The issue
In 2013, AMI was looking to take customer experience to a whole new level in the insurance sector. Their goal was ambitious: to make the locally-focused AMI the most social, trustworthy, easy and helpful insurance offering across New Zealand. With 68 branches and 21 agencies throughout the country, they wanted to become more of a retailer, able to offer engaging service in an relevant, content rich environment. They called on our significant expertise in retail to bring that to life.
Solving that
We started with a strategic analysis of their store performance at both a national and regional level. Next we reviewed their store format and identified goals for a new customer experience model. We then designed an environment and offer that reflected AMI’s customer aspirations along with a personal ‘curated retail’ offer, a mapped customer journey based on life stages and touch points and a visual system that expressed the brand personality.
These changes shifted the culture and structure of the stores from distribution to retail, creating a community within the store and providing an experience that is unique to the AMI brand and personal to their customers.
They meant AMI could behave like a true retailer using promotion and attraction events throughout the year to tie in with customers’ lives, tempt them with the new and trending, and surround them with digital content that gave them in-depth browsing. In return, the stores themselves could lift sales and create longer, more interactive relationships with customers.
The issue
In 2013, AMI was looking to take customer experience to a whole new level in the insurance sector. Their goal was ambitious: to make the locally-focused AMI the most social, trustworthy, easy and helpful insurance offering across New Zealand. With 68 branches and 21 agencies throughout the country, they wanted to become more of a retailer, able to offer engaging service in an relevant, content rich environment. They called on our significant expertise in retail to bring that to life.
Solving that
We started with a strategic analysis of their store performance at both a national and regional level. Next we reviewed their store format and identified goals for a new customer experience model. We then designed an environment and offer that reflected AMI’s customer aspirations along with a personal ‘curated retail’ offer, a mapped customer journey based on life stages and touch points and a visual system that expressed the brand personality.
These changes shifted the culture and structure of the stores from distribution to retail, creating a community within the store and providing an experience that is unique to the AMI brand and personal to their customers.
They meant AMI could behave like a true retailer using promotion and attraction events throughout the year to tie in with customers’ lives, tempt them with the new and trending, and surround them with digital content that gave them in-depth browsing. In return, the stores themselves could lift sales and create longer, more interactive relationships with customers.
The issue
In 2013, AMI was looking to take customer experience to a whole new level in the insurance sector. Their goal was ambitious: to make the locally-focused AMI the most social, trustworthy, easy and helpful insurance offering across New Zealand. With 68 branches and 21 agencies throughout the country, they wanted to become more of a retailer, able to offer engaging service in an relevant, content rich environment. They called on our significant expertise in retail to bring that to life.
Solving that
We started with a strategic analysis of their store performance at both a national and regional level. Next we reviewed their store format and identified goals for a new customer experience model. We then designed an environment and offer that reflected AMI’s customer aspirations along with a personal ‘curated retail’ offer, a mapped customer journey based on life stages and touch points and a visual system that expressed the brand personality.
These changes shifted the culture and structure of the stores from distribution to retail, creating a community within the store and providing an experience that is unique to the AMI brand and personal to their customers.
They meant AMI could behave like a true retailer using promotion and attraction events throughout the year to tie in with customers’ lives, tempt them with the new and trending, and surround them with digital content that gave them in-depth browsing. In return, the stores themselves could lift sales and create longer, more interactive relationships with customers.
New Zealand
Australia
Hong Kong SAR
Indonesia
Malaysia
Philippines
Singapore
