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Zurich Insurance Group

Clairy Moraitou

Group Head of Customer, Brand and Market Insights

She connected customer intelligence to brand and business performance, making it a more powerful driver of growth and loyalty.

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Watch the story.

1 min
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“We used to know surprisingly little about our customers. We needed to build a much more integrated understanding globally.”

— Clairy Moraitou

The challenge

Customer understanding wasn’t yet shaping the business.

Zurich had customer feedback and data across its markets, but it wasn’t yet connected in a way that could consistently shape business decisions. Clairy saw an opportunity to make customer intelligence a stronger driver of priorities, investment, and growth.

Clairy Moraitou — The challenge graphic
AI-Generated

First, they had to put the end customer in focus.

With agents, brokers, and other intermediaries in the mix, even “customer” could mean different things. Clairy helped establish the end customer as a shared focus, creating greater consistency across markets, functions, and journeys.

The shift

Change started by making the right connections.

Clairy has always believed the biggest opportunities lie at the intersection of disciplines. By connecting customer, brand, analytics, and business performance, she helped turn customer understanding into action across the organization.

Clairy Moraitou — The shift graphic
AI-Generated

“We moved from asking, ‘What do our customers think?’ to asking, ‘What should we do differently because of what they are telling us and how they behave?’”

— Clairy Moraitou

What changed

Customer outcomes became part of the business equation.

Customer understanding became a strategic capability. Clairy partnered with Finance to connect customer and brand outcomes to acquisition, retention, and growth, giving Zurich a way to put financial value on loyalty and use it to make better business decisions.

Clairy Moraitou — What changed graphic
AI-Generated

“It was not enough to celebrate an improvement in customer satisfaction. We needed to show what it meant for growth, retention and the P&L.”

— Clairy Moraitou

The impact

Customer intelligence at global scale.

One connected direction

Shared brand, customer strategy, and experience standards creating alignment across markets

A stronger basis for decisions

Connected customer data and insight, helping teams prioritize where to focus and invest

A more commercial customer agenda

Loyalty, retention, and customer growth brought into business performance decisions

Global direction. Local ownership.

Local changemakers translating a shared vision into action for their markets

How the work evolved.

贵谤辞尘… 罢辞…
Understanding customers Shaping business decisions
Measuring customer sentiment Connecting loyalty to financial growth
Keeping customer intelligence in CX Making it part of how the business operates
Leading change from the center Building changemakers across local markets

Clairy’s advice

  • Start with the business outcome.

    Don’t begin with a program or customer metric. Start with the growth, retention, productivity, or profitability outcome the business needs to achieve, then make the customer problem tangible.

  • Connect before you try to change.

    When someone says “we can’t,” find the people who know why. Bring the right expertise together and question whether yesterday’s barrier still needs to be today’s.

  • Speak the language of the business.

    Don’t stop at satisfaction. Work with Finance to connect customer outcomes to retention, growth, and the measures your business uses to make decisions.

  • Create shared ownership across regions.

    Set a clear global direction, but don’t prescribe every move. Give local ambassadors the capability and flexibility to make it work for their customers and market.

Clairy Moraitou — advice graphic
AI-Generated

“You cannot tell countries what to do. You need to create local ambassadors and changemakers for the organization to transform itself.”

— Clairy Moraitou

Where to begin

Start by connecting the dots you already have.

Pick one customer problem that matters to the business. Find out what you already know, who knows something you don’t, and what needs to come together to change it.

  • Choose a business outcome linked to customers

  • Make the customer problem tangible and connect it to operational and financial context

  • Bring together the people who can influence the outcome

  • Agree on what needs to change, who owns it, and how impact will be measured

Clairy Moraitou — where to begin graphic
AI-Generated

Continue exploring.

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Translating CX into Dollars

Translate CX metrics into business KPIs and convert NPS-style data into dollars.

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Putting the customer first at Zurich Insurance

How a global insurance company builds valuable loyalty at the local level.

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