Competitive forces often dictate change--whether they are reactive or anticipated--so companies may need to roadmap their technology assets. These communications assets include self-service portals, analytics and integrated processes.
In one particular self-service portal that I recently experienced--shopping for personal auto insurance--the first thing I noted is that many online portals seemingly follow their own format and interests, making it difficult to really compare the limits and true definitions of the policy against competitors. The better portal that I found and used was Geico's, simply because it seemed to disclose all the details of the policy and offered explanations on most elements of the insurance policy without requiring speaking to an agent.
The really useful feature (customizing my own insurance) was done in minutes--before I even needed to speak to a customer service agent. After I had what I thought I needed, I ended up using click-to-call for my next step to clarify questions I had about the price and policy highlights.
An agent called me within a minute and went over the policy I created online. Within 10 minutes we wrapped up, with the call center agent making one change that dropped my costs a few dollars per month. Payment options included automatic transfers from checking or use of a credit card.
The next few emails I received from Geico instructed me to electronically acknowledge and sign, and then I was also able to print out proof-of-insurance cards and a cancellation letter to my former insurance company. The policy is also viewable on the Web portal and can be easily changed and/or printed.
Geico has embraced the integration of their business process into a self-service Web portal to reduce the time customers need to spend evaluating and purchasing insurance--and they also increased the effectiveness of what policy/service I was trying to establish and purchase. The call back from the agent did not require me to repeat information over and over as is the case in other industries operating call centers; instead, certain information was used to challenge and establish my identity. The use of email sealed the deal, delivering to me all the necessary paperwork I needed to electronically sign, and all of it was immediately available online. The live agent then "proofread" or reviewed my policy and then acted as consultant, and as any good sales rep would, offered me options and upsells.
In the early 1980s, Geico campaigned: "Make It Easy to Do Business with Geico" and their current Web portal exemplifies that early campaign. Their cost, I can surmise, must be lower and customer satisfaction higher. They've used key technology assets that are integrated into their business process that promote their early theme of making it easy. Behind these assets are analytics; because, knowing Geico, they not only crunch numbers but they also use statistical data.
Companies that rely on traditional data such as the SMDR/CDR data from call centers must expect more, broaden their scope of metrics with Web portals, and strategically place statistical and predictive data collection tools--whether the solution is premises-based, cloud-based or hybrid.
After we finished with the audo insurance, Geico tried to upsell me immediately on other insurance and queried me as to whether I owned a boat or motorcycle. They've used a lesson from the hospitality industry known as "capture rates"--gaining other business opportunities from current customers who may need other types of insurance.
Now, the negative side of my experience is that while I found the process to be positive and extremely easy to navigate, I am still wondering whether or not that insurance and price is the best available. Like anything else, when it's easy, the price is often associated with being higher.
But is that assumption necessarily always true? I don't know with certainty, and I admit that I don't care as much because Geico made the experience so easy. Other firms and online companies that are nationally noted had similar tools, but the agent responses to my questions were lame and they left me doubting that I had the appropriate coverage. Why would I purchase insurance when I have doubts?
Geico has "embraced" integrating process into a Web portal that gives customers the look, feel and desire to purchase a service. What really made me laugh was hearing that gecko's voice when I dialed the call center with questions. It seems that Geico has fully encircled their business model with appropriate technology assets in the right places, including using their advertising resources in the call center. I hope that gecko is well paid.
To sum up my points:
• Call Centers as we knew them are obsolete--every business is a call center, but not every business has integrated their processes to be more efficient, effective and competitive. My point is that until businesses recognize that they are in fact a "call center," they will not likely embrace integrating processes to make improvements
• Analytics are important because they can link benefits and insights to customer behavior. It matters where the analytics reside and how they integrate to other systems so that better, faster, cheaper and easier to use is realized; without analytics and metrics that matter, the insights will linger, die off and the business failures will continue as usual (as I noted in SMB Failures).
• While the theme "Make it easy to do business with Geico" is over 30 years old, it's still valid and resonates with customers because they are using ICT.
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