Key Account Management - Imperatives for Pharma (India) - excerpts from my session in a Commercial Effectiveness seminar.

1. Excerpts from a session by
Mr. Amlesh Ranjan, Associate
Director, Sanofi– “Key Account
Management – Imperative for
Pharma in India”. He also
Chaired and Moderated the post
lunch session.
Healthcare is first a Responsibility and then an Opportunity for Pharma
Healthcare in India will keep growing to meet the inadequacy and poor accessibility
Growth factors - Changing Disease pattern, Insurance penetration, Healthcare spend
Shifting landscape – Out of pocket to Semi-reimbursed to Majorly reimbursed

2. Private Hospitals will keep expanding in size, reach and coverage of care
Emergence of Healthcare Providers & Payers will require Strategic KAM approach
KAM can manage Service & Relationship Complexity with high potential customers
Value proposition, for Providers and Payers, are Solutions and Outcomes
Identifying and Analyzing the Accounts are the first two Critical steps for KAM
Appropriate Strategy by Account and Capability with Execution map are the next
Identifying: Organized group, Structured buying, Coordinated Influencers
Analyzing: Size, Growth momentum, Solution centricity, Relationship orientation
Strategy: Goal alignment, Influencers, Factors, Activities, Tracking
Shift from Product / Transactional to Value / Relationship based selling
From supplying Products to Co-leveraging Strengths and becoming a Partner
Value add Partnership initiatives with focused and integrated Solutions
Account Partnership development follow Strategic intent and Relationship intensity
KAM movement: Basic > Exploratory > Cooperative > Interdependent > Integrated
KAM is at the center of the twin Matrix of External & Internal Stakeholders
Strategic Influencing and Relationship skills for all-round Partnership Development
Public KAM requires Health System Understanding, Sensitivity and participation
Integrated Sales model focused on Partnership through Solutions & Outcomes
The views expressed are that of Amlesh Ranjan as an individual
professional and do not necessarily reflect those of the company.