A Swiss life insurance company was planning to digitalize its marketing and wanted to introduce a customer relationship management system (CRM) for this purpose. As there were no relevant skills in-house, the interim manager was tasked with developing the processes for digital marketing and implementing a CRM solution.
Email marketing and lead generation identified as two of the biggest weaknesses
In the analysis, the interim manager identified email marketing and lead generation as two of the biggest weaknesses. Many marketing measures were carried out using traditional mailings. These measures only reached potential customers of the younger generation to a limited extent. Email marketing was carried out using an external tool and new leads were not systematically captured. The website on which customers could request pension advice was only connected via email. Lead management was therefore carried out via the inbox of an email tool.
These weaknesses meant that sales focused primarily on existing customers. The main focus here was on the replacement of expiring life insurance policies. In contrast, trigger points for additional business with existing customers and the acquisition of new customers were neglected. This ultimately led to an outdated customer base.
Microsoft Dynamics selected as CRM system | data migrated
After a discovery phase, the company followed the recommendation to introduce Microsoft Dynamics as its CRM system. The first challenges during implementation were updating the subscription lists and ensuring the necessary compliance with the new data protection law for digital marketing. A legal check showed that the address lists complied with the legal requirements and could continue to be used. The interim manager implemented compliance-compliant processes for new data records. These include, for example, newsletter registration pages on which the privacy policy must be accepted.
Once the compliance issues had been resolved, the interim manager began implementing Microsoft Dynamics. First, he transferred the data of existing customers into the CRM system. To acquire new customers, he connected the website to the CRM system. When prospective customers request a consultation via the website, a lead is created in the CRM system - and compared with the customer base. A new contact is created for new customers. This created a basis for digital marketing measures that efficiently support sales.
Email marketing and social media activities linked to the CRM system
In the second step, the interim manager implemented additional functions for digital marketing. This included:
- Creating data protection-compliant subscription lists for email newsletters with corresponding subscription and unsubscription procedures (incl. double opt-in) via the company's website
- Integrating connectors between the CRM marketing module and the company's social media channels (LinkedIn, Facebook, Instagram and X, formerly Twitter)
The company launched its first social media campaigns shortly afterwards, with landing pages integrated into the CRM system. The campaigns quickly generated the first leads.
Digital lead management improves the processing of new customer contacts
In order to improve lead management in the company, the interim manager defined and installed a lead assignment process that automatically routes inquiries from existing customers to the right addresses in the company, for example to the responsible customer advisor. Based on certain rules, leads from new customers either go to central lead management or to an account manager responsible for a sales territory.
In order to ensure that leads are processed promptly according to their priority, the interim manager also defined an overdue process. This ensures that the "owners" of leads are notified when processing is overdue. If the due date is exceeded several times, the CRM system automatically assigns the lead to other processing points.
Lead scoring model developed and recording of reasons for loss introduced
The interim manager implemented lead scoring models for leads that are not yet qualified for sales. These award points to leads based on the prospect's behavior (e.g. visits to the website, clicks in marketing emails, etc.) or based on certain demographic criteria (e.g. age of the prospect). Leads with a high score can thus be differentiated from less promising leads and prioritized for processing by the sales department.
Also important was the structured recording of reasons for loss in order to be able to make evaluations later and take measures to increase sales efficiency.
In addition to the leads generated by customer campaigns, the interim manager defined other events in the CRM system that trigger marketing or sales campaigns, such as the imminent expiry of a life insurance policy, relocations or the customer joining an occupational pension scheme with the insurer.
CRM-supported sales processes developed and programmed
With his marketing and sales expertise, the interim manager made a significant contribution to developing sales processes supported by the CRM system and programming them accordingly. This included criteria that qualify a lead as a sales opportunity. If the criteria are met, the sales employees can convert leads into an opportunity and are then guided through a specific sales process. The processes are designed to suit different product groups. They support the customer advisors from the needs assessment, needs analysis, solution presentation and quotation through to the insurance application and conclusion. All activities such as consultation appointments, telephone calls and emails related to this sales process can be planned and linked directly.
Lead and sales opportunity reporting creates optimum transparency
In order to provide the company with the best possible transparency, the interim manager developed comprehensive lead and sales opportunity reporting for the CRM system.
Lead reporting enables evaluations of the number of leads and their success rate per marketing campaign. This allows the company to draw conclusions about the effectiveness of certain campaigns or channels.
Opportunity reporting provides a transparent view of all ongoing and completed sales processes, including value and probability of closing. This gives the company an evaluated sales pipeline and enables it to make a forecast for future sales. The evaluation of the completed sales processes makes it possible to analyze the reasons for the failure of sales opportunities and also enables a competitor analysis.
CRM system and lead management introduced on time and on budget
After 24 months, the interim manager was able to successfully complete the CRM project within the planned cost and time frame. The life insurance company now has a modern and expandable CRM system for contemporary digital marketing. The number of leads - to existing and new customers - increased significantly after just a short time. The basis for sustainable rejuvenation of the customer base and new business has been successfully laid.
