Tony Cox, Innovation Director at Wilmington Healthcare explores whether CRM systems moved on from their original reporting function.
Customer Relationship Management (CRM) software was originally introduced to help pharma sales representatives log calls and comply with Association of the British Pharmaceutical Industry (ABPI) requirements on contact frequency.
Since then, CRM systems have attempted to move on from being a standard reporting function to providing Key Account Management (KAM) tools that can form a strategic link between sales teams, sales liaison staff and marketing departments, helping them to work in a more cohesive and joined up way.
Some of these KAM tools can be too complex and clunky to work effectively in the real world, but there are some sophisticated, yet simple-to-use, systems on the market that have been designed around the customer.
“Cutting-edge KAM systems enable pharma companies to devolve marketing and communications responsibilities down from a central office to regional account managers”
360-degree view KAM system
These cutting-edge KAM tools enable pharma companies to keep a centralised record of all kinds of customer interactions and activities, from sales calls to research programmes and marketing campaigns. This helps to provide a 360-degree view of all the contact made with an individual customer, across all the different potential interactions.
A KAM system can also keep track of the changing roles and responsibilities of key NHS decision makers and stakeholders; record details on how new NHS units work and provide an overview of the needs and priorities of regional NHS organisations. The ability to access this level of detail on a KAM system is critical as restructuring continues apace in the NHS with non-legislated bodies, such as sustainability and transformation partnerships (STPs), becoming increasingly influential and the move towards integrated care systems (ICSs).
Cutting-edge KAM systems enable pharma companies to devolve marketing and communications responsibilities down from a central office to regional account managers. This empowers regional account managers to control, within appropriate guidelines, the types of communication that will be sent to different customers, and when and how this will happen, enabling them to take an even more tailored approach.
A good KAM system will allow them to view all of these interactions against key performance metrics, enabling them to see the impact of each contact and as a result transfer best practice throughout the company.
Sophisticated KAM systems incorporate a wealth of customer information, but also form a strategic link between sales and marketing functions. This enables disparate teams to work together more effectively,take more responsibility for customer interactions within their regions, and develop tailored and personalised multichannel campaigns that resonate with the outcomes-focused NHS.
Tony Cox is Innovation Director at Wilmington Healthcare.
Go to www.wilmingtonhealthcare.com