Tag Archives: gamification

How to Turn Around Sluggish Life Sales

Life insurance sales are sluggish, and the struggle to capture the elusive mid-market and millennial demographic persists. Insurers are searching for a way to turn things around.

As tech start-ups have entered the insurance market, shaking up age-old policy servicing and sales models, insurers have been forced to rethink their offerings. Not adapting is not an option anymore.

Some innovative insurers are starting to gamify elements of the customer experience as well as the value chain, like we’ve seen in other industries, from airlines to credit cards, which already have well-received loyalty programs in place that rely largely on game mechanics. Innnovative insurance companies are rewarding users with points and gift cards for completing courses or taking quizzes related to financial wellness and mindfulness, for example. This is their way of incorporating fun, engaging elements into policies as a means of meeting the insured where they are.

But are these new types of policies and customer engagement models taking hold?

Research conducted recently by the Harris Poll on behalf of SE2 and Life.io investigates if factors like rewards and engagement make life insurance more appealing both to those who already have policies and those who don’t. The findings found that the vast majority of the 2,000 respondents would share real-time wellness data with insurance companies through wearable devices in exchange for financial benefits like a lower insurance premium or wellness rewards.

The data also found that U.S. adults want their policies to be more interactive. Roughly two-thirds (68%) say that, if a provider offered a policy that included elements of gamification to reward healthy lifestyle and wellness habits (think: badges for hitting certain milestones, a leaderboard, financial rewards), they would be likely to engage in those elements. Additionally, 43% of U.S. adults say they’d be “much” or “somewhat” more likely to purchase a life insurance policy if the insurer offered an interactive program with wellness benefits (such as coaching and education) rather than just policy payout.

See also: Customer Experience Gets a Major Facelift

In terms of generation, over half (53%) of millennials (ages 23-38) say they’d be “much” or “somewhat” more likely to purchase a life insurance policy if the insurer offered an interactive program with wellness benefits. This is noteworthy given that life insurance sales have historically lagged among this group, according to previous research from SE2. Even baby boomers want in. More than one-third (36%) of boomers (ages 55-73) say an interactive program with wellness benefits would make them “much more” or “somewhat more” likely to purchase a policy.

Will Sweat for Discounts

The survey also found that a majority of U.S. adults seem to like the idea of exchanging wellness and lifestyle data with life insurers for rewards and improved lifestyle. They would share wellness data, such as steps walked daily (79%), blood pressure daily (76%), heart rates daily (74%), calories burned daily (73%) and sleep patterns each night (71%) for financial or health rewards.

In fact, those rewards could lead to lasting lifestyle and health changes. Eighty-six percent of U.S. adults say they’d be “much” or “somewhat” more likely to live a healthier lifestyle if a life insurance company offered cash back as an incentive in exchange for their real-time wellness information. Almost all (94%) of millennials say this would be the case for them.

Other incentives that would urge the insured to improve their lifestyle habits? There are plenty:

  • 86% of U.S. adults say cash back would encourage them to live a healthier lifestyle
  • 85% say a lower life insurance premium would encourage them to live a healthier lifestyle 
  • 82% say additional coverage or benefits would encourage them to live a healthier lifestyle
  • 77% say wellness rewards would encourage them to live a healthier lifestyle 
  • 70% say wellness education/coaching would encourage them to live a healthier lifestyle
  • 66% say financial education/coaching would encourage them to live a healthier lifestyle

See also: 3 Ways to Improve Customer Experience  

More Frequent, Meaningful Touchpoints Matter

The importance of customer engagement cannot be overstated. The research found that policyholders want to hear from insurers more often, not just upon sign-up and for billing purposes. More frequent, personalized touchpoints are crucial for retaining and growing the insurer’s book of business. Higher-quality interactions can help build relationships, which leads to higher sales conversion, reduced lapse rates and referrals.

What to take from all of this?

Policyholders and prospective policyholders will no longer settle for the status quo. They want higher-touch customer service with more frequent touchpoints, policies that are more personalized and engaging and rewards that continue. These approaches can help turn around sluggish sales and lead to lifestyle and health improvements of the insured.

For insurers who aren’t willing to evolve their policies and engagement models to better meet consumers where they are, survey respondents stated that they would be willing to switch insurers. That’s not to be taken lightly.

Gamification: Key to Engaging Sales Force

Incentive programs can be an integral part of directing your sales team’s focus toward company goals. The concept of incentives is pretty simple: Offer rewards for desired actions, and those desired actions will be repeated more frequently.

However, in application, things aren’t quite so simple. For the relationship between action and reward to be established in the first place, salespeople need to have the sense that the desired actions and rewards are a part of their immediate environment. Otherwise, they will simply lose interest over time or fail to engage from the jump.

What’s an incentive program without active engagement? A cost that is unlikely to generate a ROI.

Out of Sight, Out of Mind

People are easily distracted. If you have ever managed a sales team in a demanding, fast-paced field like life or property insurance, you’re probably well aware of that. Your salespeople will focus on whatever issues seem the most pressing.

Most incentive programs have a website where your sales team can interact with the program; some might even include an email campaign to drive user engagement. But, even then, a large portion of those emails will go unopened. Much of your sales force will go to the website once, maybe twice, to check it out. Then it’s back to business as usual. Points go unredeemed; sales metrics go unmet.

You might be left wondering why you ever bothered with an incentive program in the first place.

Introducing Gamification

One of the most effective ways we’ve found to increase participation in an incentive program is through gamification.

What is gamification? Gamification is the use of game-like elements – such as point-scoring, leaderboards and other competitive components – to increase engagement with a web-based application, such as an incentive program.

A systematic review completed at the University of Australia found that users spent more time on online applications that use at least one element of gamification versus those that do not. Not only that, they visited these applications more frequently and more contributions by engaging with the available interactive features. Overall, the study found that gamification produced “significant positive effects, medium to large in magnitude” in terms of user engagement. Leaderboards, in particular, were shown to be effective, possibly because they have more tangible, real-world social value.

See also: Is Research Ready for ‘Gamification’?  

Incentive Programs as a Form of Gamification

If you want to get really broad, ask yourself: Aren’t incentive programs, by their very nature, a form of gamification? They certainly can be, given that many are point-based. Those points can be redeemed for rewards. Rewards can be used for ‘bragging rights,’ which allows them to serve as a form of friendly competition. In certain incentive programs, the leaderboards update in real time.

These fun and rewarding types of gamification can be a very powerful way to modify behavior. It’s part of why incentive programs, when used strategically, can be so integral to the growth of a business.

When salespeople are invested in participating in an incentive program, they become more self-motivated. Companies should look for ways to enhance the game-like elements of their incentive programs, both during the onboarding phase and throughout the lifetime of the program.

Gamification During Onboarding

Consider the following setup: Each of your sales reps is given a quiz (or a series of quizzes) testing knowledge of insurance law or risk management. They are rewarded points based on their performance. This score plugs into a point-based leaderboard, where they can compare their standing against other sales reps in the organization. From there, they can see how future points are awarded according to specific metrics, and to compare the points they currently have against rewards in an online catalog.

In this example, a significant amount of gamification is built into the front end to capture the attention of your salespeople and to get them invested. The stakes are clearly communicated from the get-go. There is an immediate short-term payoff in terms of points awarded, as well as the necessary structure to direct their attention toward future goals and rewards to keep them engaged.

Upping the Ante

Times have changed. Members of your sales team experience gamification everywhere in their day-to-day lives – on social media, on various phone apps, on their exercise equipment – so they are already familiar with these concepts. If your incentive program isn’t making use of these principles, chances are your participation, and your ROI along with it, isn’t what it could be.

See also: In Age of Disruption, What Is Insurance?  

Taking a little time upfront to incorporate gamification elements into your incentive program – and incorporating software to make those elements responsive and easy-to-use – can make a significant difference throughout the life of your program and, by extension, to your bottom line.

Auto Insurers: Stand Out in the Crowd

The next wave of innovation is sweeping the insurance industry as customers look for more personalization from their insurers. As policy needs and driving behaviors vary from customer to customer, there is no single perfect package. Customers demand personal treatment, and technology gives insurance providers the opportunity to follow suit. But, the more companies that move toward personalization, the more difficult it will be to stand out.

Just weeks ago, Root Insurance – a startup that offers customers a personalized auto insurance experience – sped up this transition with its latest round of funding and a $1 billion valuation. This heavy investment in behavior-based insurance (BBI), or rating consumers on their driving performance rather than factors like zip code or credit score, certainly won’t be the last. Other small startup insurance companies offer their customers a more tailored and personalized plan, as well. But will these smaller companies lead the industry into broadly applied personalized insurance models? Or, will major insurance companies with large-scale credibility and longtime reputation come to the forefront? Smartphone telematics, big data, and AI-powered analytics enable legacy companies with an extensive outreach to truly disrupt the industry. These longtime players can offer the personalized experience as well as the credibility and resources to shift the entire insurance landscape in a new, digital direction.

See also: How to Extend Reach of Auto Insurance  

A personalized experience with a reputation customers trust

As we’ve seen extensively in e-commerce and marketing industries, customers have come to expect brands to know their habits and to adapt purchasing and engagement experiences to fit their personal preferences. While it is a relatively new trend for the auto insurance industry, it will continue to grow over time.

Customers do not want to be treated as a statistic any more, with their premiums based on credit score or geographic location alone. In fact, 73% of drivers surveyed said that they’d prefer insurance rates be based on their driving behaviors. Smartphone telematics solutions allow insurers to easily receive customer data that provides insight on an individual’s driving habits and performance, providing the necessary information to more accurately stratify risk and deliver more personalized, regular consumer touchpoints and – in some cases – behavior-based rates.

Out of the 10 largest U.S. insurance providers, nine claim to be, at the very least, testing forms of smartphone-based telematics programs. The various use cases include building better risk and pricing models, offering behavior-based discounts and rewards and providing feedback and gamification to motivate customers to become better drivers. Not only do these use cases benefit the customer, but also the insurance provider.

In the auto insurance industry where the top three providers make up 41% of the market, and the top 10 take 72%, there needs to be a clear differentiator for companies to win more business, retain top customers and establish themselves as leaders. Smartphone telematics is one way major insurers can differentiate themselves in consumers’ eyes. Better pricing and longer-term improvements in driver behavior will drive higher retention and new business while accident detection, faster claims and higher levels of positive customer engagement will enable them to take on a leadership role.

See also: Will Technology Kill Auto Insurance?  

Many new startups are basing their platforms on providing customers with a tailored experience, but the top insurance companies have the most power to affect change in a congested, commoditized environment. The future is promising with the growing popularity of smartphone telematics, enhancement of IoT solutions and our ability to glean insights on personal driving behaviors from large quantities of data. These technologies and capabilities have the power to further advance personalized insurance experiences and help insurers increase profitability. The insurer that embraces the end-to-end technological innovations available will be the ultimate standout, creating a customer experience that is seamless, efficient and human.

In Age of Disruption, What Is Insurance?

“Somehow we have created a monster, and it’s time to turn it on its head for our customers and think about providing some certainty of protection.” – Inga Beale, CEO, Lloyds of London

In an early-morning plenary session at this year’s InsureTech Connect in Las Vegas, Rick Chavez, partner and head of digital strategy acceleration at Oliver Wyman, described the disruption landscape in insurance succinctly: while the first phase of disruption was about digitization, the next phase will be about people. In his words, “digitization has shifted the balance of power to people,” forcing the insurance industry to radically reorient itself away from solving its own problems toward solving the problems of its customer. It’s about time.

For the 6,000-plus attendees at InsureTech Connect 2018, disruption in insurance has long been described in terms of technology. Chavez rightly urged the audience to expand its definition of disruption and instead conceive of disruption not just as a shift in technology but as a “collision of megatrends”–technological, behavioral and societal–that is reordering the world in which we live, work and operate as businesses. In this new world order, businesses and whole industries are being refashioned in ways that look entirely unfamiliar, insurance included.

This kind of disruption requires that insurance undergo far more than modernization, but a true metamorphosis, not simply shedding its skin of bureaucracy, paper applications and legacy systems but being reborn as an entirely new animal, focused on customers and digitally enabled by continuing technological transformation.

In the new age of disruption …

1. Insurance is data

“Soon each one of us will be generating millions of data sets every day – insurance can be the biggest beneficiary of that” – Vishal Gondal, GOQUii

While Amazon disrupted the way we shop, and Netflix disrupted the way we watch movies, at the end of the day (as Andy G. Simpson pointed out in his Insurance Journal recap of the conference) movies are still movies, and the dish soap, vinyl records and dog food we buy maintain their inherent properties, whether we buy them on Amazon or elsewhere. Insurance, not simply as an industry but as a product, on the other hand is being fundamentally altered by big data.

At its core, “insurance is about using statistics to price risk, which is why data, properly collected and used, can transform the core of the product,” said Daniel Schreiber, CEO of Lemonade, during his plenary session on day 2 of the conference. As copious amounts of data about each and every one of us become ever more available, insurance at the product level– at the dish soap/dog food level–is changing.

While the auto insurance industry has been ahead of the curve in its use of IoT-generated data to underwrite auto policies, some of the most exciting change happening today is in life insurance, as life products are being reconceived by a boon of health data generated by FitBits, genetic testing data, epigenetics, health gamification and other fitness apps. In a panel discussion titled “On the Bleeding Edge: At the Intersection of Life & Health,” JJ Carroll of Swiss RE discussed the imperative of figuring out how to integrate new data sources into underwriting and how doing so will lead to a paradigm shift in how life insurance is bought and sold. “Right now, we underwrite at a single point in time and treat everyone equally going forward,” she explained. With new data sources influencing underwriting, life insurance has the potential to become a dynamic product that uses health and behavior data to adjust premiums over time, personalize products and service offerings and expand coverage to traditionally riskier populations.

Vishal Gandal of GOQuii, a “personalized wellness engine” that is partnering with Max Bupa Insurance and Swiss Re to offer health coaching and health-management tools to customers, believes that integrating data like that generated by GOQuii will “open up new risk pools and provide products to people who couldn’t be covered before.” While some express concern that access to more data, especially epigenetic and genetic data, may exclude people from coverage, Carroll remains confident that it is not insurers who will benefit the most from data sharing, but customers themselves.

See also: Is Insurance Really Ripe for Disruption?  

2. Insurance is in the background

“In the future, insurance will buy itself automatically” – Jay Bergman

Some of the most standout sessions of this year’s InsureTech Connect were not from insurance companies at all, but from businesses either partnering with insurance companies or using insurance-related data to educate their customers about or sell insurance to their customers as a means of delivering more value.

Before unveiling a new car insurance portal that allows customers to monitor their car-related records and access a quote with little to no data entry, Credit Karma CEO Ken Lin began his talk with a conversation around how Credit Karma is “more than just free credit scores,” elucidating all of the additional services they have layered on top of their core product to deliver more value to their customers. Beyond simply announcing a product launch, Lin’s talk was gospel to insurance carriers, demonstrating how a company with a fairly basic core offering (free credit scores) can build a service layer on top to deepen engagement with customers. It’s a concept that touches on what was surely one of the most profound themes of the conference–that, like free credit scores, insurance only need be a small piece of a company’s larger offering. This may mean embedding insurance into the purchase of other products or services (i.e., how travel insurance is often sold) or it may mean doing what Credit Karma has done and layering on a service offering to deepen engagement with customers and make products stickier.

Assaf Wand, CEO of the home insurance company Hippo, spoke to both of these models in his discussion with David Weschler of Comcast about how their two companies are partnering to make insurance smarter and smart homes safer. When asked about what the future of insurance looks like, Wand put it plainly when he said: “Home insurance won’t be sold as insurance. It will be an embedded feature of the smart home.” Jillian Slyfield, who heads the digital economy practice at Aon, a company that is already partnering with companies like Uber and Clutch to insure the next generation of drivers, agrees: “We are embedding insurance into these products today.”

Until this vision is fully realized, companies like Hippo are doing their part to make their insurance products fade into the background as the companies offer additional services for homeowners, “Can I bring you value that you really care about?” Wand asked, “Wintering your home, raking leaves, these are the kinds of things that matter to homeowners.”

3. Insurance is first and foremost a customer experience

“The insurance industry has to redefine our processes… go in reverse, starting with the customer and re-streamlining our processes around them” – Koichi Nagasaki, Sompo

To many outside the insurance industry, the idea of good customer experience may seem unremarkable, but for an industry that has for so long been enamored by the ever-increasing complexity of its own products, redefining processes around customers is like learning a foreign language as a middle-aged adult. It’s hard, and it takes a long time, and a lot of people aren’t up to the task.

The insurance industry has been talking about the need for customer-centricity for a while now, but many companies continue to drag their feet. But customer-centricity is and remains more than a differentiator. It’s now table stakes. How this plays out for the industry will look different for different companies. Some will turn to partnerships with insurtechs and other startups to embed their products into what are already customer-centric experiences and companies. Chavez of Oliver Wyman would rather see the industry “disrupt itself,” as he believes it’s critical that companies maintain the customer relationship. In his plenary sessions, he cited the German energy company Enercity as a company that disrupted itself. Operating in a similarly regulated industry, rather than becoming just a supplier of energy, the company invested heavily in its own digital strategy to become a thought leader in the energy space, to be a trusted adviser to its customer and to deliver an exceptional digital experience that, among other things, leverages blockchain technology to accept bitcoin payments from customers. For Chavez, insurtech is already a bubble, and, “If you want to succeed and thrive in a bubble, make yourself indispensable.” The only way to do this, he believes, is to maintain ownership over the customer experience, because, in today’s digital economy, the customer experience is the product.

But to own the customer experience and succeed will require insurance companies to completely reorient their business practices and processes – to start with the customer and the experience and work backward toward capabilities. In the words of Han Wang of Paladin Cyber, who spoke on a panel about moving from selling products to selling services, “It’s always a questions of what does the customer want? How do they define the problem? And what is the solution?”

4. Insurance is trust

“The world runs on trust. When we live in a society where we have lots of trust, everyone benefits. When this trust goes away, everyone loses.” – Dan Ariely, Lemonade

During a faceoff between incumbents and insurtechs during one conference session, Dylan Bourguignon, CEO of so-sure cinched the debate with a single comment, calling out large insurance carriers: “You want to engage with customers, yet you don’t have their trust. And it’s not like you haven’t had time to earn it.” This, Bourguignon believes, is ultimately why insurtechs will beat the incumbents.

Indeed, the insurtech Lemonade spent a fair amount of stage time preaching the gospel of trust. Dan Ariely, behavioral economist and chief behavior officer at Lemonade, delivered a plenary session entirely devoted to the topic of trust. He spoke about trust from a behavioral standpoint, explaining how trust creates equilibrium in society and how, when trust is violated, the equilibrium is thrown off. Case in point: insurance.

Insurance, he explained, has violated consumer trust and has thrown off the equilibrium–the industry doesn’t trust consumers, and consumers don’t trust the industry, a vulnerability that has left the insurance industry open to the kind of disruption a company like Lemonade poses. As an industry, insurance has incentives not to do the thing it has promised to do, which is to pay out your claims. And while trust is scarcely more important in any industry as it is in insurance, save in an industry like healthcare, the insurance industry is notoriously plagued by two-way distrust.

What makes Lemonade stand out is that it has devised a system that removes the conflict of interest germane to most insurance companies – as a company, it has no incentives to not pay out customer claims. In theory, profits are entirely derived by taking a percentage of the premium; anything left over that does not go to pay out a claim is then donated to charity. The result: If customers are cheating, they aren’t cheating a company, they are cheating a charity. Ariely described several instances where customer even tried to return their claims payments after finding misplaced items they thought had been stolen. “How often does this happen in your companies?” he asked the audience. Silence.

And it’s not just new business models that will remedy the trust issues plaguing insurance. It’s new technology, too. In a panel titled “Blockchain: Building Trust in Insurance,” executives from IBM, Salesforce, Marsh and AAIS discussed how blockchain technology has the capacity to deepen trust across the industry, among customers, carriers, solutions providers and underwriters by providing what Jeff To of Salesforce calls an “immutable source of truth that is trusted among all parties.” Being able to easily access and trust data will have a trickle down effect that will affect everyone, including customers, employees and the larger business as a whole–reducing inefficiencies, increasing application and quote-to-bind speed, eliminating all the hours and money that go into data reconciliation and ultimately making it easier for carriers to deliver a quality customer experience to their customers.

See also: Disruption of Rate-Modeling Process  

While the progress in blockchain has been incremental, the conference panel demoed some promising use cases in which blockchain is already delivering results for customers, one example being acquiring proof of insurance for small businesses or contractors through Marsh’s platform. With blockchain, a process that used to span several days has been reduced to less than a minute. Experiences like these–simple, seamless and instantaneous – are laying the groundwork for carriers to begin the long road to earning back customer trust. Blockchain will likely play an integral role this process.

5. Insurance is a social good

“We need insurance. It is one of the most important products for financial security.” – Dan Ariely, Lemonade

For all of the the naysaying regarding state of the industry that took place at InsureTech Connect, there were plenty of opportunities for the industry to remind itself that it’s not all bad, and its core insurance is something that is incredibly important to the stability of people across the globe. Lemonade’s Schreiber called it a social good, while Ariely told his audience, “We need insurance. It is one of the most important products for financial security.” Similar sentiments were expressed across stages throughout the conference.

In fact, in today’s society, income disparity is at one of the highest points in recent history, stagnating wages are plaguing and diminishing the middle class, more people in the U.S. are living in poverty now than at any point since the Great Depression, the social safety net is shrinking by the minute and more than 40% of Americans don’t have enough money in savings to cover a $400 emergency, so insurance is more important than ever.

For Inga Beale, CEO of Lloyds of London, insurance has a critical role to play in society, “It goes beyond insurance–it’s about giving people money and financial independence,” she said during a fireside chat. She went on to describe findings from recent research conducted by Lloyds, which determined that, by the end of their lives, men in the U.K. are six times better off financially than women. When designed as a tool to provide financial independence and equality for everyone, insurance can play an important role in addressing this disparity. While this has been a focus in emerging markets, financial stability and independence is often assumed in more developed markets, like the U.S. and Europe. In reality, it is a problem facing all markets, and increasingly so. Ace Callwood, CEO of Painless1099, a bank account for freelancers that helps them save money for taxes, agrees that insurance has an important role to play. “It’s our job to get people to a place where they can afford to buy the products we are trying to sell,” he said.

You can find the article originally published here.

How to Address the Rise in Auto Claims

The National Safety Council reported a 14% increase in fatal auto accidents between 2014 and 2016, reaching the highest total since 2007. More accidents lead to more insurance claims, and thereby more payouts from insurers. As a result, insurers are striving to more accurately measure and stratify the risk associated with their customer base to help lower claims and increase profits. Unfortunately, it’s difficult to accurately assess risk, and many insurers are stuck using traditional methods to determine rating policies.

For years, insurers have used factors like credit score, age, gender and location to set rates, but these traditional factors are not adequate alone to accurately stratify the customer base by risk. When insurers began to use credit score, they were pleased because drivers classified in the riskiest decile based on credit cost two times more to insure than those in the lowest risk decile. Although a 2x lift may seem significant, it pales in comparison to what can be achieved using modern technology to directly measure driving behavior. In particular, data shows that, by using smartphones to measure distraction, at-risk speeding, harsh braking and other factors, smartphone telematics can provide a 17x lift from lowest to highest deciles in terms of crash risk.

See also: Distracted Driving — an Infographic  

Using smartphone sensor data – and thereby leveraging technology their customer base already possesses – insurers can more accurately measure and analyze driving behavior, and use this information to stratify risk and set pricing based on driving performance. This also aligns with what consumers want. A recent survey revealed that only 20% of respondents had full clarity on how their insurance providers set prices, which seems out of touch given consumers’ overall push for transparency across industries. What’s more, 73% of drivers surveyed want insurance rates based on how they drive, not traditional factors such as gender, age or income level.

Despite the significant benefits of adopting a smartphone telematics program, some insurers have been hesitant due to concerns about customer adoption, user satisfaction and ease of implementation. For example, survey respondents indicated that only 22% had ever been offered such a program by their insurer. Considering that 75% of drivers said getting a discount from an insurance provider would motivate them to be a better driver, it is time for insurers to put their concerns aside and try offering a smartphone telematics program.

See also: It’s Rush Hour in Telematics Market  

Not only can these programs help insurers assess risk, but they can help build a loyal customer base dedicated to safer driving, because smartphone telematics apps offer a way to engage with customers through gamification features and real-time feedback. These features have been shown to help change driver behavior for the better: One insurer saw 74% of their drivers improve. Among these drivers, there were 47% fewer claims and 48% less-severe claims.

By extracting behavioral risk factors from smartphones – a modern, ubiquitous technology – and combining them with traditional assessment factors, insurers can achieve better risk stratification, set more accurate rates, reduce the quantity and severity of claims and improve loss ratios. Also, by implementing a comprehensive smartphone telematics program, insurers obtain a direct channel to their customers, where they can engage to improve driving habits and increase loyalty to the insurers’ brand.