Zurich’s group chief buyer officer on insurer’s model evolution


“The environment has changed in the sense that big tech companies have changed the game, are digital, deliver faster, understand the need for a seamless experience and customer data. They disrupted our work, ”she said. “On the other hand, insurtechs also disrupt our work because they have the digital natives [foundation needed] to be faster, smoother and more engaging than us.

“Of course they may not be as big or as dominant as we are, but we should still remember the story of the disruptors that got into other industries and changed the game like Netflix or eBay … What we have to do is it to recognize what is going on around us and not think that we are different because we are insurers. We are no different. And customer expectations are increasing because other companies are setting new standards. “

Therefore, through the work of Kalcher and her team, Zurich takes on the task of actually listening to their customers, because the company wants to keep up with changing standards and apply them to insurance companies so that customers are not disappointed. She said a variety of projects and initiatives have been developed to encourage greater customer loyalty, each of which goes beyond the traditional message of marketing – which is essentially about getting the same message across to everyone.

Instead, it’s about exploring a new way of communicating with customers that reflects what they want to see, not what the company has to offer. It’s not about conveying a message to them, but getting to know them so that a long-term, productive relationship can be built through mutual understanding. The point is that every interaction, every point of dialogue and contact counts – which is notoriously difficult in insurance because there are traditionally so few opportunities for interaction.

“If we expand our company and our range of services and prevention activities, we will have more points of contact,” she said. “So we’re redefining how we interact with customers. We have redefined who we are as a brand and what we stand for. Today we have a stronger brand purpose, namely “to create a better future together”. That is in common with our customers – we are not sitting on a pedestal with the company over there and the customer over there. We are actually there together. “

Zurich wants to change the broader discussion about insurance, said Kalcher. Insurance is typically viewed as a “doom and gloom” industry, where conversations about what could have gone wrong or what went wrong focus on positive changes in the world around them. And actionable positivity is at the core of that message.

This is a step that will be taken jointly across Zurich’s business, as embodied in the measures taken by Group CEO Mario Greco, to proactively address systemic risks such as climate change and cybersecurity. The insurer has also defined and introduced new standards for the customer experience internally, which will soon penetrate customers. Zurich will launch a mass engagement campaign at COP26 to highlight the cumulative measures anyone can take to save the planet and stop climate change.

A core component of Zurich’s brand development is finding the right channels to share the reinvigorated brand purpose, Kalcher said, and his message needs to be communicated in a way that is understandable for everyone. Enhancing a visual identity for the digital age has meant more animation, more interactivity, and more adaptability so people can engage through the device of their choice.

“Our new visual identity is illustrated by the statue, [as seen above]”She said.” This statue is made of carbon neutral material that depicts nondescript climate heroes. The idea is that you can step in and join the crowd and make your promise. So it’s really about what we all do what small steps we can take to support a better life for future generations and to protect the planet together. It’s not about promoting a product – it’s about engaging customers in an interesting, current and relevant discussion . “

To successfully move the dial and change the conversation about a brand, you have to be really sure of what that brand stands for, Kalcher said. If you want to blend in with the rest, you’re not really a brand. So it’s about figuring out what makes your value proposition unique, where you stand out in the market, and how you can build on it.

“You have to be able to say, ‘This is us and so we should be your choice,'” she said. “There is still a long way to go, but as I’ve said many times before, I really want us to be the Patagonia of insurance. I want you to choose us if you really focus on a better future, because Zurich stands for something and works for this agenda every day. “

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