Crucial Guidelines On Emphasising The Personal To Ensure Customer Loyalty
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By now, pharmaceutical companies must appreciate the importance of key account management training and how they must always be in possession of the latest, cutting-edge marketing information to enable them to actively solicit and then cultivate major, important accounts. There may be a tendency to concentrate on the establishment of a “system,” where a large number of individuals within key roles are all engaged in helping to ensure that the “big picture” is realised. It’s certainly true to say that the key account requires many different individuals to come together and that a harmonic balance is essential. However, there may be a danger that the personal element of interaction is overlooked, to the company’s peril, when an organisation’s marketing structure is designed.
Failure to communicate effectively may be one of the principal reasons why relationships fail, even though actual value is being exchanged. 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 multitude of individual communications may take place. While this is going on, a specific “point person” must be front and centre, and focused on maintaining the critical communication with the key individual in that key account. In the very early stages of development, this relationship must be categorically identified and must be cultivated, or problems will certainly arise.
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If slower times roll around, customer service is often one of the first areas to be cut back, and while consolidation within key account management may be acceptable in certain circumstances, it should never affect the personal contact with the key client, specifically. The company must be very wary about giving too much credence to one particular individual. 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.” Consultants or managers who are responsible for overseeing these structures should themselves ensure that they are “in touch” with life on the street, with the wants, needs and requirements of their clients. 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. Within the industry, major patents are set to expire and “niche” products and solutions will continue to emerge, so pharma training must become even more diversified and far-reaching, to be able to cope with each and every eventuality.
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.
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