Objective

Suncorp faced a customer experience challenge when the company restructured their eleven insurance brands into one marketplace. The current customer journeys stretched through internally disintegrated silos with significant loss of client knowledge. Natural disaster claim rejections were costing the organisation in ombudsman fines and lost customers with around 50% of conversations escalating to a complaint. The executive ordered an immediate reduction in complaints starting with root cause analysis.

Outcomes

  • 97% reduction in customer complaints

  • Encore project in a second insurance vertical

  • Strategic design of a multi-brand customer journey

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This is looking absolutely fantastic, we can see all the work and energy you’ve put in, the work you’re doing will have a material effect on the complaints position, one of things we’re trying to do in business is have fun while we’re doing it.
— Executive manager

Process

  • Lean UX capability building

  • Customer journey mapping

  • Service design

Capability building

I lead my team from Symplicit to service map the insurance customer journey end-to-end alongside internal processes: identifying opportunities alleviate pain points and ultimately reduce complaints. I instructed my stakeholders in lean user experience processes in order to have them contribute to the research effort. I facilitated design thinking workshops to twenty multidisciplinary employees where they learned to empathize, ideate and iterate upon an enriched understanding of the customer journey. After interviewing scores of customers over a week we began a two day effort of synthesizing our findings into a five meter long customer journey map that began at insurance cover research and ended with customers sharing their brand experiences.

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Customer journey mapping

Stakeholders from all streams of the insurance brands contributed insights to the map. Our key discovery was that insurance claims are a lengthy, obscure and exasperating sojourn for customers. What was more is that call teams felt under equipped to handle the difficult conversations with customers when that journey ended in rejection of the claim. We delivered the journey map and won budget to service design a pilot with the intent of reducing customer complaints on claim decline.

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Service design

I began the pilot stage in co-design with call center staff to explore how to handle difficult conversations around the rejection of a customer insurance claim. I proposed the idea, 'How might we break up and still be friends?'. Together our team prototyped a new service model of conversation guides, email templates and emotional intelligence training to empower the call team. We immediately began our pilot to test the new service with customers inbound for a claim rejection. My team listened in on these claim decline calls and noted our observations to post-it note. Every day we would cluster our notes, retrospect on the process and make iterations to try the next day. At the end of a week we had a refined service design that we finalized for call team consumption in the coming months as Suncorp tracked the customers for complaint data. 

Conclusion

The outcome was a 99% reduction in complaints within a sample of three call teams tracked over three months. What's more is that we achieved a 67% reduction in claims process escalation time and 15% lift in call team satisfaction from ‘unsupported & terrible’ to ‘confident, great experience’

Visual design and research assistance credit: Matthew Grove

 

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