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. This leaves us with the problem of determining how we should position ourselves according to a client in question? This is the issue — when and how do we allocate our resources so that we service clients accordingly and at what stage do we determine this? Enter the subject of key account management and also, the stark realisation that many organisations do not possess the resources, education or skills necessary to determine and subsequently look after such 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. Many a sleepless night could be spent by a company executive, when trying to establish a set of factors that determine how to progress effectively. For example, some customers could be seeking additional value as a consequence of selecting preferred suppliers. As they do this, they seek information that could help them strategically, look for partners to help them with certain projects, or sophisticated levels of economic 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 make-up, 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 pharmaceutical sales 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. Some external parties may view the relationship as a successful and developing one - and as such, key account management deployment can be beneficial in terms of attracting the attention of new clients, in the future. So, we can see that there are many different ways of looking at pharmaceutical sales training.

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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