KAM Metrics: Measuring Success

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Do you have the right metrics in place to know how well your KAM team is performing?

A Key Account Management (KAM) approach has taken hold in pharma circles, but is it producing results? Plenty of resources have been ploughed into establishing KAM teams and playing the ‘long game’ to build relationships and achieve more sustainable sales volumes. But the question continually being asked in many boardrooms is: how do we know if this is working?

Report Overview

KAM has been widely adopted across the industry, however an established set of performance measures has yet to emerge. Key Account Management Metrics explores the plethora of ways in which KAM can be measured and monitored in order to effectively assess its progress and value. Eight experts from pharmaceutical and consultancy companies share their experience and reveal a variety of thought-provoking insights. 

Report Features

• How to get the right balance of quantitative and qualitative metrics in place, and the different insights that can be gleaned from each.
• Discussion on the skills and experience required within high performing KAM teams and how this can impact the levels of success achieved.
• Insight into the systems and processes needed to collect relevant KAM team performance data, including timing, frequency and how to analyse it effectively.
• The relationship between performance evaluation and the incentive strategy specifically for KAM teams – and how this differs compared to sales teams.

Key Benefits

• Provides food for thought on progress: Successful KAM strategies build robust relationships. Find out how to assess if your business has transformed its sales approach or just rebranded it.
• Introduces new ideas: Understand the metrics successfully used by established KAM teams and hear views on what works – and what doesn’t.
• Reveals how to build an evidence-based case: What are KAM teams doing that’s different from sales teams? Find out which activities to track to demonstrate progress and what results to measure.
• Relates KAM to the customer lifecycle: Understand the key milestones for evaluating success from account planning onwards. Should lifetime customer value (LCV) be built in? Are different metrics needed at different stages? 

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Why Key Account Management metrics are important for pharma

A one size fits all approach to customer engagement has been rendered ineffective by the evolving healthcare context. The gentle art of engaging customers, a more nuanced relationship building approach, and a longer-term viewpoint are all clearly preferred over a brute force sales push. But some are questioning the validity of this sea change. Defining clear KAM objectives and goals, backed up by relevant metrics, is the only way to collate the evidence needed to quell concerns and convert the doubters.

Key Questions Answered By This Report

• What difference is the KAM model making? What new challenges are arising following its implementation, and how can these be overcome?
• Do you have the optimum mix of metrics in place?  Is pharma too focused on quantitative measures, and has the time come to place more trust in qualitative data?
• Is the wide scale adoption of KAM intrinsically linked with higher customer expectations and the quest for personalisation? Is KAM a small part of a much larger shift in the industry?
• How important is HCP and payer education as a KAM objective?  Could KAM ultimately result in better access to medicine for patients?

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Expert Views

• Omar Ehsan: Head of Emerging Markets and Global Clients at Ipsos Healthcare
• Ras Ertan: Key Account Manager at Takeda Oncology
• Magnus Franzen: Consultant at PA Consulting Group. (The opinions expressed within this report are his opinion and do not necessarily reflect those of his employer.)
• John Halladay: Key Account Manager at Astellas Pharma
• Ellie Saxer: Regional Account Manager at Daiichi Sankyo, Inc.
• Anne Monteiro M de Senna: Key Account Manager, Market Access at Biogen
• Anonymous: Head of Commercial Access Strategy at a Multinational, Pharmaceutical Company
• Anonymous: Key Account Manager at a large pharmaceutical company in Germany 

3 Key Quotes

"KAM is at the centre of Takeda’s business model and KAM team performance management is vital to inform the business that our model is fit for purpose and adding value for both external and internal stakeholders."
Ras Ertan, Takeda Oncology

“It is important to try to break free from the traditional activity-based performance metrics to be able to adequately capture these more qualitative objectives.” 
Magnus Franzen, PA Consulting “If you are going by what companies use for metrics to define success, this is constantly changing.” 
Ellie Saxer, Daiichi Sankyo, Inc.

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Who Would Benefit from This Report?

• KAM team managers seeking to formalise or enhance performance metrics
• HR managers assessing skill sets within the business and for a long-term recruitment strategy
• Business leaders seeking evidence of the value of KAM or the case for further investment
• Sales teams transitioning to a more KAM focused, service driven model 
• Customer experience specialists assessing KAM interactions
• Market access teams planning ongoing strategy
• Commercial excellence and brand managers seeking evidence of KAM impact

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Content Highlights

• Setting the scene
• The role of KAM in achieving customer centricity
• The implementation and evaluation of KAM teams
• The evolving implementation of KAM in pharma
• The functions of the KAM model in the pharmaceutical Industry
• The KAM team in focus
• The shift towards the KAM model
• SWOT analysis of the KAM model for pharma
• Measuring the performance of KAM teams
• KAM performance measurement and company objectives
• Selecting the most appropriate KAM team performance metrics
• Timing performance measurement
• Systems for KAM team performance evaluation
• SWOT analysis of KAM team performance measurement
• Self-assessment and stakeholder assessment of performance
  
  • The reliability of self-assessment
  • Including the perspective of stakeholders
  • Reaching out to stakeholders
  • Stakeholder feedback for performance improvement
• Translating performance evaluation into performance improvement
• • The role of senior management
  • Strategies for incentivising KAM teams
  • KAM team management
• Conclusions

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