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20140716 presentation all channel experience insurance slideshare v1.0
The document discusses the need for the insurance and banking industry to adapt to changing customer behaviors and technological advancements to provide an all-channel experience. It highlights the importance of transparency, customer engagement, and the integration of digital strategies to meet evolving customer expectations. Additionally, it addresses challenges posed by regulations and the necessity for companies to become more adaptable and data-driven in their operations.
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20140716 presentation all channel experience insurance slideshare v1.0
- 1. Pascal Spelier, July16th 2014 Customers want an All Channel Experience
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- 3. 3 Three driversfor change Changing customer behaviour New technology Changing regulations & legislation
- 4. 4 The customerwants change Lack of trust has changed the relationship between Insurers, banks and customer The credit crisis changed the purchase drivers Traditional insurance customer is shifting to A new generation insurance customer Customers demand transparency and simplicity Customers become more and more self-‐directed Social medial create a fundamental shift in the way we communicate
- 5. 5 Technology createsnew opportunities 25 years ago, introduction of internet 10 years ago, introduction of social media 5 years ago, introduction of smartphones Big data Quantified self Internet of things
- 6. 6 Regulations limitopportunities Basel III Solvency II Local regulations & legislation
- 7. 7 It isnot the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. - Darwin -
- 8. 8 Inside Out→ Paradigma Shift → Outside In Single Channel Customers experience single touch point. Insurers have a single type of touch point. Multi Channel Customer sees multiple touch points independently Channels are functional & technical silos). Cross Channel Customer sees multiple touch points as part of the same brand. Single view but insurers operate in functional silo’s. All Channel experience Customers experience a brand, not a channel within a brand. ACE is about engaging with customers at every stage of the journey in all their channels
- 9. 9 Do youhave the right cards for an All Channel Experience (ACE)?
- 10. 10 Is theinsurance industry ready for a digital transformation?
- 11. 11 Digirati: 9%more turnover, 26% more profit
- 12. 12 Customer understanding Customertouch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities All Channel Experience Customer Experience Operational Process Customer Experience Business Model Your building blocks to a digital organization
- 13. 13 Customer understanding Customertouch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities All Channel Experience Customer Experience Operational Process Customer Experience Business Model Your building blocks to a digital organization
- 14. 14 Customer understanding Customertouch points Top line growth All Channel Experience Customer Experience Your building blocks to a digital organization Customer Insights & Customer Journey (Digital) Marketing & Sales (Digital) Channel Strategy
- 15. 15 Customer understanding Customertouch points Top line growth All Channel Experience Customer Experience Your building blocks to a digital organization Customer Insights & Customer Journey (Digital) Marketing & Sales (Digital) Channel Strategy
- 16. 16 Product/service differentiation Employee satisfaction Process efficiency Processeffectiveness -‐ Customer satisfaction -‐ NPS -‐ Sales -‐ Share of wallet -‐ Retention -‐ Referral -‐ NPS -‐ Growth revenue -‐ Market share -‐ Profitability -‐ Share holder value People Product/service offering Process Customer Experience Customer Behaviour High level company KPI’s Leading indicators Lagging indicators Changesinregulationsandtechnology developments Context Source: based on Schmitt – Managing the Customer Experience Determine your motivation for improving customer experience
- 17. 17 Price Product Service (Digital) Customer Experience The roadto loyal customers ‘Commodity’ Distinctive by ‘value added services’
- 18. 18 Customer Life Cycle Awareness Orientate Purchase Receive Use Service Advise Creating a seamless (Digital) Customer Experience by (re)designing the Customer Journey
- 19. 19 Customer Life Cycle Awareness Orientate Purchase Receive Use Service Each Customer Journey has a Customer- & organization side Processes Midoffice Customer Relationship Management Customer Financial Management Document Management Communication Management Business Process Management Security Advise
- 20. 20 ‘Beware ofputting lipstick on a pig‘‘
- 21. 21 How tobecome really digital? FRONTEND hello customer ISN’T THIS ENOUGH? self directed CAN I INSURE MYSELF? the customer is becoming part of the processes! only decoration?
- 22. 22 Customer Journey Awareness Oriëntation &comparing Advice Insure Advice prevention Damage & claiming Technology Life events / Products / Services Voice of the customer: I want..., I need... Voice of the employee: I want..., I need... Service Renew insurance Car Insurance
- 23. 23 Credits: Yvonne Kroese To Measure is to know Quantified Self
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- 26. 26 Pay AsYou Drive Insurance per mile
- 27. 27 Pay How You Drive Insurance
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- 31. 31 Warning Smoke orCO2 detection
- 32. 32 The SharingEconomy: sharing is the new buying
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- 35. 35 What ifcars don’t clash anymore?
- 36. 36 This MercedesS-‐klasse can drive by itself, well… almost
- 37. 37 For $10.000,- every car can drive by itself
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- 39. 39 Customer understanding Customertouch points Top line growth All Channel Experience Customer Experience Your building blocks to a digital organization Customer Insights & Customer Journey (Digital) Marketing & Sales (Digital) Channel Strategy
- 40. 40 Integrating and optimizingthe commercial-‐ and service activities in channels
- 41. 41 Customer Experience (Social)Behavior (Big) Data Intelligence What Makes Homer Click? Observations
- 42. 42 Cross-channel ‘Marketing’ Engine Observation (data & information) Trigger (right message, right channel) Interpretation (intelligence) Reaction (call to action)
- 43. 43 Cross-channel ‘Marketing’ Engine Observation (data & information) Trigger (right message, right channel) Interpretation (intelligence) Reaction (call to action)
- 44. 44 Our viewof the customer should be a collection of observations
- 45. 45 Observations… … inthe de customer journey (also outside the borders of the organization!) … in processes … in transactions … in the context
- 46. 46 The gapof untapped Big Data 23% Usefulif Tagged and Analyzed 3% Tagged 0,5% Analyzed Source: IDC’s Digital Universe, sponsored by EMC, December 2012
- 47. 47 “Big datamanagement is not viewed strategically at senior levels of the organization.” 56% “The issue for us is now not the growing volumes of data, but rather being able to analyze and act on data in real-‐time.” 84% Source: Report ‘The Deciding Factor:Big Data & Decision Making’, Capgemini en Economist Intelligence Unit, June 2012 Three biggest impediments: 1) Too many silo’s, data is not pooled 2) Lack of skilled people to analyze the data 3) Time taken to analyze large data sets
- 48. 48 Cross-channel ‘Marketing’ Engine Observation (data & information) Trigger (right message, right channel) Interpretation (intelligence) Reaction (call to action)
- 49. 49 Age, income, location Transactions Products/ services bought Property, unemployment Preferences regarding products/services Preferred channels Sustainable customer relation Lastproduct bought and value Engagement with different media ‘Depth’ of product categories Behaviour regarding recurring sales or switch Use of services Taking part in loyalty program Customer DNA Traditionally Use devices
- 50. 50 The futuremarketeer is a nerd with empathy Privacy as a currency
- 51. 51 ‘Feature’ VectorCustomer X: (A,B,C,D,E,....K) Share of wallet Preferred channels Churn Life events Next best sell Et cetera Customer DNA Derived from data Bron: IBM
- 52. 52 More rocketscience: clustering Bron: IBM
- 53. 53 Data-driven persona’s Rank ActionCluster % of Customers % of Spend 1 Brand lovers 7% 35% 2 Regular customers 12% 15% 3 Online ‘socialites’ 8% 14% 4 ‘Poor’ customer 7% 6% 5 Promising customers 2% 7% 6 Make me an offer 11% 5% 7 Negotiators 2% 4% 8 Try and find me 5% 2% 9 Non loyalists 36% 8% 10 Spoiled customers 1% 2% 11 I’ll be back, maybe 3% 1% 12 Just looking, not buying 6% 1%
- 54. 54 Cross-channel ‘Marketing’ Engine Observation (data & information) Trigger (right message, right channel) Interpretation (intelligence) Reaction (call to action)
- 55. 55 richness -‐ + confidential -‐ + urgent later now relevant 1-‐n 1-‐1 intrusive -‐ + archive -‐ + richness -‐ + confidential -‐ + urgent later now relevant 1-‐n 1-‐1 intrusive -‐ + archive -‐ + Message Channel Match Find the ideal match between message and channel
- 56. 56 Cross-channel ‘Marketing’ Engine Observation (data & information) Trigger (right message, right channel) Interpretation (intelligence) Reaction (call to action)
- 57. 57 The futuremarketeer is a nerd with empathy
- 58. 58 Customer understanding Customertouch points Top line growth All Channel Experience Customer Experience Your building blocks to a digital organization Customer Insights & Customer Journey (Digital) Marketing & Sales (Digital) Channel Strategy
- 59. 59 Channel Introduction Channel Optimization Channel Migration Channel Rationalization Channel Integration Focus on the right (digital) channel strategies
- 60. 60 Channel Introduction Channel Optimization Channel Migration Channel Rationalization Channel Integration Focus on the right (digital) channel strategies
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- 63. 63 “Yes, they’vegot WiFi here”
- 64. 64 Isn’t ittime for a mobile strategy? Plateau → Time → “I want an app too” Mobile 1.0 ‘quick & dirty’ Mobile 2.0 ‘neatly integrated’ Mobile, leveraging touch points 1 2 3 4
- 65. 65 Isn’t ittime for a mobile strategy? Plateau → Time → “I want an app too” Mobile 1.0 ‘quick & dirty’ Mobile 2.0 ‘neatly integrated’ Mobile, leveraging touch points 1 2 3 4 Online ________
- 66. 66 Report cardamage by using mobile
- 67. 67 ‘Mobile first’insurer
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- 69. 69 Your website Anytime, Everywhere?
- 70. 70 Customer understanding Customertouch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities All Channel Experience Customer Experience Operational Process Customer Experience Business Model Your building blocks to a digital organization
- 71. 71 Customer understanding Customertouch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities All Channel Experience Customer Experience Operational Process Customer Experience Business Model Your building blocks to a digital organization
- 72. 72 Customer understanding Customertouch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities All Channel Experience Customer Experience Operational Process Customer Experience Business Model Your building blocks to a digital organization
- 73. 73 Customer understanding Customertouch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities All Channel Experience Customer Experience Operational Process Customer Experience Business Model Your building blocks to a digital organization
- 74. 74 We canhelp insurers to become a Digirati
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- 76. 76 What isyour most important…
- 77. 77 Pascal Spelier Managing Consultant All Channel Experience Banking & Insurance Reykjavikplein 1, Utrecht, The Netherlands Mobile:+31 (0) 6 53 29 90 17 pascal.spelier@capgemini.com Thank you! @spelier
Editor's Notes
- #37 Ralf Cramer, board member at Continental, the German parts supplier, explains: “Autonomous driving will come about from a base of advanced driving assistance systems. Technically, we can do it already today [in testing and development] but if we put all this technology into a production car, the vehicle would be too expensive.”
- #51 peter
- #56 Bewerkbare plaatje zit eronder!
- #58 peter