Slick contact centre tech vital for ME insurance firms

Interactive Intelligence makes the case for a slick workflow environment in the regional insurance industry

Tags: Interactive Intelligence Inc (www.inin.com)United Arab Emirates
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Slick contact centre tech vital for ME insurance firms Shaheen Haque, territory manager, Middle East & Turkey, Interactive Intelligence
By  Shaheen Haque Published  May 6, 2013

Visibility and accountability

A common complaint that insurance providers have is that their processes seem to disappear into a "black hole" where supervisors and managers have little or no visibility into what is happening at any stage of the process. Any technology solution should provide the same granular level of visibility for process work as it does for contact centre communication interactions. This visibility should help judge important metrics such as: How long is the average handle time for a given work item? How many work items does a CSR or workgroup have pending? What is the status of a policy application, claim, etc.? Who was the last to handle the work item? Supervisors, managers and authorised CSRs should also have the ability to reassign work or transfer a call with the same simplicity as forwarding an email.

Competing priorities

Along with clear strategic objectives and goals from management, technology can enable increased productivity both, for communications interactions and for document-centric processes. Solutions that leverage the power of proven contact centre technologies such as skills-based routing, rule-based prioritisation, and user presence can speed the right kind of work to the right person when they are available. This kind of automation removes the subjective element and reduces human latency.

Information overload

With multiple legacy and other core business systems, the idea of another application seems counter-intuitive, unless that application can serve as a process orchestration layer. That layer would present information from multiple systems in "custom" role-based interfaces that the insurance organisation defines and configures. Modern technology solutions should easily bring together information from multiple systems into a single work item, or enable a user to access a third-party system directly, while tracking task and process time. Ideally, users should receive work in a familiar way, only having to deal with the work that relates to their role or task, and move on to the next bit of work.

Servicing different stakeholders

For insurance providers to effectively deal with the wide variety of participants in their business processes (end consumer segments, CSRs, brokers, and other third parties) they should consider a technology solution that could address the unique needs of each. At the same time, they should look for opportunities to consolidate support. Multi-channel strategy, business process automation and document management are all elements required to ensure that each customer stakeholder can effectively interact with the organisation to meet their unique needs. 

Mobile support

It is no longer a question of whether policyholders want to communicate via mobile channels. Rather it is only a question of what the experience is like when they do. For insurance providers to successfully implement a mobile strategy that delivers an exceptional customer experience, they need to be able to rapidly deploy customer service applications on multiple mobile operating systems, devices and social media websites. More importantly, providers need to be able to link the mobile customer directly to the contact centre in the channel of their choice and supply contextual information to the CSR. Any customer-facing business process must be suited for customer interaction on mobile devices.

While technology alone cannot ensure the transformation of insurance providers from policy-oriented to customer-oriented organisations, technology can help to make this customer-oriented vision a reality. There are technology solutions available that can address enterprise, contact centre and policyholder needs from a common platform that can turn the customer experience into a competitive weapon. Regional insurance providers need to leverage these to capitalise on opportunities that might be hiding in plain sight.

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