Johnson & Johnson

Following launch, the platform saw inconsistent engagement across territories. Usage varied significantly between markets, and the role of the platform within day-to-day pharmacy operations was unclear.

With a substantial investment already made, Johnson & Johnson needed a clearer understanding of how pharmacists operated in-store, how account directors supported those environments, and how a digital platform could effectively support both without adding friction.

The challenge required insight into real working conditions across markets, alongside a clear view of how digital services could improve service levels, operational efficiency and commercial performance.

A research-led, pan-European approach shaped the platform around real pharmacy behaviour and supported consistent delivery across markets.

• UX strategy Work began with cross-territory workshops to align on objectives, clarify regional differences, and establish a shared foundation for the work.
• In-field research Research was conducted across six European territories, working directly in independent pharmacies and alongside Johnson & Johnson account directors to understand day-to-day workflows.
• Service design and journey mapping Insight was used to define prioritised user journeys and a clearer service structure, aligning content, ordering and training around real-world use.
• Prototyping and validation Key journeys were explored through wireframes and interactive prototypes, refined through iterative feedback with end users and internal teams.

The redesigned digital sales platform delivered clear commercial and operational results within the first year of launch.

Engagement improved across territories as the platform became embedded into everyday pharmacy workflows, supporting both in-store teams and Johnson & Johnson account directors with a shared digital foundation.

This resulted in measurable performance improvements, including increased revenue, larger average order values, and widespread adoption of digital training.