The start of a new phase.
Interview Caser editorial team Photo David Garcia Amaya
Ignacio Eyriès is CEO of the Spanish group Caser, which was taken over by Helvetia at the beginning of 2020. “We are very pleased to be part of this major international insurance group. Now that we belong to an indisputably European player, a new and exciting time has begun for us.”
«Given the rapid development of digitalization, we would like to focus on channels that are accessible via the Internet.»
Where does Caser stand today?
What have you achieved in the past five years? I am extremely proud to be CEO of Caser. We number among Spain’s most prestigious groups and operate in various sectors. Over the last five years, the necessary development of the business model was significantly stepped up, culminating in the present consolidation. At the same time, our customer-first attitude, our ability to efficiently manage the complexity of the different distribution channels and insurance products and our specialization in distribution networks have contributed a great deal to Caser’s success. We are very pleased to be part of this major international insurance group since being taken over by Helvetia last year. Now that we belong to an indisputably European player, a new and exciting time has begun for us.
How are you addressing the issue of digitalization? Which approaches are key for you?
We see our traditional competencies as a distinct competitive advantage when it comes to bringing the company forward both internally and externally under a rapid process of digital transformation fit for our time. Accordingly, we are achieving noticeable progress in all operational and business areas.
Our digitalization efforts have given rise to products, services and customized solutions which are in great demand in the market and position us at the vanguard of our sector. Among the many examples I could name are the different offerings available under the Coche x Coche, ReMoto or Cling Cling ranges.
While customer centricity already plays a key role, you planned to ratchet it up further. How have you managed that? And how do you know what your customers want?
As we harness the opportunities that technology offers us, this has for a while now incentivized customers to further cement their relationship with Caser. In turn, we have been able to get a more complete picture of our customers. Although this called for enormous operational and technical adjustments, they ultimately allowed us to proactively establish a fruitful relationship. At the same time, this enabled us to segment customers by attractiveness and client potential and so ensure that we build the appropriate business relationship in each case.
Where would you like to strengthen existing market access, and where would you like to win new access?
Given the rapid development of digitalization, we would like to focus on channels that are accessible via the Internet, above all in connection with “self-service offerings” for customers as well as support and administrative back-up for brokers. From our perspective, these are tangible values that set us apart from others.
«Now that we belong to an indisputably European player, a new and exciting time has begun for us.»
Which of the four strategic priorities – customer convenience, suitable offers, profitable growth and new opportunities – are you concentrating on?
In my opinion, the focus should always be on profitable growth, which experience shows to be closely connected with and beneficial to the other strategic priorities. In focusing on profitable growth, we also need to rise to the challenges that striving for customer satisfaction and the perfect range entail, and we need to be able to seize fresh business opportunities.
Which new ideas and innovations would you like to realize over the short and medium term? Where do you see yourselves in 2025? What kind of position is Helvetia aiming to achieve on the market?
Going forward too, Caser aims to leverage its innovative capabilities and new developments in the areas of health, mobility, life cycle and living to establish a leading role in terms of customer centricity, which is also reflected in the strategy plan. In 2025, we will be part of the Helvetia Group both strategically and – just as crucially – culturally. We are convinced of that. We believe that this will be viewed very positively in light of our competitive advantage, financial resilience and investment capacity as well as thanks to our size and brand image.