At Cigna, customer centricity is the practice of putting our customers’ satisfaction at the center of everything that we do in order to deliver solutions that meet our diverse clients’ unique health, financial, and experiential needs.

Cigna’s customer centricity efforts put tools, training, and resources in the hands of every Cigna employee in ways that are relevant to their specific roles and the impact that their work ultimately has on our customers. These endeavors allow us to deliver solutions that align with our customers’ needs; partner with our customers to help them proactively navigate their health journey; and maximize the value our customers get from our products and services.

In 2020, COVID-19 presented our business, the health care sector, and society at large with unprecedented challenges. It also provided us with a unique opportunity to demonstrate our commitment to our clients, customers, health care partners, and communities. In response to COVID-19, Cigna took early and decisive action to help our stakeholders navigate the uncertainties created by the pandemic. For example, Cigna protected customers from surprise bills from out-of-network providers through the Customer Protection Program.

Customer Insights, Segmentation, and Moments That Matter

Our insights and voice of customer programs act as the yardsticks by which we measure our progress as a customer-centric organization. Importantly, they also provide us with the insights and diagnostics to inform our strategic areas of focus and bring customer-focused experiences to life in a compelling way. For example, our proprietary consumer segmentation model classifies our customers into distinct customer segments that we use to help us design more personalized solutions and experiences. Key driver analyses that we have completed on our NPS programs over the last several years have also provided us with prioritized sets of focus areas that we can apply comprehensively to advance our experience and business-driven initiatives. Collectively, these insights have allowed us to enable a “closed-loop” approach to experience management whereby results, design, and insights all work symbiotically to help us continuously improve the value that we deliver to our stakeholders.

Key Enterprise Metrics

We use data analytics to review and synthesize information – comprising numerous data points, both quantitative and qualitative, from 11 cross-channel sources – to gain insight and build better, more responsive systems to serve our customers.

An essential component of our customer–centricity strategy is having a consistently measured, enterprise-wide metric that provides insights into our customer relationships. To this end, Cigna uses the enterprise Net Promoter Score (eNPS) measurement to track total satisfaction and trends across the company and against competitors. The score measures how likely a customer is to recommend Cigna to their friends and family. The idea is simple: If you like doing business with a company, you are more likely to share this experience with others. Having a clear metric to measure our progress helps drive value for our customers, and for our company. Simply put, it is central to our growth strategy.

We have also found that having insight into customers’ satisfaction with their service experience across channels – including phone, Internet, and click to chat – is invaluable because our customers’ overall relationship with our company is mediated through this engagement. Improving customers’ multichannel service experience has been a key focus for us over many years. We measure our progress against this goal through the transactional Net Promoter Score (tNPS) metric, which asks customers how likely they are to recommend Cigna to their family or friends based on a recent service interaction. We also analyze customer satisfaction data and information through post–call surveys; online feedback; social media engagement; call monitoring; customer comments; and our respective websites and mobile apps.

In 2020, Cigna continued to leverage these enterprise–wide customer satisfaction insights to improve our customer–facing processes and services. To this end, we have recently implemented the following customer–centricity initiatives:

  • One Guide® – Our integrated, multichannel, and human-centered advocacy infrastructure that combines intuitive digital tools and services with the expertise and empathy of our Personal Guides, and is powered by our proprietary analytics.
  • myCigna Digital Tools – We have made significant progress over the last several years in improving our digital tool set to meet the expectations of our customers. We enhanced tools to help with provider selection, including provider reviews and Brighter Match. The latter is a proprietary algorithm– based capability that matches customers to the best provider for their specific needs. We also relaunched the myCigna App® with a new, simplified user interface and enhanced capabilities.
  • Agent Tools and Capabilities – As we look to drive more digital engagement as a portion of overall customer engagement, we realize that human connection will remain critical for certain interactions. To this end, we are continually updating the tools and capabilities we put in the hands of our customer–facing agents and clinicians to assist customers. New tools to better understand and assist with digital journeys, improved knowledge management and content, and optimization of our next best actions inventory are all enhancing our relationship–based approach to service.

As a result of these targeted improvement efforts, we have continued to see increased satisfaction scores across key areas of the business. Oversight for our performance is provided by Cigna’s Executive Operating Committee (EOC), which receives regular updates on our progress against a defined set of objectives in the areas of engagement, efficiency, value generation, and satisfaction.

Handling Customer Concerns and Complaints

We seek to resolve customer inquiries and challenges expeditiously. However, when a Cigna customer feels that their issue has not been resolved, they can raise their concerns in two ways: the escalated call team and executive office complaints. In both cases, care is taken to review the cause of the escalation as well as all actions taken toward resolution through case reviews, call reviews, and end–to–end audits – all with an eye toward improving the customer experience.

The Satisfaction Organization encompasses several teams dedicated to supporting our customers. This is relevant, because there are instances in which we recognize that a customer may require additional support while we are resolving their initial issues. In these cases, the supervisor will transfer the customer to a relevant expanded support model.

With all escalations, we work with our business partners to track and find trends in the root causes of issues. We do this in order to gain an understanding of where and how we can improve, thus minimizing future impacts on our customers. Additionally, in the case of the Executive Office, we maintain all records of formal complaints to report to compliance, state, and other legal entities for audits and examinations.

Cigna’s Customer Centricity Ambassadors

We created Cigna’s Customer Centricity Ambassador Program in 2013, as an outgrowth of our commitment to being a company that puts customers at the center of all that we do. Selected from thousands of candidates through a thorough and thoughtful vetting process, Cigna’s more than 200 active customer–centricity ambassadors (“ambassadors”) ensure that customer centricity is embedded in our everyday actions and act as advocates for our customers. Their empathy, caring, and compassion for customers has been a differentiator for Cigna.

Our ambassadors solve complex and unusual customer problems, in part by leveraging a robust ambassador network that cuts across businesses, geographies, and silos. In their unique roles, ambassadors also advance solutions by piloting initiatives and suggesting process enhancements to improve the customer experience, while influencing colleagues to do the same. Additionally, our ambassadors champion customer–centricity initiatives and the exchange of ideas through individual conversations, manager engagement, team presentations, department newsletters, and large–scale employee engagement, as well as community events.

Our ambassadors have come together over the past year to solve new and complex challenges related to the COVID-19 pandemic. Their efforts have also strengthened our culture and customer–focused processes. Our ambassadors have provided insights that have galvanized process improvements and championed businesses’ efforts to evolve in ways that allow us to better serve our stakeholders. Ambassadors also enrich our culture with initiatives such as the Goldstrong Campaign, which raises money for children with cancer and their families.

2020 Initiatives

Cigna’s Customer Centricity Ambassadors sponsored the fifth annual #GOLDSTRONG campaign for childhood cancer in 2020. Due to COVID-19, the awareness and fundraising campaign was virtual.

In addition to raising nearly $17,000 in funds and a number of in–kind donations for three nonprofits, the awareness activities put a special focused on how COVID-19 was impacting these children and their families.

Case Study: Stopping Surprise Billing

Despite provisions in the 2020 CARES Act that prohibit surprise billing among health care providers and practices that accepted emergency COVID-19 funding, Cigna believed that an additional safety net for our customers was important to protect them from the risk of unexpected charges due to receiving out-of-network COVID-19 care.
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