SOME TOWARDS A SOCIAL COMPANY - Aegon
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SOME
SOCIAL MEDIA INSURANCE MONITOR 2016 BY ITDS
MILLENNIALS CHOOSE
THEIR OWN PATH
SHIFT TO
MOBILE -FIRST APPROACH
A CHANGE OF THE BUSINESS
MODEL IS NEEDED
TOWARDS
A SOCIAL COMPANY
GLOBAL EDITION
2 3
INDEX
ITDS MEASURES INSURERS’ USE
OF SOCIAL MEDIA ALL OVER THE WORLD
8 14 20
Conclusions: Active, but Johan van den Neste: Ranking
many chances are not (InShared); and analyses
yet being exploited The personal approach
30 44 52
Neil Hiltz Innovators: Olav Cuiper (RGA):
(Facebook): Global initiatives Insurance
Consumers first show courage is meaningful
58 68 74
Millennials first Frank van Wessel Vision:
(Delta Lloyd): To survive with
Transformation is crucial Social Media
4 5
FOREWORD
HIGHLY
COMMENDED
O
nce again, we’ve taken the next step. Last year, for the first time, we presen-
ted a study into the use of Social Media in the European insurance market.
And what you are now holding is a report of the first global survey. Within
the framework of our independent Social Media Insurance Monitor, earlier
this year we surveyed no less than 20 leading international insurers. We did so because, as
ITDS Business Consultants involved in this sector, we know that we are active in a rapidly
changing world. “To survive with Social Media” is the bottom line, and that’s something
that transcends all borders, in every which way.
Our initiative − which was launched six years ago in the Netherlands, extended to cover
Europe last year and went global this year − is highly appreciated internationally. This
year, for the second time in a row, we were nominated for Social Agency of the Year at
the annual Corporate Social Media Awards in New York. Nearly 500 leading companies
from around the world vie for these prestigious awards. Our Monitor and SoMe magazine
garnered the honour of “Highly Commended” during the awards gala. This puts us at the
international leading edge of Social Media, with our research being valued at an interna-
tional level, something we are justifiably proud of.
The insurer that achieved the highest score of all the 20 surveyed insurers to claim our top
ranking also has reason to be proud. The facts and figures lead to a number of conclusions
that will be of interest to everyone in the industry. Furthermore, I’d like to draw your a
ttention to the advice of Neil Hiltz, Global Head Financial Services, Facebook, which is to
“Think from the customer’s perspective”. In his opinion, and ours too, this is clearly still
not always the case. Our vision in this respect is unambiguous: a change of the business
model is needed. And this is why “Towards a Social Company” is the main theme of this
first global edition of SoMe magazine.
ESTHER LENS
CEO ITDS
7
CONCLUSIONS
SOCIAL IS GLOBAL:
EVERYDAY,
EVERYWHERE
Social is global; in every country people are making extensive
use of Social Media. But our research shows that international
insurers are not effectively exploiting this to the full.
8 9
CONCLUSIONS SOCIAL IS GLOBAL
THERE IS A LACK OF SOCIAL USER-GENERATED CONTENT
ACTIVE, BUT STRATEGY EMBEDDING
Most insurers that are active on Social
Media have drawn up a Social strategy.
IS STILL SCARCE
Despite increasing amounts of content,
communication is still mainly one-sided,
MANY CHANCES However, less than half (40%) of the
insurers that do have a Social strategy
have actually communicated it within the
from the side of the insurers. Insurers have
some catching up to do in this respect
because user-generated content is perceived
ARE NOT YET organisation. This means that the strategy
is only being experienced from one place
in the organisation, thus blocking the way
as many times more credible than content
created by the companies themselves.
BEING EXPLOITED towards becoming a really Social Business.
Only 15%
THE ONLINE ECO-SYSTEM of the insurers
IS NOT CLEAR
Of those 20 insurers, 15 (75%) of them have a have a
content platform on which informative blogs
can be found. Insurers use these blogs to
platform with
Looking at 20 major players in the insurance industry, spread across derive SEO advantages and/or claim thought
leadership on a particular topic.
user-generated
11 different countries, we certainly encountered plenty of Social Media
Consumers mainly access these content plat- content.
activities. But digging a little deeper with our Social Media Insurance forms through blogs that the insurers share
on their Social Media channels. However, the
Monitor it would appear that many options are going untapped. Here are
content platform is often difficult to find on
our conclusions, one-by-one. the insurer’s homepage because any through-
referrals aren’t clear enough. In many instan- MILLENNIALS ARE RARELY
ces the online “eco-system” (online-social- TARGETED
mobile) is not clear for consumers. Generally speaking, insurers are not pro-
actively capitalising on the behaviour of
Millennials, the generation that today
THERE’S TOO makes extensive use of messaging platforms
LITTLE DIALOGUE to communicate. Of the surveyed insurers
Of those insurers with a content platform, not one of them yet use WhatsApp as a
consumers can respond to the blogs of contact channel. This is despite the fact
only 40% of them. Clearly, relatively few that it’s been proved that WhatsApp hugely
opportunities for interaction are offered increases customer satisfaction and trans-
through dialogue. A huge advantage of cends all other channels. Most insurers
Social Media is that it offers two-way are accessible via Facebook Messenger,
traffic, but this is being insufficiently although three of the 20 surveyed insurers
exploited. (15%) have actually disabled this option.
AXA’s Millennials label “Switch” is the first
to officially partner with Facebook Messen-
10 11
CONCLUSIONS
WhatsApp increases
customer satisfaction but insurers
don’t use this channel.
ger. Similarly, no insurers are yet making USER REVIEWS ARE NOT
structural use of Snapchat, although two ASKED FOR, OR SHARED
insurers have deployed it in the context of More than half of all consumers base their
sports club sponsorship. choices on ratings and user reviews, but
the importance of these user reviews is
not yet being acknowledged by insurers.
THE VALUE OF THE SERVICE Facebook offers the opportunity to leave
PROVIDED BY WEBCARE IS a review on the page, but only 10% of the
UNDERESTIMATED insurers enabled this functionality.
All 20 insurers respond to questions via
Social Media. However, an average of only
30% refer to Social Media channels on their
contact page. On Facebook only 50% indicate
Just 25%
in their profile that webcare is offered on that of the
channel. On Twitter this drops to 35%. These
statistics demonstrate that Social Media is not
insurers that
yet seen as a fully fledged service channel. were surveyed
show user
reviews on their
websites.
MOBILE-PROOF? YES. MOBILE ENGAGEMENT? NO.
Insurers have acknowledged the importance of mobile. Almost all insurers have a mobile-
proof site: 90% of them have a responsive website, 5% have a separate mobile website and
5% have a site that’s not mobile-proof. However, the content that is created is often not
mobile-first. This means the content doesn’t appear well on mobile and consumers do not
get an optimum mobile experience.
12 13
INTERVIEW
ONE SIZE
DOESN’T FIT ALL
“I have a confrontational perspective that speaks volumes about my
ambition. How good would it be if we could offer everybody a personal
and bespoke insurance proposition. One that uses data and with which
we can serve our customers as optimally as possible.” So says Johan van
den Neste, commercial director of the 100 per cent digital InShared, part
JOHAN VAN DEN NESTE, COMMERCIAL DIRECTOR AT INSHARED of Achmea.
14 15
INTERVIEW JOHAN VAN DEN NESTE
W
t 'JOBMMZ UIF CPUUPNMJOF PGGFSJOH EF-
ith InShared, Johan
van den Neste focuses pends completely on the analysis of the
The behaviour on Social Media and
strongly on customer be- customer’s behaviour. There are many the website determine our
haviour. Behaviour that, differences in people’s search behaviour,
when coupled to data, defines how people which say a lot about how they live their one-on-one marketing strategy.
can be served and their needs exactly met. lives. One customer might be looking for
The objective, he explains, is a marketing convenience, while the other might be
strategy that’s focused on the individual. price-driven. If you look closely enough
you can exploit this. Take the security
WHAT ARE YOU CURRENTLY hunter, for example. He’ll visit your site,
WORKING ON? leave it and then come back a bit later.
There are a number of building blocks You’ll see that he’s checking out the terms
for commercial success. At the heart of of the product. That’s how you’ll know term legacies that the big insurers do. Our business process. It’s this kind of bespoke
the online environment it’s all about four he’s looking for security. The third time expertise and the IT platform that we approach that we are optimising. The
cornerstones, on which you can base that he comes to your landing page you’ll send developed are what fuelled the recent behaviour on Social Media and the website,
success. a personalised message. That’s when you creation of OutShared. This new company linked to actuarial data, are what deter-
t:PVIBWFUPNBLFZPVSTFMGFBTJMZmOE offer him that security and, based on his now serves as a platform to other parties, mine the marketing strategy we’ll use for
able. How can you generate traffic to behaviour, you make him a suitably adap- partly thanks to demand from insurers an individual at any given time.
your website? With Google and with SEO, ted offer. That’s where we want to be. for flexible IT at a low cost per policy.
obviously. But you can also use Social. Because one size doesn’t fit all. In the meantime, our first external AND WHAT FORM DOES THAT TAKE
And banners. A strong brand is, of course, insurance label is already fully operational ON SOCIAL MEDIA?
an indispensible prerequisite in all this. AND WHERE ARE WE TODAY? on our platform. We still have a way to go, Again, data intelligence is an important
You must make sure that people can find In the retail sector the use of data is more but it’s a journey we’re making with our part of the equation. The more you know
you without any problems. advanced than it is in financial services. customers. about the customers in your target group,
t 5IFO UIFSFT UIF VTFSGSJFOEMJOFTT PG That said, if you look at pricing, parti- the better you’ll know what they want. It’s
your site. Just how user-friendly is it? cularly actuarial pricing, the insurance AND WHAT DOES THIS MEAN IN an opportunity to get your message across
Can consumers use it easily? industry is further. As an online insurer, PRACTICE? intelligently. It even makes something as
t )PX DBO ZPV DPOWJODF UIF DVTUPNFS at InShared we are already applying some We really scrutinise people’s behaviour potentially irritating as retargeting more
That’s all down to your content, your retail concepts, but not yet in the form and we invest a lot of time in doing so. palatable. Here’s a retail example of the
storytelling. The message must always be that we really want to. We are 100% digi- We analyse web behaviour data, as well as wrong approach. Supposing I order a suit
relevant. And without commercial hooks. tal so we don’t have the baggage of long- the combinations of CRM data. We want online at Hugo Boss. If I then go to news
to do more than just offer a product; we sites I’ll still get be pestered with Hugo
want more and better quality contact with Boss advertisements, even though I’ve
people. So we explore how people seek already bought the suit there. Shame. But
and establish contact with us. It can be if this retargeting is done more intelli-
PERSONAL through chat, email or telephone, and gently and without being annoying, we’ll
soon via WhatsApp too. Sales have to be also reach people who didn’t initially
Before his current position as commercial director at InShared, Johan van den Neste was the digital assimilated to that behaviour. Sometimes have a preference for us. It’s important to
inspiration at Allsecur, part of Allianz. He is, without doubt, a pioneer in the insurance sector, one of you can send somebody a chat message pro- learn continuously from people’s behaviour
very few people who has identified and harnessed the potential of online and is continuously looking actively. Other times people might want to and invest heavily in it. An area in which
to improve and optimise it. His vision and ideas about online marketing and strategy always come speak to a real person, because they want we want to be so much better in future is
from the customer’s perspective. to introduce a human component into the having real relevance on Social Media.
16 17
INTERVIEW JOHAN VAN DEN NESTE
Agility is the key to the organisation’s
success and that calls for a different
organisational structure.
By giving concrete tips to make people facilitating a conversion when someone is
more aware of risks, for example. visiting the site. But it’s not just about the
conversion either; it’s also about being able
AND THE PRIVACY ISSUE? to make a profit. Sometimes customers want
It goes without saying that staying with- products that don’t suit us. Here again,
in the law and strictly observing it is our based on behaviour and on our customer
main departure point. But you cannot groups, we’ll know instinctively which
really avoid this issue. If you do it really people in the traffic may or may not
well it won’t be a problem; but if you do it be of interest to us. Agility is the key to
wrong it will be. One customer might be the organisation’s success and that calls
used to it and take it for granted. Another for a different organisational structure.
might be much more aggressive in the way The various disciplines, data analysis,
he protects his privacy or even withholds marketing, actuarial and IT must be
his data. You have to take both approaches closely meshed. For traditional insurers
into account. Transparency, sharing excess this can be problematic.
profit with our customers, is one of
our USPs as an insurer. InShared wants WHAT ARE YOU MOST PROUD OF?
people to be able to insure themselves We do everything in house and orches-
online. If you limit the damage together, trate it all ourselves. We investigate the
you can share the spoils together. There is real person behind the data. What does
no small print. And this is something we’ll he want? And how can we help him in a
continue to apply if we develop products relevant way, without being a nuisance?
and services for which our customers need Sometimes it’s not even about sales or the
to give us data. settlement of a claim, but about offering
other support. We’re all in it together, with
WHERE IS THE BIGGEST the courage to move forward by trial and
CHALLENGE? error. It makes you increasingly smarter
The biggest challenge is not one of and more effective and underscores
linking together all the data streams; improvement, bit-by-bit. That’s the bottom
it’s making this data actionable and line.
18 19
RANKING 20 MAJOR GLOBAL INSURERS
GOLD FOR
90
80 STATE FARM
70
US insurer State Farm tops our ranking. It uses social content to build
communities. Second place went to the Netherlands’ Aegon, thanks to
60
its integrated social approach. Number three, Germany’s Allianz, enters
into dialogue with consumers with its forum ‘Allianz hilft’.
50
40
30
20
13 Legal & General (UK)
13 Great Eastern (MY)
12 New York Life (US)
7 Nationwide (US)
1 State Farm (US)
10
8 MAPFRE (ES)
9 Farmers (US)
11 Sun Life (CA)
14 MetLife (US)
5 Allstate (US)
10 Generali (IT)
17 Chubb (US)
15 Zurich (CH)
2 Aegon (NL)
3 Allianz (DE)
6 Geico (US)
16 AMP (NZ)
5 Aviva (UK)
4 AXA (FR)
14 AIA (MY)
0
20 21
RANKING 20 MAJOR GLOBAL INSURERS
FANS AND FOLLOWERS: Insurers gradually begin to exploit
O The insurers have a total of 10,023,979 fans and followers. Of these, Facebook com-
mands the biggest share, with 7,573,595 fans, then LinkedIn with 1,754,811 followers. On
the emerging channels.
Twitter insurers have 695,571 followers and last year Instagram secured the loyalty of
72,311 followers.
OWith a grand total of 2,274,555 fans, Farmers is the absolute winner, followed by the top
ranking State Farm, with 2,093,254.
O The chart shown below shows the absolute numbers of fans per insurer. However, in
calculating the ranking on the previous page, differences in population have been taken
into account. To achieve a fair comparison, a correction per country has been applied.
SOCIAL ONLINE
O All insurers in the ranking are active O 95% of the insurers link through from
on Facebook, LinkedIn and YouTube and their homepage to one or more Social Me-
2.500.000
Instagram 19 of the 20 surveyed insurers (95%) are dia channels. However, only 30% (6 out of
LinkedIn active on Twitter. 20 insurers) link through from the contact
Twitter O On average, insurers posted 5 messages page to Social Media. In this case it’s often
per week on Facebook, 12 on Twitter and limited to a referral to traditional contact
2.000.000 Facebook
2 on LinkedIn. An average of 1 video per channels, such as email and telephone.
week was uploaded on YouTube. O Only 5 of the 20 insurers (25%) show
OOn Facebook, insurers received a total of consumer reviews on the website.
1.500.000 39,916 responses from consumers on their OThe opportunity to provide feedback on
page. the website or service is offered on the
O 50% of the insurers responded within websites of 9 of the 20 insurers (45%).
two hours after receiving questions from O Only 3 insurers (15%) acknowledge the
1.000.000
consumers on their Facebook page. On importance of user-generated content and
Twitter that was only 45%. have created a platform for it. These are:
O Insurers are gradually beginning to ex- Allianz, with a forum (forum.allianz.de),
500.000
ploit the emerging channels: 70% − to New York Life, with Keep Going Good
a greater or lesser extent − are active (newyorklife.com/keepgoodgoing) and
on Instagram, with an average of 2 posts State Farm, with Neighborhood Sessions
per week (not counting advertisements). (neighborhoodsessions.statefarm.com).
0 However, there is still little use made of O 75% of the insurers have a platform or
Farmers (US)
State Farm (US)
New York Life (US)
MetLife (US)
Allstate (US)
Geico (US)
Allianz (DE)
AIA (MY)
Nationwide (US)
Zurich (CH)
Generali (IT)
MAPFRE (ES)
Aviva (UK)
Sun Life (CA)
AXA (FR)
Chubb (US)
Great Eastern (US)
AEGON (NL)
AMP (NZ)
Legal & Genarali (UK)
Snapchat, with the exception of a few insu- page on which they can share blogs. These
rers who have experimented with it in the blogs are typically shared through Social
context of a campaign. Media.
O At the moment, WhatsApp is still not
being used by international insurers as a
service channel.
22 23
RANKING 20 MAJOR GLOBAL INSURERS
Has a mobile-
Has an app proof website
Does not Does not have
have an app a mobile-proof
website
MOBILE
O Nearly all insurers (90%) have a responsive website; in other words the website
is the same as the desktop site but it automatically scales down to the mobile device.
Furthermore, 5% has developed a separate mobile website, while 5% does not have a
mobile-proof website.
OOf all the insurers, 95% have smartphone apps, which are used by insurers for different
purposes. While one insurer might use an app as a news source, another might use it for
managing insurance policies.
ACCOUNTABILITY AND ther, we have looked at the Social Media
METHODOLOGY accounts in the respective countries in
O This is the first and only independent which the insurers are active. In other words,
survey about the use of Social Media in the AXA in France, Aviva in the UK, Generali in
global insurance industry. The survey takes Italy, and so on.
in 20 major global insurers from 11 diffe- O Accounts that target other countries
rent countries. These insurers are leaders in or languages have had no effect on the
their field in the worldwide insurance mar- ranking. Moreover, communities that were
ket and they wield considerable influence set by consumers, insurers and employees
on the complexion of global insurance. have been excluded.
O The surveyed insurers each have a clear O The measurements were taken between
brand name. Insurance groups that have a January and June 2016. Changes that
variety of different brands have not been in- took place after the final measurement
cluded. We have also excluded insurers that date have not been taken into account in
are part of a major bank, because they have determining the ranking. In the global
no separate social insurance channels. Social Media Insurance Monitor 2016 all
O To provide an objective view as possible, insurers were allocated a score between 0
and to compare insurers with one ano- and 100.
24 25
CHARACTERISTICS CHARACTERISTICS
AIA (MALAYSIA) AXA (FRANCE)
INTERNATIONAL AIA relies on Social Media primarily for
claiming a role for itself as a partner in
the area of care and health, in both the
AXA deploys Social Media and content for
specific groups, often under the umbrella
of “People Protectors”. The company also
INSURERS private and business markets. AIA is the
biggest partner of the Vitality programme, an
integrated health and wellness programme.
focuses on the future and on innovation
by investing in start-ups such as Tröv and
AXA Switch, a separate proposition for
ON SOCIAL MEDIA Because its content often includes a call
to action, the Social Media community is
stimulated to enter into dialogue.
Millennials. AXA is also the first insurer
to integrate Facebook Messenger with its
online services.
ALLSTATE (UNITED STATES) CHUBB (UNITED STATES)
Using Instagram and Pinterest alongside In 2016 Chubb’s Social Media channels have
traditional channels, Allstate is widely been mainly characterised by its merger
represented online. It also has its own blog. with the Ace Group. The focus is on telling
The final report of our Social Media Insurance Monitor is based on measu- The blog offers external experts a plat- people about the company’s new course.
rements, statistics, a survey and desk research. The characteristics of the form. Furthermore, the Good Hands com- As a sponsor, Chubb is active with content
munity platform provides user-generated related to Nascar races.
20 insurers that were surveyed on their use of Social Media are given below. content. Allstate also offers the Good Life, a
platform on which personalised content FARMERS (UNITED STATES)
can be found. Of the 20 insurers that were surveyed,
Farmers has, at 2.1 million, the highest
AMP (NEW ZEALAND) number of fans on Facebook. Its content
AMP helps people online with practical is characterised by humour. Example of
1 content, such as blogs that provide step-
by-step advice on how to pay off a debt.
this is the “Hall of Claims”, in which its
most bizarre claims are presented in a
STATE FARM (UNITED STATES) side webcare, with the emphasis being on In addition to this, Twitter is used for tongue-in-cheek manner, and JK Simmons
By organising what it calls “Neighborhood online dialogue. From a special innovation webcare. Every year AMP organises Life as the choice of spokesman. Farmers also
Sessions”, local concerts given by major fund, Aegon invests in initiatives. Amplify, a festival of innovation and dis- promotes itself through its association with
artists from the vicinity, State Farm works ruptive technology. The festival is also exten- professional golfer, Rickie Fowler.
both online − through the Neighbor-
hood Sessions platform − and offline on
3 sively publicised through Social Media.
GEICO (UNITED STATES)
its community. On Facebook, State Farm ALLIANZ (GERMANY) AVIVA (UNITED KINGDOM) Geico is the only insurer that claims to
shares many videos and links through to By using Instagram Allianz tries to appeal This year, and in collaboration with Face- offer 24/7 webcare. In addition to
its “Good Neighbors” blog. to young people. And the online forum, book, Aviva has elected to create a global deploying Social Media for its blog Geico
Allianz Hilft, gives Allianz in Germany an page as a shell on which to build local More, on Twitter it mainly provides content
2 additional platform for online services.
The cornerstones of this platform are the
pages around. The content is more than
just audio-visual; Aviva also conducts
about the Nascar races, which it sponsors.
The insurer is also identifiable through its
AEGON (THE NETHERLANDS) community team, the role played by surveys on Facebook. In this way the mascot, Geico Gecko. Geico is the most
Aegon’s focus on Social Media is mainly on gamification, and integration with Facebook. insurer isn’t just collating data; it’s comple- active insurer on YouTube.
dialogue. On both Facebook and Twitter con- With the lab Digital Accelerator Allianz is menting the results by providing feedback
versation management is deployed along- preparing for the future. as to what the next steps should be.
26 27
CHARACTERISTICS
GENERALI (ITALY) content. MetLife has introduced a tool that
Fans’ activities on Generali’s Social Media facilitates one-on-one customers advice.
channels are mainly visible because of the
high degree to which their messages are NATIONWIDE (UNITED STATES)
shared. Besides Facebook, Generali is parti-
cularly active on Twitter, with several posts
every day. For youngsters Generali uses
Instagram, with daily posts in its own style
In addition to its regular website, Nation-
wide has an extensive online ecosystem.
This comprises a blog, “In The Nation”, a
community, “Living on Your Side” and
‘To keep
focusing on events.
GREAT EASTERN (MALAYSIA)
Great Eastern uses mainly Facebook,
various content pages, such as “Make Safe
Happen”. This platform is bursting with
parenting tips to prevent children having
accidents.
and attract
primarily for visual content, and enjoys a
great deal of interaction with its support
base. Furthermore, Great Eastern focuses
on vitality with Live Great, an integrated
NEW YORK LIFE (UNITED STATES)
New York Life mainly uses Social Media for
its “Keep Good Going” community, a collec-
customers
online wellness and health programme.
LEGAL & GENERAL (UNITED KINGDOM)
Of late, Legal & General has mainly used
tion of user-generated content. The role of
its more than 12,000 agents is worth noting,
because they act as brand ambassadors by
sending personal tweets. New York Life has
a change
of the
Social Media channels to set up a com- also US$175 million available every year for
munity through #becauseyoulovethem promising innovations.
centred around pets, the aim being to
business
promote insurance for pets. SUN LIFE (CANADA)
With its Brighter Life blog, Sun Life has
MAPFRE (SPAIN) been building up an online community. It
MAPFRE uses Social Media worldwide. offers tips and ideas, without laying overt
model is
On Facebook it uses a global page with un- links to Sun Life products. The blog gene-
derlying local pages. Its Spanish Facebook rated about 1,900 leads per month for Sun
page links through extensively to its web- Life, which has integrated the service part
site. Moreover, MAPFRE uses a variety of of its website into its Facebook page.
needed’
platforms, such as a channel specifically
aimed at young people, called Generación ZURICH (SWITZERLAND)
Young. Using audio-visual content, visuals and
videos, Zurich connects with its community
METLIFE (UNITED STATES) at an international level. And to build up
MetLife mainly deploys Social Media for local communities, Zurich provides relevant
MetLife blog, in which tips and ideas are content on Facebook pages and separate
broken down into easily digestible lists, Twitter and YouTube channels. In the area
sorted into various categories. Outside the of innovation, Zurich recently introduced its
US, “Light Up Your Dream” and “Dream For so-called cyber policy.
My Child” provide a lot of user-generated
28 29
XXXXXXXXXXX INTERVIEW
THINK FROM
THE CUSTOMER’S
POINT OF VIEW
“Two things stick out in a very big way and demand everyone’s attention:
completing the shift to mobile-first and the reintegration of the
customer experience from end-to-end for the entire life cycle,” says Neil
Hiltz, Head of Global Financial Services Strategy Facebook. “It’s not just
the social team, it’s not just the digital advertising team and it’s not just
the product manager. It’s everyone, channelling their energy into being
mobile-first and thinking about things from the customer’s point of view.
And finding ways to reduce friction between consumers and how they
NEIL HILTZ, HEAD OF GLOBAL FINANCIAL SERVICES STRATEGY FACEBOOK interact with companies on their mobile devices.”
30 31
INTERVIEW NEIL HILTZ
W The key to success is management’s
HAT DO YOU SEE AS ences on a global level across their entire
IMPORTANT DEVELOP- lifecycle and portfolio. There is still a lot
MENTS IN THE of work to be done to create the best- attitude and commitment to
FINANCIAL INDUSTRY?
We are moving from a traditional com-
possible experiences. At the same time,
Social is evolving rapidly because it takes
drive innovation – their leadership.
munication model to what the industry all the previous best practices and imple-
calls a digital or omni-channel model. ments them very quickly. In the past, we
The first step is to become mobile-first. had services and we had communication
If a person starts thinking of mobile as a and they were distributed by very dif- they did in that old world. Tighter integration new than to build something new around
primary way of communication, it offers ferent platforms. You’d see an advertise- between the media teams and the product changing functionalities. We recognise that
a lot of opportunities. The second step ment for an insurance policy on TV or organisations will greatly improve the cus- the amount of change management that’s
is to personalise the communication. in a magazine, and then you’d talk to an tomer experience. The media, product and necessary in the industry depends strongly
Insurance companies’ products are very agent or call a call-centre for a quote. In operational teams must also be on the same on how the company goes to market and
personal. How much you pay for your some cases it involved lots of paperwork. wavelength as to how they develop their on its business strategy. It all comes down
car insurance, for example, is based on That was the “old” model, but it was only services and communications. Something I to the client level and their approach.
the car, your age and where you live. 15 years ago, before the Internet took off learned about Mark Zuckerberg’s leadership Insurance is an ageing industry that
However, the communication around in earnest. Nowadays the focus for all of approach at Facebook is how he does pro- employs many people over 50. Do you think
this product tends to be less personal. us, as industry partners, is to create great duct reviews. As a CEO, he regularly re- this transition can succeed with them?
Contrast this to a bank, say 60 years ago sales experiences from end-to-end. And to views the mobile experience to establish Every successive generation grows up
when business was done face-to-face. be able to do that on mobile is a pheno- what a typical customer journey is. That’s with a specific information base available
With the rise of platforms like television menal opportunity. A person can watch a leadership. Putting yourself in the custo- to them. People of my age remember the
and radio we made a trade off, impro- video, take action immediately and can go mer’s shoes and seeing that experience time before the Internet, but Millennials
ving marketing efficiency to find a broad through the entire conversion process on does create the possibility for change and don’t know any different. It’s more about
pallet of consumers. But now, with a mobile device within minutes. It used to improvement. It helps to make things easier a person’s mindset and about providing
mobile, we can focus on real people. take hours, days even. That’s what we are and more personal, and it would accelerate the opportunity to change it. If we were to
We have the opportunity to reinvent transforming. the shift to becoming mobile-first. become a little more childlike in our every-
personalisation and focus on highly day approach it would really open our
personalised end-to-end consumer CAN YOU GIVE INSURANCE REGARDING INNOVATION ARE minds to change. That’s actually the biggest
experiences. Because of all the things COMPANIES SOME SURVIVAL TIPS THERE DIFFERENCES BETWEEN shift and it can happen regardless of age.
happening on mobile phones we can IN OUR FAST-CHANGING WORLD? TRADITIONAL INSURERS AND THE
create experiences in which the media They must make the move to mobile-first, NEWCOMERS? WHAT DOES IT MEAN FOR A COMPA-
and consumer paths are highly integrated. absolutely. That’s a foundational point that In the financial services segment there NY TO PARTNER WITH FACEBOOK?
everyone must move towards. Making this are businesses that are very innovative We have partnered with a number of insu-
LOOKING AT TODAY’S INSURANCE a starting point enables you to reinvent and want to try new things and scale-up rance companies around the world that are
INDUSTRY, WHAT ARE THE MAIN the entire customer life cycle. Think about new communication channels as soon as stepping up to the plate and doing things
ISSUES IT FACES? advertising and communication and possible. They might be newer Fintech from an innovation perspective. What’s
I’d say that a common challenge across the opportunities for increased perso- companies or traditional companies great about working with clients like AXA,
all financial services, and one that we are nalisation, and what it all means for the focusing on innovation and transforming Progressive and Geico is that when partner-
committed to helping the industry solve, marketing and advertising departments. It their companies. The key to success is ships like these are announced it creates a
is completing the transition to becoming requires tighter integration between the management’s attitude and commitment sense of urgency within the organisation to
global Social companies. Another chal- teams than was previously necessary. to drive innovation – their leadership. drive forward at a very rapid pace. Having
lenge is creating great customer experi- Teams today need to work more closely than That said, it’s is easier to build something worked in the financial industry, I know that
32 33
INTERVIEW NEIL HILTZ
leadership alignment throughout the organi- and how it will affect the customer care ex-
sation is very important for driving change. perience. When the Canadian telecom com-
It’s a clear signal to the market, but also to pany Rogers implemented Messenger they
their employees and to Facebook. It not only saw a 50 per cent increase in customer satis-
says they want to work on innovative things, faction in just a couple of months. So I think
but that they are really committed financially that will be an opportunity for insurers too.
to drive innovation forward. There must be People use these messages platforms regu-
a commitment to drive innovation through- larly; so sending messages through these
out the company, from the top all the way preferred channels will increase the like-
through to implementation. The difficulty of lihood that they will be acted upon. Further-
driving change in companies is something more, the entire claim experience could be
that must not be taken lightly, and neither facilitated with the use of images and videos,
should a lack of alignment in them. from both the client’s side and the back-
office side of the service provider. The most
DO YOU AGREE THAT WHATSAPP exciting part is leveraging all the knowledge
AND FACEBOOK MESSENGER OWN that financial companies already have and
THE FUTURE WHEN IT COMES TO animating smart ways of communicating
THE MOBILE ENVIRONMENT? it. This will be possible from the early sta-
I am so excited that we have started to work ges of building brand awareness all the way
on Facebook Messenger and WhatsApp. through to the customer experience, such
There’s a real opportunity here to approach as the claim process, for example. By doing
people the same way that they approach this we will increase the efficiency, long-
their friends and family. WhatsApp and term profitability and scalability of the en-
Messenger will be huge and transformative tire financial services sector. It’s so exciting
in driving insurance companies’ efficiency that we can help save both time and effort.
and profitability in all areas of the life cycle. And customers will get their answers in real
Just imagine what it would mean for sales time, as opposed to being put on hold indefi-
support and answering people’s questions, nitely or having to wait for days.
PERSONAL
Neil Hiltz: My role is to improve the financial wellbeing of the people who leverage our platforms, like
Facebook, WhatsApp, Instagram and Facebook Messenger, and to help the industry improve its
efficiency, scalability and long-term profitability. It’s my job to identify the best pratices used by
financial services companies on our platforms today. At Facebook, we have successfully transitioned
from a desktop- to a mobile-device company. I worked in the financial services industry for 11 years at
Capital One, HSBC, Wells Fargo, and U.S. Bank. I’ve learned from both the consumer and the
financial industry’s point of view what the pain points are and I support our team’s to innovate and
solve these challenges and I recognise the challenges of grasping this huge opportunity to take the
business to mobile. In my spare time, I play and practice golf, support my wife as she builds her
company, Farmgirl Flowers, read, and spend time with my family and friends.
34 35
GLOBAL SOCIAL FACTS
O Instagram is popular among Millennials. OSince the beginning of 2016, Snapchat has
GLOBAL In the US, for example, almost half of all
Instagram users are between 18 and 34.
had 200 million monthly active users.
O Half of these 200 million users are active
on Snapchat on a daily basis.
SOCIAL FACTS TWITTER
O Twitter has 320 million active users a
month worldwide, following Facebook and
O In the US, 18% of Social Media users use
Snapchat.
OLike Instagram, Snapchat is extremely po-
Instagram as one of the most popular social pular among Millennials; 8% of the world’s
networks. Millennials use Snapchat.
O With an increase of just 3% since the be- O73% of Snapchat users are Millennials.
ginning of 2015, the growth in the number OSnapchat is the most popular platform for
of active monthly Twitter users appears to Generation Z (13 to 24) In the US 72% use
To see insurers’ results in the Social Media Insurance Monitor in the right Snapchat, followed by Facebook with 68%
be slowing down.
context, it’s important to look at a number of generic statistics about the and Instagram with 66%.
LINKEDIN
use of Social Media in the world.
O Boasting over 400 million members, YOUTUBE
LinkedIn is the biggest professional net- OYouTube has 1.3 billion users worldwide.
work. However, only 25% of those members O YouTube is the second-most-popular
are monthtly active users. search engine in the world, after Google.
O 22% of active LinkedIn users log in to O More than half of all YouTube views are
GENERAL where the most popular social networks are their LinkedIn account every day, 32% log from mobile devices.
O At the beginning of 2016 there were 3.4 VKontakte, Qzone and Twitter respectively. in on a weekly basis and 34% do so less fre- OOn average, mobile YouTube users spend
billion Internet users worldwide, 46% of the O 83% of active users visit Facebook with quently than every week. 40 minutes per session watching videos, an
total global population. their smartphones, followed by desktops increase of more than 50% with respect to
O More than 50% of the global population and laptops with 50% and then tablets with MESSENGERS last year.
owns at least one mobile device: worldwide 15% of active users. O Messengers and chat apps are becoming OYouTube is very popular among Millennials;
there are 3.8 billion unique mobile users. O Compared to last year, the number of increasingly popular. 81% of Millennials in the US use YouTube.
OWorldwide, there are 2.3 billion active So- daily Facebook users has increased by 16%, O WhatsApp has now become the most OThrough mobile devices alone, YouTube
cial Media users. This translates to 31% of to over one billion. popular messenger, with one billion reaches more 18- to 34-year-olds and 18- to
the global population and 67.5% of all Inter- O Facebook is, by a long way, also the most monthly active users. 49-year-olds than all the cable networks in
net users. popular social network among Millennials (20 O Facebook Messenger is next, with 900 the US.
OTwo billion people visit their Social Media to 35). This group spends an average of 1,000 million monthly active users in April 2016.
accounts via their mobile devices, which is minutes a month on this social network. OBoth WhatsApp and Facebook Messenger PINTEREST
85% of the active Social Media users. grew phenomenally last year, by 43% and O Worldwide, Pinterest has 110 million
INSTAGRAM 50% respectively. monthly active users.
FACEBOOK O Instagram has now attained 400 million O Other platforms are QQ and WeChat, O The vast majority is female: 71% to be
O Facebook is still the most popular social monthly active users, making it one of the especially popular in China. exact.
network, with almost 1.6 billion monthly world’s biggest social networks after Facebook. O Pinterest is most popular among 18- to
active users worldwide. O Compared to the beginning of 2015, the SNAPCHAT 29-year-olds, accounting for 34% of its users.
O Facebook is the most popular social net- number of active monthly Instagram users OAlong with Instagram, the popularity of
work in most countries. Important excep- has risen by 33%, making it one of the Snapchat has increased exponentially these SOURCES
tions to this are Russia, China and Japan, fastest-growing social networks. past two years. wearesocial.com, statista.com, alexa.com
36 37
‘Digital,
Mobile
and Social
are the new
Normal’
38 39INTERVIEW
CONTEXT
IS KEY
“If we continuously position ourselves in the context of our customers,
we’ll really be able to proactively add value to their financial circum-
stances, exactly when it’s necessary. That just about sums up the
emphasis of our digital efforts,” says Jessica Niewierra, Director of Digital
JESSICA NIEWIERRA, DIRECTOR DIGITAL DEVELOPMENT & INTERACTION
ABN AMRO BANK Development & Interaction at ABN AMRO Bank in the Netherlands.
41
INTERVIEW JESSICA NIEWIERRA
J Our ambition is to deliver relevant
essica Niewierra is working on actually happens. We’ve also launched a
the increasingly far-reaching beta version of an app called Grip. We’re
digitisation of ABN AMRO Retail. now testing it live with customers, with value to the way that people
The bank wants to be relevant,
so she’s convinced that the customer’s
a view to developing it further. This app
doesn’t just give insight into and an over-
do their financial housekeeping.
context is more important than it has view of customers spending categories; it
ever been. also allows them to set maximum spen-
ding targets per category. They’ll then
WHICH DIGITAL DIRECTION IS THE receive free alerts if they exceed those WHAT HAS BEEN CHANGED IN YOUR notice that people really appreciate this
BANK MOVING IN? spending targets. All this helps customers APPROACH TO CUSTOMERS? level of customer service.
We’re continuing the development of to keep a better grip on their spending. If you want to be relevant to your cus-
our mobile strategy. You can only stay We launched this app with a Swedish tomers, you simply have to listen to them IS THE BANKING SECTOR DIGITALLY
constantly relevant in the lives of your company called FinTech. It’s another properly. That’s the true interpretation of UP TO SPEED?
customers if you are close to them on the example of how we learn from others and “don’t make the bank key, make the cus- If I look around me I see that, in a digital
devices they always carry with them. We realise a quicker time-to-market. tomer key”. If we’re aware of the challen- context, the Netherlands is doing pretty
started by doing everything we could for ges people face in their lives, they will, in well and is somewhat of a digital pioneer
our customers in configuring the daily WHAT IS YOUR OBJECTIVE? fact, have defined the content we produce in the world. Banks are very active in the
basics ‘mobile first’. By last year we’d Essentially, for those customers who for them themselves. It means we are pro- area of digitisation; they identified the
reached the phase in which we could want it, we, as a bank, want to draw a actively sharing themes with people mobile trend very quickly, for example,
see how we could continuously add financial picture of a household or and really entering into dialogue with and launched several mobile banking apps
value through the devices, if that’s what company. We want to be able to pro- customers. This is why, for example, we for their customers. From the high density
customers wanted. For example, we actively add something for our customers, communicate with entrepreneurs in a of contact moments you can also see that
launched Alert & Check, an app that when they want it and about the things business forum that we have created on customers have really embraced it. ABN
allows customers to set six different types that interest them. That’s our ambition. We our website and why we’ve partnered AMRO, for example, gets some 60 million
of free push alerts to help them identify work from the outside-in, guided by four with a variety of parties to help answer logins every month on its mobile banking
real-time and relevant changes in their departure points: we have to be “always entrepreneurs’ questions. We can only app. More and more players intent on
financial environment. These can connected” to our customers; the contact offer real value if we give people the right taking a slice of banking will be entering
include inadvertently being in the red, for customers must be “quick and easy”; content at the right time. And in a the market. But because we’re a full-
or a sum being deposited in a specific content must be “personal and relevant”; different tone of voice than before, inci- service bank that offers customers a
account, for example. The app is also and we must “learn from the context” of the dentally, less formal and more personal. complete overview over their financial
compatible with the Apple Watch, customer. It’s all about the essence of the situation, and because we’re proactively
meaning customers can link the app so customer’s story and how we can help. It WHAT ROLE DOES SOCIAL MEDIA capable of continuously adding value
they’ll instantly feel a vibration on their means having to position ourselves where PLAY IN ALL THIS? across the whole spectrum, we can offer
wrist if something they’ve set an alert for the customer looks for answers. We rely heavily on digital to keep us our customers much more, so they will
continuously relevant in our interaction stay with us. But it’s something that we’ll
with customers online. Social media is have to keep up, and keep developing at a
PERSONAL indispensable in this respect, because we quick pace. Taking it easy is not an option.
want to be where our customers are and We feel a pressing sense of urgency.
Since June 2015 Jessica Niewierra has been responsible for sales and targeting, mobile and online to serve them proactively. In addition to
development, user experience, analysis and optimisation and content copy of the digital channels of innovation, experimentation also plays a
ABN AMRO Retail. The focus in this new portfolio lies on impact-rich digital change-processes and role. Last year, for example, we launched
the development and innovation of various digital sales, marketing and copy specialties. a pilot with webcare via WhatsApp. You
42 43INNOVATORS
If you want to stay relevant you have to show courage. Which is
why we’ve checked out a number of international initiatives of insu-
rers that are exploiting the potential of technological developments.
44 45
INNOVATORS UP-TO-DATE
UP-TO-DATE
In 2015 substantial investments were made in international technology COVERHOUND COLLECTIVE HEALTH
start-ups, not only by venture capitalists but by insurers too. And more A COMPARISON SITE WITH THE EMPLOYER BECOMES
CLAIMS SERVICE THE INSURER
money was invested this way in the insurance industry than in other In the US, CoverHound has created By merging the best medical networks
sectors. It’s all done with an eye on the future, particularly in rising to exter- an online platform for comparing car on an online platform, new Silicon Val-
insurance. CoverHound has distinguished ley start-up Collective Health gives the
nal challenges and in response to meeting today’s customer requirements. itself by quickly delivering accurate and employer the opportunity to be the
All in all, it’s resulted in a number of notable and inspiring innovations. actionable rates based on customers’ insurer. The advantage for the employer
specific needs, either through CoverHound is that it can manage its own page, where
itself or Google’s Insurance Search. De- details of the insurer can be instantly
veloped by an experienced insurance accessed. Collective Health makes it
team, CoverHound offers superior easier for employers to circumvent the
customer experiences with leading US in- continuous demand for information
surers, such as Esurance and Progressive. from the insurer. Instead of having to
In addition to comparing the various in- sign up for a traditional healthcare plan,
and the so-called Millennials. It offers a surers, CoverHound also offers service for which it pays the insurance company
wellness programme, in which every- during claims, meaning it earns com- a monthly premium, an employer pays
thing from physical activities to nutrition mission for a lead and for servicing the the cost of its workers’ healthcare from
can be measured. It also boasts a strong policy. CoverHound is also entering into its own pocket. The employer collects
loyalty programme. It uses an app with partnerships with accelerators and monthly premiums from its employees,
an unprecedented customer experience, incubators to offer insurance products but instead of this money going direct-
coupled with the new-generation of sports to start-ups. It offers quick quotes and ly to the insurance company, it goes to
batches and activity trackers. Customers sells products online to these start-ups. an internal fund to cover employees’
VITALITY
are given discounts if they buy healthy The way CoverHound sees it, the insu- medical bills. Employers have the
STIMULATING A HEALTHY products at major retailers such as Marks rance industry is ready for change and freedom to decide which medical treat-
LIFESTYLE and Spencer, and even for airline tickets it is paving the way for a new generation ment and procedures they want to cover.
Vitality, an offering of South African and hotel bookings. Thanks also to the low of insurers. Google has also discovered Given that employers do not have to pay
insurer Discovery, is a hidden gem of premiums, customers are encouraged to CoverHound and is now one of its the full amount every month, companies
the insurance industry. As we all know, live a healthier lifestyle. Vitality operates partners. CoverHound scores an average that self-insure in this way can save a lot
healthcare is a cornerstone of tomorrow’s independently in South Africa and the UK. of 7.0 from its customers. of money, thanks to Collective Health.
insurance industry, all over the world. In the US and Asia it operates successfully www.coverhound.com www.collectivehealth.com
The Vitality programme capitalises on through a white label and partners such as
today’s customer needs when it comes to AIA and John Hancock.
healthcare, for both traditional customers www.vitality.com
46 47UP-TO-DATE
KNIP POLICYGENIUS
ALL ABOUT INNOVATION COMPARISON SITE AIMED
Knip, a “digital insurance manager” and AT MILLENNIALS
user-friendly mobile app with which a Why does taking out insurance have to be
policyholder can quickly conjure up an such a frustrating experience? That’s what
overview of all his insurance affairs on the two founders of US PolicyGenius asked
his smartphone, has become a success- themselves. It spurred the ex-McKinsey &
ful innovator in Germany and Switzer- Co consultants to set up a comparison site
land. It started off in Zurich (with 10,000 that’s clear, transparent and user-friendly.
customers) then expanded to Berlin (with PolicyGenius is aimed at Millennials, the
another 10,000 customers). And now, with generation of young people who want to
an investment of almost €14 million, Knip arrange everything themselves, online,
is ready to cross the pond and conquer the and through channels they use extensi-
US. The app started out as an “insurance vely in their daily lives. By the end of 2015
concierge” giving users a quick and easy the site boasted more than 800,000 visitors,
overview of their various insurance po- over half of them Millennials. Thanks to
licies and the contractual deadlines of an online “Insurance Check-up” visitors
different insurers, but without all the receive bespoke insurance advice. In a
paperwork. Since then, the service has matter of minutes they’ll get a premium
been extended. The app can now provide overview of 26 different insurance
bespoke advice for cheaper premiums, companies that are affiliated to
push through claims and even comple- PolicyGenius, including ING, MetLife and
tely facilitate a move to another insurer. Prudential. On Social Media PolicyGenius
And via the app, a team of advisors is at keeps consumers informed through
hand to answer any questions customers insurance-related blogs. An investor in
may have about their insurance policies. PolicyGenius is AXA Strategic Ventures,
With about 100 employees, Knip earns its the venture capital fund of French insu-
income through commission from insu- rer AXA. This is in keeping with AXA’s
rance companies, managing their policies mission to invest in start-ups that
and generating leads. Knip’s app is a god- underscore innovation in the insurance
send for consumers because it responds industry.
to demand on mobile, circumventing the www.policygenius.com
need to sift through all the paperwork.
www.knip.com
48 49
INNOVATORS UP-TO-DATE
METLIFE WALL IMAGINBANK TROV SURE
COMPLETE VIEW OF ITS MOBILE-ONLY BANK ON-DEMAND ONLY WHEN
CUSTOMERS FOR MILLENNIALS INSURANCE OF THINGS THERE’S RISK
In just three months US insurer MetLife Spanish bank Caixa has launched the first Launched in Australia, Trov is the perfect This year American start-up, Sure, laun-
has developed “MetLife Wall”, a data- mobile-only bank in Spain for Millennials, form of insurance for millennials and ched “Episodic Insurance”, an on-demand
driven application that gives agents a imaginBank. The new bank model can the mobile generation. Thanks to this insurance that you can take out via an app
complete overview of their customers by only be accessed via a mobile app and on-demand insurer, personal things can to cover short-term risks, whenever and
collating information from 70 internal through social networks and offers a com- be temporarily insured, on a day-by-day wherever you want it. You can indicate
systems. On a user-friendly screen, not pletely new range of commission-free basis, through an app. Trov is simple, the type of insurance you want through
unlike that of a Facebook timeline, agents products and services. The bank’s app flexible and transparent. The focus is Sure’s Robo-Broker, which is a chatbot. Sure
receive a 360-degree view of transactions boasts a very simple design, one with the firmly on the user, who can easily decide kicked off by launching a life insurance
and contacts with customers. Moreover mobile environment specifically in mind. which possessions he or she wants to in- policy covering the duration of a flight.
it’s a view that transcends business li- It makes it possible for users to browse, sure, and for how long too. Based on your flight number and your
nes. It saves agents a great deal of time, sign up for a full range of products and Six investors have already invested passenger data, a price is calculated. If you
enabling them to respond quickly and services, check their bank balance, US$46 million in the Trov app, which was agree you can pay directly through the app
proactively to customers’ needs. Chief request transactions and monitor overall successfully launched on the Australian and you are then insured.
Customer Officer Claire Burns intro- account activity. In addition to the app, market in collaboration with Australian More than two million policies have al-
duced special teams across all silos, imaginBank also runs a website, but this insurer Suncorp. Together with AXA, ready been closed with the Sure app,
focusing on specific customer segments. is only meant as a source of information Trov will now be extended to include the so the first few months can definitely
The insights into customers that “Met- and instructions on how to become a UK, with plans to do the same in the US be seen as a success. The start-up has
Life Wall” now provides have impro- customer. The bank has also developed and other markets next year. already received investments to the tune
ved the customer experience. Internal an application that makes it possible for The app gives users a clear overview of of US$2.6 million and the insurance
forums have also been used to align the customers to enjoy interactive contact how long something is insured for. The policies have been underwritten by some
customer journey and experiences. with the bank without having to leave possessions that can be insured range of the world’s biggest insurers. During the
MetLife is very active on Social Media. Facebook, and thus in a completely from mobile devices to musical instru- next few months Sure plans to introduce
Thanks to advertisements on Facebook secure environment. Customers can ments. The claiming process via the Trov new on-demand products. As a custo-
the insurer has boosted the lead-to- also communicate with the bank via app is also straightforward. If customers mer you pay only for coverage if there is
sale ratio by a factor of 2.4 and reduced WhatsApp. have questions they can quickly contact an actual risk. The price that’s offered is
costs per lead by 49 per cent. Defining www.imaginbank.com an employee, thanks to an integrated chat customised through artificial intelligence
different target groups on MetLife’s CRM function. In a nutshell, Trov is a bone-fide and on the basis of information obtained
system has made it possible to reach innovator when it comes to on-demand from your mobile phone or tablet.
them in a very focused manner. insurance. www.sureapp.com
www.metlife.com www.trov.com
50 51You can also read
