Christoph Overmann: In my opinion, it is not only about the customer feeling comfortable by the way he is addressed. But it is also about the efficient interaction between the insurance company and the receivables service provider: Will the information be returned? Can the insurance company generally use this for all current and future customers? It takes a much deeper exchange and an agreement on how to deal with these customers. In Addition, the information must flow from both directions.
Christoph Ruoff: This is what we call atriga Closed Loop. In fact, this is not a linear process that starts at the front of the acquisition area and eventually ends in the back of a payment disruption. One can intelligently incorporate and advance the experience from the processing of a payment disorder purely mathematically and statistically, to then initiate customer reviews and similar processes. In my opinion, not much of this can be seen in the insurance industry yet. On the other hand, such paths can already be observed in e-commerce. There you turn the otherwise linear model into a circuit. Is such a thing even known from the insurance industry? This really targeted customer recovery after a payment disruption? We are talking about a CRM-driven retention, i.e. a retention that requires qualification. This means that not every customer is gladly received by every insurer after a payment disruption. So I have to be able to implement this in a qualified manner. Our yardstick would then be, for example, that the customer has the same economic conditions after payment of the open claim as a normal new customer who is at the front of the door and wants to conclude a contract. Of course, this can also be supplemented by customer value information from the insurer. Do you know insurers who have already implemented something like this with their service provider?
Prof. Dr. Hans-Wilhelm Zeidler: So where I worked, no. Overall, the philosophy at all levels is not yet as customer-oriented as it would be desirable to keep the customer permanently in the company.
Harald Weber: That actions went through sales out of a payment disruption? My answer: No. This is because on the one hand there is a lack of understanding. On the other hand, the topic of data is still neglected by insurance companies. For example, as a debt collection service provider, you give an insurer information about why the customer dropped out. And they tell him ways of recovery and what approaches they see for it. This feedback as the basis for coordination with the client could already lead to a rethink. But I think this is still an extremely lengthy process.