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Library: Pega – How claims can play a more active role with customer retention and policy growth

Executive summary :

Today, property and casualty insurance (P&C), especially personal lines, is seen as a commoditised business with many carriers struggling with high customer churn rates. The turnover is causing insurers to rethink their loyalty strategies, including increased focus on customer retention and expansion as P&C’s new growth engine. The challenge for the insurance industry is that carriers have limited interactions with their customers and therefore limited opportunities to nurture relationships, let alone opportunities to cross-sell and up-sell their services. Often, the only interaction insureds have with their carrier is when a claim occurs.

 The Digital Insurer reviews Pega’s Report on How claims can play a more active role with customer retention and policy growth

P&C needs a better focus on customer retention strategies

It’s also becoming evident to carriers that customer loyalty is not driven by price alone but by experience. Perhaps Warren Buffet put it best: “It takes 20 years to build a reputation and five minutes to ruin it.” Studies indicate that insureds are at greater risk of churn after a claim.

Despite the pivotal role claims plays in relationship building, their role today with customer retention and growth may be more passive than active. This is not to suggest that carriers change their claim adjudication practices in order to foster retention and growth – the industry adage of not paying a penny more or a penny less than called for under the policy still holds true. What this suggests is the need for carriers to increase their utilisation of modern technology so they can keep a more watchful eye on customer experiences as they unfold, heading off bad experiences while leveraging the right claims experiences to engage in cross-sell referral discussions.

Keep an ongoing, holistic view on the evolving customer experiences

Claims traditionally measures performance across allocated loss adjustment expense (ALAE), severity (size of the loss), and customer satisfaction, with the latter being measured through post-claim customer satisfaction surveys. These random samples reveal opportunities for coaching and mentoring claims professionals, as well as process redesign. These methods serve a sound purpose. However, the issue with this model is that in many cases, the bad customer experience has already occurred, and the customer is already half-way out the door. Carriers are waiting too long, and customers are losing interest.

The opportunity for carriers is to utilise today’s leading digital technologies that provide in-the-moment-assessments of customer experiences in flight. For example, these technologies can identify which customers are making an inordinate number of calls to the call center for status updates, unanswered emails, or to find out which carrier-specific customer engagement service-level agreements (SLAs) are not being met (eg, 24 call back).Live data technologies can give claims access to data when it’s needed and from where it’s needed. Natural language processing (NLP) and artificial intelligence (AI) can then interpret the situation and sentiment and recommend the next best actions. A more comprehensive, on-going, and in-the-moment assessment of customer experiences has the ability to prevent bad experiences from occurring, and reduce post-claim, customer churn.

See the full report for more…

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