Business Challenge

There is no “one size fits all” for measuring customer experience. Good measurement is strategically tailored metrics of interactions that connect the business to the overall experience.

When the project started, the insurer had a loyal customer base but found itself in a situation where NPS wasn’t equating to revenue growth. The client had an existing NPS and feedback program and was seeing some success. However, it needed to evolve with the changing business strategy and grow the membership base.

The business challenge was to customize the insurer’s measurement strategy while infusing a balanced view of inside-out and outside-in thinking.

How Andrew Reise Helped

With qualitative and quantitative research results, we had the validation needed to understand what was critical for members. This provided us with drivers of loyalty, which we built upon to develop the measurement strategy. We determined the right measures to paint a holistic view of members that enabled ongoing action for the business. Finally, our team developed recommendations for technologies to automate the collection and organization of this critical feedback.

Defining the Measurement Strategy and Technology to Execute

Define Measurement Framework

Our team developed a measurement framework to categorize and prioritize the metrics. The framework consisted of three levels that would influence one another to achieve business results: transactional, journey, and experience metrics. Individually these measures provide insight for business owners and CX practitioners, but when combined, communicate a wholistic indication of the customer experience.

Qualitative Research

Resulting from the effort surrounding the measurement framework was the identification of target metrics. Specific questions were subsequently designed and implemented through survey administration.

1. Transactional metrics focus on what is happening in a specific moment. Measurement at this level captures the information in the most critical customer interactions.
2. Journey metrics roll up transactional metrics and incorporate other attributes specific to a given segment’s experience.
3. Overall experience metrics, or relationship metrics, are intended to understand how the specialty insurer was doing in the minds of members.

Identify Metrics

Validating the member and agent lifecycles started by designing and administering a survey on behalf of the specialty insurer. The survey results allowed the team to confirm the insights discovered with the qualitative research. It also helped identify what was mutually important to members and agents.

Assess Technologies

In addition to defining a measurement framework and identifying critical metrics, our team assessed technologies to support the program requirements. With the strategy completed, it was clear which solutions were needed to facilitate the measurement framework through automation, allow flexibility, and enable action on results.

Requirements were reviewed and finalized to provide clarity on the foundational needs of the technology. Gaps with current solutions were evident, which kicked off an effort to identify vendors best suited for the client. The work concluded with researching many industry-leading platforms to produce a shortlist for company vetting and consideration through a formal RFP process.

Results Achieved

A defined measurement strategy was produced that aligned the business need to evolve the voice of the customer program and drive revenue for the specialty insurer. The identified opportunities dramatically benefited both the end customer and the business. The specialty insurer is now positioned to implement the optimal measures at the right time to gain an evolving view of its members. Bringing the strategy to life was technology selection which set our client up for many years of success.