Insurance players face an increasingly complex competitive environment. Between loyalty and conquest, customer service plays a decisive role that feeds on a wide range of data. Explanations with Stephan Rouillon and Jonathan Maczynski from NICE.
Glass breakage, water damage, bad weather, business interruption for professional customers… You never call your insurer for pleasure. Because each interaction is a moment in life that borders on the moment of truth, empathy, the quality and relevance of the responses given to the customer are structuring elements and contribute to loyalty. ” In the world of insurance, you have one contact at the time of subscription, then another when you go through a delicate moment. In other words, the imprint left by the second interaction in the customer’s mind must be positive! commented Stéphan Rouillon, Sales Manager Customer Engagement Analytics for NICE. Access to CRM data may seem like a key issue in terms of customer experience. Identifying a customer from the outset, knowing his or her history with the brand as well as with customer service, is a major asset in providing a personalized response. But, for Stéphan Rouillon, we must think more broadly. ” CRM data is only one part of the data available to customer teams. In fact, in customer relations centers, many indicators, constituting a large body of data, can be used to improve the quality of service. “. We can cite, for example, Customer Sentiment, the rebound on Churn risk, the best Sales methods, the invitation to use digital channels, adherence to regulatory processes, and more generally everything that is found in the Customer interactions.
Reconcile all the professions around the data
Even if CRM data is precious (and often essential for understanding and analyzing customer journeys), the sources of data useful for the relationship and the customer experience are much broader. Of course, telephone calls (incoming or outgoing), but also Emails, Chats, social networks, verbatims of surveys,…“ This is a reality that is all the stronger since the customer relationship in the world of insurance is increasingly omnichannel and there is a risk of seeing silos emerge between these channels. “says Stéphan Rouillon. Silos that affect the understanding of customer journeys first, but also the quality felt by customers when they interact with an advisor. Knowing and recognizing the customer, limiting friction during interactions, reducing the mental load of advisers: the place of data is a key vector for the continuous improvement of the customer experience. ” Physical, digital, pre-sales and post-contractualization channels, each point of contact with a customer must be able to be valued as a source of knowledge and a lever for optimizing the quality of the customer relationship. “.
Between loyalty and commercial performance
In the insurance industry, every opportunity to retain customers (when key moments arise) and to maximize business performance must be seized. You don’t ask your insurer every day, and the development of online comparators or the evolution of the regulatory context expose the insurer’s players to increased competition. The challenge: to make contact center advisors actors in commercial performance. ” To do this, they must of course be given access to the client context, so that they can fulfill their advisory mission, but also on the products and services that meet the client’s needs. Access to product data is decisive confirms Jonathan Maczynski, Senior Business Solutions Consultant for NICE.
Better understand the customer and best practices in managing requests for the purposes of business performance and operational efficiency, ” this also involves the use of Speech Analytics tools and Quality Management solutions », specifies Stephan Rouillon.
Indeed, the provision of the key elements of the commercial discourse (promotion of offers, responses to objections, etc.) is essential, both to retain customers and to contribute to the commercial performance of customer teams.
Speech Analytics and QM solutions precisely make it possible to create this data in an exhaustive and objective way, to make it available to operational teams for 100% of interactions to identify areas for improvement, and finally to permanently monitor the gains made. through the implementation of action plans.
Even better, AI solutions are even able to provide advisors with real-time recommendations to better counter objections, or increase customer satisfaction.
Data to develop skills…
The use of a Quality Management solution, such as the analysis of data linked to the individual performance of each adviser, makes it possible to refocus the action of managers on a task that is both nobler and more strategic: developing the skills of advisers. It is a customer loyalty issue first, because the competence of an adviser determines satisfaction. ” It is then a commercial performance issue because the identification of profiles with soft skills in connection with relational or commercial skills, makes it possible to better organize the teams, and to lead the customer to the adviser who will be best able to give him the answer he hopes for concludes Jonathan Maczynski. Between team efficiency, personal development and customer satisfaction, why choose?
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