1 Financial Services Practice The Multichannel Imperative for Property and Casualty Carriers In Personal Lines
3 The Multichannel Imperative for Property and Casualty Carriers in Personal Lines 1 The Multichannel Imperative for Property and Casualty Carriers In Personal Lines Across industries, shopping behavior and expectations are evolving, as U.S. consumers turn to the Internet in increasing numbers to gather information and conduct transactions. While many consumers still value the opportunity for personal interaction, they also seek the convenience, simplicity and control provided by online offerings. As a result, many are taking a multichannel approach to shopping. A few property and casualty carriers have responded to this trend by adopting a direct distribution model, and as a result, have outperformed their competitors. To thrive in the new multichannel environment, these carriers will need to complement their direct channels by expanding the delivery of their products through physical locations. For their part, agency carriers have begun transforming their operating models, and pure agency-based delivery models are waning. These carriers will need to complete the transition to a distribution model that offers consumers the option to shop for and buy insurance through both direct and agency channels. As carriers continue their journey toward a multichannel offering, they must address a set of key questions: What is the right approach to acquiring customers online? How should they present call centers or agents as additional channels to online shoppers? How should they manage the economics of the new distribution model? What is the right approach to governance and achieving organizational alignment? How can the required IT capabilities be delivered with existing legacy systems? This paper provides a brief overview of recent trends in insurance shopping and how carriers are responding. It also outlines potential distribution models for carriers, the issues they must address in the short term to improve their direct distribution capabilities, and some of the questions they must consider to craft a winning long-term strategy.
4 2 The Multichannel Imperative for Property and Casualty Carriers in Personal Lines The Changing Landscape The Internet has dramatically transformed the behavior of insurance consumers. In 2003, less than 25 percent of auto insurance shoppers used the Internet to gather information. Today, that figure exceeds 80 percent, and two-thirds of quotes are delivered online (Exhibit 1). Evident across demographic and credit-risk segments, this trend has been rapidly expanding beyond auto insurance, primarily to home insurance (Exhibit 2). Consumers new expectations have been shaped by their experience shopping on sites such as Amazon.com and Expedia, as well as the sites of direct carriers that have led the way in the online channel such as GEICO and Progressive. As expectations have changed, three types of needs have emerged: 1. Consumers seek a shopping experience that offers them simplicity and control early in the process, so that they can assess their needs, gather information, compare quotes and seek referrals. 2. Consumers expect seamless and consistent access to their insurer during and after purchase, regardless of whether their initial contact point is
5 The Multichannel Imperative for Property and Casualty Carriers in Personal Lines 3 Exhibit 1 Auto insurance shoppers gathering information online Percent of respondents Annual online quotes Millions % p.a. +30% p.a Current 2004 Current Source: McKinsey Auto Insurance Buyers Survey, McKinsey CDJ Auto Insurance Survey, comscore Exhibit 2 Direct home insurance market growing rapidly Net written premium for personal homeowners insurance through online and call center $ Billion +12% p.a Customers across all credit-risk segments shop online for auto insurance Auto insurance shoppers by credit risk score 1 and carrier type Percent of shoppers Low score Medium score High score Percent of market Captive agent Multichannel/ Independent agent Direct 1 Credit risk score is correlated with, but not the same as, FICO score. Source: A.M. Best, Lexis Nexis 2009, McKinsey analysis
6 4 The Multichannel Imperative for Property and Casualty Carriers in Personal Lines online, a call center or an agent. For example, if consumers initiate a transaction online, they want the flexibility to complete it either by phone or in person with a representative who can access their information and apply the same quote. Similarly, they want the ability to make the same types of changes to their policies (such as adding family members or vehicles) regardless of which channel they use. 3. Despite the widespread use of the Internet, many insurance shoppers still value a personal relationship and advice during binding and appreciate having a representative available to provide help if needed. Different industries facing similar customer expectations have evolved along different paths. For instance, in the personal travel industry, most bookings have moved from the agent channel to the online channel. In contrast, retail banks have taken a multichannel approach. In addition to developing widely used online and mobile channels, banks have increased the opportunity for customers to conduct transactions and receive service via the phone and ATMs and have augmented their branch networks.
7 The Multichannel Imperative for Property and Casualty Carriers in Personal Lines 5 The Multichannel Imperative Which path should property and casualty carriers follow? Although in recent years early adopters of direct distribution have been successful in capturing the price-sensitive market, we believe that a multichannel model will ultimately be required to meet the needs of most insurance consumers. In the past decade, only 3 of the top 10 auto insurance carriers GEICO, Progressive and USAA have outperformed the market in terms of both growth and profitability. The common thread: all three were early adopters of direct distribution. However, despite the recent success of pure direct carriers, many insurance shoppers still prefer a personal connection. For example, approximately half of auto insurance policies are bound by agents. Moreover, some shoppers need the reassurance of seeing that a carrier has physical locations to become comfortable with online binding. GEICO, for example, has responded by opening and marketing physical storefronts. For agency carriers, the enduring need of some online shoppers to speak to an agent, or simply to be reassured that such access is available, creates an excep-
8 6 The Multichannel Imperative for Property and Casualty Carriers in Personal Lines tional advantage. Captive agency carriers, for instance, can position themselves to meet the needs of insurance consumers with call, click or visit access by complementing their presence in the local community with direct distribution capabilities. In defining their distribution model, carriers must first determine the level of multichannel access that they aspire to provide. The answer will largely depend on their starting point. Direct insurers must consider whether to open physical locations to broaden their appeal beyond self-directed shoppers. Carriers with captive agents must develop a model that allows them to target shoppers who value moving seamlessly across channels. Independent agent carriers must find a way to complement their independent agents proposition by offering distinctive online self-service options to their policyholders. To better meet the evolving needs of consumers, carriers should consider one of four multichannel distribution and service models: 1. Pure direct. Carriers with a pure direct play could choose to focus on strengthening their direct channels, serving customers exclusively through Web sites and call centers. This would typically entail either a low-cost offering that targets price-sensitive customers or a serviceoriented offering that targets customers who value a relationship with a quality carrier and do not need a local agent. 2. Direct with a select local presence. In addition to Web sites and call centers, carriers with a strong direct offering could open branches in a few strategic locations, as some leading players have already done. This would help to foster confidence among customers that value the presence of local branches. 3. Integrated captive and direct channels. Carriers could develop a fully integrated multichannel offering to target the less price-elastic segment that values face-to-face relationships but also demands the convenience of self-service. For carriers with a captive force, this would take the form of a seamlessly integrated multichannel model with consistent product, pricing and service across channels. 4. New independent channel model. In the independent channel, an innovative model could emerge in which carriers form integrated partnerships with selected independent agents (IAs). A carrier would drive traffic to IAs from its Web site or call center and offer its self-service
9 The Multichannel Imperative for Property and Casualty Carriers in Personal Lines 7 capabilities to policyholders online or via call centers, as well as provide back-end IT support to an IA s online channel. This model would provide a lifeline to IAs, who must adapt their customer acquisition and service strategies to accommodate customers increasing use of the Internet and growing demand for self-service. Traditional economic agreements between carriers and IAs would need to be revised to reflect this more integrated relationship.
10 8 The Multichannel Imperative for Property and Casualty Carriers in Personal Lines Winning the Multichannel Journey Regardless of their chosen degree of integration with captive or independent channels, carriers will need to achieve a step change in their direct distribution capabilities. For instance, traditional carriers capabilities in acquiring customers online have not kept up with that channel s growth. Direct carriers are up to 10 times more effective than other carriers at moving customers through the online acquisition funnel (Exhibit 3). Some agency carriers have recognized this gap and are addressing the right capabilities. However, in many cases, they are falling short of the best practices employed by the market leaders, inhibiting them from capturing the full impact of these capabilities. Exhibit 4 sets out the typical actions by agency carriers in six direct distribution capabilities, as well as the corresponding best practices of the market leaders. Agency carriers will need to raise their game in each of these categories.
11 The Multichannel Imperative for Property and Casualty Carriers in Personal Lines 9 Exhibit 3 Online quote initiation to policy purchase 2010 Percent Direct players have built effective online funnels 8 8 Agency carriers continue to struggle with online funnel effectiveness <1 Best in class Carrier 2 Carrier 3 Carrier 4 Carrier 5 Carrier 6 Carrier 7 Carrier 8 Other Source: ComScore data Exhibit Apply search engine optimization strategies Leverage social network in marketing strategy Increase marketing spend and effectiveness Update Web site and add online quote functionality Typical actions Limited links to Web site Higher emphasis on dotcom name versus auto insurance online quote Links to Facebook, Twitter Viral videos on YouTube Large spend across broad mix Focus on brand awareness over calls-to-action Online ability to quote/bind/close auto; limited policy-servicing capability Tedious quoting questionnaire Market leader actions Ranking in the top 5 in natural search for common search terms, e.g., car insurance Large active subscription on forum Immediate response to negative comments Detailed lifetime value model by segment Attraction of target segments to site Customized experience by segment Double-digit conversion of quotes started online into policies Double-digit cross-sell rates 5 Re-target quotes-not-taken Limited prioritization of quotes-not-taken Use of either call center or captive agents for re-targeting Real-time segmentation of leads by likelihood of conversion Tailored follow-up approach by segment 6 Integrate channels seamlessly Consistent product and pricing for quotes provided by agent, call center and Web site Agent name and contact information displayed online during quote process Intelligent routing of shopper to binding channel with highest conversion and retention Live chat or co-browsing with Web site and agent Seamless post-sales service at any channel regardless of point-of-purchase
12 10 The Multichannel Imperative for Property and Casualty Carriers in Personal Lines Exhibit 5 1 A multichannel strategy establishes product and service offerings across touch points and channels for target customers 3 Functional excellence encompasses capabilities required in core functions to support multichannel strategy MULTICHANNEL STRATEGY Functional excellence Crossfunctional coordination 4 Cross-function collaboration and coordination must be managed in multichannel environment 2 Detailed channel and cross-channel economics and lifetime value models form fact-based foundation to drive decisions Organization culture & governance CHANNEL ECONOMICS 5 Organization culture, structure, talent base and performance management practices must align with multichannel operating model While building direct capabilities will close the gap in the near term, carriers will need to establish five core multichannel components to succeed in the long term (Exhibit 5): 1. A multichannel strategy that establishes a product and service offering across touch points and channels for target customers. 2. Detailed channel and cross-channel economics and lifetime value models that provide a fact base for making decisions. 3. Functional excellence to ensure that core functions have the capabilities to support the multichannel strategy. 4. Cross-function collaboration and coordination to manage interdependencies among functions in a multichannel environment. 5. Organization culture, governance, talent and performance management that is aligned with the new multichannel operating model. As carriers work through these five core components, they must answer a number of difficult questions: What level of alignment for products, pricing and brand should they seek to achieve across channels?
13 The Multichannel Imperative for Property and Casualty Carriers in Personal Lines 11 What existing competitive advantages can they apply to win with a multichannel distribution model? What level of integration among channels should they offer in order to meet their customers need for a seamless shopping experience? How will the roles and functions of agents evolve, and how can carriers ensure harmony across channels? How will acquisition economics be affected as a result? How will they deliver services in a multichannel environment? What changes to organization structure and management processes will be required to foster a customer-centric culture and effective cross-functional collaboration? While it is clear that today s pure agency delivery model will change significantly, the sheer pace at which carriers must build direct capabilities and the complexity of creating a customer-centric, cross-functional organization will continue to present significant challenges for many. This market discontinuity, however, offers opportunities to carriers that can act decisively to adapt their operating models and secure their position in the new environment.
14 Contact For more information about this report, please contact: Devin McGranahan Director (412) Tanguy Catlin Principal (617) The authors would like to acknowledge the contributions of Ruxandra Tentis to this report.
16 Financial Services Practice September 2011 Designed by Hudspith Design Copyright McKinsey & Company
Financial Services Practice Agents of the Future: The Evolution of Property and Casualty Insurance Distribution Agents of the Future: The Evolution of Property and Casualty Insurance Distribution Introduction
A publication of s Financial Services Institute (FSI) How Retail Banks Can Thrive in a Disruptive, Mobile, Regulated World Contents Section Page 1. Point of view 2 2. Competitive intelligence 15 3. A framework
Advanced Industries Innovating automotive retail Journey towards a customer-centric, multiformat sales and service network Consider a few staggering facts about the changes in automotive retail In China,
Industry Strategy Guide North America Region Customer Service Strategies for the Insurance Industry Customer Service Strategies for the Insurance Industry Table of Contents 3 Introduction 4 The Key Challenges
A STRATEGY FOR FUTURE RETAIL Industry and Government delivering in partnership OCTOBER 2013 A STRATEGY FOR FUTURE RETAIL INDUSTRY AND GOVERNMENT DELIVERING IN PARTNERSHIP Contents Introduction and Summary
Non-life insurers are being left behind by the rapid changes in customer expectations. How can digital innovation help them to engage more closely with customers and what untapped commercial opportunities
Property and Casualty Insurance Re-imagined: 2025 How consumers, technology, and competition will radically transform Canada s Property and Casualty (P&C) sector over the next ten years Table of contents
Reinvent 2 Rethink, Refine, Reinvent 2 Rethink, Redefine, Reinvent Why rethink customer service? Consumers have become more diverse, more demanding and less loyal than ever. The problem of consumers switching
Statements on Management Accounting @ TITLE Understanding and Implementing Internet E-Commerce CREDITS This statement was approved for issuance as a Statement on Management Accounting by the Management
Transforming Payments from a Transaction Business to an Information Business A White Paper on Consumer Payments Innovation by Microsoft and FreedomPay Foreword by Consult Hyperion September 2013 Contents
Compliments of 2nd IBM Limited Edition Business Analytics in Retail Learn to: Put knowledge into action to drive higher sales Use advanced analytics for better response Tailor consumer shopping experiences
Retail Banking Insights Number 1 February 2014 The Future of U.S. Retail Banking Distribution Now in their seventies, the Stephens live in a suburb of New York City. For more than 30 years, they had their
Technology that matters Harnessing the technology wave in banking Using new technology to reshape your bank for the future Up to two thirds of the profitability uplift required to be a high performer of
CYBERSECURITY WORKFORCE DEVELOPMENT MATRIX RESOURCE GUIDE October 2011 CIO.GOV Workforce Development Matrix Resource Guide 1 Table of Contents Introduction & Purpose... 2 The Workforce Development Matrix
Voice of the annuities consumer Exploring innovative approaches to accelerate annuities market growth A research report by the Deloitte Center for Financial Services Voice of the annuities consumer About
white PapeR The Adult Learner: An Eduventures Perspective Who They Are, What They Want, and How to Reach Them Eduventures, a higher education research and consulting firm, has been closely tracking the
FORECAST The Executive Perspective Industry leaders predict what s ahead for sales and profi ts, information technology, customer service, human capital and more. By Jennifer C. Rankin 8 January 2015 RESOURCE
WHITEPAPER Get the Right People: 9 Critical Design Questions for Securing and Keeping the Best Hires Steven Hunt & Susan Van Klink Get the Right People: 9 Critical Design Questions for Securing and Keeping
The new digital tipping point Traditional banking is facing its steepest challenge in over a generation. We believe that a new tipping point has been reached, with digital at its fulcrum. www.pwc.com/digitaltippingpoint
Trends in Digital Retail: Engaging & Converting Through Personalization & Omnichannel Excellence A WBR Digital Whitepaper Presented in Conjunction with Sailthru, Criteo, & SOASTA Summer 2015 1 Trends in
A Forrester Consulting Thought Leadership Paper Commissioned By salesforce.com The Five Imperatives To Delivering Great Customer Service May 2013 Table Of Contents Executive Summary... 2 1. Customer Experiences
Exceptional customer experience White Paper Exceptional customer experience: How to turn customers into advocates Customer expectations have never been higher. Is your organization delivering the experiences
Connected Small Businesses How Australian small businesses are growing in the digital economy 2013 General use restriction This report is prepared for Google Australia. This report is not intended to and