I'll claim: a startup can easily imitate that.
Stuhldreier: Theoretically, yes. But don't underestimate the role we play in the lives of people with the HUK brand as the market leader for car insurance: That gives security and trust. In concrete terms, all channels of HUK-Coburg claims management are available to HUK24 customers in the event of a claim. The new market participants first have to prove that they can settle claims on a large scale.
Wiesemann: A good example from the point of view of brand management, by the way, of how a traditional player combines the best of both worlds and thus gains a real competitive advantage. The art then lies in translating this into matching UX patterns and voice and tone.
Meanwhile, InsurTech is taking advantage of data-driven personalization.
Can you keep up?
Stuhldreier: We see ourselves as digital insurance assistants. Our goal is a data-based control of the entire customer journey, for which we have built the technological platform. In concrete terms: Input fields, for example, are intelligently preassigned, the website dynamically adapts to the respective user needs.
Wiesemann: The challenge here is that the sharpened brand experience manifests itself at every point of contact with the user.
Seamless brand experience across all touchpoints: Sounds like a cliché.
Wiesemann: That sounds like it, yeah. But let's be honest: Who succeeds in a seamless brand experience today? So that it doesn't remain a catchword, it's a tough challenge. The translation of the brand promise into user-centered design principles is part of it, from which we created the new visual concept. From typography and icons to visual language. Then we translated it into individual components that live in a flexible design system.
How does the cooperation between the design agency and the client succeed in such a highly complex project?
Stuhldreier: One experience is that agencies often have a break between strategy and creation and, as service providers, work through the requirements of their clients. In Edenspiekermann, however, we wanted a broadly based partner, and I mean partner literally: because the claim is that the agency challenges us in the area of UX, questions established issues and forces us to simplify, with a high strategic understanding.
How does this manifest itself in terms of concrete cooperation?
Wiesemann: You can see this in the way the mixed teams work together, in Coburg or Berlin: they discuss passionately with each other, they fight at eye level for the best idea. In an agile work process on site. When the specialist know-how of the HUK teams and external expertise come together, the best possible user experience is created.
There is a lot of talk about agile working. Now let's be honest: How can this be implemented in a major insurance project?
Stuhldreier: Let's not kid ourselves, our learning curve was steep at the beginning. For us as a management team, agility means that we love milestones and clearly defined final results. But an MVP (Minimal Viable Product, the editorial staff) does not have perfection as its goal, but to bring new ideas to life quickly. And to learn with it, to iterate. We have to bring this together with the basic understanding that the user does not forgive us for any gross mistakes with a product like insurance. A real challenge!
Wiesemann: What other large companies can learn from introducing agile working methods: No matter how many seminars they organize and how many stickers they distribute - in the end the right mindset of the multipliers in the company counts. That's where we work together from the first day of the project. For us today, this is an essential part of the assignment.