Key Account Management111
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Key Account Management Marketing and Sales Excellence Team mission : Deliver “World class “ Key Account & Territory Management
1
Operating model relationship overview Market Factors Distributio n
Customer Governmen t
Supply Chain
Visits Internet Phone/Fax
Partners
Competitio n
Trade Shows Publications Promotion Material
Key Account Manager
Finance
Analyze Account
Set Objective s
Plan strategy
Take action
Market Research
Review Account
Product Development
Human Resources
General Mgmt
Marketing
Product Mgmt
Sales Mgmt
Territory Mgmt
BizDev
Regional Mgmt
Sales Support
Technical Support
2
3
A model for identifying and rolling-up Key Accounts Global Key Accounts National Key Accounts Regional Key Accounts
Territory Key Accounts
4
Key Account Management Process diagrams
5
Objective The principle objective Key Account Management is to provide the following benefits to the Sales Organization and customer….. MARKETING AND SALES
Improved customer insight Understanding of customer needs Understanding of usage patterns Better product knowledge Better access to marketing and material Better competitor information Improved performance information Measurable goals Link between Business Plan strategy and customer
CUSTOMER
Better product information Better information on services Better understanding of reimbursement Better product benefits knowledge Ability to raise individual profile Increased end users Provide resource input
6
Process overview Level 1 1 Analyze & Classify Customers
2 Key Account Management 3 Territory Management
4 Customers 5 KAM Management and Administration
7
1-Analyze and Classify Customers
8
1-Analyze and Classify Customers Level 2 2.1 Profile Account
1.1 Identify/add Customer/ Modify
1.2 Analyze Customer Details
1.3 Segment Customers
1.4 Validate
1.5 Identify Key Accounts
KA? KA?
Non KAs
3.3 Review Performan ce
3.1 Plan Call Activity 9
1.1 - Identify/Add Customer Level 3 1.2.1 Enter data
1.1.1 Collect Information
1.1.2 Review Information
1.1.3 Classify Type
1.1.4 Determine Whether to add
Add?
Yes
No 1.1.5 Management Confirmation Reject Customer
10
1.2 – Analyze Customer Level 3 3.3.6 Change Process/Plans
1.1 Identify/add Customer/ Modify
1.3.1 Establish segmentation
1.2 Analyze Customer Details
1.3 Segment Customers
1.4 Validate
1.5 Identify Key Accounts
1.1.4 Determine whether to add
11
1.3 – Segment Customer Level 3 1.4.4 Reassign customers and review segmentation process
1.1 Identify/add Customer/ Modify
1.4.1 Confirm levels of validation
1.3 Segment Customers
1.5 Identify Key Accounts
1.2.5 Confirm Customer Needs/Objective
12
13
14
15
16
17
1.4 – Validate
Level 3
1.4.4 Reassign customers and review segmentation process
1.4.1 Confirm Segment Population
1.3.4 Assign customers to segments
1.5.1 Confirm KA Selection Criteria
1.4.3 Validate segmentation decisions
1.4.4 Reassign customers and review
1.3.1 Confirm segment criteria
18
2.1 – Analyze Account
Level 3
1.5.4 Validate Selection and Criteria
2.1.1 Develop/update Account profile
2.1.3 Re-evaluate account Classification
2.1.2 Assess Position
Input
Output
General information on the account Account history • Share of customer • Profitability • Spending and service requirements • Past account plans • Product performance • Issues • Service effort Classification criteria
• •
• •
2.1.4 Complete account profile
Business overview of the customer Understanding of key players and relationships Map of influencers Review of relationship history and performance of the customer
2.2.1 Define account strategy
19
2.1 – Analyze Account
Level 3
1.5.4 Validate Selection and Criteria
2.1.1 Develop/update Account profile •
•
•
•
•
• • •
•
• •
•
Rank customers by order of importance, segmentation Develop a map to guide networking Consider account’s influence / reputation Be familiar with account’s business Estimate account’s expenditures and constraints Consider account’s buying history Determine account’s buying cycle Identify influences / decision makers Identify prospect by product line / treatment modality; 3rd party information Conduct needs assessment Identify, probe, qualify needs / concerns Seek alternate source of
2.1.3 Re-evaluate account Classification
2.1.2 Assess Position
•
•
Identify account’s current situation Identify benefits of offering to meet need / Opportunities
•
•
Access account’s potential / financial viability Establish prospect segment / priority
2.1.4 Complete account profile •
•
Develop and maintain account profiles Identify process for product approval
2.2.1 Define account strategy
20
2.2 – Set account objectives
Level 3
2.1.4 Complete account profile
2.2.1 Define account strategy
Input • • •
Account profile Company/Business Unit strategy Financial targets
2.2.2 Set account goals
2.2.3 Establish account objectives
Output • • •
2.3.1 Develop action plan
Customer strategy Long – medium – short term Customer team
21
2.2 – Set account objectives
Level 3
2.1.4 Complete account profile
2.2.1 Define account strategy
•
•
Identify growth opportunities Identify specific product opportunities
2.2.3 Establish account objectives
2.2.2 Set account goals
•
•
Define end users of product and services Establish selling goals
•
Look for long range opportunities
2.3.1 Develop action plan
22
2.3 – Create Account plan
Level 3
2.2.3 Establish account objectives
2.3.1 Develop action plan
2.3.2 Determine resource requirements
2.3.3 Consolidate & assess account portfolio
2.3.4 Finalize & approve account plans 2.4.1 Execute plan
Input • • • • • •
Opportunities identified Account objectives Product and service offerings Customer needs Critical success factors Competitive position
Output •
•
Account plan including actions, resources, responsibilities, timelines, quantitative and qualitative targets and progress measurements for the next period. Key account portfolio consolidated
23
2.3 – Create Account plan
Level 3
2.2.3 Establish account objectives
2.3.2 Determine resource requirements
2.3.1 Develop action plan
2.3.3 Consolidate & assess account portfolio
2.3.4 Finalize & approve account plans 2.4.1 Execute plan
•
•
•
•
•
Design call cycle (day, week, month) Select appropriate contact method Build a regional action plan Add customer to call cycle Strategic process and position product
•
Communicate sales approach to team
•
•
Identify growth opportunities Identify specific product opportunities
•
Integrate marketing strategy/concept
24
2.4 – Execute Account Plan
Level 3
2.3.4 Finalize & approve account plans
2.4.1 Execute Action Plan
Input • • •
Action plans Responsibilities Resources
2.4.2 Identify new opportunities
2.4.3 Modify account plan
Output • • • • •
2.5.1 Measure performance
New opportunities identified Actions executed Results of action Customer insight Market intelligence
25
2.4 – Execute Account Plan
Level 3
2.3.4 Finalize & approve account plans
2.4.2 Identify new opportunities
2.4.1 Execute action plan
• • •
•
• •
• • •
•
Demonstrate proof (clinical) Present clinical information Refer to other successes – testimonial Explain products in terms of competition, feature benefit selling Reassure account of our value Confirm benefits of offering to meet needs Use appropriate selling tools Gain account agreement Negotiate order/terms and conditions Receive order
•
•
• •
• • •
• •
Enter order or recognition of order in system Alert account to any changes (reimbursement) Resolve disputes Arbitrate differences, make adjustments Assure account satisfaction Show appreciation of business Question all influencers and decision makers Grow advocates for feedback Reinforce prior purchasing decisions
2.4.3 Modify account plan
•
Follow up on plan 2.5.1 Measure performance
26
2.5 – Evaluate Account Performance
Level 3
2.4.3 Modify account plan
2.5.2 Assess plan achievement
2.5.1 Measure performance
Input • • • • • • • •
Results of actions Cost of actions Resources consumed Sales Cost of goods Services and goods provided Promotion effort Revised targets and budgets
Output •
•
•
•
Assessment of account performance Review of the return on the account Review of the Key Account portfolio Performance rewards
2.5.3 Evaluate position and account status / portfolio review
1.2.1 Historical Review
2.1.1 Develop/update account profile 2.3.3 Review and assess account portfolio
27
2.5 – Evaluate Account Performance
Level 3
2.4.3 Modify account plan
2.5.1 Measure performance
•
• •
•
Get feed back from account Analyze win / loss Compare performance against goal Benchmark own performance against competition
2.5.3 Evaluate position and account status / portfolio review
2.5.2 Assess plan achievement • •
•
Calculate ROI Review sales records Re – evaluate sales strategy
•
•
•
Evaluate relationship with account Evaluate skills to deal with account Build skills
1.2.1 Historical Review 2.1.1 Develop/update account profile 2.3.3 Review and assess account portfolio
28
3 – Territory Management
29
3 – Territory Management
Level 2
1.5 Identify Key Accounts
3.1 Plan Call Activity
3.2 Execute Contact
3.3 Review Performance
1.2 Analyze Customer Details
30
3.1 Plan Call Activity
Internal Sales information
Internal Sales information
• Ex-factory data
Internal Sales information
• Cash sales and volume
• Cost •Revenue •Profitability
Level 3
3.3.4 Individual Sales Effectiveness Assessment
3.2.1 Prepare for call
ONGOING
3.1.1 Collect/Review Customer Information 1.5.4 Validate Selection and Criteria 3.3.6 Change Process/Plans
3.1.2 Targeting
3.1.3 Review Segment Strategies & Definitions
3.1.4 Define Call Plan
3.1.5 Schedule Calls
3.1.6 Organize Logistics
ONGOING
Internal Sales information
31
3.2 – Execute Contact
Level 3
3.1.6 Organize Logistics
3.2.1 Prepare for contact
3.3.4 Individual Sales Effectiveness Assessment
3.2.2 Open Contact
3.2.3 Understand needs
3.2.4 Match product to needs
3.2.5 Gain commitment
3.2.6 Close Contact
3.2.7 Document Contact
3.3.2 Individual analyze of sales performance data
32
3.3 Preview Performance Internal Sales information
Internal Sales information
• Ex-factory data
Internal Sales information
• Cash sales and volume
3.3.1 Management analysis of sales performance data (including training function) 3.2.7 Document contact
PERIODIC ONGOING
3.3.2 Individual analysis of sales performance data
Level 3
• Cost •Revenue •Profitability
3.3.2 Management Sales Force Effectiveness Assessment (including training function) PERIODIC ONGOING 3.3.4 Individual Sales Force Effectiveness Assessment ONGOING 3.1.4 Define Call Objectives
3.2.1 Prepare For call
PERIODIC
PERIODIC
3.3.5 Understand link between actions and performance
3.3.6 Change Process/Plans
3.1.1 Review History and Targets 1.2.1 Historical Review 33
4 – Management Reporting
34
4 – Management Reporting Level 2 4.1 Company Information
4.2 Marketplace Information
4.3 Performance Information
4.4 Customer Information
35
General requirement of management reporting GENERAL REQUIREMENTS Information entered once only (ensures motivation, quality and consistency) Ability to roll up data at a number of levels (global, national, regional, territory) Ability to cut information in a number of different ways :
Segment Therapeutic Area Regional or territory Sales Rep
Tool to assist in the identification of patterns and trends in large volumes of data Ability to access specific relevant information (push or pull) as opposed to the traditional “push” of large volumes of often irrelevant data Ability to generate standard reports Flexible and configurable ad-hoc reporting suitable for a wide range of user types 36 Ability to configure a “favorite” dashboard of reports drawing on
4.1 – Company Information Level 3 Marketing Plans
4.1 Company Information
4.2 Marketplace Information
4.3 Performance Information
4.4 Customer Information
4.4 Customer Information
Sales Plans Account Plans Planned and actual details available Plans which roll-up at global, country, regional and territory level Product Encyclopaedia Up-to-date Clinical Work Papers written New studies (internal and competitor) Product benefits (safety profile, efficacy, AEs, price/cost) Queries from customers ADRs Protocol Information Different Usage patterns Details of marketing messages by product and segment Catalogue of marketing materials Calendar detailing key events (e.g. tickets, conferences, etc) Ability to view availability of incentives (e.g. tickets, conference, etc) Company best practice Newsflashes about events which may impact operations Ability to share important information across regions – not just vertically
37
4.2 – Marketplace Information Level 3 4.2.1 Government Policies
4.2.2 Competitor Information
4.2.3 Information
4.2.4 Practice Trends
Guidelines Reimbursement levels Budget eligibility Marketing messages/materials and recommended response Competitor strengths and weaknesses by product and segment Global/country level activity – launches, campaigns, etc Account level activity – products offered, share o wallet, incentives, etc End user profile Treatments Research Future trends
Prescribing patterns and trends Economic and regulatory influencers
38
4.3 – Performance Information Level 3 4.3.1 Sales Performance
4.3.2 Marketing Performance
4.3.4 Financial Performance
4.3.5 Performance against plan
4.3.6 Incentives Performance
Forecast vs. actual vs. target (at account, territory, regional and national levels) Following planning horizons available : weekly, monthly, quarterly, annually Market share by product at (account, territory, regional and national levels) Comparison at these levels to competitor products
Budget spend against plan (account, territory, region and national levels) ROI vs. forecast (account, territory, region and national levels) Contacts/Calls (actual vs. target) Monthly actions and objectives (actual vs. target)
Individual performance against incentive targets Percentage contribution (territory, region, etc) 39
4.4 – Customer Information Level 3 4.4.1 Demographic Information
4.4.2 Contact Information
4.4.3 Sales history and plan
4.5.4 Contact history and plan
4.5.5 Relationship Profiles
Name, title and role Account type (e.g. hospital, clinic, GP, etc.) Size, estimated budget, etc Interests and decision drivers of key players at account Fax Phone E-mail Geographical location (to post code level)
Sales by product category over time (historical) Planned sales by product category (future)
Names and roles of person who made contact Purpose of contact Results and actions or question arising Planned future contacts (when, where, by who, for what) Relationships within account (influencers, decision makers, etc.) Relationships between account and external bodies/individuals 40 Relationships to customers
1
Operating model relationship overview Market Factors Distributio n
Customer Governmen t
Supply Chain
Visits Internet Phone/Fax
Partners
Competitio n
Trade Shows Publications Promotion Material
Key Account Manager
Finance
Analyze Account
Set Objective s
Plan strategy
Take action
Market Research
Review Account
Product Development
Human Resources
General Mgmt
Marketing
Product Mgmt
Sales Mgmt
Territory Mgmt
BizDev
Regional Mgmt
Sales Support
Technical Support
2
3
A model for identifying and rolling-up Key Accounts Global Key Accounts National Key Accounts Regional Key Accounts
Territory Key Accounts
4
Key Account Management Process diagrams
5
Objective The principle objective Key Account Management is to provide the following benefits to the Sales Organization and customer….. MARKETING AND SALES
Improved customer insight Understanding of customer needs Understanding of usage patterns Better product knowledge Better access to marketing and material Better competitor information Improved performance information Measurable goals Link between Business Plan strategy and customer
CUSTOMER
Better product information Better information on services Better understanding of reimbursement Better product benefits knowledge Ability to raise individual profile Increased end users Provide resource input
6
Process overview Level 1 1 Analyze & Classify Customers
2 Key Account Management 3 Territory Management
4 Customers 5 KAM Management and Administration
7
1-Analyze and Classify Customers
8
1-Analyze and Classify Customers Level 2 2.1 Profile Account
1.1 Identify/add Customer/ Modify
1.2 Analyze Customer Details
1.3 Segment Customers
1.4 Validate
1.5 Identify Key Accounts
KA? KA?
Non KAs
3.3 Review Performan ce
3.1 Plan Call Activity 9
1.1 - Identify/Add Customer Level 3 1.2.1 Enter data
1.1.1 Collect Information
1.1.2 Review Information
1.1.3 Classify Type
1.1.4 Determine Whether to add
Add?
Yes
No 1.1.5 Management Confirmation Reject Customer
10
1.2 – Analyze Customer Level 3 3.3.6 Change Process/Plans
1.1 Identify/add Customer/ Modify
1.3.1 Establish segmentation
1.2 Analyze Customer Details
1.3 Segment Customers
1.4 Validate
1.5 Identify Key Accounts
1.1.4 Determine whether to add
11
1.3 – Segment Customer Level 3 1.4.4 Reassign customers and review segmentation process
1.1 Identify/add Customer/ Modify
1.4.1 Confirm levels of validation
1.3 Segment Customers
1.5 Identify Key Accounts
1.2.5 Confirm Customer Needs/Objective
12
13
14
15
16
17
1.4 – Validate
Level 3
1.4.4 Reassign customers and review segmentation process
1.4.1 Confirm Segment Population
1.3.4 Assign customers to segments
1.5.1 Confirm KA Selection Criteria
1.4.3 Validate segmentation decisions
1.4.4 Reassign customers and review
1.3.1 Confirm segment criteria
18
2.1 – Analyze Account
Level 3
1.5.4 Validate Selection and Criteria
2.1.1 Develop/update Account profile
2.1.3 Re-evaluate account Classification
2.1.2 Assess Position
Input
Output
General information on the account Account history • Share of customer • Profitability • Spending and service requirements • Past account plans • Product performance • Issues • Service effort Classification criteria
• •
• •
2.1.4 Complete account profile
Business overview of the customer Understanding of key players and relationships Map of influencers Review of relationship history and performance of the customer
2.2.1 Define account strategy
19
2.1 – Analyze Account
Level 3
1.5.4 Validate Selection and Criteria
2.1.1 Develop/update Account profile •
•
•
•
•
• • •
•
• •
•
Rank customers by order of importance, segmentation Develop a map to guide networking Consider account’s influence / reputation Be familiar with account’s business Estimate account’s expenditures and constraints Consider account’s buying history Determine account’s buying cycle Identify influences / decision makers Identify prospect by product line / treatment modality; 3rd party information Conduct needs assessment Identify, probe, qualify needs / concerns Seek alternate source of
2.1.3 Re-evaluate account Classification
2.1.2 Assess Position
•
•
Identify account’s current situation Identify benefits of offering to meet need / Opportunities
•
•
Access account’s potential / financial viability Establish prospect segment / priority
2.1.4 Complete account profile •
•
Develop and maintain account profiles Identify process for product approval
2.2.1 Define account strategy
20
2.2 – Set account objectives
Level 3
2.1.4 Complete account profile
2.2.1 Define account strategy
Input • • •
Account profile Company/Business Unit strategy Financial targets
2.2.2 Set account goals
2.2.3 Establish account objectives
Output • • •
2.3.1 Develop action plan
Customer strategy Long – medium – short term Customer team
21
2.2 – Set account objectives
Level 3
2.1.4 Complete account profile
2.2.1 Define account strategy
•
•
Identify growth opportunities Identify specific product opportunities
2.2.3 Establish account objectives
2.2.2 Set account goals
•
•
Define end users of product and services Establish selling goals
•
Look for long range opportunities
2.3.1 Develop action plan
22
2.3 – Create Account plan
Level 3
2.2.3 Establish account objectives
2.3.1 Develop action plan
2.3.2 Determine resource requirements
2.3.3 Consolidate & assess account portfolio
2.3.4 Finalize & approve account plans 2.4.1 Execute plan
Input • • • • • •
Opportunities identified Account objectives Product and service offerings Customer needs Critical success factors Competitive position
Output •
•
Account plan including actions, resources, responsibilities, timelines, quantitative and qualitative targets and progress measurements for the next period. Key account portfolio consolidated
23
2.3 – Create Account plan
Level 3
2.2.3 Establish account objectives
2.3.2 Determine resource requirements
2.3.1 Develop action plan
2.3.3 Consolidate & assess account portfolio
2.3.4 Finalize & approve account plans 2.4.1 Execute plan
•
•
•
•
•
Design call cycle (day, week, month) Select appropriate contact method Build a regional action plan Add customer to call cycle Strategic process and position product
•
Communicate sales approach to team
•
•
Identify growth opportunities Identify specific product opportunities
•
Integrate marketing strategy/concept
24
2.4 – Execute Account Plan
Level 3
2.3.4 Finalize & approve account plans
2.4.1 Execute Action Plan
Input • • •
Action plans Responsibilities Resources
2.4.2 Identify new opportunities
2.4.3 Modify account plan
Output • • • • •
2.5.1 Measure performance
New opportunities identified Actions executed Results of action Customer insight Market intelligence
25
2.4 – Execute Account Plan
Level 3
2.3.4 Finalize & approve account plans
2.4.2 Identify new opportunities
2.4.1 Execute action plan
• • •
•
• •
• • •
•
Demonstrate proof (clinical) Present clinical information Refer to other successes – testimonial Explain products in terms of competition, feature benefit selling Reassure account of our value Confirm benefits of offering to meet needs Use appropriate selling tools Gain account agreement Negotiate order/terms and conditions Receive order
•
•
• •
• • •
• •
Enter order or recognition of order in system Alert account to any changes (reimbursement) Resolve disputes Arbitrate differences, make adjustments Assure account satisfaction Show appreciation of business Question all influencers and decision makers Grow advocates for feedback Reinforce prior purchasing decisions
2.4.3 Modify account plan
•
Follow up on plan 2.5.1 Measure performance
26
2.5 – Evaluate Account Performance
Level 3
2.4.3 Modify account plan
2.5.2 Assess plan achievement
2.5.1 Measure performance
Input • • • • • • • •
Results of actions Cost of actions Resources consumed Sales Cost of goods Services and goods provided Promotion effort Revised targets and budgets
Output •
•
•
•
Assessment of account performance Review of the return on the account Review of the Key Account portfolio Performance rewards
2.5.3 Evaluate position and account status / portfolio review
1.2.1 Historical Review
2.1.1 Develop/update account profile 2.3.3 Review and assess account portfolio
27
2.5 – Evaluate Account Performance
Level 3
2.4.3 Modify account plan
2.5.1 Measure performance
•
• •
•
Get feed back from account Analyze win / loss Compare performance against goal Benchmark own performance against competition
2.5.3 Evaluate position and account status / portfolio review
2.5.2 Assess plan achievement • •
•
Calculate ROI Review sales records Re – evaluate sales strategy
•
•
•
Evaluate relationship with account Evaluate skills to deal with account Build skills
1.2.1 Historical Review 2.1.1 Develop/update account profile 2.3.3 Review and assess account portfolio
28
3 – Territory Management
29
3 – Territory Management
Level 2
1.5 Identify Key Accounts
3.1 Plan Call Activity
3.2 Execute Contact
3.3 Review Performance
1.2 Analyze Customer Details
30
3.1 Plan Call Activity
Internal Sales information
Internal Sales information
• Ex-factory data
Internal Sales information
• Cash sales and volume
• Cost •Revenue •Profitability
Level 3
3.3.4 Individual Sales Effectiveness Assessment
3.2.1 Prepare for call
ONGOING
3.1.1 Collect/Review Customer Information 1.5.4 Validate Selection and Criteria 3.3.6 Change Process/Plans
3.1.2 Targeting
3.1.3 Review Segment Strategies & Definitions
3.1.4 Define Call Plan
3.1.5 Schedule Calls
3.1.6 Organize Logistics
ONGOING
Internal Sales information
31
3.2 – Execute Contact
Level 3
3.1.6 Organize Logistics
3.2.1 Prepare for contact
3.3.4 Individual Sales Effectiveness Assessment
3.2.2 Open Contact
3.2.3 Understand needs
3.2.4 Match product to needs
3.2.5 Gain commitment
3.2.6 Close Contact
3.2.7 Document Contact
3.3.2 Individual analyze of sales performance data
32
3.3 Preview Performance Internal Sales information
Internal Sales information
• Ex-factory data
Internal Sales information
• Cash sales and volume
3.3.1 Management analysis of sales performance data (including training function) 3.2.7 Document contact
PERIODIC ONGOING
3.3.2 Individual analysis of sales performance data
Level 3
• Cost •Revenue •Profitability
3.3.2 Management Sales Force Effectiveness Assessment (including training function) PERIODIC ONGOING 3.3.4 Individual Sales Force Effectiveness Assessment ONGOING 3.1.4 Define Call Objectives
3.2.1 Prepare For call
PERIODIC
PERIODIC
3.3.5 Understand link between actions and performance
3.3.6 Change Process/Plans
3.1.1 Review History and Targets 1.2.1 Historical Review 33
4 – Management Reporting
34
4 – Management Reporting Level 2 4.1 Company Information
4.2 Marketplace Information
4.3 Performance Information
4.4 Customer Information
35
General requirement of management reporting GENERAL REQUIREMENTS Information entered once only (ensures motivation, quality and consistency) Ability to roll up data at a number of levels (global, national, regional, territory) Ability to cut information in a number of different ways :
Segment Therapeutic Area Regional or territory Sales Rep
Tool to assist in the identification of patterns and trends in large volumes of data Ability to access specific relevant information (push or pull) as opposed to the traditional “push” of large volumes of often irrelevant data Ability to generate standard reports Flexible and configurable ad-hoc reporting suitable for a wide range of user types 36 Ability to configure a “favorite” dashboard of reports drawing on
4.1 – Company Information Level 3 Marketing Plans
4.1 Company Information
4.2 Marketplace Information
4.3 Performance Information
4.4 Customer Information
4.4 Customer Information
Sales Plans Account Plans Planned and actual details available Plans which roll-up at global, country, regional and territory level Product Encyclopaedia Up-to-date Clinical Work Papers written New studies (internal and competitor) Product benefits (safety profile, efficacy, AEs, price/cost) Queries from customers ADRs Protocol Information Different Usage patterns Details of marketing messages by product and segment Catalogue of marketing materials Calendar detailing key events (e.g. tickets, conferences, etc) Ability to view availability of incentives (e.g. tickets, conference, etc) Company best practice Newsflashes about events which may impact operations Ability to share important information across regions – not just vertically
37
4.2 – Marketplace Information Level 3 4.2.1 Government Policies
4.2.2 Competitor Information
4.2.3 Information
4.2.4 Practice Trends
Guidelines Reimbursement levels Budget eligibility Marketing messages/materials and recommended response Competitor strengths and weaknesses by product and segment Global/country level activity – launches, campaigns, etc Account level activity – products offered, share o wallet, incentives, etc End user profile Treatments Research Future trends
Prescribing patterns and trends Economic and regulatory influencers
38
4.3 – Performance Information Level 3 4.3.1 Sales Performance
4.3.2 Marketing Performance
4.3.4 Financial Performance
4.3.5 Performance against plan
4.3.6 Incentives Performance
Forecast vs. actual vs. target (at account, territory, regional and national levels) Following planning horizons available : weekly, monthly, quarterly, annually Market share by product at (account, territory, regional and national levels) Comparison at these levels to competitor products
Budget spend against plan (account, territory, region and national levels) ROI vs. forecast (account, territory, region and national levels) Contacts/Calls (actual vs. target) Monthly actions and objectives (actual vs. target)
Individual performance against incentive targets Percentage contribution (territory, region, etc) 39
4.4 – Customer Information Level 3 4.4.1 Demographic Information
4.4.2 Contact Information
4.4.3 Sales history and plan
4.5.4 Contact history and plan
4.5.5 Relationship Profiles
Name, title and role Account type (e.g. hospital, clinic, GP, etc.) Size, estimated budget, etc Interests and decision drivers of key players at account Fax Phone E-mail Geographical location (to post code level)
Sales by product category over time (historical) Planned sales by product category (future)
Names and roles of person who made contact Purpose of contact Results and actions or question arising Planned future contacts (when, where, by who, for what) Relationships within account (influencers, decision makers, etc.) Relationships between account and external bodies/individuals 40 Relationships to customers
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