We heard, we listened, we conquered (our policyholders’ hearts)! Below are some of the feedback our customers sent to InLife through our over-the-counter service, website, as well as from our internal customer satisfaction surveys.

At InLife, we see customer centricity beyond a servicing standpoint. For us, it is the heart of our business — every beat directing how our people, process, and systems should be carefully orchestrated to ensure a meaningful customer journey with InLife.

Two years ago, we decided to take our promise of “a lifetime for good” to the next level with the establishment of the Business Excellence (BX) division comprised of the Operational Excellence and Customer Experience (CX) teams. The CX unit is solely dedicated to developing holistic, innovative, insight driven programs to propel customer experience success. This focused strategy makes it easier to identify and act on areas of opportunity, reduce costs and friction points, and improve customer journeys.

One of the first initiatives of the BX division is the Voice of the Customer Program (VoCP). This program deployed customer listening posts that give InLife an outside-in perspective of its most valued stakeholders.

To track our progress, we use various customer experience (CX) metrics such as the Net Promoter Score (NPS), the Customer Satisfaction Score (CSAT), and the Customer Effort Score (CES). We first attempted to measure our customers’ loyalty through NPS in 2019 and conducted another in 2021 with the help of our partner research-agency. In 2022, we focused on building the CX team’s capability to conduct and redesign the study to align with our requirements. This study resulted in a score of +51 which is excellent by Bains and Company’s* standard. To further our effort to listen to our customers, we launched CSAT and CES surveys in 2022 to quickly gauge customer experience after every interaction with InLife.

Beyond the numbers, the experience metrics made InLifers more open, responsive, and agile to acting on customer feedback. These enable us to elevate the experience we provide our internal and external customers at every encounter.

Enabling with Digital Technology

The pandemic has accelerated digital solutions, platforms, and experiences and led to more opportunities for customers to access our touchpoints and engagements. On the other hand, this has also given way to heightened customer expectations and new behavior.

In response, we launched the InLife Digital Future that tracks our readiness for digital transformation. Under the program, there were six teams who worked on specific missions to address customers’ critical pain points. This enables us to adopt a more tactical strategy to ensure a delightful customer experience.

We are also introducing the Voice of Distributors Program (VoDP) for our financial advisors, who serve as the first touchpoint and main intermediary of InLife’s brand experience. The program supports the CX team’s bigger mission of institutionalizing a human-centered approach, ensuring that every solution, initiative, or program is founded on empathy to create experiences that will make our customers feel understood.

In 2023 and beyond, we plan to generate deeper customer insights using listening tools and metrics. We will use these data to redesign customer journey maps and asses our internal process value chains.

Beyond experience metrics, we will also start measuring the effect and correlation of customer experience to InLife’s bottom line, top line, and other business metrics. This ensures that customer-centricity is embedded in our business strategy and serves as a critical path to our long-term success.