Swisscom Insurance Launch – Entry into the Insurance Market
Swisscom is taking the step into the insurance market: As a designer, I accompanied the development of the new business model from the idea to the launch – including UX, UI, processes, documents, and analytics.
Ergebnisse
Despite the difficult starting position, quick successes were achieved and valuable market insights were gained.
5 insurance products live in 8 months: Industry standard is about 2 years per product.
Conversion rate up to 3%: Compared to an average of 0.5% in the telecom sector.
Complete end-to-end journeys established: Sales, onboarding, after-sales processes.
High operational speed: Despite organizational challenges.
Valuable market and user learnings: Basis for further optimizations and scaling.
Swisscom
JAHR
2024
MY ROLE
UX/UI Designer, UX Writer, Process Designer, Researcher, Design Coordinator, Brand Support, Apprentice Trainer
TEAM
Business Analyst
Brand Manager
Data Analysten
Content Manager/Publisher
Front End Entwickler
Produkt Manager
Marketing Manager
TOOLS
Figma
Testing Time
FigJam
Adobe Photoshop
Adobe Illustrator
Adobe Experience Manager
Adobe Analytics
METHODEN
SEO analysis
Co-Creation Sessions
UX Writing
Prototyping
Competitive analysis
Workshop Moderation
Situation
Swisscom evaluated over 80 new business ideas – the decision was made to establish a digital insurance offering as a new business field. I was responsible for the complete user experience: from landing pages and ordering processes to emails, insurance documents, app integration, and dashboards and analytics.
New business field opened: Entry into the insurance market as a tied agent.
Utilize customer base: Cross-selling to existing telecom customers through digital channels.
Partner ecosystem integrated: Collaborations with established insurance providers as a foundation.
UX responsibility: Designing the entire customer journey across multiple touchpoints.
Team setup: Collaboration with a trainee as well as many team members without prior experience in the insurance and digital sector.
Challenge
The starting position resembled an internal startup: high speed, lack of structures, and hardly any project management. Moreover, many team members had little expertise in insurance and online business.
Ad-hoc Organization in the Stream: Decisions often spontaneous and without clear responsibilities.
Technical Complexity: Integration of different systems and interfaces of the partners.
Regulatory Requirements: Compliance with regulations without compromising UX.
Blurred Responsibilities: High coordination effort due to internal and external participants.
Lösung
Thanks to pragmatic collaboration, high commitment, and senior experience, a functioning digital insurance offering was created in a very short time.
Coworking Sessions: Many decisions were made in intensive workshops.
Personal Responsibility in the Team: Tasks were flexibly distributed and proactively taken on.
Minimal, Efficient User Journeys: Focus on quick, trustworthy completions with little effort for users.
End-to-End Processes Established: From customer acquisition to contract signing and support.
Learnings
This project was content-wise exciting but organizationally challenging. I took important learnings about structure, leadership, and healthy boundaries.
Actively demand project management: Ad-hoc decisions impeded efficient work.
Set clear communication earlier: Address responsibilities and scope more clearly.
Proactively establish structures: Instead of accepting a lack of order, actively ensure clear processes.
Fairly distribute team burdens: Distribute the workload across multiple shoulders, not on individuals.
Use coworking formats strategically: Structured sessions as a catalyst for progress.
Actively shape leadership: Live and promote support, trust, and shared responsibility.
