1. A+B Life Insurance
FINAL PRESENTATION
Jomerson Barrera
Eric John Colipano
Althea Ricardo
Jeanette Reabad
Nyreen Roa

2. Background
• A Insurance owns 51% of A+B Life Insurance, while 49% belongs to B Bank.
• A+B Life Insurance is a bancassurance company.
• A+B Life Insurance has three sales channels:
1. Bancassurance is face-to-face sales. An A+B Life Insurance sales agent is stationed at B Bank
branches. Tellers refer clients who are interested in insurance to sales agent.
2. Corporate Solutions is a sales channel that distributes the insurance products through
partnerships with companies (usually sister companies of B Bank, whose employees also
have B Bank accounts).
3. Direct Marketing is a hybrid sales channel. It reaches out to clients (B Bank depositors)
through telemarketing. It also has another face-to-face sales through the caravans (OFWs at
POEA and seafarers in SM Manila only at the moment).

3. A+B Life Insurance: Relationships
A+B Life Insurance
A Insurance
Mother Company
Insurance
B Bank
Mother Company Insurance
has a huge say on
A+B Life Insurance’s strategy.
B Bank acts as a partner;
is the source of client leads;
has the in-house Call Center.

4. A+B Insurance Organizational Structure
A+B CEO
Bancassurance
Sales
Corporate
Solutions
Direct
Marketing
Training OperationsHR Finance Compliance Segments
Sales Channels
The focus of our OD
intervention

5. Direct Marketing: Relationships
Direct Marketing
Head
Mother Company Insurance
Consultant
A+B CEO Direct Marketing strategy has to be approved by
Mother Company consultant, who stays at A+B office.

6. Direct Marketing: Organization
A+B Insurance
Direct Marketing Head
Business
Development
Manager
Campaigns
Manager
Telemarketing
Manager
Training and QA
Manager
Operations
Support
Manager

7. Direct Marketing: Telesales Channels
3rd Party Call Center
Provider
B Bank Call Center
Direct Marketing
• 10 Telesales Representatives
• 1 Manager
• 15 Telesales Representatives
• 1 Team Leader
Direct control
No Direct control

8. Direct Marketing: Current Context
3rd Party Call Center
Provider
B Bank Call Center
Direct Marketing
• 10 Telesales Representatives
• 1 Manager
• 15 Telesales Representatives
• 1 Team Leader
Direct control
No Direct control
A+B is thinking of expanding B Bank Call Center
and terminating the services of 3rd Party Call
Center.
A+B Life Insurance and B Bank need this call
center because of BSP regulations.

9. The Problem
• Currently B Bank Call Center averages 7 closed sales per day out of 68 sales presentations. If we use 3rd Party
Call Center Provider as benchmark, B Bank Call Center is 53% behind in terms of closed sales, and 66% behind
in terms of sales presentations.
• Historically, the number of closed sales is directly proportional to number of sales presentations.
• We noted the productivity issue in B Bank Call Center, especially in terms of number of presentations made.
• To address the productivity problem, we looked at the telesales process.
PROBLEM STATEMENT:
B Bank Call Center’s telesales process takes 87% longer than benchmark’s.
B BANK CALL CENTER 3RD PARTY CALL CENTER
Number of agents 10 15
Presentations/agent/day 68 200-300
Closed sales/day 7 24

10. Effect on other processes
Low productivity affects the following processes:
1. Sales process
2. Business strategy or strategic planning
3. Training
4. Performance management
5. Rewards system

11. Effect on structure
Low productivity has pushed the Direct Marketing department to contract the
services of a third-party call center in an effort to reach their targets.

12. Where we are & where we want to be
Causes
Time spent per agent per day
(current)
Time spent per agent per day
(new process)
Documentation process 2.27 hours around 0.38 hours
Non-productive hours 1.5 hours 0
Manual selection of leads 0.9 hours 0
Unfiltered Leads 0.61 hours around 0.19 hours
Manual dialing 0.19 hours 0
TOTAL 5.47 hours -

13. Analysis

14. B Bank Call Center’s
telesales process takes
87% longer than
benchmark’s.
PEOPLE
POLICIESPROCESS
TECHNOLOGY
Dialing is done manually
Data input is done manually
Agents spend too much non-productive time
Productive hours are not tracked automatically
Documentation of call data is time-consuming
FISHBONE DIAGRAM
Selection process is manual
Agents “cherry pick” leads
Call decisions are based only on
personal opinions
No time management tool
Set up is prone to extended breaks
Software being used does not extract
call data
Agents have to enter a lot of data manually
Phone is not linked to software
being used
List of leads not filtered
Prescribed handling time
not followed
Software does not track handling
time
Unreliable data on calls
Self-reported data from agents
No prescribed number of rings
before moving on to next call Factors contributing to telesales
process inefficiency

15. DATA FOR PARETO CHART
Causes
Time spent in hours
per agent per day
Cumulative time (hours) Cumulative %
Documentation process 2.27 2.27 41%
Non-productive hours 1.5 3.77 69%
Manual selection of leads 0.9 4.67 85%
Unfiltered leads 0.61 5.28 97%
Manual dialing 0.19 5.47 100%
TOTAL 5.47

16. 0%
20%
40%
60%
80%
100%
0
0.5
1
1.5
2
2.5
Documentation
process
Non-productive
hours
Manual selection of
leads
Unfiltered leads Manual dialing
Time spent in hours
Cumulative %
PARETO CHARTFactors contributing to telesales process inefficiency
Hours

17. Business Process
Improvement
To determine which discipline would be appropriate, we looked at the existing process
(Reference: Team South Sample Process Flow.doc) and summarized it into the 5 core steps in the
next slide. We agreed that no major process change was necessary yet, just improvements to
eliminate waste.

18. What needs to be improved?
Agent selects
potential
client
Agent makes
call
Agent makes
presentation
Agent ends
call
Agent
documents
call
Wasted time: cherry-
picking, manual selection
Wasted time: manual dialing;
unfiltered leads
Wasted time: manual
input; self-reporting
CURRENT TELESALES PROCESS

19. What improvements will we make?
Potential client is selected and
call is made automatically
Agent makes
presentation
Agent ends
call
Agent
documents
call
Use predictive dialer
Siebel-like
documentation*
AUTOMATEDTELESALES PROCESS
* Using drop-down feature with automatic notation

20. Comparison: Manual vs Predictive

21. Sample Interface of Predictive Dialer
Customer information
is readily available on the
dialer page.
Documentation is done on
the same page.
Interface is configured
with call dispositions.
This dialer shows the
number of call an agent
has dialed.

22. Time saved by automating process
Causes
Time spent in hours per agent
per day (current)
Time spent in hours per agent per day
(new system)
Documentation process 2.27 0.38
Non-productive hours 1.5 1.50
Manual selection of leads 0.9 0.00
Unfiltered Leads 0.61 0.13
Manual dialing 0.19 0.00
TOTAL 5.47 2.01
We shortened the telesales process for each agent by 3 hours per day.
Each agent gains an additional 3 hours per day for additional sales presentations.

23. Projected timeline
PHASE FEBRUARY 2016 MARCH 2016 APRIL 2016 MAY 2016 JUNE 2016 JULY 2016
1 Research & preparation,
Presentation of Proposal
2 Procurement
3 Development
4
User Acceptance
Testing
5 Launch to Production
6 Training
7
Full Migration
and Deployment

24. Next steps
Standardization
Metrics
AHT, No. of presentations,
closed sales
KPI/Scorecard
Training
Needs analysis,
training
Performance
management
Other
improvements
Improved efficiency
Increased productivity
• Once we’ve cleaned up the telesales process, we can then look into non-productive hours. We can
use data from the new software to address non-productive hours.
• We can also look at the other processes to see what can be improved to increase productivity.

25. Thank you!
JOMERSON BARRERA
ERIC JOHN COLIPANO
ALTHEA RICARDO
JEANETTE REABAD
NYREEN ROA