From commercially-led to customer-led
As BGL celebrates its first ever Customer Week, Leonie Clues, Senior Manager, IDO Customer Experience, explains the revolution within BGL’s Insurance, Distribution and Outsourcing division.
I’ve been with BGL for a total of 17 years, and the changes I’ve seen in that time have been huge. But one that I’m most proud to be a part of is the shift towards putting our customers at the heart of our business, taking their feedback on board at every stage of their journey with us, from purchase through to potential claim.
It’s fair to say that as recently as 2012 our net promoter scores (which measure how likely customers are to recommend a brand to family or friends) were fairly standard for the insurance industry – that is, not particularly high, as many customers view insurance as a ‘need to have’ purchase with not much to differentiate between different providers.
Today that’s changed, and we have seen a dramatic rise in NPS scores. We’ve achieved this through a relentless focus on finding out what our customers think, acting on what they say and also rewarding their loyalty.
1. Acting on customer feedback
We constantly monitor customer comments on review sites and via surveys sent at various points in a customer’s journey with us. We respond to every review site comment, positive or negative. We will always investigate a bad experience and take steps to improve it. Following our response to them, more than 50% of customers are happy with the steps we have taken to resolve their query and 10% go on to change their negative rating to a positive one.As a result, we have a ‘Great’ rating on review sites for Budget Insurance and Dial Direct and an ‘Excellent’ rating for Beagle Street, outperforming many of our competitors.
2. Walking in the customer’s shoes
We use a customer dashboard that collates feedback and identifies key themes. We then select a customer within that theme and conduct a deep dive – where we track through their entire history with us. In some cases this can go back years!
We identify the trigger points that caused them to contact us, we listen to calls and review interactions. By walking in their shoes, we can take an objective view of their experience with us and where we could be better.
What’s great is that there’s senior buy-in to this – the senior leadership team listens to the calls. Together we agree what the best outcome would be for the customer and make sure we deliver it.
3.Rewarding the customer
It’s a challenge to encourage customer loyalty with insurance products. It’s not a product many people enjoy buying or get pleasure from. So over the last four years we have introduced ‘surprise and delight’ gifts. Our programme began with a free car wash for motor customers, which generated a hugely positive response.
Customers were really delighted to gain a gift. Since then we have added Greggs and Starbucks vouchers which are presented at random to customers at some point in their policy year. Other treats include Graze boxes and Thornton’s chocolates.
The approach has made a significant difference to the way customers feel about our brands – and, importantly, to ensuring that our colleagues consider our customers at every touchpoint they have with us, to make sure they get the best possible experience.
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