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Flevy Management Insights Case Study
Customer Engagement Strategy for Wellness App in Digital Health Space


There are countless scenarios that require Process Improvement. Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Process Improvement to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, best practices, and other tools developed from past client work. Let us analyze the following scenario.

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Consider this scenario: A leading digital health organization focusing on wellness applications faces a strategic challenge in enhancing process improvement to stay competitive.

The company has experienced a 20% decline in active users and a 30% decrease in customer engagement metrics over the past year, amidst a rapidly evolving digital health landscape. External challenges include a saturated market with new entrants offering similar or lower-priced services and a shift in consumer behavior favoring personalized wellness experiences. Internally, the company struggles with outdated customer engagement strategies and a lack of innovation in its service offerings. The primary strategic objective of the organization is to redefine its customer engagement approach, leveraging technology and personalized wellness programs to increase user retention and attract new customers.



This digital health organization has arrived at a pivotal moment where addressing process inefficiencies and revitalizing its customer engagement strategy are imperative. The potential underlying causes could be attributed to the organization's slow pace in adopting new technologies and a misalignment between its service offerings and evolving customer expectations.

External Analysis

The digital health industry is witnessing exponential growth, driven by increasing health consciousness among consumers and technological advancements. However, this growth also brings intensified competition and changing consumer preferences.

Analyzing the competitive landscape reveals:

  • Internal Rivalry: High, with a proliferation of new and existing wellness apps fighting for market share.
  • Supplier Power: Moderate, due to the availability of numerous technology platforms and content providers.
  • Buyer Power: High, as consumers have a wide array of choices and low switching costs.
  • Threat of New Entrants: High, given the relatively low barriers to entry for digital apps.
  • Threat of Substitutes: High, with alternative wellness solutions such as personal coaching and offline wellness centers.

Emerging trends suggest a shift towards AI-driven personalization and integrated wellness ecosystems. Changes in industry dynamics include:

  • Increasing demand for personalized wellness experiences, offering opportunities to leverage AI for tailored health recommendations but also risks in data privacy and security.
  • Growth in wearable technology integration, opening avenues for real-time health tracking services but requiring substantial investment in technology partnerships.
  • Expansion of wellness ecosystems, necessitating strategic alliances but also posing risks in maintaining service quality across platforms.

A STEER analysis indicates significant technological and ecological factors reshaping industry dynamics, emphasizing the need for digital innovation and sustainability in service offerings.

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Internal Assessment

The organization boasts strong technical capabilities and a comprehensive wellness content library but faces challenges in user interface design and data analytics for personalized service delivery.

A MOST Analysis reveals misalignments between the organization’s mission and its operational strategies, particularly in leveraging technology for customer engagement and innovation.

The McKinsey 7-S Analysis underscores issues in shared values and skills, highlighting a need for a cultural shift towards innovation and upskilling in data analytics and AI.

A Gap Analysis identifies discrepancies between current customer engagement practices and the desired state of personalized and seamless user experiences, pointing to areas for improvement in technology adoption and service design.

Learn more about Service Design McKinsey 7-S User Experience

Strategic Initiatives

  • Revamp Customer Engagement through AI and Personalization: Implement AI-driven technologies to deliver personalized wellness plans and interactive experiences, aiming to boost user retention and engagement. The initiative seeks to create value through enhanced customer satisfaction and loyalty, requiring investment in AI technologies and data analytics capabilities.
  • Process Improvement in Service Delivery: Streamline service design and delivery processes to improve efficiency and customer satisfaction. The value creation comes from reduced operational costs and improved customer experiences. This initiative requires a review of current processes and investment in digital tools for process automation.
  • Expand Wellness Ecosystem through Strategic Partnerships: Form alliances with wearable tech companies and health platforms to offer integrated wellness solutions. This strategy aims to broaden the service offering and engage users in a comprehensive health ecosystem, generating value through increased user base and engagement. Partnerships will necessitate resource allocation for negotiation and integration efforts.

Learn more about Customer Experience Customer Satisfaction Value Creation

Process Improvement Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


Tell me how you measure me, and I will tell you how I will behave.
     – Eliyahu M. Goldratt

  • User Retention Rate: A key indicator of the success in engaging and satisfying customers’ needs.
  • Customer Satisfaction Score (CSAT): Measures the effectiveness of the new engagement strategies and service improvements.
  • Operational Efficiency: Reduction in service delivery time and cost, indicating successful process improvement.

These KPIs will provide insights into the effectiveness of the strategic initiatives in enhancing customer engagement, operational efficiency, and overall competitiveness in the digital health sector.

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Process Improvement Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Process Improvement. These resources below were developed by management consulting firms and Process Improvement subject matter experts.

Process Improvement Deliverables

These are a selection of deliverables across all the strategic initiatives.

  • AI-Driven Personalization Framework (PPT)
  • Process Improvement Roadmap (PPT)
  • Strategic Partnership Plan (PPT)
  • Customer Engagement Metrics Dashboard (Excel)

Explore more Process Improvement deliverables

Revamp Customer Engagement through AI and Personalization

The Value Proposition Canvas (VPC) and the Customer Journey Mapping (CJM) were the frameworks selected to guide the strategic initiative of revamping customer engagement through AI and personalization. The VPC, developed by Alexander Osterwalder, is instrumental in understanding what customers value and designing products or services that meet those needs. Its application was crucial for tailoring AI-driven personalization features that align with user expectations and wellness goals. The organization utilized the VPC by:

  • Identifying the jobs-to-be-done for wellness app users, focusing on their health and wellness objectives.
  • Mapping out pains and gains associated with these jobs, particularly around the lack of personalization and engagement in existing offerings.
  • Designing AI-driven features and content that directly addressed these pains and gains, ensuring the new offerings were highly relevant and valuable to the users.

Simultaneously, Customer Journey Mapping allowed the team to visualize the entire customer experience, from initial discovery to regular use, identifying touchpoints where personalization could significantly enhance the user experience. The organization implemented CJM by:

  • Charting the current state of the customer journey to identify friction points and opportunities for personalized engagements.
  • Integrating AI technology at critical touchpoints to provide personalized content, recommendations, and interactions.
  • Testing and refining these interventions based on user feedback and engagement data to continuously improve the journey.

The results from implementing these frameworks were transformative. The organization witnessed a 40% increase in user retention and a significant improvement in customer satisfaction scores. The strategic use of AI and personalization, guided by the Value Proposition Canvas and Customer Journey Mapping, enabled the creation of a more engaging and relevant user experience.

Learn more about Value Proposition Customer Journey Customer Journey Mapping

Process Improvement in Service Delivery

For the strategic initiative focused on process improvement in service delivery, the organization employed Lean Management principles and the Service Blueprint framework. Lean Management, with its emphasis on waste reduction and efficiency, was pivotal in streamlining operations and enhancing service delivery. The organization adopted Lean Management by:

  • Conducting a thorough analysis of the service delivery process to identify non-value-adding activities.
  • Implementing solutions to eliminate waste, such as automating repetitive tasks and optimizing resource allocation.
  • Establishing a culture of continuous improvement, encouraging staff to identify and act on efficiency opportunities.

The Service Blueprint framework was utilized to gain a detailed understanding of the service delivery process, including the front-stage and back-stage activities, and pinpoint areas for improvement. The organization executed the Service Blueprint by:

  • Mapping out the entire service delivery process, highlighting customer interactions and internal operations.
  • Identifying bottlenecks and areas of friction that negatively impacted customer experience and operational efficiency.
  • Redesigning processes to enhance flow, reduce errors, and improve overall service quality.

The implementation of Lean Management and the Service Blueprint significantly improved operational efficiency, evidenced by a 25% reduction in service delivery times and a noticeable decrease in operational costs. These process improvements not only enhanced the customer experience but also positioned the organization more competitively in the digital health market.

Learn more about Process Improvement Lean Management Continuous Improvement

Expand Wellness Ecosystem through Strategic Partnerships

The Resource-Based View (RBV) and the Strategic Alliance Framework were the chosen methodologies to guide the expansion of the wellness ecosystem through strategic partnerships. The RBV focuses on leveraging a firm's internal resources and capabilities as a basis for strategy formulation and competitive advantage. The organization applied the RBV by:

  • Conducting an internal audit to identify unique resources and capabilities, such as proprietary wellness content and technological infrastructure.
  • Evaluating potential partners based on their ability to complement or enhance these resources and capabilities.
  • Negotiating partnerships that allowed for mutual growth and value creation, ensuring alignment with the organization's strategic objectives.

The Strategic Alliance Framework was instrumental in structuring and managing partnerships to maximize their effectiveness and sustainability. The organization utilized this framework by:

  • Identifying strategic goals for each partnership, such as market expansion or technology integration.
  • Establishing clear governance structures, roles, and responsibilities to ensure alignment and accountability.
  • Implementing mechanisms for ongoing communication and collaboration, fostering a strong alliance culture.

The strategic expansion of the wellness ecosystem through carefully selected and managed partnerships resulted in a broadened service offering and enhanced user engagement. By leveraging the Resource-Based View and the Strategic Alliance Framework, the organization successfully integrated with wearable technology and health platforms, increasing its market presence and solidifying its position as a leader in the digital health space.

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Key Findings and Results

Here is a summary of the key results of this case study:

  • Increased user retention by 40% through the implementation of AI-driven personalization and interactive experiences.
  • Improved customer satisfaction scores significantly, reflecting enhanced user experiences and satisfaction.
  • Achieved a 25% reduction in service delivery times by streamlining operations and adopting Lean Management principles.
  • Decreased operational costs, contributing to improved profitability and resource allocation for innovation.
  • Expanded the wellness ecosystem through strategic partnerships, leading to a broader service offering and increased user engagement.

Evaluating the results of the strategic initiatives, it's evident that the organization made significant strides in revamping its customer engagement approach and improving operational efficiency. The 40% increase in user retention and the significant uplift in customer satisfaction scores are clear indicators of success, demonstrating the effectiveness of AI-driven personalization and the meticulous redesign of the customer journey. However, while the reduction in service delivery times and operational costs are commendable achievements, they also hint at potential areas of over-optimization that may affect service quality in the long run. The expansion of the wellness ecosystem through strategic partnerships is a strategic move, yet the true test will be in maintaining service quality and managing these relationships over time. An alternative strategy could have been to focus more on developing proprietary technologies to reduce dependency on external partners and strengthen the organization's competitive advantage.

For the next steps, it is recommended to continue refining the AI-driven personalization features based on ongoing user feedback to ensure they remain relevant and engaging. Additionally, while operational efficiencies have been achieved, it's crucial to monitor the impact on service quality closely and adjust processes as necessary to maintain a high standard of customer experience. Expanding the wellness ecosystem should be approached with a focus on deepening existing partnerships and selectively exploring new ones, ensuring they align with the organization's core values and strategic objectives. Finally, investing in proprietary technology development could enhance the organization's competitive positioning and reduce reliance on external partnerships.

Source: Customer Engagement Strategy for Wellness App in Digital Health Space, Flevy Management Insights, 2024

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