Transcript Slide 0

Strategy 2014 &
Strategic Enablers
July 12, 2010
Today’s Agenda
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Revisit March 17 meeting
Review today’s objectives
Ground rules for series
Strategy 2014 and key objectives
Why change – detail
ICBC customer experience insights
Strategic enablers (TP & non-TP)
Looking ahead
Questions
March 17, 2010 Meeting
During our last meeting, we started the
conversation about Strategy 2014:
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Provided a high-level overview of Strategy 2014 &
Transformation Program (TP)
Provided a high-level rationale for renewing
our business
Provided a high-level overview of the TP timeline and
the Claims/Pricing projects
Ground Rules
• Forum is not part of the collective bargaining
process – it informs context for forthcoming
negotiations
• We ask that you exercise patience as we share
our plans over the coming months
• Not able to answer questions such as potential
site closures or employee impacts, because we
do not yet know
• We will follow up on appropriate questions that
cannot be answered at the sessions
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Today’s Meeting Objectives
Continue the conversation, but include more
information and detail:
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Build an understanding of why business renewal is
critical to our future
Enhance your understanding of Strategy 2014, key
objectives and strategic enablers
2014 Strategy
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Key Objectives
Maintain financial
stability
Do we really need to change?
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Low employee turnover
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Strong customer satisfaction scores
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Brokers are happy
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Healthy financials
Why change? For our customers…
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Only 4 out of 10 customers are willing to speak positively about
ICBC:
– While transaction satisfaction is consistently high, customers do not
feel ICBC delivers good value for the price they pay
– Customers rate us low on attributes that mean the most to them:
trust, respect, provide peace of mind, hassle-free service and
reliability
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Provide the basis for continual renewal of the business to support customer
experience
Why Change?
• What the future looks like for our customers
• Custom products,
approaches and
communications
channels
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• Convenience
and choice;
24x7 access
and support
• Ubiquitous,
secure, reliable,
services, and fair
pricing aligned to
driver risk
• Customer-driven
interactions
• Better
understanding of
price/value
proposition
Why change? For our people…
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Complicated systems compromise our employees’ ability to
provide customers with a consistently exceptional customer
experience
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Cumbersome processes, outdated tools and multiple sources of
inconsistent information challenge our customer service delivery
and compromise our employee experience
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Outdated processes and systems result in redundant work that is
less satisfying and customer focused
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Our new generation employee wants more flexible work options
and development opportunities, in an environment where they
can continuously learn and grow
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Why Change?
• What 2014 looks like for our people
• Engaged,
empowered,
accountable
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• Simple processes,
up-to-date tools and
systems, and reliable
information
• A variety of
mechanisms to
collaborate and
communicate, and
better serve
customers
• Flexibility in where
and how work is
done
• A positive daily
experience at work
and with customers
Why change? Financial stability….
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Continue to offer our customers low and stable rates
Assessing the challenge of change
How our customers experience ICBC…
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How we want to be seen by our
customers
Easy hassle
free service
Keeps roads
safe
Convenient
Customer driven
Accessible
Industry leader at
insuring & repairing
vehicles
Reasonable &
competitive
prices
Results driven
Focused
Insures all
building trust
driving confidence
Listens to me
Risk Savvy
Knowledgeable
Collaborative
staff
Straight forward
Accountability
Approachable
Caring
Caring
Integrity
Dedication to
Customer
Provides peace
of mind
Trusts me
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Reliable
Warm
Human
Treats me fairly
Respects me
What matters most to customers
Easy hassle
free service
Keeps roads
safe
Convenient
Customer driven
Accessible
Industry leader at
insuring & repairing
vehicles
Reasonable &
competitive
prices
Results driven
Focused
Insures all
building trust
driving confidence
Listens to me
Risk Savvy
Knowledgeable
Collaborative
staff
Straight forward
Accountability
Approachable
Caring
Caring
Integrity
Dedication to
Customer
Provides peace
of mind
Trusts me
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Reliable
Warm
Human
Treats me fairly
Respects me
2014 Customer Goals
• Gaining customer positive perception of us is a major
challenge and a long-term stretch goal
• Requires us to proactively manage pricing, customer
experience and the customer relationship
2014 Goals
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Current
Target
Improve Customer Perception
4/10
7/10
Improve Customer Experience
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75
What do our customers think of ICBC?
Customer Experience:
• A measure of how customers perceive ICBC after an interaction
• The average of positive responses to multiple survey questions;
administered throughout the year at key customer touch points
• Includes service satisfaction and how they feel about their experience
(attributes)
• Tends to be a more stable measure
Source: 2009 & 2010 ICBC Customer Insight & Customer Research
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Corporate customer experience score
trends
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How willing are our customers to
speak positively about ICBC?
Customer Advocacy:
• A measure of customers’ willingness to speak positively about ICBC
• Average of positive responses to a single question; administered throughout the year
at key customer touch points
• “How likely would you be to speak positively about ICBC to your friends and family
[as a result of this experience]?
• Influenced by customers’ experience with ICBC and what they read and hear from
others, therefore subject to some fluctuation
Source: 2009 & 2010 ICBC Customer Insight & Customer Research
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Word of mouth makes a difference
Positive/Negative Advocacy – based on experience
5.9
Positive
comments
2.7
1.0
-0.1
0.3
-0.2
-1.1
-11.7
Negative
Comments
Delighted (10)
Pleased (7-9)
Base: Total Sample
Source: J.D. Power and Associates 2008 Canadian Home and Auto Insurance Satisfaction Study
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Indifferent (5-6)
Dissatisfied (1-4)
2014 Strategy
Transformation Program: Enabling Strategy 2014
Pricing
 Projects in the Pricing portfolio are
intended to improve our customers’
perception of value for dollar.
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The Pricing projects will maintain our
historical mandate to provide basic auto
insurance to all; and ensure that our
rates remain stable.
 Key projects include: Driving Record
Model (DRM), New Rating Underwriting
Engine (NRUE) and Insurance Sales &
Administration System (ISAS).
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Customer Relationship
 Projects in the Customer Relationship
portfolio will deliver the tools,
process and capabilities required to
enhance the way we interact with,
and develop relationships with
customers.
 Projects in this portfolio complement
the work in Pricing and Claims to
improve customer experience.
 Key projects include: Customer
Information File (CIF) and Customer
Connection Strategy (CCS).
Transformation Program: Key Projects
Claims
 The Claims projects will help us
deliver services in ways that are
easier, and more flexible and
transparent to customers.
 The Common Enablers portfolio is
building the capability within ICBC to
deliver Transformation Program.
 We will replace our aging systems
with modern, efficient work tools, and
streamline and simplify our business
processes to support and enhance our
employee and customer experience.
 These projects provide the supporting
technology to support customer,
employee and partner access to
systems and information necessary to
deliver programs that will improve the
customer and employee experience,
and maintain financial stability.
 Key project: Claims Management
System Solution (CMSS).
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Common Enablers
 Key projects: Employee Portal
Foundation (EPF), Microfiche
Replacement.
Other Projects
 Customer Experience Learning (CEL) & Measurement
 Customer-facing staff (in delivery)
 Brokers (in development)
 Internal-facing staff (in development)
 Customer Recognition
 Stakeholder Engagement Strategy
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What’s Next in the Series
July 19
• Detailed overview of key Customer
Relationship Projects
• Includes: Customer Information File,
Customer Connection Strategy, Customer
Segmentation
August 19
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Detailed overview of Customer
Relationship projects outside of the
Transformation Program:
• Customer Experience Learning
• Customer Recognition
• Stakeholder Engagement Strategy
What’s Next in the Series
September 28
• Detailed overview of Pricing portfolio
projects, including Driving Record
Model
October 18
• Detailed overview Claims portfolio
projects , including Claims
Management System Solution
November 16
• Detailed overview of Common
Enablers portfolio projects, including
Employee Portal
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