1. Embedding the opinions of our customers across the organization
To meet shifting customers’ needs, we plan to introduce a digital application process, for example, revising operational flow, easy-to-understand display and improvement of usability, based on direct customer feedback about our application process. We will continue these initiatives to further analyze customer voice and strengthen the initiatives for improvements based on customers' voices in FY2020.
2.Introduction of Net Promoter Score and System
We leverage “Net Promoter System” to measure customers’ opinions of us based on scores related to how strongly customers recommend Manulife and Manulife’s products to others. We will leverage direct feedback from our customers to develop more sophisticated insurance products and services.
We will receive the “Net Promoter Score” from our customers for our sales staff (PA) and agents(MGA) at the time of conclusion of a contract, and we will use customers evaluations and opinions to further improve our operations.
＜Cycle to carry out daily improvement from customer's point of view＝NPS＞
Listen：True customer voice, honest assessment
Learn：What are the reasons for the score and assessment? What should we do?
Action：Execute actions for improvement
3.Education and training for our employees
①We provide education and training across the organization which promotes awareness that all aspects of business operations have an impact on our customers and the entire organization has an important role in establishing trust by our customers.
Additionally, we newly set “Customer Promise” Office and implement various activities to embed Customer Promise as our corporate culture.
②We provide the following training and frameworks to enhance the customer experience from pre to post sales.
・We provide new agents with in-depth training and compliance frameworks which focus on customer oriented solicitation imFor promoting customer-oriented sales activity, we are going to revise salary / training system of new sales person. New system focuses on acquiring enough knowledge / technic / manner to customers / basic sales activity on initial period. We will train new sales person in order to offer best sales service to customers.
・We will continue to encourage our agents to obtain FP qualification and internal qualification system for sales of foreign currency-denominated products. For agent training, we will continue making efforts to promote obtaining FP certification, endeavoring to enhance on-demand texts and improve the knowledge towards obtaining sales license for foreign currency-denominated insurance products. By doing these, we will establish the system that enables to provide better quality services.
・For sales staff training, we will continue making efforts to promote obtaining FP certification, endeavoring to enhance on-demand texts and improve the knowledge towards obtaining sales license for foreign currency-denominated insurance products. By doing these, we will establish the system that enables to provide better quality services.
4.Culture to recognize actions and contributions from the perspective of “Customer Centricity”
①To reinforce our customer centric culture change, we develop a holistic social based reward and recognition program which allows staff at all levels to identify and publicly nominate and promote exceptional efforts in customer service and support.
②We have added the “Customer” category to our annual performance objective categories and started using the relevant category from 2019. We carry out training with the aim of fostering a corporate culture that "focuses on customers." Each employee has become aware of the "customer", and this has prompted us to reassess our way of thinking (mindset) and the way we work. We carry out training aimed at cultivating a corporate culture that "focuses on the customer" so that this change in consciousness can be exerted as a concrete action in daily work.
5.Understanding of customer needs via customer panels
Through setting “Customer Panel”, which listens to our existing customers’ and general consumers’ voice directly by discussion meeting and questionnaires etc., we would like to make use of the voice for product development and service enhancement. We plan to fully implement and deploy the Quick Panel (simplified survey for MLJ customers). Besides, we will establish and implement operational process for online survey (questionnaire and interview formats).
1.Protection of customers’ interest
We proactively specify and categorize possible instances of conflict of interests in advance and regulate the management of these via our management of conflict of interest policy. Additionally, in order to comply with the policy and rule, we are implementing necessary education and training for employees and protect customers’ interest.
2.Transparency of costs
With regard to financial institution agencies who can solicit customers for insurance policies in a manner to compare specified insurance policies with investment trusts, etc., we have provided customers with explanatory materials that describe agency commissions applicable to them. We will continue providing useful information to customers, endeavoring to describe in an accurate and not-misleading way.
3.Enhancement of the website that support customers’ Life 2.0
Now that diverse lifestyles have prevailed among people with the diversification of values, we are living in an age in which each individual can freely choose how he or she will live in the future. Manulife Japan named such “future way of life in each individual’s own way” as “Life 2.0".
We will propose the future ways of life to customers through introducing to them a wide range of people who realize diverse values and various lifestyles.
The new PWS platform will be launched in 2020/Q2 with the Life2.0 guide also being migrated to AEM and integrated into the main PWS website to improve visibility for more of our customers.
4.More timely and appropriate response to customers
We are introducing technical infrastructure which enables the consolidation of important customer information including policy details, interaction details (including face to face, call center, digital etc..) and other information on a single platform which will enable us to serve our customers in a more timely and accurate manner. The plan for 2020 will focus on finalizing ingestion of remaining core systems.
5.Revision of commission structure of solicitation agencies
We view the business operations that give the highest priority to customers’ interest, including the provision of services that best meet our customer needs and the provision of the best advice and solutions to customers, as “Quality” of solicitation agency operations. Based on this view, we have commenced, from January 2019, the payment of commissions for solicitation agencies.
※"About the Commission Structure for Solicitation Agencies" ＜リンク＞
We will review the evaluation / rating criteria for operational quality for FY2020, taking the FY2019 results and industry trend into consideration, and conduct operational quality evaluation.
1.Improvement of forms and communications materials
①Easy to understand solicitation and policy information materials
Easy to understand solicitation and policy information materials
We provide simple and easy to understand solicitation and policy information materials for customers. We obtain necessary evaluation or certification from a 3rd party for business forms. When elderly customers apply an insurance, we provide supplementary materials to have deeper understanding. As for the invoice, general information, we pursue to make them easy to understand by introducing movie services etc.
We will receive USDA “Customer-friendly Design” certification for brochure & pre-issue delivery documents of "Kodawari Individual Annuity." , and revise notices for premium payment through credit card to forms with Universal Design incorporated for easily understanding.
＜Product brochure of ManuFlex which acquired ”Easy to nderstand design” certificaction＞
②Introduction of Universal Design Standards
In order to have long lasting relationship with customers, we introduce “Universal Design” which realizes easier understanding when reporting contract contents and investment results. Additionally, we train our staff to have customers’ view point all the time through learning a concept of universal design, and promote more staff to obtain Certificate from Universal Communication Design Association.
As a part of the efforts to promote the business improvement initiatives called CXT (Customer Experience Transformation), which started in 2019, we will enhance the operational process based on customer experience. Will pursue the customer-friendly form design in this effort.
2.Application process digitization
To meet shifting customers’ needs, we plan to introduce a digital application process, for example, revising operational flow, easy-to-understand display and improvement of usability, based on direct customer feedback about our application process.
We will implement the digitalization of an application process for all agencies and provide easy-to-understand customer experience of the application process for more customers in FY2020.
3.Responsive call center operations
We achieved the highest rank “3 stars” both in 2016, 2017,2018 and 2019 consecutively by HDI-Japan with regard to responsive call center operations monitoring. HDI is regarded as the largest membership association in support service industry.
In 2020, we will continue to aim to win the “3 Stars” rating that is the highest rating in HDI concerning the provision of after-sales services to customers through Call Centers and insurance agencies. In addition, we also plan to keep expanding the scope of our services utilizing "digital” technology, aiming to enhance the services for which procedures can be made paperless (without claim form).
In order to have long lasting relationship with our existing policy holders, we reinforce our operation and reduce mistakes in operation.
We will promote automation of work by system development and minimize clerical errors due to manual work.