Customer satisfaction isn’t something that resonates when we think about insurance companies, so what are they getting wrong? Karen Wheeler, Country Manager and Vice-President of Affinion UK, here presents for Finance Monthly 4 ways insurers can improve customer fulfilment.

The insurance industry didn’t have much cause for celebration when the Institute of Customer Satisfaction released its latest Customer Satisfaction Index. In a survey of over 10,000 UK customers, the sector faced the unenviable accolade of being the only sector not to improve its satisfaction index score compared to the previous six months. In contrast, banks, leisure and telcos were some of the sectors to show improved levels of customer satisfaction. This bad news was echoed by research by The Actuary, which revealed 27.9% find the insurance sector the worst when it comes to customer service.

So, for an industry which is notorious for low customer loyalty and bad service, what can providers do to build better relationships with their customers?

1. Stand out in a crowded market

The challenge insurers’ face is that they operate in a highly commoditised environment, with customers faced with a sea of overwhelming choice. And the truth is that customers are often only basing their choice on price. According to research by Marks & Spencer, 95% of respondents stated that price was one of the most important factors to them when deciding which insurance provider to choose.

Insurers also know their customers will typically only make contact when they either need to make a claim, or renew a policy. And making a claim usually happens at a point of crisis, for example theft, damage or loss – when people are, understandably, feeling worried about their possessions, health or family.

These factors combined means insurers need to work hard to differentiate themselves from competitors by engaging with customers in a positive way, and finding new reasons to be a part of their lives. For example, thinking beyond the traditional, physical products insurance policies cover – homes, cars, phones – to solutions that can help customers keep their personal data safe online.

2. Deliver the right digital service

In a world where we live our lives through our devices – using apps to transfer money, ordering shopping to be delivered on the same day – it’s clear that insurers need to keep pace with the digital age. However, there are still improvements to be made, a recent survey by Eptica found the UK’s leading insurance companies fail to accurately answer more than two thirds (68%) of routine questions asked through the web, email, Twitter and Facebook.

Looking to the US for inspiration, digital insurer Lemonade is making waves for its digital-first, fuss-free approach to claims. At the start of 2017, its virtual assistant Jim set a world record as it reviewed, processed and paid a claim in 3 seconds – with no paperwork. If all insurers can aim to deliver this level of service, which brings cost and time-saving benefits to consumers, this could lead to increased engagement, loyalty and advocacy.

3. Think outside the box

Many people take out insurance policies and never have to make a claim. The appeal of a policy is the peace of mind it offers; consumers feel better knowing that if the worst happens, they have the support in place to help them. Of course, it isn’t just physical possessions – houses, cars, phones – that people want to protect.

With cyber hacking scandals hitting the headlines every week, consumers are increasingly aware, and worried about, the threat of online fraud. According to research by Callcredit Information Group, 66% of consumers perceive the risk of identity theft and online fraud as one of their biggest concerns around sharing personal information online.

As the old saying goes, prevention is better than cure – and this is certainly the case when it comes to online fraud. If a hacker finds out the password a person uses across several sites, it can quickly snowball out of control. This is clearly a risk many take, with Callcredit also revealing less than half (49%) of consumers regularly change their passwords as a way to prevent fraud.

4. Become their digital guardian angel

So what can insurers do to help their customers? When you consider the perception consumers’ have of their insurers as guardians of their belongings, there is a natural role they can play in helping customers to prevent and detect fraud incidents before they have even occurred – and help assist and resolve issues if they do arise. For example, providing cyber prevention and detection services that continually monitor their customers’ activity online and flags incidents when they’re at risk.

With insurance often seen as a necessary, but not particularly enjoyable part, of life, insurers need to think beyond their remit and consider how else they can add value and benefits to consumers’ lives. That way, they may well move up the table in the next Customer Satisfaction Index.

With the introduction of the Insurance Act 2015, everything changed, and one year ahead of its implementation, Tanmaya Varma, Global Head of Industry Solutions at SugarCRM, tells Finance Monthly about the impact it’s had on the market, its insurers and customers.

It’s no secret that the insurance industry is one of the most cut throat when it comes to customer loyalty. With competitive rates available at the click of a button on price comparison websites, customers have the freedom to pick and choose their providers with minimal effort, from the comfort of their homes. The abundance of insurance companies in the market means they are on a constant uphill struggle to provide not only a competitive price, but a customer experience that sets them apart from the rest. With Gartner estimating that 89% of organisations now compete solely on this, this is the new benchmark of success for insurers.

In a competitive market, retaining that loyal ‘golden customer’ is challenging. Insurers need to show they are evolving to meet the needs of modern customers, and are not just companies who do little more than churn out cheap holiday or housing cover. Research from The Institute of Customer Service revealed an increase in customer satisfaction from July - December 2016 compared to the six months before it, with a number of insurers listed in the Top 50 organisations for customer satisfaction, such as LV and Aviva. Despite this, the sector still experienced a 9.9 point drop in Net Promoter Score, a figure which summarises the overall neglect and disconnect between insurers and their customers.

So what are insurers already doing to address this, and what more can they do to improve customer loyalty?

Changing laws

It’s clear that how insurers treat their customers is being monitored at the highest level. Prior to 2016, the insurance industry had been left to stagnate. In a sense, it was an industry complacent with its low retention rates and poor customer service. This changed last year with the introduction of the Insurance Act 2015 which set a new precedent – with BIBA  marking it the “the biggest change in insurance laws in 100 years.”

The introduction of the Insurance Act promised to deliver greater transparency between companies and consumers. In an industry notorious for false claims, well-hidden small print and poor customer service, the shift was a much needed one. With this new act underway, it’s now more essential than ever that insurers have access to up-to-date data.

Providers were also instructed to improve communications across all channels to ensure clarity at all points in the customer journey. There is also an onus on customers to ensure they’re providing the correct information, and understand the policies they are signing up to.

Turning to technology

The right technology is of paramount importance to any customer-facing business. Insurers must harness tech to empower employees to work more efficiently.  One way this can be done is through customer relationship software systems, which allow customer data to be collected, stored and managed to deliver a 360-degree view of the customer.

By giving employees everything they need at the press of a button, this can help alleviate lengthy, confusing calls and improve the customer experience.  An easily-accessible system can deliver increased efficiency, better communication and happier customers. If we consider that in a survey conducted by Realwire 68% of questions asked digitally are inaccurately answered, it’s essential that insurers become more digitally focused and capable.

Some insurers are already adopting a digitally forward stance. The insurer Lemonade, for example, developed a virtual assistant at the start of 2017 called Jim who is able to process insurance claims in seconds. This virtual assistant reflects the advancements of AI and how some insurers recognise the power of tech. Realwire’s study concludes that with 91% of consumers saying good digital customer service from insurers makes them more loyal, it’s essential that insurers can deliver this.

The importance of the human touch 

The benefits, and potential, of technology as part of the customer experience are endless, but have their limitations. Yes, there have been significant advancements in Artificial Intelligence (AI), and the rise of the chatbot is a forever trending topic. But despite a continued integration of AI in to customer service, research by Vanson Bourne concludes that 91% of respondents still preferred to contact a real person.

AI is great in automating mundane tasks, and taking care of repetitive jobs where humans don’t add value. But, so far, a robot can’t empathise with a distraught traveller half way across the world who wants to check the small print of their holiday insurance policy. That’s something that only a human can do at present. This is proven further through SugarCRM and Flamingo’s research, that found that three quarters of people surveyed still aren’t happy with talking to chatbots – a figure which clearly translates across all industries.

The future of the customer experience

Machines are great at automating repetitive tasks, and chatbots are undoubtedly becoming more sophisticated – and at a growing rate. But the real benefits of technology appear when it aids and empowers employees, and helps customers be autonomous in self-service functions where the human touch isn’t needed.

For an industry that, according to Realwire, saw a 47% decline in performance in 2016, it’s essential that insurers act quickly to evaluate the customer experience they offer at every touchpoint. The insurance industry has generally been slow to adopt a better digital approach, but, when customer dissatisfaction is often rife, it could be the difference between keeping or losing a customer.

Qualtrics recently announced that two-thirds of UK workers are currently satisfied in their jobs and 13% say they are ‘extremely satisfied’, according to the Qualtrics Pulse – a new 2017 benchmark of how engaged today’s employees feel within their work environments.

Workers in finance and travel love their jobs:

• Satisfaction levels are highest in the finance sector (74%) and travel & leisure industry (73%), compared to 68% in retail, 67% in manufacturing and 66% in the public sector.
• Meanwhile in the public sector, 32% of workers say they hardly ever, or never, look forward to going to work. In contrast, a quarter of retail workers almost always look forward to going to work.

Recognition outweighs pay, flexible working and frills:

• Key driver analysis shows that engagement with business leaders, better recognition and career progression have the greatest positive impact on job satisfaction. In comparison, added benefits such as flexible working and even remuneration are generally considered less important on a day-to-day basis.

Ages 25-34 are the “golden years” for workplace satisfaction:

• Job satisfaction peaks for UK workers between 25-34 years old, with 69% of people in this age group saying they are satisfied. Beyond age 34, job satisfaction declines.

Job satisfaction wanes after 12 months, but loyalty is built in the long term:

• Workers are most satisfied in their first year of employment, with 56% of people claiming they are either moderately or extremely satisfied during year one. This drops to 46% once people have been in their jobs for a year or more.
• While satisfaction begins to drop off after the first year, once employees have worked at a company for more than four years, their satisfaction levels once again start to increase.

Job satisfaction is highest in the North East of England:

• Around one in five (18%) employees from the North East are “extremely satisfied” in their job, compared to 11% in Scotland and Wales and 10% of workers in London and the Midlands.
• Young people in London are not as happy as their peers in other parts of the country--24% of under 25s said they were ‘slightly dissatisfied’ or worse in their current jobs, compared to just 18% of under 25s in the rest of the UK.
• Workers in Wales were the most vocal about their discontent, with nearly one in 10 saying they are “extremely dissatisfied” with their job.

Churn is highest in media and advertising:

• While the public sector has most dissatisfied workers, it’s most likely to hold onto its staff with 68% expecting to be working at the same organisation in two years’ time.
• Media and advertising companies are likely to have the hardest job in preventing staff churn. Just 54% of employees in this sector say they can see themselves working at their current organisation in two years’ time, compared to 67% in the IT & tech sector and 66% in manufacturing.

The Qualtrics Pulse surveyed 2,300 UK workers using the Qualtrics Employee ExperienceTM management platform, which enables human resource and business leaders to monitor and improve the experience across the employee journey and prioritise the key drivers of engagement to reduce attrition and improve employee performance.

The Qualtrics Pulse, which is carried out on a quarterly basis, measures levels of employee engagement and job satisfaction according to gender, age, location, income and industry sector. The top insights can help businesses understand the experience gap between what their employees expect and what they actually deliver.

Commenting on the launch of Qualtrics Pulse, Sarah Marrs, Employee Experience Specialist, Qualtrics, said: “In recent years we’ve seen organisations place more emphasis on their employee experience as a critical lever to help shape their customer, brand and product experiences.  We’ve also seen the techniques available to measure the employee experience evolve. Our Qualtrics Pulse provides a layer of data that many companies simply don’t have access to-- uncovering the real-life factors that really influence the behaviour, loyalty and performance of an employee.”

(Source: Qualtrics)