This article was created in partnership with Markel.
Despite the multitude of reputable players across the market, it’s no secret that the insurance industry has often struggled with positive consumer perception. While it is often the most sensationalist headlines that tend to go viral, in an era where information flows faster than ever, reputation and customer service have become everything.
Fostering exceptional customer service, however, isn’t merely about handling claims efficiently; it’s about building trust, fostering loyalty, and differentiating a brand in a crowded marketplace.
Jo Sykes (pictured above), Markel UK’s broker channel lead, and Linda Moir, ex-customer service lead at Virgin Atlantic, sat down to share insights into the secrets of unparalleled service excellence. Their tips, which apply to both B2B and B2C contexts, transcend industries but are especially relevant for players in the insurance industry looking to make their mark.
The first crucial step for insurers aiming to deliver exceptional customer service is empowering employees to think outside the box, fostering a culture of innovation and recognition that drives better customer outcomes.
As Moir emphasised, “How you are inside your organisation will absolutely influence the style of service that you offer your customers.”
In 2003, Sir Richard Branson hired Moir to ‘make flying fun’, and she certainly did: after completely overhauling the training and performance of 5,000+ employees, the highest customer satisfaction scores in the airline’s history were recorded and significant business growth was achieved.
Providing an anecdote, Moir highlighted an instance where several children on a flight expressed their distaste for the available food options. In response, a crew member organised an alternative meal of sandwiches, fruits, and snacks and delivered it to the children. When Moir thanked the employee for their efforts, they responded, “Virgin looks after me, I look after the customers.”
When staff are well-cared for and empowered, they’ll be motivated to go above and beyond, resulting in higher customer satisfaction. This applies to both corporate and consumer interactions. In an effort to ensure that all its people are well-equipped with the skills and confidence needed to assist clients, Markel offers underwriting training and internship opportunities to aspiring professionals who are just starting or preparing for their careers. Markel also emphasises training and upskilling its existing team members as well.
“We live and breathe a people-first culture, whether that’s how we interact with our brokers, customers or each other internally,” shared Sykes.
Ranked as the No.1 commercial lines insurer for service by Insurance Times, and achieving a remarkable 150% growth over the last four years in sectors such as professional indemnity, technology, care, and construction, for Markel, insurance is fundamentally people-driven.
Building a strong internal culture is meaningless if your organisation doesn’t make your team easily accessible to clients. As Sykes shared, Markel has implemented a tracking and measuring methodology that enhances its ability to handle high-volume calls, now answering 92% of customer calls in under 60 seconds.
By leveraging AI and technology to streamline operations, Markel reduces non-value administrative tasks, freeing up underwriters to focus on higher-value issues and become more available to clients. This approach allows them to better support clients and address complex problems effectively.
“There are many free tools available that can make us more accessible to people,” Sykes added, encouraging brokers to use social media platforms like LinkedIn and online appointment booking software to expand their reach and improve availability for clients seeking their services.
Sykes also highlighted the importance of keeping insurer websites updated with team members’ information. This practice not only personalises businesses but also ensures that clients can easily find and connect with the most relevant points of contact for their needs.
A key part of Markel’s learning and future success is actively implementing and listening to broker feedback, even negative comments.
The firm never shies away from following up on brokers’ expressed difficulties, asking how they can improve, and working to enhance services accordingly.
Drawing from a similar example, Moir shared how Richard Branson valued understanding both crew morale and customer feedback. “We’d use qualitative feedback mechanisms in an unobtrusive way,” Moir explained. “We’d hang around the baggage carts, chat with customers, ask cabin crew candidly, and focus on what people were saying. Complaints or questions were early warning systems.”
Sykes echoed this approach, stating, “We track NPS and actively ask brokers what we can do to improve and what pain points they face. This is something brokers should also be doing.”
Emphasising the value of personal touches, Markel highlights that it’s not just about collecting feedback but also about how you use it to drive meaningful change. Rather than viewing negative feedback as a personal attack, organisations should see it as an opportunity to transform a challenging experience into a positive customer interaction.
Empowered teams have the ability to deliver exceptional service without constant oversight.
Markel’s people-first culture means that its people don’t just sit behind desks – they collaborate with brokers, use their expertise, and take initiative when communicating with customers.
“We had a large customer, the broker was under attack, and they had an alternative quote from a generalist, so Markel supported the broker by going in to see the client with them and they stayed on with us based on that level of expertise,” shared Sykes.
Moir, reflecting on her time leading customer experience at the London Olympics, shared an example of how fostering employee creativity led to the creation of a low-cost, high-impact strategy to deliver entertainment to spectators.
“We had a number of volunteers… we trained them to scan tickets and do their job, but we also encouraged them to bring their personalities to work.”
The result? To entertain attendees, event staff unraveled toilet paper rolls and created race lanes to help keep kids waiting in queues occupied, awarding the winners chocolate medals. “It was low-cost, but oh boy was it high in value to our spectators. Really engaged and empowered teams will just do things like that,” said Moir.
To uncover the full list of winning customer service strategies, watch the complete discussion between Sykes and Moir here.
