Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

In the summer of 2006, the General Insurance (GI) division of Liverpool Victoria Mutual Insurance Association was in crisis, with financial losses of £22 million a year, customer attrition running at a rate of 10,000 a month and staff turnover as high as 60% in some areas. A radical transformation was needed to prevent the GI business from total collapse. This case study charts the transformation of this loss-making organization between 2006 and 2012 into a highly profitable, multi-award winning insurance division through the development and implementation of a radical new employee engagement strategy. Drawing on interviews with key senior managers and focus groups with frontline staff, this case study shows how the new senior management team worked with staff to develop new and more effective ways of working that radically improved customer service, employee morale, profitability and efficiency so that, by 2011, the division was returning profits of £72 million, had reduced average customer query resolution time from 48 hours to 3.5 minutes, and had risen to fourth ranked motor insurer in the UK.
Location:
Industry:
Size:
5,500 employees
Other setting(s):
2006-2012

About

Abstract

In the summer of 2006, the General Insurance (GI) division of Liverpool Victoria Mutual Insurance Association was in crisis, with financial losses of £22 million a year, customer attrition running at a rate of 10,000 a month and staff turnover as high as 60% in some areas. A radical transformation was needed to prevent the GI business from total collapse. This case study charts the transformation of this loss-making organization between 2006 and 2012 into a highly profitable, multi-award winning insurance division through the development and implementation of a radical new employee engagement strategy. Drawing on interviews with key senior managers and focus groups with frontline staff, this case study shows how the new senior management team worked with staff to develop new and more effective ways of working that radically improved customer service, employee morale, profitability and efficiency so that, by 2011, the division was returning profits of £72 million, had reduced average customer query resolution time from 48 hours to 3.5 minutes, and had risen to fourth ranked motor insurer in the UK.

Settings

Location:
Industry:
Size:
5,500 employees
Other setting(s):
2006-2012

Related