Insurance & Customer Relationship: Accelerate Transformation!

Regulatory evolution, exacerbated competition, omnichannelity of the customer relationship…, the world of insurance is at a crossroads and must accelerate transformation. Thomas Le Meur, Account Executive for NICE, mentions the levers to act to live up to the challenge.

Account Manager for NICE

What are the major issues that affect the world of insurance today and force it to redefine the contours of the relationship and the customer experience?

Thomas Le Meur: The insurance industry has been undergoing a regulatory transformation for several years, including through the Hamon Act, which strengthens competition. This situation has also led to many new entrants to the market who, like neo-banks, are what can be called “digital natives” who are pushing the codes of the customer relationship.

For their part, consumers are always more demanding, more informed. They are enshrined in defense mechanisms of their purchasing power. All of these factors require insurance players to redefine the contours of the customer relationship. This is a cultural shift that needs to be negotiated.

What levers to act to address these realities?

TLM: The first of all the realities is the omnichannelity of customer journeys. However, there are still too many silos between the customer relationship channels. Homogenizing experience across all channels of interaction is a priority. Often solutions allow the date to be placed at the heart of the strategy for uninstalling organizations. However, it is difficult for insurance actors to find the compromise between the imperatives of governance and the agility indispensable for the performance of the relationship with the client. This means taking into account the reality of an information system that has been built up over the years as a stack of rules and solutions.

This heritage must be understood and accepted. It is then possible to build a three- or five-year strategic vision and progress in transforming leadership. But we only effectively transform what we measure. The challenge: to have a complete visibility of the quality of service delivered in one dimension omnichannel and multi-trades, to identify the areas for improvement.

We often oppose technological arsenal and human factor, does that still make sense to you today?

TLM: I think it’s just the opposite! Technology has always been thought of as a tool that is supposed to improve performance as much as it is good for people. However, it is a real transformation challenge for training. Insurance leaders have experienced difficult times of market concentration. Unlike new entrants to the market and who may be considered “digital natives”, it is essential to support employees (as much as management!) In the appropriation of these technologies. They are not meant to be a substitute for advisors but truly to help them be more relevant in their responses to clients.

Finally, technology can also be an asset for better reconciling personal and professional life. Workforce management solutions help reward team organizations according to their skills and tenants count the attention and aspirations of each individual.

When technology is included, mastered, accepted, the company, employees and customers emerge winners.

Ask Thomas a question: [email protected]

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