Since 1997, the global CRM market has been experiencing explosive growth. Insurance companies analyze existing customers through CRM, accurately understand the basic information of customers, family composition, business situation, insurance and compensation history, stability and other information, clearly understand the needs of each customer, better understand customers and serve customers.
Facing the various needs of insurance business, CRM construction must start from multiple levels. First, take integrating customer information as the breakthrough point, automatically identify and generate a list of high-quality customers and poor-quality customers, thus subdividing customers and services and realizing the differentiation of operations and services. Second, establish a "blacklist" system in an all-round way to prevent "blacklist" customers from wandering in the system. Establish an early warning system for "multiple claims customers" and "high customers in payout ratio". Third, we must be able to integrate data, analyze business development in time, and adjust marketing strategies in time; Fourth, strengthen risk control by analyzing data, indicators and mathematical models; Fifth, with the help of CRM system, we can analyze customers' needs and develop new products to improve the decision support and business intelligence of insurance companies. Sixth, with the support of CRM system, establish a scientific risk management and disaster prevention service system, and take disaster prevention service as an important measure to stabilize and attract customers.
Customer relationship management system is divided into two parts: entry, maintenance system and use management system. The entry and maintenance system is equipped with document builders, system administrators, operators and collectors. The account manager is the archivist of the customer relationship management system, whose duty is to enter and maintain the basic information and additional information of the customer, and provide the operators (backstage) of the county (district) branch with the changes of the basic information of the customer. System administrators are managers and operators of customer service centers. The operator's responsibility is to compare, review, supplement, update and maintain basic customer information and additional customer information; Timely report the processed customer information to the company leaders and the customer service center of the superior organization. Insurance service telephone hotline personnel are important collectors of customer information, and should provide customer information to the operator of the customer service center of the same institution in a timely and accurate manner in accordance with relevant regulations. The usage management system is a hierarchical usage right management system in strict accordance with customer information confidentiality regulations. Personnel at all levels can only query and use customer information corresponding to their authority. The establishment of CRM system will fundamentally solve the abnormal phenomenon and irregular management problems that customer information is controlled by salesmen or marketers, and customer information will also be lost, making customer information a valuable resource of the company. Therefore, the establishment of customer relationship management system is an indispensable basic work for the establishment of customer service management system.
Second, implement the account manager system.
Customer manager system is a new insurance management system established by insurance companies to meet the needs of business development and competition. Its connotation is to change multi-head customer service into "package" customer service and reduce the links of customer service in the process of insurance business operation. Specialized personnel will be independently responsible for providing customers with comprehensive, all-round and continuous insurance services to meet the legitimate needs of customers to the maximum extent. At the same time, through the registration and management of CRM system, we can eliminate and avoid the irregular business competition behavior within the company system, reduce the internal friction of the system and reduce the operating cost.
The account manager is a front-line exhibition worker. According to work ability, professional work experience, work performance, and the types of customers in charge, account managers are divided into five levels: senior account managers, senior account managers, ordinary account managers, junior account managers, and trainee account managers. The qualification of an account manager shall be examined and approved at different levels. Senior account managers and senior account managers are approved by provincial branches, and other account managers are approved by municipal branches. Account manager qualification certification is conducted once a year. According to last year's assessment results, reconfirm or adjust the level of the account manager.
The basic functions of an account manager include customer relationship management, marketing and internal coordination. Mainly on behalf of the company to establish and develop business relations with customers, understand and stimulate customer needs, promote the company's various products, mobilize the company's internal resources in business development, and provide customers with efficient "package" services. In principle, a customer can only have one account manager, who is mainly responsible for handling all kinds of insurance business required by him and providing him with continuous supporting services such as consultation, underwriting, disaster prevention and loss prevention, and assistance in claims settlement. The account manager should write monthly customer visit analysis reports, timely report major customer events, and put forward countermeasures and suggestions; Provide customer information required by business departments or companies at all levels; Collect, sort out and feed back the customer's business management information and horizontal competition information in time; Establish and maintain customer files.
The position of account manager is only located in grass-roots units. The number of posts is determined according to the actual business needs. The account manager is managed by the manager's office of his department or branch.
Third, integrate, upgrade and expand the functions of existing customer service centers.
It is understood that at present, some large insurance companies have set up customer service departments, but in the actual operation process, they mainly complete two tasks: First, the service hotline accepts reports, consults, complains, informs and dispatches surveyors. Second, the surveyors conduct on-site survey and damage assessment, and complete the survey report. Other professional customer service functions of the customer service center, such as multi-faceted, multi-level, customer segmentation, insurance segmentation, etc., basically did not play a role. Service line has not become a multifunctional platform for information collection and processing, and many valuable information resources have not been fully utilized. For example, there is no special organization to systematically classify customer complaints, find problems, plug loopholes, and improve management level and service quality. There is no special organization to analyze the consulting matters concentrated by customer groups in a period of time, find market hotspots, and tap potential customers and new business growth points; These customer information and social feedback are valuable resources for public enterprises.
To integrate, upgrade and expand the functions of the existing customer service center, we must start from the following aspects: First, the customer service center must set up full-time customer service departments and posts, specializing in the collection, entry, analysis and management of customer information, and submit customer service information analysis reports every month. At the same time, guide and manage the work of the account manager; Responsible for the subordinate units to implement the detailed rules for the service of high-quality customers and key customers, the blacklist system and internal competition management measures; Manage the implementation of customer complaint management system. The second is to fully implement the digital management of service lines and realize the docking with customer management system (CRM). Statistics and analysis data of various valuable information must be summarized and processed by full-time customer service departments, and then passed to business decision-making levels, management and account managers at all levels. Third, subdivide customers and innovate service content. For example, providing fast on-site survey services for high-quality customers of motor vehicle insurance; Emergency rescue service for faulty vehicles; Reminder service for underwriting nursing renewal; Provide car wash service free of charge; Injury accident protection card service; Simple and fast processing service for small claims; Green channel service; Provide convenient investigation services for riders' club members. Provide meteorological information services for high-quality corporate property insurance and freight insurance customers; Disaster prevention and loss prevention services, etc. Fourth, actively solicit customers' opinions on all aspects of business processes and collect feedback from all walks of life. Fifth, increase the training function of employees' customer service awareness. The training contents include: the concept of customer service, the significance of customer service to enterprises, the quality requirements of customer service personnel, customer service skills, the principles, methods and steps of correctly handling customer complaints, the supervision and improvement of customer service management, and the construction of customer service team.
Four, formulate and implement the rules of quality customer and key customer service.
Jay Curry is an internationally renowned expert in customer marketing strategy. Ten empirical theories of his customer pyramid are unforgettable: (1) 80% of the company's revenue comes from the top 20% of customers; (2) The profit rate of the top 20% customers exceeds100%; (3) More than 90% of the company's income comes from existing customers; (4) Most of the marketing budget is often spent on non-existent customers; (5) 5% to 30% of the customers in the customer pyramid have upgrade potential; (6) Customer satisfaction is the foundation of customer upgrade; (7) customers who are barely satisfied will often turn to your competitors; (8) The purpose of marketing and service is to influence customer behavior; (9) Other departments and personnel of the company will also affect customer behavior; (10) A 2% customer upgrade in the customer pyramid means an increase of 10% in sales revenue and a 50% increase in profit. Jay Curry's customer pyramid theory profoundly expounds the extreme importance of high-quality customers and big customer service.
To formulate the service rules for quality customers and key customers, we must first clarify the concepts of quality customers and key customers. In general, different insurance companies have different definitions of quality customers and big customers, which are influenced by their own operating costs, different types of insurance, average compensation levels in different periods and operating guiding ideology. Generally speaking, high-quality customers refer to customers who have not made claims for losses for more than three consecutive years or whose commercial credit in payout ratio is extremely low (in practice, they mainly refer to high-quality individual customers). A big customer refers to a customer whose premium paid occupies a significant position in the total premium income of an insurance company, with high brand awareness, good social image or a significant position in the industry, and has made great contributions to the improvement of the economic benefits of the underwriting enterprise (in practice, it mainly refers to large industrial and commercial enterprises, system customers and large project customers). The second is to establish the guiding principles of service standards for high-quality customers and key customers, and determine the standard items, extension areas, implementation steps, institutions and personnel of services. Third, it is necessary to clarify the details of quality customer and big customer service. Including: underwriting services, claims services, disaster prevention and loss prevention services, technical services, knowledge services, consulting services, as well as some personalized extension services and value-added services. Fourth, it is necessary to clarify the management system of quality customer and big customer service. Including: the regular return visit system for major customers; Classification contact and classification management system for major customers; Regular telephone return visit system for high-quality individual customers; High-quality customers, big customer complaint management system, etc.
V. Establish a strict, standardized and efficient customer complaint management system.
Customer service is a complex system engineering, and the handling of customer complaints is an important part of customer service, which embodies the service concept and quality of insurance companies. Dealing with customer complaints actively, cautiously, objectively, fairly, comprehensively and promptly is one of the basic operating principles that modern insurance companies should follow.
To establish a strict, standardized and efficient customer complaint management system, we must do the following: First, make clear the competent departments of customer complaints and their responsibilities and authorities. At present, although some insurance companies have customer service centers and customer complaint management systems, they have not established a strict, standardized and efficient customer complaint management system. A large number of complaints about service attitude and business problems are digested and handled by service lines or grass-roots companies themselves, and there is no standardized management channel, which leads to problems such as low quality of complaint handling, serious information loss, and failure to find management loopholes in time. In order to improve the level of customer service and truly establish a modern enterprise management system, a customer complaint management system should be established, which runs through the head office, provincial branches and municipal branches and is managed by the customer service management department in a unified way to coordinate the responsibilities, rights and interests of relevant departments. Second, standardize complaint channels. All business units must announce the complaint telephone number in a prominent position in the business premises to inform customers of the complaint channels and ways. Third, strictly follow the complaint acceptance procedures and relevant regulations such as acceptance, verification, registration, transfer, coordination, handling and feedback, and strictly implement the operation specifications and time limit requirements of Customer Complaint Registration Form, Customer Complaint Verification Form, Customer Complaint Transfer Form and Customer Complaint Handling Form. Fourth, improve the management and analysis of complaint files. After handling the complaint, all the information about handling the complaint, including forms and records, should be sorted and filed in time. At the same time, the relevant information of customer complaints should be entered into the customer relationship management system (CRM), so as to fill in the customer complaint analysis form every month, study and analyze customer complaints, and report the customer complaint analysis form and analysis report to the company's business decision-making level and relevant departments. The customer service center should study and formulate corrective measures with relevant departments and affiliated companies in response to customer complaints to ensure the effective implementation of corrective measures, so as to promote the improvement of customer service and the continuous improvement of service quality.
Establishing and perfecting the customer service management system as soon as possible is a basic work that property insurance companies must do in the fierce market competition, and its role is directly reflected in the construction of the company's core competitiveness. However, we should also be soberly aware that the establishment of customer service management system is a complex system engineering, which requires a lot of manpower, material resources and financial resources and faces many practical difficulties and obstacles. It must be achieved through hard, arduous and long-term efforts. Therefore, only by making up your mind early and starting the construction project of customer service management system as soon as possible can we lay a solid foundation for better victory in the future.