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主要顧客エンゲージメント調査 2015年:医薬品におけるKAM (中心顧客管理) の成功を目指す

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

発行 EyeforPharma 商品コード 234212
出版日 ページ情報 英文 80 Pages; 25 Case Study Interviews
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主要顧客エンゲージメント調査 2015年:医薬品におけるKAM (中心顧客管理) の成功を目指す Key Customer Engagement Report 2015: Towards Successful Key Account Management in Pharma
出版日: 2015年09月30日 ページ情報: 英文 80 Pages; 25 Case Study Interviews
概要

当レポートでは、医薬品における中心顧客管理 (KAM:キーアカウントマネジメント) について調査し、顧客エンゲージメントの成功事例、将来の商業モデル、内部ステークホルダー・リーダーシップチームの管理、およびベストプラクティスなどについて、分析しています。

第1章 イントロダクション

第2章 新たな顧客エンゲージメントモデルの促進因子

  • 外部要因:ハードウェア環境と顧客・ステークホルダー
  • 内部要因:ポートフォリオ・文化・能力
  • 幅広い社会からの影響
  • 地域的な差異を促進する外部要因

第3章 顧客エンゲージメントへの柔軟なアプローチ

  • 必要とされる複数のアプローチ
  • 顧客エンゲージメントを分類する役割・能力の調整
  • 職能上の枠を超えたオーディエンスへの対応
  • 各ステークホルダーの知覚価値に対する個人的な理解の特定
  • 責任と説明責任の測定
  • 柔軟なアプローチの導入における課題

第4章 医薬品産業におけるアカウントマネジメント

  • KAMの肩書と共に存在する幅広い役割
  • キーコンセプトの定義

第5章 重要顧客との関わり

  • KAMへの移行
  • 成功の構築

第6章 KAMにおけるベストプラクティスを目指す

  • 戦略
  • 変化の明らかな事例を展開する
  • リーダーシップと組織的なフォーカス
  • 移器点および求められる文化と態度
  • 顧客マッピング、優先順位付け、および区分
  • 正しいアプローチの定義
  • マーケティングの役割:価値命題、サービスおよびチャネル
  • KAMのための構造とポジションの力
  • 導入の成功に求められる人材とスキル
  • 正しいトレーニング、発展およびコーチングを整える
  • プロセスのプランニング
  • 役割と責任および職能上の枠を超えた働き
  • 測定、メトリクスおよび業績管理
  • サマリー

第7章 医薬品産業におけるAMおよびKAMの結果

  • ビジネスへの影響
  • 顧客フィードバック

第8章 結論

調査手法

参考資料

略語

付録

図表

このページに掲載されている内容は最新版と異なる場合があります。詳細はお問い合わせください。

目次

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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