Posted on January 23, 2015 by Jonathan Rusby
Perhaps better known as a showman than an entrepreneur, P. T. Barnum was nevertheless successful in a range of businesses and dedicated to the idea that there was a customer born every minute. But while insurers may admire his optimism about an endless supply of potential buyers, they might consider applying his concept to their product portfolio instead. By making sure that a new product is “bo . . .
Posted on January 23, 2015 by AccentureINS
Accenture’s recent global insurance claims survey found that customers value access to different channels. The call center is most customers’ preferred channel for interacting with their insurers at all stages of the claim, followed by digital channels and the agent.
Digital was seen as an especially important channel for checking the status of a claim and the status of repairs or replacement. It . . .
Posted on January 22, 2015 by Kevin Meadows
In my last post, I discussed some of the findings of the recent Accenture survey on digital innovation, including the observation that many insurers expect to make acquisitions of digital insurance start-ups, telematics companies, and analytics firms, among others, to accelerate their digital progress.
As with other initiatives, including investments in home-grown digital innovation, insurers have . . .
Posted on January 22, 2015 by John Cusano
For the past month, I’ve been sharing concepts based on the findings of Accenture’s Digital Innovation Survey, focusing on how insurers can target growth in a digital world. Drawing on our research, and summing up all we’ve looked at over the past several weeks, I’ve managed to boil down the main takeaways into these five key action items for insurers that want to lead the pack as Digital Transfo . . .
Posted on January 22, 2015 by Michelle Krause
As reported in our High Performance Finance Study, Insurance Report, finance executives at insurance companies aspire to a single, enterprise-wide approach to managing finance and risk.
Many providers have not yet centralized their finance and risk resources—instead scattering them into multiple operating segments, each with their own risk and finance teams. Each team, thus, is focused on differen . . .