Tag Archives: Lemonade

Why Haven’t More Startups Failed?

We’re about five years into the insurtech boom, but we’re also in the middle of a pandemic. Excitement around emerging technology and startup innovation has taken a backseat as the insurance industry shifted its focus to COVID-19. 

Yet startups have not failed as quickly as the industry might have predicted. It’s possible that some startups will begin to outrun their funding and close their doors in the next year or two. But for the time being, the insurtech market and funding remain relatively stable. What’s driving this?

COVID-19 and Insurtech Partnerships

The pandemic has altered insurers’ approach to insurtech investment. Insurers appear to be focused on tactical initiatives that can produce more immediate results. This contrasts with the R&D that was more prominent pre-pandemic. 

Yet it turns out that startup activity and the global pandemic are not necessarily mutually exclusive. Insurer priorities most notably changed focus to cloud computing and digital strategy — with digital covering both external channels and internal workflows. Cloud and digital are two areas in which almost every insurtech excels and have led to additional opportunities in many cases. Insurers expect that these areas will continue to be prioritized even when the pandemic is over. 

Lemonade’s IPO and What It Means for Insurtech  

Lemonade’s IPO cemented one of the most notable insurtech players as a certified unicorn. IPOs validate the potential returns of insurtech and will help attract more investment dollars into the space, whether from venture capitalists or insurer investment arms. Few other startups have gained the investment attention that Lemonade has, but others — like life insurance startup Ethos or property insurer Hippo — have received funding over $100 million. Each of these startups’ successes helps attract dollars for the rest of the insurtech ecosystem.

See also: How Startups Will Save Insurance

New Growth Paths 

Many insurtechs, especially startup MGAs, are exploring new revenue streams. For some, this means selling a wider variety of coverages directly online or embedding at different points of sale. Some MGAS are also moving to become full-stack carriers, like Buckle and Clearcover. Still other startup carriers, like Slice, Trov and Metromile, have gotten into the software business and are licensing their platforms out to other insurers. 

Platform and analytics players are also finding success proving value to insurers in the current environment. Atidot, for example, partnered with Pacific Life to analyze product and pricing changes to help optimize market penetration for the insurer. In addition, Principal is licensing Human API’s medical records platform to circumvent paramedical exams for disability insurance during the pandemic. 

Many startups have interesting ideas but haven’t thought through long-term financial or regulatory hurdles. The goal of many startups is to validate a business model first, then work out the details later. It’s possible that some startups will start to outrun their funding and eventually close their doors. But it will be interesting to see how insurtech evolves in a post-pandemic world, especially as new realities cause insurers to rethink processes that were manually intensive. For startups that can show value to insurers, this new normal may be an opportunity.

Bigger Disruptor: Lemonade or Tesla?

I’ve never been a big fan of the term “disruption.” I believe that a majority of insurance startups are partnering with incumbents to enable industry transformation and are catalysts for change, to be sure. But few are truly turning the industry on its head.

For instance, Lemonade is a startup that, since its inception, has positioned itself as a disruptor. The slogan is still, “Forget Everything You Know About Insurance.” The constant marketing drumbeat from the company has emphasized its different approach and has focused on appealing to millennials. And, with the recent spectacular IPO, Lemonade has the attention of the insurance world. I believe Lemonade has been very good for the industry (and it has certainly been good for the founders). But I think that Tesla has the potential to be even more of a disruptor in the long run.

This might seem an odd assertion, given that Tesla has heretofore only dipped its toe in the insurance waters, and Lemonade is four years old and on a roll. At this stage, Tesla is only a year into the California auto market as a broker backed by State National (a Markel company), with mixed results. But what has caught my attention is Elon Musk’s callout to insurance actuaries – inviting them to join Tesla to create a “revolutionary” insurance company. You don’t go on a hiring spree of actuaries if you plan to be just a distribution player. Now, on the surface, it might seem strange that insurance would be of interest to Elon Musk. To illustrate, let’s play the Sesame Street game, “Which one of these things is not like the other?”

Space exploration…Autonomous vehicles…Hyperloop travel…Battery Gigafactory…Insurance.

The answer is obvious – does insurance really have the potential to transform the world like these other ventures? Maybe not, but insurance is undoubtedly an enabler of these revolutionary advances and an essential foundation of the economy. And there is actually great potential to “revolutionize” insurance and make a lot of money in the process.

Back to the Lemonade/Tesla discussion. Starting an insurance carrier is a long play. Lemonade, with all its success, is only a small blip in the industry financial picture. Renters and pet insurance are nice businesses, but they will always be secondary lines. Lemonade has also entered homeowners, so there is much more potential there. But now they have to contend with the likes of Hippo, not just the State Farms and Allstates of the world. At SMA, we consider insurers with premiums of over $5 billion to be Tier 1. Lemonade may become a Tier 1 insurer someday, but likely not for years.

See also: COVID: How Carriers Can Recover

On the other hand, let’s consider Tesla’s prospects. Tesla is not the first auto insurance company to enter insurance and try bundling. Others have taken this approach, and, especially those in the autonomous vehicle game, have announced plans for insurance. Most still partner with an insurance company as underwriter. This has been Tesla’s initial approach, as well. Now, with stated plans to build an insurance company, the calculus changes.

Imagine yourself as a brilliant young actuary – wouldn’t it be cool to sign on with visionary Elon Musk and help rethink insurance? For that matter, it won’t stop at actuaries – other industry professionals are sure to be recruited for this venture. Underwriters (if Musk has them), adjusters, loss control engineers and others will probably join. Now, that is no guarantee of success … and the same long play dynamics will apply to Tesla as Lemonade. However, Tesla has some unique advantages. First, it has a well-respected, established brand. Secondly, it has the underlying assets that will be insured – the electric/autonomous vehicles. Third, it has the track record and energy of Musk and his enterprise.

Of course, this is all speculation – Tesla may not go full bore into insurance, and, if it does, it may not succeed for various reasons. But I, for one, would not bet against Elon Musk. 

Postscript: This blog sets up a discussion about two prominent players. There are certainly others that could be big disruptors for insurance. Three companies come to mind and have been the subject of prior SMA discussions: Root, Hippo and Munich Re. Root has shown the most impressive growth among the full-stack insurer entrants and has significant future potential as it moves into other lines and other states. Hippo has built an impressive ecosystem and a unique approach for homeowners insurance. And SMA is on record as saying that Munich Re may be the ultimate disruptor as it explores new business models, new products and broadly invests in insurtech. 

A Quarantine Dispatch on the Insurtech Trio

Since the first “Five Dispatches from InsurTech Survival Island,” I’ve been partnering with Adrian Jones and in recent months with Sri, to analyze quarterly statutory statements of the most relevant U.S. P&C full-stack insurtech carriers. The principal goal has been to influence the dialog, debate and deliberations in the insurtech space debate, and to promote a fact-based perspective for the discussion. Even as we continue to write about the future of insurance, about a year ago, I declared my love for “old insurance KPIs” in this widely read article. While futurologists distanced from assessing P&L statements might disagree, many readers have liked the usage and explanation of insurance KPIs (key performance indicators) in the context of innovation. We are pleased to see more industry experts and authors join us in crunching numbers, assessing issues and taking a fact-based view on insurance innovation. We were especially pleased to see even some executives of insurtech startups talk about core KPIs in the context of their innovative business models. So, we entered 2020 with a belief we had accomplished our mission to spark a P&L, fact-based dialog in the insurance innovation space.

Surprisingly, neither Q3 ‘19 nor Q4 ’19 financials got any attention from analysts, and some friends pinged us suggesting we continue the series for the foreseeable future. We hear you loud and clear, and we will continue to publish these digests based on assessing the fundamentals of the insurtech players in the context of the broader insurance industry. We are back!

Our journey continues here today with an analysis of the insurtech trio’s financial performances and to share our humble assessment of the competitive posture and advantage for these three innovative startups.

Key Financials

Let’s start as we typically do, with a look at the core financials. Frequent readers might recall our snapshot view that lists the core financial metrics for the three players. As you read this summary, we would like to remind you that we do not comment on the cost side of the equation and that we suggest our readers not believe in the cost side because of the “goals seek triumph” issue I discussed in this article from last year.

Observations:

“To each his own.” This phrase probably sums up best how we view the distinction between Lemonade, Root and Metromile. We see the three players take three different paths to customer relevance and financial performance:

  • Metromile: An auto insurer with modest growth that has only partially closed the profitability gap with the market (73% loss ratio vs 64% market average). This, to us, does not seem the story you would expect from a startup in the growth phase.
  • Lemonade: A home insurance company that has improved the technical sustainability of its business, partially closing the profitability gap with the market (66% vs 58% for the market) and showing a promising trajectory. However, it has sacrificed along this journey the expectations many had for this “market disruptor.” The $480 million of funding has created a book of business that still accounts for just 0.1% for the U.S. homeowners insurance market. The $115 million in revenue is a far cry from the “massive disruption effect” that was expected during the debut.
  • Root: An auto insurer that continues its journey of exponential growth (the portfolio is three times bigger at the end of 2019 than it was at the end of 2018) but is paying in claims the same amount collected as premium. The company appears to be using the $350 million Series E funding from DST Global and Coatue in August 2019 to cover expenses. This company, too, accounts for less than 0.2% of the auto insurance market. 

See also: Cloud Computing Wins in COVID-19 World  

Let’s take a closer look at the loss ratios:

  • Metromile’s loss ratio has been stable in the lower 70s for all of 2019. The company started selling its claims tools to other insurers, but the performances on its own book do not tell a great story for this new business. More broadly, the usage of telematics data on claim processing has shown potential to reduce the loss ratio at an international level. If an insurer has to choose a provider for telematics-based claims, it makes more sense to use one that has achieved results. A carrier would probably feel more comfortable using something like the G-evolution services that have already provided competitive advantages on Groupama Italy’s auto portfolio.
  • Root ended 2019 with a 100% loss ratio, paying out in claims effectively an amount equivalent to the premiums received. While Q4 ’19 saw a loss ratio at 93% compared with 113% in the prior quarter, and 91% in the second quarter, the technical profitability has not yet shown a consistent improvement. It is interesting to see how the loss ratios are fairly consistent in the core lines of business: auto liability and auto physical damage. In 2018, auto liability showed a loss ratio not too far from the market average, but physical damage showed a terrible loss ratio, above 120%. The folks at Root are smart, and we believe they are deliberately underpricing the risks to attract customers. Theoretically, telematics could allow them to improve their loss ratio through behavioral change, and the use of data in claims processing could let them anticipate the FNOL and enhance the effectiveness of the claim handling processes. It seems they have still ignored this potential, instead focusing only on a few weeks of monitoring, but these strategic options seem achievable.
  • Lemonade has been on a trajectory of improving loss ratios over the last few quarters. From a loss-ratio of 88% in Q4 ‘18 to a loss-ratio of 61% in Q4 ‘19, loss-ratios have always improved. Lemonade celebrated the use of advanced, AI-powered fraud detection in ensuring “bad risks”are caught, assessed and filtered out. Looking to the slowdown of their growth, an increase in pricing seems to be the main driver of this technical profitability recovery.

In the last article, we highlighted the “pricing war.” So, let’s take a closer look at the top line generated by these different approaches to reach a sustainable loss ratio:

  • Root’s quarter-over-quarter growth rate appears to have “settled” at around 20%, which is lower than past performances. Looking back over a two-year horizon, 2019’s quarter-over-quarter growth rate seems rather sedate compared with 2018. However, in absolute numbers, in the latest quarters the company has increased written premium by $20 million (from $99 million to $119 million) and $24 million (from $119 million to $144 million). These represent their third and second best quarterly increases, after the $38 million increase achieved in Q1 ’19 (from $51 million to $89 million). With Root now available to more than 65% of the U.S. driving population (‘18 new states contributed 29% of the ‘19 growth, and ‘19 states for a further 17%), it remains to be seen how the company can continue to capture customers switching for cheaper prices. Root has also started to cross sell the customer base with renter insurance.
  • Lemonade’s growth has slowed: After healthy growth quarter over quarter from Q1 ‘19 through Q3 ‘19, we saw a reversal in Q4 ‘19. The 13% reduction in Q4 ‘19 was worse than the 10% reduction between Q4 ‘18 and Q3 ‘18. One year ago, Lemonade said, we “messed up an entire quarter” because premium growth turned negative, when in fact the company generated its best quarterly loss ratio ever (and it has happened again!).
  • Metromile underwritten premiums grew only by $3 million in Q3 ‘19 (compared with Q2 ‘19), and in Q4 ’19 the company had, in absolute numbers, its worst quarter since Q3 ’18. This to us is a clear sign that the company’s product likely attracts only users who drive infrequently or never drive. 

Cost Position

We are also not able to compare their real costs. As we discussed earlier, the companies are not reporting all of their costs in the yellow book any more, and therefore true cost positions cannot be judged. As an example, Metromile’s stated underwriting expenses in the fourth quarter of the year went down, similar to movement we saw in the fourth quarter of 2017.

Our humble opinion

Let’s be frank. From these figures only Root is showing the trajectory expected for a startup in the growth phase. Even with gaps on the technical sustainability of its portfolio, the company has a profitability improvement opportunity driven by better usage of telematics data. If the team builds mastery in usage of telematics data for behavior change and claims management, this venture could find the “root” for sustainable growth. With this focus and strategy, the company really wouldn’t need to invent anything fundamentally different. There are best practices on behavior change and claims management the company can emulate from players like Allstate (U.S.) and Discovery Insure (South Africa) and UnipolSai and Groupama (Italy) respectively.

Continuing on the telematics topic, Metromile’s equity story seem less exciting. Customer appeal toward pay-per-use continues to be limited at best. Uncertainty of a fluctuating premium over the period of coverage is a barrier for adoption. This model is attracting only customers who drive infrequently and focus on saving on their insurance premium costs.

The long tail of excitement with the disruption buzzword continues to characterize Lemonade’s march in this trio. The charity giveback – which has fascinated many commentators over the past years and which I described in detail in one past article with Steve Anderson – accounted for 1.3% of the 2018 premiums last year and 1.8% of the 2017 premiums; i.e., a pretty inexpensive public relations and marketing tool. On a different note, plans to cross-sell and offer pet insurance appear to be well thought out and fit with the equity story for a startup at their stage. Finally, the expansion into the German market generating appears to be another checkmark on the “to do list” of the “perfect startup.” Net-net, Lemonade’s story appears to excite industry commentators more than it excites customers! 

(I’ve already earned the title of “cynic” from the Lemonade founder for a similar statement a year ago.)

What paths will each of these insurtechs take now, and how will they get there? Will COVID-19 change everything?

See also: Will COVID-19 Disrupt Insurtech?  

Another question on everyone’s mind is probably this: What will be the impact of the temporary lockdowns? As we look ahead into expected results from Q1-2020, we expect to see COVID-19 play out in a few different ways:

  • We expect Metromile to be the most affected because its product is based on a “per mile” computation basis. Analysts are already reporting, that mid-March to the end of the April, “miles driven” were reduced by 50%. With millions of U.S. residents spending a couple of months in lockdown, we expect the Metromile top line will shrink in Q1 ’20. The company has already laid off employees, including the entire marketing team.
  • Root has announced a “stay at home” bonus similar to many other auto insurance carriers. Root’s incentives are based on a measured 20% or more reduction in driving in April and May. With the lockdown, the company’s try-before-you-buy approach probably takes more time to be completed, so their growth will be affected.
  • We do not currently expect any change in the coverage needs or customer behavior for the core products that Lemonade provides. We do, however, expect that macroeconomic issues like increasing unemployment, underemployment and reduction in disposable incomes will lead on one side to some customers seeking lower prices through competitive shopping but, on the other hand, customers who have never considered or bought renters insurance policies possibly continuing to ignore the need and shun the product. Industry watchers will recall Lemonade’s claim on effectively attracting first-time buyers of rental insurance. We expect this claim to be tested.

From a broader P&L perspective, we also expect to see Q1 ’20 investment income to be depressed.

Looking ahead to the rest of the year from my exile in a downtown Atlanta hotel, I have already articulated my thoughts about futurologists who are designing a future based on their own self-image over the past few weeks. (Note: There have been tons of articles and webinars claiming that “nothing will be as before” and announcing the triumph of both digital distribution channels and pay-per-use telematics.) I am skeptical about any long-term structural changes brought about by a few weeks of lockdown. Sri, on the other hand, believes that, while the “target state” of consumer behavior and expectations may not be known for a while, the COVID-19 crisis will cause at least some segments of consumers to fundamentally rethink their risk management and insurance solution needs. He also expects changes in sectors like commercial real estate to push commercial insurance companies to rethink products, pricing and positioning in the commercial sector.

As we sign off this quarterly dispatch, many U.S. states are reopening their economies. We hope to be back soon to discuss insurance innovation on the stage of a big conference and to never have to comment again on the impact of a lockdown!

Why Isn’t Customer Experience Better?

Whether you’re browsing an article about the latest trends in insurtech or listening to a panel of insurance industry disrupters discussing customer acquisition strategies, it’s hard to avoid references about emerging technologies such as machine learning, artificial intelligence, chatbots and data analytics. But, have these digital advancements truly transformed the experience for customers shopping for insurance? Are insurers, agencies and consumers benefiting from such enhancements in technology?

Arguably, the answer is yes. The insurance buying experience has evolved dramatically in the last decade, and insurers, their agents and consumers have all benefited. However, when we examine the underlying products and the various touchpoints throughout the customer journey, we can see there are significant opportunities for improvement.

Insurance Shopping: Consumer shopping patterns and expectations have changed in all industries, and insurance is no exception. The enormous dollars spent by top insurers are pushing more consumers to start their shopping process in a digital format, where speed and accuracy are paramount in keeping customers engaged. Consumers have become accustomed to choosing from multiple product options and to one-click shopping, but replicating an Amazon experience in the insurance industry is extremely challenging.

For one thing, insurance products are highly complex and regulated, and premiums can change based on a multitude of variables that are not immediately transparent to consumers. Variables such as: age, coverage limits, credit, driving history, prior claims or age of home can dramatically affect eligibility or policy premium. And while these factors are key data points for underwriting, verification of these inputs often leads to lengthy question sets and inaccuracies in pricing at point of sale and beyond. Then there are the costs associated with verifying reports such as credit, MVR, CLUE and prior carrier through third party vendors, which add friction and cost in the shopping process.

These are among the challenges that a few digitally focused, independent insurance agencies such as Gabi Insurance are aiming to overcome. Such digital platforms can simplify the quote process while representing both traditional carriers and newer entrants to the market like Clearcover. Digital agencies stay engaged with the customer throughout the life of the policy and may help reduce the cost of third-party reports, which are currently passed on to consumers.

See also: Is Insurtech a Game Changer? It Sure Is  

Beyond the Quote: While the point-of-sale experience is critical in effective customer acquisition, the entire customer journey — meaning all the touchpoints along the way — help maintain customer loyalty. Digital distribution channels that leverage emerging technologies can track customer interaction and use the data to identify improvement opportunities up- or downstream. While some insurers have made significant improvements in their frontline underwriting and product design, most still rely on products that were designed for traditional distribution channels (brick and mortar) and require some level of post-sale verification of policy attributes. As a result, customer experience can quickly shift from digital to paper-intensive, snail mail and the requirements can vary based on the type of products purchased. Consumers may be required to send proof of discounts, photos or evidence of insurance that were unverified at the time of the quote.

In such cases, digital agencies like Gabi may be better equipped to quickly engage customers via text, chat or email and expedite requirements on behalf of their insurance partners while contributing to higher net promoter scores (NPS) and improved overall retention.

Ultimately, to create an optimal insurance shopping experience that’s more aligned with customer expectations, insurers need to invest in revamping their products and processes for digital distribution channels. That’s easier said than done, as bringing products to market takes multiple years to deploy and millions of dollars in investment. Large, established insurers may require additional investment in core technologies, rebranding and potentially cultural and ideological transformation, while new insurers such as Clearcover, Hippo and Lemonade are not encumbered by legacy systems.

Adopting the entire digital transformation ecosystem is difficult and costly for insurers and involves multiple departments within an organization, which often have competing objectives and operate in silos. Insurers may have much to gain from partnering with digital agencies as their distribution models provide growth opportunities and turnkey access to customers who are less likely to buy from brick and mortar agencies. Further, insurers can gain valuable insight into customer demographics and behavior that are unique to online shoppers and use this information in future product development and process improvement strategies.

Q2 Progress at Root, Lemonade, Metromile

We have previously evaluated and discussed the financial performance and operating results of the insurtech trio Lemonade, Root and Metromile. Based on the analysis of the last available data, we think that:

  1. There is a pricing war
  2. The trio is missing an edge and story with respect to gaining a sustainable competitive advantage

At first glance, it appears that all three firms are focusing heavily on containing and improving their loss ratios. Metromile and Lemonade continue to have a relatively stable loss ratio, while Root has drastically improved compared with the prior quarter. At 91%, Root delivered a better result compared with the 105% in Q1-19 but still has some distance to go before getting closer to Lemonade or Metromile in terms of quality performance.

Note: The expenses ratios are not significant because part of the expenses are paid by the parent companies and not reported on the Yellow Books.

There is a pricing war

We believe the insurtech trio is facing a pricing war. We find three data points in support of this view:

  • Viewed through the lens of growth rate, after a robust Q1-19 for all three players, Q2-19 presents a different story. We find the most interesting perspective by looking at the performance over the last year and half. Clearly, the premium evolution of Metromile is the less exciting story, as I previously wrote. The pay per mile doesn’t seem particularly effective in attracting customers. The “pay per mile” model introduces an element of uncertainty for segments of customers who want to save money and know what insurance coverage will cost them. The only comfortable customers are those who almost never use a car. (We will cover the customer experience and expectations for usage-based insurance in future articles.)
  • Lemonade has shown consistent growth in the last two quarters and appears to be on target to meet the $100 million annual revenue target. This revenue target is a far cry from the “massive disruption effect” that was expected during its debut. The revenue curve is not yet showing the vaunted hockey stick.
  • Root is the only of these three players with exponential growth in revenue. However, something happened in the second quarter, and growth slowed significantly as the loss ratio improved. As mentioned in our last article, insurtech D2C seems to be a “price game.”

Let’s go back to look at the top-line numbers. Root and Lemonade registered a net increase in direct premium written compared with Q1-19. Metromile, on the other hand, registered a marginally lower DPW than in Q1-19.

Having looked at the top line, let’s switch our attention to the loss ratios. For an insurance carrier, the loss ratio is really the litmus test that assesses the strength and quality of the top-line numbers. Loss ratio is a fundamental insurance number, and the fact that all three players have improved this crucial metric is a sign of increased maturity for the “not so” fast-growing trio.

All three improved compared with the prior quarter. This bodes well for the trio. Of the three, Root continues to have the highest loss ratio at 91%, suggesting that between new sales and renewal it is still under-pricing risks.

See also: An Insurance Policy With Some ‘Magic’  

The Q2-19 loss ratios are significantly better than what the three firms exhibited in Q2 of 2018, when Lemonade had a loss ratio of 120%, Metromile was at 95% and Root at 112%. The loss ratios are still far higher than the respective market segments.

Missing an edge and story with respect to gaining a sustainable competitive advantage

In our last article talking about insurtech direct-to-consumer (DTC) as a “price game,” we highlighted how the companies have not been able to make customers fall in love with anything other than “saving money.”

We would like to share some thoughts on the business models of these three full-stack carriers, investigating where and how their approaches might both enable and impede them in terms of gaining a sustainable competitive advantage. What might be the proverbial sling that the “insurtech Davids” can use against the entrenched Goliaths of State Farm, Geico, Progressive, Allstate, et al? Let’s explore.

If we consider the economics of an insurer, there are three areas where you can obtain a competitive advantage that can allow financing this kind of “pricing war”:

  • Investment income
  • The loss ratio
  • The administrative expenses

Investment income

Investment income even in the current market conditions characterized by low interest rates represents the main source of profit for U.S. P&C insurers. A recent report by Credit Suisse has pointed out how, “over the last five years, approximately 90% of the industry’s profits have been generated from the investment income (float) component of the income statement.” In 2018, U.S. P&C insurers generated $53 billion net investment income, which accounts for 8.6% on the premium written. Well, all three insurtech carriers were far from this investment performance in the same period.

Probably, hidden in the parent companies income statements, there is some additional investment income obtained investing the cash received by their investors.

However – as of today – the return obtained investing the floating is clearly a competitive disadvantage for the insurtech players.

Loss ratio

As explained in a previous article, the loss ratio is the key measure of the technical profitability of an insurance business . The U.S. P&C market showed $366 billion net losses incurred, which means almost 61% loss ratio (net of loss adjustment expenses). Can any insurtech element allow Metromile, Root or Lemonade to have a competitive advantage on the loss ratio?

Metromile and Root are telematics-based auto insurers. Matteo is a fan of the usage of telematics data on the auto business and an evangelist of these approaches through his IoT Insurance Observatory, an international think tank that has aggregated almost 60 Insurers, reinsurers and tech players between North America and Europe.

Based on the Observatory research, four value creation levers have been the most relevant in telematics success stories:

  • The telematics approach has demonstrated around the world a consistent ability to self-select risks. Simply said, bad drivers don’t want to be monitored;
  • Some players such as UnipolSai and Groupama have achieved material results by improving claims management through telematics data;
  • Some other players have been able to change drivers’ behaviors, e.g., the South African Discovery and the American Allstate;
  • Many players have been able to charge fees to customers for telematics-based services, providing a revenue stream.

Metromile and Root are mainly using telematics for pricing purposes. Root is currently using a try-before-you-buy approach that allows potential customers to generate a driving score in a couple of weeks and obtain a tailored quotation. If consumers buy the policy proposed by Root, they will not be monitored anymore. This usage of a driving score at the underwriting stage could represent a way to price better the risk (if the price is settled at the right level), but the absence of further telematics data doesn’t allow Root to extract any value from the value creation levers above mentioned.

By contrast, the Metromile pay-per-mile approach is constantly monitoring the driver for the duration of the policy, which is the necessary foundation for those telematics value creation levers. As of today, the only area where Metromile seems to exploit the value of telematics data is claims management. The biggest limit for Metromile seems to be the nature of the pay-per-mile business, which has found only a limited market fit (niche nature of the mileage-based approach).

So, we think that both the players are still far from telematics best practices, currently represented by a few incumbents. However, the evolution of their telematics approaches can generate some competitive advantages against many incumbents that are less advanced.

About the possible capability of Lemonade to generate a better loss ratio than other renter insurers, the game is around its famous focus on behavioral economics and the attempt to influence behaviors with the iconic giveback. Everyone (among insurance executives) remembers Lemonade for the fixed percentage of premium it charges — the iconic slice of pizza — while all the rest is used to ensure the company will always pay claims; whatever is left goes to charities. As of today, nothing in the loss ratio shows benefits from this approach. Would you avoid submitting a claim or resisting the urge to file an inflated claim (an unfortunate reality in our industry) because “whatever is left goes to charities.” We find it hard to believe that the fundamental economic incentives will move from individual gain to community gain. Ancient Latins were saying homo homini lupus. (Man is wolf to man.)

Moreover, a recent comment by Lemonade CEO Dan Schrieber suggests that “AI may have played a role in higher loss ratios.” The increase of straight-through processing combined with a vast reduction or elimination of legacy checks and balances can increase the risk of fraud. Sri and his team at Camino Ventures, an AI/ML fintech, believe that this is a natural phenomenon with respect to AI/ML adoption. Ilich Martinez, co-founder and CEO at Camino Ventures, says, “Companies need to take a holistic view of AI/ML integration into business processes and business rules. Piecemeal or spotty inclusion of advanced AI/ML capabilities can be akin to installing a Tesla induction motor on a gas guzzler. It simply does not work.”

Sri expects to see a spurt in fraudulent claims in certain domains where autonomous claims management is introduced or expanded. As bad actors try to game the system, it is imperative that insurance companies expand the fraud detection models and be willing to enter a phase of continuous and strenuous test-and-learns. Eventually, usage of AI/ML can be crucial to achieving better administrative cost positions, but the path to that destination will not likely be a straight line.

See also: The Dazzling Journey for Insurance IoT  

Administrative costs

The U.S. P&C markets showed costs that represent 37% of the written premiums on 2018 (of which 10% was loss adjustment expenses). Unfortunately, we are not able to see any more the real costs of Root and Lemonade; part of the costs are on the income statement of their parent companies, and we can only enjoy the results of their goal-seek. Efficiency – if it will ever be achieved by these insurtech startups — can be a way to compete and to sustain a pricing war, but the scale matters.

We ask whether the AI-driven approach of a player such as Lemonade will become a key competitive advantage against the current established incumbents. Can an early, extensive and immersive adoption of AI/ML provide insurtechs a competitive edge? Will incumbent leaders be fast followers or late adopters in a domain as critical as AI/ML?

We are already seeing the incumbents make early and deliberate moves to gain an AI/ML capability advantage. From domains like telematics to computer-vision-enabled image processing for claims, we see the Goliaths not waiting to be left behind. They are quickly moving from a “test and learn” approach to wide-scale adoption of numerous AI/ML capabilities and are finding early success. This adoption is accelerated by nimble, agile fintech and insurtech enablers like Camino Ventures that help industry leaders quickly move from opportunity to outcomes. Given these market conditions, we believe that advanced AI/ML capabilities would give insurtech an edge only against incumbents that are less focused, capable or invested in integrating insurtech solutions into their value chain.

*****

We believe the current business models are not yet showing any clear competitive advantages that can make the pricing war sustainable for the three full-stack insurtech carriers. However, they have a lot of cash combined with highly talented teams that can experiment and find new ways to build moats and forts to gain competitive advantages.