The sector we grew up in.
Half of Value Matters learned the pharmaceutical industry from inside it. Mark began his career in engineering and operations roles in two major pharmaceutical companies, and has spent the years since advising blue-chip pharma and animal health businesses on their key account and commercial strategies. When we talk to your account teams about plants, tenders, wholesalers and regulators, nobody has to translate.
Four reasons the generic playbook fails in this sector.
Consolidated customers
Buying groups, corporate chains and national accounts concentrate more of your revenue into fewer relationships every year. Each one is now a market, and deserves a strategy rather than a call plan.
Contracted value
Tenders and contract cycles mean value must be argued in writing, in advance, against reverse auctions. A proposition that lives in the rep's head loses to one that lives in the submission.
Evidence or nothing
Claims are regulated and buyers are scientists. Value propositions here are built on health economics, reliability of supply and total cost, not adjectives.
Transformation pressure
Private equity ownership, generic erosion and portfolio churn mean commercial teams are asked to change how they sell while still hitting this quarter. Capability has to be built in flight.
From the plant floor to the boardroom.
Mark's advisory work includes MSD Animal Health and Zoetis on key account and commercial strategy, with earlier career years inside major pharmaceutical manufacturing. Rich builds the tools that put the method to work. Together the method is the same one taught at Cranfield and through AKAM, applied with sector fluency.
Also MSD Animal Health, Upjohn, Schering-Plough, Aesica. Pharmaceutical and animal health businesses we have worked with and for, as advisors and, earlier, from inside.
Built once, properly, while the numbers still land.
The same three-part structure we run everywhere, tuned to the sector: a Strategic Customer Forum that puts leadership and the critical functions behind the programme, a KAM Development Programme where every account manager builds a real proposition for a real account, and a Key Customer Deep Dive that produces a reference plan for one of your most important customers.
