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市場調查報告書

主要客戶參與調查 2015年:醫藥品上以KAM (中心客戶管理) 的成功為目標

Key Customer Engagement Report 2015: Towards Successful Key Account Management in Pharma

出版商 EyeforPharma 商品編碼 234212
出版日期 內容資訊 英文 80 Pages; 25 Case Study Interviews
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主要客戶參與調查 2015年:醫藥品上以KAM (中心客戶管理) 的成功為目標 Key Customer Engagement Report 2015: Towards Successful Key Account Management in Pharma
出版日期: 2015年09月30日 內容資訊: 英文 80 Pages; 25 Case Study Interviews
簡介

本報告提供醫藥品的中心客戶管理 (KAM:主帳號經營管理) 之相關調查,提供您客戶參與的成功案例,未來的商業模式,內部相關利益者·領導團隊的管理,及最佳業務實踐等相關分析。

第1章 簡介

第2章 新客戶參與模式的促進要素

  • 外部要素:硬體設備環境和客戶·相關利益者
  • 內部要素:組合·文化·能力
  • 廣泛社會的影響
  • 促進地區性差異的外部要素

第3章 客戶參與的彈性方法

  • 必要的複數方法
  • 將客戶參與分類的作用·能力的調整
  • 跨越職能框架來配合視聽眾
  • 鎖定個人對各相關利益者的感知價值之理解
  • 責任和課責的檢測
  • 引進彈性方法的課題

第4章 醫藥品產業上帳號經營管理

  • 與KAM的頭銜共存的廣泛作用
  • 關鍵概念定義

第5章 跟重要客戶的關係

  • KAM的轉變
  • 成功的建立

第6章 以KAM的最佳業務實踐為目標

  • 策略
  • 闡明變化的案例發展
  • 領導力與組織性焦點
  • 移器點及所需的文化和態度
  • 客戶製圖,優先順序,及區分
  • 正確的方法定義
  • 行銷所扮演的角色:價值命題,服務及流通管道
  • KAM的結構與地位的力量
  • 引進成功所需的人力資源和技術
  • 備好正確的訓練,發展及指導
  • 流程的規劃
  • 跨越角色和責任、職能框架的運作
  • 檢測,標準及業績管理
  • 摘要

第7章 醫藥品產業上AM及KAM的結果

  • 商務的影響
  • 客戶回饋

第8章 結論

調查手法

參考資料

簡稱

附錄

圖表

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目錄

A guide of best practices to developing strategy, organization, human resources and tools for Key Account Management in pharma that will yield positive business results, strengthen customer relations, and take the company into future.

Key reasons to buy this report

  • Build a solid case for customer engagement success with insights from the most advanced companies in the industry
  • Understand how your future commercial model can answer to the increased complexity of healthcare by being flexible, versatile, and adaptive
  • Manage internal stakeholders and leadership teams to drive cultural, strategic, and organizational change needed for successful key account management
  • Learn best-practices for KAM implementation and operation: customer mapping and prioritization, value creation, organizational structure, performance metrics, and training

SAMPLE

Figure 5: Composition of key customer engagement approach

Table of Contents

  • About the authors
  • Welcome
  • Acknowledgements
  • Peer reviewers
  • About eyeforpharma
  • List of figures and tables
  • Executive summary

1. Introduction

2. Drivers for a new customer engagement model

  • 2.1. External factors - healthcare environment and customers and stakeholders
    • 2.1.1. Funding, payers and market access barriers
    • 2.1.2. Centralized purchasing and decision making
    • 2.1.3. Customer consolidation
    • 2.1.4. Growth in multidisciplinary working
    • 2.1.5. Reduction in physician clinical freedom and power
    • 2.1.6. Clinical pathway changes
  • 2.2. Internal factors - portfolio, culture and capabilities
    • 2.2.1. Portfolio change
    • 2.2.2. Differentiation from competitors is becoming more difficult
    • 2.2.3. Sales complexity
    • 2.2.4. Need to reduce cost base
  • 2.3. Impacts from wider society
  • 2.4. External factors driving geographical differences

3. A flexible approach to customer engagement

  • 3.1. Multiple approaches needed
  • 3.2. Tailoring roles and competencies to type of customer engagement
  • 3.3. Dealing with a cross-functional audience
  • 3.4. Identifying stakeholders' individual understanding of perceived value
  • 3.5. Determining responsibility and accountability
  • 3.6. Challenges in adopting a flexible approach

4. Account management in the pharmaceutical industry

  • 4.1. A range of roles exist with the title KAM
  • 4.2. Defining key concepts

5. Engaging key customers

  • 5.1. Transitioning to KAM
  • 5.2. Building for success
    • 5.2.1. Tacking associated tensions
    • 5.2.2. Following recognized best practices
    • 5.2.3. Basic KAM building blocks
    • 5.2.4. Strong and committed leadership is paramount

6. Towards best practice in KAM

  • 6.1. Strategy
  • 6.2. Develop a clear case for change
    • 6.2.1. Analyzing your customer's environment
    • 6.2.2. Identifying internal business needs
  • 6.3. Leadership and organizational focus
  • 6.4. Change point and required cultures and behaviors
    • 6.4.1. Change point
    • 6.4.2. Cultures and behaviors
  • 6.5. Customer mapping, prioritization and segmentation
  • 6.6. Defining the right approach
  • 6.7. The role of marketing: value propositions, offerings and channels
  • 6.8. Structures and positional power for KAM
    • 6.8.1. AM and KAM as a selling approach
    • 6.8.2. AM and KAM as a business function
    • 6.8.3. Towards an integrated AM and KAM approach
    • 6.8.4. Account management as a business unit
    • 6.8.5. KAM and SAM as a business model
  • 6.9. People and skills required for successful deployment
  • 6.10. Get the right training, development and coaching in place
  • 6.11. Planning processes
  • 6.12. Roles and responsibilities and cross-functional working
  • 6.13. Measures, metrics and performance management
  • 6.14. Summary

7. Results of AM and KAM in the pharmaceutical industry

  • 7.1. Impact on business
  • 7.2. Customer feedback

8. Conclusions

Methodology

References

Abbreviations

Appendices

  • Origins of account management
  • Decision-making units and decision-making

List of figures and tables

  • Figure 1: Factors shaping the pharma go-to-market approach
  • Figure 2: The US: Driven by rapid acceleration of external market changes
  • Figure 3: Europe: Driven by market reform and internal pharma business challenges
  • Figure 4: Pharmerging markets: Driven by internal business requirements
  • Figure 5: Composition of key customer engagement approach
  • Figure 6: The go-to-market options
  • Figure 7: Level of responsibility of key customer-facing employees
  • Figure 8: Four phases of KAM implementation
  • Figure 9: Relative importance of key factors
  • Figure 10: Perceived level of challenge of key factors
  • Figure 11: 12 stages of the roadmap to success
  • Figure 12: Apply due consideration to influences on healthcare
  • Figure 13: Country leadership's knowledge of which are the top 10 accounts
  • Figure 14: Extent country leadership is assigned to and active in KAM teams
  • Figure 15: Continuity of leadership review of key accounts
  • Figure 16: Key accounts as a proportion of total accounts
  • Figure 17: Resourcing of key accounts relative to other accounts
  • Figure 18: A typical four-box approach to account prioritization
  • Figure 19: Criteria for account prioritization
  • Figure 20: Potential segmentation of prioritized accounts
  • Figure 21: Resources available to customer-facing employees in contact with key customers
  • Figure 22: Organizational structure for KAM at department level
  • Figure 23: Organizational structure for KAM in terms of lines of reporting
  • Figure 24: AM & KAM as a selling approach
  • Figure 25: AM & KAM as a business function
  • Figure 26: Towards an integrated AM & KAM approach
  • Figure 27: AM as a business unit
  • Figure 28: KAM & SAM as a business model
  • Figure 29: Programs for developing next generation KAMs
  • Figure 30: Importance of internal stakeholders
  • Figure 31: Impact of KAM on the business
  • Figure 32: Impact of KAM on the business [continued]
  • Table 1: Key customer facing role expectations and differentiators
  • Table 2: Range of roles across pharma classified as KAM
  • Table 3: Strategies and operational practices for KAM success
  • Table 4: Attractiveness factors used to select and prioritize accounts
  • Table 5: Key differences between customer management approaches
  • Table 6: Roles and responsibilities of key functions within an account management approach
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