Adjusting sales priorities: a key condition for remaining competitive in a changing health and personal risk market.
Faced with a fast-changing market, with the widespread introduction of group contracts, the reform of the Protection Sociale Complémentaire (PSC) for public-sector employees, stricter profitability conditions for individual contracts and the growing power of comparators, market players are being forced to rethink their sales strategy.
In concrete termsThe aim is to answer three key questions:
Which segments should we focus on (group vs. individual contracts, self-employed workers, pensioners, etc.)?
In which territories should you step up prospecting or divest?
What channels and messages should be deployed to maximize acquisition and retention?
Support in place
Our teams implemented a hybrid approach, combining mass surveys, quantitative analyses, qualitative interviews and internal portfolio data.
- Cross-analysis of customer portfolio and market to identify segments with high growth or retention potential (TNS, retirees, VSEs, companies without industry recommendations, etc.).
- Estimated market potential by segment over the next two years.
- Construction of a geomarketing database, combining socio-economic data, internal data and market data.
- Modeling capture potential by territory, with a differentiated strategy of conquest and defense.
- Analysis of channel performance (especially brokerage), competitive sales practices and target signatures.
- Formalization of a recommendation for differentiating marketing positioning, and operational variations by target.
The results
And tomorrow?
On the basis of our recommendations and the tools delivered (territorialized database, target prioritization, marketing positioning elements), the customer now pilots the implementation of his strategy in complete autonomy.
