The insurer was looking to improve its customer support, retention rate, and new sales. However, the disjointed legacy systems were acting as a stumbling block and were not allowing the insurer to bring sustainable practices into day-to-day operations. These challenges were hurting overall sales/renewals, and customer services process. The dialler was not integrated with the customer relationship management application, which in turn was operating independently of policy administration, claims, and loyalty systems. Most other channels of customer engagement including email, website, and social were operated manually. Due to the absence of an automated tracking and monitoring mechanism, closure of leads and renewals became a time-consuming task. Further, due to the lack of a unified view of

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