CRMNEXT became the single front-end system by decommissioning 28 systems and integrating with 18 other systems, enabling TATA AIA to create huge process improvements.

Company Profile

  • Branches: 350+

  • Customers: 2 million +

  • CRMnext users: 1500+

  • Website:

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Samrat Das


TATA AIA as a brand stands for trust. We are ensuring customers enjoy the highest level of convenience at all touch-points. CRMnext has helped us to integrate, refine and adopt processes, diversify offerings and provide a single platform with a powerful 360 view. This has also helped in quick adaptation to regulatory changes and increased customer retention. It has definitely helped us in our journey to become more customer driven.


  • Tata AIA Life Insurance Company Limited (Tata AIA Life) is a joint venture company, formed by Tata Sons and AIA Group Limited (AIA).
  • Since the life insurance community majorly works through agents and partners, direct interaction points with primary customers is limited.
  • It struggled with multiple systems, technologies and stakeholder conflicts. Customer information and processes were fragmented in over 25 systems. These systems were standalone and isolated and had no backward or forward integration creating information visibility challenges for various team.
  • As Tata AIA focuses on growth, strategies will move to addressing customer needs on a unified level, creating products that are re-tailored to better fit varying customer requirements.
  • Hence for Tata AIA, key was to align processes and data so as to deepen customer insight, predict customer behaviour and develop capabilities to profile and segment customers.


Inter-department coordination

  • No unified system of customer information available
  • Manual assignment for premium collections over spreadsheets and emails across field executives, branches and outsourced vendors created delays and coordination issues.
  • Data curing for non-contactable customers.
  • Manual assignment of new applications for verification, validations, printing and dispatching across branches and outsourced vendors.
  • Non-availability of customer banding information to provide differential service.

Process control and inefficiency

  • Multiple systems for various stakeholders created multiple ownerships leading to issues with accountability and control over processes and stakeholders.
  • Effective tracking of customer persistency, performance across various channels including banca, branch and vendors.
  • Timely reports for spotting exceptions.
  • Capturing feedback from customers on products and service.
  • Timely visibility of data and effort on collections.
  • No single system to monitor new application issuance across all touch-points.
  • No cataloguing of undelivered or invalid cheques.
  • Manual extraction and analysis of customer data for execution of campaign.
  • Incorrect capturing of service requests due to lack of validations leading to increase in wait time for customer.
  • Inefficient categorization of records leading to process wastage and breaching SLA.

Standard Customer Communication

  • No standardized platform for communication between internal team and customers.
  • Due to different systems used by branch, call center and agents, every team had different versions and status of customer requests.
  • Multiple and unnecessary redundancy in customer touch points increased customer dissatisfaction due to calls received from various sources for the same issue.

Knowledge retention

  • No effective tracking of channel, branch and vendor persistency and performance.
  • Lack of reliable measures to track feedback of customers on products and service.


Integrated Customer Services Process

  • Across Touch-points - call center, branch, email, web, mail, SMS, portal
  • Across  Request Types - Enquiry, Complaints, Requests, Feedback
  • Across Departments- Customer service, POS, New Business, Claims, Finance, Compliance, Legal, IT
  • Data curing to enhance contactability through single customer master data management process standardized across organization

Convenient New Business Process

  • Single system for Branch, operations, agents, Banca
  • Better visibility & control on opportunity pipeline across channels.
  • Reduced departmental dependencies
  • Application Inwarding - Branch Ops
  • Pending Management
  • Pre-Submission Calling
  • Policy Dispatch Management
  • Welcome Calling

Collections Management System (Business Conservation)

  • Single system across Agencies both internal and external
  • Models for predictive churn scoring
  • Refined and automated allocation for collections
  • Reminder Calling- renewal, reinstatement, lapse

Marketing and Lead Management System

  • Touchpoint unification - call center, branch, email, web, mail, SMS, portal
  • Single system for managing Leads - New Acquisition Leads, Cross-sell Leads
  • Models for Intelligent Cross-selling
  • Cross-sell campaign set-up


Customer Service Management

  • 40% improvement in TAT for end-to-end customer service request resolution.
  • 95% rate for adherence to SLA.
  • 90% First Time Resolution rate.
  • 19% rate of straight through processing for service requests across channels.
  • 12.5% reduction in operating expenses to total premium ratio.

Business Conservation and New Business

  • Profit goes up 402 percent - from Rs.51.79 crore to Rs. 260.31 crore.
  • New business premium from traditional business at 45 percent - up from 29 percent.
  • Operating expenses to total premium ratio drops to 21 percent from 24 percent.
  • AUM grows by 15 percent.

Increased customer retention

  • More accountability in the process through features like auto extraction of policy related information, auto allocation of policies to various stakeholders for renewal and collection leading to increased customer retention.
  • More intelligence to call centre executives by providing automated information in form of dynamic calling script to improve calling quality thereby improving overall quality of renewal calls to customer.
  • Intelligence provided to the top management on persistency across channels with reports like churn analysis enabled strategic decision making for customer retention.

Improved inter-departmental teamwork

  • Availability of information on a single platform created a single truth of customer across the organization.
  • Customer information like profile details, portfolio information and best suited offers for customer reduced need of excessive interdepartmental communication.
  • More intelligence on segmentation of customers on the basis customer profile, profession, policy details and banding leading to improved and more accountable inter-departmental communication.
  • Categorization of customers on the basis of factors like financial health, designation, etc. to identify influential customers.

Better process control

  • Increased visibility through automated reports, escalations leading to better control.
  • Capabilities to categorize customer and the actionable insights leading to better focus on monitoring and control.
  • Process consolidation of pre-submission calling, cross sell calling, new lead calling, campaign designing and information like customer profile leading to better control on the marketing process and campaign management.
  • Availability of information with regular updates on the campaigns with offer statuses and customer information leading to tighter monitoring.