Archive for Account manager
November 19, 2008 at 3:49 am · Filed under Account manager
Well Control School has appointed David Rooker as an Account Manager for the Oklahoma and Mid-Continent area. He will be responsible for consulting with clients relating to their competency based training requirements along with presenting various options of integrated well control training programs offered by WCS. For registration or more information, please call us at 713-849-7400 or visit our website www.wellcontrol.com.
With over 25 years in the oil and gas industry, Well Control School is known throughout the industry for providing high quality well control training at its many permanent and traveling schools domestically and internationally. WCS is also known for being the first to provide the most technologically advanced interactive training (Web-Based and Computer Based) methods, using the System 21 e-Learning program with IADC (International Association of Drilling Contractors) and API (American Petroleum Institute) accreditations.
RPC provides a broad range of specialized oilfield services and equipment primarily to independent and major oilfield companies engaged in the exploration, production and development of oil and gas properties throughout the United States, including the Gulf of Mexico, mid-continent, southwest and Rocky Mountain regions, and in selected international markets. RPC’s Oil and Gas Services’ operating business units include Well Control School, a division of Cudd Pressure Control, Inc., Patterson Services and Bronco Oilfield Services.
http://www.rigzone.com/news/article.asp?a_id=69092
November 17, 2008 at 5:46 am · Filed under Account manager
A market leader throughout Australia and New Zealand, our client specialises in the supply of quality functional ingredients and specialty additives for the personal care & pharmaceutical industries. Their highly experienced and motivated team works closely with customers to develop innovative, cost-effective and sustainable solutions.
As part of the Victorian sales team, reporting to the Business Manager, you will be responsible for selected customers within the personal care and pharmaceutical sectors. Your role will be to manage and develop an existing portfolio of accounts, growing revenue and profit by building strong relationships with clients and suppliers.
Ideally, you will have experience in the personal care or cosmetics industry, technical understanding and a commercial astuteness. You will be driven by understanding your clients’ needs through a partnership approach.
Strong business acumen and excellent interpersonal skills will be essential to your success. You will have the ability to work independently, possess a ‘can do’ attitude and value being part of a high performance team. Relevant formal qualifications (technical or chemical) will be highly regarded, as will experience in a laboratory or technical role.
If you are looking for the opportunity to build a career with a market leader, we would like to hear from you. An attractive remuneration package is on offer for the right candidate. A company vehicle is part of your package.
To enquire further, please contact Leonie Jensen in our Melbourne office on 03 9825 4169. When responding, please quote 35-720498. Confidentiality is assured.
http://www.tannermenzies.com/page/jobs?id=449855
November 14, 2008 at 1:18 am · Filed under Account manager
Med Ad News spoke with Chris Blenk, senior principle, IMS Consulting (imshealth.com), about how companies can measure the return on investment they receive from their account management teams.
Med Ad News: Are companies investing more in managed care sales forces?
Chris Blenk: It’s always been extremely important. It’s in the last two or three years it’s gone to a new plateau with Part D, where there was an increase in the workload as you had to call on two different groups at the same company to contract for Part D. There’s additional attention that’s required to sort out the different companies and their markets and the impact that’s had and the visibility that’s been provided into pricing and rebates.
There are a few different areas of budgeting. There’s headcount, there’s data, and then there’s what I consider effectiveness around managed markets. From a headcount perspective, I think if you said that they’re proportionally budgeting more for managed markets, that would probably be correct. If you said they’re increasing their budgets in that area from a headcount perspective, I can’t say I’ve seen that except that it changes by company. Different companies at different stages of growth are going to have different situations. Some of the smaller companies are growing, and they’re needing to add to their managed markets staff. And others have diminishing portfolios, but even the ones that are diminishing in their portfolio that are cutting down on their prescriber sales forces tend to be keeping their managed markets sales forces disproportionately higher. They’re not cutting back as far or they’re not cutting back at all on their managed markets staff. So, you could say proportionately, they’re budgeting more.
The salaries, generally, have always been higher for the managed care reps than your average reps on the prescriber side, but I haven’t heard anybody come back to me and say that they’re increasing the amount that they’re paying for those. There are people being freed up a little bit from other companies, but still good talent is hard to find, has always been hard to find with the right set of skills and personality, etc.
Med Ad News: Is it possible to measure the effectiveness of a managed care sales force to judge ROI?
Chris Blenk: Yeah, but I don’t think of them as being expensive. When you look at the impact that they have on your revenue, versus the cost if you’re not managing your tier position and you’re not managing your relationships with these clients. Sometimes it’s not a matter of just contracting. Sometimes it’s a matter of having relationships and communication and information provided so that you don’t get put on the wrong tier even if you’re not contracting.
I don’t look at managed care reps as being expensive as much as I look at them as absolutely critical, which is why I think they’re not being let go as things change here. In terms of measuring the ROI, you can measure effectiveness of managed care account reps, but it’s challenging in a lot of cases. People try to measure them based on the sales or prescriptions that go through different accounts that they have or they try to measure them on the number of contracts they’ve won. But these things can be a little misleading or misdirecting at times. I don’t think anyone that I’ve talked to considers them to be the ideal metrics. Because there are things that change over time. You go into a contract with a certain set of assumptions based on a certain account profile, and over time the account changes. You’ve got changes in ownership, you’ve got acquisitions, divestitures, membership changes. And then you’ve got market events that just weren’t expected that are going to happen. So, to measure someone who gets a few contracts a year or so on that is a challenging thing. Then to measure people just on how many contracts you have can sometimes drive the behavior of “get the contracts at all costs.”
Some people have toyed with evaluating the reps versus the planned ROI for contracts, but that type of retrospective analysis isn’t done as frequently as you might think, just based on a lot of those factors I just mentioned.
What can be done too is to set objectives in certain situations, so if you have a clear strategy or situation where you’re trying to gain a certain amount of contracts in certain areas or you’ve targeted your accounts and you know which ones you want to contract with and what positions you want to be on with them and you set objectives or goals, that can be included in there in the incentives.
Probably the most concrete telling example of measuring effectiveness of the account reps was one company we were working with as part of a larger piece of work. They collected some payer feedback on their managed care sales force and their competitor’s managed care sales forces to do a comparison of how they were performing, taking into account the corporate dynamics of what had happened in the last couple of years with those payers. The payers are people, and they have memories of how things have been, and they have to manage their own budgets and so forth. So you have to take into account what’s going on around the reps. You get feedback that will tell you that either you don’t have enough reps or the reps you have are very good and have great relationships. There’s a primary research type of qualitative feedback you can get on your reps to get a feel for where you’re going, but it is difficult to just give a strict “Here’s the sales amount you’re going to get” and measure people on that and feel very good about it.
http://www.pharmalive.com/extra/2008/nov08_roi.cfm
November 13, 2008 at 12:12 am · Filed under Account manager
CPA, a leading provider of outsourced legal support services and the world’s top intellectual property management specialist, has appointed J. Brandon Costilow as Strategic Account Manager in its U.S. Legal Process Outsourcing (LPO) division. The appointment further strengthens the best-in-class client service CPA provides in its legal services offering.
Mr. Costilow, an attorney, brings to CPA a wealth of experience in contract management, corporate strategy, and finance and compliance issues. At CPA, Mr. Costilow will leverage his experience, serving as a primary point of contact for CPA’s clients and as a liaison with the offshore teams to ensure they deliver on client requests.
Prior to joining CPA, Mr. Costilow worked as an asset and defeasance contract manager for Commercial Defeasance. He most recently worked at Huron Consulting Group as a quality control manager, overseeing several large-scale document review projects.
“In these difficult economic times, law firms and corporations are eager to find reliable and cost-effective solutions to cut costs, manage risk and increase efficiency. Legal Process Outsourcing can help achieve those goals,” said Kevin Reilley, Senior Vice President and General Manager of CPA Legal Services.
“To meet this growing need, we are expanding our team of experts to provide our clients not only with the best suite of LPO solutions, but also with the best team in the industry to support those programs. Brandon’s experience in quality control and management of large-scale document review will further enhance the world-class legal services we are providing to our rapidly growing client base.”
About CPA
With clients in over 100 countries, CPA is a leading provider of outsourced legal support services and the world’s top intellectual property (IP) management specialist. Founded in 1969, CPA Global provides lifecycle management services for intellectual property such as patent, design and trademark searching, watching, renewals, and portfolio strategy. CPA is also a leader in the growing market for outsourced contract management and litigation support services, helping law firms and corporations to realize value by managing risk, cost and capacity. CPA employs over 1,100 people in 16 offices in eight countries.
For further information visit: www.cpaglobal.com/legal_services.
USA
Julie Mandell, CPA, +1 (571) 227-7025
jmandell@cpaglobal.com
Justin Dini, Brunswick Group, +1 (212) 333-3810
cpaUS@brunswickgroup.com
http://www.cpaglobal.com/media_centre/press_releases/0118/cpa_names_jb_costilow_strategic
