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Tangible Results

Knowledge Management Applied to Customer Relationship Management Kathleen McEndy Senior Vice President, Customer Service CIGNA Group Insurance May 9, 2001. Tangible Results. REVENUES - grew by 20% PERSISTENCY- increased by several percent

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Tangible Results

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  1. Knowledge Management Applied to Customer Relationship ManagementKathleen McEndySenior Vice President, Customer Service CIGNA Group InsuranceMay 9, 2001

  2. Tangible Results REVENUES - grew by 20% PERSISTENCY- increased by several percent CUSTOMER SATISFACTION- outperformed all major competitors in 9 key categories EMPLOYEE TURNOVER - 20% (half the industry average)

  3. Excellence PEOPLE

  4. PEOPLE Creating Value

  5. Best in Class PEOPLE

  6. PEOPLE Metrics

  7. Service PEOPLE

  8. Excellence Service Best in Class PEOPLE Metrics Creating Value

  9. CIGNA CIGNA Corporation: • Leading provider of integrated employee benefits • Revenues of nearly $20 billion CIGNA Group Insurance: • Operating division of CIGNA • Provides Life, Accident and Disability insurance to 20,000 employers and 20 million employees

  10. Shift in Customer Focus Service Product

  11. Shift in Customer Focus Service Product

  12. Shift in Customer Focus Product Service

  13. Shifts in Expectations • Service as a clear differentiator • Adds value • Employers less paternalistic • Employees taking control • Service drives bottom-line results

  14. Raising the Bar

  15. BUSINESS WEEK

  16. American Productivity & Quality Center What do Customers Want? • Responsiveness • Speed in answering calls • Standardized terminology • Quality responses

  17. “… QVC named best online general merchandise retailer… poll of 100,000 Internet consumers…” -Forrester Research

  18. Customer Relationship Management • Understand customer needs • People, process & technology alignment • Build tighter bonds with customers • Drive bottom-line results

  19. Building a Service Strategy • Determine customer needs • Benchmark best-in-class • Restructure organization • Create core competencies • Dynamic process

  20. Understanding Customer Needs • Attitudinal Surveys • Focus group research • Employer - reduce administrative hassles • Employee - provide tools to select right coverage • Interviews with CIGNA managers

  21. Benchmarking • Visited “best-in-class” leaders • Similar challenges, same service issues • Developed clear set of metrics

  22. Learning Strategy • Accelerated Competency System • Collaborative effort • Excite and engage people • Drive employee ownership

  23. Core Competencies Customer First Communication • Seeks feedback • Understands customer • needs • Sense of urgency • Adjust language to fit customer • Simplifies complex ideas • Gives right info at the right time

  24. Learning Strategy • Action oriented model • Continuous learning • Designed to attract and retain employees

  25. Employee Turnover 40% 35% 30% Annual 17% 20% turnover 10% 0% Group Insurance reps F /T call center agents * It costs $75 Billion to replace the 6.5 million employees who leave * Range is 30 - 40 % according to LIMRA and Purdue University studies

  26. Build Strategy Customer Feedback Develop Metrics Tracking Results

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