Corporate Life Insurance.
Defining a sales process where none existed. Transforming an undefined corporate workflow into six clear stages, from initial contact and meeting preparation to proposals and contracts.
THE TRANSFORMATION
UNDEFINED SALES PRACTICE
SIX-STAGE SALES PROCESS
A shared process now connected initial contact, meetings, proposals and contract creation.
The Corporate Life Insurance journey inside the Lead Management System.
The work existed. The process did not.
Corporate opportunities were handled deal by deal, without a validated shared workflow. Before the LMS could support this product, the work itself had to be understood and defined.
- 01
SHARED JOURNEY
NOT DEFINED
There was no agreed sequence connecting initial contact to a completed corporate contract.
- 02
CUSTOMER-EXPERIENCE FOUNDATION
INSUFFICIENT
The available research was not strong enough to define the workflow or guide product decisions.
- 03
SALES EXECUTION
DEAL BY DEAL
Representatives used their own approaches depending on the company and opportunity.
PRODUCT-DESIGN CONSEQUENCE
NO SHARED PROCESS
NO COMMON STARTING POINT FOR THE LMS
Designing screens first would have digitized inconsistency rather than solving it.
Before I could design the interface, I had to define the work.
I turned an undefined practice into six shared stages.
I analyzed the existing system and working practices, then used surveys, interviews and focus groups to reconstruct the corporate sales journey. Rather than preserve every activity as a separate step, I consolidated the work into six stages the team could share.
INITIAL CONTACT
A corporate opportunity enters the journey.
MEETING SETUP
The first company meeting is arranged.
MEETING PREPARATION
The representative prepares for the conversation.
MEETING
Company needs and possible solutions are discussed.
DECISION-MAKING
Proposals are reviewed as the company moves toward a decision.
CONTRACT
An accepted proposal moves into contract creation.
EXISTING-SYSTEM ANALYSIS
Identified the activities already represented in existing tools and working practices.
SURVEYS
Gathered how representatives described the corporate sales journey.
INTERVIEWS
Understood how opportunities actually progressed from one activity to another.
FOCUS GROUPS
Validated and refined the shared stage model with the people doing the work.
DESIGN DECISION
PRESERVE EVERY ACTIVITY
→SIX SHARED STAGES
Stakeholders initially wanted every existing activity represented. I separated the essential workflow stages from the variations in how individual opportunities were handled.
The interface came after the operating model.
The six stages needed one operating system.
Once the journey was defined, I translated it into the product structure representatives needed to run it: a manageable opportunity pipeline, one company record for shared context, coordinated sales activity and proposal statuses that reflected how corporate decisions actually progressed.
- 01
OPPORTUNITY PIPELINE
See, add and organize corporate opportunities.
- STATUS-BASED LEAD LIST
- FILTERS
- BULK LEAD UPLOAD
- MANUAL LEAD ADDITION
Representatives could manage incoming opportunities without rebuilding the list outside the LMS.
- 02
COMPANY RECORD
Keep the company and its context together.
- CONTACT DETAILS
- COMPANY DETAILS
- ACTIVITY HISTORY
The company profile became the shared source for the information needed throughout the journey.
- 03
SALES COORDINATION
Connect planned activity to the opportunity.
- CALL SETUP
- MEETING SETUP
- ACTIVITY HISTORY
Calls and meetings remained connected to the company instead of becoming isolated actions.
- 04
PROPOSAL PROGRESSION
Track more than a single yes or no.
- MULTIPLE PROPOSALS
- PROPOSAL STATUSES
- DECISION PROGRESSION
A company could receive several proposals, and each proposal could progress without treating the entire opportunity as simply accepted or rejected.
PRODUCT LOGIC
The company remained the central record while its proposals could move through different statuses.
The operational foundation supporting the six-stage corporate sales journey.
The process stopped being a diagram and became work representatives could actually run.
A defined process gave corporate sales room to grow.
By the end of the second quarter, the number of companies using the product had grown from 41 to 92.
This was a high-consideration B2B product purchased at company level, not a high-volume consumer product. The customer base more than doubled.
BEFORE
41COMPANIESEND OF SECOND QUARTER
92COMPANIESMORE THAN DOUBLED
For a company-level insurance product with a longer consideration cycle.
Figures from the product team's own customer records.
PRODUCT MODEL
B2B
The product was sold to companies rather than individual consumers.PURCHASE
COMPANY LEVEL
Each new customer represented an organizational purchase.DECISION TYPE
HIGH CONSIDERATION
Growth naturally moved differently from a transactional consumer product.
The result was not only a new interface. Corporate sales now had a shared process, an operating structure and a product that could grow with the work.