Vetoquinol’s KAM journey, like most companies’, has taken time. After the launch, things slowed down as people realised the scale of the change required: it was going to take more time, money and resource than they had ever imagined. In this interview, Cyryl Pryzbyl talks about the common issues he discovered and overcame, which will be helpful to other KAM leaders.
For example, Cyryl found that KAM can’t be rolled out across the whole company simultaneously. They had to translate KAM into the situation of each country and every role and adapt the mission to each subset, every time. Anything else was counter-productive – ‘copy/paste’ wasn’t an option anywhere, and pushing too hard, too fast just increased reaction.
