Generali Insurance Public Company Limited
Contact person: chomjan supphajindakorn
Email address: email@example.com
Contact number: +66899545622
Asia and ANZ
The Digital Insurer Insurance Innovation Award
Generali Thailand has always had a clear vision in its use of new digital technologies to create seamless customer experiences as well as to widen and improve distribution channel efficiency.
The Generali transformation journey to be the most innovative and digitalized insurers started over 3 years ago as the company adopted a 'digital engagement' strategy to provide customers convenience, as they demand based on their lifestyles.
The main objectives with Digital Transformation are primarily around cost reduction, revenue growth, and customer satisfaction, differentiating from competitors with how these goals are achieved. Generali's strategy is defined through a series of levers associated with customers, distribution channels, processes, and employees. The Digital area provides a wide set of digitalization tools with the main objective of transforming the offering to a more efficient, productive, and attractive one, contributing to the levers defined in the company strategy. Generali believes that Digital Transformation is not a strategy per se, but it contributes specific actions to meet the goals of the company.
To this end, Generali Thailand has launched the following series of digital initiatives:
Generali 365 Chatbot. This is an AI-powered chatbot that is deployed on Facebook platform to serve 46 million Facebook users in Thailand. The chatbot, integrated real-time with Generali’s CRM providing single customer view, is capable of not only answering inquiries but also initiating conversations to identify exactly what customers or potential customers need or concern. The company is convinced that customers are requesting more services associated with the various products to see the insurance not only in the coverage of the policy but also in the value- added services, and this is the field for competition.
As a result, apart from performing product/service consultation & recommendation and engaging in various conversations related to lifestyles in the digital era, the chat bot can offer discounts to potential customers based on their lifestyles, initially handle complaints while notifying persons in charge with information gathered, and provide tax certificates online to customers.
During the early stage of the deployment of Generali 365 Chatbot, the number of leads generated through Facebook platform was merely 15% of the total leads per month. This percentage rapidly rose to almost 40% after only 4 months of implementation. The conversion rate has also significantly improved thanks to better understanding of potential customers without adding more workload to the contact center. In fact, the chatbot now plays a crucial role in reducing contact center’s workload.
Net Promoter Score System. NPS of Generali makes it possible to receive real time feedback from customers and to improve services on the basis of the problems identified. The programme is active in 54 business units and covers 90% of our customer base. We have sent over 7 million questionnaires obtaining a high rate of response globally, showing the strong desire of our customers to actively participate. We have therefore called over 164,000 customers that have declared themselves to be dissatisfied and have organised interdepartmental work groups to implement effective responses, identifying areas of improvement.
The Generali T-NPS Group Program was recognised by Medallia - a leading management, consultancy and software company in the Customer Experience sphere - as one of the most successful and wide-reaching NPS programmes in the world, contributing to making Generali an increasingly customer-centric company that is able to provide simpler and smarter solutions.
Robotic Process Automation. Workforce efficiency is increased with RPA that can read across systems to automate high volume and repetitive rule-based tasks that were traditionally executed by humans. The technology is being implemented to automate processes in 8 areas with the total of 40 sub-processes, which increasingly results in higher speed and lower errors.
In addition, Generali believes that the innovation required on a transformation journey requires employees change the way they do their jobs. This objective, however, will not be achieved if they are not involved, engaged, or unsuccessful in their personal transition.
As a consequence, Management vision precisely foreseen trend and changes and always proactively action ahead the cause is at the core of the company's transformation strategy, involving the greater number of people in this journey, led by the HR department and directed to the rest of the organization. The company offers multiple communications sessions to share the company's vision and the different initiatives in place, as well as specific online and offline training sessions on how to face and adapt to the changes. The HR department defines specific development plans when it comes to incorporating a new profile, a role of function coming from the transformation of an existing process, or creation of a new one. This aims to tackle challenges that come with cultural change and to get the company’s workforce and partners to use the new commercial tools and optimized processes.
Generali has proven to be one of the top innovator companies on the insurance market and the company is committed to continue transforming to serve a whole series of customers with higher expectations, who want to interact with the company in a more dynamic or intuitive way, at any time or place and with personalized offerings and services that satisfy their specific needs.