A leading US insurance company had acquired a competitor in order to expand its service offering and grow into new, under-served markets. As part of the post-merger integration efforts, the company needed to develop a new operating model to achieve its long-term revenue and profitability objectives.
Using our proprietary tool, our team reviewed the client’s end-to-end services, assessing level of differentiation and identifying opportunities for automation and outsourcing. Through collaborative workshops with business leaders, we developed alternative models and aligned on a new model with significant efficiency, effectiveness, and customer experience improvements.
Key leaders and stakeholders were aligned and equipped with a clear blueprint and execution roadmap. Several distribution partner operations were relocated to more cost-effective geographies, improving bottom-line profitability. As part of this effort, the client launched a new concierge program for select distribution partners, further solidifying the client’s differentiation in key markets.