{"title":"为什么科技对为KAM注入生命至关重要","authors":"Ankit Jain, M. Powers, Pratap Khedkar","doi":"10.4324/9781003226512-14","DOIUrl":null,"url":null,"abstract":"Key account management (KAM) continues to develop as a critical business strategy for life sciences companies seeking to differentiate themselves and to create stronger customer value in an increasingly competitive marketplace. Fundamentally, KAM is a go-to-market strategy, not just a role within a field sales organization. Many life sciences companies have recognized this significant distinction and are defining the capabilities they need to enable their KAM go-to-market approach.","PeriodicalId":232622,"journal":{"name":"Key Account Management Excellence in Pharma & Medtech","volume":"33 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2022-02-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Why technology is critical for breathing life into KAM\",\"authors\":\"Ankit Jain, M. Powers, Pratap Khedkar\",\"doi\":\"10.4324/9781003226512-14\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Key account management (KAM) continues to develop as a critical business strategy for life sciences companies seeking to differentiate themselves and to create stronger customer value in an increasingly competitive marketplace. Fundamentally, KAM is a go-to-market strategy, not just a role within a field sales organization. Many life sciences companies have recognized this significant distinction and are defining the capabilities they need to enable their KAM go-to-market approach.\",\"PeriodicalId\":232622,\"journal\":{\"name\":\"Key Account Management Excellence in Pharma & Medtech\",\"volume\":\"33 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2022-02-04\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Key Account Management Excellence in Pharma & Medtech\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.4324/9781003226512-14\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Key Account Management Excellence in Pharma & Medtech","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.4324/9781003226512-14","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Why technology is critical for breathing life into KAM
Key account management (KAM) continues to develop as a critical business strategy for life sciences companies seeking to differentiate themselves and to create stronger customer value in an increasingly competitive marketplace. Fundamentally, KAM is a go-to-market strategy, not just a role within a field sales organization. Many life sciences companies have recognized this significant distinction and are defining the capabilities they need to enable their KAM go-to-market approach.