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Experimenting with a new monitoring model focused on the customer experience

  • by MAIF (France)

Objectives

  • Rebalance the management of sales teams based on the MAIF triptych: performance, quality of service, employee fulfilment, as opposed to management that is still too quantitative and too focused on performance, to the detriment of MAIF’s historical strengths: relationship quality and the social model.
  • Enable distribution networks to promote digital channels (promoting self-care among our members, etc.)

Progress status

Under development
  • Structured experimentation throughout 2026
  • Aim of gradually rolling it out in early 2027

Work team

  • Approach designed and managed internally
  • Project Management: Project mgt: Omnichannel Distribution Dept // Involved Departments: “Face-to-Face & Remote Sales Advice” + “Marketing” + “DATA”
  • External partner/team: Change management support provided by a consulting firm

Work carried out to date

  • Design of an MVP based on five pillars corresponding to the key tasks of a distribution advisor
  • Construction of a model that gradually integrates perceived quality, member experience and commitment postures for the collective of employees.
  • Launch of managerial and cultural support to develop management practices

First Results & Lessons learnt

  • Better understanding of the issues by managers.
  • Teams refocused on the meaning and purpose of the service provided

Difficulties encountered & Remainng Challenges

  • Acculturation to new indicators.
  • Finding the right balance between strategic and operational management
  • Maintaining high standards despite a system designed to enhance recognition and fulfilment
  • Maintaining accuracy despite a much more frugal system.