Details anonymised at client request.
Business Situation
The company’s Net Promoter Score had declined across multiple measurement cycles while customer complaints continued to increase around renewals, claims processing, and service accessibility. Leadership identified recurring friction across policy servicing workflows, particularly around renewal communication, branch dependency, and claims processes that still required in-person handling for several common customer requests. The organisation needed clearer visibility into which operational issues were most directly affecting customer experience outcomes.
What the Consultant Did
An independent customer-experience consultant conducted journey mapping across multiple customer segments to identify operational friction points within the insurer’s direct control. The engagement included redesign of renewal communication workflows, implementation of WhatsApp-based self-service journeys, digitisation of selected claims processes, branch-process redesign, and frontline conversation training for customer-facing teams. Particular focus was placed on reducing avoidable branch dependency while improving renewal clarity and claims accessibility for policyholders.
What Changed
The revised customer-service structure improved self-service adoption, reduced claims-related branch visits, and created a more consistent renewal experience across customer touchpoints. The company also established clearer operational ownership around customer-friction issues affecting service outcomes.
Evidence, not adjectives.
The measurable changes recorded during or following the engagement.
NPS improved from -11 to +6 over nine months
68% of renewals completed through self-service workflows
Branch walk-ins reduced by 31% across digitised claim categories
WhatsApp-based renewal process adopted across servicing operations
