Adapting to Disruption in High-Touch Engagement Models

A globally active healthcare company was heavily reliant on in-person engagement to build relationships, communicate value, and support customer decision-making. When the pandemic disrupted face-to-face interactions, the company faced a significant challenge: how to maintain high-impact engagement with key accounts—many of whom had limited digital proficiency—without compromising on experience or commercial performance.

Safeguarding Growth in a Highly Competitive Market

This disruption occurred in a strategically important regional market where customer loyalty was fragile and competitors were quick to adapt. Retaining market share and continuing to grow high-value accounts required more than reactive digital communication—it demanded a structured and customer-centric rethinking of the entire engagement model.

Co-Creating an Omnichannel Experience Strategy

The company was supported in in developing a modern, omnichannel engagement model grounded in customer needs and frontline realities. Through deep-dive interviews with the sales force, critical journey gaps and engagement pain points were surfaced—from misaligned messaging to inconsistent follow-ups. These insights guided the design of an integrated CX framework—combining virtual, phone-based, and in-person interactions into a cohesive, flexible customer journey adapted to evolving constraints and expectations.

Prototyping and Scaling Customer-Centric Interactions

The model was prototyped in the field and iteratively refined with direct input from sales teams and customers. Special emphasis was placed on preserving personal connection—leveraging structured preparation, virtual presence techniques, and value-based messaging to ensure engagement remained impactful. The result: improved sales team confidence, stronger customer satisfaction, and measurable growth in key accounts—even under constrained operating conditions.