Account prioritisation creates collective consensus and focus on the accounts that show the greatest potential. This in turn ensures the appropriate investment of time and resources is directed towards these prioritised accounts – maximising the impact and performance within them.
Here are some of the most common situations that we see when ‘account prioritisation is and isn’t working well…
Situation 1
When it isn’t working well
- Prioritisation is based on market share or sales potential.
When it is working well
- Multiple factors are integrated to build a holistic picture of the potential of accounts including unmet patient need, where to unlock better patient outcomes along the patient journey and where there is external stakeholder appetite to change.
Situation 2
When it isn’t working well
- All accounts receive a similar level of effort and resources, regardless of the extent of unmet patient need or what’s required to address them.
When it is working well
- Top-priority accounts receive a greater share of time and the best resources.
- A clear breakdown exists of the resources allocated (both time and budget) for each account.
Situation 3
When it isn’t working well
- Planning is primarily focused on engagement at a stakeholder level rather than taking a broader view of the account.
When it is working well
- Cross functional teams understand what accounts are prioritised and why – enabling teams to make effective trade-off decisions.
