We officially started version 2.0 of our successful war room last week with an initial crowd of around 10 colleagues, but as you’ll remember, the number of war room participants are varying depending on the specific task to be solved in the war room

The first war room was focused on our internal claims management processes, seeking to reduce the overall claims handling time, improving the relationships with our repairers and minimizing the paperwork required throughout the claims management process. It worked, and we’re now running a much smoother claims operations and our loss ratios are decreasing even more than expected because of the projects identified and completed in the war room

A few very tangible outcomes from the first war room are a) a fully digital claims filing and handling process, b) customer can now be filing and managing their claims via WhatsApp and c) digital workshop (repairer) management and process controlling

The ’founding meeting’ of war room II aimed at identifying the full customer journey and experience and, based on the findings, narrow the war room focus down to one or two major areas – the areas with ‘most effect per hours spent adjusting’. We found two distinct areas which means that we’ll have two parallel, but interconnected, processes running in the war room; marketing processes and communication processes during claims management


Marketing management will be focusing primarily on marketing automation, iron-clad follow-up processes and new customer onboarding experiences where claims management communication processes will focus on securing alignment of customer expectations and proactive status updates – both war room II projects are communication related, but the claims management communication processes will also directly affect the way we run our internal claims handling

Project milestones are increased customer satisfaction (measured by the net promotor score), reduced marketing costs per lead conversion and fewer customer inquiries during the claims process. We aim to reduce the number of customer inquiries during the claims process as a way of directly measuring how good we’re becoming at proactively aligning the customers’ expectations with respect to the car repair process and expected finish date