By embracing mobile instant messaging, insurance carriers can reduce operating costs and deliver more timely, satisfying and authentic customer experiences.
Adtelligence best practise use case guide for automated customer lifecycle ma...ADTELLIGENCE GmbH
The document provides guidance on leveraging customer data with AI across the customer lifecycle for payment and credit card issuers. It discusses challenges they face from changes in regulation and competition. It then outlines how data-driven customer lifecycle management using AI can increase engagement, transactions, cross-selling and retention. The document describes data sources issuers can utilize and provides examples of applying machine learning models at each stage of the customer lifecycle.
Future of conversational commerce july 2018 lr-compressedFuture Agenda
From Alexa and Siri to the use of chatbots as part of customer service, conversational commerce is already present for many in our everyday lives. This summary PPT examines what has enabled the recent rise, the state of play today, how might it evolve in the future and what the implications are for organisations.
Conversational Commerce Today
As part of work to support Mastercard’s thought leadership position on the Future of Conversational Commerce, unveiled at Money 2020 in June 2018, Future Agenda conducted desk research and a series of expert conversations to better understand the current state of play and to uncover emerging shifts of note.
The future of trusted conversational commerce will be shaped by three inter-related themes. These are:
1. Enhanced Customer Experience - As conversational commerce meets proof points of viability, feasibility and desirability
2. Being Human - As bots (and humans) become more informed, more natural and more helpful, powered by real-time AI and fuelled by organisation-wide accessible flows of data. NLP improvements add other ‘human’ psychological elements, e.g. hesitance.
3. Data’s Richness - As the economic imperative to identify and make best use of data – whether generated or procured from multiple sources - remains at the heart of ecommerce activities. With pervasive AI in place, it’s the data, not the engine that differentiates.
The document discusses the importance of customer centricity in the insurance industry. It notes that digital technologies have disrupted the industry by commoditizing offerings and shifting competition to customer loyalty. To build long-term relationships, insurers need to leverage digital technologies to create customer-centric experiences that educate and empower customers. Some key challenges for insurers include delivering consistent user experiences across channels, managing customer data, and providing omni-channel experiences. Adopting technologies like analytics, social media, and mobile can help insurers address these challenges and create value through improved customer service.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
ASUS Case Study_Digitizing Customer Services Lynn Chen
1) The document discusses using data from various sources like demographics, behavior, transactions, and social media to build customer profiles and gain insights into customers.
2) It describes two projects - customer acquisition through targeted marketing, and customer retention by identifying dissatisfied customers and changing their behaviors through retention programs.
3) The conclusions recommend building more precise marketing groups and evolving existing customer data and models into a 360-degree customer service system for higher level customer pattern recognition and prediction.
BLS White Paper - What can banks do to build a closer relationship with their...Business Logic Systems Ltd
The document discusses how banks can better engage customers in the digital era. It suggests that banks prioritize mobile experiences, enhance loyalty programs, build relationships with corporate partners through co-branded loyalty programs, gamify customer experiences through status levels and rewards, and deliver personalized offers to customers across digital channels based on transaction data insights. The document argues that these strategies can help banks strengthen customer relationships and increase engagement in the current challenging banking environment.
As the notion of Web-enabled self-service matures, organizations must be sensitive to customer expectations for relevant information and problem resolution across channels in order to optimize costs and deliver a consistent user experience.
Digitizing customer care through effective digital customer care (eCare) initiatives can significantly improve customer satisfaction while lowering costs for telecom companies.
McKinsey research found that telecom operators who employed successful eCare strategies saw a 20% reduction in call center volume within 8 months, lowering costs significantly while improving customer satisfaction scores. A survey also found that customers who resolved issues entirely through digital channels reported satisfaction levels 19 percentage points higher than those who used traditional channels.
Implementing eCare effectively requires understanding customer care journeys across channels in order to identify pain points causing customers to switch from digital to traditional channels prematurely. Telecom operators must also strengthen digital options and drive awareness of eCare capabilities in order to boost adoption
Adtelligence best practise use case guide for automated customer lifecycle ma...ADTELLIGENCE GmbH
The document provides guidance on leveraging customer data with AI across the customer lifecycle for payment and credit card issuers. It discusses challenges they face from changes in regulation and competition. It then outlines how data-driven customer lifecycle management using AI can increase engagement, transactions, cross-selling and retention. The document describes data sources issuers can utilize and provides examples of applying machine learning models at each stage of the customer lifecycle.
Future of conversational commerce july 2018 lr-compressedFuture Agenda
From Alexa and Siri to the use of chatbots as part of customer service, conversational commerce is already present for many in our everyday lives. This summary PPT examines what has enabled the recent rise, the state of play today, how might it evolve in the future and what the implications are for organisations.
Conversational Commerce Today
As part of work to support Mastercard’s thought leadership position on the Future of Conversational Commerce, unveiled at Money 2020 in June 2018, Future Agenda conducted desk research and a series of expert conversations to better understand the current state of play and to uncover emerging shifts of note.
The future of trusted conversational commerce will be shaped by three inter-related themes. These are:
1. Enhanced Customer Experience - As conversational commerce meets proof points of viability, feasibility and desirability
2. Being Human - As bots (and humans) become more informed, more natural and more helpful, powered by real-time AI and fuelled by organisation-wide accessible flows of data. NLP improvements add other ‘human’ psychological elements, e.g. hesitance.
3. Data’s Richness - As the economic imperative to identify and make best use of data – whether generated or procured from multiple sources - remains at the heart of ecommerce activities. With pervasive AI in place, it’s the data, not the engine that differentiates.
The document discusses the importance of customer centricity in the insurance industry. It notes that digital technologies have disrupted the industry by commoditizing offerings and shifting competition to customer loyalty. To build long-term relationships, insurers need to leverage digital technologies to create customer-centric experiences that educate and empower customers. Some key challenges for insurers include delivering consistent user experiences across channels, managing customer data, and providing omni-channel experiences. Adopting technologies like analytics, social media, and mobile can help insurers address these challenges and create value through improved customer service.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
ASUS Case Study_Digitizing Customer Services Lynn Chen
1) The document discusses using data from various sources like demographics, behavior, transactions, and social media to build customer profiles and gain insights into customers.
2) It describes two projects - customer acquisition through targeted marketing, and customer retention by identifying dissatisfied customers and changing their behaviors through retention programs.
3) The conclusions recommend building more precise marketing groups and evolving existing customer data and models into a 360-degree customer service system for higher level customer pattern recognition and prediction.
BLS White Paper - What can banks do to build a closer relationship with their...Business Logic Systems Ltd
The document discusses how banks can better engage customers in the digital era. It suggests that banks prioritize mobile experiences, enhance loyalty programs, build relationships with corporate partners through co-branded loyalty programs, gamify customer experiences through status levels and rewards, and deliver personalized offers to customers across digital channels based on transaction data insights. The document argues that these strategies can help banks strengthen customer relationships and increase engagement in the current challenging banking environment.
As the notion of Web-enabled self-service matures, organizations must be sensitive to customer expectations for relevant information and problem resolution across channels in order to optimize costs and deliver a consistent user experience.
Digitizing customer care through effective digital customer care (eCare) initiatives can significantly improve customer satisfaction while lowering costs for telecom companies.
McKinsey research found that telecom operators who employed successful eCare strategies saw a 20% reduction in call center volume within 8 months, lowering costs significantly while improving customer satisfaction scores. A survey also found that customers who resolved issues entirely through digital channels reported satisfaction levels 19 percentage points higher than those who used traditional channels.
Implementing eCare effectively requires understanding customer care journeys across channels in order to identify pain points causing customers to switch from digital to traditional channels prematurely. Telecom operators must also strengthen digital options and drive awareness of eCare capabilities in order to boost adoption
This document discusses how banks can improve customer experience through digital technologies and data analytics. It interviews Bernadette Nixon, chief revenue officer at SDL, a company that provides customer experience management solutions. Nixon explains that banks must focus on customers' entire journey across channels to strengthen relationships. SDL has helped many global banks like ABN AMRO and BBVA optimize digital banking and customer interactions through content management, analytics, and translation services. The key is for banks to use customer data to deliver personalized experiences that increase loyalty and drive revenue.
The Customer Experience: The Holly Grail of Competitive AdvantageDan Polito
Providing a great customer experience has emerged as the holy grail of competitive advantage, as traditional sources such as price or product differentiation become less sustainable. In an age of accelerated information flows, traditional sources of differentiation such as price and product differentiation erode rapidly, leaving customer service as the last sustainable source of competitive advantage. This challenges customer-facing departments to step up their game.
Emotional AI for meaningful conversations with customersOmar Fogliadini
How to use AI to anticipate, advise and improve experiences
and ultimately increase ROI.
In this paper, we’ll discuss the risk of missing the opportunity to use digital technologies to learn about consumers’ preferences and habits. We’ll show how leveraging contextual data and real-time analytics using artificial intelligence (AI) and Machine Learning (ML) can reduce marketing cost, attract hyper-targeted customers and create engaging consumer experience.
Customers expect a personalized shopping experience. That’s one of the best ways to increase engagement and sales. People should be encouraged to create a customer profile on websites or mobile applications to monitor their habits and give them special
offers based on their browsing pattern or previous purchases.
Personalization tactics make it easier to upsell and cross-sell to customers. Ultimately, this means selling more money without spending much. It is actually cheaper to target current customers than it is to acquire new ones.
INTELLIGENCE FROM CUSTOMER INTERACTIONS
LIFEdata learns user’s habits and preferences as they happen and delivers offers or experiences when they are needed using real-time knowledge.
It reacts to what users do throughout the day to increase engagement based on a combination of individual’s biological, behavioral and psychological data, to enable individualized interaction and real time-engagement. LIFEdata personal assistant detects the change in the user’s context and make recommendations for the new context.
LIFEData.AI’s personalized, automated conversation experiences deliver the right conversation at the right time based on the user’s profile, enabling businesses to manage resources and scale.
Learn more at http://lifedata.ai/ai-solutions/mobile-engagement/
This document summarizes research from a survey of over 7,000 consumers and business buyers about their expectations as connected customers. Some key findings include:
1) Customers now expect companies to quickly innovate and provide personalized, immediate interactions through mobile and online channels, otherwise they will switch to competitors.
2) The constant connectivity enabled by smartphones has created an expectation among customers, especially millennials, of immediacy in interactions and responses from companies in real-time.
3) While customers value technology, they still want human connections and to be treated as individuals rather than just numbers or anonymous users.
4) Customers are willing to share some personal data to receive tailored recommendations and offers from trusted
1) Banks currently use an iterative onboarding process that requires customers to provide extensive personal information upfront. This model is failing with digital natives who expect transparency and minimal effort.
2) To successfully attract and retain millennial customers, banks need to reinvent their business model, revenue model, customer engagement model, and delivery model. They must mine customer data from a wide range of digital sources to develop personalized solutions.
3) Banks should focus on becoming trusted aggregators of financial opportunities and value for customers rather than managers of their money. Winning the "game of information" will determine which institutions can successfully serve customers in the future.
Internet, wireless technologies build bridge to customer engagementDawn Kehr
Discusses trends in the finance and insurance industries of using mobile and wireless technologies to invest in customer relationships and increase engagement.
U.S. Retail Banking: Prescriptions for Channel Integration and BeyondCognizant
To achieve the dual goals of satisfying tech-savvy customers and boosting the bottom line, banks must first lay the foundation for integrated channels and fulfillment processes. Here is how they can embark on this two-laned path.
La estrategia Tech&Touch utiliza una persona (touch) para usar un servicio financiero digital en
una comunidad. A continuación algunas de las principales motivaciones:
Go digital or die. Are Middle East insurers ready?Olivier Bauchart
How quickly would they go in adopting the right digital/business transformation? How far would they go? What would the enablers be? What would the benefits be in doing so…but why would they embark on this journey in the first place? How would an aggregator manage to attract global brands to enrich their panels and increase their conversion rate?
As far as eCommerce, Online Insurance and Aggregators are concerned, let’s structure this outlook in 3 sections spanning Market Reality, Digital Transformation and Business Transformation.
Today’s evolving digital capabilities can help financial services companies achieve greater customer-centricity & community authenticity by breaking some of the key compromises the industry has had cope with its legacy.
In the past, the form, frequency, and caliber of companies’ interactions with customers have been governed to a great extent by operational limitations and/or intermediaries in the value chain such as Agents, Brokers in the Insurance realm.
Winning the customer experience revolutionCatalyst
Good customer experiences retain customers and improve loyalty ... Here's how to get ahead of the CX revolution and create outstanding customer experiences that yield positive ROI.
Digital intervention is a reality in today’s banking business and banks need to adapt and respond to this change to stay ahead of competition. The digital foreground has presented banks with a huge opportunity to attract new customers, lower costs, develop new propositions and business models, as also explore customer value to its maximum. To create a digital environment is now a priority for all banks and they need to undergo considerable investment for complete transformation.
The CII-PwC report titled, Banks taking a quantum leap through digital, released at CII National BANKing TECH Summit by Mr H R Khan Dy Governor RBI, Mr A P Hota MD& CEO National Payments Corporation of India and M S RaghavanChairman & MD, IDBI Bank.
Customers Are Channel Neutral: The truth about multi-channel marketingDavid Harkins
Originally written in 2003 as a prediction for what would come to be known as "Omni-Channel marketing."
______
From 2003:
The term "multi-channel marketing" refers to the process of building a customer relationship across two or more marketing or sales channels.The channels are those that are interactive,such as face-to-face,telephone,email,Internet,or perhaps direct mail.These channels provide an organization the opportunity to develop and maintain the brand promise as the customer engages the organization at each point of contact.
This document discusses mobile banking solutions from Warply. It provides an overview of Warply's engage platform, which offers CRM, analytics, audience targeting, campaign management, and beacon capabilities. It also describes Warply's HCE wallet and tokenization services that enable mobile payments without secure elements, as well as a bank-wide loyalty and benefits application.
How Banks Can Use Social Media Analytics To Drive Business AdvantageCognizant
Strategic use of social media can dramatically impact not only how banks market their products and services, but also how they conduct risk management, product and service design, business forecasting, competitive analysis and customer education.
Emotional AI for meaningful conversations with customers - ChatbotOmar Fogliadini
How to use AI to anticipate, advise and improve experiences
and ultimately increase ROI.
In this paper, we’ll discuss the risk of missing the opportunity to use digital technologies to learn about consumers’ preferences and habits. We’ll show how leveraging contextual data and real-time analytics using artificial intelligence (AI) and Machine Learning (ML) can reduce marketing cost, attract hyper-targeted customers and create engaging consumer experience.
Customers expect a personalized shopping experience. That’s one of the best ways to increase engagement and sales. People should be encouraged to create a customer profile on websites or mobile applications to monitor their habits and give them special
offers based on their browsing pattern or previous purchases.
Personalization tactics make it easier to upsell and cross-sell to customers. Ultimately, this means selling more money without spending much. It is actually cheaper to target current customers than it is to acquire new ones.
INTELLIGENCE FROM CUSTOMER INTERACTIONS
LIFEdata learns user’s habits and preferences as they happen and delivers offers or experiences when they are needed using real-time knowledge.
It reacts to what users do throughout the day to increase engagement based on a combination of individual’s biological, behavioral and psychological data, to enable individualized interaction and real time-engagement. LIFEdata personal assistant detects the change in the user’s context and make recommendations for the new context.
LIFEData.AI’s personalized, automated conversation experiences deliver the right conversation at the right time based on the user’s profile, enabling businesses to manage resources and scale.
Learn more at http://lifedata.ai/ai-solutions/mobile-engagement/
Chatbots In Insurance : Your Friendly Virtual AgentsTarang Rai
Chatbots have a way of engaging customers in a friendly way. They can be used to position relevant insurance products as a part of their ongoing conversation. Since chatbots can potentially reach an unlimited number of customers in one go, this means of communication slash the marketing costs for insurance companies.
Facebook Credits are dead – long live Local Currency Payments! Learn how-to use Facebook’s new Micropayment solution to charge users in your Facebook Apps or on your WordPress-Blog!
Michael Kameitner, November 6th, 2013 - AllFacebook DevCon Berlin
This document discusses how banks can improve customer experience through digital technologies and data analytics. It interviews Bernadette Nixon, chief revenue officer at SDL, a company that provides customer experience management solutions. Nixon explains that banks must focus on customers' entire journey across channels to strengthen relationships. SDL has helped many global banks like ABN AMRO and BBVA optimize digital banking and customer interactions through content management, analytics, and translation services. The key is for banks to use customer data to deliver personalized experiences that increase loyalty and drive revenue.
The Customer Experience: The Holly Grail of Competitive AdvantageDan Polito
Providing a great customer experience has emerged as the holy grail of competitive advantage, as traditional sources such as price or product differentiation become less sustainable. In an age of accelerated information flows, traditional sources of differentiation such as price and product differentiation erode rapidly, leaving customer service as the last sustainable source of competitive advantage. This challenges customer-facing departments to step up their game.
Emotional AI for meaningful conversations with customersOmar Fogliadini
How to use AI to anticipate, advise and improve experiences
and ultimately increase ROI.
In this paper, we’ll discuss the risk of missing the opportunity to use digital technologies to learn about consumers’ preferences and habits. We’ll show how leveraging contextual data and real-time analytics using artificial intelligence (AI) and Machine Learning (ML) can reduce marketing cost, attract hyper-targeted customers and create engaging consumer experience.
Customers expect a personalized shopping experience. That’s one of the best ways to increase engagement and sales. People should be encouraged to create a customer profile on websites or mobile applications to monitor their habits and give them special
offers based on their browsing pattern or previous purchases.
Personalization tactics make it easier to upsell and cross-sell to customers. Ultimately, this means selling more money without spending much. It is actually cheaper to target current customers than it is to acquire new ones.
INTELLIGENCE FROM CUSTOMER INTERACTIONS
LIFEdata learns user’s habits and preferences as they happen and delivers offers or experiences when they are needed using real-time knowledge.
It reacts to what users do throughout the day to increase engagement based on a combination of individual’s biological, behavioral and psychological data, to enable individualized interaction and real time-engagement. LIFEdata personal assistant detects the change in the user’s context and make recommendations for the new context.
LIFEData.AI’s personalized, automated conversation experiences deliver the right conversation at the right time based on the user’s profile, enabling businesses to manage resources and scale.
Learn more at http://lifedata.ai/ai-solutions/mobile-engagement/
This document summarizes research from a survey of over 7,000 consumers and business buyers about their expectations as connected customers. Some key findings include:
1) Customers now expect companies to quickly innovate and provide personalized, immediate interactions through mobile and online channels, otherwise they will switch to competitors.
2) The constant connectivity enabled by smartphones has created an expectation among customers, especially millennials, of immediacy in interactions and responses from companies in real-time.
3) While customers value technology, they still want human connections and to be treated as individuals rather than just numbers or anonymous users.
4) Customers are willing to share some personal data to receive tailored recommendations and offers from trusted
1) Banks currently use an iterative onboarding process that requires customers to provide extensive personal information upfront. This model is failing with digital natives who expect transparency and minimal effort.
2) To successfully attract and retain millennial customers, banks need to reinvent their business model, revenue model, customer engagement model, and delivery model. They must mine customer data from a wide range of digital sources to develop personalized solutions.
3) Banks should focus on becoming trusted aggregators of financial opportunities and value for customers rather than managers of their money. Winning the "game of information" will determine which institutions can successfully serve customers in the future.
Internet, wireless technologies build bridge to customer engagementDawn Kehr
Discusses trends in the finance and insurance industries of using mobile and wireless technologies to invest in customer relationships and increase engagement.
U.S. Retail Banking: Prescriptions for Channel Integration and BeyondCognizant
To achieve the dual goals of satisfying tech-savvy customers and boosting the bottom line, banks must first lay the foundation for integrated channels and fulfillment processes. Here is how they can embark on this two-laned path.
La estrategia Tech&Touch utiliza una persona (touch) para usar un servicio financiero digital en
una comunidad. A continuación algunas de las principales motivaciones:
Go digital or die. Are Middle East insurers ready?Olivier Bauchart
How quickly would they go in adopting the right digital/business transformation? How far would they go? What would the enablers be? What would the benefits be in doing so…but why would they embark on this journey in the first place? How would an aggregator manage to attract global brands to enrich their panels and increase their conversion rate?
As far as eCommerce, Online Insurance and Aggregators are concerned, let’s structure this outlook in 3 sections spanning Market Reality, Digital Transformation and Business Transformation.
Today’s evolving digital capabilities can help financial services companies achieve greater customer-centricity & community authenticity by breaking some of the key compromises the industry has had cope with its legacy.
In the past, the form, frequency, and caliber of companies’ interactions with customers have been governed to a great extent by operational limitations and/or intermediaries in the value chain such as Agents, Brokers in the Insurance realm.
Winning the customer experience revolutionCatalyst
Good customer experiences retain customers and improve loyalty ... Here's how to get ahead of the CX revolution and create outstanding customer experiences that yield positive ROI.
Digital intervention is a reality in today’s banking business and banks need to adapt and respond to this change to stay ahead of competition. The digital foreground has presented banks with a huge opportunity to attract new customers, lower costs, develop new propositions and business models, as also explore customer value to its maximum. To create a digital environment is now a priority for all banks and they need to undergo considerable investment for complete transformation.
The CII-PwC report titled, Banks taking a quantum leap through digital, released at CII National BANKing TECH Summit by Mr H R Khan Dy Governor RBI, Mr A P Hota MD& CEO National Payments Corporation of India and M S RaghavanChairman & MD, IDBI Bank.
Customers Are Channel Neutral: The truth about multi-channel marketingDavid Harkins
Originally written in 2003 as a prediction for what would come to be known as "Omni-Channel marketing."
______
From 2003:
The term "multi-channel marketing" refers to the process of building a customer relationship across two or more marketing or sales channels.The channels are those that are interactive,such as face-to-face,telephone,email,Internet,or perhaps direct mail.These channels provide an organization the opportunity to develop and maintain the brand promise as the customer engages the organization at each point of contact.
This document discusses mobile banking solutions from Warply. It provides an overview of Warply's engage platform, which offers CRM, analytics, audience targeting, campaign management, and beacon capabilities. It also describes Warply's HCE wallet and tokenization services that enable mobile payments without secure elements, as well as a bank-wide loyalty and benefits application.
How Banks Can Use Social Media Analytics To Drive Business AdvantageCognizant
Strategic use of social media can dramatically impact not only how banks market their products and services, but also how they conduct risk management, product and service design, business forecasting, competitive analysis and customer education.
Emotional AI for meaningful conversations with customers - ChatbotOmar Fogliadini
How to use AI to anticipate, advise and improve experiences
and ultimately increase ROI.
In this paper, we’ll discuss the risk of missing the opportunity to use digital technologies to learn about consumers’ preferences and habits. We’ll show how leveraging contextual data and real-time analytics using artificial intelligence (AI) and Machine Learning (ML) can reduce marketing cost, attract hyper-targeted customers and create engaging consumer experience.
Customers expect a personalized shopping experience. That’s one of the best ways to increase engagement and sales. People should be encouraged to create a customer profile on websites or mobile applications to monitor their habits and give them special
offers based on their browsing pattern or previous purchases.
Personalization tactics make it easier to upsell and cross-sell to customers. Ultimately, this means selling more money without spending much. It is actually cheaper to target current customers than it is to acquire new ones.
INTELLIGENCE FROM CUSTOMER INTERACTIONS
LIFEdata learns user’s habits and preferences as they happen and delivers offers or experiences when they are needed using real-time knowledge.
It reacts to what users do throughout the day to increase engagement based on a combination of individual’s biological, behavioral and psychological data, to enable individualized interaction and real time-engagement. LIFEdata personal assistant detects the change in the user’s context and make recommendations for the new context.
LIFEData.AI’s personalized, automated conversation experiences deliver the right conversation at the right time based on the user’s profile, enabling businesses to manage resources and scale.
Learn more at http://lifedata.ai/ai-solutions/mobile-engagement/
Chatbots In Insurance : Your Friendly Virtual AgentsTarang Rai
Chatbots have a way of engaging customers in a friendly way. They can be used to position relevant insurance products as a part of their ongoing conversation. Since chatbots can potentially reach an unlimited number of customers in one go, this means of communication slash the marketing costs for insurance companies.
Facebook Credits are dead – long live Local Currency Payments! Learn how-to use Facebook’s new Micropayment solution to charge users in your Facebook Apps or on your WordPress-Blog!
Michael Kameitner, November 6th, 2013 - AllFacebook DevCon Berlin
Facebook Timeline & Open Graph Platform Briefing 08/2012Die Socialisten
On their annual f8-event in September 2011, Facebook introduced the biggest change to the platform since News-Feed in 2006: Timeline & Open Graph
In this briefing we want to give you an overview on these game-changing features, especially focussing on the opportunities they represent for publishers, developers and brands.
- Durchführung eines Photo- und/oder Video-Contests
- 100% individuelles Design für ihre Brand!
- Integration im Tab einer Fan-Page und/oder stand-alone Microsite
- Mobile Web Support danke responsive Screendesign
- Fangate (optional, nur innerhalb einer Fan-Page / Desktop)
- Voting von Beiträgen (z.b. 7 Tage gleitender Voting-Zeitraum)
- Hosting der App + Bereitstellung SSL auf socialapps.at
- Encoding & Hosting von Videos
- Open Graph-Support (Veröffentlichen von “Votes” als Action zur Erhöhung der Reichweite im Newsfeed)
- Backend zum Export von Benutzern
- Konform mit Facebook Terms-of-Service
So you want to quit Facebook Marketing? (Babelcamp 2014)Die Socialisten
1. The document discusses reasons to quit and not to quit Facebook marketing. It addresses decreasing organic reach but provides ideas like hashtag campaigns and app notifications to increase reach.
2. Ineffective advertising is addressed by discussing problems with fake likes and poorly targeted promotions, and providing solutions like custom audiences and lookalike targeting.
3. While some say Facebook apps are dead, the document argues apps go beyond tabs and there are still opportunities in apps on websites, widgets, and mobile.
Hashtag Campaign Case Study: Rubbellos.at - #einlebenlangDie Socialisten
The Rubbellos community was challenged to post all their dreams & wishes they could realise with a life-long supply of lottery scratch tickets (the “Rubbellos”). Posts were published to Facebook, Twitter, Google+ or via email - all connected by the hashtag #einlebenlang (“a life long”). More than 20.000 posts were collected & displayed on the campaigns microsite!
27.marketing strategies financial servicesPankaj Soni
This document discusses strategies for marketing financial services and products. It recommends networking through industry events and organizations, publishing articles to demonstrate expertise, and participating in conferences to meet potential clients. It also stresses the importance of building trust through community involvement and delivering high quality customer service. New digital marketing tactics are gaining importance, and early adopters in India's financial industry have seen benefits from strategies like social media promotion and online content platforms.
This document discusses how insurers can use advanced analytics to optimize their distribution operations. It begins by noting that the insurance distribution landscape is evolving, with new channels like bancassurance emerging. This poses challenges for insurers to manage growing support costs while meeting demands of multichannel sales. The document advocates that insurers leverage analytics to gain insights from customer data and apply these insights to key business activities to enhance competitiveness and customer centricity. It also notes consumers now expect digital tools and personalized products/services from insurers.
Employing Analytics to Automate and Optimize Insurance DistributionCognizant
Today's insurers have the opportunity to employ advanced analytics to automate and optimize distribution, analyze and track customer patterns, enhance marketing campaigns, better manage agents and deliver more value to the business and its customers.
The document discusses the challenges facing the insurance industry in today's competitive environment. It notes that companies struggle to differentiate themselves and create value for customers given the brief transactional nature of insurance relationships. Key customer touchpoints that represent advantages are identified as the point of sale, claims handling, and policy renewal. The document then discusses how identifying important touchpoints requires collaboration across different parts of a company. It concludes that billing represents the most visible and frequently interacted with touchpoint, connecting businesses to customers with every payment.
Input 1 has been providing insurance billing services for decades. We can quickly implement a billing component for your insurance offering and bring important internet-based technology to your product; all while improving performance, efficiency, and overall customer satisfaction.
Input 1’s outsourcing platform expertly produces and delivers on major opportunities for interaction, such as invoices, reminders, emails, and mobile management. We specialize in crafting these touchpoints to successfully cross-market your products and services, build brand awareness, and align your product offerings with your customer’s needs. We provide a highly competitive edge by dramatically increasing the impact and frequency of these valuable interactions, which:
• Initiate important ongoing conversations with your customer
• Successfully predict your customer’s needs
• Align your brand with your customer’s goals
• Connect you to their personal lives
• Demonstrate unwavering dependability
The FACT is: your current touchpoints should be differentiating you from competitors by building product knowledge and increasing brand loyalty. If they’re not, you’re losing business. //
Multi Channel Distribution in Insurance - WhitepaperNIIT Technologies
This whitepaper explores the need to develop an effective multi-channel distribution strategy that meets customer demands and delivers differentiating customer experience. Apart from the conventional ways of marketing an insurance policy, which include brokers, agents, kiosks, work site marketing and direct marketing, insurance companies now explore new avenues of innovative and attractive range of distribution techniques that can be exploited to their advantage.
The Growth Imperative: How Communications Service Providers Can Get their Moj...Cognizant
To thrive in new market realities, communications service providers must embrace human-centric customer service, enter adjacent verticals and monetize their data.
How Insurers Can Leverage Social and Messaging Apps to Enhance Digital ValueCognizant
Insurance carriers looking to bolster their digital ROI and reach their clientele of millennials most effectively must look beyond mobile apps and online portals, into social and messaging apps. We offer a roadmap and use cases for enhancing insurers' digital presence.
2014 Digital-Inspired Trends in the Financial Services Industry: Banks, Card ...Carmelon Digital Marketing
Digital trends in the financial services industry are driving changes in how consumers access and use financial services. Consumers are increasingly using online and mobile channels, adopting a multi-channel approach. This has led financial institutions to focus on digital innovation, personalization, convenience, and self-service options. Emerging technologies like mobile payments and digital wallets are also transforming how consumers pay for goods and services. Peer-to-peer lending and crowdfunding are becoming alternatives to traditional lending models. Social media is also playing a larger role through features like social investing and group payments.
Insurers face significant disruption from digital technologies and need to accelerate their digital transformations. They must embrace an omnichannel approach to provide seamless customer experiences across online and offline channels. Insurers also need to reshape core operations and underwriting through advanced analytics, improved data usage, and digital innovations like telematics. To succeed, insurers must upgrade legacy IT systems, rethink their business models, and defend their markets by focusing on efficiency, data, and customer engagement through digital solutions. The pace of digital change requires insurers to proceed strategically in phases to integrate digital and physical operations.
Traviata CRM for Insurance Carriers - brochureRealDolmenCRM
Over the past decade customers’ behavior and their expectations have drastically changed. Insurance customers are becoming harder to attract and retain. Sales costs are high because of the lack of integration between agent and carrier systems, resulting in fragmented views of customer households and consumers’ changing needs. Insurance carriers have to adapt their service offering and strategy to approach those new types of customers more rapidly in a sector where competition has become sharper than ever.
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Etude PwC "Insurance 2020" : dommage et digital (2014)PwC France
http://bit.ly/AssuranceEnLigne
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WhatsApp Insurance? Shouldn't WeChat?
1. WhatsApp Insurance? Shouldn’t WeChat?
By embracing mobile instant messaging, insurance carriers can
reduce operating costs and deliver more timely, satisfying and
authentic customer experiences.
• Cognizant 20-20 Insights
Executive Summary
WhatsApp, WeChat, Facebook Messenger and
similar instant messaging apps are no longer
exclusively intended for exchanging trivial text
messages, sending ubiquitous selfies or finding
your friend’s house. Rather, each messaging app
is much more than the sum of those parts. Used
effectively, these messengers can be the tools
of new-age distribution, digital marketing, after-
sales service and customer support.
In fact, what was first recognized by entrepre-
neurs as an inexpensive way for businesses to
stay connected with their customers has become
a medium of choice for many big players, cutting
across industries. For instance, Bank Kassa Nova
in Kazakhstan has partnered with WhatsApp to
send alerts; Marriott and TripAdvisor are working
with WeChat in China to provide travelers with
innovative search capabilities, as well as channels
dedicated to HR and job opportunities; companies
such as Armani and Cartier are advertising their
products through messaging apps; and vehicular
traffic management is being aided by WhatsApp
in India.
Meanwhile, these messengers have the poten-
tial to reshape the insurance industry. This white
paper examines the features of mobile messag-
ing apps and how they can be used to significant
advantage across the mainstream insurance
industry.
The Rise of Mobile Messengers
The increased popularity of messaging apps is
made clear by the following statistics:
• By the end of 2016, nearly 2.2 billion people will
own and use smartphones.1
• There are currently nearly 7.0 billion mobile
subscriptions worldwide.2
• WhatsApp, the most widely used messenger on
the market, counts 800 million monthly active
users. WeChat claims 549 million monthly
active users, and Facebook Messenger claims
600 million.3, 4, 5
• Mobile payment transaction values are
expected to reach $721.4 billion by the end of
2017.6
The phenomenal growth of mobile instant mes-
sengers can be attributed to the following factors:
• The exceptional penetration of smartphones,
emergence of high-speed 3G and 4G Internet
and lower data costs.7
• The ability to increase personalization through
direct interaction and tailored customer com-
munications.
• The ability to efficiently address ad hoc/person-
alized customer service demands.
• Exceedingly low cost, regardless of the scale
and frequency of messages, and relative
cognizant 20-20 insights | december 2015
2. cognizant 20-20 insights 2
freedom from regulatory restrictions. This has
enabled businesses to use these messengers
for:
>> Organizational announcements.
>> Product and process education.
>> Marketing and promotion.
>> Sales and distribution.
>> After-sales service and customer operations.
>> Proactive and reactive customer service.
>> Customer engagement and awareness.
For example, companies in the following industries
have used messaging apps for communications:
• In banking, financial services and insurance,
companies are using messengers for alerts
and reminders, marketing outreach and client
engagement. Examples include three Kazakh
banks — Kazkom, Bank Kassa Nova and Kaspi
Bank — that are using WhatsApp to manage
client engagement.8
• In media and entertainment, businesses such
as BuzzFeed in China are using WeChat for
content dissemination.9
• In retail, brands are using messengers for
promotions, sales, after-sales service and
engagement with high-net worth investors,
including Harrods, Diesel, Cartier, etc.10
• In hospitality, organizations are engaging with
customers via messengers, including TripAdvi-
sor and Marriott in China through WeChat.11
• In shipping and logistics, businesses are using
messengers for shipment tracking, including
SF Express in China.12
Why Insurers Should Embrace Mobile
Messaging
Instant mobile messengers can help insurers
open a new channel of communication, reduce
operational costs and turnaround time, and
discover new touchpoints to improve their mar-
keting, sales and service. In this way, messengers
can help insurers overcome challenges that have
developed in the last few years, particularly in the
following areas:
• The need to educate and engage with
customers and prospects. One reason for
low or inadequate insurance adoption in both
mature and emerging geographies is a lack of
financial education, which prevents individu-
als from buying the right amount of insurance
coverage or to save for retirement. Adding to
this is the challenge of effectively engaging
with customers and prospects through
meaningful content. Consequently, insurers
continuously seek ways to educate and engage
with customers that enable both easy dissemi-
nation of content, as well as effortless con-
sumption by the target audience.
• Ineffective distribution channels. With the
emergence of new distribution channels,
insurers continuously struggle to:
>> Take stock of their current distribution mix
and assess the pain points against the pa-
rameters of adaptability and popularity.
>> Introduce new distribution channels to com-
pete with rapid technology advances and
process modernization.
>> Create a cost-effective, efficient, widely net-
worked distribution mix that is optimal for
both the sales force and customers.
These issues could be resolved by adopting mobile
messengers as an instrument of distribution. For
one thing, the wide reach of mobile messengers
will ensure the distribution channel serves the
majority of people in any geography, as most
mobile messengers work on both smartphones,
which are rapidly proliferating in developed and
emerging economies, and traditional feature
phones.
Additionally, the low-cost, non-intrusive nature
of instant messaging not only optimizes costs for
insurers, but it also empowers customers. With
WeChat’s API, for example, businesses can build
apps that run on its instant messaging platform,
allowing them to customize functions according
to their needs and perform specialized transac-
tions, such as payment, image verification, etc.
Insurers could also introduce features such as
push notification with the help of stickers, icons
and one-touch payment (as has already been
introduced by Snapchat). Some of the most easi-
ly-used stickers and icons include:
• For customers:
>> Contact me.
>> Pay premium.
>> Send premium receipt.
>> Change my address.
>> Change my phone number.
3. cognizant 20-20 insights 3
• For agents:
>> Let’s talk/meet.
>> Please pay premium.
>> Your service request has been completed.
Lastly, mobile messengers can help insurers meet
growing consumer demand for better, more per-
sonalized service. Thanks to their experience in
the digital world, consumers of insurance and
financial services are increasingly attracted to
providers that offer not only the best prices and
products but also the most convenient, custom-
ized and satisfying experience. With the advent of
digital communication channels, customers now
have numerous avenues of contact and support;
however, most of these still involve the need to
manually record complaints or fill out surveys.
Further, because the data that is generated is
often unstructured, insurers cannot mine it effec-
tively for actionable insights.
Mobile messengers, on the other hand, can
be used by insurers as a very effective tool of
personal, structured customer support. The inher-
ent non-voice, concise and synchronous nature
of communication can help
insurers swiftly and effec-
tively address and redress
queries and complaints.
Representative Use
Cases
One of the many advantag-
es of mobile messengers
is their ability to extend
across almost all links of
the insurance value chain.
Their fast-evolving features, combined with
available functionalities such as video-calling,
location-sharing, file transfers and offline chat-
ting, increase their potential for becoming key
tools for customers, insurance agents and finan-
cial advisors.
Figure 1 highlights a few areas in which mobile
messengers could benefit customers, prospects
and agents.
#
2
The inherent non-
voice, concise and
synchronous nature of
mobile messengers
can help insurers
swiftly and effectively
address and redress
queries and complaints.
• Claims notification
• Claims status and alerts
• Emergency assistance
• Repair shop locator
• Just-in-time assistance
Marketing, Sales &
Distribution
Claims &
Maturity
Agency
Management
Quote, New Business,
Underwriting
Policy
Services
Billing, Inquiry &
Reporting
• Locate intermediary/
broker
• Quick quote request
• Policy data capture
• Appraisals and risk
capture
• Document/policy
page management
• Status inquiry
• Inquiry, alerts and notifications
• Renewals
• Account, fund and risk management
• Policy endorsements
• Download cards
• Just-in-time information
• Bill presentment & notifications
• Billing inquiry
• Payments and payment status
• Receipt download• Company, product
and contact info
• Forms and brochure
downloads
• Product and service
inquiries
• Branch locator
Mobile Messaging’s Sweet Spots
Figure 1
4. Product Announcements and Marketing
• Challenge: Insurers spend a lot of money, time
and effort annually on product announce-
ments and marketing. Traditional methods and
channels, such as TV and radio, have not been
overly effective for carriers seeking to be heard
above the noise. (For more insight, read our
white paper “Marketing Analytics a Smarter
Way for Auto and Home Insurers to Gain
Competitive Advantage.”13
) With the advent of
mobile telephony and SMS, and the meteoric
rise of social media, the Internet is now a highly
effective and inexpensive way to get messages
out regarding product marketing innovations,
while making the entire exercise more fun and
interactive. However, digital media also comes
with a host of limitations, including:
>> Capturing and holding the attention of pros-
pects and customers on disparate digital and
social platforms.
>> Developing meaningful, reusable KPIs and
measuring them.
>> Identifying the level of participation and in-
terest of the target population.
>> Collecting and measuring feedback for cam-
paigns.
• How messengers can be used: New-age mobile
messengers are a perfect fit in these scenarios,
as product announcements and marketing can
be handled by insurers in the following ways:
>> Pushing engaging media (such as promo-
tional videos, product posters and fliers) to
incite interest.
>> Creating awareness or gathering feedback
via surveys and short questionnaires rel-
evant to individual product lines.
>> Organizing games and contests using the
various features of messengers; for example,
users can submit short video or audio clips
based on a particular theme, or location-
based games can be designed.
• Gaps that can be filled:
>> Because messengers are ubiquitous, there is
no need to attract traffic to these platforms.
>> The personal nature of mobile messengers
makes consuming audio or visual content
more compelling. As noted above, the cap-
tive nature of messengers will further en-
courage engagement, interaction and feed-
back because users don’t need to dedicate
time to switching between media.
Claims Handling
• Challenge: Claims management has frequently
been cited as one of the most troublesome
processes for insurers. Common issues include:
>> Customers dread the claims initiation pro-
cess, which involves filling out numerous
documents on Web portals or apps. Claims
tracking is another area filled with prolonged
follow-ups and communication between the
customer and insurer.
>> Claims surveys, adjudication and processing
involve manual effort, complex workflows
and cross-departmental involvement, result-
ing in high turnaround time.
>> The lack of easily accessible information
on emergency services prevents customers
from getting the help they need in certain
scenarios.
• How messengers can be used:
>> Easier claims initiation via instantaneous
document upload and filling out of forms.
Claims status tracking and further commu-
nication between the insurer and customer
can be mediated by mobile messengers that
upload and download claims documents
(such as forms and photographs) and enable
group calls between the adjudicator, survey-
or and customer, etc.
>> Relaying findings by claims surveyors and
adjudicators (especially in the form of pho-
tos and videos) from the website or app,
which will help compress turnaround time.
>> Customer requests for roadside emergency
assistance and search for nearby service
branches or cooperative repair shops. Using
GPS positioning, function location coordi-
nates can be generated and shared through
instant messengers to help locate the cus-
tomer automatically.
• Gaps that can be filled:
>> The adjustor receives all required and vali-
dated information on one claim form imme-
diately after entry, reducing claim errors and
delays.
>> The adjustor makes best use of available
time and resources to improve claims pro-
cessing efficiency and client experience.
>> Immediate availability of photos and loss/
damage estimates reduces the possibility of
misinformation or fraud.
cognizant 20-20 insights 4
5. cognizant 20-20 insights 5
>> The loss payout department gets immediate
cashflow impact information for treasury or
cash pool management.
>> Turnaround time on claims can be reduced,
leading to improved customer satisfaction.
Asia Insurers Embrace
Instant Messaging
Insurers throughout Asia and elsewhere are
adopting mobile messengers for various applica-
tions, including the following examples:
• Jubilee Insurance in Kenya recently launched
dedicated lines for WhatsApp use for customer
communications.14
• China Pacific Insurance launched a WeChat
service platform for both sales and customer
service functions, and is the first insurer to
allow payments through WeChat’s payment
service.15
• Ping An Auto Insurance in China provides claim
assessment functionality on WeChat.16
• CPIC Life in China launched a travel insurance
product on the WeChat platform.17
• Sunshine Insurance Company in China offers
a crowdfunding insurance service called Love
Upgrading on WeChat.18
• Wing Lung Bank in China launched a travel
insurance product on WeChat.19
• Beijing-based Taikang Life Insurance provides
a health insurance product on WeChat.20
Instant Messaging’s Insurance Benefits
across the Value Chain
Insurers that adopt instant messaging will realize
benefits throughout the ecosystem, including the
following areas:
• Prospect/Customer:
>> Synchronicity and 24x7 access to informa-
tion and service.
>> Quick, alternative channel of communica-
tion and transaction.
• Agent:
>> Up-to-date customer and sales support in-
formation, providing a better overview of
the customer’s needs and enhancing cross-
and upselling.
>> The ability to submit applications for
straight-through processing and obtain real-
time quotes, which improves productivity by
reducing administration time.
>> Improved collaboration with managers,
underwriters, risk managers and analysts.
• Insurer:
>> Improved engagement with customers, par-
ticularly the digitally savvy Generation Y
demographic, which prefers non-intrusive
methods of communication.
>> Substantial cost and time savings due to
self-service options reducing turnaround
time and requiring less support staff.
>> Ability to drive customer awareness and re-
sponse.
>> Customer empowerment through self-
service, resulting in higher satisfaction and a
superior customer experience.
Looming Challenges
Because mobile messengers are still emerging
in the insurance industry, insurers can expect to
encounter roadblocks, particularly the following:
• Integration challenges. Integrating operations
and channels is one of the most important
challenges to overcome. Proper scoping,
assessment, prioritization and change
management exercises should be undertaken
to ensure successful adoption.
• Regulatory restrictions. Because of recent
high-profile data leaks, as well as the industry’s
inherent need to comply with cross-border
regulations, instant messaging will likely invite
scrutiny from regulators that cover certain
transactions — such as the exchange of policy
and personal details, as well as access to con-
fidential and critical documents over unen-
crypted channels — as a source of unacceptable
business risk.
• User adoption. With the plethora of sales,
service and marketing channels already
available to insurers, it is unknown whether
instant messengers will drive additional
customer and prospect traffic. Similarly,
because this is a direct channel with no
incentives for sales personnel, salesforce
adoption may also be a challenge.
The success of messengers as an effective and
efficient technology across the insurance value
chain will depend on whether these challenges are
overcome. While resolving data security issues is
as much a technology and process challenge as a
regulatory concern, marketing, product engineer-
ing and distribution challenges — in our view — are
just as important.
6. cognizant 20-20 insights 6
The Last Word
On a global scale, the insurance industry is buffeted
by a variety of business and technology forces,
making it ripe for instant messaging adoption.
• For life and retirement, this new channel
helps meet the challenges that cause under-
and non-insurance, including a lack of financial
understanding and product complexity.
• Demand for instantaneous, 24x7, hassle-
free customer service can be satisfied by
these “always-on” applications.
• Increased technology adoption by consumers
across all demographics, and the gradual shift
toward paperless, virtual experiences, paves
the way for the adoption of IM channels.
With the steady rise in importance and use of
mobile messengers, insurers of all sizes, geog-
raphies and lines of business will need to adopt
messengers as a prominent channel for sales,
service, education and engagement. We recom-
mend carriers consider the following steps to
ensure successful implementation and adoption.
• Analyze the current digital strategy to
understand channel usage by different
customer segments to decide which services
need to be provided by messengers.
• Assess available messengers, paying attention
to the best choice for hosting apps on the
messenger (e.g., Facebook Messenger) or
extending current services to a new channel.
• Set up security protocols to meet data security
and other compliance needs.
• Implement an organizational change
management strategy, with attention to inte-
grating the new channel with current front-
and back-office processes.
• Establish KPIs to measure IM channel usage
and gradually course-correct when needed.
Footnotes
1
“2 Billion Consumers Worldwide to Get Smart(phones) by 2016,” eMarketer, Dec. 11, 2014, http://www.
emarketer.com/Article/2-Billion-Consumers-Worldwide-Smartphones-by-2016/1011694.
2
“The Mobile Money Landscape: Market Statistics And Expert Views,” Monitise, Vol. 1, 2014, http://www.
monitise.com/what-we-think/2014/06/25/important-mobile-engagement-2014/.
3
“Number of Monthly Active WhatsApp Users Worldwide, April 2013 to September 2015,” Statista, http://
www.statista.com/statistics/260819/number-of-monthly-active-whatsapp-users/.
4
“Number of Monthly Active WeChat Users, Second-Quarter 2010 to Third-Quarter 2015,” Statista, http://
www.statista.com/statistics/255778/number-of-active-wechat-messenger-accounts/.
5
“Number of Monthly Active Facebook Messenger Users, April 2014 to June 2015,” Statista, http://www.
statista.com/statistics/417295/facebook-messenger-monthly-active-users/.
6
“Global Mobile Payment Transaction Volume, 2010 to 2017,” Statista, http://www.statista.com/
statistics/226530/mobile-payment-transaction-volume-forecast/.
7
Tony Danova, “Top Smartphone Trends in Major Mobile Markets around the World,” Business Insider,
March 10, 2015, http://www.businessinsider.in/The-top-smartphone-trends-in-major-mobile-markets-
around-the-world/articleshow/46521853.cms.
8
Mini Swamy, “What Is Up with Kazakhstan Bank Customer Engagement? WhatsApp Is Up,” Interactive
Intelligence, May 30, 2014, http://callcenterinfo.tmcnet.com/Analysis/articles/380016-what-up-with-
kazakhstan-bank-customer-engagement-whatsapp.htm.
9
Jon Russell, “Buzzfeed Jumps Aboard the Messaging App Train Starting with WeChat,” TechCrunch, Nov.
18, 2014, http://techcrunch.com/2014/11/18/buzzfeed-jumps-aboard-the-messaging-app-train-starting-
with-wechat/.
10
Vijaya Rathore and Varuni Khosia, “Luxury Brands Like Cartier, Armani, Diesel and Others Use WhatsApp
to Promote Products in India,” The Economic Times, Oct. 9, 2014, http://articles.economictimes.indiatimes.
com/2014-10-09/news/54827542_1_whatsapp-reliance-brands-corneliani.
7. cognizant 20-20 insights 7
11
“Marriott International and TripAdvisor China Enhance Local Travel Experience for Chinese Travelers,”
Marriott News Center, Dec. 10, 2014, http://news.marriott.com/2014/12/marriott-international-and-tripad-
visor-china-enhance-local-travel-experience-for-chinese-travelers-v.html.
12
“Self-Service through WeChat,” SF Express, http://www.sf-express.com/hk/en/deliver/self-service_tools/
wechat/.
13
“Marketing Analytics a Smarter Way for Auto and Home Insurers to Gain Competitive Advantage,”
Cognizant Technology Solutions, September 2013, http://www.cognizant.ch/InsightsWhitepapers/
Marketing-Analytics-A-Smarter-Way-for-Auto-and-Home-Insurers-to-Gain-Competitive-Advantage.pdf.
14
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16
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startup-bought-by-many.
17
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18
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19
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20
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