CX self-assessment & strategic improvements roadmap for Generali Slovenia
CX STRATEGY & MANAGEMENT | DESIGN RESEARCH & INSIGHTS DEVELOPMENT
Client:
The Project Goal
Generali had set a clear strategic direction — deliver a best-in-class "Effortless & Caring" experience at every customer touchpoint.
The Group had defined the qualitative criteria. The target CX framework was in place. What Generali Slovenia needed was an honest, structured view of where they actually stood: which journeys were delivering on that promise, which weren't, and what was driving the gap.
The self-assessment was the first step toward making that ambition operational.
The Approach
We designed a five-phase programme built to give the client both macro visibility and granular, journey-level insight, moving from data collection to interpretation to a structured internal audit.
Touchpoint & channel mapping
A facilitated onboarding workshop to map where and how Generali was measuring satisfaction — across touchpoints, channels, and product groups — and to surface the operational and sector-specific context needed to interpret the data accurately.
Qualitative RNPS analysis
A macro-level read of relationship NPS results against the Effortless & Caring criteria — identifying how customers perceived Generali's overall experience relative to the target state, and benchmarking against competitors and prior periods.
Quantitative T-NPS analysis
A journey-by-journey and channel-by-channel read of transactional NPS data — tracking trends over time, identifying where scores were moving in the wrong direction, and flagging patterns that pointed to systemic rather than isolated issues.
Effortless Experience driver analysis
A quantitative analysis of the factors that most influenced how customers rated the ease of their experience — separating the genuine drivers of effortlessness from the noise, and identifying where effort levels were highest across the portfolio.
Digital maturity self-assessment
A half-day cross-functional workshop with marketing, sales, and product leadership to assess the maturity of digital enablers and structural activities across priority journeys — producing an honest audit of what was in place and what was missing.
The Outcome
The self-assessment produced a layered, evidence-based view of where experience gaps existed and what was causing them — across journeys, channels, and customer segments.
The rigorous analysis identified two distinct areas producing areas of friction, and in need of improvement.
That finding — grounded in three independent lenses of analysis — became the brief for the next project: a focused, ground-up investigation of the general requests handling — an internal process, yes, but one that was affecting CX across product lines and journeys.
