How we approach customer engagement challenges

Earlier journey workshops had produced plans that affiliate teams found too complex to use. The team needed practical journeys that reflected how campaigns were delivered locally.

Regional leadership needed affiliates to run customer profiling, segmentation and targeting consistently. The process was largely manual and varied between markets.

The client needed to improve consent management and email engagement. Limited opt-ins and inconsistent records of customer preferences made it difficult to plan relevant outreach.

Field-force reductions and upcoming launches increased the need for digital engagement across the region. Digital activation and content localisation were low, and teams made little use of the global omnichannel playbook.

The client wanted to offer a route to market based on digital channels. It needed a commercial model, defined service packages and an operating model that affiliates could use to deliver the service.

Teams across Latin America, Asia-Pacific and Africa struggled to apply a global omnichannel framework to their markets. Local regulations, cultural differences and limited use of digital channels affected adoption.

A restructuring brought affiliates into new regional groups. Regional leaders needed to understand how customer engagement differed between markets and where to focus support.

Regional headquarters needed to train 400 colleagues across eight countries in customer engagement and commercial excellence, using the company's own frameworks.

An established brand in an EU5 market had to reduce its reliance on face-to-face engagement as resources shifted to a new launch. Campaign planning still centred on available content and monthly activity targets.

Coverage and frequency show how much activity took place. Teams also need to understand what HCPs learned or changed during a campaign, before longer-term market results become available.