Digital Insurance Benchmark

Digital Insurance
Benchmark
Insurers should embrace new technologies to
differentiate themselves in the digital arena
I N S
U R A
N C E
June 2014
Preface
The digital economy is here to stay. Today the world
has 6.7 billion mobile phone users, 2.7 billion internet
users and 1.7 billion social media users. In the
Netherlands, with already high internet usage, the
strongest growth is expected in usage on smartphone
and tablets. The increased use of these devices and
the willingness to rapidly adopt new technologies by
consumers will be a catalyst for the development of
new functionalities at phenomenal speed.
Continuous digital disruption in the insurance value
chain is not a possibility, it’s a certainty. Digital
has already changed the rules of the game in the
insurance marketplace. Consumer behaviour has
changed fundamentally with continued growth
of the use of digital channels over traditional
intermediaries and banks, increased use of online
aggregators and strong growth in sharing consumer
experiences through social media. Moreover,
customers are influenced by a constant flow of new
or enhanced digital experiences in other industries.
While insurance needs may have stayed the same,
customers have become more demanding with
regards to their digital expectations for Insurance.
Continuous digital disruption in the
insurance value chain is not a
possibility, it’s a certainty
2
Digital Insurance Benchmark
Our Digital Insurance benchmark shows that Dutch
insurers have made good progress in supporting basic
internet sales and service transactions and plugging
into social networks. Most insurers however struggle
with their mobile capabilities as only a few offer
more than basic functionalities in the areas of claim
notification. With the accelerated adoption rates
of new technologies by consumers, NL Insurance
companies need to speed up in increasing their
digital capabilities to continue to meet the constantly
increasing needs of online and especially mobile
Insurance consumers. However quickly replicating
internet capabilities to mobile will be costly and most
likely have low chances of success as it will only
create limited differentiation compared with other
insurers. Successful use of mobile in an Insurance
context requires more creativity to deal with the
typical low interaction rate between Insurer and
Consumers.
Adopting trends like gamification, telematics and the
internet of things offer opportunities to create truly
differentiating value propositions, which will enable
insurers to regain customer loyalty and at the same
time increase profitability. The insurers that have the
vision, courage and endurance to take a step forward
in the digital arena will be the ones that will truly reap
the benefits of the digital megatrend.
Pieter Hofman
Partner
Content
Preface2
Introduction4
Insurance Benchmark Internet, Social & Mobile Capabilities
5
Internet transactions6
Social & customer interaction
8
Mobile services & apps
10
Opportunities for improvement12
Telematics14
Gamification15
New devices connected to the Internet (Internet of Things)
16
Contacts18
Appendix 19
3
Deloitte e-Insurance maturity model
20
Assessed Insurance companies
22
Digital Insurance Benchmark
Introduction
The constant flow of new and enhanced
features that consumers are being
offered while shopping online have
raised expectations of what an insurance
company should deliver
The Digital Economy is here to stay. Although digital
distribution began in the 1990’s with the advent of
the internet, it is only in the latter part of the last
decade that the earlier predictions on its impact and
explosive growth have become reality. ‘Digital’ is
now a way of life. Today the world has 6.7 billion
mobile phone users, 2.7 billion internet users and
1.7 billion Social Media Users1. Technology adoption
curves are becoming highly accelerated. Where the
fixed line telephone took 110 years to reach 1 billion
users, the Mobile phone reached the same milestone
after 22 years and the smartphone after only 8 years.
Mobile data traffic is expected to grow by 11 times
by 2018 compared to 2013, of which 85% is caused
by Smartphones and tablets2. This connected online
population forms a brand new market that cuts
across borders and thinks fundamentally different
about topics like information access, convenience,
power of choice and communities.
Digital has already changed the rules of the game
in the insurance marketplace and is expected to
continue to create additional disruption in the
upcoming years. Distribution of Insurance products in
the Netherlands through direct channels has already
reached > 80% for Health Insurance and > 50%
for other Personal Lines Insurance and is expected
to continue to grow in the upcoming years3. The
constant flow of new and enhanced features
that consumers are being offered while shopping
online for clothes or booking a holiday have raised
expectations of what an insurance company should
deliver.
________________________________________________________
1
2
3
4
4
Euromonitor, Ovum, eMarketer, IDC, EIU, 2014
Cisco VNI Forecast 2014
Market research GFK TOF Tracker 2013
Insurance Europe report, Non-life distribution per county,
August 2013
Digital Insurance Benchmark
Since the Netherlands is the frontrunner in both
insurance penetration and distribution through
direct channels4, it would be reasonable to expect
Dutch insurance companies to take a leading role
in providing consumers with digital experiences.
However, an initial assessment indicated low
adoption rate of mobile capabilities of insurers.
Subsequent interviews revealed many insurers
struggle meeting constantly increasing needs of
their digital consumers. This whitepaper aims to
give an overview of current Internet, social and
mobile capabilities of Dutch insurers and to support
in understanding trends and required capabilities in
digital distribution and – ultimately – in growing their
online business.
For this whitepaper, Deloitte benchmarked the
internet and mobile capabilities of 19 Dutch and
11 top international players in P&C and Health
insurance. The benchmark was conducted on nearly
70 functional capabilities in 18 categories, using
Deloitte’s e-Insurance maturity model. For each
functional capability insurers were scored in a 6 level
maturity scale (varying from non-existing to best in
class). Please refer to the appendix for more details
on the e-Insurance maturity model and scoring
method.
The findings of this study are categorized in three
sections: 1) facilitating internet transactions, 2)
enabling social and online customer interaction
and 3) providing mobile support. To conclude,
future growth opportunities in digital insurance are
explored.
Insurance Benchmark Internet,
Social & Mobile Capabilities
Insurance Benchmark Internet,
Social & Mobile Capabilities
Internet transactions
Driven by improved retail shopping experiences,
customers have started to expect insurance services
to provide immediate response times and seamlessly
access on any device, from desktop and laptop to
tablet and mobile phone. So how are Dutch insurers
dealing with these demands?
Well supported sales process
All Dutch insurers in our sample offer advanced
capabilities for online premium calculations including
recalculation for added or removed coverages,
which can be saved for future use in 38% of the
cases. The majority of Dutch insurers also support
online acceptance of new policies with less than 24%
requiring manual approval of an insurance employee.
Best in class insurers, such as InShared, offer
immediate acceptance and real-time confirmation of
the insurance policy.
Greater differences occur in the area of self-service
capabilities regarding policy and claims management.
Policy related services, claims services and tracking
of claims approval status are in general a lot less
developed online than sales functionality. Within
claims, 58% offers at least advanced capabilities in
the area of first notice of loss, while tracking of claims
approval status is only supported by 8%.
Chart 1 – Capabilities provided on Dutch insurer websites
In the Netherlands 89% of insurers offer
sophisticated online premium calculations
with online acceptance
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Digital Insurance Benchmark
After-sales support underdeveloped
Leading international insurers have made managing
policies and making claims online a standard feature.
However, in the Netherlands, 27% of insurers have
nothing or very little in place to help customers
manage their policies online. Changes can only be
made by downloading forms from the website or by
using traditional (non-digital) methods. On the other
hand, ‘new kid on the block’ Ditzo let’s customers
change their coverage online with immediate
recalculation of prices and validation of changes, all
without the help of a service employee.
Of the leading international insurers assessed in our
benchmark, nearly all support the online submission
of claims, enabling a complete online claims process
in 58% of cases, and a partial online claims process in
38% of cases, with the final steps being confirmed by
a service employee. This capability is less developed
in the Netherlands, where 1 in 5 insurers does not
support online claim submission at all.
Track & Trace of claims is the least developed
capability across the board, with 46% of Dutch
insurers and 43% of international insurers assessed
not providing customers with an online overview of
their claims’ status. In the Netherlands, Track & Trace
is most commonly provided for health insurance,
which has the highest claim volume and, therefore,
the biggest need to reduce the number of calls.
Zilveren Kruis for example provides insight into
the healthcare costs and the parts that have been
covered by insurance. International best practices let
the customer see each stage of the claims process,
with proactive notifications of changes in the claims
status.
Chart 2 – Maturity of self-service on Dutch vs. International websites
27% of the Dutch insurers have very little
in place to help customer manage their
policies online
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Digital Insurance Benchmark
Social & customer interaction
Consumers are becoming increasingly connected
online, both professionally and personally, and
they are collaborating within social networks to
compare products, services and experiences. In online
retail and online travel, the publication of reviews
and ratings has become standard. For insurance
companies, the fact that existing and potential
customers communicate much more transparently
about their experiences increases the pressure to
improve levels of experience and reliability.
Social networks primarily used for marketing
Dutch insurers recognize the importance of social
networks, with 84% of insurers assessed providing
webcare on the major social networks and 73%
using social networks and communities for product
promotion. A few Dutch insurers go beyond
this stage. Some insurers such as Zilveren Kruis
offer special interest groups not only for various
promotions but also the chance to discuss insurancerelated topics. Some insurers such as FBTO go a
step further by offering a co-creation platform on
which customers can vote on how claims should be
handled or which product terms & conditions should
be changed. Dutch insurers take the lead in these
best practices, which is in line with the chief role that
Dutch consumers have in using social networks5.
Although peer reviews and ratings are very common
in online retail and online travel, it is not a wellestablished practice within the Dutch insurance
________________________________________________________
5 Euromonitor, Ovum, eMarketer, IDC, EIU, 2014
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Digital Insurance Benchmark
sector. Price comparison site Independer.nl lets
customers rate the customer service and claims
handling of the insurers that it compares. However,
the rating of insurance products and customer
service on the insurers’ own websites has been
adopted by only a few insurers such as InShared and
AllSecur. Ratings can be viewed by visitors to the
website, showing the score, age group and product
concerned. The sense of reliability that this creates
could be adopted by other insurers.
84
86
12
14
Chart 3 – Maturity of social features on Dutch vs. International websites
4
Customer service hardly digital
A recent study by GFK shows that consumers use the
digital channel for information gathering, comparison
and actual purchasing up to 75% of the time, which
implies that personalized services and a rich digital
customer interaction have become more important
than ever6.
With more and more customer interactions
taking place on digital channels, the demand for
personalized online services and digital customer
interaction through tools such as ‘webchat’ and
‘call me back’ has increased. Notably, over a quarter
of Dutch insurance companies surveyed provide
a call me back function, as opposed to only one
international insurer in our benchmark.
16% of Dutch insurers offering any form of webchat.
A Dutch insurer that has implemented proactive
webchat has apparently recorded a 50% increase
in conversion after implementing a solution that
prompts you to chat when analytics detect you are
wandering around the website.
Another way of differentiating in the marketplace is
by implementing a single point of contact strategy.
Nationale Nederlanden has introduced a personal
claims manager as the single personal contact during
the process of handling a claim. A Swiss insurer takes
this a step further and introduced a personalized web
portal where the customer can always communicate
with the same employee instead of contacting an
anonymous call centre.
The GfK survey also showed young age groups are
most willing to buy insurance online. This correlates
with the Dimension Data’s Global Contact Centre
benchmark 2013/2014, which suggests this youngest
age group prefers electronic messaging (42%) above
social media, app and phone. The phone comes
fourth as a contact channel (29%). For generation
X, the preference for electronic messaging (44%)
is closing in on telephoning (46%). Given this
preference, insurers have a long way to go, with only
Chart 4 – Maturity of customer contact on Dutch vs. International
websites
Only 16% of Dutch insurers offer any form
of webchat
________________________________________________________
6 GFK Insights, Online Insurance, March 2013
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Digital Insurance Benchmark
Mobile services & apps
As indicated earlier within the digital world the
importance of the mobile channel (smartphone and
tablet) has increased significantly in recent years
and is expected to continue to grow strongly in the
upcoming years. Our research shows that Insurance
presence in the mobile world, through mobile
websites and Apps, is limited and the functionalities
currently offered are very basic.
Mobile websites at the adolescent stage
When looking at mobile accessibility, only 36% of
the insurers in the Netherlands offer a (partly) mobile
website experience.
Moreover, the Track & Trace of claims is hardly
supported in the Netherlands. This is the biggest
difference with the best practices of international
insurers. Less than 10% of the Dutch insurers in
our data set provide Track & Trace functionality
through their mobile websites versus more than
40% of international insurers. Health insurers such
as Humana, Kaiser and Aetna, provide the option
to claims bills through their mobile website with
advanced Track & Trace capabilities.
Features provided on the mobile websites of insurers
are limited, once again focusing on effective sales
(calculations, acceptance) rather than supporting
self-service for policy management and claims. Only
a few insurers such as Agis, InShared and Kroodle let
customers manage their policies through the mobile
website.
Chart 5 – Capabilities available on Dutch insurers mobile websites
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Digital Insurance Benchmark
Apps focus on claims
Mobile apps could be the key to insurers becoming
a greater part of their policyholders’ lives. However,
most apps focus currently on the claim submission
process, with 78% of Dutch insurers apps supporting
this process. This is, without doubt, a vital capability
as the claim is traditionally considered ‘the moment
of truth’.
In our benchmark, none of the apps of Dutch insurers
support claims aftercare or policy amendments.
However, the international insurers in our benchmark
have taken steps to develop apps in line with their
websites, with 1 in 5 supporting policy changes
through the app and 2 in 5 letting customers track
their claims after submission through the app. Geico,
that has one of the better known mobile insurance
apps, provides quoting, policy management as well
as an interactive accident guide to start the claims
reporting process. However, these are simply the
same features on a different channel.
Overall it can be concluded that both Dutch Insurers
as well as International Insurers have not fully
capitalized on the opportunity the new Mobile
Channel offers them. Most NL Insurers don’t have
an App at all and most of the ones that do have an
App have only created functionalities in the area
of First Notice of Loss. The lack of functionalities
in combination with the low interaction level of
consumers with their Insurance company results in a
very low ‘success rate’ of Insurance Apps.
Chart 6 – Maturity of Dutch vs. International apps
36% of Dutch Insurers offer a partly
mobile website experience, and most
apps focus only on claim submission
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Digital Insurance Benchmark
Opportunities for improvement
Opportunities for improvement
Our research has shown that most Dutch insurers
are making progress in supporting online sales &
service transactions but are struggling to provide truly
mobile solutions. Given the market circumstances,
insurers should carefully consider how to differentiate
themselves in a world of continued digital disruption.
Despite strong growth projections of especially
mobile in combination with low maturity of Insurers
in this area, it’s questionable if putting tremendous
effort into ‘replicating’ current services to mobile is
advisable as interaction levels and customer needs
for mobile are substantially different than for other
distribution channels.
Mature mainstream
Smarttphones /
Tablets
Bring Your Own
device
Video Telepresence
Mobile device
management
Automatic content
recognition
Electronic paper
Adolescent
3D printing
Speed recognition /
gesture control
Wearable computers
Natural language
interaction
Figure 1 – Maturity of IT trends for Mobile and User engagement
________________________________________________________
7 IT Trends & Innovation survey, Deloitte & CIO Magazine, 2014
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Digital Insurance Benchmark
HTML5
Enterprise mobile apps
Social Media
engagement
Location awareness
services
RFID
Augmented reality
Context enriched
services
Smart appliances
Flexible displays
Emerging
Rich Internet
applications
communications
Multi-touch displays
Early mainstream
Inspiration with regards to the next steps in
creating relevant and differentiating omni-channel
capabilities can be found in Deloitte’s annual IT
Trends & Innovation survey7 which identifies the most
important IT trends and technology enablers that can
support revenue growth and business transformation
across industries. In the area of IT trends for Mobile
and User engagement 27 trends were identified in 4
levels of maturity. The most relevant emerging trends
for Insurance are Gamifcation, Telematics and the
Internet of things.
Telematics
Near Field
Communication
The Internet of
Things
Mobile Robots
Telematics
The idea behind telematics in car insurance (also
known as Usage Based Insurance or Pay How You
Drive) is that driving behaviour is actively monitored
and used as a risk indicator to amend premiums
accordingly. Especially for good drivers, telematics
offers a more precise assessment of their skills and
driving habits and associated risk profile ultimately
resulting in lower Insurance premiums.
Using telematics devices to understand clients driving
behaviour and provide a discount on car insurance
dates back to 2005 but is now at the tipping point
of large scale use. Exponential growth is expected
in the upcoming years resulting in € 50 billion
premium income by 2020 in Europe8 mainly due to
the reduced cost of technology, increased consumer
demand and cross industry adoption. Telematics was
initially predominantly enabled by monitoring devices
installed in cars and still shows huge potential with
Telematics unit sales in Western Europe expected
to reach 25 million vehicles by 2016. Continuous
growth of smartphone capabilities who nowadays
offer GPS and G-force tracking has enabled App
builders to create cheap and easy to use telematics
based value propositions. Popularity of these apps
in combination with strong smartphone growth
will give an enormous boost to Telematics based
Insurance policies. Telematics also offers opportunities
for Insurance companies sharing their knowledge
around e.g. ‘dangerous’ roads and pro-actively
giving Telematics based drivers alternatives to further
reduce their risk profile. Lastly in case of an accident,
Telematics enables quick emergency services (e.g.
automatically notifying police, towing truck and car
rental company) as well as a reduction of error rates
and costs for claims settlement.
________________________________________________________
8 Global Insurance Telematics Study, Ptolemus, 2012
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Digital Insurance Benchmark
Telematics based car insurance is already offered
by major US insurers such as Progressive, AllState,
StateFarm and Zurich. Their propositions are
continuously being improved. Progressive, one
of the first insurers to launch a Pay As You Drive
proposition, uses a small SnapShot device that needs
to be plugged into the car’s diagnostic port to collect
data such as time of day, vehicle speed and braking
tendencies, used for calculating personal discounts.
Whoosz, introduced in the Netherlands, facilitated
by T-Mobile and Zurich, uses a smartphone app to
collect driving characteristics, giving more direct
feedback while driving, providing a score per ride
with leadership boards and shows accumulated
savings based on (adjusted) driving style.
Popularity of Telematics Apps in
combination with strong smartphone
growth will give an enormous boost to
Usage Based Insurance policies
Gamification
Gamification is the use of game thinking and game
mechanics in a non-game environment to increase
customer engagement and stimulate desired
behaviour through challenges, incentives and
rewards. These incentives can range from awarding
achievement levels or badges to earning loyalty
points and discounts.
In another industry, Dutch lease company Leaseplan
provides benchmark data to their individual drivers
showing fuel usage, damage profile and number of
speeding tickets versus peers. Innovator Moven(bank)
is actually built around providing customers with
instant insights into their spending behaviour,
providing incentives to improve their financial health
over time. In a similar fashion, insurers could provide
better insights, peer benchmarking, potential underor over-insurance alerts and prevention tools. For
life insurance, CUNA Mutual Group provides the
Jon is 16 and just got his license.
Dad is a little nervous.
Retirement Radar App, which leverages ‘gamification’
techniques to help engage members in the complex
process of retirement planning. For car insurance,
Geico focuses on educational drivers with their Tricky
Traffic App.
When gamification and telematics are combined
Insurers could enable a virtual competition, by
comparing the performance of individual ‘players’
(policyholders) with others in their peer group and
providing real-time feedback in return for various
benefits (discounts, loyalty points, coupons for
external services, etc). Other options are Parental
Guidance for young drivers, in which parents are
alerted when a problem arises. Combining fun
and value can help insurers enhance customer
relationships by increasing the number of valuable
customer interactions.
Jon’s driving quality is
recorded and visible; good
habits are rewarded
Jon gets real-time
feedback in the car
Dad can see
Jon’s trips and
gets alerts if
there is a
problem
Jon plays driving games
on his smartphone
Jon can share results with
social network friends
Figure 2: Telematics and Gamification: from trend to opportunity9
________________________________________________________
9 Mills, H. Tubiana, B., Innovation in insurance, The path to
progress. Deloitte University Press. (2013)
15
Digital Insurance Benchmark
Dad gets a discount
and renews his policy
New devices connected to the Internet (Internet of Things)
The number of people connected to the internet
continues to grow from 2.7 billion in 2013 to
3.3 billion in 2017. Advanced but cheap sensor
technology combined with available wireless
communication will stimulate the growth of devices
and smart objects connected to the internet to up
to 50 billion by 202010. Sensors are already built into
smartphones for geolocation, Samsung equipped
Washing machines with sensors enabling to shut
of water supply automatically in case of leakage
and Homewizard provides smart sensors for energy
monitoring and control, fire prevention and burglary
alarms. The range and use of Personal wearable
devices will be booming in the incoming years varying
from smart watches monitoring personal health (e.g.
heart rate, movement, fat and cholestorel levels) to
Google glass using Augmented reality to present an
additional layer of information (e.g. traffic info, peer
reviews and facial recognition linked to social media).
INTERNET of
THINGS
Figure 3: The Internet of Things
________________________________________________________
10 IT Trends & Innovation survey, Deloitte & CIO Magazine, 2014
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Digital Insurance Benchmark
The real challenge for insurers is to capitalize on the
tremendous opportunity provided by the enormous
amount of additional data that will become available.
Insurers can use external sensors to move from
passive to proactive guidance. Consumers with high
medical costs could be alerted by geolocation that
additional coverages are required for travel or health
insurance when they are about to cross the border.
Analysing non-traditional insurance data could reveal
new risk factors enabling pricing differentiation or
new value propositions. With Google Glass, claims
inspections can be made easier and cheaper, even
better when facial expression recognition techniques
are used to verify fraud. Information from health
monitoring devices can be combined with loyalty
programs for health insurance, creating a different
kind of interaction and sense of belonging with
an Insurance company. Pro-actively providing or
supporting the purchase of home monitoring devices
reduces risk. Therefore premium income is affected
negatively at first, however, it builds trust and creates
mental and financial exit barriers for consumers,
positively influencing long term client relationships.
Considering the law of Metcalfe that states that
the value of a network increases quadratic with
the number of objects added, the number of
opportunities the Internet of things will create in
general but also in an insurance context will only be
limited by our own creativity and imagination.
The real challenge for insurers is to
capitalize on the tremendous opportunity
provided by the enormous amount
of additional data that will become
available
Insurers should embrace new technologies to
differentiate themselves in the digital arena.
The digital economy is here to stay. Whereas the
world today has 6.7 billion mobile phone users, 2.7
billion internet users and 1.7 billion social media
users, by 2017 these numbers have grown to 8 billion
mobile phone users (1.2 for every human), 3.3 billion
internet users and 2.5 billion social media users. In
the Netherlands, with already high internet usage,
the strongest growth is expected in smartphones
and tablets. The increased use of these devices and
the willingness to rapidly adopt new technologies by
consumers will be a catalyst for the development of
new functionalities at phenomenal speed.
The insurers that have the vision, courage
and endurance to take a step forward
in the digital arena will be the ones that
will truly reap the benefits of the digital
megatrend
17
Digital Insurance Benchmark
Digital disruption in the insurance value chain is
therefore not a possibility, it’s a certainty. Insurers
shouldn’t deny this new reality but should embrace
the opportunities these new digital technologies have
to offer. In this way new areas of differentiation in
the strongly commoditized and price competition
dominated environment can be created. Adopting
trends like gamification, telematics and the
internet of things offer opportunities to create truly
differentiating value propositions, which will enable
insurers to regain customer loyalty and at the same
time increase profitability. The insurers that have the
vision, courage and endurance to take a step forward
in the digital arena will be the ones that will truly reap
the benefits of the digital megatrend, before others
like aggregators or Google will take ownership of the
majority of customer’s digital touchpoints.
Contacts
For more information on this research, please contact:
Pieter Hofman
Partner IT Strategy
+31.88.288 5150
[email protected]
Frank Bovee
Director Strategy & Operations
+31.88.288 7888
[email protected]
Raoul van de Hoef
Senior Manager Deloitte Digital
+31.88.288 9709
[email protected]
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Digital Insurance Benchmark
Appendix
Appendix
Deloitte e-Insurance maturity model
Deloitte’s e-Insurance assessment methodology uses a framework of over 70 measurable and consumer-facing
business capabilities to assess an insurer’s online maturity on their website and mobile site/app. The model was
co-developed and validated with support of the University of Amsterdam.
A 6 level maturity score was assigned to each capability. Scores for each insurer’s website and mobile site/app
are based on current consumer expectations and existing capabilities in the market. Deloitte used its business
insights to assign maturity-level descriptions to each capability score to provide a guide for assessment.
Using this methodology, benchmark data has been gathered for two different insurance segments: P&C and
Health. Analysis of 30 insurers across three different countries (US, UK and NL) is included in this white paper.
Maturity-level criteria
Maturity level
Explanation
Does not exist
Functionality is not present
Basic
Functionality is very limited and mostly static
Moderate
Functionality exists and is mostly interactive
Competitive
Some advanced functionality exists within the capability
Advanced
Almost all advanced functionality is offered
Best in Class
Leading practices and all advanced functionality within the capability are offered
The Deloitte e-Insurance assessment results for each category identify key areas where insurance leaders
differentiate themselves from their competition and score much higher than average. Examples of such
categories include ‘Tracking’, ‘Claim’, ‘Manage policy’, and ‘Peer to Peer’.
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Digital Insurance Benchmark
e-Insurance assessment categories
21
Category
Category description
Design
Does the interface conform to general design metrics of website or app use?
Usability
The ease of use of website or app
Catalogue
The completeness of the information provided on the website with respect to the market in
which the website operates
Premiums:
How mature are the possibilities to calculate premiums for products of the insurer?
Acceptance
Is the process of acceptance & confirmation mature within the insurer?
Manage policy
Can customers manage their policies without the interference of a service employee?
Claim
Can users claim damages and health care costs, and to what degree can it be done through the
interface?
Tracking
Is it possible to track progress on activities performed by the insurer?
Assurance
Does the insurer provide assurance on the company, the products and the service?
Security
How secure is the interface and how secure is user data?
Customer service
What is the maturity of the customer service?
Profile management
Can users manage their own profile and to what extent does this have effect on the insurance
policies?
Peer to Peer
Does the insurer give users options to interact with one another with respect to the insurer of the
products offered?
Multi-channel
Does the insurer offer sales and services across multiple channels?
Prevention
Does the insurer offer advice or tips to prevent damage or health costs?
Guiding/advice
Are customers guided through the process of buying insurance or is there no advice from the
insurer?
Recommendations
How mature are the recommendation systems within the insurers interface?
Mobility
Does the insurer offer devices to track data and customer behaviour to influence, for example,
premium rates and discounts?
Digital Insurance Benchmark
Assessed Insurance companies
For our assessment, we selected the majority of direct writers in the Netherlands, covering over 80% of the
total GWP in Property & Claim and Health insurance. A selection of leading insurers from the US and UK was
added that showed international best practices.
The following insurance companies were part of our assessment:
Dutch companies
Aegon
Kroodle
Agis
Menzis
AllSecur
Nationale Nederlanden
Centraal Beheer
OHRA
CZ
Unive
Delta Lloyd
Verzekeruzelf
Ditzo
VGZ
FBTO
Zekur
Inshared
Zilveren Kruis
Interpolis
International companies
Aetna - US
Humana – US
Allstate – US
Kaiser Permanente – US
Aviva - UK
Progressive Insurance – US
Axa - UK
State Farm – US
Farmers – US
Zurich - UK
Geico - US
The analysis was conducted in the last half of 2013 and early 2014.
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Digital Insurance Benchmark
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and
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