The Problem
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A leading motor and home insurer wanted to define a forward-looking 5-year servicing strategy to drive customer retention, recognising that their current experience was heavily transactional and at risk of commoditization as price competition increased.
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Our Methodology & Approach
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• Global benchmarking against best-in-class insurers and adjacent industries
• A quantitative customer survey to understand desirability and expectations
• A digital maturity audit of current capabilities
• Moderated usability testing to identify real customer pain points and unmet needs
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Key Insights
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• The client's experience performed well on core service tasks, but lacked differentiation beyond policy management
• Best-in-class providers were moving towards value-added ecosystems, not just insurance transactions
• Customers showed strong appetite for ongoing, everyday value, not just interaction at renewal or claims
• Customers favoured personalised risk prevention tools, cost-saving tips and tools.
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Optimnisation Recommendations
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Shift from a purely transactional model to a value-led servicing proposition, introducing features that extend beyond the policy and strengthen engagement, including:

• Personalised risk prevention tools (e.g. weather alerts, property risk insights)
• Cost-saving utilities (e.g. energy comparisons, partner offers)
• Proactive, data-driven engagement across the policy lifecycle
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Outcomes
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• Defined a clear 5-year digital servicing strategy with a prioritised roadmap of value-added features beyond core transactions
• Embedded these principles into product, CX, and digital planning
• Shifted from transactional servicing to differentiated, value-led experience design
• Enhanced positioning and content to increase customer engagement, retention and lifetime value
• Organisation-wide alignment on the future-facing digital vision and roadmap

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