Insurers that invest in a holistic, customer-centric approach can yield substantive financial returns, including reduced call center volumes, customer churn and operational expenses.
Delivering simplified customer communications
Consumerization and the digital enterprise
Does your firm need a claims leakage study?
2015 insurance CRO survey
The business case for actuarial managed services
Optimizing the actuarial modeling environment
Closing the deal: strategies to increase speed and value
Digital strategies for life insurers
Building a model risk management capability
Insurance: vast potential
The US insurance industry is confronting significant demographic, macroeconomic and regulatory challenges to business models and operations. Organic growth continues to be a challenge, given the economic situation and the competitive landscape. Successful players are repositioning and reinventing their products, strategies and services. They are also taking significant steps to position themselves for growth and profitability in this competitive, lower-margin market.
EY helps insurance executives identify and analyze the market forces that should be at top of mind.
Stay nimble amid risk and regulation
Waves of legislation continue to pressure management and absorb precious resources. Combined with the need to innovate in a highly competitive environment, this is causing some insurers to withdraw from long-standing core markets and product lines.
However, insurers are adapting by leveraging technology and developing operating models that are compliant with changing regulatory regimes. New business architectures will enable insurers to release better products more quickly and cost effectively.
Gain market insight
The balance of power is shifting toward the customer, and distribution models are rapidly evolving. Shifting demographics and digital disruption are transforming long-standing retail distribution models.
Success will be achieved with patience, long-term investment and genuine understanding of local dynamics.
- Underwriting and pricing effectiveness
Given unrelenting economic uncertainty and prolonged low interest rates, insurers face significant profit- and growth-related pressures and thus must improve the efficiency and effectiveness of their underwriting capabilities.
One way to improve risk selection and pricing is leveraging data to embrace more sophisticated segmentation. However, success will ultimately depend on adopting enhanced analytical and modeling techniques.
We can help you optimize the following:
- Policy administration and billing transformation
Insurers are under constant pressure to reduce underwriting operations costs, while continuing to grow their customer base without increasing headcount. They also face tougher demands from producers and customers who want faster quoting, more accurate policy issuance, diversified billing and payment options and real-time self-service capabilities.
We can help you optimize the following:
- Product development and delivery
Incompatible systems, organizational silos and disjointed processes perpetuate costly and low- quality product development approaches. As a result, many insurers have redundant product portfolios that complicate underwriting, operations and claims processes.
As insurers look to refresh and expand their products, these issues restrict their ability to react to market changes and satisfy their customers.
Product design and delivery architecture are central to innovation and fulfilment across the insurance enterprise, and they must be integrated into both business processes and technology solutions.
We can help your organization take the following steps to develop a robust suite of products designed for specific customer needs:
- Claims transformation
Our offerings enable transformational or step changes in claims capabilities. Our expertise and analytical insight can help you achieve better claims outcomes and expense management.
Our team can help insurers in the following ways:
- Are you ready for Solvency II?
At the recent Trilogue meeting, the European Commission proposed a deferral of the implementation date of Solvency II to January 1, 2015, but the proposal did not reach consensus.
Are you ready?
- Actuarial and risk management strategies
As the insurance market undergoes radical change, insurance companies face a difficult balancing act. They must identify and assess new options for value creation while continuing to manage risks and meet emerging regulatory requirements such as Solvency II and IFRS.
See where our more than 1000 actuarial and insurance risk professionals serve clients around the world. The combination of our dedicated actuarial and risk professionals and close partnerships with related practices across EY provides truly integrated services across all disciplines in the insurance industry.
Our deep global knowledge comes from our work with insurance companies, banks, pension funds, private equity firms, sovereign funds and local regulators.
Click the magnifying glass to learn more about our actuarial and risk management expertise, and how we use this to enhance financial performance and the effectiveness of actuarial and risk management functions.
Leverage that knowledge by contacting our actuarial insurance team leaders in EMEIA, the Americas, Asia-Pacific or Japan.
Learn how our actuarial services drive transformation, financial reporting, risk and financial management and value generation.
To improve cost-effectiveness, insurance companies have a broad range of options: integrated finance solutions, actuarial and risk reporting processes, selective offshoring and shared service centers for improving standardization and output quality. We help companies simplify their actuarial infrastructure and achieve cost efficiency by streamlining or offshoring/outsourcing their actuarial and finance reporting processes.Actuarial and risk models are becoming increasingly crucial to business operations. Although a fast close of actuarial reporting remains important, regulatory focus and requirements to put a robust control environment around models are also increasing. We help companies make their actuarial and risk models efficient and fit for purpose.The global insurance industry is facing a wave of new regulations and reporting requirements. It is crucial for companies to understand the micro and macro effects of new reporting requirements—the importance of reported figures and the wider implications for strategy and operations. We help companies understand and prepare efficient external and internal reporting frameworks by providing actuarial services that are part of integrated multi-disciplinary solutions.With long experience as auditors and more broadly on assurance engagements, our multi-disciplinary actuarial teams give comfort to Boards on key strategic items including managing supplementary financial information and meeting regulatory requirements.The insurance industry faces many challenges: political changes, economics, product innovation, technology advances, competition from other financial sectors and changing customer behavior. We prepare companies for these changes by providing practical insights on consumer buying patterns. We also help you understand which customers truly create value so you can build strategies to enhance these high-value relationships.As companies revisit and optimize their portfolios, they look to acquire and consolidate more attractive businesses, and dispose of businesses in markets where they cannot compete. With depressed valuations in many insurance markets and the shifting strategies of multinationals, the mergers and acquisitions market is poised to become more active. Our experienced Transaction Advisory team provides integrated services to help companies with valuations and post-merger integration.As capital becomes scarce and competition from other financial institutions increases, insurers are evolving from static to dynamic optimization of risk portfolios. We help companies optimize their risk portfolios under current rules as well as expected new regulations such as Solvency II.Asset management is closely linked with capital optimization, product optimization and financial modeling. Facing innovation and competition from other financial sectors, insurers must develop optimal asset management strategies. We help companies with asset liability management, derivative pricing and performance management.
- Economic capital framework and modelling challenges
- Recovery and resolution planning for insurers
- Financial Services: Bringing the broader perspective
- Five trends to watch in annuities
- Insurers prepare for market-consistent frameworks
- Manage risk with integrated captive services
- Be prepared for IFRS/accounting changes
We are increasingly living in a global economy — with trade and inbound and outbound investment a fact of life. It's no wonder capital markets have long advocated for globally recognized accounting standards.
Until recently, that common accounting language has been a missing link. Now, policymakers, lawmakers and regulators are working alongside standard-setters to provide a single set of high-quality, global accounting principles.
Benefit from our timely insights as your prepare for this transition.
- Customer agenda
The buying behaviors, attitudes and preferences of insurance customers worldwide are changing. To understand this transformation, insurers need to determine how they must adapt to attract, deepen and preserve customer relationships.
- The journey toward greater customer centricity
- Global Consumer Insurance Survey 2012
- Voice of the customer: time for insurers to rethink their relationship (webcast replay)
- Governance facing the industry today
We, along with Tapestry Network, established the Insurance Governance Leadership Network (IGLN), a global network centered around non-executive directors from a select group of the largest insurers from Europe, North America and Asia. The IGLN provides a peer-to-peer platform for participants to discuss critical issues facing the industry globally. Its primary focus is the non-executive director, but it also engages senior management (notably chief risk officers) and regulators, all of whom are committed to outstanding governance and supervision in support of the mission to build strong, enduring, and trustworthy insurance institutions.
Tapestry Briefings – A View from the Boardroom:
- The emergence of emerging markets
The global economy is at a turning point. Fast-growth economies in Asia, the Middle East, Africa, Latin America and Eastern Europe now form almost half of global GDP and, in 2010, they contributed 70% to overall global growth.
These trends are accelerating. By 2050, fast-growth economies are projected to account for 65% of the global economy. In contrast, most developed markets are still struggling to recover after the global recession.
For many businesses, their very survival depends on pursuing a growth agenda. This might include expanding into new markets and sectors, finding new ways to innovate or taking new approaches to talent.
But there’s one key question that must be answered: how can your insurance business make the most of the many opportunities that exist?
Connect with us
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Upcoming webcast (8 June): 2015 insurance CRO survey
Join us for an hour-long webcast as we discuss findings from our 2015 insurance CRO survey. Register now.
Learn what US customers said about their relationships with insurance providers.
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