GROWING WALLET SHARE WITH TOP ACCOUNTS
Due to market shifts and negative customer feedback SOAR’s client, the world’s largest medical diagnostics company, was forced to reevaluate their customer interface.
Consolidation in the healthcare space had altered the nature of the customer as buying decisions moved away from individual practices and instead fell to buying groups that serviced multiple locations.
The client saw this as an opportunity to better serve their customers by simplifying the customer interface and creating a more centralized account management structure.
This led to a company-wide decision to change the customer engagement model from territory-based project management to account management.
The goal of the shift was to create a more strategic customer engagement model.