Too many digital claims projects suffer from poorly thought out goals; many from unmeasurable and subjective objectives.
There is a wealth of evidence to benchmark your transformation plans and these are described below with references at the end of the article. The target objectives cover: -
- Customer Satisfaction
First let's look at the context for improvement
Customers (both personal and commercial) are not generally afforded a comprehensive online platform to manage their own claims from notification to settlement in the same way they interact with online-retail these days.
Call centres pre-dominate and claim progression is largely driven by humans with relatively little automation of tasks and orchestration of the supply-chain.
An insurer’s operational expenses are much higher than they need be because of the cost of employing humans where technology should be used. Add to this legacy technology which can only be supported and developed expensively by large internal/external IT teams.
The supply chain is neither linked together nor with the Insurer to add further costs. Additionally, the claims cost increases when the Insurer cannot see the loss in video/imagery as is now far too common. There is limited capability to tap into the wealth of data and actionable intelligence locked up in unstructured documents, forms and email
A new technology paradigm for claims
The transformational nature of a digital claims platform like 360Siteview allows business users themselves to configure virtually any process online- at the desktop and in plain English. There is no coding requirement and IT support is limited to plugging the platform into the cloud such as AWS.
Business users are provided with an array of functionality such that they can automate any task and choreograph suppliers and everyone with an interest in the claim. Advanced embedded data analytics should add the ability to search, extract, join and analyse information from text-based documents, forms and email as well as the usual structured data. Otherwise say goodbye to any AI initiative never mind effective decision making and execution.
The digital platform must be designed to work alongside legacy; either as a complete standalone platform or in hybrid form where specific task accomplishment can be called off on-demand.
The results are impressive when customers are empowered to manage their own claims online, with NPS recorded in the upper 70’s
Operational expenses are dramatically cut when staff are no longer required to do all the fetching and carrying of today's claims processes. The role of claims expertise is focused solely on decision taking and helping customers when they need a human turning call centres into customer engagement centres. Opex can reduced by 45% once digital claims are implemented because of embedded advanced automation/orchestration.
Claims spend is lowered because of 360SiteView’s native video technology/imagery where Insurers can see every loss at the desktop and therefore much less likely to overpay. Less than genuine customers self-select themselves out of an online process when everything becomes totally transparent. This before the sophisticated anti-fraud technology that is built-in tackles professional fraud.
Overall, double digit claims cost percentage reductions are possible and the claims life-cycle is cut by a minimum of 40% in every case. With infrastructure cloud hosted and only the most current version supplied, all self-configured with 360’s development included then IT support costs are slashed by up to 75%.
Setting specific measurable goals
When setting the measurable goals of any digital claims project benchmark your plans against the transformation results described below from various industry sources – all referenced at bottom of article.
- From FNOL in days and hours to minutes; 35% zero-time eFNOL with AutoServe -360Globalnet (360GN)
- Claims life-cycle reduced by minimum 40%- 360GN
- Increase in Net Promoter Score by 20 or 30 points - McKinsey & Company
- Average of NPS 77% over all Home & Auto customers, 82% in Pet- 360GN
- 30% reduction in cost of claims- McKinsey
- Digital Lean Initiative leading to cost reductions of 15% -Boston Consulting Group (BCG)
- Digital customer journeys yielding cost reductions up to 20% -BCG
- From 20% of call centre calls being “what’s happening” to 50% drop in status calls- McKinsey
- Up to 70% reduction in call centre resource requirements -360GN
- 60% Reduction in FTE staffing -BCG
- 5% to 20% reduction in expense ratio- McKinsey
- Up to 50% reduction in processing time per claim- LexisNexis
- Total Cost of Ownership reduced by 20% to 30%- McKinsey
- 3 points to 5 points reductions in combined savings ratio -Bain & Company
- 5%-15% Annual Revenue Growth- Bain & Co
- Using data prefill at FNOL 14% improvement days to pay for PI- LexisNexis
- 3 points to 5 points reductions in combined savings ratio- Bain & Co
- 1 to 4 manual touches removed from claims process- LexisNexis
- 1 to 15 day reduction in processing time per claim- LexisNexis
- 3 to 10 times more cases processed per adjuster- LexisNexis
Finally, the bane of all CTOs and CIOs; the multiplying cost of multiple platforms and digital initiatives. The only way to avoid escalating costs is to insist on a price structure that is a PAYG or Subscription pricing model which require no major Capital Expenditure by the Insurer. And that does not require that you replace today’s legacy core systems; rather that you do so at a time of your choosing when convenient and cost-efficient.
“Time for Insurers to face Digital Reality”. https://www.mckinsey.com/industries/financial-services/our-insights/time-for-insurance-companies-to-face-digital-reality
“Capturing Value from the Core” ;https://www.mckinsey.com/industries/financial-services/our-insights/capturing-value-from-the-core
The P&C customer rediscovered through analytics; https://www.bain.com/insights/the-p-and-c-customer-rediscovered-through-analytics
Digital Disruption in Insurance: Cutting through the noise ; https://www.mckinsey.com/industries/financial-services/our-insights/digital-insurance
How a Digital Approach is improving customer satisfaction at a major insurer ; https://www.bcg.com/en-gb/industries/insurance/digital/bcg-digital-approach-improving-customer-satisfaction-productivity.aspx
Attacking complexity in Insurance Products and Processes; https://www.bcg.com/en-gb/industries/insurance/attacking-complexity-in-insurance-products-and-processes.aspx
2019 Future of Claims Study LexisNexis- balancing claims automation and empathy https://risk.lexisnexis.com/insights-resources/white-paper/2019-future-of-claims-study
The outcome is threefold: higher customer satisfaction, greater efficiency, and greater effectiveness. Our work suggests that in a claims journey for auto insurance, for example, digitization can raise customer satisfaction by between 10 and 15 points, improve claims adjustment expenses by as much as 30 percent, and increase the accuracy of payments—by cutting down on fraud, for example—by around 4 percentage points. In the past, trying to pull off this hat trick seemed an impossible task, but not today. As Oliver Bäte, CEO of Allianz, said : “We can meet customer expectations that were too expensive in the past. We can customize and individualize things and we can make them more flexible. Flexibility used to be the opposite of efficiency, and that is the paradigm that is disappearing because you can offer a very efficient solution at very low cost.”