Analysis and assessment of the IAG B2C Personal Insurance E-Commerce Project.
Analysis and assessment of the IAG B2C Personal Insurance E-Commerce Project
Table Of Contents Page
1. Executive Summary
2.1.2 Organizational Structure
2.1.3 Corporate Strategy
2.2 The Industry
3 Business Model Analysis
3.1 Before eCommerce
3.2 Current eCommerce Strategy
3.3 How success is measured
3.5 Marketing & Advertising Strategy
3.6 Pricing Strategy
3.7 Retail Channels
3.8 Channel Integration Analysis
3.9 Order Fulfilment
3.11 CRM Value Chain Analysis
3.12 Digital Strategy evaluation
4.1 Market Overview, Trends and Statistics
4.2 Domestic Competition
4.2.1 Australia’s 5 biggest insurance organizations according to BRW Nov 2001
4.2.2 Analysis of Competitor Internet Offerings
5 Analysis Tools
5.2 SWOT Matrix
5.3 Affect of the Internet on the Industry Structure
5.4 Channel Migration
5.5 Gap Analysis
5.5.1 Gaps in Business Focus
5.5.2 Customer Interaction
5.6 Services Expected by Online Buyers
8 Appendix A - Tables
8.1 IAG Product listing
8.2 Insurance Industry Thematics
8.3 Australia’s biggest insurance organizations (BRW 1000 Nov 2001)
8.4 World’s largest Insurance organisations. (Fortune 500 July 2002)
Francis Buttle Network SCOPE model
8.6 Customer portfolio analysis model -need reference
8.7 Dimensions of Customer loyalty
8.8 Summary of IAG Financial history
8.9 Global Insurance Trends
8.10 Red Sheriff Report
9 Appendix B – Internet Charts and Trends
10 Appendix C – Online Quotes
11 Appendix D
11.1 Interview Notes
11.2 Balanced Scorecard (as developed by Kaplan and Norton)
Insurance Group Australia (IAG) is major player in Motor and Home insurance and dominates the NSW market place. Through the NRMA brand it still has the edge in the B2C space that has been available since May 2000 and now needs to reconsider what it will do to maintain that position, as competitor offerings are close behind. Web enabling the remainder of its brands is an obvious choice. IAG owns or controls most of its 'Value Chain' to great effect but needs to go one step further and get to know individual customers better, through more effective datamining. For instance not all of the male 18-25 group are bad drivers; multi variant rating could be used to identify the correlation between age, vehicle types and postcode.
The recently announced loss of $25 million will mean an ongoing focus on costs which should mean that eCommerce opportunities are re-evaluated as internet transaction costs are lower. As a business unit eCommerce has now been incorporated into 'business as usual', so it no longer a key driver in its own right with a separate budget. It should not be assumed that everyone understands the potential for B2C. 'Getting it Right', the customer focussed initiative should however catapult eCommerce back to the forefront, as one of the key opportunities already identified is the lack of a 'single view of the customer.' At IAG staff cannot simultaneously see all of a customer's information for personal insurance, business, health and retirement products. Similarly to date here has been little cross selling, although Karen Baylis mentions this in her presentation [xxii] but customers are offered a bundling discount of up to 12.5%. This area has great potential especially as Suncorp Metway has just implemented a CRM platform across its entire customer base, which it hopes will "increase its ability to cross sell products." Staff will see a summary page of customer's transactions so they will "know immediately the customers involvement with the bank."
Other traditional strategies such as extending core competencies into say the Public Liability arena will also be pursued along with overseas acquisitions.
Parallel to this would be the rationalisation of the many underwriting systems that exist.
As an insurer IAG is risk averse and has therefore avoided the four perils of CRM by proceeding cautiously. Reicheld et al list these as
- Implementing CRM before creating a customer strategy
- Rolling out CRM before changing your organistion to match
- Assuming that more CRM technology is better
- Stalking, not wooing, customers
Importantly they have in place effective leadership and change management that are critical to success. Rod Bryan of PwC "says that while CRM is definitely an all or nothing proposition…. it is about committing to a way of doing business, not to a set of tools. The key to success lies in the strategy, not the software" [i] IAG has found right the balance between the two.
This analysis and assessment will critically evaluate the current Business to Consumer (B2C) strategy of IAG, compare it to the strategies of major competitors and make recommendations for future improvement of the strategy.
The scope of the analysis will encompass the current B2C model of IAG, in particularly the motor and home insurance products of the Personal Insurance sector. It will concentrate on the Internet offering, which is regarded as the most web enabled in the world. For clarity a complete product listing is shown in Appendix A Table 8.1.
Francis Buttle defines CRM as the "intelligent management of the actual and potential customer base with a view to generating optimal long-term customer and company value." IAG is a customer centric organization that is leveraging off its insurance segmentation expertise to identify groups of strategically significant customers, by using the Internet not only as a cost effective channel but also to provide a wealth of information that can readily data mined. This project will investigate these assumptions, consider whether is it doing so to greatest effect and make recommendations for the future
The terms eBusiness and eCommerce are used in this report, as they are terms used by IAG to define electronic commerce.
IAG is the largest general insurance company in Australia and New Zealand, with 3.8 million and 700,000 customers respectively. It has 14% share of the $20 billion gross written premiums (GWP) in 2000/1 and 42% of motor vehicle (MV) insurance market share (source APRA). Historically the business has grown from the National Roads and Motorists Association (NRMA), which started in 1923 in NSW; hence MV premiums comprise 47% of GWP, and NSW accounts for 61% of total GWP. IAG dominates the NSW market with 55.9% of comprehensive car and 41.5% of household building insurance.
Chart 1 IAG's Business Mix – Chart 2 IAG's Geographic Mix -
Gross Written Premiums 2000/1 Gross Written Premiums 2000/1
Chart 1 Chart 2
NRMA Insurance Limited was established in 1925, first with MV insurance, followed in 1942 by Compulsory Third Party (CTP) and in 1969, household insurance. In July 2000 it was 'demutualised' and listed on the Australian Stock Exchange a month later. It continues to share the NRMA brand with NRMA Member Services, the mutual roadside breakdown organization, and is unique in Australia in so doing. Similarly they share a joint home web page and are closely linked through Business Relationship agreements. The company was renamed IAG in January 2002 and is currently undergoing significant change following the appointment in 2001 of James Strong, ex Qantas, as Chairman and Mike Hawker, ex Westpac, as CEO. Both of these organisations are strongly web enabled in the B2C channel and so it is likely that there will be further development in this area in IAG.
"IAG operates under a number of brands - insurance brands that are generally the strongest in their region"
- NRMA in NSW & ACT
- SGIO in Western Australia
- SGIC in South Australia
- Circle & State in Tasmania
- Clearview Retirement solutions
- 70% of Insurance Manufacturers Association (IMA) through which it has formed a strategic alliance with RACV in Victoria
IAG has a hybrid structure with departments organised on a traditional functional basis, but is also 'diamond shaped' and part 'virtual network', for the B2C segment. The end vision is for a national model based on the 'virtual network.'[xxii]. Also it has a Group Executive Culture and Reputation, Sam Mostyn, rather than the traditional HR Director role. This is because it recognises that the brand is about more than just the people who deliver it but also about trust and integrity. Customer contact takes place through many direct channels while the related business customers (RACV, IMA, Member Services) are managed by account managers, and this latter part of the organization is 'bow tie' shaped.
IAG's mission is "to be the trusted organisation people turn to for help with their motoring, insurance and retirement services needs." The CEO often refers to " a set of organisational values, (its something we all need to create together)" They are honesty, teamwork, meritocracy, transparency and social responsibility.
Sam Mostyn says "if we keep our promises to our customers, our people, the community and to all our stakeholders, from there reputation will flow." Her focus is on ‘corporate sustainability’, that is “to be profitable without losing human values.” IAG acknowledges that its values have been shaped by "our staff, customers and shareholders" ix and places great emphasis on its sense of history which together with its staying power is an important attribute in the insurance market. The last value is reflected in IAG's sponsorship and community programs for crime prevention and injury prevention
IAG "is pursuing the following business strategies:
- Building competitive positions in general insurance and broadening our insurance related product range
- Growing the retirement solutions business
- Developing our eCommerce capabilities
- Enhancing our brands and customer relationships " ix
eCommerce is therefore an integral part of its strategy. IAG attributes its success to "offering customer driven products and services" and its stated aim is to "become even more focused on building its reputation as serving the community." ix
IAG has three priorities for its core business, including home, motor, CTP, Workers Compensation and Asset Management:
- Focus on customers
- Make operations more efficient
- Reduce claims costs
Mike Hawker (CEO) has a financial services background but has stated "I have no intention of taking us back into that space." The intention is to build on the NRMA brand and claims management expertise. At the CEO forum in May 2002 he stated that the focus was on general insurance, direct distribution and strengthening core capabilities. The financial target includes doubling GWP by 2007 and maintaining an AA+ category rating. Growth is anticipated through:
- Natural premium growth
- Increase in market share through up selling
- Entrance to new general insurance pools
- Underwriting of government schemes
- Market consolidation
- International expansion (has 20% of safety insurance in Thailand)
- Continued expense management disciplines
IAG sees its "core competencies as:
- Personnel skilled in insurance
- Extensive direct distribution
- Considerable database of information about insurance risk
- Strong risk management framework
- Strong claims management skill set" [v]
According to the Project Program Director – Sales and Marketing (Ron Payne) the IAG could diversify into other English speaking markets that have a British system of law and into public liability insurance, though this latter is not a current area of expertise. Suncorp Metway have however just announced that they are entering this market. Significant opportunities exist for growth especially via the Internet as take up has been slow outside of Sydney and Melbourne. Currently only 52% of metropolitan residents over 18 access the Internet. [xxiv]
Worldwide the insurance industry is in a state of flux following the September 11 terrorist attacks, the continuing disclosure of significant fraudulent accounting practices by large corporate entities such as Enron, and higher premium limits set for syndicates associated with Lloyds of London. The aforementioned events have had an adverse impact on the Australian insurance market which has also been impacted by local events such as the collapse of HIH and the substantial increase in public liability premiums and builders indemnity cover. These events have “caused a severe decline in the ability of insurers to offer coverage for a plethora of risks " and has allowed "insurers to raise prices and restore their profitability."
This is a preview of the whole essay
The above has resulted in some businesses self-insuring for all but catastrophic events and implementing stricter risk management policies. Additionally the Australian Prudential Regulation Authority (APRA) has introduced higher capital requirements, effective July 2002, which will have the effect of reducing the number of players in the insurance market particularly the small operators. The insurance industry is highly regulated with "APRA responsible for prudential supervision and the Australian Securities and Investment Commission (ASIC) which is responsible for consumer protection regulation "
This overview of the current state of the insurance industry presents several opportunities for well-managed insurance businesses. However the recent fall in global equity markets will mean further fallout in the insurance industry "with most companies achieving the bulk of their profits from investments, not writing insurance." This has led many insurers including IAG to downgrade profit forecasts and on 20th August it announced a total loss of $25million. Significantly this result included an underwriting profit of $142millon following several years of losses. The CEO attributes the overall loss to the worst stock market performance in 14 years and this has led to review of how managed funds will be invested in future. IAG does however have a lower expense ratio (19.7% in 2002, 20.3% in 2001) than the industry standard (27% in 2001 -see 8.8).
Business Model Analysis
IAG has operated a direct to consumer model since the 1970's, when the then CEO, John Lambourn, had the vision to remove agents from the value chain. This decision was motivated by the fact that most business was 'repeat' business from loyal customers and the brokers added little or no value. The subsequent cost savings were then passed on to the customers. Consequently the company’s Commerce strategy can be viewed as a logical extension of that model.
Current eCommerce Strategy
Established in 1999 the eCommerce team was "to make it easier and more rewarding to our customers and partners to interact with us." IAG is unique in offering "general insurance estimates, new business, renewal payments and amendments over the Internet." xiv These systems are "fully integrated with underwriting and policy administration to make it as efficient and easy as possible for our customers." ix The original capital expenditure budget was $70million with a payback period of five years. The project cost estimates is on target.
IAG provides "services to more than 900,000 customers online, making us the insurance leader."
The original 1999 strategy document stated, "eCommerce is a key enabler of NRMA's business strategy (and that) eCommerce will redefine the way NRMA does business. It will make it easier and more rewarding for our customers and partners to interact with us, and it will increase our staff's ability to do their jobs well."
The B2C strategy is part of an overall eCommerce strategy that includes a B2E employee portal, Eureka, which is well developed with 82% of staff having access. As well as being a communication channel with staff it hosts all HR forms and procedures online. Staff can change their own details (e.g. next of kin) enter timesheets, apply for internal positions and print payslips as these are not issued in hard copy. Additionally there is a B2B purchasing platform (Ariba) and a direct channel with approved smash repairers, whereby they can quote for work online, based on digital images of damaged vehicles. The latter has led to significant savings (9%) and improved customer service due to a quicker turnaround in repairs.
Industry wide aggregation was viewed as an option but discounted, as getting agreement from all major players was not realistic. The "strategy is to make eCommerce central in delivering value to our customers, partners and staff"
The original eCommerce strategy implementation anticipated three waves. The table below shows what has been achieved.
It was recently announced that "current B2B & B2E are not yet mature - need continued focus on driving strategy "and therefore an eBusiness unit was created, following the transition of the remainder of the B2C to Sales and Marketing and Web Technology to IT." It will be "based on a project operating model, involving a core pool of staff working across the B2B and B2E areas, to be augmented with contractors as needed. " Basically a separate eCommerce budget no longer exists and all new B2C and web development work will have to be funded as any other project within IAG. In short eCommerce has become 'business as usual.
How success is measured
Whilst some of the web development has been outsourced, all of the maintenance is performed in-house. Red Sheriff independently verifies the number of web site visits. (See 4.5)
According to Ron Payne, the company’s entry into e-Commerce was treated as a business decision rather than a technological solution, and that it was marketed as a new product, not a new channel, using a TV and radio campaign. This may help explain its success. The Internet banking model was copied in that the system is 'backended' so all information flows directly into the mainframe. Information is however stored in separate silos for different product groupings. For business insurance this is due to the number of old legacy systems and the resultant integration cost and for Clearview the desire to maintain independence. This however means that there is neither a single view of the customer nor a single owner of data, thus limiting CRM opportunities.
The table below shows personal insurance products and the transactions that may be performed over the Internet. Many of these transactions were web enabled on 11 July 2002; previously only quotes and renewals could be transacted online.
Marketing & Advertising Strategy
Initially advertising for eCommerce was primarily through web banners on Drive and Domain, the biggest motor and home portals respectively. The cost was $240k pa for each and yielded a 50% click-through rate. TV and radio were also used in the campaign. It is has since been established that "text links (especially when embedded in the design of a page) are more effective than banner ads" and the more targeted the promotion the better. Red Sheriff provides weekly reports on the number of 'click throughs' and conversions with this data being used to modify campaign tactics (See Error! Reference source not found.).
A recent review of online advertising concluded that the campaign to use Drive had been very successful and had won the Media Federation Awards 2001 for ‘Best Use of online.’ Domain was deemed unsuccessful due to communication with consumers at the wrong stage of the home purchase cycle.
The online advertising strategy is to:
- Drive traffic to nrma.com.au
- Specifically, encourage customers to complete insurance transactions on line
- Create one key partnership (i.e. F2 network) - which means a greater level of control.
According to the CEO, success is partially dependent on both cost and pricing disciplines. The company will achieve this by employing highly skilled people, strong asset management and a quality focussed process review. To date there has been no price differentiation between channels but this is currently being considered as eCommerce costs are lower.
There are no current plans to direct claims management towards the web, as it is seen as part of customer service to assist in times of distress and it also easier to deal with these issues over the phone e.g. directing the customer to the preferred repairer.
Business volumes are ahead of target following new business after the bush fires earlier this year and also reflecting "NRMA Insurance's competitiveness in the home market."
IAG's long standing "direct distribution channels allow us to build a relationship with our customer… (so) we can identify their needs and provide them with products to help manage their risk - because that's the business we're in, the HELP game." [x] Mike Hawker acknowledges that the global swing (see 8.9) away from using intermediaries is one of IAG's competitive advantages (88% of business is direct sales ) and recently stated that "our direct distribution model differentiates us from our competitors. We interact with them at the point of purchase and at that critical claim time." [x]
Additionally IAG 'manufactures' motor insurance for others including Ford dealerships and has 'franchisee' relationships with country garages, covering all products, thus increasing its reach cost effectively. This latter group has direct access to the IAG mainframe.
IAG has recently announced an agreement with Elders in country Queensland to sell its CTP product. Branches are being opened in Cairns, Townsville, Rockhampton and Mackay, following earlier closure, as "research indicates that customer preferences in the regional areas are different - they want to have face to face contact." Call centres have been expanded in WA and Queensland. Dealing effectively with these regional preferences is key if IAG is to increase market share outside of NSW.
The main channels and their respective share of motor vehicle quotes are as follows:
* Note B2C renewals are 3.5% of total or 18% including BPAY transactions
Channel Integration Analysis
According to Ron Payne, the intentions were to provide customers with a choice of channel and 24 hour availability, to attract early adopters and to rationalise distribution channels. Recently the number of Call Centres has been reduced from nine to five, and branches from 73 to 54. As Internet take-up reaches a critical mass there will be a greater reduction in the bricks and mortar offering. This point is about to be reached.
Karen Baylis, head of Sales and Marketing, states that "the challenge is that we want all our brands to have a single feel, no matter where our customers touch us. "[xxii]
The following workflow diagram shows the transaction process for claims:
Underlying all insurance is the principle of a contract based on trust, 'uberimmae fides', whereby there is a duty to disclose all material facts. Thus if a false declaration is made say about the condition of a car, this can void the policy. This basis of trust makes it simpler for IAG to execute order fulfillment, which is often not well executed in B2C Internet environment. IAG have two facets to fulfil and do them well, as evidenced by its insurance license and being the only insurer with a Standard & Poor AA+ rating and also by customer satisfaction surveys. The first facet is the intangible provision of an insurance promise, such as CTP, where all the customer gets is a document stating that cover has been provided. The second facet only has to be delivered if the customer makes a claim and in this case, say a vehicle may need to be repaired. Then the supply chain management flow will 'kick in'. The latter is web enabled and an area in which the IAG is particular strong, but not part of this assignment.
Legally IAG are obliged to send out reminder notices prior to renewal. Where policies have not been renewed, follow up is made through an outbound call centre. Additionally, an external agency, Message Media, was to used to proactively e-mail reminders out before their due date , customers however did not respond positively to this, and so the initiative was shelved.
Security & other issues
IAG has developed its own Internet security based on that of the clearing banks. However a fear over lack of security continues to be one of the reasons that individuals do not transact over the web with 36% citing this as an issue but only 18% for those who expect to use insurance B2C within the year . A report in the Daily Telegraph on 20th July about a breach in Internet security at St George bank will not help allay such fears.
Other reasons may also explain slow B2C penetration outside Sydney and Melbourne as B2C take up has been higher in rural New Zealand than in Australia. Factors that are likely to attract 'B2C insurance virgins' (see 9) include reduced price (68%), online product comparison (54%) and claim tracking (42%).
James Barnes hypotheses that relationship building may be more relevant for service organisations because the "relationship is essentially a people centred concept." The CRM premise is that the customer has a relationship with an organisation and that it is important to maintain this as it is generally accepted "it costs between one fifth and one tenth as much to keep existing customers than to win new ones."
Coyles and Gokey argue that "customer retention is not enough" and that managing migration is a crucial next step" that "can have as much as ten times more value than preventing defections alone." Their study showed that understanding changes in spending habits cannot only stop customers defecting but can also help migrate them upwards from those that should be 'sacked' to those that should be nurtured, as in the CPA model in 0. Tracking metrics like satisfaction and defection is insufficient because it does not indicate what makes customers loyal. Instead they identified different types of loyalty as in 0, with 53% of MV insurance customers described as deliberative loyalists. They "frequently reassess their purchases by criteria such as a products price and performance and the ease of doing business with a company." [xxvi] However all six segments need to be managed with differing tactics for each. IAG does not follow this practice.
CRM Value Chain Analysis
Using the Francis Buttle CRM value chain model , as adapted from Porter's model , we will critique IAG's CRM strategy
KEY Value chain activity delivered via online or not •. Value chain activity delivered traditionallyor not •
As we see above IAG either owns or 'controls' the majority of the value chain and this is a source of competitive advantage. It has a solid foundation in the 'supporting conditions' for CRM. There is however opportunity for improvement in the 'primary stages', in particular in Customer Portfolio Analysis and Intimacy and in Relationship Management.
Digital Strategy evaluation
Using Downes and Mui’s 12 Principles of the “Killer App” design strategy we will evaluate whether IAG’s strategy has been regenerative or destructive. They say they “can create fabulous wealth and breathe new life” and that “digital strategy is not really a planning methodology but a new operating model.”
Whilst IAG have integrated most of the ‘12 Killer Apps’ into their B2C strategy the areas that need to be most urgently addressed are point 3, the ‘single view of the customer’ and point 11, the way in which innovation and projects are evaluated and monitored on an ongoing basis. The former is likely to be addressed as part of ‘Getting it Right.’ In a follow up to “Unleashing Killer Apps’ Downes has since gone on to concentrate on the human aspect of strategy. Computers will pervade all areas of life the power he believes and managing change will be key. He says, “It is human nature to resist it and there is only technology that can overcome human nature; that technology is called leadership.” This is an area of strength for IAG.
Market Overview, Trends and Statistics
In June 2001 there were 147 private sector insurers writing general insurance business in Australia. General insurance includes all insurance and reinsurance other than life and health insurance. Gross premium revenue (for business inside Australia) and claims totaled $17.3 billion and $10.1 billion respectively for the 2000/01 year. The net underwriting result improved from a loss of $1.8 billion for 1999/2000 to a $0.8 billion loss for 2000/2001. The Net Profit also showed an improvement from a loss of $0.3 billion to a profit of $1 billion.
As customers are demanding more benefits, especially convenience, the industry is now starting to operate on the basis of customer push. This trend will require insurers to change the way they do business. They will increasingly need to understand their customers’ needs and determine how to engage their absolute commitment. Insurance companies need to retain and better understand their customers by utilising information. With the increased use of technology and the Internet, clients are becoming more electronically enabled. They are better informed with the increasing availability of information and seek value, choice, service and convenience. Over the Internet, they can more easily make price comparisons and switch between providers (Source: noie). Currently, customers change insurers, around every five years. In the 1960's however European insurance funds were held on average for about 25 years, similar to Australia. The dramatic reduction to five years, referred to as "a rash of churning -the turnover of products - has overtaken the industry and is destroying profitability." 'Stickiness' is therefore a key issue as is the amortisation of set up costs, as the period over which these can be recovered declines. Per, 20% of Australians will be looking for health and medical information online, this could represent an opportunity for IAG to affiliate with the major health and medical portals so as to offer their services and products like medical and life insurance.
According to industry research both in Australia and the US, Auto polices and Compulsory Third Party insurance will be the biggest source of revenue growth, but the internet will also be significant driver for offline sales.
Premium Levels Adjusted for Inflation Source: Ord Minnett/Deloitte Survey's 1994-2000, JPMorgan/Deloitte Survey 2001.
Over this period the industry has made an insurance profit in only three years (1996, 1997 and 2000), and on average there has been an insurance loss. This only exacerbates the need for the increased efficiencies the Internet can bring.
Australia’s 5 biggest insurance organizations according to BRW Nov 2001
Analysis of Competitor Internet Offerings
Summary of comparison of online product offerings
Affect of the Internet on the Industry Structure
The following is an attempt to assess the effect of the Internet on the Insurance industry in Australia. The model has been taken from the article written by Michael Porter, Strategy and the Internet, Harvard Business Review, March 2001.
The most important issues arising from the impact of the Internet on the insurance industry are the reduced need for brokers, increase in price transparency and the increase in reach. IAG is the only insurer that does not operate a broker network and consequently cannibalisation of channels is not a concern. The company needs to utilise this advantage to achieve greater market penetration in those States outside of NSW, which will entail a review of pricing strategies in those markets.
Channel Migration [xxii]
The above chart shows that the Internet has attracted NRMA customers from other channels. Recent Red Sheriff weekly reports show that web transactions exceed 20,000 per week making this largest channel. Fro SGIO and SGIC however B2C transaction numbers are only in the hundreds.
The Gap analysis is a comparison between an organization's current state and its desired state. A gap can be sometimes defined as the space between where we are and where we want to be. The key issues in the GAP analysis for IAG are:
Gaps in Business Focus
It has been IAG’s intention to move quickly in implementing eCommerce offerings to benefit from being the ‘first mover’ and to strengthen customer relationships. However, IAG does not have common CRM goals and objectives related to customer acquisition, development, and retention across its various brands.
IAG's many insurance databases are used for actuarial purposes and to establish claim patterns and product costing, rather than for classic CRM. It does not have a good understanding of individual customers. If they want to deepen the customer relationship then they will have to focus on individual customers. Currently, there is no obvious strategy to achieve this.
The online offerings differ for the various brands, for example, SGIO and SGIC do not offer a complete online service for their customers. Customers also have different perceptions of each brand, for example, NRMA is mainly associated with motor vehicle insurance and SGIO with general insurance. The brands are also associated with specific States.
Customer Interaction please explain
IAG websites are still not customer driven and personalized websites are not offered. Online quotes and purchases should be customer number driven to facilitate personalization.
To facilitate better customer relationships IAG ideally needs a centralised customer data warehouse supported by CRM tools. Currently IAG data is in separate silos.
WAP is the next step for eEnabling the customer and it has already taken off in air travel and other B2C offerings. IAG could provide WAP services for payments, quotes, standard data and claims tracking but a cost benefit analysis would be necessary. Online web tracking of claims may be a cheaper alternative.
Services Expected by Online Buyers
From a survey of regular Internet users in 2001, the following are the top ten services that can improve Car insurance websites and online offerings (including home and home contents) and, our assessment of the extent to which IAG has addressed these customer metrics:
From the above it can be seen that IAG does not adequately address a number of the metrics that Internet users consider important. Cheaper prices, site comparison, up fronting costing, immediate response to online questions and the ability to make a claim were also important to prospective online purchasers (with similar ratings as for regular online users).
Online car insurance buyers view company reputation, convenience and transaction security as important criteria in their decision making process. IAG meet all these criteria in most of the States in Australia and the company has a particularly strong reputation in NSW. The company should look at strategies to enhance its reputation in the other States. Certain of these strategies are contained in the SWOT matrix. (see 6.2)
Appendix A - Tables
IAG Product listing
Insurance Industry Thematics IAG Australian Market share
Australia’s biggest insurance organizations (BRW 1000 Nov 2001)
World’s largest Insurance organisations. (Fortune 500 July 2002)
Francis Buttle Network SCOPE model [xxvii]
Customer portfolio analysis model [xxvii]
Dimensions of Customer loyalty
Summary of IAG Financial history
Global Insurance Trends
Online Advertising summary
Data has been summarised from above presentation on 19 July 2002
Appendix B – Internet Charts and Trends
Most important future online offerings by current online Car insurance consumers and next wave of purchasers
Source: Regular Internet users, ACNielsen consulting Internet user survey #10, May 2001
Red Sheriff 2001 -High-level and financial purchases (browsing and purchasing activity)
Source: Red Sheriff 2001
Red Sheriff - Growth in Internet use (1997-2001)
And Internet spending will be experience strong growth for at least the next 4-5 years
Appendix C – Online Quotes
Online Quotes for Ford Falcon from Three Websites
Allianz site is very simple and quick to get an online quote. It has a prominent link to Directdial for 2-minute quote. Only 10 parameters gathered to give quote quickly. Website say in a big display that “BUY COMPREHENSIVE INSURANC ONLINE AND SAVE 10”. All the information gathered on one page.
Comments: Information collected from customer looks inadequate. Doesn’t ask for car value (assume agreed). Driver’s driving history not asked. But very quick can be done exactly in 2 minutes. This site doesn’t offer Green Slip online, which should be much simpler to offer.
Suncorp is again a good and simple site to get quote. Site tries to give good information about policy before starting quote. Describes terms and condition and asks for accepting it before going ahead. We have go through three pages of information to get quote. Asks questions about no claim bonus and claims history.
Explains 7 insurance benefits and asks for their importance to customer before giving quote. Asks for other product insurance with them also.
Comments: Slower response and screen changes according to information entered. You have to go through 3 pages to get quote. Gives good policy detail upfront. “Importance of benefits" survey from customer is a very good information gathering exercise. It can help in designing and pricing the product better. It can help in CRM initiative as well. Suncorp doesn’t offer CTP online.
A good comprehensive site to get quote. Collect lot of good information about driving profile and claims. Relatively slow and have to go through five pages before getting quote. Ask for any other insurance product which customer might have. Give flexibility by offering couple of optional benefits.
Comments: Could be designed better for information gathering by reducing it to two pages. But gathers good information. NRMA should ask upfront if customer already have any insurance product from them. If yes then it can retrieve information about current customer. It can give good customer relationship.
Project Program Director - Ron Payne - Sales and Marketing: - entire group on date?
- CRM is not being implemented regarding new leads & opportunities.
- Just completed Wave 2 but not going ahead with Wave 3, as IAG is walking away from the financial services market.
- In regards to the Web Infrastructure IAG is maintaining the Infrastructure & architecture, NRMA (Road Service) feeds their content into the site.
- Not looking to provide more services, but evolvement using capabilities built in other areas.
- Moving into liability insurance with IAG’s strong balance sheet.
- Uptake in the web savvy areas; read Sydney and Melbourne has been huge.
- Franchisees are mainly based the less web savvy areas such as Perth Brisbane & Adelaide and in the regional areas where it is not economical to put a branch. However they are not challenging these areas and believe it will be in 5-10 years for Perth, Brisbane & Adelaide before they will be ready to take it on, however this a socio-economical cultural not an infra structure issue. (New Zealanders are happy to buy on the web).
- Looking to use as B2B platform to interact with franchisee’s and agencies (IAG still owns the customer data) selling insurance product (35% of business)
- In these areas they are looking at running B2B services out to existing franchisees & other networks eg. (Fords network of car dealers) as there will be no infrastructure setup for NRMA. The strategy is to move them to online forms verses paper based, then transfer the data entry into the mainframe, as this is more economical.
- EC interacting with city people & people interacting with EC in the bush.
- No channel conflicts yet as prices are the same, however they are looking into price differentiation between Web based services verses branches and believe the function of this pricing will kill the other channels.
- Profits are being made in claims management.
- With vehicle claims, IAG don’t want people to use the Internet as the first point of call, the phone is preferred as this give NRMA the option to suggest 3 repairers based on postcode, channel customers to NRMA preferred repairers.
- B2B is successful in Qld where the customer can take a digital photo of the damage send it NRMA, it is loaded on to a web site for repairers to quote on. In 48 hours NRMA allocates the job based a criteria, which takes more into account then price point. Claim costs has fallen by 9% this has been passed on to customers
- Channel mass had to be gained before changes could be made to the distribution network
- OPEX on resourcing hasn’t seen a saving yet, however 20 branches have been close rationalisation of 30 call centre’s staff has happened.
- Original development of the system was done by approx. 105 people, however the current IT maintenance & development is being done by a team of 6-7.
- Initial CAPEX was $70million over 3 years ($22m on B2C, B2B is more expensive) including development and marketing.
- Recouping cost target was never made however the 5-year payback is on target for B2C (not sure about B2B) and more quotes are being done online now than over the phones.
- If the web becomes more available (and used) in the regional areas, NRMA will see a return that was not factored into the ROI plan.
- Interesting to note that business cases were done post humorously and then phased in.
- Since launch (May 2000) the web site had gone from 2000 to 40000 per month.
- Customer acquisition has not increased market share (no early adopters as the believe there was too much risk)
- Fraud perpetration is extremely low (fraudulent insurance on you house is usually a bad idea).
- Australia market is the leading direct insurance market in the world, which is leading to big paybacks for IAG to go into other markets as they own the IP.
- No GAP to analyse, IAG have looked at everything & found no market.
- Looking to double income in next 4 years by expansion into workers comp. (Only company with the financial strength to do so) and expand into English speaking Europe Nth America (Canada) Asian areas and other English law based Country’s (eg. India, Thailand, Malaysia, Pakistan)
- They found that the Board Directors did not understand the technology. However they were able to convince the 1 or 2 web savvy people on the board manage the other board members.
- Looked into new services to the Outback such as selling cars over the web but were not viable, concentrating on core insurance.
- Risks were seen as were people willing to buy online but not phased was the market ready did they have enough money to setup properly business cases
- Dropped the online car buying solution business case flew but Corporate money was better spent on other thing i.e. CTP makes better money, They did business cases then ranked the contender & implemented them from the top down.
- Better promoted than other companies, bought the marketing on the large aggregates of auto traffic (drive & domain f2network) on the bases that no other insurance company could advertise there.
- 50% of all quote are linked from them others come from TV, radio & media
- All transaction for all products can be done online verses other insurance companies.
- No regulatory issue were discovered
- Governance was a concern due to price transparency. Site is blocking Bots.
- Prices are not available until the last click and robot detections are used to reduce this.
- Industry discussion of an industry-based aggregator was held in the early days, however it was disbanded, as they did not see it working. Therefore deciding as an industry not to go to any aggregator.
Further meeting on with Ingrid Radford & Denny Rowlands on ???
Meeting with Ingrid Radford on 21st August 2002 to validate recommendations
Balanced Scorecard (as developed by Kaplan and Norton)
IAG is in the process of developing these for all areas of the business in parallel with the roll out of the new Performance Management System for all employees. This can be used as a simple management-reporting tool, reaching beyond financial targets and 'hard' numbers and 'soft' measures like processes. An IAG eCommerce Scorecard might look as below and include all elements of the triple bottom line that has been adopted.
Insurance Australia Group website
Commercially Sensitive Information
Version: Draft 1.7.6
Lawson, M, "Suncorp sees system as key to allfinanz strategy," The Australian Financial Review, 18 July 2002
Rigby, D.K., Reicheld, F.F, and Schefter, P., " Avoiding the four perils of CRM", Harvard Business Review, February 2002.
MGSM 985c CRM course notes June 2002. Lecturer: Francis Buttle
Employee Orientation book, May 2002
Mike Hawker presentation "Positioning for the future," to Deutsche Bank , Asia Pacific Financial Institutions Conference, London 8 July 2002
Employee Orientation Booklet, May 2002
Mike Hawker, CEO Forum 28 May 2002
Ross, E., "The New Heavyweight Titles", Business Review Weekly, 18 July 2002.
Eureka - employee portal, "Group Direction, Highlights from CEO Forum," 28 May 2002
Lawson, M, "DIY in the run for cover," The Australian Financial Review, 3 July 2002
Whyte, J, "More gloom for insurance sector," The Australian Financial Review, 3 July 200
Eureka - employee portal, "Inside IT&T", July 2002
NRMA Annual Report 2001, p.25
Internal e-mail "Reach Project", July 2002
NRMA eCommerce Strategy summary, August 1999
Eureka - employee portal, "E-Business Transition," 4 March 2002
Internal IAG Online Advertising, 19 July 2002
Internal IAG Online Advertising, 19 July 2002
IAG Staff June DisCo Brief
Karen Baylis, Head of Sales and Marketing, 'Sales and Marketing' presentation, 15 May 2002
Internal e-mail from Karen Baylis, 4 July 2002.
The National Office for the Information Economy report," The current state of play," June 2001
Ahmad, R. and Buttle,F., "Retaining Business Customers through adaptation and bonding; a case study of Hdox", ," as issued in CRM class
Coyles, S. and Gokey,T.C., "Customer retention is not enough," McKinsey Quarterly, no2, 2002
From MGSM 985c CRM course notes, term 2, 2002
Porter, M., "Strategy and the Internet," Harvard Business Review, March 2001
Customer , volume 4, 1999, p.19
IAG Staff July DisCo Brief
Kalakota, R., "E-Business Roadmap for Success," Marcia Robinson
Downes, L., and Mui, C., “Unleashing the Killer App- Digital Strategies for market dominance,” Harvard Business Review, March 1998
CIO insight,” The Strategy Machine: Building your business one idea at a time,” vol.1, issue 14, New York June 2002. As per Proquest
Insurance Council of Australia website
James, D., "Churn and Burn," Business Review Weekly, 15 August 2002
Insurance Council of Australia website
Turban E, Electronic Commerce A Managerial Perspective 2002, Prentice Hall, p 682 – 684 and 406 - 407.
Australian Online Insurance Report January – June 2001, A C Nielsen Consulting
Ingrid do you details?