VoC /Customer Insight and

Understanding

Driving Value from Customer Verbatims

Jim KatzmanSr. Director, Customer Experience

james.katzman@asurion.com

Asurion

Show & Tell

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• Founded in 1987

• Revenue in excess of $6 Billion US

• 115 million mobile protection subs168 million warranty contracts

• 16,000 employees

• Owned by top private equity and sovereign wealth funds

• End-to-end (white label) solutions

• Experience supporting operator captives

Who is Asurion?

2000 2005 2010 2014

15

50

107120

Mobile Protection Subscriber Growth

Worldwide PresenceQuick Facts

United States• Headquarters• Care Centers• Technology & Logistics

Center

CanadaCare & Logistics Centers

EuropeUK, Germany, France

Korea• Care Center• Logistics Center• Corporate Office

Japan• Care Center• Logistics Center• Corporate Office

Hong Kong• Asurion Asia

Headquarters• Technology and

Logistics

Australia:• New nationwide services

Africa:• Care Centre

China:• Nationwide service Two

operators

Russia• Care Center• Logistics Center• Corporate Office

Silicon ValleySoftware Services Dev Teams

Millions of Mobile Protection

subscribers 15+ Years

8+ Years 14 +Years

20+ Years6+ Years

6+ Years

Year 3

10+ Years

Year 13+ Years

13 Years

2+ YearsYear 3

Launched 3/14Year 1

UK

Example Clients with Exclusive Contracts

Mexico CityAMX launch office

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We leverage our own associates to understand verbatims and drive continuous improvement

• Numbers from surveys just do not tell the whole story

• Most of our best learnings come from unstructured feedback – it personalizes customer interactions

• By digging into detractors, we cannot ignore the issues that get lost in our very high overall NPS scores

Why Study Verbatims?

• Not trying to be controversial, but we have not seen an automated solution that works for our business

• We believe that using our own frontline associates to categorize our verbatims brings a value add to the process

• Also, provides growth opportunities for our employees

Why Not a Software Solution?

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Voice of the Customer is a continual cycle for Asurion

• Survey comments reviewed and categorized daily in our own home grown tool

• Survey comments linked to transactional data

• Reporting trends show opportunities & improvements

• Opportunity areas shared with the call center for coaching and with web teams for continuous improvement

Meeting Cadence – Weekly

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We took a leap and knew we had to get a “win” to garner support for our program

Once we proved out the concept for one line of business, it was easier to get resources to expand

Detractor focus initially

Read countless verbatims to build the categories

Tested in Excel first, then built the tool

Lobbied for a call center resource to code

Got input from multiple stakeholders

Then we started to get early wins

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

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We continue to learn as we evolve the program

• Web based reporting• Leadership role in standing

meetings where verbatim themes drive the agenda

• Leveraged data in monthly client reviews and weekly operations meetings

Developing the codes to be granular

enough for action was challenging

• No “/” allowed

• One detractor reason per code

Coder role designed as a 3 month rotation to leverage expertise but not burn out the

individual

• Coders do not want to leave

• They like the work and becoming part of our team

Data has to be shared in a

consumable / accessible / visible

format

The real key was to start small and get a win!

Lesson 1 Lesson 2 Lesson 3

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Voice of the Customer in Action

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We began seeing a gradual increase in detractors around communication

Discovery

Resolution

Survey Detractor Comments – Communication Category

In October 2014, detractor verbatims were telling us that some customers did

not receive a status update email from us midway

through the claim

Survey Comment: I was unsure that the claim process was going to be completed. I never received a call or email from anyone letting me know that I needed more information to complete my claim.

Com

mun

icat

ion

Det

ract

ors

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When we “peeled the onion” the issue was not what we originally assumed

Status Emails Not Sent by Associate

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7Associate 1 1 1 0 0 0 1 1Associate 2 8 7 11 17 12 13 9Associate 3 0 1 2 0 0 2 1Associate 4 10 5 10 6 6 7 9Associate 5 0 0 2 1 0 0 0Associate 6 0 0 1 0 0 1 0Associate 7 1 0 0 2 0 0 1Associate 8 0 1 1 1 0 0 0Associate 9 12 8 10 12 9 9 7Associate 10 1 1 0 0 2 0 0

• Initial analysis showed that certain associates were not sending the email• Our team shadowed those associates and discovered they were new hires

who did not have the right system permissions to send the email• We partnered with IT and Call Center Operations to correct the issue in near

real time once we made the discovery

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We saw immediate improvements in the customer experience and in cost savings for claim completion

% of Status Emails Not Sent

The % of emails not being sent trended down almost immediately after the IT

change was put in place

Discovery Resolution

Impact of Customers Who Did Not Receive the Email

• 1.5 days longer to finish a claim

• 15 points lower web NPS

• 6 points lower call center NPS

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What’s Next?

What do Promoters Say About Asurion?

• Started categorizing promoter survey comments this year.

• The goal is to see monthly what customers value most about our product and spread success stories across the company.

• And, we have expanded the program to our other lines of business