Executing a Key Account
■ By Wendy Heckelman, Ph.D.
ife sciences companies can no
longer rely on the "one-to-one"
or "sales representative to
physician" model to drive growth.
Treatment decisions are oen made by
various stakeholders across large and
complex healthcare and government
institutions. ey face the challenge
of improving patient outcomes while
simultaneously reducing associated
costs. erefore, decision-makers
need solutions that address quality
patient care and broader healthcare
In the last five to seven years, life
sciences companies have become
increasingly reliant on key account
managers (KAMs) to target large and
complicated healthcare systems and
payers. KAMs have been given the
responsibility to call on C-suite and
director-level stakeholders to uncover
needs, identify systems-level
opportunities and create value for
customers. Sales professionals in this
role are required to possess
capabilities that are diﬀerent from
those of the traditional sales
representative. Specifically, KAMs
need to have a deeper understanding
of the healthcare marketplace,
combined with the ability to navigate
critical account stakeholders. e
table outlines the KAM competencies
and specific behaviors needed to be
Eﬀective deployment of the key
account management strategy requires
cross-functional alignment and
should consider a number of
* What are the high priority needs related to account management?
* Is there a consultative selling framework in place?
* What account planning process and supporting business analytics tools and
systems are in place to develop and execute aligned account plans?
* What guidance related to field collaboration, coordination and
communication will exist to ensure optimal resource allocation and
FOCUS | FALL 2015 | www.L-TEN.org
Table of Contents for the Digital Edition of Focus Magazine - Fall 2015