WIN Magazine - Fall 2017 - 37


they're about to make: "They
get ideas, look up information,
and make decisions, all from
their smartphone anytime,
anywhere" (Google 2016). To
achieve a seamless user experience, it is vital for companies
to be accessible to customers
through mobile devices.
While mobile apps are becoming the most important point
of contact between customers and insurance companies, it is
important to recognize the relationships mobile apps have with
their corresponding website and other corresponding devices.
In the same 2016 study mentioned earlier, Google found that six
in 10 internet users begin using one device for a task, such as
shopping, but continue or finish that task on a different device
(Google 2016). In order to provide a seamless user experience,
companies need to offer their services across an array of devices
that are able to share information with each other.
Offering an array of services via electronic devices does not
guarantee a seamless user experience. Users are particular,
and their gratification is often decided by minute details.
Graphic design should be appealing and uniform between
platforms with a priority on simplicity. Fonts, colors, graphics,
complexity and clarity should be carefully selected, as each
contributes to how a user feels about a company and influences their overall experience (Aspire Internet Design 2017).
The final component of a seamless user experience from the
customer's perspective arises in situations where the customer
is uninformed. Insurance can be downright confusing at times
and customers who find themselves in unfamiliar territory
may feel uncomfortable or taken advantage of. Insurance
companies must be able to simplify concepts and display
transparency to complete a seamless user experience and
create a frictionless environment (Mattila 2003).

Developing a seamless user experience begins with the
company building the experience around their customer.
Concentrating on a user journey promotes a seamless user
experience because it unifies many individual user interactions, allowing a frictionless transition from one interaction
to the next. A fully mapped customer journey should include:
* The identity, needs and motivation of users.
* Expectations users have of the product, services and company as a whole.
* How users actually behave.
* Anticipation of future user interactions.
Asking these questions broadens a company's perspective,
expanding the focus of user interactions into a concentration
on "user journeys" (Neilson Norman Group 2013).
Another step in developing a seamless user experience is
for a company to determine their individual identity: "Every
organization is different, with variance in process, structure,

inter-departmental relationships, leadership and culture.
Providing a seamless customer experience as a part of digital
transformation requires tailored organizational change that
is unique to each company" (Ness 2015). Leadership, process,
culture, management and user insight serve as a foundation
to make a company profile. The company must then combine their user journey and company profile to recognize the
company-user relationship and how the company can satisfy
the user needs.
Creating platforms of engagement are next. The company
evaluates what points of service users will need then creates
the websites, mobile apps and social media pages. The company
can decide on graphics and designs to create an appealing
atmosphere that complements the company's branding. Clarity,
functionality, accessibility and compatibility between devices
must be maximized to ensure users experience an intuitive,
enjoyable journey. With each step, the company must guarantee that customers have their questions answered and their
needs satisfied, using the user journey as a point of reference.
After establishing platforms of engagement, the insurance
company should evaluate if they successfully minimized
the gap between physical interactions and digital interactions.
Surveying current customers and past customers is an easy
and accurate method of assessment. As technology, customer
expectations and trends evolve, it is imperative to update the
user experience to match the changes.

The opportunities of a seamless user experience extend past
increasing customer retention and acquisition. Incorporating
data analytics across an array of services and devices has the
potential to map and forecast a customer's behaviors, needs
or sentiments. This may seem like a concept in the distant
future or like something out of a "Black Mirror" episode, but
companies have already begun pushing the limits of reality.
Alphabet and Novartis joined to create contact lenses that
measure the wearer's glucose levels, allowing users with diabetes to monitor their blood sugar on their smartphones without
having to prick themselves (Serr 2016). IBM is working with
Dublin, Ireland, to compile data on traffic patterns, and over
the past three years the city has experienced a reduction in
traffic jams and pollution (IBM 2013). While these projects show
the endless creativity of tech companies, insurance companies
need to reciprocate these trends with innovations of their own.
Underwriters may have the most to gain from these
advances. Excess- and surplus-lines underwriters will be able
to gather data for a number of unique exposures to increase
their certainty when deciding to authorize coverage. Increases
in accuracy of the underwriting process reduce risk for insurance companies, boosting profitability.
John Rucker recently graduated from Appalachian State University
having majored in banking and finance. Contact John at
F A L L 2017 | 37


Table of Contents for the Digital Edition of WIN Magazine - Fall 2017

Do Hurricanes Have a Silver Lining?
Underwriting Marijuana
The Cyber Insurance Conundrum
Writing Data Security Into Law
Gauging Risk, Reaping Reward
Simply Seamless
Moving to the Cloud: 3 Migration Strategy Models and the 6 R’s.
In the WIN-NER’s Circle
WIN Magazine - Fall 2017 - Intro
WIN Magazine - Fall 2017 - bellyband1
WIN Magazine - Fall 2017 - bellyband2
WIN Magazine - Fall 2017 - cover1
WIN Magazine - Fall 2017 - cover2
WIN Magazine - Fall 2017 - 3
WIN Magazine - Fall 2017 - 4
WIN Magazine - Fall 2017 - 5
WIN Magazine - Fall 2017 - 6
WIN Magazine - Fall 2017 - 7
WIN Magazine - Fall 2017 - 8
WIN Magazine - Fall 2017 - 9
WIN Magazine - Fall 2017 - 10
WIN Magazine - Fall 2017 - 11
WIN Magazine - Fall 2017 - Do Hurricanes Have a Silver Lining?
WIN Magazine - Fall 2017 - 13
WIN Magazine - Fall 2017 - 14
WIN Magazine - Fall 2017 - 15
WIN Magazine - Fall 2017 - 16
WIN Magazine - Fall 2017 - Underwriting Marijuana
WIN Magazine - Fall 2017 - 18
WIN Magazine - Fall 2017 - 19
WIN Magazine - Fall 2017 - 20
WIN Magazine - Fall 2017 - 21
WIN Magazine - Fall 2017 - 22
WIN Magazine - Fall 2017 - 23
WIN Magazine - Fall 2017 - The Cyber Insurance Conundrum
WIN Magazine - Fall 2017 - 25
WIN Magazine - Fall 2017 - Writing Data Security Into Law
WIN Magazine - Fall 2017 - 27
WIN Magazine - Fall 2017 - 28
WIN Magazine - Fall 2017 - 29
WIN Magazine - Fall 2017 - 30
WIN Magazine - Fall 2017 - Gauging Risk, Reaping Reward
WIN Magazine - Fall 2017 - 32
WIN Magazine - Fall 2017 - 33
WIN Magazine - Fall 2017 - 34
WIN Magazine - Fall 2017 - 35
WIN Magazine - Fall 2017 - Simply Seamless
WIN Magazine - Fall 2017 - 37
WIN Magazine - Fall 2017 - Moving to the Cloud: 3 Migration Strategy Models and the 6 R’s.
WIN Magazine - Fall 2017 - 39
WIN Magazine - Fall 2017 - In the WIN-NER’s Circle
WIN Magazine - Fall 2017 - 41
WIN Magazine - Fall 2017 - 42
WIN Magazine - Fall 2017 - cover3
WIN Magazine - Fall 2017 - cover4
WIN Magazine - Fall 2017 - outsert1
WIN Magazine - Fall 2017 - outsert2
WIN Magazine - Fall 2017 - outsert3
WIN Magazine - Fall 2017 - outsert4