World Insurance Report 2009

8/6/2019 World Insurance Report 2009

1/5

Press Contact:Capgemini

Christel LerougeTel: +33 (0) 1 47 54 50 76

E-mail: [email protected]

CAPGEMINI & EFMA WORLD INSURANCE REPORT 2009 REVEALS VITAL

MULTI-DISTRIBUTION MODELS FOR CAPTURING GROWTH IN A

CHALLENGING MARKET

Transformation strategies can help insurers gain customer share-of-wallet

Paris, February 5, 2009 - Many of the worlds insurance companies are moving toward

multi-distribution models, recognizing that the sale of insurance through multiple

distribution networks1

is a powerful lever for growth, especially in mature markets,

according to the World Insurance Report 2009 from Capgemini and the European

Financial Management and Marketing Association (EFMA).

The reports findings draw on a survey of 2,250 distributors and in-depth interviews with 59senior executives from leading global insurers. The report covers the retail insurance market,

including both non-life (including health) and life segments.The World Insurance Report 2009

reveals new insights on the attitudes distributors have toward multi-distribution, the influence

insurers have on those attitudes, the necessary steps to a multi-distribution model, and the

progress insurers are making in building and leveraging multi-distribution capabilities.

Multi-distribution has high potential as a growth lever

Multi-distribution is the most effective way for insurers to attract new customers and increase the

wallet share from existing customers. The average mature-market insurance customer holds 5.2

policies, but the average share of wallet for a single insurer is only 1.1 to 1.5 policies.

1Networks are the intermediaries that distribute insurance products: Tied agents, multi-tied agents, direct and

alternative networks. Channels (or access points) are the methods or tools through which the customer interacts withthe network to research, purchase and manage their insurance policies.


2/5

According to Bertrand Lavayssire, Managing Director, Global Financial Services, Capgemini;

Insurers face heightened competition from the increasingly complex web of intermediaries

(networks) and access points (channels) in retail markets. Given current market conditions,

multi-distribution offers insurers a way to retain and increase share-of-wallet more effectively

and face a highly competitive environment by managing networks and channels more

efficiently.

Multi-distribution can help insurers to generate additional revenues and improve network sales

productivity, since lead generation and management are more tailored to value-creating

relationships. As a result, cross-network cooperation can increase the sales conversion rate, andtherefore improve the sales productivity of networks which consequently boosts revenues.

Even a few actions can quickly reduce resistance to multi-distribution and increase

enthusiasm

For distributors multi-distribution can mean fiercer competition, so not all are enthusiasts.

Particularly in mature markets, traditional networks see new entrants and new distribution formats as

a potential threat to their market share and positioning.

Significantly, though, the report finds there are conflicting views among distributors about the

benefits of multi-distribution, and in particular network cooperation, even among those with the same

business model. Based on views of multi-distribution, the report categorized four sub-segments of

distributors: Very Enthusiastic (27 percent), Enthusiastic (29 percent), Resistant (31 percent) and

Very Resistant (13 percent). Notably, there was a relatively even spread of network type in each

group. The good news for insurers is that data show distributors are not inherently pre-disposed by

their business model to be pro or anti multi-distribution and their attitudes can be influenced to

reduce resistance and create real enthusiasm for multi-distribution.

In fact, the 2009 report shows various levers can quickly improve distributor attitudes to multi-

distribution. Insurers can exert the most influence by dealing first with financial incentives, but

there is also significant benefit to dealing with certain issues related to the Internet, such as

convincing distributors the Internet will help them sell additional products to their customers.

That lever, when pulled in the correct sequence with others, would have increased the size of the


3/5

Very Enthusiastic segment by about 150 percent and decrease the Very Resistant segment by 50

percent.

Proprietary Multi-Distribution Maturity Assessment Model scores industry progress

The 2009 report reveals that a mature multi-distribution model develops through five distinct

stages. Using a proprietary Multi-Distribution Maturity Assessment Model, the report calculates

an overall maturity score, and a score for each stage, for a significant industry sample.

It finds many insurers have already developed significant capabilities in the first three stages of

multi-distribution: 1) developing multi-network, and 2) multiple-channel capabilities, and 3)

mutualizing functions (i.e., centralizing and sharing distribution-related operational functionssuch as IT across networks).

Only a few insurers have advanced to the next stages of 4) centralizing intelligence, or 5) cross-

network cooperation (i.e., attained a mature multi-distribution model). Notably, though, most

mature multi-distributors overall have acquired a broad set of capabilities, suggesting insurers

need at least a minimal level of maturity in all stages to excel. To conclude, although many

insurers have developed significant capabilities in the initial states of multi-distribution, only a small

number have developed more advanced models, leaving significant potential to capture further

opportunities.

Moving to a multi-distribution model is a process of transformation for the insurer

The report identifies a series of immediate action steps that form the components of this

transformation. Those steps require the insurer to start with the customer; follow with the network;

rethink organizational design and leadership; embrace technology; test and learn with cooperation

pilots; monitor the value of the overall business; and manage the power of information.

David Giblas, Partner, Financial Services, Capgemini Consulting France says: Admittedly, an

effective multi-distribution model is challenging to implement, especially because its various

facets, like cross-network cooperation, can be tough to initiate. But once the operating principles

of multi-distribution are established and functioning, a virtuous circle is likely to ensue. This

kind of growth opportunity is especially urgent in todays tough operating environment, when


4/5

insurers need to focus more and more on generating revenue and growth from the core business

of product development, underwriting and distribution.

About the World Insurance Report, 2009Now in its third year, the World Insurance Report 2009 from Capgemini and Efma focuses onthe theme of multi-distribution. Building on the findings from the 2008 report that insurers canincrease market access and share of wallet through multi-distribution, this years report willinvestigate the capabilities being developed and strategies that leading insurers are adopting toachieve success in multi-distribution. Based on research covering 59 interviews with seniorexecutives from leading global insures and over 2,250 distributors surveys, the World InsuranceReport 2009 draws data covering 17 countries: Austria, Australia, Belgium, Denmark, France,Germany, India, Italy, Japan, the Netherlands, Norway, Poland, Portugal, Spain, Switzerland,the United Kingdom, and the United States. The report assesses insurance companies multi-

distribution maturity, investigates key multi-distribution challenges, highlights leading practice,and proposes approaches to overcome these challenges. The World Insurance Report 2009 willbring further insight and thought leadership to one of the most important strategic issues facinginsurance sector today.For more information or to download a copy of the World Insurance Report 2009, visitwww.capgemini.com/wir09.

About CapgeminiCapgemini, one of the worlds foremost providers of consulting, technology and outsourcingservices, enables its clients to transform and perform through technologies. Capgemini providesits clients with insights and capabilities that boost their freedom to achieve superior results

through a unique way of working - the Collaborative Business Experience - and through a globaldelivery model called Rightshore, which aims to offer the right resources in the right location atcompetitive cost. Present in 36 countries, Capgemini reported 2007 global revenues of EUR 8.7billion and employs over 88,000 people worldwide.More information is available at www.capgemini.com.

Capgeminis Financial Services Global Business Unit (FS GBU) brings deep industryexperience, enhanced service offerings and next generation global delivery to serve thefinancial services industry. With a network of 10,000 professionals serving over 900 clientsworldwide, the FS GBU collaborates with leading companies in banking, insurance, and capitalmarkets to create tangible value.For more information please visit www.capgemini.com/financialservices.

About EfmaEfma promotes innovation in retail finance in Europe by fostering debate and discussion amongthe main players involved in change. Formed in 1971, Efma comprises 2,450 different brands infinancial services worldwide today, including 80% of the largest European banking groups.Through regular events, publications, and its comprehensive website, the association providesretail financial service professionals with answers to their questions about the main issues atstake in their business: multiple distribution strategies, customer approach, CRM, product andservice marketing and improving profitability.Efma is above all a dynamic association, providing a great opportunity for discussion andexchanges without any commercial constraints. It provides its members with a wide range of


5/5

exclusive services as well as discount rates on non-gratuitous activities. The loyalty of itsmembers as well as their permanent financial support are the best proof of its efficiency.For more information, visit www.efma.com.

Documents

World Insurance Report 2009