Internet Marketing

If they are to survive and prosper, pharmaceutical companies have to understand how critically important key account management training really is to their ultimate future, as they gather as much of the latest, most pertinent marketing information, to allow them to both attract and then interact with these very important accounts. Some organisations seem to focus on a “system,” within which they establish a broad raft of techniques, with individuals in key roles coming together to ensure that the overall objective is realised. We know that it takes many individuals within an organisation to satisfy the requirements of the key account and that these individuals must all work together in harmony. However, if an organisation puts a rigid marketing structure together without looking at the importance of personal interaction, problems may arise.

The exchange of value is insufficient if effective communication is not given great attention, and this is one of the main reasons why a relationship may fail. One on one communication is absolutely critical and must be handled effectively. Key account management training will help to position a number of different individuals, so that they are actively aware of what the client wants. A large variety of individual, interactive communications will arise. However, there must still be a “point person,” nominated by the pharmaceutical company, to deal with the most key individual within the key account. In the very early stages of development, this relationship must be categorically identified and must be cultivated, or problems will certainly arise.

Customer service may be one of the first areas to be considered for cutbacks during slower times and while certain roles may indeed be effectively consolidated under the total domain of key account management, personal contact with the key client should never be overlooked. It is also not sensible for the organisation to put all its eggs in one collective personality basket. The interactive development of two different personalities is often very effective in building business or personal relationships, but it should not be relied upon by itself. A certain amount of redundancy must be included within key account management structures, so that if one particular individual should depart the company, the client relationship will not completely fold under.

In our evolving market, key account management training should never be mundane, or rely on what is adjudged, by some, to be “proven.” The management team responsible for setting up the company structures should be “street smart,” and well aware of what the particular client needs, as a consequence. They should not operate in isolation from the marketing office, but should get out and visit clients. They will then be able to modify the position of the company, act when needed and decisively if necessary and be able to patch up any breaks in interpersonal relationships, with confidence.

Any pharmaceutical company faces a long and difficult road ahead as legislation is sure to impact and as company acquisitions and consolidation take hold. As major patents expire and as more focus is put on “niche” solutions and products, pharma training must become more comprehensive and diversified.

Alan Gillies is the CEO of L2L Consulting, a cutting-edge pharma consultancy firm which specialises in optimising productivity and performance within international companies by applying tailored organisational strategies.