements
2.3.3 Consolidate & assess account portfolio
2.3.4 Finalize & approve account plans
Input
• • • • • • Opportunities identified Account objectives Product and service offerings Customer needs Critical success factors Competitive position
Output
2.4.1 Execute plan
• Account plan including actions, resources, responsibilities, timelines, quantitative and qualitative targets and progress measurements for the next period. • Key account portfolio consolidated
- 23 -
2.3 - Create account plan
2.2.3 Establish account objectives
Level 3
2.3.1 Develop action plan
2.3.2 Determine resource requirements
2.3.3 Consolidate & assess account portfolio
2.3.4 Finalize& approve account plans
• Design call cycle (day, week, month) • Select appropriate contact method • Build a regional action plan • Add customer to call cycle • Strategic process and position product
• Communicate sales approach to team
• Identify growth opportunities • Identify specific product opportunities
2.4.1 Execute plan • Integrate marketing strategy / concept
- 24 -
2.4 - Execute Account Plan
2.3.4 Finalize & approve account plans
Level 3
2.4.1 Execute Action Plan
2.4.2 Identify new opportunities
2.4.3 Modify account plan
Input
• Action plans • Responsibilities • Resources
Output
• • • • • New opportunities identified Actions executed Results of actions Customer insight Market intelligence
2.5.1 Measure performance
- 25 -
2.4 - Execute Account Plan
2.3.4 Finalize & approve account plans
Level 3
2.4.1 Execute Action Plan
2.4.2 Identify new opportunities
2.4.3 Modify account plan
• Demonstrate proof (clinical) • Present clinical information • Refer to other successes testimonial • Explain products in terms of competition, feature benefit selling • Reassure account of our value • Confirm benefits of offering to meet needs • Use appropriate selling tools • Gain account agreement • Negotiate order / terms and conditions • Receive order
• Enter order or recognition of order in system • Alert account to any changes (reimbursement) • Resolve disputes • Arbitrate differences, make adjustments • Assure account satisfaction • Show appreciation of business • Question all influencers and decision makers • Grow advocates for feedback • Reinforce prior purchasing decisions
• Follow up on plan
2.5.1 Measure performance
- 26 -
2.5 - Evaluate Account Performance
2.4.3 Modify account plan
Level 3
2.5.1 Measure performance
2.5.2 Assess plan achievement
2.5.3 Evaluate position and account status / portfolio review
Input
• • • • • • • • Results of actions Cost of actions Resources consumed Sales Cost of goods Services and goods provided Promotion effort Revised targets and budgets
Output
• Assessment of account performance • Review of the return on the account • Review of the Key Account portfolio • Performance rewards
1.2.1 Historical Review
2.1.1 Develop / update account profile 2.3.3 Review and assess account portfolio
- 27 -
2.5 - Evaluate Account Performance
2.4.3 Modify account plan
Level 3
2.5.1 Measure performance
2.5.2 Assess plan achievement
2.5.3 Evaluate position and account status / portfolio review
• Get feed back from account • Analyze win / loss • Compare performance against goal • Benchmark own performance against competition
• Calculate ROI • Review sales records • Re- evaluate sales strategy
• Evaluate relationship with account • Evaluate skills to deal with account • Build skills
1.2.1 Historical Review 2.1.1 Develop / update account profile 2.3.3 Review and assess account portfolio
- 28 -
3 - Territory Management
- 29 -
3 - Territory Management
Level 2
1.5 Identify Key Accounts
3.1 Plan Call Activity
3.2 Execute Contact
3.3 Review Performance
1.2 Analyze Customer Details
- 30 -
3.1 - Plan Call Activity
External Sales Information
•Cash sales and volume
Level 3
Internal Sales Information
Financial Information
•Cost •Revenue •Profitability
•Ex-factory data
3.3.4 Individual Sales Effectiveness Assessment
3.2.1 Prepare for call
ONGOING 3.1.1 Collect/Review Customer Information 3.1.3 Review Segment Strategies & Definitions
3.1.2 Targeting
3.1.4 Define Call Plan
3.1.5 Schedule Calls
3.1.6 Organize Logistics
1.5.4 Validate Selection and Criteria
ONGOING
3.3.6 Change Process/Plans
Marketing and Product Strategy
- 31 -
3.2 - Execute Contact
Level 3
3.1.6 Organize Logistics
3.2.1 Prepare for contact
3.2.2 Open Contact
3.2.3 Understand Needs
3.2.4 Match product to needs
3.2.5 Gain commitment
3.2.6 Close Contact
3.2.7 Document Contact
3.3.4 Individual Sales Effectiveness Assessment
3.3.2 Individual analysis of sales performance data
- 32 -
3.3 - Review Performance
Internal Sales Information External Sales Information
•Cash sales and volume
Level 3
Financial Information
•Cost, revenue, profitability
•Ex-factory data
3.3.1 Management analysis of sales performance data (including training function) 3.2.7 Document Contact PERIODIC
3.3.2 Management Sales Force Effectiveness Assessment (including training function) PERIODIC
PERIODIC 3.3.5 Understand link between actions and performance
PERIODIC 3.3.6 Change Process/Plans
ONGOING 3.3.2 Individual analysis of sales performance data
ONGOING 3.3.4 Individual Sales Force Effectiveness Assessment ONGOING 3.1.4 Define Call Objectives 3.2.1 Prepare for call
3.1.1 Review History and Targets
1.2.1 Historical Review
- 33 -
4 - Management Reporting
- 34 -
4 - Management Reporting
4.1 Company Information
Level 2
4.2 Marketplace Information
4.3 Performance Information
4.4 Customer Information
- 35 -
General requirements of management reporting
GENERAL REQUIREMENTS
• Information entered once only (ensures motivation, quality and consistency) • Ability to roll up data at a number of levels (global, national, regional, territory) Ability to cut information in a number of different ways :
•Segment •Therapeutic Area •Region or Territory •Sales Rep.
• Tool to assist in the identification of patterns and trends in large volumes of data • Ability to access specific relevant information (push or pull) as opposed to the traditional “push” of large volumes of often irrelevant data • Ability to generate standard reports • Flexible and configurable ad-hoc reporting suitable for a wide range of user types • Ability to configure a “favorites” dashboard of reports drawing on standard reports and ad-hoc reports (either created by the user or by other users)
- 36 -
4.1 - Company Information
•Marketing Plans •Sales Plans •Account Plans •Planned and actual details available •Plans which roll-up at global, country, regional and territory level •Product Encyclopaedia •Up-to-date Clinical Work •Papers written •New studies (internal and competitor) •Product bebefits (safety profile, efficacy, AEs, price/cost •Queries from customers •ADRs •Protocol Information •Different Usage patterns
Level 3
4.1.1 Planning Information
4.1.2 Products and Services
.1.3 l Information
4.1.4 Marketing Materials
•Details of marketing messages by product and segment •Catalogue of marketing materials •Calendar detailing key events (e.g. launches, new materials, available) •Ability to view availability of incentives (e.g. tickets, conferences, etc.) •Company best practice •Newsflashes about events which may impact operations •Ability to share important information across regions - not just vertically
4.1.5 Company Knowledge/News
- 37 -
4.2 - Marketplace Information
•Gguidelines •Reimbursement levels • Budget eligibility
Level 3
4.2.1 Government Policies
4.2.2 Competitor Information
•Marketing messages/materials and recommended response •Competitor strengths and weaknesses by product and segment •Global/country level activity - launches, campaigns, etc. •Account level activity - products offered, share of wallet, incentives, etc. •End user profile •Treatments •Research •Future trends
4.2.3 Information
4.2.4 Practice Trends
•Prescribing patterns and trends •Economic and regulatory influencers
- 38 -
4.3 - Performance Information
•Forecast vs. actual vs. target (at account, territory, regional and national levels) •Following planning horizons available : weekly, monthly, quarterly, annually
Level 3
4.3.1 Sales Performance
4.3.2 Marketing Performance
•Market share by product at (account, territory, region and national levels) •Comparison at these levels to competitor products
4.3.4 Financial Performance
•Budget spend against plan (account, territory, region and national levels) •ROI vs. forecast (account, territory, region and national levels)
4.3.5 Performance against plan
•Contacts/Calls (actual vs. target) •Monthly actions and objectives (actual vs. target)
4.3.6 Incentives Performance
•Individual performance against incentive targets •Percentage contribution (territory, region, etc.)
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4.4 - Customer Information
•Name, title and role •Account type (e.g. hospital, clinic, GP, etc.) •Size, estimated budget, etc. •Interests and decision drivers of key players at account •Fax •Phone •e-mail •Geographical location (to post code level)
Level 3
4.4.1 Demographic Information
4.4.2 Contact Information
4.4.3 Sales history and plan
•Sales by product category over time (historical) •Planned sales by product category (future)
4.5.4 Contact history and plan
•Names and roles of person who made contact •Purpose of contact •Results and actions or questions arising •Planned future contacts (when, where, by who, for what) •Relationships within account (influencers, decision makers, etc.) •Relationships between account and external bodies/individuals •Relationships to Customers
4.5.5 Relationship Profiles
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doc_121369786.ppt