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5 Requirements to make a successful shift to account management

With all of the changes we’ve seen over the past year, one thing is for sure – sales teams have been reduced and redefined worldwide. Being forced to do more with less, many organizations realize they need to shift from tactical selling to strategic account management, but don’t know where to start.

Making the shift is a complex problem with no simple answer but here are some ‘must-knows’ when considering your strategy.

 

5 Requirements to Make a Successful KAM Shift:

 

    1. Be confident that many traditional sales reps can make the transition to account management

      This can and has been done. However, sales reps must accept that transitioning to key account management requires fundamental changes to individuals’ behaviors and to the culture and processes within the organization. The ones who are successful have the right mindset that great capability programs and coaching can build on. It is absolutely critical that managers are on board as well

 

    1. There is no ‘one fits all’ solution

      Every organization is different and sometimes every business unit within that organization is different. When looking for a strategic customer engagement solution the levels and types of competency within the teams & the business must be considered. This means identification of where to start the transition process is paramount and often requires expert help.

 

    1. Identify strengths & weaknesses within the team

      The team must be put under the microscope to make an honest assessment of their current skill status. These skills must then be compared to what expectations the organization has in the context of the account management role definition, the selling process and competency model.

 

    1. Organizations must lose the product selling mindset

      An attitude shift towards ‘How we can add value’ is paramount to an account management team’s success. The C-suite has evolved and to gain access, the account manager must be offering more than a pill.

 

    1. Organizations must understand how the account management model impacts other business services

      For an account manager team to function effectively they must work in union with their supporting units. For example, marketing is a key player. The marketing strategy must be aligned to support the account in the new strategic customer engagement paradigm. Where value beyond the pill is only one of the complex issues the C-suite now faces, marketing must produce materials that, for example, actively deals with the management of patient journeys. Good account management models and processes will also impact on Commercial, Medical, Market Access, HR, Legal & Operations.

 

Has your organisation taken these requirements into the account management equation?

If not, we are here to help you!

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