Bizagi's customer engagement processes deliver a 360 view of products and services, reducing costs and increasing long-term customer value
Old Mutual chose Bizagi to transform its front office operations
About Old Mutual
A FTSE 100 company with
over 16 million customers, Old Mutual is an international investment, savings, insurance and banking group and the largest insurer in South Africa. The decision to invest in BPM was part of an organization-wide business transformation program to accelerate a “step change shift” towards a customer centric operation.
Old Mutual embarked to deliver a 360 view of all customer interactions across all channels - a “single version of truth”. Tight integration with back office systems provide advisors with all the relevant information needed to make quality decisions, allowing customers to be served instantly.
Best practice:
  • Avoid traditional implementation methods and consider an agile methodology, since it gets results fast.
  • Appoint strong management and a confident decision-maker for the BPM project
  • Implement procedures for change management before you embark on your pilot
  • Be mindful of the internal culture and raise internal awareness of BPM early on
Synopsis
Old Mutual embarked on a business transformation initiative with one aim: to put the customer first. The starting point was to reduce the customer waiting time across the branches and enable sales advisors to recommend relevant products or services.

Automated and streamlined CUSTOMER ENGAGEMENT processes manage customer authentication and present customers with wide-ranging services, from funds withdrawals, loan applications through to reporting identity theft or initiating claims.
Objectives:
  • Accelerate delivery of a “360 customer view” across all channels for branch staff
  • Empower sales advisors to provide a consistent service and advice on the spot
  • Leverage customer insight and data analytics
  • Further improve retention and revenue from cross-sell and leads
  • Simplify technology and processes into a common service layer
  • Integrate with digital technologies to ensure communication is delivered through the media of customer’s choice (email, SMS, etc)
Achievements:
  • Reduced number of escalations to the back-office related to incorrect customer data
  • Experienced front-desk advisors redeployed elsewhere as integrated BPM-based systems support intelligent decision-making
  • Consistent and improved customer experience across all channels
  • BPM projects focus on the front office; back office limited to expert/specialist services
  • Online system enables bank staff to make quality decisions from “advice to sale”
  • Delivery of key productivity tools such as leads management and underwriting rules
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