Page 33 - Turkinsurance Digital Magazine

33

How does senCard’s direct sales structure ness partners. In this context, we do not view
create a difference in the insurance sector? the concept of “customer” solely as a poten-
tial buyer of products; we also position our
The greatest difference created by senCard strategic business partners, whom we support
Direct Sales is turning the concept of direct within our partnership service packages, as
sales into a strategic value proposition. In our customers.
our sector, direct sales channels are generally
positioned as a department or organization- How have you observed changes in the pur-
al unit within insurance companies and sell chasing habits of health insurance custom-
only the policies of the respective company or ers in recent years?
group. In contrast, we positioned direct sales We aim to
as a separate company. We did not stop at When we look at the last five years, sector
positioning it; we set ourselves the goal of data clearly shows that the health branch con- raise the bar
making it the most widespread and effective tinues to grow steadily each year, especially
channel in Türkiye in this field, and we made due to the strong demand for complementary even higher
a significant investment toward this goal. health products. When we analyze the num- in the SME
With this investment, we succeeded in diver- ber of insured persons, we also see that this
sifying the structure by building a very strong growth, particularly among individual con- and corporate
field team as well as telesales functions at the sumers, is taking place in the complementary segment in
center with experienced professionals. health segment. I believe there are two main
reasons for this. The first is, undoubtedly, 2026.
While setting this goal and vision, we had two that the cost of complementary health insur-
important objectives. The first of these was ance is more affordable compared to private
to specialize in establishing and managing health insurance.
a direct sales organization—which is quite
costly and burdensome—and to create value The second is that, especially in provinces
for companies that need such a sales structure outside Istanbul, the network of contracted
through this service. The second was to create healthcare providers under complementary
value for our customers across all their insur- health insurance meets customer expecta-
ance needs. tions.

From this perspective, it becomes clear that However, I am among those who believe that
the vision of senCard Direct Sales is built alternative products to be developed in the
around making a difference. health branch in the coming years will appeal
to a larger market, and that growth in the
To bring this vision to life, we now operate health insurance segment will continue—per-
with nearly 1,300 colleagues across 32 loca- haps not with the same percentages as in the
tions in 20 provinces throughout Türkiye. In past five years, but still steadily.
parallel with the geographical distribution of
our offices, we are able to provide face-to- How do digitalization and technology play
face service today in 53 provinces, covering a a role in your direct sales processes?
region where approximately 80% of the pop-
ulation resides. Digitalization is no longer just a support-
ing element; it is at the core of our business
Although our portfolio is largely composed of model. As senCard Direct Sales, we integrate
individual policyholders, current sector data technology with our field strength to create
shows that—as in the past two years—we have a hybrid structure. This hybrid structure en-
reached a size that would position us among ables us to offer faster and more accessible
the top 10 insurance companies in the health solutions to our customers, while also creat-
branch in terms of premium production. ing added value for our business partners.

As a distribution channel, with our corporate Among our medium-term strategies, strength-
strength, nationwide presence, and our expe- ening our presence in the e-commerce space
rience in creating value for customer needs— and, in line with our global vision, bringing
particularly in the health branch—we aim to our customers together with more wellness
generate benefit for our customers and busi- products are among our priorities.