cific needs and preferences. With more
people opting to carry out business on
their smartphones instead of calling a
contact center, those insurers who adapt
to customer needs the most quickly stand
to gain the most. More importantly, this
capability must provide a consistent ap-
proach to ensure a policyholder has the
same experience on an iPhone app as he
or she would have in the contact center.
To gain even more visibility, carriers may
even want to provide an adjuster in the
field with his or her own iPad or at least
access to one. This will afford visibility
into the same customer-facing processes
and decision-making capability that an
adjuster in the back office would have. In
addition, insurers need to explore a co-
hesive strategy that allows them to create
an infrastructure capable of evolving and
adapting at the same pace that new chan-
nels are being created.
3 Make every interaction count.
With rules and process unified in one
solution, insurers can seamlessly integrate
claims handling policies and customer-centric procedures into dynamic, intent-driven service processes that automatically
match the needs of a claimant with the intent of the business during a claims interaction. The intelligent process automatically guides staff through optimal handling
as the interaction unfolds. This means that
the service staff no longer needs to worry
about which system to use, or which step
to take next. Instead, they can focus on the
more high-touch activities that differentiate the company’s service experience from
its competition. By leveraging customer-centric, intent-led processes, insurers can
anticipate what a claimant’s needs may
be, along with how to match those needs
with the optimal claims or service process.
Imagine the power of being able to anticipate and respond to a policyholder’s specific needs before he or she even asks the
4 Leverage data to maximum effect.
Increasingly, insurers are driving improvements in service or operations results
by incorporating business intelligence (BI)
and analytics into the claims management
processes. However, many insurers are
just beginning to scratch the surface and
have yet to realize the full potential of such
capabilities. While the insight that these
tools provides is high value, many insurers
lack the means to turn that information
into the next best action.
In order to get closer to policyholders’
needs, insurers must first gain greater leverage from analytics, specifically by making them actionable. With business process management (BPM) solutions that
embed analytics within the claims process,
insurers can use business insight in real
time. Items such as fraud scores, settlement potential, churn risk, and so on can
be leveraged to drive the next best action
in the claims process. This allows insurers
to invoke the right processes to actively
address any claims issues and remediate
potential risks, thereby expediting claims
outcomes on behalf of policyholders.
5 Start with the service and business
outcome in mind.
By combining rules and process with