Tag Archives: concirrus

IoT: Turning Point for Marine Insurance

According to Maersk, “Everything that can be digitized will be digitized,” and there is no doubt that the world of shipping is undergoing a digital revolution. Marine insurers cannot afford to be left behind. From vessel movement data to port statistics and engine diagnostics and data, the Internet of Things (IoT) empowers insurers to segment and optimize their existing portfolio, identify new sources of risk and opportunity and offer truly connected policies.

Having operated in the IoT space since 2012, our (Concirrus’) turning point came in 2016, when we were approached by a marine insurer, which was interested to know whether data and IoT technology could be applied to commercial marine insurance. Unlikely? Perhaps, but we could see that the maritime industry was bursting with data that, with some clever technology, could be repurposed, to offer invaluable insights to marine insurers.

Having now spent the best part of 18 months living and breathing marine insurance, my team and I have developed a view on where the marine insurance industry is going, and it is a far cry from the traditional market model that is currently under so much pressure.

A new marine model

There are three primary characteristics in the current market. The first is rating factors. For the past 200 years, marine policies have been rated on risk, using a standard set of rating factors – vessel type, age, place of build, flag, tonnage, etc.

See also: How Is Marine the Heart of Insurtech?  

The second is policy type. In the current environment, policies are global in nature, with wide coverage and few exclusions. Finally, placement, which is managed primarily via brokers using paper as their main form of conveying risk and getting contracts and documents to and from customers. The way insurers go about managing those three characteristics is undergoing a seismic shift.

Rating factors. It’s now clear that demographics alone are not an accurate indicator of risk. Add behavior to demographics, and you get a far better picture. We know this intuitively. For example, if we gather 10 people of any demographic pool, we know that, while they are all equal on paper, their driving styles vary dramatically. We have also seen this proven in other areas of insurance. This approach holds true for marine insurance, too, but how do we get there?

The answer is the combination of vast quantities of data, combined with machine learning algorithms and interpreted with insurance domain expertise. It is entirely possible to find out which behaviors correlate to claims, and the behaviors that cause claims. Because these are causation factors, they can be used as lead-indicators, meaning the insurer can see the claim before it’s happened, leaving the insurer to potentially intercept, mitigate and reduce the quantum of the claim overall.

Policy type. Not everybody might need the global policies that are provided today, which means that, even in a soft market, some risks are overpriced and some underpriced. There is a market for policies that are “fractional” and provide elastic coverage. A simple example of this is war zone coverage. Today, this requires the customer to notify the broker, who, in turn, notifies the insurer that war zone coverage is required.

In the future (well, actually, it’s possible today), this process can be managed automatically by placing an IoT device on the vessel to detect an incursion into a war zone — with insurance technology that automatically turns on the coverage, collects the premium and issues the appropriate documentation to the customer.

This zonal type of insurance also means that specialist insurers can narrow their focus to a given set of perils, whether that be geography or a specific aspect of the marine insurance spectrum. A zonal approach also means that insurers can assess their exposures and tightly tailor their reinsurance program.

With the current competitive pricing climate, it is widely recognized that the marine customers, who have invested heavily in safety technology, are not reaping the requisite insurance benefits, whereas other fleets are paying too little. That balance needs to be addressed.

Placement. This is last aspect of change that I see as being key to unlocking the greatest benefits. There is undoubtedly a role for a real-time placement platform for commercial risks, such as the Lloyds PPL and other solutions from EY, B3i, etc. Compare these with the current, paper-based and manually intensive process; real-time placement will allow the insurance market to operate much like the stock market does today, with much greater visibility and speed.

It’s hard to believe (or maybe it’s not), but it’s been said that by 11 am on the first day of trading for the year, the London stock market will have processed more transactions than the Lloyd’s market will in an entire year of operation.

We need only to look to other markets to see how real-time trading platforms have enabled an entirely new business model. One interesting analog of a market changed by a real-time placement platform is that of the betting industry. While it has always been possible to bet on who might win the Masters golf tournament, it is now possible to place a bet in real time on whether Tiger Woods might hit the next shot into the water. This type of bet is only possible because the technology allows the odds to be calculated, priced and placed in real time.

See also: Global Trend Map No. 7: Internet of Things  

Given that is estimated that only 10% of the world’s risks are currently insured, micro bets may offer direct insight into how the insurance market could work, when you combine behavioral technology, fractional policies and a real-time placement platform. Our belief is that this new operating model would open large swaths of the market, which are currently uninsured, to innovative insurance products.

A major concern for insurers and reinsurers is the need to assess and forecast exposures and losses. Events such as the Tianjin explosion and hurricanes Harvey, Irma and Maria challenged insurers to understand accumulations and losses and in some cases caught them by surprise. The latest IoT technology will allow insurers, reinsurers and businesses actively managing risks to monitor their assets, in real time, and be more prepared for events – such as conflicts, natural disasters and machinery failure.

The Internet of Things and connected technologies mean that mobile devices and sensors offer up constant streams of data, and, within this data, lies insight into the behaviors and risks associated with that asset. At a basic level, this means a business can be aware of which mobile assets (e.g. vessels and cargo) are in what location at any time. By cross-referencing connected data sets, the total monetary value of those vessels and freight units can be determined automatically.

Using algorithmic technology, the latest technology can take things a step further. For example, companies can act whenever total exposure levels (the total insured value of its assets) reach a certain threshold, within a geographical zone. Today’s best-of-breed platforms, supported by data science teams, allow users to extract and unlock behavioral insight from their assets, leading to the creation of better products, pricing and profits.

Insurtech: The Year in Review

As we reach the end of 2017, the first full 12 months where insurtech has been recognized as a standalone investment segment, we wanted to reflect on what has been an incredible year.

From the start, we at Eos believed that insurtech would be driven globally, and that has certainly played out. This year, we’ve visited: Hong Kong, Amsterdam, New York, Las Vegas, Nigeria, Dubai, India, Singapore, Bermuda, Milan, St. Louis, Munich, Vienna, Paris, Zurich, Cologne, Chicago, San Francisco, Silicon Valley, Seattle and Toronto. We’ve expanded our geographic footprint to include the East and West coasts of the U.S. and India and have seen fantastic progress across our expanding portfolio. We’ve welcomed a number of new strategic partners, including Clickfox, ConVista and Dillon Kane Group, and launched our innovation center, EoSphere, with a focus on developing markets

At the start of the year, we published a series of articles looking at the key trends that we believed would influence insurtech and have incorporated these in our review of the year.

We hope you enjoy it! Comments, challenges and other perspectives, as always, would be greatly received.

2017: The year innovation became integral to the insurance sector

How are incumbents responding?

We are seeing a mixed response, but the direction of travel is hugely positive. A small number of top-tier players are embracing the opportunity and investing hundreds of millions, and many smaller incumbents with more modest budgets are opening up to innovation and driving an active agenda. The number sitting on the side lines, with a “wait and see” strategy is diminishing.

“If 2016 was the year when ‘some’ insurers started innovating, 2017 will be remembered as the year when ‘all’ insurers jumped on the bandwagon. And not a minute too soon! When I joined 3,800 insurance innovators in Las Vegas, we all realized that the industry is now moving forward at light speed, and the few remaining insurers who stay in the offline world risk falling behind.” Erik Abrahamson, CEO of Digital Fineprint

We are more convinced than ever that the insurance industry is at the start of an unprecedented period of change driven by technology that will result in a $1 trillion shift in value between those that embrace innovation and those that don’t.

Has anyone cracked the code yet? We don’t think so, but there are a small number of very impressive programs that will deliver huge benefits over the next two to three years to their organizations.

“We were pleased to see some of the hype surrounding insurtech die down in 2017. We’re now seeing a more considered reaction from (re)insurers. For example, there is less talk about the ‘Uber moment’ and more analysis of how technology can support execution of the corporate strategy. We have long argued that this is the right approach.” Chris Sandilands, partner at Oxbow Partners

Have insurers worked out how to work with startups? We think more work may be needed in this area….

See also: Insurtech: An Adventure or a Quest?  

The role of the tech giants

“Investors are scrambling for a piece of China’s largest online-only insurer… the hype could be explained by the ‘stars’ behind ZhongAn and its offering. Its major shareholders — Ping An Insurance (Group) Co., Alibaba Group Holding Ltd., Tencent Holdings Ltd.” – ChinaGoAbroad.com

“Tencent Establishes Insurance Platform WeSure Through WeChat and QQ” – YiCai Global

“Amazon is coming for the insurance industry — should we be worried?” – Insurance Business Magazine

“Aviva turns digital in Hong Kong with Tencent deal” – Financial Times

“Quarter of customers willing to trust Facebook for insurance” – Insurance Business Magazine

“Chinese Tech Giant Baidu Is Launching a $1 Billion Fund with China Life” – Fortune 

We are already well past the point of wondering whether tech giants like Google, Amazon, Facebook, Apple (GAFA) and Baidu, Alibaba, Tencent (BAT) are going to enter insurance. They are already here.

Notice the amount of activity being driven by the Chinese tech giants. Baidu, Alibaba and Tencent are transforming the market, and don’t expect them to stop at China.

The tech giants bring money, customer relationships, huge amounts of data and ability to interact with people at moments of truth and have distribution power that incumbents can only dream about. Is insurance a distraction to their core businesses? Perhaps — but they realize the potential in the assets that they have built. Regulatory complexity may drive a partnership approach, but we expect to see increasing levels of involvement from these players.

Role of developing markets

It’s been exciting to play an active role in the development of insurtech in developing markets. These markets are going to play a pivotal role in driving innovation in insurance and in many instances, will move ahead of more mature markets as a less constraining legacy environment allows companies to leapfrog to the most innovation solutions.

Importantly, new technologies will encourage financial inclusion and reduce under-insurance by lowering the cost of insurance, allowing more affordable coverage, extending distribution to reach those most at need (particularly through mobiles, where penetration rates are high) and launching tailored product solutions.

Interesting examples include unemployment insurance in Nigeria, policies for migrant workers in the Middle East, micro credit and health insurance in Kenya, a blockchain platform for markets in Asia and a mobile health platform in India.

Protection to prevention

At the heart of much of the technology-driven change and potential is the shift of insurance from a purely protection-based product to one that can help predict, mitigate or prevent negative events. This is possible with the ever-increasing amount of internal and external data being created and captured, but, more crucially, sophisticated artificial intelligence and machine learning tools that drive actionable insights from the data. In fact, insurers already own a vast amount of historical unstructured data, and we are seeing more companies unlocking value from this data through collaboration and partnerships with technology companies. Insurers are now starting to see data as a valuable asset.

The ability to understand specific risk characteristics in real time and monitor how they change over time rather than rely on historic and proxy information is now a reality in many areas, and this allows a proactive rather than reactive approach.

During 2017, we’ve been involved in this area in two very different product lines, life and health and marine insurance.

The convergence of life and health insurance and application of artificial intelligence combined with health tech and genomics is creating an opportunity to transform the life and health insurance market. We hope to see survival rates improving, tailored insurance solutions, an inclusion-based approach and reduced costs for insurers.

Marine insurance is also experiencing a shift due to technology

In the marine space, the ability to use available information from a multitude of sources to enhance underwriting, risk selection and pricing and drive active claims management practices is reshaping one of the oldest insurance lines. Concirrus, a U.K.-based startup, launched a marine analytics solution platform to spearhead this opportunity.

The emergence of the full stack digital insurer

Perhaps reflecting the challenges of working with incumbents, several companies have decided to launch a full-stack digital insurer.

We believe that this model can be successful if executed in the right way but remain convinced that a partnership-driven approach will generate the most impact in the sector in the short to medium term.

“A surprise for us has been the emergence of full-stack digital insurers. When Lemonade launched in 2016, the big story was that it had its own balance sheet. In 2017, we’ve seen a number of other digital insurers launch — Coya, One, Element, Ottonova in Germany, Alan in France, for example. Given the structure of U.K. distribution, we’re both surprised and not surprised that no full-stack digital insurers have launched in the U.K. (Gryphon appears to have branded itself a startup insurer, but we’ve not had confirmation of its business model).” – Chris Sandilands, partner, Oxbow Partners

Long term, what will a “full stack” insurer look like? We are already seeing players within the value chain striving to stay relevant, and startups challenging existing business models. Will the influence of tech giants and corporates in adjacent sectors change the insurance sector as we know it today?

Role of MGAs and intermediaries

Insurtech is threatening the role of the traditional broker in the value chain. Customers are able to connect directly, and the technology supports the gathering, analysis and exchange of high-quality information. Standard covers are increasingly data-driven, and the large reinsurers are taking advantage by going direct.

We expected to see disintermediation for simple covers, and this has started to happen. In addition, blockchain initiatives have been announced by companies like Maersk, Prudential and Allianz that will enable direct interaction between customers and insurers.

However, insurtech is not just bad news for brokers. In fact, we believe significant opportunities are being created by the emergence of technology and the associated volatility in the market place.

New risks, new products and new markets are being created, and the brokers are ideally placed to capitalize given their skills and capabilities. Furthermore, the rising rate environment represents an opportunity for leading brokers to demonstrate the value they can bring for more complex risks.

MGAs have always been a key part of the value chain, and we are now seeing the emergence of digital MGAs.

Digital MGAs are carving out new customer segments, channels and products. Traditional MGAs are digitizing their business models, while several new startups are testing new grounds. Four elements are coming together to create a perfect storm:

  1. Continuing excess underwriting capacity, especially in the P&C markets, is galvanizing reinsurers to test direct models. Direct distribution of personal lines covers in motor and household is already pervasive in many markets. A recent example is Sywfft direct Home MGA with partnerships with six brokers. Direct MGA models for commercial lines risks in aviation, marine, construction and energy are also being tested and taking root.
  2. Insurers and reinsurers are using balance sheet capital to provide back-stop to MGA startups. Startups like Laka are creating new models using excess of loss structures for personal lines products.
  3. Digital platforms are permitting MGAs to go direct to customers.
  4. New sources of data and machine learning are permitting MGAs to test new underwriting and claims capabilities and take on more balance sheet risk. Underwriting, and not distribution, is emerging as the core competency of MGAs.

Customer-driven approach

Three of the trends driving innovation that we highlighted at the start of the year centered on the customer and how technology will allow insurers to connect with customers at the “moment of truth”:

  • Insurance will be bought, sold, underwritten and serviced in fundamentally different ways.
  • External data and contextual information will become increasingly important.
  • Just-in-time, need- and exposure-based protection through mobile will be available.

Over time, we expect the traditional approach to be replaced with a customer-centric view that will drive convergence of traditional product lines and a breakdown of silo organization structures. We’ve been working with Clickfox on bringing journey sciences to insurance, and significant benefits are being realized by those insurers supporting this fundamental change in approach.

Interesting ideas that were launched or gained traction this year include Kasko, which provides insurance at point of sale; Cytora, which enables analysis of internal and external data both structured and unstructured to support underwriting; and Neosurance, providing insurance coverage through push notifications at time of need.

See also: Core Systems and Insurtech (Part 3)  

Partnerships and alliances critical for success

As discussed above, we believe partnerships and alliances will be key to driving success. Relying purely on internal capabilities will not be enough.

“The fascinating element for me to witness is the genuine surprise by insurance companies that tech firms are interested in ‘their’ market. The positive element for me is the evolving discovery of pockets of value that can be addressed and the initial engagement that is received from insurers. It’s still also a surprise that insurers measure progress in years, not quarters, months or weeks.” – Andrew Yeoman, CEO of Concirrus

We highlighted three key drivers at the start of the year:

  • Ability to dynamically innovate will become the most important competitive advantage.
  • Optionality and degrees of freedom will be key.
  • Economies of skill and digital capabilities will matter more than economies of scale.

The move toward partnership built on the use of open platforms and APIs seen in fintech is now prevalent in insurance.

“We are getting, through our partnerships, access to the latest technology, a deeper understanding of the end customers and a closer engagement with them, and this enables us to continue to be able to better design insurance products to meet the evolving needs and expectations of the public.” Munich Re Digital Partners

Where next?

Key trends to look out for in 2018

  • Established tech players in the insurance space becoming more active in acquiring or partnering with emerging solutions to augment their business models
  • Tech giants accelerating pace of innovation, with Chinese taking a particularly active role in AI applications
  • Acceleration of the trend from analogue to digital and digital to AI
  • Shift in focus to results rather than hype and to later-stage business models that can drive real impact
  • Valuation corrections with down rounds, consolidation and failures becoming more common as the sector matures
  • Continued growth of the digital MGA
  • Emergence of developing-market champions
  • Increasing focus on how innovation can be driven across all parts of the value chain and across product lines, including commercial lines
  • Insurers continuing to adapt their business models to improve their ability to partner effectively with startups — winners will start to emerge

“As we enter 2018, I think that we’ll see a compression of the value chain as the capital markets move ever closer to the risk itself and business models that syndicate the risk with the customer — active risk management is the new buzzword.” – Andrew Yeoman, CEO Concirrus

We’re excited to be at the heart of what will be an unprecedented period of change for the insurance industry.

A quick thank you to our partners and all those who have helped and supported us during 2017. We look forward to working and collaborating with you in 2018.

How Is Marine the Heart of Insurtech?

Who would have thought marine insurance would be at the center of the insurtech revolution? The relationship between insurtech and marine insurance is not an obvious one for many people.

Marine is one of the oldest and most traditional classes of business, the origins of Lloyds of London, when from 1686 members of the shipping industry congregated in the coffee house of Edward Lloyd to arrange early forms of marine insurance.

However, two recent announcements firmly place marine in the center of the technology revolution affecting insurance.

First, Maersk announced they are building a blockchain-based marine insurance platform with EY, Guardtime, Microsoft and several insurance partners. Second, a U.K.-based technology company, called Concirrus, announced the launch of the first AI-powered marine insurance analytics platform.

At Eos, this was not surprising.

See also: Insurance Needs a New Vocabulary  

In the first half of 2017, as part of our thesis-driven investment approach, we highlighted commercial insurance as a key area of focus and within that our first product vertical to focus on was marine insurance. What led us to this conclusion?

Commercial marine insurance is a $30 billion premium market, it’s complex and fragmented, and through our analysis we identified a significant potential shift in profit pools over the next few years. Importantly, the emergence of IoT and other devices has created a wealth of data within the industry. Marine also sits at the heart of global supply chain logistics.

During our deep dive into the sector and having spoken with more than 40 market participants across various parts of the value chain, it became apparent that marine insurers (and shippers) have never had so much data (internal and external) available to them, and many don’t have the tools or skill set to take advantage of it.

Growing competition, underwriting capacity and downward pressure on pricing has given little room to maneuver, but we were intrigued and kept digging.

The ability to gather and analyze these new information sources is helpful, but more important will be driving actionable insights through well-informed decision making based on high-quality, real-time data and analytics to improve risk selection, pricing and claim management while helping the insured better manage risk. As with many parts of insurtech, the underlying driver is the move from pure risk transfer to risk mitigation, and from prevention to prediction.

The creation of marine analytics solution platforms provide tailored insights to users, which is an important first step. Currently, software and tech providers to the marine industry are fragmented, with no dominant vendors and no joined up, end-to-end solutions.

As the market matures, the ability to harness analytics capability at the front end with improved efficiency at the back end through blockchain or other initiatives creates an even more compelling story and is an area we will be watching with interest.