The Missing Keys in Key Account Management: Three Questions That Can Transform Your Sales Force

Bill Coyle, Jude Konzelmann


Large, complex key accounts like hospitals and health systems have become a permanent part of pharmaceutical and biotechnology companies’ customer bases, representing billions of dollars in revenue. In response, key account management (KAM) has become a permanent part of many pharmaceutical company’s sales models.

So why aren’t key accounts performing like key accounts?

The pharma industry is well aware of declining rep access to physicians and stakeholders, and that the traditional one-to-one rep-physician sales model is often ineffective with key accounts. KAM is designed to help pharma and biotech companies navigate such physician networks and hospital chains, labyrinthine organizations with several levels of management and clinicians involved in decision making.

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About the Authors

Bill Coyle is a ZS Principal based in Princeton, N.J. Bill has worked in numerous areas of sales and marketing in the pharma and biotech industries. His expertise areas include sales operations and analytics, commercial organization design and optimization, and market access and pricing/managed care.

ZS Principal Jude Konzelmann oversees the firm’s New York office and its Sales Force Design practice. He has worked with pharmaceutical clients in sales organization design, analytics, and sales and marketing operations. Jude’s experience includes sales force sizing and resource allocation, customer segmentation, promotion response modeling, and promotion measurement.