How an insurer got more people to finish their online quotes

It all started with a seemingly simple question:

Why do so many people start a quote and never finish it?

One of our clients, a major insurer in Argentina, had spent years growing its digital channels. The goal was clear: offer simpler, faster, and more accessible experiences for customers increasingly used to handling everything from a screen. Yet something wasn't quite working.

Users arrived at the site, found the product they needed, started a quote, and moved through several steps of the process. But many dropped off before completing it. Every drop-off represented a missed opportunity: behind each unfinished quote was a person interested in buying insurance, but also an experience that failed to guide them to the end.

At the same time, the company faced another challenge. Brokers and sales teams still played a key role in the business. Many of them needed more agile tools to quote products, model scenarios, and support their clients without relying on manual processes or multiple systems.

The situation raised a deeper question: was the problem the lack of a better quote tool? Or was there something more behind it?

A shift in approach

As often happens in projects like this, the first answer seemed obvious: build a more modern digital quote tool. But as we analyzed user behavior and the company's different products, a reality emerged: not all insurance is bought the same way.

Auto insurance, for example, usually responds to a concrete, immediate need. The customer knows what they're looking for and can often move forward on their own with a digital quote tool.

Other products work differently. With life, health, or personal coverage, the decision usually requires more analysis and advice. In those cases, the broker plays an essential role in supporting the customer. There are also in-between scenarios, where the customer starts the quote digitally and the broker steps in later to complete the transaction.

The company knew its business well and was clear about something we weren't going to discover on our own: there was no single path to purchase. Depending on the product, the journey could be led by the customer, by the broker, or by a combination of both. While some insurance is actively sought out, other products need to be explained, recommended, and supported to create value. And that made it impossible to solve everything with a single experience.

They didn't need a single digital journey for every case. They needed a platform capable of adapting to different products, channels, and ways of buying.

That's where we came in: in how to bring that vision to technology, with experiences and a design built for the new ways each generation interacts with a screen.

An experience for every need

With that goal, we designed a flexible platform that could create specific experiences for each scenario. The priority was simple: offer the right journey for each type of customer and product. On that foundation, we built different quoting experiences, all connected to the insurer's core systems and ready to evolve alongside the business.

Start a simple quote from different channels, get relevant information and, depending on the product, buy and pay online all in one place.

Modeling scenarios, generating quotes, comparing options, and managing opportunities no longer depended on manual processes and became an integrated, digital experience.

But perhaps the most important change happened behind the scenes. Every interaction began to turn into useful information for decision-making. For the first time, the company could clearly understand what was happening at each stage of the journey:

• At what point were users dropping off?
• Which products generated the most interest?
• Which experiences converted better, and which changes helped improve results?

What used to be assumptions started to become concrete data. And that data began to fuel new improvements.

Much more than a digital initiative

As the platform evolved, it became clear that the project went far beyond improving a quoting experience. The company was building a new way of relating to customers and brokers.

Each new product could rely on a technology foundation built to grow. Each improvement could be rolled out on a shared platform. And each interaction added information to keep optimizing the experience. The transformation wasn't just about digitizing an existing process: it was about recognizing that different products, channels, and customers require different journeys, and that technology and brokers had to adapt to that reality.

The result?

(*) Data from the project with the client.

Above all, there was one result that stood out from the rest. The company stopped thinking in terms of quote tools. It started thinking in terms of experiences.

Because it understood that the best technology isn't the kind that forces people to adapt to a process. It's the kind that adapts to how people actually make decisions. And when that happens, conversions improve, operations become more efficient, and the experience stops being an obstacle and turns into a competitive advantage.