Yes ! I am a KAM
Recognizing the emergence of new influencing groups, pharmaceutical companies have set up dedicated sales teams or roles, alongside the traditional primary and secondary care teams. .
With KAM; Pharmaceutical companies can revitalize their sales model & regain their consultative status and influential role in physician’s choice of medicines in the hospitals
many Pharma companies in Indonesia have issued an Account Manager’s business card to traditional sales reps and given more selective in targeting his key customers
To move Pharma organizations forward in challenging times; there are several key stages that pharma companies employing KAM go through as they mature and embark on a journey that moves them through successive levels of sophistication.
1.The KAM developed knowledge ; Selling to "pareto" customer
– to get the capable KAM, Training modul were created to support this approach using the new concept KAM training model
- Sales targets were set based upon what the company wanted to sell or last year plus 10%
- The customer divided 2 categories of customers : Private Hospital and Government hospital.
2 The KAM aimed to create a ‘USP’ or Unique Selling Proposition / Value Proposition’
Successful companies and sales people in the pharmaceutical industry going forward will understand the value in identifying the accounts that will generate the greatest return on their investment and will be able to develop and maintain commercial business relationships that generate mutual trust and value for all parties, including patients.
The mindset change that is necessary when moving from Traditional approach to Selling to Key Account Management.
Traditional selling takes the point of the interaction between the organizations being that of the sales rep directly to the healthcare professional.
We can differentiate ourselves with key customers and maximize our key customer relationships by moving from “old models” to "diamond models" of customer relationship.
In this relationship model, the account manager interacts with all the departments in the hospital like in government hospital ; Pokja Farmasi, ULP, PPK , warehouse and finance, using all of the company resources that are available to them.
One of important task who KAM must expert is to ensure all payment or collection of BPJS can get well done.
KAM can identification BPJS flow cart, from the hospital procedure until to process in BPJS
3 The KAM relationship models
This type of relationship involves the hospital much more closely with the company. It does not stand on the relationship between perhaps only two individuals..
an approach that seeks to build longstanding relationships between the account manager and those customers that are most important to their and the organizations long-term success.
KAM must know pattern of purchasing, payment , tender and schedule of create a PO (purchase order) and especially close relationship with each person in charge in the hospitals.
4. Key Account Management requires very different skills and strategic thinking.
- It moves away from the old approach of detailing individuals, to a multi-faceted approach that takes into account all customers (Pharmaciest, ware house, finance and administration) , rather than just clinicians, and also has a broader more business-focused view.
- The Habits Successful Key Account Managers:
Habit 1: Select
Habit 2: Engage
Habit 3: Initiative
Habit 4: Solve the problem
Habit 5: Solution oriented
The habits suggest it has new importance discipline and structure. It is seen as strategically important to organizational success.
It is an essential response to competitive pressures within KAM and most important of all to changes in how large customers buy. It is essential to Keep pace with the sourcing procurement and supply chain strategies of its customers.
The habits are a portrait of the most successful characteristics and behaviors of KAM set increased pressure on prices, centralization of buying decisionswithin large global organizations and other trends such as the consolidation of suppliers.
5. Measures to ensure the right progress is being done
- The competitive advantage and value creating model must be clearly defined as must the KAM processes, systems tools and skills
- Balance score card for KAM to evaluate all the performance
Donni Noviandi Rafdi
"Key Account Manager " for 3 years in pharmaceutical company
Recognizing the emergence of new influencing groups, pharmaceutical companies have set up dedicated sales teams or roles, alongside the traditional primary and secondary care teams. .
With KAM; Pharmaceutical companies can revitalize their sales model & regain their consultative status and influential role in physician’s choice of medicines in the hospitals
many Pharma companies in Indonesia have issued an Account Manager’s business card to traditional sales reps and given more selective in targeting his key customers
To move Pharma organizations forward in challenging times; there are several key stages that pharma companies employing KAM go through as they mature and embark on a journey that moves them through successive levels of sophistication.
1.The KAM developed knowledge ; Selling to "pareto" customer
– to get the capable KAM, Training modul were created to support this approach using the new concept KAM training model
- Sales targets were set based upon what the company wanted to sell or last year plus 10%
- The customer divided 2 categories of customers : Private Hospital and Government hospital.
2 The KAM aimed to create a ‘USP’ or Unique Selling Proposition / Value Proposition’
Successful companies and sales people in the pharmaceutical industry going forward will understand the value in identifying the accounts that will generate the greatest return on their investment and will be able to develop and maintain commercial business relationships that generate mutual trust and value for all parties, including patients.
The mindset change that is necessary when moving from Traditional approach to Selling to Key Account Management.
Traditional selling takes the point of the interaction between the organizations being that of the sales rep directly to the healthcare professional.
We can differentiate ourselves with key customers and maximize our key customer relationships by moving from “old models” to "diamond models" of customer relationship.
In this relationship model, the account manager interacts with all the departments in the hospital like in government hospital ; Pokja Farmasi, ULP, PPK , warehouse and finance, using all of the company resources that are available to them.
One of important task who KAM must expert is to ensure all payment or collection of BPJS can get well done.
KAM can identification BPJS flow cart, from the hospital procedure until to process in BPJS
3 The KAM relationship models
This type of relationship involves the hospital much more closely with the company. It does not stand on the relationship between perhaps only two individuals..
an approach that seeks to build longstanding relationships between the account manager and those customers that are most important to their and the organizations long-term success.
KAM must know pattern of purchasing, payment , tender and schedule of create a PO (purchase order) and especially close relationship with each person in charge in the hospitals.
4. Key Account Management requires very different skills and strategic thinking.
- It moves away from the old approach of detailing individuals, to a multi-faceted approach that takes into account all customers (Pharmaciest, ware house, finance and administration) , rather than just clinicians, and also has a broader more business-focused view.
- The Habits Successful Key Account Managers:
Habit 1: Select
Habit 2: Engage
Habit 3: Initiative
Habit 4: Solve the problem
Habit 5: Solution oriented
The habits suggest it has new importance discipline and structure. It is seen as strategically important to organizational success.
It is an essential response to competitive pressures within KAM and most important of all to changes in how large customers buy. It is essential to Keep pace with the sourcing procurement and supply chain strategies of its customers.
The habits are a portrait of the most successful characteristics and behaviors of KAM set increased pressure on prices, centralization of buying decisionswithin large global organizations and other trends such as the consolidation of suppliers.
5. Measures to ensure the right progress is being done
- The competitive advantage and value creating model must be clearly defined as must the KAM processes, systems tools and skills
- Balance score card for KAM to evaluate all the performance
Donni Noviandi Rafdi
"Key Account Manager " for 3 years in pharmaceutical company
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