Customer contribution must become a more important metric, when key account management designation is under consideration. A pharmaceutical consultant must impress upon senior management that traditional measures used to define a client’s contribution are no longer adequate. In the days when money seemed to flow a lot more freely and the business world was far less complex, management decision-makers could often refer to the monthly sales volume, or market share when considering how important the particular client was to the overall mix. At that time, calculations were relatively simple and were based on how much money came through the pipeline from a particular client and how much was spent in terms of time and effort by the pharmaceutical company in order to ensure that the client was relatively happy.

Whenever customer relationship marketing comes under consideration, we learn from pharmaceutical marketing training that key account management is just one of several major areas that we need to focus on. The management of key accounts depends a lot on an analysis of a customer’s make-up, taking into account how much the customer is worth over a lifetime and this is increasingly important as we consider whether a particular lifecycle is dependent on the strength of a product, a certain scenario or other metric. The pharmaceutical consultancy is well aware how key account management revolves around the ability to develop a meaningful relationship and it almost goes without saying that one size most definitely does not fit all, as far as this is concerned.

The customer’s contribution can often be very difficult to calculate and determine. Can we assume that the customer is a strategic ally of some kind in the marketplace? As politics within the industry becomes ever more prevalent, it’s quite conceivable that a customer could be designated as “key,” even though the actual financial contribution to the company’s turnover is relatively small. In terms of lobbying or other methods of tangible or intangible support, it could be well worthwhile for the company to elevate this particular client to a pedestal, alongside those who may be contributing a great deal more in financial terms.

Pharmaceutical marketing training must be able to recognise the diverse contributions that each and every client makes and how rather subtle elements could translate into potential benefits for the company. Does this mean that the pharmaceutical consultant must also be an expert in psychology and should seek to train all those who come into contact with these key accounts in the subtle nuances associated?

By some estimation, almost 2/3 of pharmaceutical companies in the market today still consider key account management to be largely ruled by sales volume. Clearly, there is considerable opportunity for the pharmaceutical consultancy here, to step in and educate the company and its representatives. As it becomes ever more difficult to adequately communicate with the end user, it follows that the company should become ever more strategic in the way that it micromanages its existing client base. It’s no longer acceptable to use a broad brush when it comes to pharmaceutical marketing training, as specific attention has to be paid to colouring in the finer detail, as the world of key account management is reborn.

Alan Gillies is the Director of L2L Consulting, an elite pharmaceutical consultancy firm which specialises in Strategy Development and Implementation Excellence for prestigious multi-national organisations.

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