TATA AIA Life Insurance Company Limited is a company managed by Tata Sons and AIA Limited. The company has around 2 million customers which are taken care through more than 350 branches spread all over the country. The life insurance business involves agents and partners and the company in itself has limited interactions with its customers, directly. This plays a major hurdle for any company operating in the insurance business. A company with the backing of Tata also had to struggle with multiple systems, technologies and conflicts emanating from time to time with its stakeholders. Its customer information as well as processes were also fragmented and were collected in over 25 systems situated at different places. The challenges were immense
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The customers were not being effectively tracked intermittently and it resulted in skewed performance across its channels including banc assurance, branches and its vendors. The reports were not being received in time for spotting exceptions, capturing and utilising the feedback of customers. There was no information in regards to the data for making its effort on collections to be received in time. There was no single system to monitor the application of newer systems planned across various customer touch points. There were no records maintained for cheque which have been delivered or received by customers. The customer data were being extracted and analysed manually for the execution of its campaigns. The service requests were captured incorrectly due to lack of validations resulting in an increased waiting time for its customers. The records were categorised inefficiently leading to wastage of processes and breaching of SLA (Service level …show more content…
The information across the organisation consisted of all the details in regards to the customers, their portfolio, best suited offers devised for them individually based on their needs and requirements. This reduced the need of communication further with its different departments, as more information led to intelligent segmentation of customers. This was done based on their customer profile available in the records which used to be updated from time to time. These categorisation of customers was also done based on their designation in the companies where they were working and also based on their financial
The customers were not being effectively tracked intermittently and it resulted in skewed performance across its channels including banc assurance, branches and its vendors. The reports were not being received in time for spotting exceptions, capturing and utilising the feedback of customers. There was no information in regards to the data for making its effort on collections to be received in time. There was no single system to monitor the application of newer systems planned across various customer touch points. There were no records maintained for cheque which have been delivered or received by customers. The customer data were being extracted and analysed manually for the execution of its campaigns. The service requests were captured incorrectly due to lack of validations resulting in an increased waiting time for its customers. The records were categorised inefficiently leading to wastage of processes and breaching of SLA (Service level …show more content…
The information across the organisation consisted of all the details in regards to the customers, their portfolio, best suited offers devised for them individually based on their needs and requirements. This reduced the need of communication further with its different departments, as more information led to intelligent segmentation of customers. This was done based on their customer profile available in the records which used to be updated from time to time. These categorisation of customers was also done based on their designation in the companies where they were working and also based on their financial