situation
Our pharmaceutical client is an innovation-focused company that discovers, develops and provides diagnostic and therapeutic products/services that will help improve people’s health and quality of life. Two years ago, we were first commissioned to conduct a survey to identify and measure the key drivers of customer value in each of our client’s key business areas. These insights would help them develop evidence-based coaching and decision-support tools to improve service, as well as align efforts to build and link the competence of employees, management team and resources in the delivery of superior customer value.
The research was designed to establish a benchmark for customer experience that we could continue to measure against in future years. Using a ‘Closed-Loop Process’, we used this research to inform the development of 8 action plans for our client.
To focus their action planning efforts, they asked us to conduct action planning workshops based on the results. This was a great opportunity to effectively communicate key insights, and collaborate with stakeholders to create an action plan aimed at improving the value offered to its customers through incremental service, communication and organizational changes.
solution
We worked with our client to design a customized survey for customers (including healthcare practitioners and stakeholders) in each of their key markets, to measure customer satisfaction and determine opportunities to inspire greater customer loyalty. The survey took into consideration the sales force effectiveness training their staff had recently completed and also measured key satisfaction metrics for our client’s competitors. We conducted 30- to 45-minute telephone surveys with 327 of their key customers in a non-blinded study.
Using our proprietary Maritz True Driver Analysis, a statistical technique that prioritizes factors by the impact each has on overall customer satisfaction, we identified the performance areas that, if improved, would yield the greatest return in the way of improved/increased customer satisfaction. We also reviewed research on the Sales Reps’ perceptions of their customers’ satisfaction. By comparing this information to our customer analysis, we were able to identify gaps in the way the customer perceives our client’s customer service and the Rep’s view of what their customers feel. This added a new dimension to the analysis and also identified perceptual gaps that we addressed in our report/workshops.
Action Planning
We conducted 6-hour action planning workshops with 8 to17 people from each of our client’s 8 key business areas. Given the variations in group dynamics, some sessions were more challenging than others. We quickly realized that a solution that worked for one group would not necessarily work for another. To help drive efficiency, we focused on managing expectations, engaging participants and helping them take ownership of developing their own solutions to help drive customer satisfaction.
Another issue that made this research challenging was building the sample. In one case, a business unit list changed mid-study after our client re-evaluated the way they were segmenting their list! It was also difficult to build adequate representation for specialized groups. In some areas, there were only a limited number of doctors available and competition for their time and opinions was tough. All participants received competitive honorariums to combat this.
results
- This research was the impetus for many internal discussions and changes, and also provided an opportunity for our client to communicate externally with their customers about the research and their experiences with our client’s company
- The research provided balanced scorecard measures, competitive benchmarks and prioritized key areas of importance in driving overall customer satisfaction
- The action planning workshop helped our client build implementation plans for the fiscal year and enabled each of our client’s key businesses to be more effective in achieving consumer loyalty
