Success story · Caser

Caser Training

Immersive scenarios of the sales process

Case summary

Immersive VR training for sales advisors

Caser, a leading health insurance company in Spain, has developed together with Ibercaja —its banking sales network— an immersive Virtual Reality training experience to train in-branch advisors on the critical points of the sales process. The solution replaces traditional theoretical training with a simulation that walks through a real day at the branch, with seven interactive scenarios that put the advisor in front of a simulated customer to practise sales techniques, active listening and objection handling in an environment where making mistakes is part of learning.

Client

Caser

Sector

Banking & Insurance

Service

Sales network training

Immersive scenarios of the sales process

KPIs defined to measure impact

Critical sales moments trained

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01 The challenge

Training the critical moments of the sale

The sale of a health insurance policy is won in the seconds when the customer raises an objection or hesitates over the price. Caser found that its traditional training, based on theoretical sessions and static materials, wasn't preparing Ibercaja's sales advisors for the real pain points of the process: the first phone contact, explaining the product naturally, handling objections and post-close follow-up. Added to this was the strategic requirement of validating a new, measurable pedagogical model capable of demonstrating real business impact.

02 The solution

Immersive training designed as a real day

With Deloitte as methodological design partner, the solution is a Virtual Reality experience structured in seven scenes that walk through the advisor's complete sales process: from campaign analysis to managing the health declaration, via the cold call, appointment preparation, simulation with Caser's comparison tool, objection handling and the close. Each scene faithfully reproduces the Ibercaja branch and puts the advisor in front of Mar, a simulated customer with whom to practise sales techniques and product knowledge in a safe environment.

Next step

We produced seven ad-hoc scenarios to train the sales process. What could we achieve working with your company?

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Key learnings

What this case teaches the sector.

Trust isn't communicated, it's rehearsed.

In banking and insurance, the customer's decision isn't won with a pitch but in four or five micro-moments where trust is key: the price objection, the comparison with public healthcare, the silence before the close. Virtual Reality makes it possible to repeat the critical situation until the advisor masters it.

If business impact isn't measured, it isn't training, it's an experience.

The pilot was built on 17 KPIs combining satisfaction, operations and business, and on a comparison between pilot and non-pilot areas that isolates the real effect of the training. The sector's leap in maturity lies in moving from measuring attendance to measuring conversion and sales activation.

The more specific the simulated customer, the more universal the learning.

Designing the training around Mar, a 30-year-old pregnant woman, seemed to narrow the scope of the exercise. In fact it widens it. When advisors train with a hyper-specific profile they don't memorise a pitch: they develop judgement. Empathy can only be trained with people, not with abstract segments.

Employee data is as sensitive as customer data.

An immersive training experience doesn't just teach: it produces traceability. Every decision, every response time and every objection handled is a data point on how an employee sells a regulated product. The project architecture must address the sovereignty of employee data from the first sprint, not bolted on at the end.

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