The management of the relationship with the insured has evolved in recent years. Currently there are many communication channels through which to establish contact with our clients, such as the network of mediators, the telephone, via SMS or even the Internet. In addition, most companies have CRM applications and commercial agendas in which all the information related to interactions with the insured is collected, which allows a 360? view of the client that facilitates the commercial relationship with them.

There is no doubt that having a customer view has numerous advantages, both for the customer and for any company that provides a service. Focusing on the insurance sector, this vision allows us to develop and offer a more attractive product offering, improve cross-selling ratios, reduce the rate of leaks and, therefore, improve the value of the client portfolio. The insured, for his part, receives a treatment that better satisfies his needs and offers that are adjusted to his particularities.

Evolving towards a management model focused on customer needs requires two fundamental elements on which to build this business philosophy:

  • The first, having information and tools: The knowledge that the company has of its clients resides in all the information collected in the policies, premiums and claims, claims and incidents and any type of information that affects the client (for example , the renewal premium already calculated, changes in coverage, communications made, etc).
  • The second is to change the management policies, from a vision at the policy or branch level to a vision at the client level. Incorporating this vision requires a profound change in the management philosophy that is carried out in most insurance companies. Customer needs must be the pillar on which to base business relationships, which in turn must be multi-channel, multi-product and service quality-oriented.

Customer orientation must begin with the company’s top management, who must lead the new culture to be implemented, so that the commercial network perceives, on the one hand, the need for a new customer orientation to achieve results and, on the other, , the full support of the organization in terms of information and tools.

The evolution from a traditional focus to a customer orientation is a long process in which the commercial tools and systematics must gradually be integrated, so that the commercial and marketing actions that the company undertakes through all channels have the same focus and communicate homogeneous messages that satisfy the needs of the client.

This evolution is a process and must be understood as such. The change from product to customer orientation can be started without having all the information and tools proposed. These can be incorporated as they develop; but it is important to start changing the management culture as soon as possible, so that the development of knowledge and tools is naturally integrated into the company’s culture.

The benefits of customer orientation are clear and tangible:

  • Greater ease for the sale of other products, increasing the linkage of our clients and the density of the portfolio.
  • A greater bond with our clients translates into more lasting relationships resulting from a lower rate of flight and that in the medium and long term will report higher income.
  • Better brand image through word of mouth that facilitates the capture of non-customers and the success of relational recruitment programs (Member Get Member, Internet Channel 2.0).

The challenge lies in obtaining a knowledge of our clients that provides competitive advantages when developing our commercial activity and customer service. Being able to satisfy the customer, providing solutions and products that meet their needs, is key to differentiating themselves from the competition and improving the company’s business results.