Tuning In to the Customer s Voice: From Listening to Action Bupa International. tuning into our customers..

Transcription

1 Tuning In to the Customer s Voice: From Listening to Action Bupa International tuning into our customers..

2 what we do provide insurance cover that allows our customers to access hospitals and doctors in more than one country

3 Bupa Europe, Middle East, Africa and Latin America Division UK and North America Division Asia/Pacific Division Care Services Division Bupa International UK Membership Bupa Australia Bupa Care Homes UK Bupa Arabia Bupa Home Healthcare Bupa Hong Kong BACA, Australia (Amity) Sanitas Health Dialog UK Bupa Thailand BACA, NZ (Guardian) Bupa Cromwell Hospital Bupa China Sanitas Residencial Health Dialog Bupa Max India where we fit

4 where we are customers in 180 countries around the world operations in UK, Denmark, USA, Spain, France, Hong Kong, Egypt, UAE and Malta

5 why customers buy IPMI the customer may be not be allowed to access local services because they are an expatriate local law may require a customer to have international medical insurance before they are allowed to work in a particular country the quality of local treatment available may be poor customers may want access to the best facilities in the world expatriate customers may want to be treated in their home country where healthcare is more familiar, less of a worry and family members can be closer being ill / needing treatment creates stress and customers may want the ability to discuss issues with doctors in their first language our customers may have multiple homes and want to be treated in one place for continuity of care

6 our challenges Variation in our customer type - Geography, culture, time zones, needs, attitudes, expectations, experiences, industries Understanding who our customers are and what they need can be complex expatriates and international workers high net worth individuals

7 successful, growing business customers (thousands) annual growth rate: 10%

8 before

9 before Net Promoter Listening to customers was an annual event (Survey) Results of the survey would lead to debates about what the results were telling us. Action plans would be drawn up but often not followed up. Improvements were primarily financially driven

10 CSAT questionnaire claimants only view once a year ask about satisfaction in relation to an event anonymous Year 2 Claimants Year 3 Year 1 Renew Claim Join Net promoter survey Non Claimants (Profitable) view that represents all members continuous insight ask about overall relationship link customer feedback with customer data

11 Net Promoter helps give us a different view of the customer experience Insight about the customer experience at key touch points in the customer journey AND the overall relationship with us Join (Transaction survey) (Relationship survey) Lapse (Transaction survey) Claim Renew Claim Renew

12 insight into intelligence responses from NP surveys are analysed against other data we already hold, for example; - Product - Registered on MembersWorld website - Region - Tenure - Sales channel - Billing method - Pre-authorised - Claimed - Payment frequency - Country of residency - Pricing zone - Age - Sales Advisor - Sales Team - Gender. enabling deeper levels of customer insight by allowing us to segment the customers into relevant subgroups for analysis or. by utilising correlation analysis to identify drivers of promotion and detraction.

13 enlightened by Net Promoter

14 customer journey illuminates the areas for improvement Pre-authorised claim* = NPS Buy =NPS Non pre-authorised claim* = NPS Renew = NPS Renew = NPS Renew = NPS our insight indicates that Preauthorisation is a key loyalty driver

15 loyalty enhancer Pre-authorisation was viewed as primarily a cost containment process Rules, approval, restricting the customer Enforcement not promoter Now we realise that actually it is an experience enhancer, we are treating it very differently Language authorisation is too harsh Positive promotion, focus on customer benefits

16 Business attitudes change Prioritisation - risen to the top of the list Opportunity to raise our relatively strong NPS 12 points higher Changed strategy from mandatory product rules to focused marketing to promote and educate Depth of data and insight enables to target specific segments where opportunity is greatest

17 impact potential Pre-authorisation Claim Pre-auth No pre-auth Claim No claim 13% of customers use the pre-authorisation service each year 45% of customers use the claim service each year

18 customers voice getting the business to listen

19 introducing net promoter to the business key milestones Buy survey launched: October 2008 Renew survey launched: October 2008 Claim survey launched: February 2009 First Customer forum: March 2009 cultural transformation Business wide people engagement initiative Leadership Forum May

20 Intelligence into Improvement Insight, trend analysis, intelligence Recommendations for change Analysis of change impact Intelligence into improvement Decision-making Customer Forum PRG Project YES NO Sales or Service Excellence Team manage change or implementation

21 Customers voice getting the business to act

22 management cliff 100% 90% 80% 70% - 95% of enterprises collect feedback 60% 50% - 50% alert staff to findings 40% - 30% make decisions using this insight - 10% deploy improve 30% 20% 10% - 5% inform customers of the change 0% Collect feedback Alert staff Uses insight Deploy and improve Tell customers

23 improvement programme Insight Customer Forum Paper of recommendation including ROI Part 1 Review new Insight Part 2 Actions & Decisions Action planning workshop Do we want to pursue? No No further action Yes Working Group Perform additional research/analysis to quantify the issue and identify valid recommendations

24 acting on the small things Balance between analysis and acting Detractor triggers Acting on Verbatim Pushing the feedback out to employees so they understand the impact they personally have repeat positive behaviour and avoid negative

25 first steps improvements so far

26 actions so far 6 months in - Changed our approach to a key business process and re-prioritised - Adjusted our pricing to take into consideration the more price sensitive customers - Considering a new product aimed to satisfy a previously ignored customer need - Enhanced quality audit process in areas that customers have highlighted through their net promoter results - Improved information given at point of sale helps to inform customers where they were previously unsure. - Identified gaps in customers knowledge and amended our marketing, website and correspondence to rectify it. - Bespoke net promoter reports used for training, coaching and to assist our sales team with corporate renewal negotiations.

27 post implementation signals the start making Net Promoter integral to business as usual processes and behaviours - bottom-up net promoter can be harder without infrastructure - think about integrating it into AOP processes now, JDs, objectives - insight overload.being focused on bigger opportunities but in smaller numbers - constantly communicating improvements to teams so they can see the value - act as well as listen.. fancy that syndrome - Focus people on improving the score rather than what the score means

28 questions