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What Our Clients' Success Looks Like
Chubb Insurance Specialty’s AIM project produced the industry’s first “tri-track” renewal process with high touch, low touch and no touch tracks.
This tri-track renewal process:
1) Increased customer retention to over 95%.
2) Increased Underwriting productivity over 50%.
3) Reduced the renewal process cost by more than 60%.
These improvements achieved high sustainable growth and profitability. Our client became the largest Specialty Insurer in the US within three years and went on to dominate the industry, a position it still holds.
Citibank Private Bank conducted an AIM project that discovered they lost 18% of branch resource capacity to activities related to checking the status of transactions.
Their AIModels provided all the information and what-if analyses to design automated transaction status alerts that included notifying the customers.
This was in 1999 and it was the first banking transaction notice system. Since some people did not have email, they alerted customers without email by phone with an automated voice in the language of the country.
This system was very well received by customers and it set a very high standard that no other banks were able to match for many years. It distinguished Citi from all other banks.
When they reduced their resource capacity costs for transaction status activities by 18% they saw their service levels improve and branch profitability improve through attrition over the next 18 months.
An AIM project’s “what if” scenarios of Chubb’s Commercial Insurance Division discovered that their branch-centric organization was over 40% more expensive than a service center organization would cost. The AIM scenarios also forecasted that a service center organization would provide better expertise and service to field underwriters and customers.
They designed precise service center blueprints for each line (product group) throughout the country using their AIModels. After the initial organizational transformation costs were incurred, Chubb’s new centers reduced costs by over 40% and increased productivity by almost 50%. These centers achieved the highest level of insurance expertise and the highest productivity in the industry. They grew into their new capacity over the next 24 months and enjoyed expensive-free growth. They continue to dominate the industry and are now the world’s largest underwriter in many commercial lines.
T-Mobile rapidly expanded i’s services to corporate accounts but executives were insistent that the existing call centers handle the new corporate service calls without any specialization. They believed specialized units would raise the service costs to unacceptable levels. The complaints from the corporate customers about poor service were rising at alarming rates. The managers in the call centers continued to complain and warn T-Mobile’s executives that they were struggling to handle the corporate service calls.
T-Mobile engaged Orient Point Consulting to deliver AIModels that would provide cost models that would show what the true current costs were and forecast costs associated with potential solutions. The AIModels revealed that current corporate service costs were far higher than anyone suspected, and were clearly severely reducing the profitability of corporate accounts, as well as reducing capacity to handle consumer accounts. Using AIM to forecast solution scenarios helped the call center managers, the internal operations consultants, and the T-Mobile executives understand the scope of the corporate service calls, the knowledge required to handle these calls, and forecast a variety of scenarios for specialized units.
AIM provided this information for new specialized units:
1) detailed call type processes
2) activity details
3) job position scope and authority
4) required resources skills
5) technology access
6) call metrics and required resource capacity (FTEs)
T-Mobile increased their service quality and solved the complaints problems, reduced the costs of corporate account services, and restored the call centers’ consumer call capacity. They continued to successfully expand their services and grow their corporate accounts.
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