Defining actionable metrics for customer experience
Insurer If’s strategic goal was to improve customer leadership, but execution lacked proper tools to display If’s services as a unified experience for customers. There was a clear need to link customer experience to If’s business goals. Qentinel convinced If to create a direct link between customer experience and business objectives, and also the right kind of measurement tools.
If’s team’s vision was a car instrumental panel – navigator to show which way to drive, a speedometer to tell whether the speed is too slow or too fast, a fuel gauge to show the consumption and an alarm system to indicate whether something critical is wrong.
Working with Qentinel, If soon realized that to get the car instrumental panel it desired, high-level measurement tools needed to be replaced – such as the NPS it had been using – with more concrete items. These items were recognised after applying Qentinel’s Value Creation Model™.
Soon If was able to prioritize the development backlog, together a 360-degree view of the “My Pages” online service, providing information about features, performance and customer perception. From workshops and surveys to shared knowledge
Project required a clear commitment and a lot of beneficial internal discussion: which are the correct business drivers and which customer value chains need to be prioritized?
Qentinel’s Quality Intelligence with Value Creation Model has also helped If to communicate with top management. New tool has provided a shared understanding of the causalities affecting customer experience and how it affects If’s business at the Nordic level. Also, the key stakeholders at If were able to prioritize the next steps for customer experience development. Moreover, the “My Pages” service will be measured with more actionable metrics, which will provide information to support decision-making and learning.
