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184.24.24.141  Public Scan

URL: https://www.pwc.com/us/en/industries/financial-services/library/next-in-insurance-top-issues.html
Submission: On November 11 via api from PL — Scanned from DE

Form analysis 2 forms found in the DOM

GET /us/en/search-results.html

<form id="slimSearchForm" role="search" action="/us/en/search-results.html" method="get">
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    value="/content/pwc/us/en/industries/financial-services/library/next-in-insurance-top-issues/jcr:content/bottom-kick-isection/online-form-par/twocol/startlongform"><input type="hidden" name="_charset_" value="UTF-8">
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      <p class="form_error hidden" id="bottom_kick_form_error"> Please correct the errors and send your information again. </p>
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 * Index
 * Overview
 * Commitment is an act, not just a word
 * Real-life examples: Ways to play
 * What makes a winner?
 * Technology platforms that drive strategy
 * The path forward
 * The ‘Next in insurance’ content series: what’s ahead
 * Related content
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 * Get in touch


NEXT IN INSURANCE: TOP INSURANCE INDUSTRY ISSUES IN 2022

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THE INSURANCE INDUSTRY IS NO LONGER PREDICTABLE

The business of insurance, which once was stable and predictable, isn’t that way
anymore. Growth without sacrificing profitability is challenging, climate change
is irrevocably impacting certain risk profiles, distribution needs have become
truly omnichannel and customers expect products tailored just for them. All the
while, technology has continued its relentless advance and an emerging player
ecosystem is threatening to shake up customer acquisition. As a result, industry
executives now have to make an array of deliberate and aggressive strategic
choices to succeed. Incremental change or hoping to avoid change altogether are
no longer viable options.

Compounding the difficulty of addressing these challenges is how the COVID-19
pandemic accelerated them. Customer and employee expectations changed more in 18
months than they did in the previous two decades. This has put immense pressure
on the industry and carriers have had to adjust practically—in some cases,
literally—overnight. Even though the pandemic has ebbed and flowed, the pace of
change has remained relentless.





COMMITMENT IS AN ACT, NOT JUST A WORD

Despite disruption and the new entrants trying to take advantage of it, the good
news for many carriers is that they still have a competitive advantage that
others can’t easily replicate. There’s room in most market segments for multiple
players, but because not all competitive levers are fully or equally available
to everyone, insurers typically focus on one of the following five areas: 1 -
digitization, data and integration; 2 - brand and distribution; 3 - superior,
innovative products; 4- strategic partnerships; 5 - effective structuring.

Unfortunately, while most insurers do try to focus on their strengths, they also
typically underinvest in these areas and fail to act with urgency, resulting in
a race to the middle. We tell clients that they need to fully fund and support
their way to play and hold themselves accountable for the results. In other
words, commitment without action won’t get you very far. 

While carriers may have been able to get away with a fuzzier approach in the
past, that is not the case today. Private equity, asset managers and other new
entrants are moving quickly, with great focus and discipline, to capitalize on
industry disruption. Companies that continue to work from three- to five-year
timelines that are vague and lack strategic focus are likely to lose market
share and perhaps even wind up as someone else’s acquisition.

> Companies that continue to work from three- to five-year timelines that are
> vague and lack strategic focus are likely to lose market share and perhaps
> even wind up as someone else’s acquisition.




REAL-LIFE EXAMPLES: WAYS TO PLAY

Leading carriers aren’t relying on past success. They’re defining new ways to
remain relevant and grow.



DATA & INTEGRATION: DIGITAL SIMPLIFICATION OPERATOR

Leverages advanced tech and data capabilities to create a seamless,
digital-first experience from quote and sale all the way to claims. Features
simplicity and competitive prices.



DISTRIBUTION: ECOSYSTEM ORCHESTRATOR

Creates an integrated ecosystem (typically via partnerships) that offers
customers “more than just insurance,” focusing on distribution and product
offerings to win at the point of sale.




PRODUCTS: UNMET NEEDS CUSTOMIZER

Develops innovative differentiated, and customized products to address unserved
/ underserved segments or new, emerging risks via advanced analytics and
pay-as-you go pricing.



PARTNERSHIPS: PLATFORM SERVICES INNOVATOR

Extends core capabilities by offering products and services to other carriers,
distributors or other adjacent businesses. Creates scale by funding
differentiating competencies and experiences.




STRUCTURING: ECONOMIC VALUE CREATOR

Employs a lean operations focus to compete competitively on price and enable
investments in key strategic areas.







WHAT MAKES A WINNER?

Based on our experience working with all segments of the industry, we’ve
observed that most successful insurers in today’s environment have a few key
traits. In particular, they:

SAY “NO” TO WHAT DOESN’T FIT

Define a strategic direction and say “no” to what doesn’t fit. Simply setting
financial goals isn’t enough. Committing to a way to play, then continuing to do
everything you did before while funding whatever else comes along, is not a
strategic direction. Leaders know how to prioritize.

FULLY FUND THEIR STRATEGY

They don’t shortchange big bets or dilute key investments with allocations to
less vital areas. Of note, they’re typically able to make these investments
because they’ve implemented structural, financial and tax approaches that
minimize their cost ratios.

GET CREATIVE WITH PRODUCTS

They’re able to identify new product categories (as opposed to just adding new
features) and have the brand strength to deliver them. For example, early movers
are designing products that take into account two increasingly important issues:
Stakeholders’ environmental, social and governance (ESG) concerns and the still
overlooked employer as distributor market for a wide variety of financial and
service needs, particularly retirement and college savings and paying for
childcare or elder care.

GET INVOLVED IN PARTNERSHIPS AND MAKE DEALS

Get involved in partnerships and make deals to meet strategic goals. Inorganic
strategies have a long history in the industry but have picked up steam recently
as carriers focus on core competencies and enhancing technology. In fact,
partnerships and deals have become a necessity for most carriers to enable their
chosen ways to play. They take part in ecosystems and invest in InsurTech.
Although most of these kinds of investments aren’t game-changers on their own,
when they get the acquiring company closer to a strategic goal, they’re worth
it.

That said, the best ecosystems and InsurTech innovations in the world aren’t
going to help you if they don’t align with your strategy or if you’re not
executing your strategy properly. As carriers find new partners, technologies
and business models that align to their core principles or strategic growth
plan, they can test their value and determine whether or not to adopt the
innovation or maintain the partnership.







> 60% of consumers don’t feel they’re financially confident or covered across
> their long-term security and emergency needs.
> 
> Source: PwC/LIMRA 2020 research


TECHNOLOGY PLATFORMS THAT DRIVE STRATEGY

Even a clear and consistent strategy is going to founder if your technology
can’t enable it. We haven’t spoken with a single business leader who doesn’t
recognize that investments in new technologies are the best way to facilitate
market access, risk selection and management, quality financial information and
customer service capabilities. However, we’ve seen many carriers fail to stick
to a coherent strategy beyond “digitization.” There’s often a lack of clarity
and correspondingly nebulous goals about how these substantial investments
relate to the business. The above discussion of funding a competitive advantage
also applies here. Carriers should fully invest in ways that build on their
strengths and hold the organization accountable for the results. At the risk of
repeating ourselves, we’ve seen time and again that many carriers simply don’t
do this. Customers (and employees) increasingly expect insurers to be as easy to
work with as an online retailer—and new entrants are giving them exactly what
they want. If you can’t, you’re going to lose business and employees.

A truly strategic technology platform features:



 * A core processing system
 * Digital data and integration capabilities
 * Customer and user-facing systems
 * Reporting and compliance platforms
 * Cloud


A core processing system

A CORE PROCESSING SYSTEM



A core processing system that efficiently issues policies and contracts, enables
payments and keeps track of finances. You don’t need bells and whistles for
their own sake, but you do need something that does the essential job of helping
you achieve scale faster.





Digital data and integration capabilities

DIGITAL DATA AND INTEGRATION CAPABILITIES



Digital data and integration capabilities that enable access to and
understanding of your own data and from third parties to inform management
decisions and enable new capabilities.





Customer and user-facing systems

CUSTOMER/USER-FACING SYSTEMS



The absolutely vital customer and user-facing systems that support your call
centers, customer chat and walk-in locations. They enable carrier
representatives to immediately determine client identities and service histories
to quickly solve customers’ problems. Moreover, an effective integration layer
facilitates quick incorporation of new partners and solutions into your digital
capabilities.





Reporting and compliance platforms

REPORTING AND COMPLIANCE PLATFORMS



Reporting and compliance platforms that provide high-quality data, facilitate
accurate financial reporting and accounting and enable effective compliance.





Cloud

CLOUD



Cloud, because no insurer needs to—and, more importantly, probably
shouldn’t—support its own infrastructure anymore. Those that do risk it being an
impediment to operational flexibility. Practically everything in insurance
eventually becomes a margin game, with the advantage going to the carriers that
can scale effectively, drive out cost and achieve broad price competitiveness.
Carriers with adaptable cores that can be quickly configured for
new innovations—a key advantage of cloud technology—can achieve this scale
faster.






CHANGING CUSTOMER EXPECTATIONS 2018 TO 2021





Source: PwC 2018 and 2021 surveys of 6,000 insurance customers.

 




THE PATH FORWARD

None of this is easy, and no single company has mastered all of these ways to
win. But, we’ve never seen a truly competitive insurer that didn’t at least: 

 1. Set and stick to clear goals. 

 2. Support business goals with a technology strategy that’s built on and
    integrates proprietary and third-party data. 

 3. Fully invest in and hold itself accountable for achieving 1 and 2. 

Whatever your business focus—data and integration, brand and distribution,
products, strategic partnerships or structuring—these three are absolutely
essential.





THE ‘NEXT IN INSURANCE’ SERIES

 1. The war for talent
 2. ESG considerations


THE WAR FOR TALENT



THE WORKFORCE, WHICH BRINGS YOUR STRATEGY TO LIFE AND HOLDS THE KEY TO THE
FUTURE OF THE BUSINESS

Insurers feel insecure in the war for talent. They think — often rightly so  —
that they lag behind other “sexier” industries in attracting and retaining the
best people. However, recent changes in what employees expect of their employers
and the nature of work itself offer insurers a great opportunity to level the
playing field. Companies that proactively and convincingly demonstrate
flexibility and offer meaningful career paths with ample room for development
are showing that insurance can be as professionally and personally rewarding an
industry as any. In other words, it’s time for insurers to play offense instead
of defense.

Read more


ESG CONSIDERATIONS



THE INCREASING BREADTH AND IMPORTANCE OF ESG CONSIDERATIONS, FROM INVESTMENT
STRATEGY AND UNDERWRITING TO PUBLIC PERCEPTION

The insurance industry has long paid close attention to environmental issues
because they directly affect how carriers evaluate and price risk and pay out
claims. But sustainability and governance are becoming equally important. For
the former, insurers are experiencing increased scrutiny of their business
models. For example, what’s the right balance between covering climate-related
risks and underwriting initiatives that could increase those very same risks?
Such sustainability concerns relate directly to governance issues. Insurance
leaders now have to meet formal, increasingly detailed ESG reporting
requirements covering everything from their investments to how they underwrite
business. And investors, customers and the workforce are paying close attention.

Read more


DOWNLOAD NEXT IN INSURANCE REPORT





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INSURANCE: DEALS 2022 MIDYEAR OUTLOOK

We expect deal activity to rebound in the second half of the year driven by
strong interest in the sector from PE backed buyers.




CONTACT US

Ellen Walsh

Transformation Platform Deputy Leader, PwC US

Email

Marie Carr

Global Growth Strategy, US Financial Services Practice, PwC US

Email

Francois Ramette

Principal, Insurance Consulting, Strategy&, PwC US

Email

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