L2L Group

Are we to believe the analogy that "the customer is always right," under every circumstance? If so, are we to extend this thought, so that we pay the utmost attention, at all times to every customer, under every circumstance? This would surely lead us to the conclusion that every account that we process is "key" and should lead us to implement our best and most comprehensive set of resources to the process of servicing each account. Of course, in reality, not all accounts are created equally and some accounts will mean more to the organisation than others. In fact, in many organisations, certain accounts are critical to the very survival of the company, while others are far from so important. The quandary that we face is to accurately determine the correct position of each account. How is it possible to accurately determine and consequently service, allocating resources correctly and effectively? We know that key account management is a skill that must be mastered, but in truth many organisations do not have the skill set, experience, education or resources to be able to identify and consequently manage these clients.

There are many definitions of key account management but fundamentally it is the process of handling significant accounts by offering them a consistent package of products or services that are entirely tailored to their requirements. This sounds rather simplistic and in truth is dependent on many rather complex and interrelated factors. Company executives often find it difficult, if not impossible to establish a set of criteria to determine how they should handle and manage appropriately. In many cases, significant customers will be looking for enhanced value through selection of preferred suppliers. They may well be looking for strategic information, the joint development of certain projects or special methods of financing. Depending on their level of proficiency, they may also seek and demand that their suppliers maintain a sophisticated approach to the relationship and even become party to the adoption of certain accounting, procurement and delivery methods.

It is unlikely that two key accounts will have similar makeup, structure and behavioural characteristics and it is likely that each will have specific demands, putting considerable strain on the pharmaceutical company, from a logistical and resource allocation perspective. It is also likely that a raft of sophisticated techniques will be required to ensure the highest level of delivery and to ensure that the client itself is happy. The underlying challenge is to make the client feel as if their company is the only organisation that matters to the pharmaceutical company.

While many of the techniques deployed by the pharma training company during key account management training may be strictly confidential and essentially hidden from public view, the company will want to ensure that the net result of its activities will result in reputational gain. As it becomes clear to outside interested parties that the relationship is an ongoing and successful one, purposeful deployment of key account management should in turn result in the attraction and retention of entirely new key accounts. Pharmaceutical sales training always has many different perspectives and potential goals.