Customer Excellence in insurance

Horn & Company supports you on your path to becoming a customer-centric organization. 

Increase customer value through customer excellence 

No insurance company can afford to ignore customer excellence: Achieving business success requires a deeper understanding of your customers and enhancing customer interaction as a "moment of truth".

Customer Excellence is a fundamental prerequisite for a sustainably successful business model for insurers. By this, we mean specifically that:

  • The value proposition addresses real customer needs
  • The customer journey is consistently designed end-to-end towards this value proposition.
  • The success is systematically measured from the perspective of the customers or partners.  

To increase customer value and optimize customer interaction, we implement concrete concepts, such as establishing a customer-centric end-to-end process management system. Our projects are informed by extensive data on customer expectations and satisfaction from our "H&C Insurance Survey" – including individual company values and industry-wide benchmarks. Contact us!

Our experts for customer excellence 

Dr. André Dibbert
Managing Partner
andre.dibbert@horn-company.de
Tobias Schustek
Associate Partner
tobias.schustek@horn-company.de
Moritz von Carlowitz
Partner
Moritz.voncarlowitz@horn-company.de
Christof Wagner
Managing Partner
christof.wagner@horn-company.de

Selected reference of customer excellence Projects

Definition of service strategy and operationalization of customer journey

Challenge
In a project with a leading insurance company, the focus was on developing a comprehensive service strategy to increase customer value. The challenge was to consistently derive end-to-end designed customer journeys from this strategy and to operationalize them precisely.
Solution Strategy
The insurer's end-to-end customer journeys were consistently aligned with the jointly developed comprehensive service strategy. As a result, a mapping of customer touchpoints across all customer concerns and contact channels was created. In parallel, relevant metrics and KPIs (> 50) were defined, serving as the basis for a new customer-oriented process management system.