life insurance in the transformation · pdf fileconsumer engagement with life insurance by...
TRANSCRIPT
01 Executivesummary02 Introduction04 Keytechnology
developmentsimpactinglifeinsurers
13 Impactsonlifeinsuranceindustry
26 Strategicimplications31 Newchallenges39 Conclusion
Life insurance in the digital age: fundamental transformation ahead
No6/2015
Swiss ResigmaNo6/2015 1
Executivesummary
Technologicaladvanceshavethepotentialtoradicallychangethewaylifeinsurersinteractwithconsumersandalsohelpthembetterassessandpricerisks.Therapidspreadofinternet-enabledwearabledevicesandubiquitousconnectivityareenablingnewwaysofcommunicationandinformationsharing.Theamountofdigitaldatageneratedautomatically,inexpensivelyandnon-intrusivelyisgrowingexponentially.Thenumberoftoolstoanalysethedataandextractusefulinsightsonconsumersisalsogrowingrapidly.Developmentsinartificialintelligenceandcognitivesystemsalsocreateopportunitiesforinnovation.Andadvancesinmedicaltechnologyhavethepotentialtoimprovehealthoutcomesandextendlives,thuschangingriskpools.
Inunderwriting,newdatasourcesandinnovativeplatformstostoreandminedataorsimplyautomateexistingprocessescanreducethelengthandinvasivenessofriskassessment,improveriskselectionandrefinepolicypricing.Automationofunderwriting–agrowingtrend–willbepushedtonewfrontiersbydevelopmentsincognitivecomputing,whileBigDataandnewanalyticaltoolswillprogressthestill-nascentstageuseofpredictiveunderwritinginlifeinsurance.Datasharingplatformsforendconsumerswillreducethecostofcollectinghealthinformationandprovideamorecompleteviewofcustomersformoreaccurateriskassessmentandpricing.
Indistribution,theimportanceofnewchannelsfacilitatedbytheinternet,smartphonesandsocialmediaisincreasing.Newtechnologiescanenhanceconsumerengagementwithlifeinsurancebymakingtheapplicationprocesseasierandbyusingrewardsprogrammesandtechniquessuchasgamification.Newsourcesofdataandpredictivemodellingtoolsofferopportunitiesformoregranularclientsegmentationandbetteridentificationofclients’needs.Inadditiontobettertargetingtheexistingcustomerbase,newtechnologiesalsoofferthepotentialtoreachnewcustomersegments.
Digitalisationandthespreadoftheinternetandmobiletechnologyhavetransformedanumberofindustries.Lifeinsurers,however,havebeenslowadoptersoftheinnovationsthattechnologyadvancesoffer,withchangeshappeningonlygradually.Thesectorlagsbehindotherindustriesinofferingconsumersapositiveonlineexperienceandmeetingcustomerexpectationsinthedigitalage.
Technologyandthedigitaldatarevolutionwillfundamentallychangethebusinessofinsurance.Togrowtheirbusiness,insurerswillneedtoreviewtheirinvestmentsintechnology,rethinktalentstrategyandadapttheirbusinessmodels.Somelifeinsurersarepartneringwithstart-upstobuildtheirowndataanalyticscapabilities.Technologicaldevelopmentscouldspurnewoperatingmodelsforexistinginsurers,allowingthemtobecomepurelydigitalandtoprovidenewservicesbeyondtraditionalinsurance.
Newtechnologypresentsopportunities,butalsogivesrisetonewchallengesthatlifeinsurersneedtoaddress.Oneisregulation,withlackofclarityandconsistencyarounddataprotectionandprivacy.Therearealsoregulatorychallengeswithrespecttotheuseofdigitaltechnologyincross-borderselling.Further,lifeinsurerswillnotwanttoalienateconsumersthroughtheiruseoftechnologyanddataanalytics.Finally,non-traditionalplayersareenteringthemarket,presentinganopportunityforpartnership.However,theycouldalsoeventuallycompetewithtraditionalinsurers.
Newdataandtechnologiescanradicallytransformthewaylifeinsuranceisunderwrittenandsold.
Forunderwriting,thereispotentialtoreducethelengthandinvasivenessofriskassessment,improveriskselectionandrefinepolicypricing.
Newtechnologiescanalsofacilitateimprovementsindistributionthroughstrongerconsumerengagement.
Lifeinsurancehaslaggedbehindconsumerexpectationsinthedigitalage.
Insurerswillneedtoreviewtheirinvestmentsintechnology,rethinktalentstrategyandadapttheirbusinessmodels.
Technologypresentsnewchallengesforlifeinsurersalso.
2 Swiss ResigmaNo6/2015
Introduction
Digitalisationandthespreadoftheinternetandmobiletechnologyhaveimpactedanumberofindustriesinrecentyears,transformingthembeyondrecognition.Sectorswithlowbarrierstoentry,genericproductsandlowmarginalcostssuchasthemusic,publishing,retailandtravelindustries,havebeenmostaffected.Digitaltechnologyisnowrevolutionisingindustrieswithmorecomplexproductionprocessesandhigherbarrierstoentryalso.Inthefinancialservices,forexample,innovationisdrivingdisruptioninpaymentsystems,consumerlendingandwealthmanagement,amongothers,leadingtoimprovedfunctionalityandlowercosts.
Theinsuranceindustryhasbeenslowtoadoptsomeoftheinnovationsthatdigitaltechnologyoffers.Therehasbeengradualacceptanceofcertainaspectssuchasdigitaldistributionoverthepastdecadebutchange,especiallyinthelifesector,hasbeenatthemarginsonly.1Customer-centricityisnotyetthenorminlifeinsurance:a“one-size-fits-all”approachandafocusonagentsratherthanconsumersisstillwidespread,limitingconsumerchoiceandproductcustomisation.Moreover,alengthyandconvolutedbuyingprocessoftenleavesconsumersconfusedandlackingtrustininsuranceproviders.2
Yetconsumerpreferencesandbuyingbehavioursarechangingrapidly,notleastbecausemanyindustrieshavealreadyadoptedmorecustomer-centricandtechnology-inspiredbusinessmodels.Theyoungergeneration(GenerationY,bornbetweentheearly1980sandlate1990s,andsubsequentgenerations)inparticularhavegrowntoexpecteasyandquickaccesstoinformationincommercialinteractions,transparencyaboutcostandvalue,andhigh-qualityservice.Notsurprisingly,consumersurveysshowinsurancelaggingbehindmostotherindustrieswhenitcomestocustomersatisfactionfromonlineexperiences(seeFigure1).
Source:Delivering Digital Satisfaction ©2013,TheBostonConsultingGroup(BCG)
1 sigma2/2014:Digitaldistributionininsurance:aquietrevolution,SwissRe.2 sigma6/2013:Lifeinsurance:focusingontheconsumer,SwissRe.
Digitaltechnologyhasalreadytransformedmanyindustries…
…buttherevolutionhasbeenslowtotakeoffininsurance.
Theindustryalsolagswhenitcomestoofferingconsumersapositiveonlineexperience.
Figure 1 Consumersatisfactionwithonlineexperience,byindustry
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Swiss ResigmaNo6/2015 3
Thedigitaluniverseandtechnologicaladvanceshavethepotentialtoradicallychangethewayinwhichlifeinsurersinteractwithconsumers,andalsohelpthembetterassessandpricerisks.Theirrapidspreadisadisruptiveforce,enablingnewinterfacesandformatsforcommunication,sharingofinformationandinteractingwiththephysicalworld(seeFigure2).Abundanceofdataonconsumersandnewwaystoevaluateitcreateopportunitiestoinnovateinunderwritinganddistribution.Intheemergingmarkets,mobiletechnologyallowsforconnectingwithbillionsofpeople:inmany,communicationsystemshavejumpedfromtherebeingvirtuallynoconnectivitydirecttothemobileandevensmartphoneage.Advancesinartificialintelligence(AI)andnewanalyticaltoolsaremakingitpossibletoaugmentorautomatecertainaspectsoftheworkofinsuranceprofessionals.Also,advancesinmedicaltechnologyhavegreatpotentialtofacilitateearlydiagnosticsandpreventionofdisease,improvethehealthofpeoplewithchronicdiseases,andextendlives.
E=estimates.
Source:ITUWorldTelecommunication/ICTIndicatorsdatabase
Somelifeinsurershaveuseddigitalcommunicationstoofferinsurancethathadbeenunaffordableorunavailablepreviously.Theuseofreal-timedataisenablingcompaniestostreamlinetheunderwritingprocessandreducerelianceoninvasivetestingsuchasbloodsamples.Otherinsurersaretakingactiontocapitaliseontheopportunitiesthatnewtechnologiescanprovideinthefuturebyformingpartnershipswithtechstart-upsasameanstobuildtheirownBigDatacapabilities.Thereisanawfullotmorethatcan,andwill,happen.Thissigmaeditionprovidesanoverviewofkeytechnologicaldevelopmentsrelevanttothelifeinsuranceindustry.Itdiscussesthepotentialimpactofthesedevelopmentsonunderwritinganddistribution,andassessesthelonger-termopportunities,risksandchallengesthatnewtechnologyanddataanalyticspresenttolifeinsurers.
However,thelifeinsurancesectorissettoundergofundamentalchange,drivenbytechnology.
Figure 2 Globalgrowthintechnologyandconnectivity,2001–2015E
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Thissigmaassessestheimplicationsofnewtechnologiesforlifeinsurers.
4 Swiss Re sigma No 6 /2015
Key technology developments impacting life insurers
A wide range of technological changes will affect the future of the insurance industry. These developments include data and analytics, artificial intelligence and cognitive computing, new medical technologies, wearable devices and digital health, and the Internet of Things.
Data and analytics
The amount of data generated in the world today is increasing exponentially as the range of devices capable of sending and receiving data over the internet – computers, tablets and mobile phones and their applications (“apps”), cameras, embedded sensors and others – continues to expand. According to IDCʼs Digital Universe Study, from 2013 to 2020 the digital universe will grow by a factor of 10 – from 4.4 trillion gigabytes to 44 trillion – roughly doubling every two years.3
A large share of the digital data is generated automatically, inexpensively and non-intrusively by devices capable of sending and receiving information, and from transaction records, social media platforms and web logs. Much is unstructured, collected in real time, updated frequently, variable and not always useful. For example, the IDC study said that in 2013, only 22% of the digital data bits generated would have provided value if tagged and analysed.4 Two-thirds of the data were generated by use of devices by consumers and workers, but enterprises had liability or responsibility for 85% of that.5 Of the data generated in 2013, only 5% was actually analysed, according to the IDC. It is a widely-held belief that the competitive advantage in business will go to those firms able to use Big Data and predictive analytics to identify consumer preference trends early, to gain insights into consumer preferences and make operations more efficient.
However, the ability to gain useful insights from the ever-increasing amounts of data is challenging. Big Data broadly refers to data sets so large or complex that it is critical to have the right tools and techniques to manage and analyse them effectively.6 As data variety and diversity push the limits of technological innovation, new data management techniques and frameworks are being developed. This discipline is called “data science”, loosely defined as the extraction of knowledge from large volumes of structured and unstructured data. Many firms recognise the strategic importance of Big Data analytics and are building large teams of data scientists.7
3 In the report, the estimates consider data generated by more than 40 types of devices including radio-frequency identification devices (RFID), sensors, supercomputers, supercolliders, PCs, servers, cars and planes. See The Digital Universe of Opportunities: Rich Data and the Increasing Value of the Internet of Things, White Paper, IDC (sponsored by EMC Corporation), April 2014.
4 By 2020, it is thought that the useful percentage could grow to more than 35%, mostly because of the growth of data from systems embedded in computers and small devices.
5 For example, Facebook’s users had uploaded more than 250 billion photos on its website by 2013, and an additional 350 million new photos were being uploaded each day. See "A Focus on Efficiency - A White Paper from Facebook, Ericsson and Qualcomm", internet.org, 16 September 2013, http://www.meducationalliance.org/sites/default/files/internet.org_-_a_focus_on_efficiency.pdf
6 There is no one definition of the term Big Data. For an overview of definitions, see J. S. Ward and A. Barker, Undefined by Data: A Survey of Big Data Definitions, School of Computer Science, University of St. Andrews, 20 September 2013.
7 T. H. Davenport and D.J. Patil, “Data Scientist: The Sexiest Job of the 21st Century”, Harvard Business Review, October 2012.
New technologies to transform the industry.
The amount of information generated through various devices is set to roughly double each year.
Digital data can be a competitive advantage in business but currently, much of the information generated is not useful.
That’s why many firms are hiring data scientists with the ability to extract useful insights from large volumes of digital information.
Swiss ResigmaNo6/2015 5
What is data science? Datascienceisaninterdisciplinaryfieldincorporatingcomputerscience,modelling,statistics,businessanalyticsandmathematicstoanalysemassiveamountsofdatatoextractinsightsandknowledge.8Inadditiontotechnicalskills,datascientistsmusthavesufficientexpertisetoformulatethequestionstobeaskedofthedataandtointerprettheresults.
Theprocessiscircular,startingwithobtainingasufficientamountofdatafrommultiplesources,thenatureofdatabeingsearchedforitselfdeterminedbyexistingbusinessinsightsandobjectives.Thedatathenneedstobecleanedandputintousableformat.Thisisespeciallychallengingforunstructureddata(eg,datafromTwitter)duetoitscomplexityandnon-representativeness.
Themodellingstage,whichcaninvolvestatisticalanalysis,dataminingandmachinelearning9,comesnext.Thechoiceofanalysistechniquedependsonthenatureoftheendgoal,forinstancewhethertheaimistoexplaincausalrelationshipsortopredict.Exploratorydataanalysisoftenusesstatisticaltoolstofitthemodelandinvestigatecausalityrelationships.Predictivemodels,ontheotherhand,usemachinelearningalgorithmsanddataminingtoolsthatautomaticallysearchthroughthedataandlearnhowtorecognisepatternsanddiscoverusefulrelationships.Theseareusedtotrainthemodelandimproveitsabilitytomakepredictions.Inthefinalstage,theresultsfromthedataanalysisareinterpreted,visualisedandreportedsoastobeusefulforbusinessdecision-makingpurposes.Theseinsightsarealsousedtoinformthefocusofdatasearchesforsubsequentbusinessinitiatives.
Source:SwissReEconomicResearch&Consulting(adaptedfromvarioussources).
Todate,thenumberoffirmsacrossallsectorsactuallydeployingsolutionsderivedfromBigDatatechnologiesarerelativelyfew.AccordingtoasurveybyGartner,theshareofcompaniesthatinvestedorplannedtoinvestinBigDatainthenext24monthsgrewto73%in2014,from64%in2013.However,only13%ofthosehaveactuallydeployedapplicationsandsolutions,withmuchoftheworkrevolvingaroundstrategydevelopment,thecreationofpilotsandexperimentalprojects.10
8 SeeWhat is Data Science?,NYU,http://datascience.nyu.edu/what-is-data-science/andH.MasonandC.Wiggins,"ATaxonomyofDataScience",dataists.com,25September2010,http://www.dataists.com/2010/09/a-taxonomy-of-data-science/
9 Machinelearningisasubfieldofcomputersciencewhichdealswithalgorithmsthatcanlearnfromandmakepredictionsondata.Inabusinesscontext,machinelearningmethodsareoftenreferredtoaspredictiveanalyticsorpredictivemodelling.SeeWikipedia,https://en.wikipedia.org/wiki/Machine_learning.
10Gartner Survey Reveals that 73 Percent of Organizations Have Invested or Plan to Invest in Big Data in the Next Two Years,Gartner,17September2014,http://www.gartner.com/newsroom/id/2848718
Datascienceisaninterdisciplinaryfieldfocusedonextractingknowledgefromdata.
Theprocessinvolvesmultiplesteps,includingdatacollectionandcleaning,…
…modelling,reportingandvisualizationofresultstosupportbusinessdecision-making.
Figure 3 Thedatascienceprocess
OnlyarelativelyfewcompaniesfromallindustrieshavesuccessfullydeployedBigDataapplications.
Reportingandvisualization
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transformation
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Key technology developments impacting life insurers
Theinsurancesectorhasbeenslowerthanmanyothersectors,butmanyinsurerssaytheywillmakemoreuseofdataanalytics.AccordingtoaStrategyMeetsAction(SMA)surveyofinsurersinNorthAmerica,theshareofcompaniesthatinvestedinBigDatainitiativesmorethandoubledto25%in2014from10%in2013.11ThemostpronouncedincreasewasatfirmswritingmorethanUSD1billionofpremiumsannually.Inthissegment,39%reportedinvestinginBigDataprojectsin2014,upfrom14%theyearbefore.AsFigure5shows,insurersusedataanalyticsmainlyforsalesandmarketingpurposesbutexpecttoincreaseitsuseacrossallfunctionsinthenext3–5years.
Source:Big Data in Insurance,SMAResearch,June2014.
Note:Note:ifaninsurerchose“today”butnot“in3–5years”,the“3–5years”optionwasconsideredtobechosenaswell.
Source:Global Digital Insurance Benchmarking Report 2015,Bain&Company,2015.
11 In2014,SMAconductedastudyonbigdataininsurance.75NorthAmericaninsurersparticipatedinthesurvey,representingalltiersandmajorlinesofbusiness.Formoreinformationsee:M.Breading,Big Data Takes Off in Insurance,SMA,10September2014,https://strategymeetsaction.com/news-and-events/sma-blog/big-data-takes-off-in-insurance/
Surveyevidencesuggeststhatmanyinsurersexpecttomakemoreuseofdataanalyticsinthecomingyears.
Figure 4ShareofallNorthAmericaninsurersinvestinginBigData
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Figure 5Functionsinwhichinsurersapplydataanalytics.
Survey question:TowhichfunctionsdoyouapplyBigDataanalytics?
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Swiss ResigmaNo6/2015 7
Artificialintelligenceandcognitivecomputing
Softwareintelligenceorcognitivecomputingisthesimulationofhumanthoughtprocessesinacomputerisedmodel.Cognitivesystemsapplyartificialintelligence(AI)12andmachinelearningalgorithmsencompassingvariousdatamining,patternrecognitionandnaturallanguage13processingtechniquestomimictheworkingsofthehumanbrain.Cognitivetechnologyisnotanewconcept.AIemergedasafieldinthelate1950sandbecameahottopicinthe1960swhencomputerscientistssetouttobuildintelligentsystems.Therewasapushtodeveloping“expertmachines”inthe1980sbutlimitationstocomputingpowerbroughtprojectstoahalt.Sincethelate1990s,theAIandcognitivecomputingfieldshaveseenrapidbreakthroughsenabledbyseveralkeydevelopments,includinganexponentialincreaseincomputationalpower,14adeclineinrelatedcosts,andtheavailabilityofvastquantitiesofdigitalinformation.Thesehavefacilitatedthedevelopmentofadvancedmachinelearningtechniquessuchaspatternrecognitionsystems.
Cognitivesystemscontinuallylearnfromlargesetsofdataandapplythatknowledgetofuturesituations.Theexpectationisthatthesystemswillbeabletoanswercomplicatedquestionsinfasterandmoreefficientwaysthanhumansinallsortsofindustries,includinghealthcare,pharmaceuticals,finance,insuranceandlaw(seeBox:“It’selementary,mydearWatson”).
Importantly,cognitivesystemscanaddvaluebyovercominglimitationsinhumancognitiveabilities.Forexample,itcanbedifficultforhumanstoprocesslargeamountsofdatarapidly,andtounderstandtheinteractionsofelementsinlarge,complexsystems.Cognitivesystemscanvastlyextendtheabilitytogatherandprocessinformation,andalsotodiscovernewandcontrarianideas,hiddenpatterns,identifypreviouslyundetectedrelationshipsandtomakemoreaccuratepredictions.Theycanalsohelpsubject-matterexpertskeepupwithlatestknowledgeandresearchbyquicklyanalysingandsynthesisingmillionsofdocumentsforrelevantinformation.Andlastly,cognitivesystemscanbemoreobjectivethanhumansinformulatingandtestinganumberofhypotheses.Humans,incontrast,arepronetobiasbasedonexperience,professionalbackgroundandintuition.
Cognitivesystemscarrythepromiseofvastlyenhancingmanyareasofhumanactivity,freeingupresourcestoberedirectedtocapacitieswherecomputersremaininferiortohumans.Theywillinevitablyreplacesometypesofknowledgework.Forexamplealreadytoday,financialadvisersfacecompetitionfromrobo-advisersbuiltonthealgorithmsthatoriginallyservedthetraditionalfinancialadvisorcommunity.Cognitivecommunicationsystemsabletoconductaquestion-and-answerdialoguewithconsumershavethepotentialtocreatenewareasofinnovation.Thisincludestheworktraditionallycompletedbyinsuranceagents,advisorsorclaimshandlers.Technologycanmaketheseindividualsmoreproductiveandtakeawaysomeoftheirmoremundanework.
12Artificialintelligenceiscomputersandcomputersoftwarecapableofintelligentbehaviour.ThemaingoalsofAIinclude"reasoning,knowledge,planning,learning,naturallanguageprocessing(communication),perceptionandtheabilitytomoveandmanipulateobjects.”SeeWikipedia,https://en.wikipedia.org/wiki/Artificial_intelligence
13 “Naturallanguageorordinarylanguageisanylanguagethatdevelopsnaturallyinhumansthroughuseandrepetition.”SeeWikipedia,https://en.wikipedia.org/wiki/Natural_language
14 Inthelast50years,thepowerorcomputing(chip)performancehasdoubledapproximatelyeverytwoyears.Thistrendisdubbed“Moore’slaw”,afterGordonE.Moore,co-founderoftheIntelCorporationandFairchildSemiconductor,whoina1965paperdescribedadoublingeveryyearinthenumberofcomponentsperintegratedcircuit.SeeWikipedia,https://en.wikipedia.org/wiki/Moore’s_law
Cognitivecomputingisthesimulationofhumanthoughtprocessesinacomputermodel.
Cognitivesystemscanbefasterandmoreefficientthanhumansin…
…gatheringandprocessinginformation.
Cognitivesystemscancreatenewareasofinnovationinlifeinsurance.
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Key technology developments impacting life insurers
“It’s elementary, my dear Watson”15
OneexampleofcognitivecomputingfromIBM’sWatson16computingsystem.Watsonisanartificialintelligencecomputersystemcapableofansweringquestionsposedinnaturallanguage.ThesystemwasshowcasedintheTVquizshowJeopardy!whereitcompetedin2011andwonagainstallhumancompetitors.
WatsonisacombinationofAI,machinelearningandnaturallanguagetechnologies.Itdecomposesquestionstounderstandthecontextofwhatisbeingasked,analysesallavailableinformationinresearchandarticles,andcomesupwithplausibleanswers.Ithastheabilitytoquicklyexecutehundredsofprovenlanguageanalysisalgorithmssimultaneously.Itisprobabilisticandgeneratespotentialanswerswithalevelofconfidence.Themorealgorithmsthatfindthesameanswerindependently,themorelikelyWatsonistobecorrect.Watsoncansiftthroughthedataequivalentofabout1millionbooks,analysetheinformationandprovideresponsestocomplicatedquestionsinlessthanthreeseconds.
CommercialapplicationsofWatsontechnologyaregrowing.Inhealthcare,aversionofWatsonisbeingusedtoaccelerateandincreasetheaccuracyofthetreatmentprocessbasedonananalysisofthousandsofpagesofmedicalpapers,treatmentguidelines,electronicmedicalrecorddata,notesfromphysiciansandnurses,researchmaterial,clinicalstudies,journalarticlesandpatientinformation.IBMhaspartneredwithpharmaceuticalcompaniestohelpunderstanddruginteractionsbymakingconnectionsacrossmillionsofarticles,journalsandstudies.Firmsfromarangeofotherindustries,includingfinancialservices,travel,telecomandretail,areworkingwithIBMtocreateappsandservicesembeddedwithWatson’scapabilities.
Medicaltechnologies
Medicalinnovationistransformingthewayhealthcaresystemsoperate.Disruptivetechnologiesinhealthcarearebasedoninterdisciplinaryadvancementsacrossthenaturalsciences,medicineandtechnology.Theyspanmanydomains,includingtheuseofelectronicprocessesanddevices(eHealth),genomics,regenerativemedicine,roboticsurgery,diagnosticandtherapeuticmethodsbasedonmicrosystemsornanotechnology,newmedicaldevices,drugdeliverytools,andothers.Thesedevelopmentsareforcingashiftinhealthcaretowardprevention,earlydiagnosisandmoreeffectivetreatmentoutcomes,whichcouldhavesignificantinfluenceonhealthrisks.Theyarealsohelpingconsumersgainbetterinsightintotheirownhealthstatus,andmotivatingthemtoactionhealthierlifestyles.Thiscouldalsobeanotherimportantconsiderationinthedesignoflifeandhealthinsurancepolicies.Amongthedisruptivemedicaltechnologies,eHealth,genetictesting,andwearablesbearmostrelevanceforlifeinsurancebecauseoftheirdirectimplicationsforriskassessmentandunderwriting.
15ThemostfamousofquotesattributedtheSirArthurConanDoyle’sfictionaldetectivecharacterSherlockHolmes,eventhoughDoyleneveractuallywrotethosewordsforSherlockHolmes.See“SherlockHolmeQuotes”,sherlockholmesquotes.com,http://sherlockholmesquotes.com/Elementary-My-Dear-Watson.html.
16TheIBMWatsoncomputingsystem,however,wasnamedafterIBM'sfirstCEO,ThomasJ.Watson.
AnexampleofcognitivecomputingisIBM’sWatson.
Watsoniscapableofunderstandingquestionsandprovidinganswersbasedonanalysisofallavailableinformation.
Commercialapplicationsaregrowingrapidly.
Medicalinnovationspansmanydomains.
Swiss ResigmaNo6/2015 9
eHealthThetermeHealthisrelativelyrecentandreferstoarangeofservicesorsystemsattheedgeofmedicine,healthcareandinformationtechnology(IT).Keyhealthcarepracticessupportedbyelectronicprocessesinclude:
Systemsforelectronichealth(ormedical)records(EHR),17patientdatamanagement,diagnostictestsandtreatments,andtransmissionofprescriptionsfromdoctorstopharmacists.
Telemedicine,whichisphysicalandpsychologicaldiagnosis,andtreatment,atadistance,includingtele-monitoringofpatientsfunctions.
mHealth,whichincludestheuseofmobiledevicestocollecthealthdata,providehealthcareinformationtopractitioners,researchersandpatients,andtomonitorpatients’vitalsinrealtime.
Healthknowledgemanagementsystems,providinginformationtohealthcarepractitionersforuseinclinicaldecision-making,andalsobest-practiceguidelinesandepidemiologicaltrackingofmedicalresearch.
Note:MultifunctionalhealthITcapacity–useselectronicmedicalrecordandatleasttwoelectronicfunctions:fororderentrymanagement,generatingpatientinformation,generatingpanelinformation,androutineclinicaldecisionsupport.Source:The Commonwealth Fund 2012 International Health Policy Survey of Primary Care Physicians,TheCommonwealthFund,November2012.
17 EHRsystemsenableelectroniccollectionofhealthinformationwiththeprimarypurposeofprovidinghealthcareandrelatedservices.Theinformationcanbetransmitted,updatedorretrievedsecurelyandinreal-timebothatthepointofcareandinremotelocations.
eHealthcoversarangeofsystemsattheedgeofmedicine,healthcareandIT.
Figure 6 InternationaladoptionofelectronicmedicalrecordsandhealthITcapacity
Doctors with electronic medical records and multifunctional health IT capacity, % of total
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Key technology developments impacting life insurers
ThereisgrowingevidencethattheuseoftechnologyinhealthITleadstolowercostsandimprovedhealthoutcomes.This,andpressurestocontainmedicalcostincreases,createsincentivesforeveryoneinthehealthcaresectortousehealthIT.AdoptionofEHRsystemsvariesfromcountrytocountryformanyreasons(seeFigure6),includingtypeofhealthcaresystem,technicalandfinancialbarriers,andconcernsaboutprivacyandsecurity.18IntheUS,theHealthInformationTechnologyforEconomicandClinicalHealth(HITECH)Actfrom2009madeasubstantialcommitmentoffederalresources(USD27billion)tosupportadoptionofEHR.19InEurope,wherehealthcarepracticesarelargelylocalised,areportcommissionedbytheEuropeanCommissionfoundthatapan-EUEHRsystemwouldnotbetechnicallyfeasibleandcost-effective.IthasinsteadurgedmoreemphasisondecentralisedeffortstocreatesmallerscaleeHealthsystems.20
Genetic testingAdvancementsingenomicsholdgreatpotentialtotransformmedicine,bymakingitpossibletoscanaperson’sgeneticprofiletopredictriskareasandcustomisemedicaltreatments.Genetictestingidentifieschangesinchromosomes,genesandproteinstodetectpossiblepresenceofgeneticdiseases,ormutantformsofgenesassociatedwithincreasedriskofdevelopinggeneticdisorders.Mostgenetictestsareusedtoconfirmorruleoutasuspectedgeneticdisease,andtodetectthepresenceofgenesthatpredisposeapersontoaparticularillnessorcondition.
Theavailabilityandvarietyofgenetictestshasexpandedgreatlyovertime,andthecoststhereofhaveplummeted.Nottoolongago,onlysomeresearchlaboratorieswerecapableofconductinggenetictesting.Today,intheUSalonethereareover500laboratoriesthatdoso.21Fifteenyearsago,thecostofsequencingahuman-sizedgenomewasclosetoUSD100million;nowit’saroundUSD400022andisexpectedtofallbelowUSD1000soon.23
Wearables,InternetofThingsanddigitalhealth
Wearabledevicesorsimply“wearables”aremini-computersandsensorsincorporatedinitems(eg,wristbands,watches,glassesorclothes)thatcanbewornonthebody.Similartohandhelddevices,wearablescandisplay,processandstoreinformationandusuallyhavesomecommunicationcapabilities.Forexample,California-basedAugmedixhasdevelopedsmartglassesbasedontheGoogleGlassplatformthatdocumentdoctors’visitstopatients,includingdataentryassociatedwithapatient’sEHR.24Inaddition,patienttestresultscanbedisplayeddirectlywithoutthedoctorhavingtolookatacomputerscreen.Thisgivesthephysicianmoretimetofocusonthepatient.Theglassesalsohavesensoryfeatures,suchastrackingofvitalsthatgobeyondthoseofhandhelddevices.
18MollyPorter,“AdoptionofElectronicHealthRecordsintheUnitedStates”,Kaiser Permanente,February2013.
19Thedeadlineforimplementationis2015andthosewhodonotmeetitwillhavetopaypenaltiestothegovernmentintheformofreducedMedicarepayments.PhysicianswhohavenotadoptedEHRsystemsby2015willreceiveMedicarereimbursementsreducedby1%.Thedeductionrateincreasesto2%in2016,3%in2017,and4%in2018.
20K.A.Stroetmann,J.Artmann,V.N.Stroetmannetal.,European countries on their journey towards national eHealth infrastructures – evidence of progress and recommendations for cooperative actions,EuropeanCommission,DGInformationSocietyandMedia,ICTforHealthUnit,2011.
21Genetic Testing: How it is Used for Healthcare,NIHFactSheet.October2010.22DNA Sequencing Costs – Data from the NHGRI Genome Sequencing Program (GSP),NationalHuman
GenomeResearchInstitute,http://www.genome.gov/sequencingcosts/23RobertKlitzman,“Doctor,HaveYouHadYourDNATested?”,New York Times,5February2015.24ThecommercialviabilityofGoogleGlasshasbeenunderquestion,butAugmedix’ssmartglassesareone
ofseveralin-the-workplaceapplicationsthatareseenasgivingrenewedlifetothetechnology.“GoogleGlassFindsaSecondActAtWork“,MIT Technology Review, 24 July 2015,http://www.technologyreview.com/news/539606/google-glass-finds-a-second-act-at-work/
Governmentsarepushingforadoptionofelectronichealthrecords.
Advancementsingenomicsholdgreatpotentialtotransformmedicine.
Availabilityofgenetictestinghasexpandedgreatlyandcostshaveplummeted.
Wearablesaremini-computersandsensorsincorporatedinitemsthatcanbewornonthebody.
Swiss ResigmaNo6/2015 11
Wearableshavebeenusedinhospitalsforalongtime,forexampletodetecthealthdisorderslikesleepapnoea.Recently,wearableshaveexpandedintotheconsumersegmentalso,forinstancefitnesstrackersandsmartwatches(seeFigure7).25Typicalfeaturesincludetrackingofsteps,caloriesspentandheartrate.
By2025,thenumberofconnecteddevicesinuseisexpectedtototalaround25billion,upfrom5billiontoday.26Theincreasewillcomewiththesignificantdropinhardwareprices,whichisputtingsensors,processingpower,networkbandwidthandcloudstoragewithinreachofmoreusersandmakingawiderrangeofIoTapplicationspractical.Progresstowardubiquitouswirelesscoverageatalowcostandadvancesindataanalyticshavefurtherfuelledthegrowthofand,importantly,willsupporttheproductiveuseofdatageneratedbytheIoT.
Note:Totalnumberofdevices:347,asof9September2015.Source:WearableTechnologyDatabase,VandricoInc.
Thealreadymentionedconsumerapplications,gadgetsthatcreate“smarthomes”withsensorsthattrackoccupants’usagepatternsandadaptenergyconsumptionlevelsaccordingly,andtheself-drivingcarhavesofarattractedthemostattention.However,accordingtoMcKinsey,business-to-businessapplicationsareexpectedtoaccountfornearly70%oftheestimatedvaluethatwillflowfromtheIoTtechnologyinthenext10years.27Thehealthcaresectorwillbeamainbeneficiary.WearablesandIoTtechnologyhavethepotentialtoradicallychangecareservicesandtreatmentoutcomes.Forexample,thetechnologycanmakethediagnosis,preventionandtreatmentofchronicdiseasesmoreefficientwithimprovedremotemonitoringtechniques.Untilnow,mostdoctorshavehadalimitedabilitytocollectandmonitorinformationonhealthstatusonceapatientleavesahospitalormedicalfacility.Inthefuture,theywillbeabletomonitorpatients’heartratesremotelywitheasy-to-usepatchesattachedtotheskin,thusimprovingearlydetectionofheartattackrisk.
25Foradetailedlistingofwearabledevicesareasofmarketfocus,seeVandricoInc’swearabletechnologydatabaseathttp://vandrico.com/wearables
26Ibid.27 Ibid.
TheInternetofThingsisexpandingtheworldofpossibilitiesforremotedevices.
Thenumberofconnecteddevicesinuseintheworldisforecasttogrowfivefoldinthenext10years.
Figure 7Wearabledevicesbyareaofmarketfocus,%oftotal
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12 Swiss ResigmaNo6/2015
Key technology developments impacting life insurers
Likewise,formanyyearsdiabetespatientshavehadtohavetheglucoselevelsintheirbloodtestedseveraltimesaday.Newcontinuousglucosemonitoringsystems(patchesbearingatinyneedleundertheskin)allowforreal-timemeasurement24/7.Meanwhile,GoogleandAlconareworkingonacontactlensthatmeasuresglucoselevelsintears.28AnotherexampleisSoteraWireless’ViSiMobilesystem,whichhasbeengrantedFDAapproval.29Thesystemallowsclinicianstomonitorpatients’bloodpressureandothercorevitalsignsincludingpulserate,skintemperature,electrocardiogram,bloodoxygenationandrespirationrates.
Anotherareainwhichwearablesofferpotentialforimprovementisadherencetomedicalprescriptions.AccordingtotheCentersforDiseaseControlandPreventionintheUS,inabout50%ofcasesmedicationisnotcontinuedasprescribed,limitingtheeffectivenessoftherapies.30ProteusDigitalHealth,aCalifornia-basedcompany,hasdevelopedingestiblesensortechnology,which–whenusedwithamedication–marksactualintaketime.Thesensorcommunicateswithanadhesivepatchwornonthetorso,whichinturntransmitsthedatatoamobileapp.Inaddition,thewearablesensorcanrecordbasicphysiologicaldatasuchasheartrateandactivity/rest,generatingsomerecordofdrugresponse.31Suchtechnologiescanhelpfine-tuneandpersonalisedrugtreatment,leadingtobetterhealthoutcomesandreducedhealthrisks.Thenewinformationcouldalsobeusedtodeterminethescopeofcoverandpricingofinsurancepolicies.
28Novartis to license Google “smart lens” technology,Alcon,15July2014,http://www.alcon.com/news-center/news-item.aspx?id=307
29“FDAApprovesViSiMobileSystemforCuffless,Non-InvasiveContinuousBPMonitoring”,medgadget.com,10October2013,http://www.medgadget.com/2013/10/fda-approves-visi-mobile-system-for-cuffless-non-invasive-continuous-bp-monitoring.html
30Medication Adherence,CentersforDiseaseControlandPrevention,27March2013,http://www.cdc.gov/primarycare/materials/medication/docs/medication-adherence-01ccd.pdf
31Withtheincreaseduseofwearablesformedicalpurposes,therehasbeensomedebateaboutwhethersuchdevicesshouldbeunderregulatoryscrutiny.IntheUS,theFoodandDrugAdministration(FDA)issuedadraftguidanceinJanuary2015,suggestingthatlowriskdevicesintendedforonlygeneralwellnessuseshouldbeexemptfromregulatoryoversight.Thevastmajorityofwearabledevices,suchasstepcountersandcalorieintakemonitors,willthereforenotberegulated.Devices,marketedfortreatingdiseases,however,willfallunderFDAscrutiny.Seehttp://www.fda.gov/downloads/medicaldevices/deviceregulationandguidance/guidancedocuments/ucm429674.pdf
…forexampleintheareaofremotepatientmonitoring…
…andbyimprovingadherencetomedicalprescriptions.
Swiss ResigmaNo6/2015 13
Impactsonthelifeinsuranceindustry
Technologywillhaveanenormousimpactontheinsuranceindustryoverthenextdecade,acrossthevaluechainfromproductdevelopmentandunderwritingthroughtodistribution,servicesandclaims.Inthenearterm,thelargestimpactislikelytobeonunderwritinganddistribution(broadlydefined).
Impactonunderwriting
Advancesintechnologyhavethepotentialtoradicallytransformunderwritinginlifeinsurance.Lengthy,complexandinvasiveunderwritingprocesseshavelongbeenviewedasanimpedimenttoreachingandengagingwithmoreoftheun-andunderinsured.Traditionalunderwritingtechniquestodifferentiateandselectrisksareeffective,buttheprocessistimeconsumingandinvolveshighcosts.Newdatasources,platformstostoreandanalysedata,andfast,innovativetechnologiestominethedataorsimplyautomateexistingprocesseshavethepotentialtoreducethelengthandinvasivenessofriskassessment,improveriskselectionandrefinepolicypricing.
Automated underwritingAutomatedunderwritinghasbeenagrowingtrendinlifeinsurance.ASelectXandHankGeorgeInc.surveyfoundthataboutathirdoflifeinsurersgloballyusedautomatedunderwritingin2011,andanotherthirdwereconsideringdoingso(seeFigure8).32ThefindingsareconsistentwithamorerecentglobalsurveybyBainandCompany,33accordingtowhichaboutathirdofthefirmssurveyedsaidtheycanauto-underwritelifeprotectionandsavingsproducts,andslightlymorethanhalfexpecttobeabletodosointhreetofiveyears(seeFigure9).
Source:Underwriting engines: the new strategic imperative in life and disability business, SelectXandHankGeorgeInc.,2011.
32Underwriting engines: the new strategic imperative in life and disability business,SelectXandHankGeorgeInc.,2011.
33Global Digital Insurance Benchmarking Report,Bain&Company,2015.
Changebeckonsacrossthelifeinsurancevaluechain.
Underwritingisgoingtobecomeeasierandmoreeffective.
Automationofunderwritinghasbeenagrowingtrendinlifeinsurance.
Figure 8Currentuseofunderwritingengines
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14 Swiss ResigmaNo6/2015
Impacts on the life insurance industry
Thetechnologyinautomatedsystemsperformsallorsomeofthescreeningfunctionstraditionallycompletedbyunderwriters,thusreducingthehumaninvolvement,timeand/ordatanecessarytounderwriteaninsurancepolicy.Differentlevelsofautomatedsystemsarecurrentlyavailable.Atabasiclevel,automationisusedtoscreenanapplicant’sinformationandflagriskfactorsthatanunderwritermustreviewmorecarefullybeforemakingadecision(forexample,resultsinabloodtestthatareoutsideacceptableboundaries,suchashighcholesterollevels).Thenextlevelofautomationaresystemsdesignedtocompletesimplifiedunderwritingforsmallerfaceamounts(oftenintherangeUSD100000toUSD250000),withoutmedicaltesting.Thesesystemshavebecomemorewidespreadinrecentyears.Theycanacceptorrejectanapplicationforinsurancecover.Insomecases,thesystemcanplaceanapplicantintoastandard,smokerorpreferredcategory,orreferhim/herforfurtherassessment.
Athirdcategoryofautomatedsystemsallowsforfullunderwritingbyessentiallytranslatingacompany’sunderwritingmanualintoprogrammedrules.Applicantscompleteaquestionnaireandundergothecompany’sstandardcriteriaassessment(eg,ageandamountofcoverrequired).Theapplicationisprocessedautomatically,thesystemalsopullinginthird-partyinformationandlaboratoryresults.Thesysteminterpretstheinformationanddetermineswhethertoissue,declineorforwardanapplicationtoanunderwriterforfurtherevaluationifnecessary,forexampleifaphysician’sstatementisrequired..
Developmentsincognitivecomputingwilladvanceautomatedsolutionsbybringingmoreconsistencytounderwritingdecisionsandbymakingtheprocessfasterandmorecost-effective.Integrationofthelearningcapabilitiesofcognitivesystems,andalsotheirvoicerecognitionandtextreadingalgorithms,willmakeitpossibletoextractmeaningfulinformationfromallsourcesofdata,includingunstructuredmedicalreports.Cognitivesystemscanbedevelopedtoreadanapplicant’sinformation,putitincontext,extractallrelevantfacts,comparewiththerulesandguidelinesinunderwritingmanuals,makeadecisionontheapplication,andsetapremiumforcoveriftheapplicationisaccepted.However,giventhatcognitivecomputingisbasedonprobabilitiesanduseofunstructureddata,insurersaremorelikelytouseitasanadvisorytoolratherthantomakefinaldecisiononwhethertoacceptorrejectanapplicationforcover.Insurerswilllikelyuseacombinationofcognitiveandrule-basedlogictostreamlinetheunderwritingprocessforsomewhileyet.DigitalisationinhealthcareandwideavailabilityofEHRwillmaketheuseofcognitivesystemsmoreeffectivetothisend.
Source:Global Digital Insurance Benchmarking Report 2015,Bain&Company,2015.
Automatedsystemscanflagriskfactorsandcompletesimplifiedunderwritingforsmallamounts.
Moreadvancedautomatedsystemsenablefullunderwriting.
Cognitivecomputingwillpushautomatedunderwritingtonewfrontiers.
Figure 9 Percentofinsurerswhocanauto-underwritelifeandhealthproducts.
Survey question:Whatshareofyourbusinesscanyouauto-underwrite?
Medical/healthLife savings and investmentsLife protection
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Swiss Re sigma No 6 /2015 15
Opportunities from new data sourcesThe traditional model of underwriting in life insurance involving evidence from consumers on their own and their family’s medical history, alongside third-party information, has been slow to evolve. The rapidly expanding universe of data in digital form – from EHR, connected devices, social media and other sources – provide alternative data sources which insurers could use to better assess and price risk, and in different ways. Use of non-traditional data will likely become more prevalent and may even eliminate the need for medical exams for many customers.
Some commentators believe EHR hold the greatest potential to transform underwriting in life insurance. EHR contain various types of data including lifestyle characteristics, medical history, family history, clinical biomedical indicators and prospective medical treatments. Getting the medical records of an applicant to underwrite a policy is currently a cumbersome and time-consuming process, with most of the information provided in print format. Because of the vast amounts of unstructured data, the systems are more focused on providing a synopsis for presentation to the underwriter rather than decision making. Ability to instantaneously access medical history with the individual’s consent in digital form eliminates the need for underwriters to search and wait for critical information, greatly streamlining and speeding up the underwriting process, and significantly reducing costs.
Data from health monitoring devices such as Apple’s HealthKit and Jawbone’s UP on physical activity levels, diet, sleep patterns and heart rate etc may also become useful. It is currently challenging to interpret these data for underwriting purposes because there is not enough research and experience to link the indicators to health outcomes with a comfortable degree of confidence. Companies are launching products that make use of these data (eg, the Vitality programme - see Box: Vitality rewards programme on page 24) though at the moment they have a low level of credibility on the underwriting side and are more of a customer engagement/retention tool. But in time this should improve. Growing ability to measure and monitor risks on an ongoing basis could also open opportunities for life insurers to personalise pricing in real time, adapt products over time, and expand insurability or augment pricing for conditions where life and health risks can be mitigated by healthier lifestyles and behaviours. For example, a healthy diet and increased levels of exercise are known to improve outcomes for people suffering from chronic conditions such as high blood pressure and diabetes. People who alter their behaviours in a positive way may qualify for lower premiums rates.
Another prospective source of information is the genetic profile of an individual. Genomic knowledge is evolving rapidly and genetic data, if available to insurers, could facilitate more accurate prediction of risks by illuminating disease susceptibility, disease-specific genes and pre-disposition to certain conditions. Genetic testing is already aiding the diagnosis, prevention and treatment of certain diseases. As its benefits become more widespread, health risks for many individuals may be lowered, making them insurable at a better rate.
One of the challenges for insurers is lack of consistent regulation on the use of genetic data for underwriting in life and health. In Europe, many countries have banned the use of genetic data by insurers. For example, in the UK, there is a moratorium on the use of genetic information until 2019. Meanwhile in Austria, Belgium, Denmark, France, Norway and Portugal, the use of predictive genetic test results for insurance purposes is not allowed. In the US, the Genetic Information Nondiscrimination Act (GINA) bars use of genetic information in health insurance underwriting decisions, but not for life, long-term care or disability insurance. Nonetheless, some states in the US bar the use of genetic test results, others prohibit decisions based on genetic information, and some require informed consent. A more unified approach would benefit all concerned.
New, alternative data sources can be used to assess risk and underwrite life insurance.
EHR may begin to transform underwriting fairly soon.
Data from health monitoring devices could be part of the risk assessment and pricing equation.
Likewise genetic data …
… although first there needs to be more consistent regulation on the use of genetic profile information in underwriting decisions.
16 Swiss ResigmaNo6/2015
Impacts on the life insurance industry
Platforms for sharing of data by end consumers Anotherareaoftechnologicaladvanceexpectedtoenhanceunderwritingefficiencyareinterfacesforautomateddeliveryofinformationanddatatoinsurersbyendconsumers.Withtheproliferationofdatagatheredonandviadifferentdevices,severalfirmsaredevelopingsoftwareplatformsthatallowconsumerstoaccessandsharetheirdata.Theideaistogiveconsumerscontroloftheirdataandtheabilitytosharethemwithotherpartiessuchashealthcareprovidersandinsurancecompanies,whileprotectingtheirownprivacy.Forinsurers,theplatformswillreducethecostofcollectinghealthinformationandprovideamorecompleteviewoftheircustomersforuseinriskassessmentandpricing.
Examples of consumer controlled data-sharing platformsDigi.memeisastart-updevelopingsoftwaretoprovideaninterfaceforconsumerstocompileandmanagetheirpersonaldata.34Atpresentdigi.mefocusesonretrievinginformationaboutaconsumerfromhis/herpersonaldataonsocialmediasitessuchasFacebook,Twitter,InstagramandLinkedIn.Itanalysestheinformationtoprovidenewinsightstotheconsumer.Theintentionistoexpandthecapabilitytoretrievingandanalyzinginformationaboutanindividuals'healthandfinancialstatus,amongothers,fromdatastoredinotheronlinesites.Thirdpartieswillalsobeabletopurchaseinformationaboutaconsumerfromdigi.me,withtheconsumer'sconsent.
Human API35isastart-updevelopingasoftwareplatformtoretrieve,cleanandstructurehealth-relateddatafromvarioussources,anddeliveritautomaticallyinrealtimetothirdpartiessuchashealthcareprovidersorinsurancecompanies,withtheexplicitpermissionoftheindividualconcerned.Accordingtoitsfounder,HumanAPIwantstointegrateandautomatedeliveryofhealth-relateddatastoredindigitalformatinmanydisparatedatasets(eg,wearables,traditionalclinicalandlabdata,hospitalsanddoctors’offices,andgeneticlabs).36Thestart-upispartneringwithcompaniesprovidinghealthandactivitymonitoringdevicesincludingFitbit,iHealthandJawboneandhealthcareproviderstomaketheintegrationpossible.HumanAPIwillchargeafeeeachtimeadatauserretrievesinformationusingitsplatform.
Predictive analytics Predictivemodellingistheuseofadvancedstatisticaltechniquesanddataanalysistomakeinferencesoridentifymeaningfulrelationshipsinordertopredictfutureoutcomes.Withadequatedata,predictivemodellingcanbeanalternativemeanstodifferentiateandselectrisks.Forexample,itcanhelpidentifylower-riskindividuals,leadingtoastreamlinedunderwritingprocessthatismoreconvenientandcustomerfriendlyforhealthyapplicants.Useofpredictiveanalyticsinunderwritingcanleadtolowercostsandimprovetheoverallmortalityexperience.Itcanalsobeusefulinclientsegmentation,marketing,claimsmanagementandinforcebusinessretention.
34R.Moore-Colyer,“V3StartupSpotlight:Socialnetworkdatalibrarydigi.me”,V3.co.uk,21July2015,http://www.v3.co.uk/v3-uk/interview/2418321/v3-startup-spotlight-social-network-data-library-digime
35APIstandsforApplicationProgrammingInterface.36“HumanAPICEOOnUnifyingHealthData”,informationweek.com,5November2014,
http://www.informationweek.com/healthcare/electronic-health-records/human-api-ceo-on-unifying-health-data/a/d-id/1317195
Softwareplatformsthatallowconsumerstosharetheirdatawiththirdpartiesarebeingdeveloped.
Examplesofconsumercontrolleddata-sharingplatformsincludedigi.meand…
…HumanAPI.
Predictiveanalyticscanstreamlineandcutthecostsofunderwriting.
Swiss ResigmaNo6/2015 17
Thelifeindustryhasbeenslowtoimplementadvanceddataminingandpredictiveanalyticstechniques,butthiswilllikelychange.A2009study,sponsoredbytheSocietyofActuaries,foundthatonly1%ofNorthAmericanlifeinsurerssurveyedwereutilisingpredictivemodellingintheirunderwriting.37Inotherindustries,suchasbanking,P&Cinsuranceandbancassurance,thesetechniqueshavebecomewidespread.38IntheP&Csector,forexample,manycompaniesusefinancialandcredithistorydatatounderwritepersonalautoandhomeownersinsuranceproducts.
Theuseofpredictiveanalyticsinlifeinsurancehasbeenhamperedbychallengestomodellingrisksthatstemfromthelongerpolicydurationandlowerclaimsfrequency.Sufficient,high-qualityhistoricaldata–acriticalfirstcomponentofanymodel–areoftennotreadilyavailable.39Moreover,itisdifficulttocomeupwithrobustpredictorsofthemortalityrate,whichistheultimatetargetvariable,especiallyatyoungerages.Thuslifeinsurershavefocusedonbuildingmodelstopredictrelatedproxyvariables,suchasunderwritingclass/riskcategory(eg,standardvsnon-standardrisk)orsmokerstatus.Modelsfrequentlyaimtoidentifycustomersmostlikelytobeinthestandardriskcategoryandofferthemcoverwithreducedunderwritingrequirementsatfullyunderwrittenrates.Accordingtoa2014KPMGInternationalsurvey,capturingreliabledataandimplementingtherightsolutionstoanalyseandinterpretthedataarekeychallengesforinsurersusingdataanalytics(SeeFigure10).
Source:Digital Technology’s Effect on Insurance survey,KPMGInternational,May2014.
InsomemarketssuchastheUS,lifeinsurershavebeenmorecomfortableusingpredictivetechniquestotriageapplicationsandofferstreamlinedunderwritingthatavoidsexpensivemedicaltestsforhealthypeople.40Companiestakingthisapproachuseanalyticalmodelstoreplicatefully-underwrittendecisions.Whereamodel’spredictionsaligncloselywithfullyunderwrittendecisions,itsalgorithmscanbeusedtopredictunderwritingdecisionsforfutureapplicants,bypassingmedicaltestsandstreamliningthepurchaseprocessforsomeapplicants.Forexample,PrincipalFinancialhasintroducedapredictiveunderwritingprogramthatreliesondatafromtraditionalsources.AndAvivaintheUShasusedapredictivemodellingsystembasedpartlyonconsumer-marketingdata,reportedlygettingresultsthatmimickedwelltraditionalunderwritingtechniques.Themodelwasbuiltonthepremisethatmanydiseasesrelatetolifestylefactorssuchasexercisehabitsandfast-fooddiets.41
37Automated Life Underwriting, A Survey of Life Insurance Utilization of Automated Underwriting Systems,SOAandDeloitte,December2009.
38Predictive Modeling for Life Insurance, Ways Life Insurers Can Participate in the Business Analytics Revolution,Deloitte,April2010.
39Ibid.40Ibid.41L.ScismandM.Maremont,“InsurersTestDataProfilestoIdentifyRiskyClients”,Wall Street Journal,19
November2010.
Adoptionofpredictivemodellinghasbeenslowinlifeinsurance.
Challengesstemfromthelongerdurationoflifeinsurancepoliciesandlowerclaimsfrequency.
Figure 10 Challengesfacedbycompaniesusingdataanalytics
Keeping data secureReacting in a timely fashion as insights are identifiedIdentifying the right risk indicators/parameters
Balancing human judgement with data-driven decision making
Implementing the right solutions to analyze and interpret the data
Capturing reliable data
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18 Swiss ResigmaNo6/2015
Impacts on the life insurance industry
Predictive analytics in underwriting: the Principal Financial exampleIn2014,PrincipalFinancialintheUSrolledoutanacceleratedunderwritingprogramthatreliesontraditionalsourcesofinformationtoidentifygoodrisksandmaketheunderwritingprocessquickerandeasier.TheprogramusesdatafromtheMIBGroup,42motorvehiclereportsandprescriptionrecords.ApplicantsgothroughaphoneinterviewthatusesPrincipalFinancial’sTeleAppelectronicapplicationtocollecttheirpersonalhistory.Qualifyingindividuals’applicationscanbeapprovedwithin48hourwithasuper-preferredorpreferredrating.Eligibleapplicantsincludeindividualsaged18-60applyingforanyretaillifeinsuranceproductwithfaceamountuptoUSD1million.43
Otherlifecompaniesoffersimplifiedunderwritingprocesseswithashortlistofquestionsandinstantapproval,butathigherpremiumratesthanthoseoffullyunderwrittenproducts.WhatdifferentiatesPrincipalFinancial’sapproachisthatitofferseligibleapplicantsthesameproductcharacteristicsandpremiumasafullyunderwrittenproduct.Accordingtocompanysources,50–60%ofeligiblepreferredandsuper-preferredapplicantsqualifyforacceleratedunderwriting.44
Inthefuture,easieraccesstodataindigitalformandfromnon-traditionalsourceswillenableamorewidespreaduseofpredictiveanalyticsinunderwriting.Abilitytoretrievemedicalrecordsinstantaneouslyholdsbigpromise.Itwillacceleratetheprocessandleadtobetterunderwritingdecisions,becauseelectronicmedicalrecordscaneasilygothroughpredictivealgorithmstoproducemoreconsistentresultsthanhumandeliberation.Newtoolsfordataanalysiswillalsohelp.Thepremiseisthattherearecorrelationsbetweenlifestylefactorsandmortality,andthatmoredataandnewdataminingtechniqueswillunearththese.Someearlyexperimentshaveshownthistobethecase,althoughsimplifyingtheunderwritingusingamodelbasedonsuchtechniquesdidnotinducemorecustomerstobuytheproduct.Lifeinsurerscurrentlydonotmakewidespreaduseofthird-partydataonconsumersbeyondthetypesusedtraditionally(eg,fromMIBGroup,motorvehiclereportsandprescriptionrecordsintheUS)duetoconcernsaboutregulatoryandreputationalrisks,buttheacceptanceofusingsuchdatashouldimproveovertime.
Pushing the boundaries of insurabilityTechnologicaladvancementsandafloodofdatawillleadtobetterunderstandingofrisksandashiftfromtraditional,experience-basedunderwritingtoareal-time,exposure-basedapproach.Lifeinsurershavetraditionallyassessedhealthrisksandaskedquestionsaboutlifestylebehaviourslinkedtoahigherriskofmortalityjustonce–atthepointofsellingapolicy.Technologynowallowstrustedinsurerstoaccessdataregularlywiththepermissionofhigh-riskcustomersinexchangeforinsurancethathadatonepointbeenunaffordableorunavailable.Nowitcanbeofferedasarenewableproductwherethepatientneedstoprovidecontinuousproofofgoodhealth.Conversely,low-riskcustomersmaywanttopushdatatotheirinsuranceprovidersinexchangeforlowerpremiumrates.
42MIBGroup,Inc(formerlyTheMedicalInformationBureauInc.)isacooperativedataexchangeformedbytheNorthAmericanlifeinsuranceindustryin1909.MIBistheonlyinsuranceconsumerreportingagencyinNorthAmericaandoperatesadatabaseofmedicalinformationonsomeindividualswhohavepreviouslyappliedforhealthinsurance,lifeinsurance,disabilityinsurance,criticalillnessinsuranceandlong-termcareinsurance.
43A.R.O’Donnell,“ThePrincipalSpeedsLifeInsuranceUnderwritingtoWithin48HoursWithoutLabs,Insurance Innovation Reporter,3March2014,http://iireporter.com/the-principal-speeds-life-insurance-underwriting-to-within-48-hours-without-labs/
44Accelerated Underwriting Program,ThePrincipalFinancialGroup,www.principal.com
PrincipalFinancialusespredictivemodellingtospeeduptheunderwritingprocessforhealthyapplicants…
…andofferthemcoverageatfullyunderwrittenrates.
Newtypesofdataandanalyticaltoolswillhelpexpandtheuseofpredictiveunderwriting.
Betterunderstandingofriskswillpushtheboundariesofinsurability.
Swiss ResigmaNo6/2015 19
Somelifeinsurershavebeenabletounderwriterisksthatpreviouslycouldnotbecoveredprofitably.AnexampleisAllLife,alifeinsurerinSouthAfricawhichhasusedbetterdataandmonitoringtoofferinsurancetopeoplesufferingfrommanageablediseaseslikeHIVanddiabetes.45Tomaintaintheircover,policyholdershavetogoforregularbloodtestsand,inthecaseofHIV,takeantiretroviralmedicationasprescribed.AllLifesendsremindersfortestsandmonitorsresults,pullingdatadirectlyfrommedicalproviderswithaclient’spermission.UnderSouthAfricanlaw,ifapolicyholderdoesnotfollowtreatmentprotocol,benefitsorcoveragecanbeloweredorcancelled.Thecompanyassessesitsriskeverythreetosixmonths.
Impactondistribution
Inthecontextofthissigma,distributionisdefinedastheactualpurchase/saletransactionandallotherinteractionsaninsurerhaswithitscustomers.Theseinclude,forexample,theprovisionofandaccesstoinformationonproductsandprices,negotiationswithconsumers,andafter-salesandcustomerretentionactivities(seeFigure11).
Source:sigma2/2014–Digitaldistributionininsurance:aquietrevolution,SwissRe.
Traditionally,specialistfirmshavebundledtogethersomeorallofthesedistributionactivitiesandintermediatedbetweencustomerandinsurer.Intermediariescontinuetodominatedistributionoflifeinsurancearoundtheworld.Directsalesintermsofpremiums,includingthosebyinsurers’ownsalesforces,typicallyrepresentlessthanaquarteroflifeinsurancesales.Butnewtypesofintermediariesfrombothwithinandoutsideinsurancearebecomingmoreprominent,challengingthetraditionalagent-brokermodel.46
45E.Brat,PClarket.al."BringingBigDatatoLife:FourOpportunitiesforInsurers”,bcgperspectives.com,17July2014,https://www.bcgperspectives.com/content/articles/insurance_digital_economy_Bringing_big_data_life/
46Foradetaileddiscussion,seesigma 2/2014Digitaldistributionininsurance:aquietrevolution,SwissRe.
Withnewtechnology,somelifeinsurersareunderwritingriskspreviouslydeemeduninsurable.
Distributionismorethantheactualpurchase/saletransaction.
Figure 11Activitiesintheinsurancedistributionchain
Intermediariescontinuetodominatedistribution.
Preliminary information search
Other pre-sales activity
Completing the purchase/sale
Post-sales activity
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informationgathering Productdesign
Assessmentofrisk/underwriting
Advice Personalisedquote Negotiation
Contractsigning Policyissuance Premiumpayment
Policyadministration Claimsmanagement Riskmanagement
20 Swiss ResigmaNo6/2015
Impacts on the life insurance industry
Theimportanceofnewdistributionchannelssuchastheinternet,smartphonesandsocialmediainlifeinsuranceisincreasing.Accordingtoarecentstudyofconsumerviewsabouttheimportanceofvariousdistributionchannels,theinternetandmobilechannelsexhibitedthelargestincreasesinimportancebetween2012and2014.47Forthoseaged34yearsandolder,thetraditionalagent-baseddistributionchannelremainsmostimportantbutfor18-34yearolds–thekeyageforbuyinglifeinsurance–onlinedistributionisasimportantastraditionalagents(seeFigure12).
472015 World Insurance Report,CapGemini/Efma,2015.
Theinternetandmobile-baseddistributionchannelsarebecomingincreasinglyimportantininsurance…
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Figure 12Importanceofdistributionchannelbyageandregion,lifeinsurance,2014
Source:World Insurance Report 2015,CapGemini/Efma,2015.
Thiscontrastswiththesatisfactionoflifeinsurancecustomerswithdifferentdistributionchannels.Acrossallregions,theinsuranceagentprovidesthehighestlevelofpositivecustomerexperience(seeFigure13).Today’sconsumers,particularlyyoungerpeople,havebecomeusedtoaninnovativeandcustomer-friendlydigitalexperiencethroughtheirdealingswith,forinstance,onlineretailersandthetravelsector.Theyexpectthesamefrominsurersbutarenotgettingit,yet.Thereisaneedfortheinsuranceindustrytoimproveitsdigitaldeliverycapabilities.
Effectivedistributionisnotaboutfocusingononechannel.Rather,strategyshouldbegearedtowardsreachingpotentialcustomersinatimelyfashionwithrelevantcontentthroughpreferredconsumerchannels.Newtechnologiesandincreaseddataavailabilitycanhelpinsurerstailoramulti-channeldeliveryapproachtooptimaleffect.
…butcustomersatisfactionwiththesenewchannelsisstilllow.
Amulti-channelapproachisneededforeffectivedistribution.
Swiss ResigmaNo6/2015 21
Figure 13Positiveexperiencelevelsbydistributionchannelandregion,lifeinsurance2014
Latin America
Developing APAC
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Associating positive emotions with the purchase of a life insurance policySellinglifeinsurancecanbechallenginggiventhecomplexnatureofsomeoftheproductsandlengthyunderwritingprocedures,ofteninvolvingmedicalassessment.AccordingtoarecentstudyinEurope,manypeopledohaveagoodunderstandingoftheriskstheyfaceintheirlives,butthisdoesnotmakethemmorelikelytobuyinsuranceproductstomitigatethoserisks.48
Onewaytoextendthereachoflifeinsuranceistomakethebuyingprocesseasier,andheretechnologycanhelp.Forexample,theapplicationprocessforsimpletermlifecovertypicallytakesseveralweeks,involvesapersonalmeetingorphoneconversationwithanagent,amedicalassessmentandextensivepaperwork.Someinsurersaretryingtochangethat.Forexample,HavenLife,astart-upfully-ownedbyMassMutual,offersafirst-fullyunderwrittentermlifeproductonline.Theapplicationproceduretakesjust20minutesofaconsumer’stime.Thewebsitealsooffersafinancialneedscalculator,andpreliminarycoveragemaystartimmediately.Applicantsstillhavetogothroughamedicalexamination,buttheyhave90daystosoandarecoveredduringthattime.Makingthepolicysimpler,cheaperandusingplainlanguagetodescribecoveragearealsoimportantconsiderations.
48European Insurance Report 2015, Next Generation Insurance,SwissRe,2015.
Sellinglifeinsurancecanbeachallengingbusiness.
Newtechnologiescanfacilitateconsumerengagementwithlifeinsurance,forinstancebymakingtheapplicationprocesseasier.
Source:2015 World Insurance Report,CapGemini/Efma,2015.
22 Swiss Re sigma No 6 /2015
Impacts on the life insurance industry
A technique increasingly used by life insurers to engage customers is “gamification”. This is the use of game thinking and mechanics in a non-game environment to increase customer engagement and stimulate desired behaviour through challenges, incentives and rewards.49 For instance US insurer CUNA Mutual Group has developed various apps designed to engage members in the complex process of retirement planning and product choice. “The Zone” is an ipad application that helps financial advisors sell a complex annuity product by visualising the risks and benefits of different product features and by increasing client engagement in the advisory process.50 The app appeals to a younger customer base when applied in the right context and with appropriate advisory services. As Figure 14 demonstrates, there is significant potential interest, particularly among younger people, in games and apps that can help them better understand their risks and insurance needs.
Source: Accenture Consumer-Driven Innovation Survey: Playing to Win, Accenture, 2013.
Big data offers new opportunities for customer segmentationMarketing of insurance has traditionally relied heavily on fairly basic approaches to customer segmentation, ie, aggregating prospective buyers into groups (segments) likely to have common needs and respond similarly to marketing. Typical customer attributes include geography, demographics, psychographics (eg, values, attitudes, lifestyles) and behavioural aspects (eg, price sensitivity). The disadvantage of this approach is that the groups are relatively broad, which can hinder effective targeting of consumers. In the age of Big Data, many new data types are available, which can be combined and analysed to define a more granular classification of existing and prospective customers. These new data types include website tracking information, purchase histories, call centre and customer service records, data from mobile phones and wearables and also social network profiles.
49 Digital Insurance Benchmark, Deloitte, 2014.50 See for example: K. Burger, “From Feeling Processed to Feeling Valued”, Insurance & Technology,
June 2014, pp 4–6.
Gamification can also help capture consumer engagement.
Figure 14Consumer interest in gamification, life insurance.
Survey question: Would you be interested in a computer game that your insurance provider offered to help you better manage the risks you face and to optimize your insurance premiums?
Very interested Somewhat interested
43%43%
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New sources of data offer opportunities for more granular client segmentation.
Swiss ResigmaNo6/2015 23
TheUSmutualinsuranceandfinancialservicescompanyUSAAisamongtheleadersinleveragingitsvastmemberdatabasetomakepersonalisedoffers.Thecompany,whosemembersareactiveorformermembersoftheUSmilitary,hasrecentlyenteredapartnershipwithSaffron,aCalifornia-basedtechnologycompany,tocomeupwithanalgorithmthatanticipatesmembers’upcomingneedsforfinancialproducts.ItisbasedonpredictivemodellingtechniquesandallowsUSAAtodeterminetherightproductofferattherighttime.Dataanalysedincludedemographicattributes,historyofpurchasesofinsuranceandotherfinancialproducts,channelpreferences,recordsfromcallcentres,websitetrackinginformationanduseofmobileapplicationsetc.Accordingtothecompany,Saffron’sproductrecommendationsresultedinovera50%liftinpredictiveperformanceoverothermethodspreviouslyapplied.51
Inadditiontobettertargetingtheexistingcustomerbase,newtechnologiesalsoofferthepotentialtoreachnewcustomersegments.Inemergingmarkets,thedistributionofinsuranceviamobiledeviceshasgrownexponentiallyoverthelastdecade,supportedbytherapidspreadofmobilephoneuse.52Thetwolargestcompaniesdedicatedsolelytomobileinsurancedistribution,MicroEnsureandBima,havealreadyreached15millionand13millionpeople,respectively.StartinginSub-SaharanAfrica,whichhasbeenattheforefrontofmobileinsurancedistribution,theyhavemovedrapidlyintonewmarketsinAsiaandLatinAmerica.Muchoftherecentexpansionofmobiledistributioninemergingmarketshasreliedontherapidgrowthofthird-partytechnologyserviceproviderswhichhaveessentiallytakenoverinsurancefunctionssuchasproductdesign,underwriting,policyadministrationandclaims.53Thedownsideforinsurersisthattheydonothavedirectaccesstotheircustomersandareusedmainlyforlicensingandcapitalrequirements.
Improving customer retention by increasing engagementCurrently,thecompletionofalifeinsurancesaleoftenmarkstheendofcustomerinteractioninmanydistributionmodels,withtheremaininginteractionfocusedonbillingandclaimshandling.However,thiskindofrelationshipmissesopportunitiesforinsurerstoaddressthefullrangeofcustomerneedsovertheirlifetime.Customerrelationshipsneedtobecomemoreinteractiveaftersigningofthecontract,andnotonlyinthecaseoftherebeingaclaim.Frequentaccesstothecustomerandtheirdataprovidesinsurersandintermediarieswiththeopportunitytospotevolvingneeds.
Technologycanfacilitatenewwaysofinteraction.Forexample,somelifeinsurersareengagecustomersthroughprogrammesthatrewardthemforhealthylifestyleactivitiesandchoices,suchasexercising,regularcheck-upsandgivingupsmoking.TheVitalityprogramme,developedbySouthAfricaninsurerDiscoveryhasbeenaleadingexampleofhowtoretaincustomersbykeepingthemengaged(seeBox:Vitalityrewardprogramme).
51 “USAAandSaffrontoSpeakatWharton’sCustomerAnalyticsConference”,reuters.com,28April2015,http://www.reuters.com/article/2015/04/28/idUSnMKWdJPM7a+1dc+MKW20150428
52Mobilesubscriptionsworldwideincreasedfromlessthan1billionin2000toover6billionin2011,ofwhichnearly5billioninemergingmarkets.See:Information and Communications for Development 2012: Maximizing Mobile,TheWorldBank,2012.
53Fordetails,seeMobile insurance distribution in emerging markets: African innovations spreading globally,November2015,SwissRe.
Predictivemodellingtechniquesmayhelpinsurersbetteridentifytheirclients’needs.
Mobiletechnologyoffersthepotentialtoreachnewcustomersegments,particularlyinemergingmarkets.
Lifeinsurersneedtohaveamoreinteractiverelationshipwiththeircustomers.Accesstocustomerdatacanhelpthemdoso.
Someinsurerstrytoincreasecustomerengagementwithrewardprogrammes.
24 Swiss ResigmaNo6/2015
Impacts on the life insurance industry
Vitality reward programme
VitalityisarewardprogrammedevelopedbySouthAfricaninsurerDiscoveryandlaunchedin1997.Theprogrammeencouragesconsumerstoengageinhealthyactivitiessuchasexercising,stoppingsmokingandhavingregularmedicalcheck-ups.Inreturn,theygainVitalitypointswhichcanberedeemedfordifferentbenefits.Thosemayincludediscountsongymmembership,healthyfoodpurchases,flightsandhotels,andstorevouchersandcinematickets.Activeclientsmayalsobenefitfrompremiumreductions.Butthekeyisthatmoreengagedhealthycustomerskeeptheirpoliciesforlonger,apositiveinfluenceonportfolioprofitabilityfortheinsurer.
In2004,DiscoveryenteredajointventurewithPrudentialUKtocreatePruHealthandPruProtecttoexpanditsbusinessandtheVitalityprogrammeintheUK.In2010,itpartneredwithChineseinsurerPingAn,beforelaunchingineightAsiancountriestogetherwithAIA,thepan-Asianlifeinsurancegroup,in2013.Andin2015,VitalityexpandedtotheUSbyenteringintoapartnershipwithJohnHancock.VariousstudieshaveexaminedthehealthoutcomesofVitalityprogrammeparticipation.Onestudyshowedthatrebatesof10%and25%forhealthyfoodsareassociatedwithanincreaseintheratioofhealthytototalfoodexpenditureby6%and9.3%,respectively.54AnotherfoundthatthoseparticipatinginVitality’sincentive-basedwellnessprogrammehadlowerhealthcarecosts.55However,clientinvolvementinfitness-relatedactivitiesisgenerallylow.WhereasaboutaquarterofallVitalitymembersintheUKengagedinonlineactivitiessuchascompletinghealthandwellnesssurveys,onlyabout8%hadactivegymmembershipsandlessthan3%engagedinotherphysicalactivitiesin2013.56
Vitalityaimstoimprovepolicyholders’healthandpersistencybehaviouraswellasclaimsexperience.TheynowuseFitbitsintheirprogrammestomotivatememberstostayactive.Note,however,thatpolicyholdersstillhavetogothroughatraditionalunderwritingassessment.Assuch,theprogrammeispredominantlyaclientloyaltyprogrammeratherthanbeingpartofDiscovery’sunderwritingprocess.
The changing role of insurance intermediariesWiththehugeamountofinformationavailableontheinternet,customersareincreasinglywell-informedaboutinsuranceoffersfromdifferentproviders.Astheyalso(slowly)becomemorecomfortablewithbuyinginsuranceonline,theroleoflifeinsuranceintermediarieswillneedtoevolve.
Independentadvisorshavetraditionallyprovidedguidancetoconsumersaroundchoiceoflifeinsuranceproviderandproduct.Theywilllikelycontinuetodoso,particularlyforthepurchaseofmorecomplexproducts,sincecustomersstillderivevaluefromtheiradviceandexpertise.Eveninthecaseofmorestandardisedproducts,someclientswillpreferpersonalinteractionoveronlinemarketresearch,butthisislikelytobecomemoretheexceptionthantherule.
54R.Sturm,R.An,D.SegalandD.Patel,“ACash-BackRebateProgramforHealthyFoodPurchasesinSouthAfrica,ResultsfromScannerData”,American Journal of Preventive Medicine,vol44,no62013,pp567-572.
55D.Patel,E.Lambertet.al.,“TheAssociationbetweenMedicalCostsandParticipationintheVitalityHealthPromotionProgramamong948,974MembersofaSouthAfricanHealthInsuranceCompany”,American Journal of Health Promotion,vol24,no32010,pp199–204.
56TheseresultsrefertoactivitieswithinonemonthafterpolicyinceptionfromMarchtoJune2013.SeeN.Read,Vitality – Managing Risk through the Use of Incentives,TheGenevaAssociation,November2014,https://www.genevaassociation.org/media/908577/ga_11th_healthageing_conference_read.pdf
Vitalityhasarewardsprogrammetoengagetheircustomers.
VariousstudiesfoundbeneficialimpactsofVitality’sprogramme.
Theclient-loyaltyprogrammeaimstoimprovepolicyholders’healthandclaimsexperience.
Ascustomersbecomebetterinformed,theroleofintermediarieswillneedtoevolve.
Advisorswillcontinuetoplayanimportantrole,particularlyinthedistributionofmorecomplexproducts.
Swiss ResigmaNo6/2015 25
Bytakingadvantageofdigitaltechnology,independentadvisorscancombinetheadvantagesofautomationandpersonalisedadvice.Thelifeinsuranceindustryhasputalotofeffortintoautomatingtheunderwritingprocess.Forexample,SwissRe’sautomatedunderwritingsystem“Magnum”allowsforanefficientunderwritingandimprovedcustomerexperienceatthepointofsale.57Inaddition,otherapplicationshavebeendevelopedthatallowindependentagentstoenterclientriskparametersintoasinglesystem,getabindingquotefromseveralinsurersandconcludethetransactionimmediately.58Thisremovestheneedforadvisorstobasetheirassessmentonpreliminaryquotes,dealwithseveraldifferententryformsandtogetbindingquotesfromdifferentinsurers.Streamliningdatacollectionandacceleratingtheunderwritingprocesshelpsavoidinterruptionsandislikelytoincreasethenumberoftransactionsthatreachtheclosingstage.Technologycanbeusedtofurnishagentswithallthedatatheyneedtomakethenextsale.
Tomaintaintheirraisond’être,someintermediariesareprovidingadditionalservicestocustomers.Forexample,Swissstart-upcompany“Knip”haslaunchedamobileappthatallowscustomerstostorealltheirinsurancepoliciesindigitalformat.Besidesprovidingaconvenientoverviewofallinsurancecontractsinoneapp,theserviceallowsforchanging,cancellingandbuyingnewpoliciesaswellasreportingclaimsviatheapp.Knipactsasaninsurancebrokerandreceivesmanagementfeesandcommissionsfrominsurancecompanies.59
Theincreasinguseofmultipledistributionchannelsandthepotentialforconflictsthismaycausemayleadinsurersandagentstorethinktheirtraditionalcooperationmodels,includinghowintermediariesarecompensated.Forexample,aclientacquiredonlinemayrequireadvicefromanagent.Acompensationmodelthatrewardsagentsfortheseservicesviaadvisoryfeesthatconsumersarewillingtopaymayhelpalleviatechannelconflictsthatcouldarisewithinapurecommissions-basedsystem.
57MagnumisSwissRe’sautomatedunderwritingsolutiondesignedspecificallyfortheunderwritingoflifeandhealthinsurance.Itincludesaninnovativeunderwritingapp.formobiledevices.Manyapplicationsareacceptedautomaticallywithconcise,relevantcustomerinformation,makingMagnumMobilestraightforwardfortheagentandtheconsumer.
58Examplesinclude:“UnderwriteMe”,“vers.diagnose”and“EQuot”.59"SwissMobile-FirstInsuranceBrokerKnipPicksUp$15.7MSeriesB",techcrunch.com,26October
2015,http://techcrunch.com/2015/10/26/knip/
Digitaltechnologyallowsforintegrationofunderwritingandsalesprocesses.
Intermediariesalsoofferadditionalservicestotheirclients.
Rethinkingcompensationstructuresmayhelpalleviateconflictsbetweentraditionalanddigitalchannels.
26 Swiss ResigmaNo6/2015
Strategicimplications
Technologyandthedigitaldatarevolutionwillfundamentallychangethebusinessofinsurance.Thechallengeforinsurerswillbetooptimisetheirdatamanagementcapabilitiesandpracticestobestengageconsumers.Togrowtheirbusiness,theywillneedtoadapttheiroperatingmodels,reviewtheirinvestmentsintechnology,andrethinktheirtalentstrategy.
Potentialnewbusinessmodels
Newtechnologiesanddigitaldataprovideinsurerswithanopportunitytoconsidernewoperatingmodels.Theoptionsinclude: Tospecialiseinapartoftheinsurancevaluechain; Tocreateafullydigitalplatformforthewholevaluechain:and Providenon-traditionalservicesaspartoftheinsurancepackage.
Technologycanunbundlethevaluechainsothatinsurerscanprovideone,someorallofproduct,underwritingandclaimsservices.Someinsurersalreadyoffer“white-labelled”productsinspecificsegmentsonly.60Thiscanappealtofirmswantingtospecialiseincertainpartsofthevaluechainoramarketsegmentsuchas,forexample,insurerswithstrongunderwritingbutweakdistributioncapabilities.
Havingadigital-onlybrandisalsoapossibility.Traditionalinsurerswantingtotransitionfromtheirbrick-and-mortarworldfinditdifficulttojettisonlegacysystems,adoptcompletelynewones,andattracttech-savvytalent.Onewaytodealwiththisistoestablishanindependent,self-manageddigitalbusinesswithfullP&Lresponsibility.Someinsurershavedonethis.Forexample,since2010SumitomoLifehasrunasubsidiaryofferingmedicalinsuranceinternetproducts,61 andin2013KyoboLifelaunchedKyoboLifeplanet asastandaloneno-frillsbrand.62
Amanagementchallengehereistoallowtheindependentbusinesstorunitself,effectivelyasastart-up,andtoavoidthetemptationofsubjectingittothebureaucracyofthelegacybusiness,ortakeitbackin-housetoosoon.Also,whileastandalonedigitalbusinessiseasiertomanagefromaninsurer’spointofview,therecanbechannelconflictsanddifficultyinupsellingtraditionalproductstopolicyholdersastheyage.Finally,thereissomeevidencethatcustomersdesirebothdigitalandphysicalinteractionespeciallyforcomplexproductslikelifeinsurance.Bain&Companyfoundthatcustomerswhousebothdigitalandphysicalchannelsassigninsurersamuchhigher“netpromoterscore”thandocustomerswhouseonlydigitalchannels.63
Insurerscanalsousetechnologytoofferservicesoutsidetheboundsoftraditionalinsurance.Somelifeinsurersalreadyofferhealthscreenings,preventativeconsultations,discountcardstopharmaciesandothertypesofassistance,positioningthemselvestoprovidefamily,healthandwealthservicestoconsumers.Figure15depictsarangeofabravenewworldofservicesthatsophisticatedtechnologyplatformscouldopenuptoinsurers.
60“Whitelabellingreferstotheprovisionofproduct,underwritingandclaimsthroughanindependentdistributionchannel.Foranexample,see“UforLifelaunchesindustry’sfirstonlinelifeinsuranceplatform”,theSundaily.my,7May2015,http://www.thesundaily.my/news/1410755
61Annual Report,SumitomoLife,2014,p21.62“Korea’sFirstInternet-onlyLifeInsurertoBeginBusinessinDecember”,The Korea Economic Daily,
31October2013,http://english.hankyung.com/news/apps/news.view?c1=02&newscate=1&nkey=201310311224381.
63Leading a Digical® transformation in insurance,Bain&Company,2014.
Insurerswillneednewbusinessmodels,andgreaterinvestmentintechnologyandtalentmanagement.
Technologycouldspurnewdirectionsforinsurers,fromspecialisationorpuredigitaltotheprovisionofadditional,non-traditionalservices.
Technologycanunbundlethevaluechainininsurance.
Anotheroptionistocreateapurelydigitalbusinesswithcompletelynewsystemsinastandalonesubsidiary…
…butthiscanresultinmanagementchallenges,channelconflicts,andcross-sellingdifficulties.
Insurerscouldoffernon-traditional,complementaryservices.
Swiss ResigmaNo6/2015 27
Source:SwissReEconomicResearch&Consulting.
Artificialintelligencecanenableandenhancethenewpossibilities,suchastheprovisionofpersonalisedclientservices.Forexamplein2014,USAAlaunchedapilotusingWatson’scognitivecomputingplatformtoadviseUSmilitarypersonnelonarangeofdecisions,includingjobsearches,moving,insurancebenefitsandsupportwhentheytransitiontocivilianlife.Theservicewasinitiallyweb-basedandrequiredmemberstotypeintheirquestions.ButasAIandvoicerecognitionimproves,membersmayeventuallybeabletohaveaconversationwithadigitalagent.64
Insurerscanenableaccesstonewer-agetechnologies,suchasplatformsforon-demandaccesstohealthcareandconsultationswithlicensedhealthpractitioners.65Theycouldexplorehomemobilityserviceslinkedtoroboticsandsimilarcapabilities.Exoskeletons–wearableroboticdevicesthatenableindividualswithinjuries(eg,spinalcorddamage)tostandupright,walk,turn,andclimbanddescendstairs–severalofwhicharebeingbuilttoday,couldbepartofaserviceallowingpeopletohaveahigherqualityoflifeastheyageorbecomedisabled.Adeviceofferedbystart-upReWalkisnowbeginningtobecoveredbyinsurers,andhopefullycanhelpinjuredworkersreturntogainfulemployment.66Insurerscanalsoconsiderpartnershipstoofferseniorcareproductslikeedgedetectiontechnology(imagingtechnologythathelpsspothomehazards,eg,steps,sharp-cornertables,etc.),indoornavigation,technologicalmattresspads,andhipprotection.67
Insurersarestillexploringhowtomonetisetheseinteractionsandrecoverthecostofservices,especiallyinprice-sensitivemarkets.Oneoptionisrevenuesharingarrangementswithexternalpartnerswhobundletheirofferingswithtraditionalinsuranceservices.Anotheristoworkwithemployers,sincetheytypicallyhavedeeperpockets.Forexample,GrandRounds,aBigDatadoctor-matchingservicefoundthatemployerswereopentopayfortheserviceaftertheyfoundthat
64USAA and IBM Join Forces to Serve Military Members,IBM,23July2014,http://www-03.ibm.com/press/us/en/pressrelease/44431.wss
65On-demandaccessplatformsincludeDoctoronDemand,HealthTap,FirstOpinion,Talkspace.OtherservicesincludewearableheadsetsthatslowtheeffectsofAlzheimer’s,andhelpingpeoplewholosemusclecontroluseconnectedproductsathomethroughbraincommands(developedbyEmotivandPhilips;seehttp://www.usa.philips.com/healthcare/innovation/research-and-exploration/als-mind-control).
66E.Micucci,“CommercialinsurancebeginsforReWalk”,WBJournal.com,23July2015,http://www.wbjournal.com/article/20150723/METROWEST01/150729971/commercial-insurance-begins-for-rewalk-with-spaulding-patient
67C.Tuohy,“Howtechnologycankeepgrandmaoutofthenursinghome”,insurancenewsnet.com,15June2015,http://insurancenewsnet.com/innarticle/2015/06/15/how-technology-can-keep-grandma-out-of-the-nursing-home.html
Figure 15 Possibletech-enabledproductandserviceofferingsopentoinsurers
Tailoredvalue
addedservices
Conciergeandotherassistanceservices
Accessphysiciansoutsidetheirarea
Chronicdiseasemanager
Vitalsignmonitoring/interventionservice
Hirebabysitters,petsitters
Platformtoconnectthedisabled
Mobilesecurity Edgedetection
technology
Secondopinions Preventative
consultations Discountcardsto
pharmacies
Findingahome Electronichealthvault Accessdoctor’snotes Automatedfinancial
planning
Familytracking “Assistivejogger”
contraptions Robotics
exoskeletons
Coreproducts
Current model Traditional
Life&Health
Just-in-timeinsurance No-medical-exam
Lifecycle-basedpolicies,basedonsocialmediaengines
Offline,non-digitaldeliverymodels
Nextgenerationofconnectedtechnology
Artificialintelligencetechnologycanbeusedtoprovideautomatedyetpersonalisedclientservices
Awiderangeofservicescouldbeprovidedaspartoftheoverallinsurancepackage.
Thesenewserviceswouldneedtobemonetised.
28 Swiss ResigmaNo6/2015
Strategic implications
better-chosentreatmentsoftensavemoney.68Insomecasesthecostofimplementationcouldbeoffsetbylowerinsurerpay-outs,asaUSSenatehearingin2015ontheuseoftechnologyinagingheard.Atthehearing,aparticipantestimatedthathesavedUSD327000onnursinghomeandhealthaideservicesforhis76-yearoldmother-in-lawoveratwo-and-a-halfyearperiod.HedidsobywiringherhomeforaninstallationcostofUSD2189andamonthlyfeeofUSD59.69
NextgenerationofITplatforms
ThedigitalagewillnecessitateanewviewofITarchitecture.Lifeinsurersneedtobuildcapabilitytoseamlesslybundleproductsandservices,anddeliverthemthroughamulti-channelfront-endthatoffersasingleviewofthecustomerandofhis/herexperienceacrossalltouchpointsintheinsurancevaluechain.Anintegrationengineshouldbeabletoviewthecustomerasa“clusterofone”andassesswhatcombinationofproductsandservicestopitch.Ideally,newpredictivemodelscanbebuilttoadviseonproductstopitchandevenberefinedautomatically.Suchtechnologyisalreadybeingdevelopedbystart-ups,someofwhichhavethefinancialbackingoflargeinsuranceplayers.70
Insurersshouldalsocreatealayerwhereacentralisedviewofthedataisstored.Thedatacouldcomefromcustomer’srecordsavailableinthepolicyadministrationsystem,socialmediaanddigitalfootprints,recentpurchases,GPSnavigation,dataonlikes,dislikesandeventsplannedetc.Thedatawillneedtobeanalysedasitstreamsintogenerateinferencesaboutnewsellingopportunities.Thesystemsshouldalsobecapableofdealingwithnewdatatypesfromsocialmedia,blogs,videos,audiosandlocationapps.
Harmonisingdatafromdisparatedatasourceshasprovenchallenging.Lifeinsurershavelongbeentryingtocreateasingleandcomplete360°viewofthecustomer,updatedinrealtime.71AccordingtoresearchfromSMA,35%ofinsurerssaytheyhaveassembledthatview,butonly8%canpresentitinreal-timetotheindividualsinteractingwithapolicyholder.Almosthalf(46%ofinsurers)donotyethavethesingleview.72Someinsurersareworkingwithestablishedtechnologyvendorstobuildthatcapability,whileothershavejoinedforceswithstart-upsfocussedondataharmonisationandplatformsthatuseAItoattempttodoso.73Incidentally,insurershavealsostruggledwithcreatingacomplete,masterversionofcustomers’contactinformation,andarelookingforinnovativesolutionstothischallengetoo.74
68J.Tozzi,“Start-upsthatgiveyouasecondopiniononcostly-surgery”,Bloomberg,20August2015.http://www.bloomberg.com/news/articles/2015-08-20/the-startups-that-give-you-a-second-opinion-on-costly-surgery
69C.Tuohyop.cit.70Forexample,NewYorkLifehasinvestedinastart-upthatisautomatingpredictivemodelcreation.
“ContextRelevantAnnounces$13.5MillioninSeriesB-1Funding”,Business Wire,25September2014,http://www.businesswire.com/news/home/20140925006190/en/Context-Relevant-Announces-13.5-Million-Series-B-1.TransAmericahasinvestedin0xdatawhoseproduct,H2O.ai,isanopensourcepredictiveanalyticsplatformfordatascientists.0xdata is now H2O.ai, Announces Production Customers including PayPal, Nielsen, and Cisco,H20.ai,17November2014,http://h2o.ai/news/2014-11-17-Press-Release/
71The360°viewisofacustomerisobtainedbyaggregatingdatafromthevarioustouchpointsthatacustomermayusetocontacttheinsurer,notjusttopurchasepoliciesbutalsotoaskforserviceandsupport.
72M.Breading,“SingleViewandtheCustomerExperienceinInsurance”,strategymeetsaction.com,9June2015,https://strategymeetsaction.com/news-and-events/sma-blog/single-view-and-the-customer-experience-in-insurance/
73Forexample,Tamr,astart-upinwhichMassMutualisaninvestor,aimsforaunifiedviewofthecustomerbyhelpingunifysiloed,fragmenteddatabasesacrossthefirm.SeeTamr Receives $25.2 Million in Financing from Hewlett Packard Ventures, Thomson Reuters, MassMutual Ventures and Others,Tamr,19June2015,http://www.tamr.com/tamr-receives-25-2-million-in-financing-from-hewlett-packard-ventures-thomson-reuters-massmutual-ventures-and-others/
74Forexample,AXAhasinvestedinEvercontact,afully-automatedcloudservicethatfindsandupdatescontactinformationirrespectiveofwhichchannelitcamefrom.Itdiscoversmissingcontactsinemails,allowsthemtobesharedwithcollaboratorsandkeepsCRMsandaddressbooksautomaticallyuptodate.SeeAXA Strategic Ventures invests in Evercontact,AXA,8April2015,http://www.axa.com/en/news/2015/axa-strategic-ventures-invests-in-evercontact.aspx
Forstarters,lifeinsurersneedtoreconfiguretheirtraditionalITarchitecture…
…toenableasingleandcentralisedviewoftheconsumeracrossalltouchpointsintheinsurancevaluechain.
Gettingtothesingleviewfromexistingdisparatedatasourcesandrepositoriesisnomeanfeat.
Swiss Re sigma No 6 /2015 29
Insurers as venture investors in Fin-Tech start-upsTo leverage innovation, insurers’ IT departments will need to acquire adaptive sourcing skills. Procurement teams have traditionally worked with a few well-known vendors, and have little experience of working with specialist start-ups. Some life insurers have begun exploring partnerships with smaller technology companies. Table 1 has some early examples of insurers partnering with – acquiring or investing in – such start-ups that could help them lead their own digital transformation. 75
Source: CB Insights, Swiss Re Economic Research & Consulting.
Sometimes non-insurance companies buy start-ups that could potentially be useful to insurers. For example in 2013 Climate Corp, a start-up focused on weather risk, was bought not by a large P&C insurer, but by the agricultural solutions company Monsanto, for USD 930 million.76
75 For more insight on investors in the insurance tech market, see “Insurance-Tech Start-ups Are Invading The Multi-Trillion Dollar Insurance Industry”, CB Insights, 5 June 2015, https://www.cbinsights.com/blog/insurance-tech-startups-investment-growth/
76 Monsanto to Acquire The Climate Corporation, Monsanto, 2 October 2013, http://news.monsanto.com/press-release/corporate/monsanto-acquire-climate-corporation-combination-provide-farmers-broad-suite. Subsequently in July 2015, Monsanto decided to focus only on the digital agriculture platform and sold the agriculture insurance business of Climate Corp. to AmTrust Financial. See The Climate Corp. Sells Crop Insurance Business to AmTrust Financial Services, Monsanto, 31 July 2015, http://news.monsanto.com/press-release/climate/climate-corporation-sells-crop-insurance-business-amtrust-financial-services-i
Some life insurers are partnering with start-ups to build their own data analytics and technology capabilities.
Table 1 Active venture investors in insurance technology enterprises
Theme Insurers and start-ups
Financing and investing platforms
USAA: Personal Capital, Coinbase, Prosper Marketplace Ping An: e-Toro, Payoneer, Lufax Axa: Widmee, Particeep, Fund Shop TransAmerica: Auxmoney, Next Capital MassMutual: IEX Group NorthWestern Mutual: Betterment, LearnVest
Next generation customer experience
American Family: Image Vision, Mobile Igniter, Shoutlet, Quietyme, Review Trackers, Moot Labs, Networked Insights
USAA: Expect Labs, Narrative Science, CafeX, Saffron Tech, MX Tech
Axa: Volunteer Spot, Evercontact MassMutual: Tamr
Value added services American Family: Abodo, Life360 USAA: Vast, Care.com, Cartera Commerce Ping An:Trafree, Mogoroom Axa: Easy Propreitaire, FLYR
Threat identification, data science, security
American Family: XOR Data, Airphrame, Wireless Registry, Zero Locus
USAA: ID.me Axa: Climate Secure TransAmerica: CipherCloud, H20.ai MassMutual: Recorded Future, Context Relevant New York Life: Skycure, AIG: K2 Intelligence, Algebraix Data
Health technologies Ping An:JMDNA, HealthcareCN, Rainbow Medical Axa: Limelight Health MassMutual: Picwell
There is competition for buying innovative risk-management start-ups.
30 Swiss ResigmaNo6/2015
Strategic implications
Newtalentstrategiestoembracetechnologyinnovation
Attractingandretainingtalentiskeytothesuccessofatechnology-drivenstrategy.Someinsurershaveplacedcertainhumanresourcesresponsibilitiesinthehandsofindividualbusinessunits,andothershavecentralisedthefunctionwithChiefInformationOfficers(CIO)orChiefDigitalOfficers(CDO).AccordingtoaGartnersurvey,9%ofinsurersalreadyhaveaCDO,77taskedwithdevelopingastrategicvisionofhowtechnologywilltransformthebusiness.Thestrategymayincludethecreationofanopen-innovationenvironmentthroughcollaboratingwithresearchinstitutionsandtechnologyvendors.
Insurersneedtorebrandthemselvesastechnologyemployersofchoice,especiallyfortheyoungergeneration.ITgraduatesmayhesitatetojoininsurersheavilydependentonmainframe-basedapplicationswrittenwitholderprogramminglanguages.Thus,partneringorbuyingmoretech-savvycompaniesmaybeanecessarypartofanewstrategy.Insurersalsoneedindustryexpertswhocantranslatetechnologyintoeffectiveuseacrosstheinsurancevaluechainandthismayneedtobedevelopedin-house.
Developingafuturetalentpoolwithskillsin"people-centereddesignprocess"78,datascienceandstart-upengagement,isalsocritical.InsurerslikeAXAhavesetupacceleratorprogramstoattractentrepreneurswithinterestingideas.79Aviva80andAllianz81run“hackathon”eventstoattracttechnologytalenttoinsurance-specificissues.AndMassMutualpartnerswithcolleges,hopingtoattractgraduateswithanaffinityfordatascience.82
InsurersarebringingtalentintoinnovationlabsandinternalA-teamsthatoperateoutsidethefourwallsofday-to-daybusiness.Theaimistoenablenewthinking,whileallowingfortheluxuryoffailure.Theteammemberscouldcomefromotherindustrieswhereinnovationisapre-requisite,soastobeunimpededbytraditionalinsuranceindustrythinkingandproblemsolving.Someinsurershavetakenthefirststepsinthisdirection.AvivabuiltitsfirstdigitalgarageinLondonin2014,andhasbroughttheideatoAsia.83ThisyearMetLifesetupadisruptiveinnovationlab,alsoinSingapore,tocreatenewbusinessmodelsinhealth,wealthandretirementservices.84
77Taming the Digital Dragon: The 2014 CIO Agenda,Gartner,2014,p5.https://www.gartner.com/imagesrv/cio/pdf/cio_agenda_insights2014.pdf
78ThisisatermusedbyGartner.Seehttp://www.gartner.com/smarterwithgartner/digital-humanisms-impact-on-customer-experience/
79AXA Launches Venture Capital Fund to Foster Entrepreneurial Discovery in Insurance and Financial Services, Improve Customer Experience,AXA,25February2015,https://us.axa.com/news/2015/axa-announces-venture-capital-fund-launch.html
80SeeAvivawebsite:http://www.aviva.co.uk/innovation/81SeeAllianzHackRiskappwebpage:http://hackrisk.bemyapp.com82NathanGolia,“HowMassMutualBuildsaDataSciencePipeline”,insurancetech.com,23October2014,
http://www.insurancetech.com/data-and-analytics/how-massmutual-builds-a-data-science-pipeline/d/d-id/1316902
83Aviva announces ‘Digital Garage’ in Singapore,Aviva,27July2015,http://www.aviva.com/media/news/item/aviva-announces-digital-garage-in-singapore-17510/
84“MetLifeLaunchesLumenLab–theFirst-of-its-KindInnovationCentreinSingapore,fortheLifeInsuranceIndustryinAsia”,businesswire.com,16July2015,http://www.businesswire.com/news/home/20150716005707/en/MetLife-Launches-LumenLab---First-of-its-Kind-Innovation-Centre
ManylifeinsurancecompaniesarehiringChiefDigitalOfficers.
Theindustryneedstorebrandtobeseenasanemployerofchoiceforyoungengineeringtalent.
Italsoneedstodevelopapipelineoftalentinotherspecialistareas.
Insurersaresettingupinnovationlabs,anddevelopingfast-fastiterativeapproachestoinnovation.
Swiss ResigmaNo6/2015 31
Newchallenges
Newtechnologypresentschallengesaswellasopportunities.First,thereareissuesarounddataprotectionandprivacyandhowthisisregulated.Second,insurerscouldcollaboratewith,orfacecompetitionfromnon-traditionalplayers(NTPs).
Usingdataresponsibly
Data protection and privacyInmonetisingthepotentialofdigitaltechnology,lifeinsurerscouldhaveproblemsfromdataprotectionandprivacy,cybersecurity,fraud,recordsretentionandauthentication.Personaldatacollectedbythirdpartiessuchasdataaggregatorsandretailershasbeenminedforcommercialpurposesformanyyears.Thishasbeenanacceptedpracticeinmanyindustries,butnotsofarbylifeinsurers.Eventhoughtherearenoexistinglegalrestrictions,lifeinsurershavebeenreluctanttoutilisethesedatabecauseofethicalconcernsthatitsusecouldbeviewedasoverlyinvasiveandthusposeareputationalrisk.85Intheabsenceofregulatoryguidanceondataprivacyinthedigitalage,thiscautiousapproachhasbeenprudent.
However,newregulationsarebeingdevelopedinmostcountries.Atthebeginningof2015,109countrieshaddataprivacylawsand,forthefirsttime,mostofthosecountries(56)wereoutsideEurope.86Thescopeofnationallaws,however,differconsiderably(seeFigure16).87Thereisadifferenceintheunderstandingofdataprivacyandthedurationthatthedatashouldbestored.IntheEU,forexample,citizenshavetherighttobeforgotten,anewconceptforUSandAsianinsurers.Thedifferencesraisecomplications,becauseofthelackofinternationalstandardsonconsistentuseandreportingofdatabylifeinsurersoperatingindifferentcountries.
Source:Data Protection Laws of the World Handbook,DLAPiper,2015.
85Consumerreactionstocommercialuseofpersonaldataarenotuncommon.Target,oneofthelargestretailersintheUS,quicklydiscoveredthatpracticesinfullcompliancewithallprivacylawscanmakeconsumersqueasy.See“HowTargetFiguredOutATeenGirlWasPregnantBeforeHerFatherDid”,Forbes,16February2012,http://www.forbes.com/sites/kashmirhill/2012/02/16/how-target-figured-out-a-teen-girl-was-pregnant-before-her-father-did/
86G.Greenleaf,Global Data Privacy Laws 2015:109 Countries, with European Laws Now a Minority,UniversityofNewSouthWales,FacultyofLaw.Report,30January2015availablefromSocialScienceResearchNetworkwebsite,http://ssrn.com/abstract=2603529
87Regulatorydevelopmentsinthefieldofdataprotectionaredynamic.ContactDLAPiper([email protected])forthemostupdatedversionofthedataprotectionregulationmap.
Thenewtechnologyanddataanalyticsalsopresentchallengesaswellasopportunities.
Amainchallengeisdataprotectionandprivacyand,todate,differingnationalregulationinthisarea.
Thingsarechangingwiththedevelopmentofdataprivacylawsinmanycountries,althoughthesestillvarywidelyinscope.
Figure 16 Overviewofdataprotectionlawsoftheworld
Heavy
Robust Moderate
Regulation&
enforcementLimited
Heat map of global regulation and enforcement
32 Swiss ResigmaNo6/2015
New challenges
Insurersaregrapplingwithanumberofotherdataprivacychallenges(seeTable2).Thefirstisaclashwiththeprincipleofdataminimisation.Ratherthanstorelimitedamountsofinternalstructureddata,BigDataresearchrequiresfirmstostoreasmuchdataastheycan.Itishardtoapplydataprotectionlawswithoutknowingthenatureofthedatabeingstoredandhowitoriginated.Afurtherissueisthatanindustrythathasprideditselfonworkingprimarilywithhigh-qualitydataisnowdrawingconclusionsfrommodelsbuiltonmessydata.
TheEUGeneralDataProtectionRegulation,expectedtobepublishedin2016,mayhaveastricterregulationontheuseof“pseudonymised”data.Pseudonymisationmeansreplacingoneorafewattributes(eg,name)byanothervalue(eg,randomlygeneratednumber).Anonymisationmeanstransformingpersonalinformationintodatathatcannolongerbeusedtoidentifyaperson.Despitepseudonymisation,thepersonmaybeabletobeidentifiedthroughleveragingotherinformation.Anonymisationismeanttobemoresecure.
Insurersoftenpseudonymisedatabyreplacingthenameofthepolicyholderwithanumberforcertaintypesoftrendanalysis.Initscurrentform,theDataProtectionRegulationisveryrestrictiveontheuseofpseudonymisationandinsurersmayneedtocarryouttheoneroustaskofreachingouttoindividualpolicyholdersforconsenttousedatabeforeperformingananalysis.88Finally,asinsurers’shareandpurchasedatafromexternalproviders,theywillfinditdifficulttotrackhowandwhythedatawasoriginallycollected.Thisinformationmaynotevenbeknowntothedataprovider.
Source:SwissReEconomicResearch&Consulting.
88Caution, Data Protection!,TopicsMagazineIssue1/2015,MunichRe,2015.
Thereareanumberofotherprivacyissues,suchastheclashbetweentheBigDatamindsetandthetraditionalprincipleofdataminimisation.
Further,regulationsaroundpseudonymisationaresettobetightenedup…
..andinsurersmayneedconsentfrompolicyholderstousedatabeforeperformingananalysis.
New world Old world Challenges faced by insurers
Shift in data initiatives
Correlation Causation Shift from rigid principle of causation
to correlation. Accuracy was key, now conclusions from messy data.
Pseudonymisation Anonymisation Re-identification risk. EU directive could restrict pseudonymisation; need to ask for consent.
Big Data (as much as possible) Data minimisation Fundamental tension on central data protection
tenet that data collection must be minimised.
Data sharing Data collection Challenges the principles of purpose limitation and transparency.
Table 2 Changingworldviewsondatacollection
Swiss ResigmaNo6/2015 33
Keeping consumers onsideAlso,lifeinsurerswillnotwanttoalienateconsumersthroughtheiruseoftechnologyanddataanalytics.Forexample,insomecountries,peoplemaybeuncomfortablewithinsurersusinginformationaboutthemstoredinthedigitaluniversetoformulateandmakeunsolicitedandpersonalisedoffersforcoverage.Thisseemstobemorethecaseindevelopedcountriesthanintheemergingmarkets.AsFigure17shows,a2013surveybyAccenturerevealedthatlifeinsuranceconsumersinemergingmarkets(China,BrazilandSouthAfrica)werelesshesitantthanthoseindevelopedmarketstoshareusageandbehaviourdatawithinsurersinreturnformoreoptimisedcoverage,pricingandpersonalisedproducts.89
Source:Accenture Consumer-Driven Innovation Survey: Playing to Win,Accenture,2013,SwissReEconomicResearch&Consulting.
Digital distribution and regulatory concerns Insurerswillneedtomonitorregulatoryconcernsarounddigitaldistribution,especiallyastheindustryisstilldealingwithissuesaroundmis-sellingoflifepoliciesandinadequateadvice.Forinstance,inanopinionpaperthisyear,theEuropeanInsuranceandOccupationalPensionsAuthority(EIOPA)saidthatwithrespecttosalesviatheinternetofinsuranceandpensionproducts,“sufficientadviceisnotalwaysprovidedortheinformationdisplayedisnotfairenough.”90TheEIOPAalsoobservedthatconsumersmaychooseaninsurancepolicybasedsolelyonthepriceoffered,ratherthanonmaterialdifferencesinquality.Anadditionalconcernisthatconsumersmayinadvertentlyenterintounsolicitedcontracts,giventhevariousoptionsandtick-boxfieldsthattheyneedtocomplete.Finally,itcouldbedifficultforregulatorstomonitordigitaltransactionsinrealtimeandgatherthenecessaryinformationtofulfiltheirsupervisorytasksatthenationallevel.
89Accentureinterviewed6135insurancepolicyholdersacross11countriesinJuly2013,intheautomotive,homeandlifesectors.ThedatainFigure17issourcedfromlifeinsuranceconsumerresponsestoQuestion18inAccenture’ssurvey,ie,“Wouldyoubecomfortableforyourinsuranceprovidertoaccessinformationonyourusage/behaviourinordertooptimizeyourinsurancecoverage&insurancepremium,aswellasofferyoumorepersonalizedproducts?”See Accenture Consumer-Driven Innovation Survey: Playing to Win,Accenture,2013,https://www.accenture.com/us-en/consumerdriveninnovation.aspx
90EIOPA Opinion on sales via the Internet of insurance and pension products,EuropeanInsuranceandOccupationalPensionsAuthority,BoS-14/198,28January2015.
Unsolicited,personalisedoffersofinsurancearenotalwayswelcome.
0
20
40
60
80
100
EmergingAdvancedEmergingAdvancedEmergingAdvanced
No
To optimise your coverage
To optimise your premium
To optimise your products
Depends on the information Yes
Figure 17 Consumerscomfortwithinsurersaccesstoinformationonusage/behaviour
Survey question:Wouldyoubecomfortableforyourinsuranceprovidertoaccessinformationonyourusage/behaviourinordertooptimiseyourinsurancecoverage&premium,aswellasofferyoumorepersonal-isedproducts?
Regulatorshaveraisedanumberofconcernsaboutdigitallysoldlifeinsuranceproducts.
34 Swiss ResigmaNo6/2015
New challenges
Insurersmayalsoneedtokeepabreastofregulationswithrespecttotheuseoftechnologyincross-bordertransactions.Cross-bordersellingisbecomingeasierwithnewtechnologybuttherecouldbephysicalrestrictions,suchasarequirementtohavecustomerssignapolicyinpersonratherthanbye-signatures.Also,insurersmaynotbeallowedtostorecertaintypesofdatainlocationsoutsidetheirhomejurisdictions.Thiscouldbearisingconcernintheageofcloudcomputing:whereexactlydoesthecloudsit?
Broader cyber risksCurrently,thecloudisnotabigpartofinsurers’technologystrategybecauseofsecurityissueswithcloudusage.However,muchofthedatageneratedfromwearables,forexample,willbestoredinthecloud.Toutilisecloud-storeddata,insurerswilleitherneedtoadapttheirtechnologystrategiestoacceptahigherriskthresholdorformulatemoresecurewaysofaccessing/storing/usingthedata.
Additionally,customersoftendependonthewisdomofthemanyratherthanthatofexperts.Tomanagethisrisk,insurerscandevelopsociallisteningtoolsanduseplatformsthatofferpeer-to-peerunderstandingofhowtheyhavefared.ForexampleintheUS,AmericanFamilyhasinvestedinReviewTrackers,asoftwarethathelpsmanagecustomeronlinereviews.Ittracks,generatesandanalysesconsumer-generatedreviewsonallmajorreviewsites,enablinginsurerstolistencloselyandrespondpromptlytowhattheircustomersaresayingonline.91
Assmartphonesandtabletsfindwidespreaduseamongemployeesandagents,theybecomemorevulnerabletocyberattacks.Anadditionalriskcomeswiththebring-your-own-device(BYOD)movement,wherebyemployeesarepermissionedtousetheirowndevicesforbusinesspurposes,alongsideusageforprivatematters.Lifeinsurersneedtocloselymonitortherisksposedbythesedeviceswithoutcompromisingdeviceperformanceinthefield.OneexampleisNewYorkLifewhichispartneringwithanIsraelimobilethreatdefencestart-up,Skycure,toprovideprotectionforits35000mobiledevices.Skycureleveragesmassiveamountsofcrowddatatohelppreventormitigateattacksonmobiledevices.92
91SeeAmericanFamilyVentures’portfolioonhttp://www.amfamventures.com/92Skycure Secures $8 Million Series An Investment From Shasta Ventures for Mobile Threat Defense,
Skycure,24May2015,https://www.skycure.com/pr/skycure-secures-8-million-series-a-investment-from-shasta-ventures-for-mobile-threat-defense/.Crowddatainthiscasewouldbe,forexample,publiclyavailableinformationonmobilephoneactivitywhichcouldbeusedtomonitorgeneralortargetedcyber-attacksonmobiledevices.
Therecouldbealsoberegulatorygreyareaswithrespecttocross-bordersales.
Insurerswillneedtofitcloudusageintotheirtechnologystrategy,fordatafrom,forexample,wearables.
Insurersaredevelopingsociallisteningskillstomanagereputationalriskonsocialmedia…
…andsecuritystrategiesfortheBYODdevicesthatemployeesfavour..
Swiss ResigmaNo6/2015 35
Anti-selectionOntheflipsideoftheinsurer-consumerrelationship,lifeinsurersaresusceptibletorisingrisksofanti-selection93(oradverseselection)asconsumersbuildmoreunderstandingoftheirownhealthstatuswiththedifferenthealthy-livingappsandhealthtestingdevicesavailableonthemarket.Withthespreadofgenetictesting,forexample,individualswhodiscovertheyareathigherriskofdisabilityordeathmaydisproportionatelyseektopurchaseinsurance,complicatingactuarialriskassessments.Theriskofanti-selectioncouldfurtherincreasegiventheanticipatedmoveofcontrolofpersonaldatafrombusinessestoindividualswiththeriseofaforementioneddatasharingplatformssuchasdigi.meandHumanAPI.94Thiscouldalsoraiseethicalquestions.Ifaninsurerdiscoversthatapolicyholderhasahighprobabilityoffacingmedicalcomplications,isthefirmdutyboundtoinformthepolicyholder.Whataretherisksofbeingwrong?Lifeinsurersarecurrentlydebatinghowtoapproachtheseissues.
Non-traditionalplayers:collaboratorsorcompetitors?
Non-insurancefirms,referredtohereasNTPs,couldbecollaborativepartnersorperhapscompetewithtraditionalinsurers.SomeNTPshaveaccesstohugeamountsofdataaboutindividualsgatheredfromconsumeruseofsmartphones,searchenginesandsocialmedia.Someareestablishedbrandnameswithlargeconsumerfollowings.TheNTPshavethepotentialtomonetisethedatatheyhaveonconsumersandtherebydisruptestablishedindustries.95
ThereareatleastfourareasoftheinsurancevaluechainwhereNTPscanhaveanimpact:Leadgeneration,datamonetisation,distributionanddirectunderwriting.UnderwritingiscurrentlyperceivedtobethemostchallengingtoNTPs.
93Theadverseimpactonaninsurerwhenrisksareselectedthathaveahigherchanceoflossthanthatreflectedintheapplicableinsurancerate.
94Notetoo,forexample,theEuropeancommissionisdraftingnewdataprotectionlegislationthatwillgiveconsumersmorerightstotheirdata.Publicationtargetis2016.
95Thisdiscussiononnon-traditionalplayersfocusesontheimpactoninsurersofinternetgiantsusingnewBig-Datatechnologies.Firmsinothersectors,however,suchastelecoms(particularlyintheemergingmarkets)andretailers,alsocanandalreadydoofferinsuranceservices.
Riskofanti-selectionduetogreaterconsumerknowledgeoftheirownhealthstatusisanotherconcernforinsurers.
NTPsarenon-insurancefirmsmakinganentryintotheprimaryinsurancemarket.
Theycanmakeanimpactinfourareas.
Table 3 RoleofNTPsintheinsurancevaluechain
Presence in the value chain Barriers to greater involvement
Lead generation Alreadyplayakeyrole(eg.AdWords) Allownewentrantsandsmallplayerswider
reachandabilitytocompete Insurersarekeycustomers
Dealwithinvestigationsintoanti-competitivepractices
Fearthatprivilegeddataaccessgivesunfairadvantageovercompetition
Monetisation of data Collaborativeratherthancompetitive. Hassignedpartnershipswithinsurerstomake
betteruseofsocialmedia
Dataprivacyconcerns Righttobeforgotten Falseprofilescreated
Distribution TakingfirststepsinP&C(eg.Alibaba,Overstock,GoogleCompare)
Lowpresenceinlifeinsuranceyet
Limiteduptake(stillsmallvolumes) Needforagencysupport Researchonline,purchaseoffline
Underwriting Unlikelytotakeonunderwritingrisk Businessmodelisthatofmiddlemen
Claimsdatanoteasilyaccessible Cannibaliseexistingbusinessmodel
Source:SwissReEconomicResearch&Consulting.
36 Swiss ResigmaNo6/2015
New challenges
NTPswhichoperatesearchandsocialmediaplatformsalreadyplayaroleinleadgenerationinbothlifeandP&Cinsurance.Theirtargetedadplatforms,amainfeatureoftheirbusinessmodel,provideinsurerswithavehicletoreachcustomersdirectly.NTPswillcontinuetogenerateleadsforinsurers,ascompetitivepressurespushinsurerstospendheavilyonadvertising.
NTPsandinsurerscouldmakefurtheruseofBigData.Insurersarebuildingcapabilitiestomakebetteruseofsocialmediaformarketingandtoengagewithconsumers.Forexample,theyhavepartnershipstoaccesstheskillsandknowledgeofFacebookanalyticsandinnovationexpertsinthemobilefield.96Innovativeproductsarebeingdesignedspecificallyforsocialmedia.AninsurerinAsiaPacificoffersusersfreelifeinsuranceforuptoUSD10000onFacebookforsixmonths.97And,socialmediaplatformsnowownfitness-trackingappswhichcouldbeofferedtopolicyholders.98Collaborationcouldopenupseveralopportunitiesasinsurersbecomeawareofcustomer’slifecyclechanges,andaccordinglyrecommendproductsandvalue-addedservices.
Thiscouldtouchunderwriting,alsoassocialmediadatacanbeusedforcross-checkingpurposes.Forexample,ifaconsumerapplyingforano-medical-exampolicyclaimstobeanon-smokerandthereissocialmediaevidencetocounterthat,theconsumercouldbereferredforamedicaltest.However,itwilllikelybeawhilebeforethispracticeisrealitygivenexistinglimitationsinsettinguptechnicalsystemsthatcananalysethedatainpicturesorvideoscurrentlyavailablefromdifferentsocialmediaplatforms,andindeterminingthecontextinwhichtextphrasesareused.99Astechnologyanddataanalyticsimprovethough,lifeinsurersmaywellinitiatepilotschemesinwhichtheymakeuseofsocialmediatopredictindividuals’riskprofiles.100Atthatpoint,NTPswillbeanimportantsupplierofinformationandplayamuchlarger(ie,potentiallydisruptive)roleintheinsurancevaluechainthantheydotoday.
NTPscanalsoimprovedistributionininsurance,whetherthroughonlinepricecomparisonsites(eg,GoogleCompare)orbydirectsellingfrome-commerceplatforms(Alibaba,Overstock).Inrecentyears,thesefirmshavelaunchedplatformsthroughwhichconsumerscanreceivelivequotes,pickcoverageandtakeoutapolicy.SofarthishasbeenrestrictedtotheP&Csector.Thereisnoevidenceofthesameinlifeinsurance,probablyduetothemorecomplexnatureoflifeproducts,butitcouldhappeninthefuture.AsNTPsincreasinglybecomeafirstpointofcontactforconsumers,theycouldexpandtheirinfluencebeyondpricecomparisontoalsointroducefeaturessuchaspeer-to-peerratingssystems,bywhichconsumerscanratelifeinsuranceprovidersonaspectssuchascustomerserviceandsatisfactionwiththeclaimsprocessingexperience.101Thiswillincreasethetransparencyoftheindustry,posinganewreputationmanagementchallenge.
96AXA announces a strategic partnership with Facebook to further develop its digital, social and mobile footprint in France and globally,AXA,11April2014,http://www.axa.co.uk/newsroom/2014/media-releases/axa-announces-a-strategic-partnership-with-facebook-to-further-develop-its-digital-social-and-mobile-footprint-in-france-and-globally/.
97M.Gray,“InsurergivesawayfreeinsuranceonFacebook”,Insurance Business New Zealand,8June2015.
98MovesisafitnessappownedbyFacebookthatcanbeusedbyVitalitymemberstotracktheirprogressandearnpoints.ForalistofappsanddevicesthatVitalitymemberscanchoosefrom,see:http://www.pruhealth.co.uk/vitality/partners/vitality-activity-tracking/.
99Digital Underwriting and Fulfilment, Latest Trends in Digital Underwriting,TheDigitalInsurerandSwissRe,2014,pp9-14,http://www.the-digital-insurer.com/exclusive-digital-underwriting-fulfilment-report-produced-digital-insurer-swiss-re/.
100In2015SocialIntelligence,aproviderofsocialmediariskassessmenttoolsanddata,beganofferingaSocialMediaRiskScoringsolutionforinsurers.See“SocialIntelligenceLaunchesSocialMediaRiskScoringforP&CInsurers”,Business Wire,22April2015,http://www.businesswire.com/news/home/20150422005849/en/Social-Intelligence-Launches-Social-Media-Risk-Scoring.
101AsGoogleCompareisalreadydoingintheP&Csector.SeeD.Jergler,“AgentSupport,RatingsAddedtoExpandingGoogleCompare”,Insurance Journal,5May2015.
NTPscanmakeuseoftheirproximitytocustomerstogenerateleads…
…andopendoorsthroughnewanalyticsandinnovationexperts.
NTPscouldbecomeamuchstrongerlinkinthedatasupplychain,andevenvalidatedataintheunderwritingprocess
DistributioninP&ChasalreadybeeninfiltratedbyNTPs,butthesameisnottrueinthelifesector…yet.
Swiss ResigmaNo6/2015 37
Peer-to-peerinsuranceandhybridmodelssuchasFriendsurance102areunlikelytodevelopasaviablealternativetotraditionallifeinsurance.Thesemodelsworkbestinhighlycommoditisedproductlines,suchasmotor.Lifeinsurancecontractsarefundamentallydifferentduetotheircomplexity,multi-yearnature,potentiallylargeclaimsandtheneedfordiversificationthroughasignificantnumberofcustomerstomaketheinsuranceviable.
NTPscouldalsoenterdirectunderwritinginlife,buttheyareunlikelytodosointhenearfuture.NTPs’maincompetitiveadvantageisaccesstodata,andexpertiseindataanalytics,whichcanhelpinunderwritingbutisprobablyinsufficientforaccuratepricingoflifeinsurancepolicies.Theycannoteasilymatchtheinsuranceindustry’sknowledgeofcausalitywithouttheclaimsdataandhealthinformationhistorythatinsurerspossess.Thus,NTPsarebestpositionedtohelpinsurersindistributionandsharetheprofitsofbetterriskselectionfromcustomersegmentation.
ThereisalsoaquestionofstrategicfitofunderwritingforNTPs.Theyhavebuiltplatformsthatallowthemtofunctionasmiddlemen,connectingbuyerswithsellersandmonetisingthatinteraction.Thisremainstheirdominantrevenuestream,whichtheymaybereluctanttounderminebygoingintonon-coreareas.Thefollowingtableoutlinestheexistingareasofinvolvementofafewcompaniesalreadyinvolvedintheinsurancemarketandtheirpotentialfutureroleininsurance.Theanalysisisbasedonpubliclyavailableinformationfrommediaarticles,journalsandcompanywebsites.
102Friendsurancehasdevelopedapeer-to-peerinsuranceconcept,whichrewardssmallgroupsofuserswithacash-backbonusattheendofeachyeartheyremainclaimless.Seehttp://www.friendsurance.com/.
Peer-to-peermodelswillnotbeviableinlifeinsurance.
NTPscouldgointodirectunderwritinginlifeinsurance,butareunlikelytodoso.
Theircompetitivestrengthistoactasdatabrokers,connectinginsurancebuyerswithsellers.
38 Swiss ResigmaNo6/2015
New challenges
Table 4 Non-traditionalplayersandtheircurrentandpotentialfutureinvolvementininsurance
Current role in insurance Potential future role in insurance
Google Playsakeyroleinleadgeneration.“Insurance”isoneofthemostexpensiveofallitskeywords.103PlaysroleinP&CdistributionthroughGoogleComparelaunchedintheUK(2012)andUS(2015).Nolifeinsurancesupportasyet.104
Couldenterthemarketwitharegulatedinsurerandleverageitssearchdataforimproveddistributionandunderwriting.
Facebook Offersinsurersdedicatedresources,includinginnovation&analyticsteamstodevelopbrandpresenceonFacebook,particularlymobile.105InsurershavebegunusingFacebookasadistributionchannel.Facebookhasalsoboughtafitness-trackingappstartup(Moves),whichinsurersmayrecommendtopolicyholders.106
Couldleveragegroupbuyingpower,especiallyforsimpletypesofinsurance.Overtimecouldgainaccesstoactivitydatafromthefitnesstrackingappsthatitowns.Hasbeguntoofferadstoconsumersbasedontheiractivitiesonother,non-Facebookonlineportals.107
Apple HealthKitisApple’sconnectedhealthhub.Collateshealthandfitnessdatafromvariousappsandprovidesuserswithanoverviewoftheirhealth.108
InsurerscouldsupportHealthKitandAppleWatchfordatacollectionandmaysubsidisetheWatch.Watchcouldbeusedforremotemonitoringofhealthormoreaccuratepricingoflifeandhealthinsurancerisks.
Amazon Amazonhasgooddataonactualandintendedpurchasingbehaviouronmillionsofcustomers.Smallpresenceinadvertisinghistorically,butisnowbuildinganadnetworkthatreachesontomanyothersites.109
Couldgiveinsurersdirectaccesstoinformationaboutindividuals’browsing,purchasing,andproductreviewhistories,butthiscurrentlyseemsunlikely.Instead,couldcreatetargetaudiences,e.g.peoplewhorecentlypurchasedorganichealthfoods.AninsurercouldthenuseAmazon’stechnologytobidfortheabilitytoshowadstoapersoninthatcategory.
Alibaba AntFinancial(affiliateofAlibaba)hassetupanonlineinsurer(ZhongAn),withTencent(asocialmediafirm)andPingAn.ZhongAnunderwritesrisksandalsomanagespolicies.110AlsohasZhaoCaiBao,apeer-to-peerplatformthatallowsSMEsandindividualsaccesstoloansanduniversallifeinsurance.
Itsintegratedplatformisakeycapability.Alipay(onlinepaymentplatform)tomoveintomedicalcareandpharmabyleveragingitsmobileplatformandenablinguserstoregisterforconsultations,monitorqueuesandconductpayments.Canselllowcostmicro-insurance.Distributioncostswouldbeminimal.111
Overstock Offersapricecomparisonserviceforautoandhomeownersinsurance,aswellascommercialpoliciesforsmallbusinesses.112
Seesinsuranceaspartofextendedofferings.Slowuptakeinthecourseoffirstninemonths.Onlyabletosellasmallnumberofpoliciesin2014.113
Source:SwissReEconomicResearch&Consulting.
103 L.Kim,“HowDoesGoogleMakeItsMoney:The20MostExpensiveKeywordsinGoogleAdWords”,wordStream.com,http://www.wordstream.com/articles/most-expensive-keywords
104 CBInsights“Google’sRisingInvestmentsandPartnershipsinInsuranceTech”,cbinsights.com,21October2015,https://www.cbinsights.com/blog/google-insurance-tech-investments/
105 AXAannouncesastrategicpartnershipwithFacebooktofurtherdevelopitsdigital,socialandmobilefootprintinFranceandglobally,AXA,11April2014,http://www.axa.co.uk/newsroom/2014/media-releases/axa-announces-a-strategic-partnership-with-facebook-to-further-develop-its-digital-social-and-mo-bile-footprint-in-france-and-globally/
106 MovesjoinsFacebook!,Moves,24April2014,https://www.moves-app.com/press107 MakingAdsBetterandGivingPeopleMoreControlOvertheAdsTheySee,Facebook,12June2014,http://newsroom.fb.com/news/2014/06/making-ads-
better-and-giving-people-more-control-over-the-ads-they-see/108 HealthKitallowsappsthatprovidehealthandfitnessservicestosharetheirdatawithApple’sHealthappandwitheachother.SeeHealthKithomepageon
https://developer.apple.com/healthkit/109 L.O’Reilly,“Amazonisworkingwiththeadvertisingindustrytomakealladsonthewebbetter”,BusinessInsider,24March2015,http://uk.businessinsider.
com/amazon-dan-wright-interview-ad-week-europe-2015-3?r=US&IR=T110 AsiaInsuranceReview“China:OnlineinsurerZhongAnraisesUS$935mln”,asiainsurancereview.com,12June2015,http://www.asiainsurancereview.com/
News/View-NewsLetter-Article?id=32985&Type=eDaily111 ForadetailedanalysisofAlibaba’sinvolvementininsurance,see:InsuranceandTechnologyInsight:TheEmergingRoleofEcosystemsinInsurance,Morgan
StanleyandBCG,23March2015,pp20-21,https://www.bcgperspectives.com/content/articles/insurance-technology-financial-institutions-disruptive-force-ecosystems/
112 ForanoverviewofOverstock’sinsuranceofferings,seehttp://www.overstock.com/insurance113 AccordingtoOverstock’sCEOPatrickByrne,itsecommerceplatformsoldonlyafewthousandpoliciesin2014,or“theequivalentofasmall-townbrokerage”.
SeeC.Dougherty,“InsuranceviaInternetIsSqueezingAgents”,NewYorkTimes,18January2015,http://www.nytimes.com/2015/01/19/technology/insurance-via-internet-is-squeezing-agents.html?ref=business&_r=2
Swiss ResigmaNo6/2015 39
Conclusion
Thelifeinsurancesectorissetforfundamentaltransformation,broughtaboutbytechnologicaladvancementsandnewdigitaldataanalytictechniques.Theimpactisexpectedtospantheentireinsurancevaluechainfromproductdevelopmentandunderwritingthroughtodistribution,servicesandclaims.Todate,thesectorhasbeenslowtoadoptnewtechnologies,butthisischanging.
Therapidspreadofinternet-enableddevicesanduniversalconnectivityhasresultedinachangeinconsumerbehaviourandexpectationsacrossallindustries,particularlyamongtheyoungergenerations(ie,futurecustomers).Thedigitalagehasalsobroughtanexplosionofheterogeneousdatafromdifferentsourcesandplatforms,whichissomethingthatlifeinsurerscanutilisetobroadentheirreachandalsopushtheboundsofinsurability.However,toharnessthepowerofdigitalcapabilitiestobeabletoidentifytrendsearly,gaininsightsintoconsumerpreferencesandmakeoperationsmoreefficient,theywillneedtoinvestinBigDataandpredictiveanalytics.
Technologywillfundamentallychangethebusinessofinsurance.Toremaincompetitiveinthedigitalage,lifeinsurerswillneedtoreconfiguretheirtraditionalITsystemsintoopeninnovationplatformsinordertoaccessthenewdatasources,obtainaunifiedviewofthecustomer,andofferaconsistentexperienceacrossconsumertouchpoints.Theywilldowelltokeeptrackofongoinginnovationbypartneringwithestablishedand/orstart-uptechnologyvendors,andtakelessonsfromhowotherindustriesmakeuseofthenewtoolsandemergingcapabilities.Importantly,insurersshouldalsofocusonsourcingspecialisttalent.
Newtechnologies,however,alsobringnewchallenges.Lifeinsurerswillneedtoimplementnewriskmanagementprocedures,importantlyaroundconsumerdataprotection.Theywillalsoneedtomonitorandadapttoregulatorychangeswithrespecttotheuseofdigitaldataandanalyticsinunderwriting.Theriseofnon-traditionalplayersisanotherdevelopmentlifeinsurersneedtorespondto.Thenewentrantspresentopportunitiesformutuallybeneficialpartnerships,buttheycouldalsoeventuallybecomedirectcompetitors.
Theentirelifeinsurancevaluechangewillbeimpactedbytechnologyanddataanalytics.
Thedigital-ageconsumerhasdifferentexpectations,whichlifeinsurerscancapitaliseon…
…byinvestinginafundamentalreworkoftheiroperatingandITsystems,andspecialisttalent.
Lifeinsurerswillalsoneedtoimplementnewriskmanagementprocedures,andrespondtotheriseofnon-traditionalindustryplayers.
40 Swiss ResigmaNo6/2015
Recentsigmapublications
2015 No1 Keepinghealthyinemergingmarkets:insurancecanhelp No2 Naturalcatastrophesandman-madedisastersin2014: convectiveandwinterstormsgeneratemostlosses No3 M&Aininsurance:startofanewwave? No4 Worldinsurancein2014:backtolife No5 Underinsuranceofpropertyrisks:closingthegap No6 Lifeinsuranceinthedigitalage:fundamentaltransformationahead
2014 No1 Naturalcatastrophesandman-madedisastersin2013:largelossesfromfloodsandhail;HaiyanhitsthePhilippines
No2 Digitaldistributionininsurance:aquietrevolution No3 Worldinsurancein2013:steeringtowardsrecovery No4 Liabilityclaimstrends:emergingrisksandreboundingeconomicdrivers No5 Howwillwecare?Findingsustainablelong-termcaresolutionsforanageingworld
2013 No1 Partneringforfoodsecurityinemergingmarkets No2 Naturalcatastrophesandman-madedisastersin2012: AyearofextremeweathereventsintheUS No3 Worldinsurance2012:Progressingonthelongandwindingroadtorecovery No4 Navigatingrecentdevelopmentsinmarineandairlineinsurance No5 Urbanisationinemergingmarkets:boonandbaneforinsurers No6 Lifeinsurance:focusingontheconsumer
2012 No1 Understandingprofitabilityinlifeinsurance No2 Naturalcatastrophesandman-madedisastersin2011: historiclossessurfacefromrecordearthquakesandfloods No3 Worldinsurancein2011:non-lifereadyfortake-off No4 Facingtheinterestratechallenge No5 Insuringever-evolvingcommercialrisks No6 Insuranceaccountingreform:aglasshalfemptyorhalffull?
2011 No1 Naturalcatastrophesandman-madedisastersin2010: ayearofdevastatingandcostlyevents No2 Worldinsurancein2010 No3 Stateinvolvementininsurancemarkets No4 Productinnovationinnon-lifeinsurancemarkets:wherelittle“i”meetsbig“I” No5 Insuranceinemergingmarkets:growthdriversandprofitability
2010 No1 Naturalcatastrophesandman-madedisastersin2009:catastrophesclaimfewervictims,insuredlossesfall
No2 Worldinsurancein2009:premiumsdipped,butindustrycapitalimproved No3 Regulatoryissuesininsurance No4 Theimpactofinflationoninsurers No5 Insuranceinvestmentinachallengingglobalenvironment No6 Microinsurance–riskprotectionfor4billionpeople
2009 No1 Scenarioanalysisininsurance No2 Naturalcatastrophesandman-madedisastersin2008:
NorthAmericaandAsiasufferheavylosses No3 Worldinsurancein2008:lifepremiumsfallintheindustrialisedcountries–strong
growthintheemergingeconomies No4 Theroleofindicesintransferringinsuranceriskstothecapitalmarkets No5 Commercialliability:achallengeforbusinessesandtheirinsurers
2008 No1 Naturalcatastrophesandman-madedisastersin2007:highlossesinEurope No2 Non-lifeclaimsreserving:improvingonastrategicchallenge No3 Worldinsurancein2007:emergingmarketsleadingtheway No4 Innovativewaysoffinancingretirement No5 Insuranceintheemergingmarkets:overviewandprospectsforIslamicinsurance
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