Description
Mobile offers multiple opportunities for insurers. It allows them to interact with and service existing and new customers through an additional channel, design new product offerings, and manage internal operations more efficiently.
Mobile Insurance:
Are you well positioned for this
emerging channel?
Mobile offers multiple opportunities for insurers. It allows them to interact with and
service existing and new customers through an additional channel, design new
product offerings, and manage internal operations more ef?ciently. Many insurers
have started tapping the possibilities offered by this channel. For instance, 1st Guard
Corp., a truck insurance ?rm, leveraged the mobile channel to reach its ever-mobile
trucker customers. It launched an app, called Trucker1, which enabled independent
truckers to sign up for products while on the road, reducing cycle time by 10%-
20%.
i
Indian insurance ?rm ICICI Lombard has used the mobile channel to increase
productivity of its surveyors by 30-40%.
ii
The ?rm’s surveyors have been given
iPads which allow them to pull up case details, take pictures, tag these to various
categories, and complete the process remotely, enabling the ?rm to manage claims
more ef?ciently.
Even though most insurance companies have taken up multiple mobile initiatives
primarily through apps, our analysis of user ratings on apps stores suggests that
none are really seen by the market as “killer” apps. Most of these apps tend to have
limited features, are not well integrated into the insurer’s operations and product lines
and do not offer a seamless mulitchannel experience to the customer.
Insurance ?rms are now ready to move to the next level of maturity in the mobile
channel. However, they need to ensure that their efforts match customers’
expectations. In a recent cross-industry survey conducted in the US, only 39% of
insurance customers said that their providers cater to them in the digital channels
(SMS, email and mobile apps) the way they prefer - putting the insurance industry
behind the banking, mobile and cable industries.
iii
We believe that insurance ?rms
now need to consider seven key areas which will differentiate the winners from the
losers in the mobile space:
• De?ne clear objectives for the mobile channel upfront, which will help in planning
activity and assessing results.
• De?ne a sustainable app platform strategy which is adaptable to the fast evolving
mobile technologies.
• Integrate mobile within the product and multi-channel environment in order to
maximize bene?ts.
• Integrate mobile functionalities with operational and back-end processes to drive
operational ef?ciencies.
• Invest in app promotion, through various mediums, to increase usage and visibility.
• Adapt the organizational structure and governance model of the mobility unit
(central, local or local and central) to manage scalability and channel needs
effectively.
• Adapt to evolving mobile trends in order to provide new services.
2
Abstract
Today’s consumer environment is
rapidly changing and tech-savvy
consumers are already using the
Internet as a channel for engaging with
insurance ?rms. A growing number
of mobile customers are also now
engaging with insurers via the mobile
Web for policy administration, claims,
and bill pay
iv
. For instance, US based
?nancial services provider USAA saw
the usage of its mobile tools grow by
127% in 2011 versus 2010. During
this period, usage of its “Autocircle”
mobile insurance app spiked as more
consumers used it to shop, ?nance,
insure a new vehicle and even used it
for paying bills and reporting insurance
claims through their smart phone
v
. With
growth in smart phones
vi
and unlimited
data packages being important drivers
in the ubiquity of the mobile internet,
mobile insurance is now at a tipping
point for growth.
Insurance companies are leveraging
the inherent characteristics of mobile
devices to enable their customers
to access a variety of services
‘anytime and anywhere’ and are
also increasing the ef?ciency of their
processes. Insurance companies are
primarily using mobile as a distribution
and delivery channel, as a driver
of personalized services, and as a
product development channel.
Mobile as a distribution
and delivery channel
Mobile is being used both as a
medium to display information to
clients or prospects, and as an
additional channel enabling clients
and insurers to interact together.
Most of the apps developed are either
information oriented (providing alerts,
product information) or are contract
management oriented (allowing access
to account information, reporting a
claim), as illustrated in Figure 1.
Mobile insurance today
needs to be more focused
Such apps developed by insurers
transpose existing Internet services on
the mobile and their main value add is
about being “in the right place, at the
right time”. An example of an insurer
which has been successful in offering
these services to customers over
mobile is French ?nancial services giant
AXA. AXA developed a comprehensive
set of apps for each of its family of
products (car, home, health, etc.),
enabling customers to manage their
contracts, providing access to various
services and helping them to ?le
claims. These apps were customized
for multiple European countries in order
to have a consistent positioning across
markets. The AXA mobile project had
a strong executive-level sponsorship
and its key strategic priority to develop
multichannel contact points in mature
markets was de?ned upfront, providing
a foundation for success.
vii
Figure 1: Key functions offered by mobile apps of insurance companies
“Mobile as a
medium”
Information
“Mobile
as a client
relationship
channel”
• Instant access to information:
- Products information, possibly related to the purchase of a good (e.g. car)
- Sponsoring actions
- Prevention (e.g. health, alcohol, everyday life accidents, driving)
- Check-list and / or short summaries for key events (e.g. move, travel, health record)
- Various alerts (e.g. pollen, weather events, country risks)
• Simplifcation of contacts with insurers (e.g. call centres, branches)
• Access to information related to specifc needs:
- Partners network through location services (e.g. pharmacy, garages, care)
- Preventive information, various alerts, check-list, short summaries / reminders
• Access to insured personal information:
- Rights and guarantees
- Certi?cates
- Claims payment
- Health record or electronic safe
• Manage life insurance (e.g. monitoring of accounts and performance, arbitration)
• Report a claim directly through mobile or through a hotline
• Use support services when needed
Source: Capgemini Consulting analysis
Contract
management
3
While these apps help in building
brand awareness and enhancing
client satisfaction, they rarely
provide customers with a seamless
multichannel experience such as the
ability to buy and pay for insurance
from the mobile channel. In a recent
cross-industry survey conducted in the
US, only 39% of insurance customers
said that their providers cater to
them in the digital channels (SMS,
email and mobile apps) the way they
prefer, putting the insurance industry
behind the banking, mobile and cable
industries.
viii
(Refer Figure 2)
Mobile as a driver of
personalized solutions
Customer-facing mobile apps form
one part of the mobile strategy, but
insurance ?rms are also increasingly
using new technologies to improve
internal ef?ciencies and offer innovative
or customized products to customers.
Auto and health insurance companies
are using GPS and location-based
services to offer services in case of
accidents or emergencies. Humana
Inc.’s mobile app, MyHumana,
leverages location based search to look
for health care providers and to obtain
provider credentials, af?liations, phone
numbers, driving directions and maps.
Members can also use the app to
review drug prices and alternative drug
options.
ix
Aviva’s “RateMyDrive” app uses
GPS and smart phone telematics to
assess drivers’ risk pro?les. The app
allows drivers to have their ?rst 200
miles monitored for information on
acceleration, braking and cornering.
Drivers with low risk pro?les are eligible
for a premium discount
x
.
Mobile as a product
development channel
Insurance companies are gradually
exploring the possibility of using
mobile to sell insurance products to
customers. This might not be their
main focus at present, but it remains
an exciting possibility which would
have a direct impact on the top line.
In a survey conducted with insurance
providers across US, Germany,
Switzerland and Austria, the aim
of generating revenue from mobile
channels was rated least important as
compared with reducing operational
and claims costs and improving the
brand of the company. However, based
on further discussions, it was apparent
that this aspect of mobile channel was
not being completely ignored.
xi
Figure 2: Sector wise percentage of respondents who think service
providers use digital channels the way they prefer, US, December 2010
Source: Thunderhead survey conducted by YouGov, December 2010.
4
In a recent survey,
only 39% of insurance
customers said that
their providers cater
to them in the digital
channels (SMS, email
and mobile apps) they
prefer.
Aviva’s
“RateMyDrive” app
uses GPS and smart
phone telematics to
assess drivers’ risk
profiles. Low risk
profile drivers are
eligible for a premium
discount.
Insurance
Cable
Mobile
Banking
39%
45%
50%
54%
% of total respondents per industry agreeing to service providers
using digital channels the way they want
5
Our analysis shows
that insurance app
user ratings are
below banking, retail,
media, and energy,
utility and chemical
industry app ratings.
An example is Japanese P&C insurer
Tokio Marine Nichido. The ?rm’s app
was awarded the Asia Insurance
Technology award in 2011 for the best
mobile application in terms of customer
experience
xii
. The insurance ?rm tied
up with mobile carrier Docomo to
provide a series of innovative insurance
products named “One-Time Insurance”
which can be bought and paid for
by customers through its specialized
mobile app. By monitoring user activity
for a month, using location-based
services, the app provides users with
recommendations for certain lifestyle
insurances such as skiing insurance,
golf insurance, travel related insurance,
etc. As a result of this, it has been
successful in opening a new delivery
channel that did not con?ict with its
current agency channels.
While most insurers are now
recognizing this growing channel
and are responding to it in a “me-
too” manner by developing mobile
apps, they are still not sure about their
positioning on this channel, levels
of investment needed or returns to
be expected. Many apps have been
developed, yet our analysis of user
ratings on apps stores suggests that
none are really seen by the market
as a “killer” app - putting insurance
apps below banking, retail, media and
energy, utility and chemical industry
apps (Refer Figure 3).
In the following section we discuss a
range of best practices and strategies
which insurance companies can use to
optimize their mobile initiatives.
Figure 3: User ratings of apps across sectors
Note: Core Services=Customer service, M-commerce; Premium Services=Assistance Services; Buzz Services=Promotional Services
*Energy, Utility and Chemical
Source: Capgemini Consulting Analysis, June 2011
625,0
Rating numbers
/ month
Sectors
125,0
25,0
5,0
1,0
Buzz services
Core services
Premium services
Banking
Buzz services
Core services
Premium services
Insurance
Buzz services
Premium services
EUC*
Buzz services
Core services
Media
Buzz services
Core services
Premium services
Retail
How do you de?ne a
consistent mobile
positioning?
Insurers’ mobile offerings often fail
due to unclear objectives, incorrect
assessment of customer needs or
purely due to an inability to build and
track a business case. Firms can start
with a “me-too” strategy in the early
stages, but eventually a long-term
holistic approach will separate the
winners from the losers. In this section
we lay out seven areas that an insurer
should consider in order to realize
bene?ts from the mobile channel (See
Figure 4).
Define clear objectives for
the mobile channel
This is the starting point and its
importance cannot be overstressed.
Insurers should be clear about their
objectives for extending mobile
services to stakeholders. These can
be as varied as improving brand
value, customer experience, revenue
development, cost ef?ciency, or
managing risk. Apps created for
different objectives should have
6
Figure 4: Key consideration areas to realize benefits from the mobile
environment
Source: Capgemini Consulting analysis
different budget owners and key
performance indicators, to enable
successful monitoring of their progress.
A clear vision of the service type,target
group, and ways to calculate the
returns are key to assessing ef?ciency
and prioritizing efforts. Furthermore,
being clear on the objectives enables
insurers to set realistic targets,
measurable KPIs and a path to reach
these objectives successfully. We see
many insurers who are disappointed by
the results from their app development
efforts because they were not clear on
their objectives to begin with.
Define a sustainable app
platform strategy
The next step after de?ning the
objectives is to ensure that the
technical platform and architecture
selected are suitable to meet these
goals. As organizations look to de?ne
their mobile strategy, they need to
include technology, architecture,
scalability, time to market, and
Firms can start with
a “me-too” strategy
in the early stages,
but eventually a
long-term holistic
approach will
separate the winners
from the losers.
Define clear objectives for mobile
1
Define sustainable app platform strategy
2
Invest in apps promotion
Integrate mobile within
product and multi-channel
environment
5
3
Integrate mobile apps with
operational and back-offices
processes
4
Adapt global / local organization and governance
6
Adapt to mobile trends evolutions
7
• Browser based
• Website speci?cally
created for mobile
devices
• Embedded in the device
• App designed to run on
speci?c OS
• Enables delivery of cost
ef?cient mobile apps
• Native skin build once
7
Figure 5: Characteristics of Hybrid Web Native approach
+ =
Source: Capgemini Consulting analysis
In our opinion, the
hybrid web-native
approach combines
the best of breeds,
providing companies
with the flexibility
to choose from
HTML5 or a native
approach. It is also
more cost efficient.
governance. Insurers need to make
a quick analysis upfront to balance
developmental and operational costs
with scalability and quality of interaction
with customers.
Mobile technology is continuously
evolving. Historically, it evolved from
pure mobile web to pure native apps,
and now the need for common
standards is pushing towards a hybrid
development methodology, allowing
apps to be developed independent
of the underlying mobile platforms by
using technologies such as HTML5.
In our opinion, the hybrid web-native
approach combines the best of breeds,
providing companies with the ?exibility
to choose from HTML5 or a native
approach. It is also more cost ef?cient
(See Figure 5).
Integrate mobile within the
product and multi-channel
environment
Customers use different channels
to contact a network. The presence
of multiple networks, channels,
products and processes makes the
insurance customer relationship model
particularly complex. In this scenario,
mobile can play an important role either
by being (i) a distinct contact channel
in addition to existing ones or (ii) a
layer between the customer and the
contact channels, routing the customer
according to his need. For instance
Tokio Marine Nichido, mentioned
earlier, used the mobile channel to
create an additional distinct channel.
However, many other insurance apps
allow customers to browse product
information but ultimately route the
customer to a call center agent to
complete the buying process.
Integrate mobile apps with
operational and back-
office processes
In order to have a seamless customer
experience and to optimize operations,
it is essential for insurers to have real-
time integration of data ?ow between
clients, operations and back-of?ce
processes. The possibility of receiving
responses to their queries within
minutes and quick resolution helps
in establishing credibility and faith
with the customer. Apart from internal
processes, this could be replicated
for providing location-based data and
services to customers.
For instance US-based Progressive
Insurance, in order to tackle rising
process inef?ciencies, invested in
mobile technology to streamline its
claims processes and boost customer
satisfaction. Its ?eld agents were then
able to perform up to 20 different
transactions in the ?eld on a single site
visit, reducing inef?ciencies. The return
on investment (ROI) from technology
investments was positive, allowing
Progressive to grow much faster than
Pure Mobile Web Hybrid Web Native
Pure Native
Application
the rest of the auto insurance industry
at pro?t margins of 8%.
xiii
ICICI Lombard, in India, has also
been able to use its mobility initiative
to integrate back-end systems with
operational processes to drive up
workforce productivity and improve
customer service (See Figure 6). When
accidents occur, customers can take
pictures and share those with the
ICICI datacenter, where a surveyor
assesses damage and decides whether
to initiate a claim process or go for a
closer inspection. This leads to reduced
response time for claims. For agents,
a quote app, which connects to the
back-end system and provides instant
error-free premium amounts, leads to
better customer service. Surveyors at
ICICI are also given iPads which lets
them pull up case details, take pictures,
tag these to various categories, and
complete the process remotely,
8
At ICICI Lombard,
surveyors are given
iPads which allows
them to pull up case
details, take pictures,
tag these to various
categories and
complete the process
remotely - increasing
their productivity by
30-40%
Analysis shows that getting an app to the top
25 category is the key to break even, and the
promotion budget should be at least twice as big
as the development one.
Figure 6: ICICI Lombard’s mobile offering value chain
Source: “ICICI Lombard General Insurance Boosts User Experience with Mobile App”,
Computerworld, August 2012
increasing productivity of surveyors by
30-40%.
xiv
Invest in Apps promotion
With an increasing number of apps
being introduced, it remains a big
challenge to ensure effective apps
promotion. Analysis shows that getting
an app to the top 25 category is the
key to break even, and the promotion
budget should be at least twice as big
as the development one
xv
.
Very often apps are hard to ?nd due to
inef?cient referencing on app stores,
limited visibility of the apps on most
insurers’ websites, and poor use of
social media to promote them. In order
to enhance visibility, marketing of apps
should comprise a mix of traditional
media, web media and mobile Internet.
Customers take pictures
of damaged vehicles and
share them with ICICI
Surveyor assesses damage
and starts claim process
Agents access quote apps
Back-end systems share
error-free premium mounts
instantly
Surveyor accesses case
details and take pictures
Complete the entire
workflow remotely
Reduced response time
for claims process
Improved productivity and
customer service
Increased workflow
productivity
Figure 7: Organizational scenarios to manage mobile ecosystems
Source: Capgemini Consulting analysis
As well as these external activities,
apps should also be promoted
within the company, in particular
within the Marketing and Distribution
departments, in order to make sure
those apps are included in the value
proposition showcased to clients and
that they are promoted by salespeople
at the time a sale is made. This is
critical to improve apps usage by
customers.
Adapt organization
structure and governance
model
As insurers introduce mobility in
various business functions, it becomes
essential for them to have a structured
approach towards design, development
and maintenance of mobility projects.
In order to achieve a scalable mobile
strategy that caters effectively to the
needs of various business verticals
and consumer segments, ?rms can
deploy local mobile development units,
a centralized development unit catering
to the entire ?rm, or a mix of both
based on their situation (See Figure
7). The decision would be in?uenced
by factors such as the ?rm’s current
organization structure, goals from the
mobile channel, company culture, etc.
Firms should also periodically re-visit
their organizational and governance
structure and re-structure as needed.
Adapt to evolving mobile
trends
With constant evolution of technology,
it becomes imperative for insurers to
keep abreast of latest mobile trends in
order to provide innovative solutions to
clients.
9
Pros:
Buy-in from local entities /
innovation process in the hand
of local entities
Pros:
Enables development of a
common image on mobile apps
stores, accelerates learning.
Pros:
Active local participation along
with knowledge sharing with
other entities
Local Development:
Development of apps by local
entities, based on common
guidelines
Central Development:
Central development of a set of apps
that can be adapted/launched by
every local entity according to its
needs / priority
Local & Central Development:
Local entities pick-up apps according
to their needs in an “AppStore”
where both apps developed locally
and centrally are stored
Cons:
No coordinated impact on the
market and multiplication of
development costs.
Cons:
Development and maintenance of
many apps / buy-in of local entities
that have not designed apps
Cons:
Can be costly; duplication of
efforts and apps
New technologies such as GPS, mobile payments, NFC, mobile scanning provide opportunities for insurers to introduce new
mobile products and services (See Figure 8).
Similarly, insurers need to keep pace with the rapid changes in the mobile devices market where different types of models
(phones, notebooks) and versions of operating systems are released rapidly. For instance, US-based State Farm has in-house
innovation groups which monitor the technology landscape to identify emerging trends. The ?rm also runs innovation challenges to
develop new products and therefore launched iPad apps in January 2011, just a few months after the tablet was introduced in the
market
xvii
. While keeping track of rapidly changing technology can be a challenge, knowledge of evolving mobile technologies is
the only way ?rms can ensure that their innovation efforts remain in line with the environment.
There is no denying the importance of the mobile channel for insurance companies in the coming years. Insurers have to optimize
multiple areas of their mobile ecosystem in order to move up the maturity curve and maximize returns from the mobile channel.
Currently, the value from this channel is being derived from intangibles such as better service to customers and agents, ease of
use, and faster access to information. As the channel matures, the next step would be for ?rms to measure the tangible returns in
terms of revenue growth and cost savings from this channel.
Figure 8: New mobile technologies and related opportunities for insurers
Source: Capgemini Consulting analysis
*The “Internet of Things” refers to uniquely identi?able objects (things) and their virtual representations in an Internet-like structure.
Conclusion
10
object recognition
Instant quotation
Risks related information display (e.g. car crash statistics)
Streamlined claims processes
GPS & location-based
services
Location / event based insurance products (ex: authorized auto repair businesses)
Insurance offerings related to mobility
Mobile Payments &
Near Field
Transaction based insurance products
Insurance directly linked to purchasing of goods
Distant activation of contracts / guarantees
Home automation /
Internet of Things* /
Smart grids
Transaction based insurance
Risk / premium reduction due to prevention
Mobile scanning
Instant selling of products
Access to information and downloads
Scanning of goods kept in an electronic safebox/ home inventory
Simpli?cation of contract / claims management
New technologies Opportunities
Communication (NFC)
Enhanced reality /
object recognition
11
1 Native apps are specifically designed to run on a mobile operating system and machine firmware. Native apps are optimized for a
specific operating system and need to be re-developed for different operating systems. They provide the best functionality set but
increase time to market due to redevelopment needed for multiple platforms.
2 In the Hybrid approach, the native skin is built once and business functionality is realized on the Web side through HTML5, reducing
time to market considerably.
i “Insurers need to plan to manage application mania”, Insurance Networking, December 2010.
ii “ICICI Lombard General Insurance Boosts User Experience with Mobile App”, Computerworld, August 2012
iii Thunderhead survey conducted by YouGov, December 2010
iv “Seizing Insurance’s Mobile Opportunity”, Forrester, October 2009
v “USAA Mobile App Usage Soars”, Insurance Networking News, February 1, 2012
vi Global smartphone unit sales are expected to grow 25% from 472m in 2011 to 630m in 2012 and expected to reach close to 1bn by
2012, (Source: “Amazing Growth of Smartphones and Apps”, www.brightsideofnews.com article, August 2012)
vii Capgemini Consulting analysis
viii Thunderhead survey conducted by YouGov, December 2010
ix “MyHumana Mobile App Wins “People’s Choice” as Favorite Smart Phone or Tablet App, 2012 American Business Awards”,
BusinessWire, October 2012.
x “What Revived Telematics in the UK?”, Insurance & Tech, Aug 2012
xi “Mobile Insurance Applications: State of the Art and Guidelines”, I-Lab Whitepaper (ETH Zurich and University of St. Gallen), 2011
xii Best Mobile Application 2011 – Asia Insurance Technology Awards 2011, Celent (http://www.celent.com/node/30188)
xiii “Progressive Insurance – Creating Value Via Mobile Field Service”, ebsKnowledge
xiv “ICICI Lombard General Insurance Boosts User Experience with Mobile App”, Computerworld, August 2012
xv Ad4Screen analysis
xvi “Fact or Fiction? 4 Mobile Development Myths Busted”, Insurance & Technology, June 2012
Notes
References
Rightshore
®
is a trademark belonging to Capgemini
Capgemini Consulting is the global strategy and transformation
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Contacts
Author
Netherlands
Marien van Riessen
[email protected]
UK
Alan Walker
[email protected]
Sweden
Krister Rydmark
[email protected]
Global
Xavier Benoist-Lucy
[email protected]
Jean Coumaros
[email protected]
Italy
Roberto Manini
[email protected]
France
Xavier Cangardel
[email protected]
Spain
Christophe Mario
[email protected]
Belgium
Robert van der Eijk
[email protected]
China
David Giblas
[email protected]
US
Seamus McMahon
[email protected]
DACH
Volker Gerlach
[email protected]
Bertrand Dimont
Principal, Financial Services
[email protected]
The author would also like to acknowledge the contributions of Jerome Buvat, Swati Nigam and Ashish Bisht from the Digital Transformation
Research Institute of Capgemini Consulting.
doc_503037478.pdf
Mobile offers multiple opportunities for insurers. It allows them to interact with and service existing and new customers through an additional channel, design new product offerings, and manage internal operations more efficiently.
Mobile Insurance:
Are you well positioned for this
emerging channel?
Mobile offers multiple opportunities for insurers. It allows them to interact with and
service existing and new customers through an additional channel, design new
product offerings, and manage internal operations more ef?ciently. Many insurers
have started tapping the possibilities offered by this channel. For instance, 1st Guard
Corp., a truck insurance ?rm, leveraged the mobile channel to reach its ever-mobile
trucker customers. It launched an app, called Trucker1, which enabled independent
truckers to sign up for products while on the road, reducing cycle time by 10%-
20%.
i
Indian insurance ?rm ICICI Lombard has used the mobile channel to increase
productivity of its surveyors by 30-40%.
ii
The ?rm’s surveyors have been given
iPads which allow them to pull up case details, take pictures, tag these to various
categories, and complete the process remotely, enabling the ?rm to manage claims
more ef?ciently.
Even though most insurance companies have taken up multiple mobile initiatives
primarily through apps, our analysis of user ratings on apps stores suggests that
none are really seen by the market as “killer” apps. Most of these apps tend to have
limited features, are not well integrated into the insurer’s operations and product lines
and do not offer a seamless mulitchannel experience to the customer.
Insurance ?rms are now ready to move to the next level of maturity in the mobile
channel. However, they need to ensure that their efforts match customers’
expectations. In a recent cross-industry survey conducted in the US, only 39% of
insurance customers said that their providers cater to them in the digital channels
(SMS, email and mobile apps) the way they prefer - putting the insurance industry
behind the banking, mobile and cable industries.
iii
We believe that insurance ?rms
now need to consider seven key areas which will differentiate the winners from the
losers in the mobile space:
• De?ne clear objectives for the mobile channel upfront, which will help in planning
activity and assessing results.
• De?ne a sustainable app platform strategy which is adaptable to the fast evolving
mobile technologies.
• Integrate mobile within the product and multi-channel environment in order to
maximize bene?ts.
• Integrate mobile functionalities with operational and back-end processes to drive
operational ef?ciencies.
• Invest in app promotion, through various mediums, to increase usage and visibility.
• Adapt the organizational structure and governance model of the mobility unit
(central, local or local and central) to manage scalability and channel needs
effectively.
• Adapt to evolving mobile trends in order to provide new services.
2
Abstract
Today’s consumer environment is
rapidly changing and tech-savvy
consumers are already using the
Internet as a channel for engaging with
insurance ?rms. A growing number
of mobile customers are also now
engaging with insurers via the mobile
Web for policy administration, claims,
and bill pay
iv
. For instance, US based
?nancial services provider USAA saw
the usage of its mobile tools grow by
127% in 2011 versus 2010. During
this period, usage of its “Autocircle”
mobile insurance app spiked as more
consumers used it to shop, ?nance,
insure a new vehicle and even used it
for paying bills and reporting insurance
claims through their smart phone
v
. With
growth in smart phones
vi
and unlimited
data packages being important drivers
in the ubiquity of the mobile internet,
mobile insurance is now at a tipping
point for growth.
Insurance companies are leveraging
the inherent characteristics of mobile
devices to enable their customers
to access a variety of services
‘anytime and anywhere’ and are
also increasing the ef?ciency of their
processes. Insurance companies are
primarily using mobile as a distribution
and delivery channel, as a driver
of personalized services, and as a
product development channel.
Mobile as a distribution
and delivery channel
Mobile is being used both as a
medium to display information to
clients or prospects, and as an
additional channel enabling clients
and insurers to interact together.
Most of the apps developed are either
information oriented (providing alerts,
product information) or are contract
management oriented (allowing access
to account information, reporting a
claim), as illustrated in Figure 1.
Mobile insurance today
needs to be more focused
Such apps developed by insurers
transpose existing Internet services on
the mobile and their main value add is
about being “in the right place, at the
right time”. An example of an insurer
which has been successful in offering
these services to customers over
mobile is French ?nancial services giant
AXA. AXA developed a comprehensive
set of apps for each of its family of
products (car, home, health, etc.),
enabling customers to manage their
contracts, providing access to various
services and helping them to ?le
claims. These apps were customized
for multiple European countries in order
to have a consistent positioning across
markets. The AXA mobile project had
a strong executive-level sponsorship
and its key strategic priority to develop
multichannel contact points in mature
markets was de?ned upfront, providing
a foundation for success.
vii
Figure 1: Key functions offered by mobile apps of insurance companies
“Mobile as a
medium”
Information
“Mobile
as a client
relationship
channel”
• Instant access to information:
- Products information, possibly related to the purchase of a good (e.g. car)
- Sponsoring actions
- Prevention (e.g. health, alcohol, everyday life accidents, driving)
- Check-list and / or short summaries for key events (e.g. move, travel, health record)
- Various alerts (e.g. pollen, weather events, country risks)
• Simplifcation of contacts with insurers (e.g. call centres, branches)
• Access to information related to specifc needs:
- Partners network through location services (e.g. pharmacy, garages, care)
- Preventive information, various alerts, check-list, short summaries / reminders
• Access to insured personal information:
- Rights and guarantees
- Certi?cates
- Claims payment
- Health record or electronic safe
• Manage life insurance (e.g. monitoring of accounts and performance, arbitration)
• Report a claim directly through mobile or through a hotline
• Use support services when needed
Source: Capgemini Consulting analysis
Contract
management
3
While these apps help in building
brand awareness and enhancing
client satisfaction, they rarely
provide customers with a seamless
multichannel experience such as the
ability to buy and pay for insurance
from the mobile channel. In a recent
cross-industry survey conducted in the
US, only 39% of insurance customers
said that their providers cater to
them in the digital channels (SMS,
email and mobile apps) the way they
prefer, putting the insurance industry
behind the banking, mobile and cable
industries.
viii
(Refer Figure 2)
Mobile as a driver of
personalized solutions
Customer-facing mobile apps form
one part of the mobile strategy, but
insurance ?rms are also increasingly
using new technologies to improve
internal ef?ciencies and offer innovative
or customized products to customers.
Auto and health insurance companies
are using GPS and location-based
services to offer services in case of
accidents or emergencies. Humana
Inc.’s mobile app, MyHumana,
leverages location based search to look
for health care providers and to obtain
provider credentials, af?liations, phone
numbers, driving directions and maps.
Members can also use the app to
review drug prices and alternative drug
options.
ix
Aviva’s “RateMyDrive” app uses
GPS and smart phone telematics to
assess drivers’ risk pro?les. The app
allows drivers to have their ?rst 200
miles monitored for information on
acceleration, braking and cornering.
Drivers with low risk pro?les are eligible
for a premium discount
x
.
Mobile as a product
development channel
Insurance companies are gradually
exploring the possibility of using
mobile to sell insurance products to
customers. This might not be their
main focus at present, but it remains
an exciting possibility which would
have a direct impact on the top line.
In a survey conducted with insurance
providers across US, Germany,
Switzerland and Austria, the aim
of generating revenue from mobile
channels was rated least important as
compared with reducing operational
and claims costs and improving the
brand of the company. However, based
on further discussions, it was apparent
that this aspect of mobile channel was
not being completely ignored.
xi
Figure 2: Sector wise percentage of respondents who think service
providers use digital channels the way they prefer, US, December 2010
Source: Thunderhead survey conducted by YouGov, December 2010.
4
In a recent survey,
only 39% of insurance
customers said that
their providers cater
to them in the digital
channels (SMS, email
and mobile apps) they
prefer.
Aviva’s
“RateMyDrive” app
uses GPS and smart
phone telematics to
assess drivers’ risk
profiles. Low risk
profile drivers are
eligible for a premium
discount.
Insurance
Cable
Mobile
Banking
39%
45%
50%
54%
% of total respondents per industry agreeing to service providers
using digital channels the way they want
5
Our analysis shows
that insurance app
user ratings are
below banking, retail,
media, and energy,
utility and chemical
industry app ratings.
An example is Japanese P&C insurer
Tokio Marine Nichido. The ?rm’s app
was awarded the Asia Insurance
Technology award in 2011 for the best
mobile application in terms of customer
experience
xii
. The insurance ?rm tied
up with mobile carrier Docomo to
provide a series of innovative insurance
products named “One-Time Insurance”
which can be bought and paid for
by customers through its specialized
mobile app. By monitoring user activity
for a month, using location-based
services, the app provides users with
recommendations for certain lifestyle
insurances such as skiing insurance,
golf insurance, travel related insurance,
etc. As a result of this, it has been
successful in opening a new delivery
channel that did not con?ict with its
current agency channels.
While most insurers are now
recognizing this growing channel
and are responding to it in a “me-
too” manner by developing mobile
apps, they are still not sure about their
positioning on this channel, levels
of investment needed or returns to
be expected. Many apps have been
developed, yet our analysis of user
ratings on apps stores suggests that
none are really seen by the market
as a “killer” app - putting insurance
apps below banking, retail, media and
energy, utility and chemical industry
apps (Refer Figure 3).
In the following section we discuss a
range of best practices and strategies
which insurance companies can use to
optimize their mobile initiatives.
Figure 3: User ratings of apps across sectors
Note: Core Services=Customer service, M-commerce; Premium Services=Assistance Services; Buzz Services=Promotional Services
*Energy, Utility and Chemical
Source: Capgemini Consulting Analysis, June 2011
625,0
Rating numbers
/ month
Sectors
125,0
25,0
5,0
1,0
Buzz services
Core services
Premium services
Banking
Buzz services
Core services
Premium services
Insurance
Buzz services
Premium services
EUC*
Buzz services
Core services
Media
Buzz services
Core services
Premium services
Retail
How do you de?ne a
consistent mobile
positioning?
Insurers’ mobile offerings often fail
due to unclear objectives, incorrect
assessment of customer needs or
purely due to an inability to build and
track a business case. Firms can start
with a “me-too” strategy in the early
stages, but eventually a long-term
holistic approach will separate the
winners from the losers. In this section
we lay out seven areas that an insurer
should consider in order to realize
bene?ts from the mobile channel (See
Figure 4).
Define clear objectives for
the mobile channel
This is the starting point and its
importance cannot be overstressed.
Insurers should be clear about their
objectives for extending mobile
services to stakeholders. These can
be as varied as improving brand
value, customer experience, revenue
development, cost ef?ciency, or
managing risk. Apps created for
different objectives should have
6
Figure 4: Key consideration areas to realize benefits from the mobile
environment
Source: Capgemini Consulting analysis
different budget owners and key
performance indicators, to enable
successful monitoring of their progress.
A clear vision of the service type,target
group, and ways to calculate the
returns are key to assessing ef?ciency
and prioritizing efforts. Furthermore,
being clear on the objectives enables
insurers to set realistic targets,
measurable KPIs and a path to reach
these objectives successfully. We see
many insurers who are disappointed by
the results from their app development
efforts because they were not clear on
their objectives to begin with.
Define a sustainable app
platform strategy
The next step after de?ning the
objectives is to ensure that the
technical platform and architecture
selected are suitable to meet these
goals. As organizations look to de?ne
their mobile strategy, they need to
include technology, architecture,
scalability, time to market, and
Firms can start with
a “me-too” strategy
in the early stages,
but eventually a
long-term holistic
approach will
separate the winners
from the losers.
Define clear objectives for mobile
1
Define sustainable app platform strategy
2
Invest in apps promotion
Integrate mobile within
product and multi-channel
environment
5
3
Integrate mobile apps with
operational and back-offices
processes
4
Adapt global / local organization and governance
6
Adapt to mobile trends evolutions
7
• Browser based
• Website speci?cally
created for mobile
devices
• Embedded in the device
• App designed to run on
speci?c OS
• Enables delivery of cost
ef?cient mobile apps
• Native skin build once
7
Figure 5: Characteristics of Hybrid Web Native approach
+ =
Source: Capgemini Consulting analysis
In our opinion, the
hybrid web-native
approach combines
the best of breeds,
providing companies
with the flexibility
to choose from
HTML5 or a native
approach. It is also
more cost efficient.
governance. Insurers need to make
a quick analysis upfront to balance
developmental and operational costs
with scalability and quality of interaction
with customers.
Mobile technology is continuously
evolving. Historically, it evolved from
pure mobile web to pure native apps,
and now the need for common
standards is pushing towards a hybrid
development methodology, allowing
apps to be developed independent
of the underlying mobile platforms by
using technologies such as HTML5.
In our opinion, the hybrid web-native
approach combines the best of breeds,
providing companies with the ?exibility
to choose from HTML5 or a native
approach. It is also more cost ef?cient
(See Figure 5).
Integrate mobile within the
product and multi-channel
environment
Customers use different channels
to contact a network. The presence
of multiple networks, channels,
products and processes makes the
insurance customer relationship model
particularly complex. In this scenario,
mobile can play an important role either
by being (i) a distinct contact channel
in addition to existing ones or (ii) a
layer between the customer and the
contact channels, routing the customer
according to his need. For instance
Tokio Marine Nichido, mentioned
earlier, used the mobile channel to
create an additional distinct channel.
However, many other insurance apps
allow customers to browse product
information but ultimately route the
customer to a call center agent to
complete the buying process.
Integrate mobile apps with
operational and back-
office processes
In order to have a seamless customer
experience and to optimize operations,
it is essential for insurers to have real-
time integration of data ?ow between
clients, operations and back-of?ce
processes. The possibility of receiving
responses to their queries within
minutes and quick resolution helps
in establishing credibility and faith
with the customer. Apart from internal
processes, this could be replicated
for providing location-based data and
services to customers.
For instance US-based Progressive
Insurance, in order to tackle rising
process inef?ciencies, invested in
mobile technology to streamline its
claims processes and boost customer
satisfaction. Its ?eld agents were then
able to perform up to 20 different
transactions in the ?eld on a single site
visit, reducing inef?ciencies. The return
on investment (ROI) from technology
investments was positive, allowing
Progressive to grow much faster than
Pure Mobile Web Hybrid Web Native
Pure Native
Application
the rest of the auto insurance industry
at pro?t margins of 8%.
xiii
ICICI Lombard, in India, has also
been able to use its mobility initiative
to integrate back-end systems with
operational processes to drive up
workforce productivity and improve
customer service (See Figure 6). When
accidents occur, customers can take
pictures and share those with the
ICICI datacenter, where a surveyor
assesses damage and decides whether
to initiate a claim process or go for a
closer inspection. This leads to reduced
response time for claims. For agents,
a quote app, which connects to the
back-end system and provides instant
error-free premium amounts, leads to
better customer service. Surveyors at
ICICI are also given iPads which lets
them pull up case details, take pictures,
tag these to various categories, and
complete the process remotely,
8
At ICICI Lombard,
surveyors are given
iPads which allows
them to pull up case
details, take pictures,
tag these to various
categories and
complete the process
remotely - increasing
their productivity by
30-40%
Analysis shows that getting an app to the top
25 category is the key to break even, and the
promotion budget should be at least twice as big
as the development one.
Figure 6: ICICI Lombard’s mobile offering value chain
Source: “ICICI Lombard General Insurance Boosts User Experience with Mobile App”,
Computerworld, August 2012
increasing productivity of surveyors by
30-40%.
xiv
Invest in Apps promotion
With an increasing number of apps
being introduced, it remains a big
challenge to ensure effective apps
promotion. Analysis shows that getting
an app to the top 25 category is the
key to break even, and the promotion
budget should be at least twice as big
as the development one
xv
.
Very often apps are hard to ?nd due to
inef?cient referencing on app stores,
limited visibility of the apps on most
insurers’ websites, and poor use of
social media to promote them. In order
to enhance visibility, marketing of apps
should comprise a mix of traditional
media, web media and mobile Internet.
Customers take pictures
of damaged vehicles and
share them with ICICI
Surveyor assesses damage
and starts claim process
Agents access quote apps
Back-end systems share
error-free premium mounts
instantly
Surveyor accesses case
details and take pictures
Complete the entire
workflow remotely
Reduced response time
for claims process
Improved productivity and
customer service
Increased workflow
productivity
Figure 7: Organizational scenarios to manage mobile ecosystems
Source: Capgemini Consulting analysis
As well as these external activities,
apps should also be promoted
within the company, in particular
within the Marketing and Distribution
departments, in order to make sure
those apps are included in the value
proposition showcased to clients and
that they are promoted by salespeople
at the time a sale is made. This is
critical to improve apps usage by
customers.
Adapt organization
structure and governance
model
As insurers introduce mobility in
various business functions, it becomes
essential for them to have a structured
approach towards design, development
and maintenance of mobility projects.
In order to achieve a scalable mobile
strategy that caters effectively to the
needs of various business verticals
and consumer segments, ?rms can
deploy local mobile development units,
a centralized development unit catering
to the entire ?rm, or a mix of both
based on their situation (See Figure
7). The decision would be in?uenced
by factors such as the ?rm’s current
organization structure, goals from the
mobile channel, company culture, etc.
Firms should also periodically re-visit
their organizational and governance
structure and re-structure as needed.
Adapt to evolving mobile
trends
With constant evolution of technology,
it becomes imperative for insurers to
keep abreast of latest mobile trends in
order to provide innovative solutions to
clients.
9
Pros:
Buy-in from local entities /
innovation process in the hand
of local entities
Pros:
Enables development of a
common image on mobile apps
stores, accelerates learning.
Pros:
Active local participation along
with knowledge sharing with
other entities
Local Development:
Development of apps by local
entities, based on common
guidelines
Central Development:
Central development of a set of apps
that can be adapted/launched by
every local entity according to its
needs / priority
Local & Central Development:
Local entities pick-up apps according
to their needs in an “AppStore”
where both apps developed locally
and centrally are stored
Cons:
No coordinated impact on the
market and multiplication of
development costs.
Cons:
Development and maintenance of
many apps / buy-in of local entities
that have not designed apps
Cons:
Can be costly; duplication of
efforts and apps
New technologies such as GPS, mobile payments, NFC, mobile scanning provide opportunities for insurers to introduce new
mobile products and services (See Figure 8).
Similarly, insurers need to keep pace with the rapid changes in the mobile devices market where different types of models
(phones, notebooks) and versions of operating systems are released rapidly. For instance, US-based State Farm has in-house
innovation groups which monitor the technology landscape to identify emerging trends. The ?rm also runs innovation challenges to
develop new products and therefore launched iPad apps in January 2011, just a few months after the tablet was introduced in the
market
xvii
. While keeping track of rapidly changing technology can be a challenge, knowledge of evolving mobile technologies is
the only way ?rms can ensure that their innovation efforts remain in line with the environment.
There is no denying the importance of the mobile channel for insurance companies in the coming years. Insurers have to optimize
multiple areas of their mobile ecosystem in order to move up the maturity curve and maximize returns from the mobile channel.
Currently, the value from this channel is being derived from intangibles such as better service to customers and agents, ease of
use, and faster access to information. As the channel matures, the next step would be for ?rms to measure the tangible returns in
terms of revenue growth and cost savings from this channel.
Figure 8: New mobile technologies and related opportunities for insurers
Source: Capgemini Consulting analysis
*The “Internet of Things” refers to uniquely identi?able objects (things) and their virtual representations in an Internet-like structure.
Conclusion
10
object recognition
Instant quotation
Risks related information display (e.g. car crash statistics)
Streamlined claims processes
GPS & location-based
services
Location / event based insurance products (ex: authorized auto repair businesses)
Insurance offerings related to mobility
Mobile Payments &
Near Field
Transaction based insurance products
Insurance directly linked to purchasing of goods
Distant activation of contracts / guarantees
Home automation /
Internet of Things* /
Smart grids
Transaction based insurance
Risk / premium reduction due to prevention
Mobile scanning
Instant selling of products
Access to information and downloads
Scanning of goods kept in an electronic safebox/ home inventory
Simpli?cation of contract / claims management
New technologies Opportunities
Communication (NFC)
Enhanced reality /
object recognition
11
1 Native apps are specifically designed to run on a mobile operating system and machine firmware. Native apps are optimized for a
specific operating system and need to be re-developed for different operating systems. They provide the best functionality set but
increase time to market due to redevelopment needed for multiple platforms.
2 In the Hybrid approach, the native skin is built once and business functionality is realized on the Web side through HTML5, reducing
time to market considerably.
i “Insurers need to plan to manage application mania”, Insurance Networking, December 2010.
ii “ICICI Lombard General Insurance Boosts User Experience with Mobile App”, Computerworld, August 2012
iii Thunderhead survey conducted by YouGov, December 2010
iv “Seizing Insurance’s Mobile Opportunity”, Forrester, October 2009
v “USAA Mobile App Usage Soars”, Insurance Networking News, February 1, 2012
vi Global smartphone unit sales are expected to grow 25% from 472m in 2011 to 630m in 2012 and expected to reach close to 1bn by
2012, (Source: “Amazing Growth of Smartphones and Apps”, www.brightsideofnews.com article, August 2012)
vii Capgemini Consulting analysis
viii Thunderhead survey conducted by YouGov, December 2010
ix “MyHumana Mobile App Wins “People’s Choice” as Favorite Smart Phone or Tablet App, 2012 American Business Awards”,
BusinessWire, October 2012.
x “What Revived Telematics in the UK?”, Insurance & Tech, Aug 2012
xi “Mobile Insurance Applications: State of the Art and Guidelines”, I-Lab Whitepaper (ETH Zurich and University of St. Gallen), 2011
xii Best Mobile Application 2011 – Asia Insurance Technology Awards 2011, Celent (http://www.celent.com/node/30188)
xiii “Progressive Insurance – Creating Value Via Mobile Field Service”, ebsKnowledge
xiv “ICICI Lombard General Insurance Boosts User Experience with Mobile App”, Computerworld, August 2012
xv Ad4Screen analysis
xvi “Fact or Fiction? 4 Mobile Development Myths Busted”, Insurance & Technology, June 2012
Notes
References
Rightshore
®
is a trademark belonging to Capgemini
Capgemini Consulting is the global strategy and transformation
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creating significant disruptions and opportunities, our global
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drawing on our understanding of the digital economy and
our leadership in business transformation and organizational
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Find out more at:http://www.capgemini-consulting.com/
With around 120,000 people in 40 countries, Capgemini is one
of the world’s foremost providers of consulting, technology
and outsourcing services. The Group reported 2011 global
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Contacts
Author
Netherlands
Marien van Riessen
[email protected]
UK
Alan Walker
[email protected]
Sweden
Krister Rydmark
[email protected]
Global
Xavier Benoist-Lucy
[email protected]
Jean Coumaros
[email protected]
Italy
Roberto Manini
[email protected]
France
Xavier Cangardel
[email protected]
Spain
Christophe Mario
[email protected]
Belgium
Robert van der Eijk
[email protected]
China
David Giblas
[email protected]
US
Seamus McMahon
[email protected]
DACH
Volker Gerlach
[email protected]
Bertrand Dimont
Principal, Financial Services
[email protected]
The author would also like to acknowledge the contributions of Jerome Buvat, Swati Nigam and Ashish Bisht from the Digital Transformation
Research Institute of Capgemini Consulting.
doc_503037478.pdf