Customers have no idea what they want

Customers have no idea what they want

 Customers have no idea what they want 


Since its birth, AssurOne culture promotes the idea that customer needs must be placed at the heart of “design” and organization.

Generally, the interaction with customers takes place when one has his/her feet in the water inside their living room or in the event of breaking down on the highway. These situations are real life examples constituting memorable customer experiences to which insurance companies must provide effective management.

From my experience, two structuring principles seem highly important.

First, while many of us talk about digital transformation, customer experience and design thinking, we should also think about direct contact with customers and how best to meet their needs (through sales support, underwriting, claims management), rather than focusing on procedures or managers’ requirements.

Being a manager, you must give employees maximum autonomy to ensure that they can handle 95% (if not all) of their customer needs.

This customer orientation must be reflected in the organization, roles definition process at the company, our training and recruitment methods as well as the digital tools that we make available for our employees, throughout the value chain.

The second principle revolves around the saying, “customers have no idea what they want”. Cognitive biases exist, and imagination cannot always find its way toward reality. The most important thing is to master methodological tools to carry out digital transformation processes effectively and to see our way through design thinking and lean start-up approaches.

It is a must have approach: for each new service or product, our basic principle is that of knowing absolutely nothing. We must advance “blindly”, relying essentially on the practices of A-B Testing, rapid return, “fail fast”.


It is precisely because a company like ours is modest compared to the behemoths of the sector. We must regularly market products as quickly and cheaply as possible and adapt to new uses. The question of operational efficiency comes therefore on the forefront.

The first indicator of an agile organization is productivity. In an agile organization, unlike traditional methods, what we strive to improve is the pace, the production lead times, the resources and costs with a variable being the content and its richness (starting with MVPs). Accordingly, the remaining indicators are cost, planning and resource related.

We also pay the utmost attention to the recruitment process. We do our best to select the most qualified candidates for our digital product designs and to minimize the need for third party or intermediaries’ support. The second point concerns the operations part. The best element of operational efficiency is customer loyalty, given the increasingly high cost of acquiring new customers and the complexity of such a process. The best way to achieve operational efficiency is to maintain your existing customers and work on mastering “self-care” methods. As such, you will guarantee an appropriate digital communication with customers for delivering the right message, to the right people, at the right time, in the right way.