“Many expert organisations in particular imagine that they know their customers\u2019 needs, even though it would often be important for them to analyse these needs further. For us, it was also essential to better understand the needs of the customers\u2019 own customers\u201d,<\/p>says Viveca Sundbom, Strategic Portfolio & Stakeholder Lead Vaccines who is in charge of the project for developing the customer experience.<\/cite><\/blockquote>\n\n\n\n In spring 2020, Pfizer therefore set off on a development journey with Verona Consulting (former Talent Vectia), even though the coronavirus pandemic had just hit the Nordic countries.<\/p>\n\n\n\n In the development of operating models, the greatest stress was on the business that is responsible for vaccines against TBE (tick-borne encephalitis). In Sweden, tick-borne encephalitis is prevalent in areas where most of the country\u2019s population is concentrated, which means significant business for Pfizer.<\/p>\n\n\n\n At Pfizer, the business is divided into two customer segments: public services and private healthcare companies. In Sweden, private healthcare companies also include companies that specialise exclusively in vaccination.<\/p>\n\n\n\n The development project was launched by analysing customer needs. Those participating in the work interviewed not only the customers but also the customers\u2019 customers. The aim was to learn to better understand what the customers expect from services, how Pfizer can meet their expectations and what factors influence the decisions of end-customers.<\/p>\n\n\n\n \u201cWe accessed a new frequency by discussing the customer path with a wide range of different customers,\u201d says Sundbom.<\/p>\n\n\n\n Once the customer needs had been established, the development teams began to build a new range of services. In the next stage, processes were refined and new working methods developed. Finally, the new models were introduced.<\/p>\n\n\n\n The results of the development project are visible in both customer work and Pfizer\u2019s internal operations.<\/p>\n\n\n\n \u201dOne early key development step was that we were able to turn the unit’s mindset in the direction of thinking in terms of the added value to customers in all business activities\u201d,<\/p>says Tero Ylitalo, who led the steering group for the development project and is responsible for the company’s vaccine business in Finland and Sweden.<\/cite><\/blockquote>\n\n\n\n Another important change was that the roles of personnel and their way of working were revamped. This improved the efficiency of operations.<\/p>\n\n\n\n The most important change was naturally the reform of many operating practices thanks to the improvement in understanding the customer.<\/p>\n\n\n\n \u201cWe are increasingly regularly developing our operations together with the customer. Among other things, we are considering how to communicate to customers about vaccination during the coming season, how well the personnel know the new products and how to remind customers about the booster vaccine,” says Ylitalo.<\/p>\n\n\n\n A systematic process inevitably takes time and effort. Frustrations also arise from this emotional rollercoaster. Throughout the process, it is therefore important to keep in mind the objectives that the development work aims to achieve.<\/p>\n\n\n\n \u201cSuch a strategic process also inevitably involves pain. Energy then comes through results and we can already say now that the comments from customers have been very positive,\u201d says Ylitalo.<\/p>\n\n\n\n Tutustu muihin <\/strong>referensseihimme<\/a>.<\/p>\n\n\n\n![\"\"](\"https:\/\/www.verona.fi\/wp-content\/uploads\/2021\/08\/viveca-s_3.png\")
Making customer needs visible<\/h3>\n\n\n\n
Major steps towards a better customer experience<\/h3>\n\n\n\n
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Kiinnostuitko? Ota yhteytt\u00e4 asiantuntijoihimme:<\/h4>\n\n\n\r\n