A stolen, broken or faulty mobile phone: the customer calling expects an immediate response. For the insurer, this claim is a moment of truth. This is where the promise of the insurance policy is put to the test, with very tight deadlines to meet and fluctuating volumes.
A leading insurance provider has entrusted Armatis with the handling of its claims relating to theft, damage and breakdowns of mobile phones, as well as its incoming assistance enquiries. The system achieves a quality rating of over 93 per cent, handles up to 46 cases per agent per day, and ensures continuity of service even during peak periods.
Key points
- Background: to improve the handling of claims relating to theft, damage and faults affecting mobile phones, and to maintain impeccable quality in support processes.
- Approach: a dedicated team, ongoing training, an agile organisation, interconnected tools (telephony and CRM) and quality-focused management.
- Results: quality ratings above 93 per cent; up to 46 transactions processed per agent per day; continuity of service during peak periods.
- Key: two additional resources that can be called upon as required to cope with fluctuations in activity.
Mobile insurance claims: a moment of truth with very tight deadlines
A leading insurance provider wanted to improve the handling and processing of claims relating to theft, damage and breakdowns of mobile phones. It also needed to ensure impeccable quality in its incoming support enquiries, whilst remaining flexible in the face of fluctuations in business volume. The aim: a seamless and swift customer experience, capable of meeting very tight deadlines.
| The project at a glance | |
|---|---|
| Sector | Insurance, B2C |
| Scope and channels | Multi-channel |
| Claims handled | Theft, break-ins and mobile phone faults |
| Managed feeds | Incoming support calls (hotline) and claims files |
| Device | A dedicated team, receiving ongoing training, with additional staff available on request |
| Key findings | Quality ratings above 93 per cent, with up to 46 procedures per staff member per day |
Why a claim is decided partly outside the initial call
The volume of claims is considerable. According to our guide to outsourcing in banking and insurance, which draws on data from France Assureurs, an insurer opens an average of 36,000 new claims files every day in France, amounting to nearly 13 million per year. On this scale, every poorly handled call counts.
The claim may also have further stages: the complaint, followed by mediation. The Insurance Mediation Service explains in its charter that consumers may refer the matter to it free of charge once their claim has been dealt with, and in any event two months after their first written claim. It then puts forward a proposed solution within three months of the claim being deemed admissible, as detailed on the step-by-step page.
| Step | What’s at stake | Challenge for the insurer |
|---|---|---|
| Declaration and assistance | The first point of contact, often by telephone | Respond quickly and accurately |
| Case review | The administrative processing of the claim | Meet deadlines, track every exchange |
| Complaint | The customer is disputing the matter or becoming impatient | Prevent escalation through a clear response |
| Mediation | A free appeal, if the disagreement persists | Minimising disputes through high-quality customer service |
A claim that is handled effectively from the very first point of contact reduces the risk of it progressing to the next stages. That is the purpose of the system that has been put in place.
Our objectives: speed, quality and flexibility
The project was structured around two objectives:
- To improve the speed and quality of handling incoming calls and claims, thereby enhancing policyholders’ satisfaction and loyalty.
- Ensure the flexibility of the system by being able to mobilise trained teams quickly, whilst maintaining service levels and optimising costs.
These two objectives pull in opposite directions. Speed requires tasks to be processed quickly, quality demands that they be processed properly, and flexibility requires the ability to cope with peaks without compromising either.
The Armatis system: five key components for maintaining quality at varying production volumes
| Brick | What it offers |
|---|---|
| A dedicated team of advisers | Advisers specialising in inbound call handling (hotline and support) and claims processing (mediation, administrative files) |
| Continuing professional development | Training on the client’s products and processes, and on managing peak periods (busy periods, back-up assignments) |
| Agile organisation | Continuous availability and proactive management of fluctuations, thanks to two additional resources that can be deployed on demand |
| Tools and methodology | An integration between the Genesys telephony system and the client’s CRM system, to ensure traceability, monitoring and the quality of interactions |
| Quality-oriented management | Tailored support and the tracking of both enquiries and applications, ensuring a smooth and efficient process |
Flexibility: two reserve resources to cope with peaks
The volume of claims is never linear. A spate of thefts, a series of breakdowns, a festive period: activity fluctuates, and deadlines remain tight. The system addresses this reality through an agile organisational structure. It ensures round-the-clock availability and proactive management of fluctuations, thanks to two additional resources that can be deployed on demand.
The training programme prepares these additional staff. Advisers are trained in the client’s products and processes, as well as in managing peak periods and providing back-up support. The result is an operational team that can be mobilised at short notice, without any disruption to service, and which meets the tight deadlines required.
Integrated telephony and CRM: traceability as the foundation of quality
The integration between the Genesys telephony system and the client’s CRM enables every interaction to be tracked, every case to be monitored and quality to be controlled. An advisor who can view the history of a claim does not need to ask the customer to repeat it. A manager who can view the interactions can manage quality based on facts.
This approach is in line with our vision of omnichannel customer service, where customer history is shared across channels and teams.
The results: quality and productivity go hand in hand
| Result | What this means |
|---|---|
| Quality ratings above 93 per cent | Maintaining high standards in claims and call handling |
| Up to 46 cases processed per officer per day | Increased productivity, across all incoming calls and cases |
| Enhanced customer satisfaction | Thanks to the speed and accuracy of the responses |
| Optimised quality management | Improved advisor productivity and more detailed monitoring |
| Guaranteed service continuity | Even during busy periods |
One point warrants particular attention. High productivity is only valuable if it is accompanied by quality. Our guide to the 15 essential KPIs for contact centres highlights that handling time, when monitored in isolation, encourages staff to process calls quickly at the expense of resolution. Here, quality (over 93 per cent) and productivity (up to 46 actions) must be considered together.
Four key factors for success
- Operational responsiveness: rapid mobilisation of teams as required.
- In-depth industry expertise: ongoing training to ensure a thorough understanding of products and processes.
- Interpersonal skills: empathetic and attentive care, which acts as a key driver of customer loyalty.
- Flexibility and stability: a robust system for managing flows, even during peak periods or in the event of unforeseen circumstances.
How the scheme benefits the customer
- Responsiveness and rapid mobilisation: an operational team that ensures uninterrupted service, absorbs fluctuations in workload and meets the tight deadlines required.
- Increased productivity: up to 46 cases handled per agent per day, including both incoming calls and cases.
- Rapid skills development: a thorough understanding of the training material and the ability to keep others continuously updated on any changes to products or processes.
The Armatis difference
- In-depth sector-specific expertise: over 20 years’ experience and 600 advisers trained in insurance, claims management and regulatory frameworks.
- A culture focused on results and long-term satisfaction: a customer retention rate of over 90 per cent, a commitment to CSR and transparent communication of KPIs to ensure smooth management.
- Agility and customisation: a bespoke solution, teams that can be mobilised quickly, and the ability to adapt to peaks in demand.
- Commitment to quality and compliance: the highest level of compliance (GDPR, DDA, ISO 27001) and ongoing support to modernise processes.
- A partnership to support growth: a strategic partner, committed to its clients’ success and long-term sustainability.
- Technology and data: seamless integration with the client’s tools (CRM, telephony, reporting), omnichannel solutions and advanced analytics to manage quality and performance.
For claims automation, read our guide, ‘Insurance: Automating Claims Management Without Dehumanising It’. Discover our range of solutions for banking, insurance and financial services too.
Which indicators should be monitored to manage claims?
A claims management system is driven by quality, resolution and productivity, taken together. The figures below are taken from our guide to the 15 KPIs. These are general benchmarks, with the exception of the first two lines.
| Indicator | What it measures | Landmark |
|---|---|---|
| Quality assessments | Compliance with trade standards | Over 93 per cent in the case presented |
| Transactions processed per agent per day | Productivity, calls and files | Up to 46 in the case described |
| First Contact Resolution (FCR) | The proportion of enquiries resolved during the first interaction | 65–70 per cent on average across the market, 75–85 per cent in high-performing centres |
| Average treatment duration | The average time taken to handle a enquiry | Approximately 12 to 18 minutes for insurance back-office work, to be analysed by reason |
| Repetition rate | The proportion of customers who ring back for the same reason | Less than 10 per cent: good level |
| CSAT | Immediate satisfaction following an interaction | Over 90 per cent: excellent |
Six questions to consider before outsourcing claims management
- Can your system cope with a surge in claims without affecting processing times?
- Do you have trained reinforcements who can be mobilised on demand?
- Are your telephony and CRM tools integrated, with a complete call history?
- Do you manage quality and productivity together, to avoid sacrificing one for the other?
- Do your advisers receive ongoing training on products, processes and developments?
- Are your communications recorded, to minimise the need to escalate matters to a complaint and then to mediation?
If you’ve answered ‘no’ to several of these questions, an audit is a good place to start: see our audit and consultancy services.
Frequently Asked Questions
How can you outsource claims management without compromising on quality?
By combining a dedicated, trained team, interconnected tools that track every interaction, and a management system that monitors both quality and productivity. This is the approach taken in the case study, which achieved a quality rating of over 93 per cent.
What types of claims does this scheme cover?
In this case, this refers to claims relating to theft, breakages and mobile phone faults, as well as incoming support enquiries (hotline). The teams handle calls and administrative cases, including mediation.
When can a case be referred to the Insurance Ombudsman?
Under the charter of La Médiation de l’Assurance, consumers may refer their case to the organisation free of charge once their complaint has been dealt with, and in any event two months after submitting their first written complaint to the trader. The organisation then puts forward a proposed solution, which is not binding on the parties.
How can we cope with spikes in claims?
Thanks to an agile organisational structure and additional staff who can be called upon as required, trained in product knowledge and managing peak periods. In the case described, two additional staff members can be called upon.
How can productivity be measured without compromising quality?
Balancing productivity with quality. The case study shows up to 46 cases per agent per day, with over 93 per cent of cases receiving a positive quality rating. A processing time target alone encourages staff to process cases quickly at the expense of resolution.
A claim handled well builds customer loyalty: what Armatis has learnt
This case demonstrates that it is possible to combine speed, quality and flexibility, provided that teams are properly prepared, tools are integrated and operations are managed with precision. At Armatis, we have come to believe that, in the insurance sector, customer loyalty is earned at the time of a claim.
Ready to deliver a premium omnichannel customer experience? Find out how we can optimise your customer engagement strategy with an innovative, bespoke model.
Book an appointment with our sales team
See also: Selling supplementary insurance: how to balance sales performance with IAS compliance; How a mutual insurance provider boosted the performance of its sales campaigns; and Energy: outsourcing customer relations to reduce the need for technical interventions.
Sources
- Insurance Mediation, the Ombudsman’s Charter and Mediation: Step by Step
- Armatis: Outsourcing customer relations for banking, insurance and financial services (figures from France Assureurs on claims files)
- Armatis: The 15 Essential KPIs for Contact Centres
