Perfor mance Reporting and Analytics of Operations of

Contact Center

A project report submit t ed in part ial fulfilm ent for t he

requirement of t w o year Post Graduat e Diploma in
M anagement (finance) 2012-14

By
Subhav Budhia
(262/ 2012- PGDM Finance)

Lal Bahadur Shast ri Inst it ut e of M anagement,

New Delhi

June 2013
1
 LETTER OF TRANSM ISSION

th
To: Prof. Alok Pandey Dat e: 8 July ‘13

From : Subhav Budhia

PGDM (Finance), 2012-14 Bat ch

Subject: A Report on Perform ance Report ing and Analytics of Operat ions of Cont act Cent re

Sir,

I, Subhav Budhia, hereby, submit to you t he Sum mer Int ernship Project Report on
Perform ance Report ing and Analyt ics of Operat ions of Cont act Cent re.

I, under t he guidance of M r M ayuresh Karnik, Associat e Direct or, Edelw eiss Tokio Life
Insurance, was able t o successfully complet e the project .

This report com prises of the learning and t he job performed at t he above st at ed prest igious
organizat ion.

I also declare t hat t he cont ent of this report is m y original work and has not been subm it t ed
t o any other universit y or inst itut e eit her in full t ime or part t im e for t he award of any
degree, diplom a or fellow ship.

Yours sincerely

Subhav Budhia
262/ 2012
PGDM - Finance
Lal Bahadur Shast ri Inst it ut e of M anagem ent

2
Acknow ledgement

A successful project means a lot of efforts, not only on the part of the student but each and every
person w ho is associated w ith the st udent in making the project achieve its object ive.

Right from deciding the KPIs/ m etrics to making the project online, the role of few people has been
instrumental. This project w ould not have been a success w ithout im mense contribution and
support of M r M ayuresh Karnik, Associate Director, Edelw eiss Tokio Life Insurance, M umbai. He has
been a true inspiration during the entire process. He has been t ruly instrum ental in point ing out all
errors and mistakes and suggesting bett er w ays of doing w ork. He left no stone unturned to ensure
that the project is w ell researched and encompasses his know ledge and expertise.

I am also thankful to M iss Shraddha Kapoor, M r Sandeep Singh and M r Surendre Singh. They have
been really kind in helping m e t hroughout t he project w henever I faced any hurdles and have
ensured that the final project com es out w ell.

I am really thankful t o M r P Sreekumar, VP-Sales Operations, Edelw eiss Tokio Life Insurance,
M umbai, for giving me an opportunity to be a part of this organization and bestow ing faith on my
capabilities.

I extend my thanks to the entire t eam at Edelw eiss Tokio Life Insurance for their valuable time and
support throughout the project. Their cooperation has helped m e immensely and made the
experience of the internship programm e an enriching one.

Finally, I w ant t o express m y w armest t hanks t o Ashish Garg, Coordinator of PGDM (F), Lal Bahadur
Shastri Institut e of M anagem ent, Dw arka, New Delhi and Dr Alok Pandey, Professor of Finance, Lal
Bahadur Shast ri Institut e of M anagement, New Delhi t o continuously guiding me throughout the
project.

These t w o months have been a very fruitful experience and I hope w ith my w hatsoever limited
know ledge I am able to contribute to the organisation and the institute in some w ay.

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Executive Summar y

These are challenging times for the insurance indust ry. Strong competition, savvy consum ers and
new channels for customer interact ions are driving insurers to seek more cost-effective w ays to
conduct business. At the sam e tim e, regulat ors are forcing great er transparency on insurers and the
cost of compliance can be a difficult pill to sw allow amid the urgent need to reduce operating costs.
And w hen you consider the internal pressures of low investm ent returns and increased risk on
assets, it’s clear that insurers w ho w ish to thrive in this environm ent must gain a specific set of
capabilities that will allow t hem to:
• Build a customer-cent ric business model
• Find profitable w ays to sustain grow th
• Develop new , competitively priced products
• Increase claims efficiency and effectiveness
• Improve capital managem ent and invest m ent decisions
• Improve risk management and regulatory reporting

The common thread in this marketplace narrative is how to utilize large quantities of information or
w hat is now called “ big data.” For those t hat are able to harness it , big data represents a huge
opportunit y. Insurance providers already have access to massive volum es of information about their
customers and the organization. How ever, much of t his information and the insight into business
outcomes it contains are unused or not leveraged to its full advantage.

Insurers can access “ big data” on the estimat ed 1 billion cars and small trucks on the road globally,
the statistical t endencies of consum ers to shop for and purchase aut o and hom e insurance online,
global w eather data that affects claims, and expansive fraud det ection and prevention metrics — to
name just a few obvious sources. To be competitive, insurers must be able to ext ract the business
insight s embedded w ithin all this information.

As many organizations now realize, the key to unlocking the value w ithin all that data is business
analytics. According to research from The Economist and IBM , organizations that adopt analytics
achieve significant benefits compared those do not, including:
• 1.6 times great er revenue grow th
• 2 times great er EBITDA grow th
• 2.5 times stock price appreciation

In this report, you w ill learn the practical applications of business analytics/ business intelligence for
Edelw eiss Tokio life insurance’s contact center. The main objective w as to have performance
reporting of every aspect of cont act cent er and also t o identif y areas for any process improvem ent
initiatives.

The report gives an overview of the dashboards w hich w ere creat ed based on each manager’s
requirem ent. It establishes the reason for inclusion of different metrics in t he dashboard. Along w ith
this, the report describes how the dashboard can be used to identify the trigger point for process
improvem ent init iatives.

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Table of Contents

TABLE OF CONTENTS........................................................................................................................................ 5

OVERVIEW ....................................................................................................................................................... 6

INTRODUCTION ................................................................................................................................................ 6

ABOUT EDELWEISS GROUP............................................................................................................................... 7

ABOUT EDELWEISS TOKIO LIFE INSURANCE .................................................................................................... 10

FINANCIALS ................................................................................................................................................... 10
PRODUCTS .................................................................................................................................................... 11
M ANAGEM ENT TEAM ...................................................................................................................................... 11

LITERATURE REVIEW ....................................................................................................................................... 12

A DEFINITION OF “ A NALYTICS” ?....................................................................................................................... 12

ROLE OF BI ANALYTICS IN INSURANCE ............................................................................................................... 13
A NALYTICS SUPPORT FOR CUSTOM ER ACQUISITION ............................................................................................. 18
A NALYTICS SUPPORT FOR CUSTOM ER RETENTION ............................................................................................... 19
U SING ANALYTICS TO PRIORITIZE AND FOCUS EFFORTS ........................................................................................ 20

RATIONAL BEHIND THE PROJECT .................................................................................................................... 22

TIM ELINE........................................................................................................................................................ 22

FLOW OF THE PROJECT................................................................................................................................... 23

THE DASHBOARDS.......................................................................................................................................... 26

M ASTER DASHBOARD ...................................................................................................................................... 26

DETAILED DASHBOARD ..................................................................................................................................... 30
EM PLOYEE-W ISE DASHBOARD ............................................................................................................................ 35

CUSTOM ER CENTRICITY M EASURE.................................................................................................................. 38

N ET PROM OTER SCORE .................................................................................................................................... 38

CUSTOM ER EFFORT SCORE ................................................................................................................................ 40

SUGGESTION .................................................................................................................................................. 42

LIM ITATIONS.................................................................................................................................................. 43

LEARNING ...................................................................................................................................................... 43

REFERENCES................................................................................................................................................... 45

GLOSSARY ...................................................................................................................................................... 46

APPENDIX....................................................................................................................................................... 47

5
Over view

Being an indust ry, w hich w orks on t he principle of Law of Large numbers, Insurance indust ry
t oday has t o grapple w ith “ Big Dat a” t o arrive at meaningful inform at ion. With t he rapid
changes facing t he indust ry, a good business int elligence t ool can provide a deeper, incisive
insight into t he m ultiple facet s of t he insurance business. A good BI t ool can help the
m anagem ent in improving performance of key business levers like channel productivit y,
cust om er ret ent ion and claims management . It can help insurers by providing crucial
inform at ion to help them ident ify the t rends and device appropriat e business st rat egies.

Intr oducti on

The operat ions and product s of insurance companies are quit e complex in nature. The
product s of insurance companies can be broadly grouped into Life insurance and Propert y &
Casualt y insurance. Life insurance, Health and Pension forms t he further break up of life
insurance product s w hile M arine, Fire, Aut omobile, et c forms t he product line for Propert y
& casualt y.

In Post 2008 scenario, wherein w e observed t he fast paced changes in regulat ory
framew ork, volatilit y in m arket place and changed preferences of cust om ers lead t o
sim ult aneous mult iple challenges t o be encount ered by t he insurance com panies. The key
t o success in t hese t urbulent t im es is t o align and device product s and processes t o
effect ively m eet up w it h the unique requirement s of t he customer. It is import ant for
insurance com panies t o rely on qualit y BI t ools, w hich w ill effect ively leverage on t he huge
volume of dat a in the repository of t he insurance companies.

6
About Edelw eiss Gr oup

 Incorporat ion Date: 21st November 1995

 Headquarter: M umbai

 Website: w w w .edelw eissfin.com

 Industry: Financial Service

 Group Businesses: Credit including Retail Finance, Capital M arkets & Asset M anagem ent,

Commodities and Life Insurance.

 Group comprises of 52 entities including 43 Subsidiaries and 8 Associate companies

 Revenue (FY13): Rs 16,707 M

 Net Profit (FY13): Rs 1,277 M

 Employees: 3,362

 M arket Presence: 224 offices across 109 cities in India and overseas

 M arket Listings: NSE: EDELWEISS; BSE: 532922

Business Over view

CREDIT
Company’s primary offering in t he financing business includes collateralized loan products such as
loans to corporate, sponsor funding, loans against shares, IPO financing, loans against ESOPs and
margin funding etc.

Retail Finance
Edelw eiss launched its retail finance business in H2FY11 in order to diversify its asset class and client
segm ent in the credit book. As a part of this, the housing finance subsidiary initially launched its
hom e loans business in M umbai and has expanded to 13 m etro or major cities in India. The business
offers hom e loans, loans against propert y and lease rental discounting. SM E Finance has been
recently launched in Q1FY13 as a part of Retail Finance business.

Debt Capital M arkets

The Debt Capital M arkets Desk focuses on origination, sales, trading and research. It has gained a
strong foot hold and visibilit y in t he market. Its client s in the recent past included large corporat es
like RIL, Aditya Birla Group, SAIL, REC, PFC, PGC, IFCI, IRFC, SIDBI, HDFC, HUDCO, Tata Group
companies, Sundaram Finance, Yes Bank, SBI Group, BoI, Canara Bank, Syndicat e Bank and
Dhanlaxmi Bank etc.
While Edelw eiss has achieved leadership posit ion in w holesale debt segm ent, it has also made
inroads into the retail debt placement in FY13 w herein it w as the Lead Arranger for public issues of
NCDs for Sriram Cit y Union, IIFL and M uthoot.

7
CAPITAL M ARKETS & ASSET M ANAGEM ENT
Investment Banking
Equity Capit al M arkets & Advisory Services
The verticals w ithin Invest ment Banking include Equity Capital M arkets encompassing IPOs/ FPOs,
QIPs, Rights and Open Offers, and Advisory services w hich offer M ergers & Acquisitions Advisory,
Privat e Equity Syndicat ion, Structured Finance Advisory and Infrastructure Advisory.

Edelw eiss enjoys st rong franchise w ith emerging and mid-market companies w hich is reflected in its
ranking and aw ards it has received over the years. Its client segm ents now range from privat e to
public sector and from M id-caps to Large-caps across different industries.

Broking Services
Institutional Equities
Edelw eiss’s Institutional equities business in India has a market share of 4 to 4.5%, among the
highest in Indian brokerage firms. It has around 400 active institutional investors, including domestic
institutional investors and FIIs across different geographies. Research coverage presently ext ends to
181 companies across 20 sectors accounting for around 75% of total market capitalization.

HNI Broking
Edelw eiss offers dedicat ed equities and comm odities broking services t o high net-w orth individuals.
Product offerings include specialized trading execution for active trading clients and structured
products backed by high quality execut ion and reporting.

Ret ail Broking & Distribution

The organic Retail broking business is through the online portal w w w .edelw eiss.in and provides
advisory and research based broking services. It currently has over 136,000 clients under the online
broking. Edelw eiss has also completed the acquisition of Anagram Capital Limited in July ‟10, now
renam ed as Edelw eiss Financial Advisors Ltd. The offline broking model has around 261,000 clients.
It also has presence t hrough over 4,300 Sub-brokers and Authorized Persons in 625 cities.

Global Wealt h M anagement

The broad range of offerings includes a truly m ulti-asset class allocation advisory to Struct ured
Products, Port folio M anagement, M utual Funds, Insurance, Derivat ives Strat egies, Direct Equit y,
Privat e Equity, Commodities and Real Estate Funds etc. Recent launch includes Financial Planning
advisory services.

Asset M anagement
The Asset M anagem ent business includes Domestic Asset M anagement (AM C) and Alt ernative Asset
M anagem ent business. Edelweiss Asset M anagement Company has launched a mix of 10 equity and
debt funds. It has an active base of over 8,000 client s and has the distribution net w ork of over 3,000
distribut ors. Alternative Asset M anagement focuses largely on offshore institutional investors
offering advisory/ managem ent expertise for Special Opportunities Fund, EW SBIH Crossover Fund in
joint sponsorship w ith SBI Holdings of Japan, a Special Asset s Fund, an Asset Reconstruction Fund
and a Real Estate Fund.

8
COM M ODITIES
Started about 4 years ago it focuses on sourcing and distribution of precious metals and dealing in
agri-com modit ies. Commodities business distributes precious m etals at 12 centres t o over 400 act ive
customers. Online portal (w w w .edelbullion.com) allows clients to book supplies in smaller lot s giving
them convenience of low er denominations.

LIFE INSURANCE
Edelw eiss Tokio life Insurance is a joint venture w ith Tokio M arine, one of t he fast est grow ing life
Insurance companies in Japan. Edelw eiss Tokio life insurance has set up operations in India w ith a
start-up capital of Rs 550 crores. The business comm enced operations in July ’11. Its product offering
includes education funding, w ealth accumulation & enhancement, living w ith impaired health,
incom e replacem ent and retirem ent funding. It also offers group products for credit prot ection and
life protection.

9
About Edelw ei ss Tokio Li fe Insur ance

Edelw eiss Tokio Lif e Insurance Limit ed is a 74:26 joint venture betw een the Edelw eiss Group and
Tokio M arine, one of the w orld’s leading insurance groups, headquart ered in Japan. The company
began w ith initial capital of Rs 5.5 billion. Both the partners have decided to infuse Rs 11 billion in
the business before the break-even (expected by 2017).

 Incorporation Date: October 2011

 Headquarter: M umbai
 Website: w w w .edelw eisstokio.in
 Indust ry: Life Insurance
 New Business Premium: Rs 50 crores/ ~25000 policies
 Business In-force: Rs 60 crores/ ~32000 policies
 Employees: ~1200
 M arket Presence: 45 branches across cities in India (expect ed to open 26 new branches in
current fiscal year)
 Distribution Channels: 10 different distribution channels
 Competition: Indiafirst Life, Star Union Dai-ichi Life, DLF Pramerica LIfe

ABOUT TOKIO M ARINE HOLDINGS

Tokio M arine Holdings Inc, t he holding company for Tokio M arine group is one of the oldest and
biggest Insurance companies in Japan; w ith interests in Life, Non-Life, and Re-Insurance, it has a
presence in 427 cities across 39 countries around the w orld.

The company has over 130 years of operational history in the Non-Life sector w hile it has been in
Life Insurance since 1996. It has a presence in Japan, China, Singapore, M alaysia and Thailand. The
Group has booked revenues of Rs 1,77,650 crore and Net Incom e of Rs 3,884 crore. In Life Insurance
it s Gross Written Premium (GWP) is over Rs 31,834 crore.

Financials

Particulars FY 12* FY 13

New Business Premium (Rs cr) 11 52

Invest m ent income (Rs cr) 42 46

Tot al Income (Rs cr) 53 98

New Business Policies 6600 ~23000

Branches 29 45

PFAs 825 3401

Employees 659 1,275

Products 7 20

* Operations started from Oct 2011

10
Pr oduct s

Income Incom e Raksha

Replacement Protection
Replacem ent Kavach

Retirement CashFlow Education

Protection ETL Education

W ealth Cashflow Safe n Sure Save n Grow M ultiGain Plan

Accumulation Protection Plan (WA) Plan (WA) (WA)

Accelerated Comprehensive
Cover Plus Privelge
Cover Cover

W ealth Wealth Single Pay

Dhan Nivesh
Enhancement Endow m ent
Enhancement Bim a Yojana
Ace Assurance

Management Team

Deepak M it tal Jun Hemmi M uralidharan R Yash Prasad

CEO Executive COO Chief Agency
Director Officer

Sarju Simaria Abhay Tew ari Papiya Banerjee Yoshiaki Okabe

CFO Appointed Chief Human Head – Direct
Actuary Resources Sales

11
Li ter atur e Review

A definit ion of “Analyt ics”?

The problem w ith defining any buzz w ord, including “ analytics” is that over use and bandw agon
jumping reduces the specificity of the w ord. This problem is not new and any at t empt to create a
detailed definition seems to be doom ed, no matt er how careful one might be, because there w ill
alw ays be someone w ith a different perspect ive or a personal or com m ercial motivation to
emphasise a particular aspect or nuance.

Definit ion of analyt ics, although it might bett er be called a description, emphasises analytics as
something people do:

Analytics is the process of developing actionable insight s through problem definit ion and the
application of statistical models and analysis against existing and/ or simulat ed future data

“ "It is a combination of business know ledge, com puter science and statistics," says Pankaj Rai,
Director of Dell's Global Analytics division

We can also define it as aholistic approach that transforms information into insights and insights into
business outcom es.

12
Role of BI Analyt ics in insur ance
BI can play a crucial role in almost every aspect of the Insurance business. It can help identify the
w ays and means of improving sales force performance and operational efficiency. BI also provides
w ith critical information on claims management leading to bett er underw riting practices and
product pricing.
Few of the analytics arising out of Insurance business are present ed below .

Sales and Channel Management

Although Tied Agency has been the main stay for dist ribution of life insurance products, it has been
observed that the em ergence of new er channels like Bancassurance, Broker and Direct sales t eam is
leading to deeper penetration of the market in t he last few years. New age channels like
Telemarketing, Online / Int ernet marketing are being used.
It has been observed that cust om ers int end to do m ore research using the int ernet, even if they
ultimately rely on face to face interaction w ith t he interm ediaries for purchase. BI tools can help
insurers in deeper underst anding of these distribution channels and help in devising suitable channel
management st rat egies.

Channel Strategy Optimization

BI tools can help in analyzing the performance of different channels across multiple geographies,
product lines and also provide drill dow n facilit y to t he level of a producer. An appropriate channel
strategy in terms of business expectation, product mapping and payout struct ure can be structured
based on the BI analytics.

Sales Reporting
A comparison of business achieved as against the target, geography w ise, channel w ise, and product
w ise new business can help in identifying the trends across channels and can help in initiat ing mid-
course corrective measures to achieve the planned profitabilit y.

Channel M anagement
An analysis of NB across product / geography/ channel/ term/ mode using BI tools can help in
understanding the sales behaviour of agents, sales person and channel part ners leading to designing
of rew ards program, relationship maintenance matrix and key part ner ret ention strat egy.

Channel Analysis
Using BI tools, insurers can compare the performance of various distribution channels and can drill
dow n to the level of individual agents and products. The performance should be tracked closely and
compared over a period of time so as to assess the effectiveness of developmental actions initiated.

Channel Profitability
Assessment of channel profitability can be done through a comprehensive analysis of new business,
com mission, persistency and claims by each of the channel and t his can lead t o redesigning the
compensation st ructure, revisiting of products, revising of underw riting processes.

13
Oper at ions Management

Premium received by the insurance companies is the source of revenue and it is important that all
the deposits received are convert ed into premium incom e w ith least leakage. It is important to
convert the proposal into a policy as early as possible as income accrues to t he life insurance
companies only on conversion of the proposal into policy.

New Business processing

A ‘Cause analysis’ can help in understanding the delay in processing across channels, geographies
and product lines and help in quick follow up and auctioning leading to least proposal w ithdraw als.

New Business leakages

Leakages in NB are a major concern. It is about a cust omer w ho has signed up and paid t he proposal
deposit but subsequently not completing the conversion processes. It is not only a loss of NB but
also represent non recoverable cost and a dissatisfied custom er. Insurance companies w ould like to
minimize the NB leakages as much as possible. An analysis of the leakages in New Business like
Cheque Bounces, Proposal Withdraw als, NTU across geography, channel help in early identifying of
w rong pract ices, misplaced commit ments.

Cust omer Retention/ Persistency

Persist ency levels are low er in India compared to other count ries. IRDA, Indian Regulatory aut hority
is also seized off the magnitude of the lapsation and has brought in regulation governing minimum
persist ency level to be maintained by both individual agents and corporat e agents as IRDA is of the
considered view that the insurance int ermediaries have an effective role to play in minimizing
lapsation A close monitoring of the trends in lapsation in terms of products, Premium mode
channels and geographies can help in devising suitable policy revival strategies. M oreover very close
monitoring High Value premium lapsations can help in connect w ith cust om ers directly and also
pave w ay up selling and cross selling. A lapsation cause analysis can help in improving custom er
ret ention by helping insurer in addressing the underlying causes of lapsation.

Clai ms Management

While it is important to set t le a legitimat e claim at the earliest possible time, it is equally important
to have good selection and filtering mechanism to avoid fraudulent claims. It has been observed
during recent studies that a high level of custom er dissatisfaction arises on account of delay in claim
settlem ent and under paym ent. Claims analysis is one of the most common BI applicat ions in the
insurance industry. It involves analysis of the claims data coupled w ith other data sources like
underw riting and policies. It is primarily used to gauge claims processing efficiency, w hich has a
direct bearing on custom er satisfaction

Claims Payment M anagement

A good tracking and reporting syst em on regist ered claims and their progress in terms of set tlement
w ill help in avoiding unnecessary delays in claim paym ent leading t o higher cust omer satisfaction.

14
Claims analysis
A good BI t ool w ill help in underst anding the trends in claims in terms of product, channels and
geographies and provide insight into to product profit ability and pricing. Analyzing trends in claims
and loss patterns across channels, products, geographies can help in spotting fraud and also to
optimize reserve requirement. In respect of health insurance, any abuse by any m edical practitioners
can be easily identified through analysis of patterns of payouts.

Mar ket ing Management

Customer acquisition, engagem ent and ret ention strategies are very critical to insurance business.
Customer behaviour is changing rapidly. Technology, and in particular the grow t h of online and
social media, is driving a fundam ental shift in custom er expectations in t erms of how products are
marketed, sold and serviced, and how companies are perceived. Pure internet businesses like online
sale of term policies in India have set new st andards for customer-centricity. In t oday’s competit ive
and know ledge driven environm ent, it is a challenge to really understand the key drivers of custom er
behaviour across geographies and distribution channels

Cust omer Segment ation

Segm entation is used t o segregat e customers acquired through different channels but w ho exhibit
com mon at tribut es. For example an analysis of product w ise custom ers’ demographics can throw
light on the custom er segm ent of the product line and help in devising strat egies in furtherance of
the business. Similarly cust om er segm entation can be used for devising target segm ent specific, the
most appropriate custom er engagement act ivities like com munication, performance updation to
ensure ret ention and upsale to the customers.

Product M anagement
It is important to retain existing customers, w hile finding w ays and m eans to cross sell new
products/ solut ions to them. Building detailed customer know ledge through quality analytics can
help in identifying the right cust om er group for up selling.

Campaign analysis
Insurance com panies periodically launch campaign and contest to accelerat e sales or for improving
persist ency. A good BI tool can help in analyzing t he eff ects of particular campaign and help in
understanding cannibalization of products, increment al business against incremental cost and the
learning can be used for launch of similar schemes in future.

Pr ofit abilit y Management

Profitability of insurance business depends on the actualization of the assumptions relating to

expenses, incom e and mortality. A very close constant monitoring of each of these fact ors is an
absolute essent iality

Premium Analysis
Premium incom e both new business and renew al is the primary source of revenue for an insurance
company. Premium analysis allow s the tracking of premium performance by a product or product

15
line, by geography, by distribution channel. This w ill assist in assessing the product ivity, profitability
of each product, geography and distribution channel

Financial Analysis
A periodical analysis of key ratios like Retention Ratio, Conservation ratio and expenses ratio can
throw light on t he profitability of the business and helps in avoiding cost and underw riting over runs
and these key ratios can be present ed in a dashboard form.

Product Profitability Analysis

An analysis of the profitability of each product can be tracked across geography, channel and
customer segm ent and t his analysis w ill include claims, lapsations etc. The result of such
comprehensive analysis can help in product redesigning and in ident ifying profitable custom er
segm ent.

Underwriting Loss Analysis

In respect of few product s, like mediclaim in health insurance business, the premium revenue might
be less than the claim payouts and is t ermed as underw riting loss. This may be due to inaccurat e
initial risk estimate. Insurers need to constantly monitor the loss data t o determine the cost of
gett ing new customers and renew ing old ones for t hose product s or product lines. This can help in
improving profitability through revisit ing the underw riting programs and help insurers salvage their
book of business.

CXO Repor t ing

The M IS depart ment is typically responsible for providing reports to the t op management and help
in filing the statut ory reports to the concerned authorities. A business intelligence environment that
leverages data collect ed across the value chain is possibly the only effective solution for M IS

Dashboard / CXO Reporting

Key Performance m easures like Channel productivity, Claim Processing TAT, Conversion rat e,
Product category, M ode of premium analysis can be present ed in dash board reports to the top
management to facilitate decision-making process. Also alerts can be triggered if any performance
measure reaches a pre-defined thresh old level.

Stat utory Reporting

Insurers have t o submit several periodical reports t o the regulator, insurance council and other
governm ent agencies. These reports can be easily generat ed from t he business int elligence
environment. Tim ely reporting w ith accuracy of data is the key in regulatory reporting and it is also
important t o maintain consist ency across multiple reports filed w ith the regulator. BI tool w ill
provide w ith t im ely report along w it h the appropriate data backup for any future reference and
validat ion.

16
Risk Management

Risk is more an int egral part of business for life insurance indust ry than it is in perhaps any ot her
industry. Strat egic success is possible only w hen the companies understand w hich risks are being
assumed and can appropriat ely price them in the product for those particular risks, w herever
possible. In a business like life insurance, w here the value creat ion to the multiple st ake holders
depends on the actualization of several assumptions over a longer period of tim e, a sound risk
management practice is a compulsive prerequisite.

Reinsurance
A reinsurance company, normally shares a part of t he insurers' risk in return for a share of the
premium. In the eventuality of a claim, the reinsurance company w ill pay the corresponding claim
amount and this protect s the insurance companies from few adverse large claim payouts. Actuaries
need to decide the right amount of reinsurance in order to maximize the returns for the risk
acceptable to the insurance company. BI t ools can help to arrive at t he acceptable reinsurance level
based on the historical claims data and help save on premiums ceded.

Underwriting
Underw rit er in an insurance company decides w hether t he risk undertaken by insuring a client is
acceptable or not and also determines the appropriate premium to be charged for accepting the
risk. If it is acceptable, she determines the right amount of premium t o be charged. BI can help in
ascertaining early claims trend, patt ern of claims t o understand the robustness of the underw riting
process. This analysis c-an also help in redrafting the underw riting policy for the select products.

Conclusion

Companies are at cross roads as they feel the need to migrat e t o an advanced t echnology platform
from the current multiple proprietary systems. Wit h the change in custom ers’ preferences in
insurance products, the w ay customer access information in buying insurance coupled w it h the
regulatory compliances makes it an ideal case for a quality BI t ool in the enhancement of the
business value of the insurance com panies.

17
Analyt ics Suppor t for Cust omer Acquisi t ion

Analytics can reduce the cost of cust om er acquisit ion by optimizing the results of marketing
campaigns. The challenge for most insurance companies, given t heir fixed marketing budgets, is to
decide w here to allocat e resources t o obtain the best marketing return on invest ment. Predict ive
modelling helps address t his problem. Predictive m odelling for custom er acquisition looks at a
combinat ion of psychographic, text, w eb-log, or survey data regarding prospects. When the data is
fed to the analytics engine, predictive modelling can uncover hot spots for prospect scoring.

The prospect scoring m odel show n in below takes int o account both the propensit y t o convert each
prospect and t heir future pot ential. These tw o factors help an insurer creat e specific market
segm ents and build appropriate strat egies and activities for each segm ent. Each lead can be given
due importance according to the segm ent in w hich they reside.

Prospect scoring models can be very successful in improving the efficiency of custom er acquisition
activities, but scoring models cannot be static—they must be updat ed frequently to reflect the
changing market condit ions and t o verify w hether an insurer is get ting the correct response. During
each updat e the insurer should add, remove, or m odify the model’s paramet ers for the most
effective results.

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Analyt ics Suppor t for Cust omer Ret ent ion

The Impact of Policy Lapse on Revenue and Profit

Policy lapse is a concern for most insurers since it often occurs w ithin the first policy year and
prevents insurers from recovering the initial expenses of policy acquisition. The sooner a
policyholder leaves an insurer, the less likely the insurer has recouped the acquisition costs and the
policy is contributing to the company’s bot tom line. That is w hy insurers focus on reducing lapse
rates, particularly for the most favorable customer profiles.
.
M ethods for Reducing Policy Lapses
M ulti touch Point Program
A multi-touch point program w ith appropriate m essage cont ent and frequency brings dow n the
chances of lapse during the first and corresponding policy

Cross-selling
Another w ay to reduce lapse is to deepen the relationship with existing customers by selling t hem
new products. Cross-selling expands the relationship and helps reduce attrition. Analytics play an
important role in cross-selling campaigns by:
 Det ermining the next-best products for existing customers based on the typical buying patt erns
of customers w ith similar demographic charact eristics
 Uncovering cust omer segments those are m ost likely to respond w ithin the existing customer
base

In the long run, an effective combination of cross-selling and up-selling can help offset the negative
effects of lapse and increase the value of the relationship.

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Cross-selling for existing customers
Within a particular product portfolio, there are a num ber of policies that go into lapse st atus. It does
not make sense for an insurer to try to activate each lapse case. The driving factors w hich prevent an
insurer from doing so are:
 Cost : Sending reminder lett ers or calling every custom er w ill result in significant costs.
 Effort Optimization: Within a product portfolio, an insurer has different t ypes of customer
profiles. For t he insurance company, some custom er profiles are desirable, some standard, and
some loss-making. To increase profits, insurers will focus on specific policies to be activat ed and
not take an umbrella approach

Using Analyt ics t o Pr ior it i ze and Focus Effor t s

Analytics can be used as an effective tool to prioritize and focus efforts in tw o w ays.

Cust omer lifetime value

A framew ork can be creat ed t o determine customer lifetim e value based on demographics as w ell as
transactional details. For a new custom er, customer lifetim e value is normally det ermined using only
dem ographic details. As the customer relationship grow s, the insurer gets more information about
the custom er’s transactional behavior and can also leverage this new data source for det ermining
customer lifetime value. The general rule is to put more w eight on transactional details than
dem ographic details w hen the relationship crosses the one year mark.

This analytics model can help insurance firms classify their existing clients into Platinum, Gold, and
Silver categories.

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Risk of lapse
Similarly, analytics can help build models to predict t he risk of lapse. Risk of lapse is dependent on
the servicing channels as w ell as t ransactional behaviour of the policyholder.

Once risk of lapse has been det ermined, customers can be classified into Low, M edium, and High risk
categories.

Comprehensive Cust omer Retention St rat egy

Once an insurance company has developed these t w o m etrics, it can develop a comprehensive
customer ret ention strat egy to det ermine w here to apply the focus for lapse reduction.

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Rati onal behi nd the pr oject

Edelw eiss Tokio life insurance company is just a 2 year old company. Hence the processes our not
much automat ed. In contact centre also there w as no standardized reporting struct ure. The reports
w hich w ere generated w ere on demand by the top management . They didn’t have a definit e tim e
period betw een any tw o reports. Also every t im e they used to take days to generat e this report.

Director had also noted that there w as a need of more in dept h analysis of the performance
reporting. In depth analysis w ould lead to identification of areas of improvement.

Taking the above tw o point of view into consideration, director asked m e to make a dashboard
w hich w ould be totally automat ed and w ould self generat e report every day. He emphasized on the
fact that the dashboard should be proactive rather than reactive. It should give enough information
that w ould help us to identify key areas of improvem ent in contact centre operations.

Timeli ne

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Flow of the Pr oject

Under st anding t he oper at ions of t he Cont act Centr e

Whenever w e need to access the performance of any depart m ent , or make som e operational
improvem ent in a depart m ent, the first st ep has to be understanding of t he w ork that they perform.
What and how t hey do it, w ho are the people responsible, etc. It is very essential to understand the
w ork they perform at a micro level so t hat w e can give them some useful insight s.

Thus, as soon as the project w as assigned to m e, I sat for few days w ith the contact cent er t eam to
understand their w ork and t he environm ent . I w as carefully observing the w ay the service experts
(SEs) w ere handing each call and observing t he challenges they w ere facing.

I had a session w it h depart mental head and CPO-officer to understand their w ork. I needed to
understand w hat their decisions making areas are? Which are t he areas w hich they w ould like to
track to m easure their SEs and departm ents performance? What are t he different t ypes of calls
w hich are happening in the contact centre?

As told by them, they are a t eam of 9 people (5 SEs-Outbound/ Inbound calling, 1-email, 1-helpdesk,
1-CPO manager, 1-depart m ental head). In the cont act centre they have “ Status updat e calls” ,
“ Confirmation Calls” , “ Inbound Calls” , “ Emails” and “ customer centricit y calls” w hich is a part of
outbound calls only.

Status Updat e calls mostly happens on Policy login date + 10 days. In this call usually SEs introduce
the company t o the customer and stat es the status of his application. They give the custom ers the
expect ed dat e of w hen the policy w ill be issued. Also, if some additional docum ents are required like
medicals or address proof,it is notified to the custom ers in this call.

Confirmation call is made at policy issue date + 10 days. In this call the SEs w elcom e the customers.
They explain the product features to them. They usually tell the custom ers the basic benefits of
w hat they are getting, the premium t hey need to pay and at w hat time, the sum assured etc. They
also verify the personal details of t he cust omers.

Inbound calls and emails are received as the custom ers may have som e complaint s or request. The
prospects may w ant to understand the product feat ures, or brokers/ employees may have som e
query w ith respect t o t he sale they are transacting.

The contact centre has a toll free number and few paid numbers. There is a separat e line for the
helpdesk w hich is solely m eant to address the queries of the internal employees. All the calls,

23
w hether inbound or outbound are recorded for training purposes. The timing for the SEs are 8 am to
8 pm from M onday to Saturday. After 8 pm all the inbound calls are transferred to voicemail.

Under st anding t he dat a

After understanding the operations of the department , you certainly get a clear idea regarding w hat
to include in the dashboard that w ould be of help to the depart ment al head and t he associat e
director. How ever, all the data required for the measures that you may w ant to calculate may not be
available. Or, it may happen that t he format in w hich t he data is ent ered in the database may not be
appropriate for retrieving it.

Thus, the next few days w ere invest ed in understanding the st ructure of the database and the
information it contains.

I dent ifying KPI s & met r ics

This is t he most important and critical aspect in the creation of the dashboard. In the companies due
to the introduction of IT, data is available in abundance. So identifying key metrics to be used in
dashboards is of at most importance. Both, including unnecessary m etrics or neglecting few
important ones, can kill the usefulness of dashboard.

Based on rigorous secondary research and on the dat a available w it h t he company, follow ing metrics
w ere identified to be used in dashboard (only for outbound calls). They are as follow s:

Service M easures (identifies w ork load, speed and adherence to company policy)
 Policy Logged-In/ Issued w rt. time
 Policy assigned, first call made, Calls closed, Calls pending w rt. Time
 Avg time taken to assign, Avg time t aken t o close a call
 No of calls made w ithin TAT
 Convert ibility rat io

Efficiency M easures
 No of calls made by Service expert(SE)/ Calls per hour by SE
 Avg handling time
 Call made/ assigned calls ratio by SE
 Calls >” x” mins

Quality M easures
 Telephone Etiquett e
 Know ledge and Compet ency
 Avg NPS & CES score by branch, region, channel and SE

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Finalizing t he Dashboar d

Combining m y mentor’s experience w it h m y w ork, w e cam e up w ith t he final list of KPIs. It w as

decided t hat three different dashboards w ill be made. Each dashboard w as designed keeping in
mind the decision making requirements of the specific manager.

 M aster Dashboard – Chief Operat ing Officer

 Detailed Dashboards – Associate Director and VP Operations
 Employee-w ise Dashboard – Cont act Centre Head & SEs

Each dashboard w ill cover all the aspects of the contact centre namely outbound calls, inbound calls,
emails and customer centricit y m easures.

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 The Dashboar ds

As finalized the dashboards w ill be divided into three levels based on t he requirem ent of the
concerned user. They are mast er dashboard, respective detailed dashboards and employee-w ise
dashboard. The master dashboard has a consolidat ed view of the metrics related to outbound calls,
inbound calls, email and customer experience. Detailed dashboard tracks the performance in more
depth. Outbound calls are furt her broken dow n to confirmation call and status updat e calls. In the
employee-w ise dashboard, performance and w orkload is being tracked of each employee.

The dashboards made are dynamic in nature. They w ill automatically generat e daily report and
report specific to any prior date. The user only needs to ent er the desired dat e and all the
dashboards w ill be ready.

Keeping in mind the fact t hat the company may need to make few small changes in t he future (say
adding an employee), the dashboard is kept quite flexible and can accom modat e such minor
additions. Great importance has been given to its maintenance. It has been tried to make it as simple
as possible so that the maintenance is quick and easy.

In the sections below , each of the dashboards w ill be explained in detail; reasons for inclusion of a
KPI, its significance and w hat inferences can be draw n from the data.

Mast er Dashboar d

Below is the snapshot of the mast er dashboard.

1
2 4
3

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1. Dashboard Header - It states the name of the depart ment for w hich the dashboard is.

2. Date – Displays the dat e of t he report generated. It is dynamic in nature and w ill automatically
update itself daily. In case a report is generat ed for any specific dat e t han the same dat e w ill be
displayed.
3. Detailed dashboard links – Instead of sw itching tabs, one can directly go t o the desired detailed
reports through this link. It makes accessing the desired report quick and easy.
4. Company Logo – Each and every docum ent/ report generat ed in any company should have the
company logo on it.
5. Report Section - This section is divided into four sub-sections – consolidat ed outbound calls,
inbound calls, emails and customer centricity m easures.

Consolidated out bound calls

It gives the sum mary of the Confirmation calls and the Stat us update calls.

The mast er dashboard w ill generate monthly report s for t he COO of the company. His main
objective is to have know ledge about the performance of each depart m ent. In case the performance
is not up to the expectat ions then he can ask for the reasons. Hence, for him the primary objective is
to have a control on things.

In this w e have three sub sect ions nam ely call summary, quart erly performance and mont hly
performance.

In the outbound calls, each SE makes several att empts to close the call. It may not be necessary that
he close the call in first attem pt. The reasons for this can either be that the policyholder is busy and
has asked to call back later, his contact number is not reachable, or that the contact number is
w rong. Hence, w e have broken the calls in different categories, namely:
 No of attempts
 Policy called
 Effective calls
 Not Contact ed
 Call Backs

Apart from that w e have a count of the total policies issued in a particular t im e period and out of
that how many are pending.

All these seven m easure give you a clear picture of the call status of the policies. We can clearly see
that out of t he t otal policies issued in a particular tim e period how many of them have been called
and how many are still pending. Out of t he t otal policy called how many have been closed (i.e.
effective calls). This is the figure in w hich any person will be primarily interest ed.

All t hese numbers are absolut e in nature. It is alw ays advisable to m easure the relative performance.
Performances should alw ays be tracked in relation to some base. As effective call is the result that
the management w ould be int erested in, w e used the ratio of effective calls to total policy called.
This ratio is know n as contactibility ratio. Currently w e have a contactibility ratio of around 31% that

27
is quite low . This means that even if t he team is putting in efforts the result s aren’t up t o the
expectations. Hence, for t he COO it w ould be a cause of concern. He can ask the managers to dig
deeper t o find t he cause of such low contactibility.

Next m easure is the “ valid contact percentage” . This measure show s how many of the policyholders
have a valid contact number. Since an invalid contact no can have a direct impact on the
contactibility ratio, the managem ent w ould like to keep this percentage as high as possible. The YTD
figure for this measure is around 55%, w hich is very low . Hence, certain st ructural changes can be
made in process of flow of information. Certain procedures should be laid dow n so t hat unnecessary
efforts are not put dow n by the SEs to call invalid numbers.

We also have certain productivit y m easures/ ratios like t otal talk time and productivit y per
employee. Talk time in hours w ill give an idea of the total productive hours of the t eam. The t eam
w ill also be engaged in different non-calling w ork like putting the information in excel, but w e do not
have the syst em and procedure to t rack that dow n. Hence, w e have just included talk tim e in hours
to estimat e their productive hours.

At times due t o the increase in w orkload, team size might increase but it should not lead to decrease
in the productivity per em ployee. Hence, COO w ould be more interest ed in this figure to go higher.

Now , the next sub-section, w hich is quarterly perform ance and monthly performance, gives you the
number of att empts w hich have been made in the said tim e period and how much of t he target w as
achieved in t erms of number of w orking hours. Bot h t he tables w ill have the current quarter/ month
first , ending w ith the last quart er/ month. This table w ill automat ically updat e itself in case new
month or quarter com es. It gives you a picture of how w e have perform ed over a longer time period.

Inbound calls

Similar to outbound calls, inbound also has three sub-sections: Call summary, quart erly performance
and monthly performance.

Under call summary, w e have the t otal inbound calls that are coming in. We have broken it dow n
into three cat egories depending upon the caller. They are custom ers, prospect s and others. Others
may include any broker or any other channel part ner. Such cat egorization helps us to recognize from
w here are the maximum calls coming from and how can w e address t hem. The COO w ould be
concerned if inbound calls from customers and others are increasing. He w ould be less concerned
for prospects number going high, as it w ould reflect t hat the market has becom e more receptive to
your product s and they are inquisitive to know more about your products.

We have also cat egorized t he inbound calls into pending and closed. This is the area, w hich is of
most int erest t o COO w ho w ould alw ays w ant the pending queries to be as less as possible. Delays in
solving the queries can lead to dissatisfaction am ong custom ers that can be of great concern in such
a compet itive industry.

Total talk time in hours have also been added in this section. Along w ith this w e have added a
measure “ Closures w it hin TAT %” . Custom er w ould not only w ant his queries to be addressed, but

28
addressed at t he earliest . Providing the cust omer w ith the solution ahead of his expectations can
lead to a stat e of “ Delight” . Few praises by him of our services to our prospects can make t hem into
customers.

Quart erly performance and mont hly performance chart is almost similar to outbound calls. The only
difference here is that w e do not have a target because one cannot have any control over the
inbound calls.

Emails

The structure for emails is exactly similar to the inbound calls. All the measures m ean the same and
their significance is the same as for inbound calls.

Cust omer Centricity

In customer centricit y w e have tw o measures:

Net Promot er Score (NPS)
Customer Excellence Score (CES)

In both the m easures, the custom er is asked to rat e the company on a set of param et ers. This rating
is not asked from all customers but from a randomly select ed sample. Details on each of the score
have been explained in a separate section.

This section w ill give the score of both the cat egories of a specific tim e period. Sample size as w ell as
increase in the score is in comparison to the base month.

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Det ailed Dashboar d

The detailed dashboards w ould primarily be used by the associat e director of t he company w ho is
responsible for the contact centre. There are a total of six detailed dashboards: confirmation calling,
status update calling, NPS calling, CES calling, inbound calls and emails.

Like the mast er dashboard, this also has the dashboard header, dat e, company logo. Each dashboard
also has a link to the mast er dashboard and a link to an employee-w ise dashboard (in case required).
This makes easier for the user to toggle betw een different dashboards.

Apart from the information present in the mast er dashboard these dashboards w ill cover more in-
depth analysis.

Confirmation calling and St atus Update Calling

As w e see from the snapshot of this dashboard, w e have added few things in the call summary
sect ion. Firstly w e have added the M oM , QoQ, and YoY com parison of the figures. When comparing
w ith the previous tim e period it has been kept in mind that length of the tim e period is same. Hence
th
if the report is generat ed on 20 of a mont h and w e comparing M oM figure, t hen only the first 20
days of the last mont h w ould be compared w ith current period performance.

We also can see a m easure “ Closure w ithin TAT %” ; t his gives us t he percentage of calls w hich have
been closed w ithin the TAT. Current ly TAT has been kept at 10 days from t he dat e of issue of the
policy in case of confirmation calling, and for status update calling it is 10 days from the date of
policy logged-in. As w e all know over a period of time w ith the increase in efficiency of the t eam, the

30
company might need to revise the TAT and bring it dow n. Hence, keeping in mind all such key
variable, values have been recorded in a separat e tab called “ M ast er” . So, in case company changes
its policy, they just need to updat e this figure in “ master” tab. All the dashboards w ill automatically
incorporate this change.

Next is the section w here w e have listed t op 3 channels and branches w hich are have maximum
effective calls and maximum not contact ed policies. If a particular channel or branch is not
performing w ell over a period of time then w e can dig deeper and find the cause. For example, if w e
constantly see that w eb-sales channel is alw ays among the highest in the “ not contacted” list, t hen it
can be because of the reason that no company em ployee is in direct contact w ith the customer
during sales. Hence accuracy of the data can be an issue. We have to find out w ays to control it. Will
using IT can help? Can w e verify the validit y of the contact number during the online filling of the
form itself? Similarly, for effect ive calls, if a particular branch is performing w ell, w e can study the
practices of t hat branch and incorporate in other branches.

Pending call break up gives you the total pending calls till date. It has been cat egorized in t o w ithin
TAT and outside TAT. Further the outside TAT has been cat egorized into 100%-200% TAT, 200%-
300% and >300% TAT. This gives a clear picture of the pending calls to the associate director. In case
he sees t he figure in the last tw o cat egories quite high, then for him it is an area of concern. He
w ould ask them to focus on such policies and clear this back-log keeping balance w ith the current
new policies.

Next in section is the att empts break-up. It gives you attempts w ise break-up w rt. effective and not
effective calls. It gives you the figure as percentage of total att empts. As w e see in the table, almost
67% of the t otal att empts w ere not effective and had only one att empt. In fact, as the calls w ere not
closed they should have made more att empts to close the calls, w hich did not happen.

At the extrem e right end corner, w e have added the link to go back t o t he mast er tab and a link to go
to the employee-w ise tab.

NPS calling and CES Calling

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NPS and CES calling bot h are relat ed t o m easure the customer satisfaction index and hence their
loyalty tow ards the firm. In this section w e have four different sub-sections.

 Call Summary
 Quart erly and monthly performance graph
 Top positive and negative responses
 Top channel and branches receiving high scores

In call summary w e have the number of responses that have been taken. As these scores are
collect ed randomly from cust omers and not all the custom ers usually give the score hence w e need
to know the sample size. This sample size is the no of responses received. Further, w e have broken it
dow n into calls, emails and SM S.

Next is the avg NPS/ CES score of a particular period. It is the based on the NPS rating given by each
customer. We have also made t he M oM , QoQ, and YoY comparison of the figures in the similar w ay
as in outbound calls.

Quart erly and monthly performance show s the no of response and the NPS/ CES score over different
time periods. The recent quart er or month is show n first.

In the next sub-section w e have listed the top 3 positive and negative responses. These responses
give an idea of w hat are the areas w hich the custom ers like and w hat areas w e need to w ork on.
Against each response w e have NPS/ CES score, sample size/ responses, promot ers count and
detractors count. If a particular response is getting negative ratings repeat edly then the managers
can go deeper int o finding out t he reason for the same and correct them. Aft er one response is
addressed then w e can shift to the next one.

Similarly w e have tables for top 5 branches and channels having t he highest scores. All the four
tables can be view ed in monthly, quart erly and yearly t ime period.

In this section at the extreme right end corner, w e have also added the link to go back to t he mast er
tab and a link to go to the employee-w ise tab.

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 Inbound Calling and Emails

All the queries, complaints and request from the cust omer come to company either in t he form of
emails or calls. In this section w e have 5 sub-sections

 Call Summary
 Quart erly and monthly performance graph
 Top queries
 Pending queries break up
 Top channel and branches receiving high scores

In call summary w e have number of queries/ emails w hich are broken dow n into closed ones and
pending issues. The main reason behind this is to keep a track on the count of queries w hich are
coming in, and see how many of them are open and closed. Further w e have broken the incoming
queries/ emails by senders. We need to track from w here the queries are majorly coming in. If it is
the prospects w ho are generally asking for product information or premium rat es then it is not much
of an issue, as it show s an increase in interest am ong custom ers regarding our product. But if
queries/ email from custom ers are increasing gradually then w e need t o curb them.

33
We can do this by finding out the issues/ queries w hich are mostly cropping up and give this
information to the customers beforehand. We should try and find the alternative cost effective w ays
to provide this information to t hem. So to help the mangers to identify the major issues w e have
provided t hem w ith the table having t op 5 queries. This can be seen monthly, quarterly and in yearly
trend.

Also the next question w hich arises is w hether there is any particular product or branch from w here
the queries are coming in. For eg, if w e have lot of queries coming in from product - cash flow
protection then w e should find the reason for it. Is t he product too complicated for customers to
understand or is the complet e information is not available w ith the brokers/ PFAs regarding the
product. In such cases w e can ask either the product development t eam to simplify t he product or to
describe it in a bett er w ay. We can ask the HR t eam t o t rain the PFAs and brokers and equip them
w ith bet ter understanding of each product. Similarly, is there any particular branch w hose
customers are generating more queries. So such data gives you a trigger point for further in depth
analysis w hich may be useful for the com pany in improving their efficiency and its customer as it w ill
lead to increase in custom er sat isfact ion.

Pending call break-up gives you the total pending calls till date. It has been categorized in t o w ithin
TAT and outside TAT. Further the “ outside TAT” has been cat egorized into 100%-200% TAT, 200%-
300% and >300% TAT. To the associat e direct or this gives a clear picture of the pending calls. In case
he sees t he figure in the last tw o cat egories quite high, then for him it is an area of concern. He
w ould ask them to focus on such policies and clear this back log keeping balance w ith the current
new policies.

Last ly, quart erly and m onthly graph is there w hich gives you a t rend of t he queries received by the
company.

At the extrem e right end corner, w e have added the link to go back t o t he master tab.

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Empl oyee-w ise Dashboar d

The employee-w ise dashboards w ould primarily be used by the CPO-officer and service expert s of
the contact centre. There are a total of four detailed dashboards: confirmation calling, st atus updat e
calling, NPS calling, CES calling.

Like the previous dashboards, this also has the dashboard header, dat e and company logo. Each
dashboard also has a link t o t he mast er dashboard.

Confirmation calling and St atus Update Calling

As w e can see from t he snapshot, w e have t hree sub-section in this dashboard: Employee-w ise
summary, employee detailed report, and pending calls by priority.

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In the first section, the CPO-officer and the SEs can track their performances. They can see the
number of calls made and the target achieved. This helps the CPO officer to assess and compare
each SEs performance over a period of time.

Next section is the employee detailed report. This is specifically added to assist SEs to keep a track
on t heir w ork load. Each SEs can choose his nam e, and its detailed FTD/ WTD/ and M TD report w ill be
visible. They can track the call backs, t rack w hat are the individual talk time and other m etrics. In this
detailed report section, each employee’s calls are broken dow n into:

 Calls made
 Policy called
 Effective calls
 Call Backs
 Calls w ithin TAT
 Avg talk time
 Avg at t empts per policy
 Avg days betw een att empt s

It also helps CPO manager t o keep an in-depth check on each SEs performance. In this dashboard,
the last 6 months call volum e for each SE has also being provided. This gives us a trend of his w ork
effort.

In the last section, w e have provided each employee’s pending calls volum e broken dow n by priority.
This helps the CPO officer t o track their w ork load. Hence, w henever he w ould assign new calls to
SEs, he w ould keep in mind their w orkload. This also helps SEs to prioritize their calls. Currently, they
don’t keep a track on call backs and hence usually in case of call backs, they don’t call the custom er
again they concentrat e on new assigned calls. Based on this chart, they w ould realise that how many
calls are pending and w hich policies t o call first.

Low priority is given t o calls w hich are w ithin TAT, medium to those w hich are outside TAT but
w ithin 20 days from dat e of issue/ log-in and calls more that 20 days are given high priorit y. The
criteria for set ting these priorities have been kept flexible. One can anytime change the no of days
by going to mast er tab. Also for both the calls (confirmation and stat us updat e) priorities have been
defined separat ely.

NPS calling and CES Calling

36
In this section w e have recorded employee-w ise calls that they have made and out them how many
NPS/ CES responses are they able to get. Alongside, w e have also measured the NPS/ CES score by
each employee. Firstly, this helps t o know w hether t he em ployee is able to convince cust om ers to
give NPS and CES score or not. If the responses are t oo low w hen compared to calls made by
him/ her, w e provide them w it h training. Also if a particular SE is alw ays getting very high NPS/ CES
score then it can be possible that she is only asking those custom ers w ho w ere happy w ith our
services. In this case are sample w ith not be a true representative and hence the average NPS score
may be skew ed.

We have also provided the NPS graph by different tim e period show ing the promoters, fence sitt ers
and det ract ors breakup.

37
Customer Centr i ci ty Measur e

To measure t he custom er sat isfaction levels, the company uses NPS and CES scores.

Net Pr omoter Scor e1

The Net Promot er Score (NPS) is a simple but pow erful tool to m easure client satisfaction w ith one
single question, an indication of the grow th pot ent ial of your company or product.

The Net Pro m ot er Scor e is a cust om er loyalt y met ric developed in 2003 by m anagem ent
consult ant Fr ed Reichheld of Bain & Com pany in collaborat ion w it h t he com pan y Sat m et rix. Th e
object ive w as t o det erm in e a clear and easily int er pret able cust o m er sat isfact ion scor e w hich
can be com par ed over t im e or bet w een differ ent indust ries.

Net Prom ot er Syst em is based on t h e fundam en t al perspect ive t hat ever y com pany' s cust om ers
can be divided int o t hree cat egories. " Prom ot ers" are loyal ent husiast s w ho keep bu ying from a
com pany and urge t h eir f riends t o do t h e sam e. " Passives" are sat isfied but un ent husiast ic
cust o m ers w ho can b e easily w ooed by t he com pet it ion. And " det ract ors" ar e unhapp y
cust o m ers t rapp ed in a bad r elat ionship. Cust om er s can b e cat egorized based on t h eir answ er
t o t he ult imat e qu est ion.

The NPS assesses t o w hat ext ent a r espondent w o uld recom m end a cert ain com pan y, produ ct
or service t o his friends, relat ives or colleagu es. The idea is simple: if you like using a cert ain
product or doing business w it h a part icular com p any, you like t o share t his experience w it h
ot hers.

Specifically, t he respondent is asked t he follow ing quest ion:

How likely are you t o recommend company/ brand/ product X

t o a friend/ colleague/ relat ive ?

Calculat ion

Dependin g on t he scor e t hat is given t o t h e Net Pro mot er qu est ion, t hree cat egories of people
can be dist inguished:

 Prom oters = respondents giving a 9 or 10 score

 Passives = respondents giving a 7 or 8 score
 Detract ors = respondents giving a 0 to 6 score

1
Bain and Company - NPS

38
The Net Pr omo t er Score is calculat ed as t he differ ence bet w een t he p er cent age of Pro mot ers
and Det ract ors. The NPS is not expressed a s a per cent age but as an absolut e num ber lying
bet w een -100 and +100.

If you have f or exam ple 25% Prom ot ers, 55% Passives and 20% Det ract ors, t he NPS w ill be +5. A
posit ive NPS (>0) is generally consid er ed as good.

Don’ t m ake t he com m on m ist ake of placing a percent sign (%) behind your NPS score, i t is not a
percent .

Usage

NPS is used now adays by m an y large com panies as a cust o m er f eedback t ool. It gives your
organizat ion an unam biguous nu m ber t hat is easy t o underst and f or all em plo yees and useful
as input for m anagers t o st eer t he com pan y. According t o m any people t he NPS also gives a
good indicat ion of grow t h pot ent ial and cust om er loyalt y for a com pany or product .

You can t rack t he evolut ion of t he NPS over t im e, or com par e it w it h a predet erm ined t arget .
You can also bench mark differ ent ar eas or pr oduct s, or check w h er e your co m pany posit ions
it self versus t h e indust r y average if t his is available.

To give an indicat ion: according t o Reichh eld t h e average Am erican com pan y scores less t han
+10 on t h e NPS, w hile t he highest p erfor m ing or ganizat ions are sit uat ed bet w een +50 and +80.
These valu es m ay how ever vary considerably f rom sect or t o sect or and from cult ur e t o cult ur e.

To und erst and t he m ot ives of Pro mot ers and Det r act ors it is r ecom m ended t o accom pany t h e
NPS quest ion by o ne or m or e op en qu est ions t hat prob e t h e und erlying r easons b ehind t he
given score. This allow s you t o m ake t he appropriat e adj ust m en t s t o increase t he fut ur e NPS,
eit her b y boost ing t h e percent age of Pr om ot ers, eit her by reducing t he pro port ion of Passives
and Det ract ors (or bet t er yet , a combinat ion of bot h).

39
Cust omer Effor t Scor e

Cust om er Effor t Scor e w as developed by US research and

advisory firm Corporate Executive Board (CEB), w hich began its
research back in 2008. Lara Ponomareff, research director at the
CEB’s Customer Contact Council (CCC), w ho undertook the five-
year study alongside Anastasia M ilgramm and M at thew Dixon,
explains that as products becam e more com moditised, custom er
service em erged as the differentiator.

The research show ed t hat once a cust om er had received a

satisfactory experience there w as very little increase in loyalty by
w ow ing them even furt her. The t eam found that the real uplift in
loyalty cam e from having a very poor cust om er experience to having one t hat m eets t heir
expectat ions. The best w ay of bumping an experience up to sat isfactory, according to the research,
is to remove as many of the barriers as possible from the cust om er’s path.

Typical obstacles in a customer’s path might be:

 an overly complex IVR w ith many dead end choices

 multiple transfers betw een depart m ents
 having to call in multiple times t o resolve a problem
 not listening to preferences or selections made
 having to sw it ch channel from social, to email, to phone to resolve a problem

Thus CES is derived from asking a simple post-transaction question:

How much effort did you personally have to put

forth to handle your request?

Scores range from 1 (very low effort) t o 5 (very high ef fort)

To w rap it up, som e t ips t o m inimize cust om er eff or t and t o m axim ize t h e cust om er
experien ce. Rem em ber, no t only do es m inim izing t h e eff ort m ake for a great cust om er
experien ce; it also has an im pact on your bot t om line. It means less effort for yo u, as w ell!

Accuracy: provide accurat e inform at ion about your product s, ser vices, policies, et c. M ake sure
all messaging is accurat e, and confirm t hat ever yt hi ng t hat should be in t he box, is.

Thoroughness: if you provide all of t he necessar y f orm s and inform at ion needed for a cust om er
t o co m plet e a t ransact ion or int eract ion, t hen no addit ional ef fort is needed t o chase dow n
form s, et c.

Consider Expect at ions: w hen you' r e d esignin g and defining your policies, consid er t he
cust o m er's view point and w hat t heir exp ect at ions m ay b e about t hat int eract ion; if you need
t o, set appropriat e expect at ions.

40
Self -Service : if you are t r ying t o m ake an act ion/ int eract ion self-ser vice, ensure t hat it is t ruly
self-ser vice. Again, provid e clear, t horou gh, and accurat e infor mat ion so t hat cust om ers can
com plet e ever yt hing on t h eir ow n.

Com municat ion : I can' t st ress enough how key co m mu nicat ion is t o
reducing cust om er ef fort . Not just any co m m unicat ion, but clear,
accurat e, personalized, and t im ely com m unicat ion.

Consist ency: if you off er m ult iple chan nels for cust om ers t o shop or
int eract w it h you, b e sur e t he exp erience is consist ent across
chann els. Share infor mat ion int er nally so t hat t he cust o m er doesn' t
have t o st art from scrat ch w hen m oving fr om w eb t o phone, for
exam ple.

Responsiveness: it goes w it hou t saying t hat if you respond in a

t im ely manner, t he cust om er do esn' t need t o follow up w it h you or chase yo u dow n. Effort
avert ed.

Part nerships: ensur e t hat your part ners’ process facilit at e t he cust om er exp erien ce, not hinder
it .

41
Suggesti on

 Dat a validation – I have found the dat abase maintained by the contact centre team is not clean.
There are, at times, a lot of t yping errors. Data, like categorization of responses, can be more
st andardized. Hence, a suggest ion to the t eam w ould be t o use data validation in the database
file w herever applicable. As far as categorization of responses/ feedback/ queries is concerned,
more standardized cat egorizat ion needs to be done. This will increase accuracy of the analysis.

 Talk time – In the current dashboard w e have used estimat ed tim e of a call to calculate the
average talk time. How ever, I have found that each call is recorded and a file is creat ed in the
main comput er. Hence each SE can easily record the t alk time.

 Incorporat ing human resource and finance dat a – As this dashboard is creat ed w ithin seven
w eeks, w e have just incorporated the operational data. If in the future, w e include the human
resource data and finance dat a along w ith this information then w e can gain even bet t er
insights. Contact centre head w ould be able to predict the human resource requirement and
efficiency in a more precise manner. Also CXOs w ould be able to measure the return on
invest m ent w hich is being made in the contact centre.

 Worst and best call of the week–While spending tim e in the departm ent I realised that there
w ere various calls w hich w ere tough to handle by the SEs, as the customer may be rude and
harsh. At times SEs are not able to handle them properly. Hence as a part of training, every w eek
CPO officer can choose w orst and best call of the w eek and can help t hem in handling it in a
bet ter w ay.

 Weekly rating chart for employee – This is a mot ivational technique t hat can be used to
enhance the productivit y of the employee. We can rat e each employee on different param eters
like number of calls att ended, conversion rat e/ response tim e, type of calls att ended, quality of
calls, attendance and other param et ers. Each param eter can have w eights and lastly w eight ed
average score can be calculated. Every w eek such score can be disclosed and quarterly aw ard
can be given to the best performer. This process w ill be transparent.

42
Li mi tati ons

 M ore precise t argets – Currently t he team target s and individual targets f or out bound calls are
kept fixed. Thus in case a SE is on vacation or on leave or if in current mont h the employee count
has decreased compare to previous month, the target set w ill be inappropriate. Thus, it has to
be adjusted everyday based on the SEs availability.

 Responses/ Feedback/ Queries Categorization – Currently, in the database, the cat egorization
is not precise and standardized. This has resulted in hundreds of cat egorization. Hence, after w e
consolidate such cat egories based on their relevance, t he significance and accuracy of the
analysis will improve

 File size – Everyday data being fed into this file can lead to increase in the file size making the file
very slow . Hence, w e should find alternative w ays to keep the file size in check.

Lear ni ng

 The most important learning for m e in this int ernship period is I got an idea of how the top
managers think. M r M ayuresh Karnik, the associate director and my m entor had a vision to
improve the operational efficiency of the contact centre. Hence, he asked me to make a
dashboard w hich should be proactive enough to forecast issues w hich may crop up in future.
The dashboard w hich w as creat ed gives very micro level picture. It show s how the small, very
minuscule information available, can be used to make long t erm improvem ents in the
operations of the contact centre. He alw ays emphasised on small changes keeping in mind the
bigger goal.
 In every organization any change is not w elcomed. Hence during my t enure I felt, several times,
that my colleagues w ere not very receptive t o this idea. Currently, there w as no definit e
structure of reporting to top management . Though they used to generat e monthly reports for
top managem ent, it w as at a very macro level and didn’t provide in-depth analysis. They
perceived this idea to be a kind of a control on them. They thought that because these reports
w ill be published daily, the management w ill have continuous w atch over t hem. Therefore, for
me it w as very difficult to extract precise information from them. I had t o make them believe
that it w as m eant to help them and to increase their t eam’s effectiveness. Being a manager it is
very important to alw ays show your employee a positive picture. One should alw ays keep them
in confidence and should make them believe that t hey are a very important aspect of this
process of change.

 I had a fair bit of idea of how t he insurance indust ry op erat es. How ever during t his
int ernship period I r ealised t he im p ort ance of dist ri but ion part n ers and t h e cont act cent r e
in t he success of an insurance co m pany. We know cust o m ers ar e ver y crit ical for t h e
success of ever y organizat ion par t icularly for insurance indust r y. As t hese dist ribut ion
part ners and cont act cent re ar e in direct con t act w it h t h e cust o m ers, t h eir ineffici encies

43
 can have a very huge effect on t he cust o m ers sat isfact ion and in t urn on com pany’s
perfor m ance

 Lots of data is available w ith the companies t oday but one should know how to use them.
Through the creation of t his dashboard I realized the pow er of data and how it can be used to
bring positive changes in an organization.

 Last ly, as t h e ent ire dashboard is m ade on M s Excel, I have learned various new t echnical
aspect s of M s Excel. Right from making t h e dashboard aut o mat ic t o making it dynam ic, I
have learned various w ays t o present single inf orm at ion.

44
Refer ences

Edelw eiss Financial Services

Edelw eiss Tokio Life Insurance Invest or present at io n
Edelw eiss Tokio life Annual Report
Bench m arkpor t al.com : KPIs for insurance indust r y
Bench m arkpor t al.com : KPIs for call cent er indust ry
NPS: Check m arket blog
Net Prom ot er ® U.S. Consum er Bench marks 2013: Sat m et rix
NPS: Bain & Com pany
CIO Art icle: creat ing a profit able call cent er
Genr e Insurance Issues New slet t er – April 2013
Ernst & Young 2013 US life-annuit y insurance out lo ok
SAS Blogs
Call cent er M et rics: Nort h Am erican Quit line Consor t ium
Busin ess Analyt ics for insurance - IBM
Life insurance 2020 - PW C
Transform in g t he Lif e Insurance Indust r y – Lifest yle Based Analyt ics
Analyt ics: A Pow erful Tool for t he Life Insurance Indust ry: Capgem ini

45
Glossar y

No of at tempts Tot al no of calls/ attempts made by SE in a particular time period

Policy Called Tot al no of unique policy count on w hich these calls are made by SE in a
part icular time period

Effective Calls No of policies on w hich the SE has contact ed the policy holder and call has
been closed

Not Cont acted No of policies on w hich SE w as not able to contact the custom er because of
w rong no or cell out of reach

Calls Backs No of policies w here the policyholder has asked the SE to call back later

Policy Issued No of policy issued by the company to the policy holder in a particular time
period

Policy Logged-In No of policy logged-in by the company in a particular time period

Pendings No of policies w hich have not been closed out of the t otal issues policies in a
part icular time period

Cont actibility % Percentage of calls closed to the t otal policy called

Valid Contact s % Percentage of policy having valid contacts. It excludes policies having w rong
no or not reachable

Tot al talk time Tot al talk time in hours of all the SEs put t ogether

Avg attempts per Average att empts taken by SEs to close the call
policy

Avg days b/ t Average days taken by SE betw een tw o consecutive at tempts

attempt s

Productivity per Attempts made by each employee (employee includes depart mental head
employee and CPO officer)

46
Appendi x

Policyholder servicing turnaround times as prescribed by IRDA for life insurance companies

47
Master Dashboard CONFIDENTIAL 10-07-13, 5:41 PM

Contact Center Dashboard

31 May 2013
Detailed Dashboards: Outbound Calls Inbound Calls Emails Customer Centricity

Consolidated Outbound Calls Inbound Calls

Call Summary Quarterly Performance Last 12 Months Performance Call Summary Quarterly Performance Last 12 Months Performance

MTD QTD YTD Quarter # Call Target Achieved Month # Call Target Achieved MTD QTD YTD Quarter # Queries Received Month # Queries Received
No. of Attempts 5912 9195 9195 Q1-14 9,123 42% May-13 5,840 81% No. of Queries/Issues 888 2337 2337 Q1-14 2,337 May-13 888
Q4-13 10,569 49% Apr-13 3,283 46% Closed Queries 874 2318 2318 Q4-13 4,154 Apr-13 1,449
Policy Called # 5887 9117 9117 Q3-13 10,036 46% Mar-13 4,388 61% Pending Queries 14 19 19 Q3-13 2,548 Mar-13 1,544
Effective Calls # 1805 3004 3004 Q2-13 9,948 46% Feb-13 2,870 40% Q2-13 2,314 Feb-13 1,293
Not Contacted 1364 2355 2355 Q1-13 7,130 33% Jan-13 3,311 46% No of queries from customer 710 1808 1808 Q1-13 936 Jan-13 1,317
Call Backs # 2717 3756 3756 Dec-12 3,831 53% No of queries from prospects 40 187 187 Dec-12 974
Policy Issued/Logged In # 2427 4413 4413 Nov-12 2,844 40% No of queries from others 138 342 342 Nov-12 698
Pending # 2427 4183 4183 Oct-12 3,361 47% Avg queries per customer Oct-12 876
Sep-12 4,116 57% Sep-12 874
Contactibility % 31% 33% 33% Aug-12 3,748 52% Total Talk Time* Aug-12 848
Valid Contacts % 77% 74% 74% Jul-12 2,084 29% Closures within TAT %* Jul-12 592
Total Talk Time (hrs) 317 504 504 Jun-12 3,026 42% Jun-12 349
Productivity per employee 845 1314 1314

Emails Customer Centricity Measure

Emails Summary Quarterly Performance Last 12 Months Performance MTD QTD YTD
NPS
MTD QTD YTD Quarter # Queries Received Month # Queries Received NPS Score: 22% 31% 31%
No. of Queries/Issues 229 481 481 Q1-14 481 May-13 229
Closed Queries 178 371 371 Q4-13 742 Apr-13 252
Pending Queries 51 110 110 Q3-13 247 Mar-13 287
Q2-13 - Feb-13 218 % change from
No of queries from customer 196 407 407 Q1-13 - Jan-13 237 Base
No of queries from prospects 25 59 59 Dec-12 81 March
No of queries from others 8 15 15 Nov-12 59 Responses: 77 140 140
Avg queries per customer Oct-12 107
Sep-12 - CES
Closures within TAT %* 90% 92% 92% Aug-12 - CES Score: 92% 92% 92%
Jul-12 -
Jun-12 -

% change from
Base
March
Responses: 60 60 60

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Detailed Dashboard CONFIDENTIAL 10-07-13, 5:42 PM

Contact Center Dashboard

31 May 2013
Outbound Calling
Confirmation Calling
Call Summary Quarterly Performance Effective Calls Breakup 1 Pending Calls Break up*
FTD MTD QTD YTD M-o-M Q-o-Q Y-o-Y Quarter # Call Target Achieved MTD QTD YTD # %
No of Attempts 72 5912 8968 8968 93% p 155% p 130% p Q1-14 8,896 41% Top 3 Channel Calls # % Total Pendings 1937 100%
Q4-13 6,739 31% Organic Agency 1285 29% Within TAT 307 16%
Policy Called # 72 5887 8890 8890 96% p 183% p 329% p Q3-13 5,608 26% Edelweiss Channel 351 35% Outside TAT 1630 84%
Effective Calls # 19 1805 2921 2921 62% p 114% p 75% p Q2-13 7,197 33% Chief Business Mentor 57 35% 100%-200% TAT 387 20%
Not Contacted 18 1364 2354 2354 38% q 295% q 744% q Q1-13 6,563 30% 200%-300% TAT 503 26%
q q q
Top 3 Branch Calls # %
Call Backs # 35 2717 3614 3614 203% 206% 2912% >300% TAT 740 38%
p q p
Ahmedabad_Navrangpura 64 32%
Policy Issued # 0 1197 2167 2167 23% -60% 114% Last 12 Months Performance *Includes policies issued from 01-Apr-13
q p q
Mumbai_1 59 32%
Pending # 0 1197 1937 1937 62% -41% 700% Month # Call Target Achieved Web Sales_Branch 53 46%
May-13 5,840 81%
Closures within TAT % 0% 0% 0% 0% NA p -100% q -100% q Apr-13 3,056 42% Not Contacted Calls Breakup Attempts Break up**
Contactibility % 26% 31% 33% 33% -17% q -24% q -59% q Mar-13 3,418 47% Effective Not Effective
p q q
Top 3 Channel Calls # %
Valid Contacts % 75% 77% 74% 74% 15% -9% -15% Feb-13 1,943 27% Organic Agency 1034 24% 1 Attempt 32% 67%
Total Talk Time (hrs) 3.7 317.4 493.8 493.8 80% p 122% p 116% p Jan-13 1,378 19% Edelweiss Channel 222 22% 2 Attempts 0% 0%
Avg attempts per policy 1.00 1.00 1.01 1.01 -1% p -10% p -46% p Dec-12 2,372 33% Chief Business Mentor 40 25% 3 Attempts 0% 0%
Avg days b/t attempts 2.0 1.4 6 5.9 -82% p -32% p -26% p Nov-12 1,565 22% 4 Attempts 0% 0%
p p p
Top 3 Branch Calls # %
Productivity per employee 10 845 1281 1281 93% 155% 130% Oct-12 1,671 23% 5 Attempts 0% 0%
Bhubaneswar_Bapuji Nagar 49 28%
Sep-12 2,660 37% **Includes attempts from 01-Apr-13
Patna_Exhibition Road 39 34%
Aug-12 3,040 42%
Ahmedabad_Navrangpura 38 19%
Jul-12 1,497 21% For detailed employee wise report click here
Jun-12 2,665 37% For Master Dashboard

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Detailed Dashboard CONFIDENTIAL 10-07-13, 5:42 PM

Contact Center Dashboard

31 May 2013
Status Update Calling
Call Summary Quarterly Performance Effective Calls Breakup 1 Pending Calls Break up
FTD MTD QTD YTD M-o-M Q-o-Q Y-o-Y Quarter # Call Target Achieved MTD QTD YTD # %
No of Attempts 0 0 227 227 -100% q -92% q -100% q Q1-14 227 1% Top 3 Channel Calls # % Total Pendings* 2246 100%
Q4-13 3,830 18% Within TAT 299 13%
Policy Called # 0 0 227 227 -100% q -91% q -100% q Q3-13 4,428 21% Outside TAT 1947 87%
Effective Calls # 0 0 83 83 -100% q -93% q -100% q Q2-13 2,751 13% 100%-200% TAT 530 24%
Not Contacted 0 0 1 1 -100% p -99% p -100% p Q1-13 567 3% Top 3 Branch Calls # % 200%-300% TAT 401 18%
Call Backs # 0 0 142 142 -100% p -89% p -100% p >300% TAT 1016 45%
Policy Logged-in # 0 1230 2246 2246 27% p -58% q 21% p Last 12 Months Performance *Includes polices logged-in from 01-Apr-13
Pending # 0 1230 2246 2246 29% p -50% q 27% p Month # Call Target Achieved
May-13 0 0% Not Contacted Calls Breakup Attempts Break up**
Closures within TAT % 0% 0% NA p NA p NA p Apr-13 227 3% Effective Not Effective
p q p
Top 3 Channel Calls # %
Contactibility % 37% 37% NA -22% NA Mar-13 970 13% 1 Attempt 37% 63%
Valid Contacts % 100% 100% NA p 2% p NA p Feb-13 927 13% 2 Attempts 0% 0%
Total Talk Time 0.0 0.0 10.3 10.3 -100% q -96% q -100% q Jan-13 1,933 27% 3 Attempts 0% 0%
Avg attempts per policy 1.00 1.00 NA q -13% p NA q Dec-12 1,459 20% 4 Attempts 0% 0%
p p p
Top 3 Branch Calls # %
Avg days b/t attempts 0 0 0 0 -100% -100% -100% Nov-12 1,279 18% 5 Attempts 0% 0%
Productivity per employee 0 0 32 32 -100% q -92% q -100% q Oct-12 1,690 23% **Includes attempts from 01-Apr-13
Sep-12 1,456 20%
Aug-12 708 10%
Jul-12 587 8% For detailed employee wise report click here
Jun-12 361 5% For Master Dashboard

2 of 6
Detailed Dashboard CONFIDENTIAL 10-07-13, 5:42 PM

Contact Center Dashboard

31 May 2013

NPS Calling*
Call Summary Quarterly Performance Last 12 Months Performance
FTD MTD QTD YTD M-o-M Q-o-Q Y-o-Y Quarter # Responses Avg NPS Score Month # Responses Avg NPS Score
No of responses # 1 77 140 140 22% p p p Q1-14 140 31% May-13 77 22%
Calls # u u u Q4-13 0 0% Apr-13 63 43%
Emails # u u u Q3-13 0 0% Mar-13 0 0%
SMS # u u u Q2-13 0 0% Feb-13 0 0%
Avg NPS Score 100% 22% 31% 31% -48% q p p Q1-13 0 0% Jan-13 0 0%
Closing Loop Calls u u u Dec-12 0 0%
Nov-12 0 0%
Top 3 NPS Responses Top 5 Channel Oct-12 0 0%
Sep-12 0 0%
Channel NPS Score Sample # Promoter # Detractor #
MTD QTD YTD Chief Business Mentor 100% 2 2 0 Aug-12 0 0%
Positive Responses NPS Score Sample # Promoter # Detractor # Tele Marketing 100% 1 1 0 Jul-12 0 0%
Web Sales 75% 4 3 0 Jun-12 0 0%
Organic Agency 20% 54 22 11
Broker 0% 1 0 0

Negative Responses NPS Score Sample # Promoter # Detractor # Top 5 Branch

Branch NPS Score Sample # Promoter # Detractor # For detailed employee wise report click
Agra_Sanjay Place 100% 1 1 0 here
Aurangabad_Tilaknagar 100% 1 1 0 For Master Dashboard
Bhubaneshwar 100% 1 1 0
Bhubaneswar_Bapuji Nagar 100% 3 3 0
Chandigarh 100% 1 1 0

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Detailed Dashboard CONFIDENTIAL 10-07-13, 5:42 PM

Contact Center Dashboard

31 May 2013

CES Calling*
Call Summary Quarterly Performance Last 12 Months Performance
FTD MTD QTD YTD M-o-M Q-o-Q Y-o-Y Quarter # Responses Avg NPS Score Month # Responses Avg NPS Score
No of responses # 1 60 60 60 p p p Q1-14 60 92% May-13 60 92%
Calls # u u u Q4-13 0 0% Apr-13 0 0%
Emails # u u u Q3-13 0 0% Mar-13 0 0%
SMS # u u u Q2-13 0 0% Feb-13 0 0%
Avg NPS Score 100% 92% 92% 92% p p p Q1-13 0 0% Jan-13 0 0%
Dec-12 0 0%
Top 3 NPS Responses Top 5 Channel Nov-12 0 0%
Channel CES Score Sample # Promoter # Detractor # Oct-12 0 0%
MTD QTD YTD Broker 100% 1 1 0 Sep-12 0 0%
Chief Business Mentor 100% 2 2 0 Aug-12 0 0%
Positive Responses CES Score Sample # Promoter # Detractor # Tele Marketing 100% 1 1 0 Jul-12 0 0%
Web Sales 100% 5 5 0 Jun-12 0 0%
Organic Agency 92% 36 34 1

Top 5 Branch
Negative Responses CES Score Sample # Promoter # Detractor #
Branch CES Score Sample # Promoter # Detractor #
Agra_Sanjay Place 100% 1 1 0
Allahabad_Civil Lines 100% 1 1 0
Amritsar_Ranjit Avenue 100% 1 1 0 For detailed employee wise report click
Aurangabad_Tilaknagar 100% 1 1 0 here
Bhubaneshwar 100% 1 1 0 For Master Dashboard
* Data not available. Will be included from July

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Detailed Dashboard CONFIDENTIAL 10-07-13, 5:42 PM

Contact Center Dashboard

31 May 2013

Inbound Calling
Call Summary Quarterly Performance Last 12 Months Performance
FTD MTD QTD YTD M-o-M Q-o-Q Y-o-Y Quarter # Queries Received Month # Queries Received
No. of Queries/Issues 3 888 2337 2337 -39% p -15% p 298% q Q1-14 2,337 May-13 888
Closed Queries 3 874 2318 2318 -39% p -15% p 298% q Q4-13 4,154 Apr-13 1,449
Pending Queries 0 13 18 18 160% q 6% q 260% q Q3-13 2,548 Mar-13 1,544
Q2-13 2,314 Feb-13 1,293
No of queries from customer 2 710 1808 1808 -35% p -4% p q Q1-13 936 Jan-13 1,317
No of queries from prospects 0 40 187 187 -73% p -60% p q Dec-12 974
No of queries from other 1 138 342 342 -32% p -11% p -42% p Pending Queries Break up Nov-12 698
Avg queries per customer Oct-12 876
Total Talk Time* p p p # % Sep-12 874
Closures within TAT %* p p p Total Pending Queries** 18 100% Aug-12 848
Within TAT 0 0% Jul-12 592
Top 5 Inbound Queries Outside TAT 18 100% Jun-12 349
MTD QTD YTD 100%-200% TAT 0 0%
Queries % Closed Pending TAT %* Closure Time* 200%-300% TAT 0 0%
Policy Related 140 16% 139 1 >300% TAT 18 100%
Cancellation Related 124 14% 124 0 **Includes queries generated after 01-Apr-13
Premium Related 61 7% 61 0
Refund related 56 6% 53 3
Query 55 6% 53 2
Top 5 Branch Top 5 Products
Queries # % Queries # %
Web Sales_Branch 68 8% Edelweiss Tokio Life - Cash Flow Protection 283 32%
Mumbai_1 60 7% Edelweiss Tokio Life - Protection - (Reg/5/10/15Pay) 73 8%
Ahmedabad_1 34 4% Edelweiss Tokio Life MultiGain Plan (WA) 70 8%
Mumbai_Dadar 23 3% Edelweiss Tokio Life Save n Grow Plan (WA) 58 7%
For Master Dashboard
Kanpur_Civil Lines 20 2% Edelweiss Tokio Life Safe n Sure Plan (WA) 54 6%
* Data not available. Will be included from July

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Detailed Dashboard CONFIDENTIAL 10-07-13, 5:42 PM

Contact Center Dashboard

31 May 2013

Emails
Email Summary Quarterly Performance Last 12 Months Performance
FTD MTD QTD YTD M-o-M Q-o-Q Y-o-Y Quarter # Call Target Achieved Month # Queries Received
No. of Queries/Issues 1 229 481 481 -9% p 3% q q Q1-14 481 May-13 229
Closed Queries 0 178 371 371 -8% p -15% p q Q4-13 742 Apr-13 252
Pending Queries 1 51 110 110 -14% p 267% q q Q3-13 247 Mar-13 287
Q2-13 - Feb-13 218
No of queries from customer 1 196 407 407 -7% p 21% q q Q1-13 - Jan-13 237
No of queries from prospects 0 25 59 59 -26% p -52% p q Dec-12 81
No of queries from other 0 8 15 15 14% q 67% q q Nov-12 59
Avg queries per customer Oct-12 107
Avg Closure Time (days) 0 1.96 1.50 1.50 80% q -24% p q Sep-12 -
Closures within TAT %* 0% 91% 94% 94% -7% q 1% p p Aug-12 -
Jul-12 -
Top 5 Email Queries Jun-12 -
MTD QTD YTD
Queries % Closed Pending TAT % Closure Time
Other 190 83% 140 50 96% 1.21
Soft_Copy 22 10% 22 0 77% 3.91
PPC 7 3% 6 1 83% 2.00
PS 6 3% 6 0 33% 12.33
BI_and_Brochure 4 2% 4 0 100% 1.50
For Master Dashboard

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Employee_Dash CONFIDENTIAL 10-07-13, 5:42 PM

Contact Center Dashboard - Employee Report

31 May 2013
Confirmation Calling
Employee Wise Summary Employee pending call list summary*
FTD WTD MTD QTD YTD Pending Calls #
SE Name Calls# Target Achieved Calls# Target Achieved Calls# Target Achieved Calls# Target Achieved Calls# Target Achieved High Medium Low Total
Aayushi 0 0% 0 0% 197 14% 197 5% 197 1% Aayushi 0 0 0 0
Ayushi 31 52% 137 38% 857 60% 1479 34% 1479 9% Ayushi 1 0 0 1
Binita 0 0% 0 0% 0 0% 0 0% 0 0% Binita 0 0 0 0
Chetan 0 0% 0 0% 108 8% 430 10% 430 2% Chetan 1 0 0 1
Fatima 0 0% 202 56% 983 68% 1457 34% 1457 8% Fatima 253 1 0 254
Insiya 41 68% 193 54% 1198 83% 1582 37% 1582 9% Insiya 65 1 0 66
Kirti 0 0% 0 0% 334 23% 415 10% 415 2% Kirti 1 0 0 1
Vishal 0 0% 68 19% 951 66% 1757 41% 1757 10% Vishal 100 0 0 100
Yogita 0 0% 131 36% 1284 89% 1651 38% 1651 10% Yogita 40 0 0 40
Unassigned 782 385 307 1474
Employee Detailed Report *Includes policies issued from 01-Apr-13

FTD WTD MTD Last 6 Months Performace Pending Calls by priority

Aayushi
300
Ayushi
Binita 0 Calls made 0 Calls made 197 Calls made 250
Chetan 200
0 Policy Called 0 Policy Called 197 Policy Called Monthly Calls #
Fatima 0 Effective Calls 0 Effective Calls 40 Effective Calls
150
Insiya 100
0 Call Backs 0 Call Backs 122 Call Backs 197
Kirti 50
Vishal NA Calls within TAT NA Calls within TAT 0% Calls within TAT 0
Yogita Aayushi Ayushi Binita Chetan Fatima Insiya Kirti Vishal Yogita
0.0 Total talk time (hrs) 0.0 Total talk time (hrs) 9.2 Total talk time (hrs) 0 0 0 0 0
#DIV/0! Avg attempts/policy #DIV/0! Avg attempts/policy 1.0 Avg attempts/policy High Medium Low
May-13 Apr-13 Mar-13 Feb-13 Jan-13 Dec-12
0 Avg days b/t attempts 0 Avg days b/t attempts 0 Avg days b/t attempts
For Master Dashboard

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Employee_Dash CONFIDENTIAL 10-07-13, 5:42 PM

Contact Center Dashboard - Employee Report

31 May 2013
Status Update Calling
Employee Wise Calls Pending Case summary*
FTD WTD MTD QTD YTD Pending Cases by priority
SE Name Calls# Target Achieved Calls# Target Achieved Calls# Target Achieved Calls# Target Achieved Calls# Target Achieved High Medium Low Total
Binita 0 0% 0 0% 0 0% 0 0% 0 0% Binita 0 0 0 0
Chetan 0 0% 0 0% 0 0% 0 0% 0 0% Chetan 0 0 0 0
Fatima 0 0% 0 0% 0 0% 0 0% 0 0% Fatima 0 0 0 0
Insiya 0 0% 0 0% 0 0% 133 3% 133 1% Insiya 0 0 0 0
Kirti 0 0% 0 0% 0 0% 94 2% 94 1% Kirti 0 0 0 0
Yogita 0 0% 0 0% 0 0% 0 0% 0 0% Yogita 0 0 0 0
Unassigned 1424 523 299 2246
Employee Detailed Report *Includes policies logged-in from 01-Apr-13

FTD WTD MTD Last 6 Months Performace Pending Case by priority

Binita 0 Calls made 0 Calls made 0 Calls made 1
Chetan Monthly Calls #
0 Policy Called 0 Policy Called 0 Policy Called
Fatima
Insiya 0 Effective Calls 0 Effective Calls 0 Effective Calls
407 394
0.5
Kirti 0 Call Backs 0 Call Backs 0 Call Backs
Yogita
NA Calls within TAT NA Calls within TAT NA Calls within TAT 150
70 0
0.0 Total talk time (hrs) 0.0 Total talk time (hrs) 0.0 Total talk time (hrs) 0 0
Binita Chetan Fatima Insiya Kirti Yogita
#DIV/0! Avg attempts/policy #DIV/0! Avg attempts/policy #DIV/0! Avg attempts/policy May-13 Apr-13 Mar-13 Feb-13 Jan-13 Dec-12 High Medium Low
0 Avg days b/t attempts 0 Avg days b/t attempts 0 Avg days b/t attempts
* TBD For Master Dashboard

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Employee_Dash CONFIDENTIAL 10-07-13, 5:42 PM

Contact Center Dashboard - Employee Report

31 May 2013
NPS Calling CES Calling
Employee Wise NPS Score Employee Wise CES Score
FTD WTD MTD FTD WTD MTD
SE Name Calls# Responses NPS Score Calls# Responses NPS Score Calls# Responses NPS Score SE Name Calls# Responses CES Score Calls# Responses CES Score Calls# Responses CES Score
Chetan 0 0 0 0 108 0 Chetan 0 0 0 0 108 0
Fatima 0 1 100% 202 14 21% 983 47 36% Fatima 0 0 202 18 94% 983 57 91%
Insiya 41 0 193 0 1198 6 50% Insiya 41 1 100% 193 1 100% 1198 3 100%
Kirti 0 0 0 0 334 0 Kirti 0 0 0 0 334 0
Uttara 0 0 0 0 0 24 -13% Uttara 0 0 0 0 0 0
Yogita 0 0 131 0 1284 0 Yogita 0 0 131 0 1284 0

Total Responses: 1 Total Responses: 14 Total Responses: 77 Total Responses: Total Responses: Total Responses:

Chetan 0 Chetan 0 Chetan 0 Chetan 0 Chetan 0 Chetan 0

Fatima 1 0 Fatima 6 5 3 Fatima 22 20 5 Fatima 0 Fatima 17 10 Fatima 53 31
Insiya 0 Insiya 0 Insiya 3 3 0 Insiya 1 0 Insiya 1 0 Insiya 3 0
Kirti 0 Kirti 0 Kirti 0 Kirti 0 Kirti 0 Kirti 0
Uttara 0 Uttara 0 Uttara 7 7 10 Uttara 0 Uttara 0 Uttara 0
Yogita 0 Yogita 0 Yogita 0 Yogita 0 Yogita 0 Yogita 0

For Master Dashboard For Master Dashboard

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