KPMG helps define and test a new customer experience strategy in key markets

1. Discovery phase

What we already know—and what we don’t

Our goal for the first phase of the project was to gain a full understanding of the existing customer experience offered by Grünenthal and define what steps would be needed to optimize it. This meant gathering data to identify key issues for customers and defining how to achieve greater customer satisfaction based on lessons learned from other companies and industries.

Our activities included:

• Conducting an in-depth assessment of Grünenthal’s current employee and customer experience, as well as its capabilities in sales, marketing, and service
• Identifying key drivers of engagement and satisfaction, customer pain and gain points, and metrics such as net promoter score (NPS) and customer satisfaction score (CSAT) to inform the design of future CX journeys
• Using online or in-person surveys, interviews and focus groups, and behavioral tracking (such as sales transactions or click-through rates on market materials) to complement existing customer data
• Facilitating workshops to validate and prioritize existing customer pain points and to support focused solutions and design in subsequent project phases.

Data for this assessment was gathered via surveys, interviews, and meetings in Germany, France, and Spain. These included:

• Internal voice of the business (VoB) surveys and interviews with Grünenthal managers
• Online HCP surveys with 30–50 doctors, hospital-based specialists, and retail-based specialists
• Field team customer workshops with 15 doctors, hospital-based specialists, and retail-based specialists.

3. Execution phase

Preparing pilot programs to test, learn, and measure

The pilot programs designed by KPMG were used to create a “test and learn” environment that would reduce risk, costs, and time spent before being applied to sales and marketing teams and the broader organization. The execution phase of these programs included key steps for collecting information for measurement, such as:

• Working with cross-functional teams (sales, marketing, technology, medical, etc.) to understand and execute on the new customer-focused initiative
• Assessing skills and capabilities to determine the role changes needed to successfully launch the initiative
• Assessing commercial field team readiness for change
• Preparing pilot country sales and marketing leaders and team members for launch
• Assessing marketing content readiness and preparing marketing team members for launch
• Testing marketing and sales technology readiness for launch and CX initiative measurement
• Defining leading practices for sales, marketing, and customer interaction data collection and visualization via Domo dashboard
• Monitoring and centralizing customer feedback data for use by sales and marketing
• Creating prelaunch pilot messaging, including emails and slide content for key themes of the initiative

More broadly, we also defined plans for embedding an intentional customer experience into Grünenthal’s overall operating model and developed organizational blueprints and governance model options aligned with roles and responsibilities for successful adoption.