E-Fusion 2008
relates to the quality of that settlement. And, finally, we’re time for new sales associates went down. Now we don’t
interested in feedback from our customers on the claims necessarily save any money because the onboarding time
side to see whether or not we were meeting their expecta- of sales associates went down, but what we do is we
tions. shorten the time that it takes someone to get up to speed
so their productivity becomes more , , , they come up to
That’s kind of just a quick look at to how we use the dash-
speed faster and spend more time selling rather than just
boarding on the principles that Pat talked about in the
being on board. The final slide in this particular picture just
claim process. The next area that I’d like to look at is just
shows once again that even though we spend a lot of time
sales and marketing. In sales and marketing we took a
on the ability to drill down and things, that we were also
little bit different approach. On the claims side you’ll see
able to build the capability to put into place visual graphs
an awful lot of gauges and dashboards that are very visual.
or other items for those folks that weren’t familiar with
But our sales and marketing associates want to be a little
looking at columns of numbers could also look at pictures
bit number and drill driven and a little less visual. So, we
and other visual cues to decide what they were doing for-
took a look on how we could do drill down reports form
ward.
them using the Business Objects universes but at the
same time we didn’t abandon all of the visual presenta- Overall, the major benefits of spending the time on the
tions that went on because once again, you can convey an key performance indicators as well as the drill down capa-
awful lot of information on a visual side but this gets back bilities in sales and marketing, not only were we able to
to what Pat talked about in understanding and listening reduce the number of people that were involved in pro-
to what folks are going to do in this overall process. So, ducing the reports and actually produced some savings
in this case, if you go to the next page, you’ll see a little on staff counts on that, the major benefit was we raised
bit of all the different reports that folks wanted in what we people’s productivity amounts. We focus then on actual
called our “smartcard” reports in the sales and service activities that they could use to produce overall revenue
area. They were a little bit more traditional users of infor- gains and profit gains for the organization. It took a while
mation so they wanted a little bit more traditional structure. – maybe about six months – to go through an interim pro-
We created a number of reports that they can simply click cess and working with people to get the structures that
on and pop up to take a look at. On the next page, what are in place here, but one of the things that Pat talked
you’ll look at is you’ll actually see the numbers for some about on her final slide was that she needed some highly
of those monitoring reports. So what someone can do is engaged leadership in user communities. Part of the
click on the PSP monitoring report for middle market and reason that both the claim and the sales and marketing
up will pop a whole bunch of information regarding their information really got to the scorecarding and dashboard-
sales territory. What this allowed us to do is to eliminate ing was because the leaders of those organizations really
the time that the sales associates spent in taking informa- wanted to focus their talents on those key activities that
tion and creating their own kind of customized reports for they do within their departments. They wanted the claims
their area and put some standard practices in place. We adjusters to really focus on adjusting claims and they
were able to take the time that the sales associates spent wanted the sales associates to really focus on working
in organizing data, producing reports, looking at reports, with the agents and selling business. What we were able to
so that they now had instant access to what went on so do is allow them to be more productive through that kind
they could focus their attention on working with the agents of focused information in both the dashboards and the drill
in the sales process rather than the information gathering down capabilities. The other thing that it did is that The
process. Hartford does write across all fifty states and we do have a
number of different sales offices and claim offices. By put-
The next page just shows a little bit more of the kind of
ting the scorecarding and the dashboarding into place we
reports that you can drill down in as you go forward not
got rid of regional variances to performance. Prior to insti-
only on territories, but also sales and underwriters. The fol-
tuting both the smart card and the dashboard on claim we
lowing page actually gives you a very deep sales informa-
probably would have six to eight different types of reports
tion going forward. It has actual names of agents, not just
on how people would want to look at their information.
summaries, so that if there was a particular issue or a par-
So, when they talked to senior management back here at
ticular account that the sales associate wanted to look at,
Hartford, someone would have to take all of those different
they have the capability to drill down all the way through
reports and put them together in kind of a master report
by simply clicking on their screen as they go forward.
and I don’t know if anybody’s ever had this but I call it
“dueling data.” The summary of the regional reports didn’t
The next to the last slide talks a little bit about the kind of
look exactly like the summary from a countrywide report.
reports that you can do and one of the key features here
People would spend time explaining the variances of the
is that when someone joined the organization, because
data, rather than focusing on those activities that either
we had little descriptions and we had organized them in
delivered superior claims performance or superior sales
a fashion that allowed drill down, it meant the onboarding
performance in the organization.