Dennis Just - Sven Ivo Brinck

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OriginalerschienenaufLinkedinunterhttps://www.linkedin.com/pulse/truth-disruption-insurance-brokerage-knip-view-dennis-just
Dennis Just
Group CEO & Enforcer at Knip AG
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The truth about disruption in insurance brokerage - the Knip view
4. Apr. 2016
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Its has been a tough but also very successful journey with Knip so far. In 2013, we were the world’s first company launching a next-gen broker application. Since then, we have
developed our enterprise to a grown-up insure-tech company. Moreover, we are the clear market leader in all countries we operate in.
For over two years, we have been driving change in the insurance industry with a clear focus on advisory automation and mobile service experience. We do face competition
from well backed companies like Clark, Brolly or GetSafe, however, we clearly see the advantage in that because us insurtechs can educate customers and the market together.
The movement we’ve created in Switzerland and Germany does comes with a lot of friction. We experience happy customers but at the same time bad press and heavy opposition
from the established broker side, as well as some insurances like Helsana. No matter if someone is in favor or against insure-techs, no one seems to be able to remain indifferent.
Thus, I wanted to share insights of our view of this amazing opportunity as well as the challenges we are facing in order to create an understanding in the industry on both sides.
I. The trend to mobile brokerage is not killing the physical broker yet, but will in the future
On all panels we attend and in all interviews we are asked to give information about the development in the insurance distribution, there is one core question: “Are brick and
mortar brokers able to keep up with the technology driven applications and web services?”
Our answer in this emotionally driven argumentation is simple: “We are not extinguishing brokers … yet!”. We essentially complement the services of brokers - which we are
ourselves - thinking and building it technology first. Our focus lays on a specific target group of mid aged, urban and tech savvy people. The allegation that we’re to eliminate all
200.000+ brokers in the DACH region is simply unfounded … for the moment anyway.
It is quite certain that the current development towards digitalization cannot be stopped. Common brokers won’t be able to withstand it forever, because there will come the time
when they have to adjust to the changing customer requirements … and when looking at the customer figures that fin-techs accumulate, it will be rather sooner than later.
What would make me think twice as brokerpool or brick and mortar broker is the speed of technological development. In our case, having started out just short of two years ago
with being a digital folder for insurance contracts, we’ve implemented classical brokerage services to the application as well as an automatic gap analysis feature after only one
year. Our newest extension is a livechat for all our clients that was introduced six weeks ago. I feel comfortable in stating that the services a customer receives from the current
next-gen broker platforms is better than those to be received from classical average brokers. As we’ve proven impressively in the past, we are all getting better. Day by day!
To underline the statements above regarding the current development in disruption of the insurance industry, I want to share some of our internal reportings of the industry as
well as our competitive landscape.
Overall DACH
iOS downloads of next-gen broker applications
(Source: pro.prioridata.com)
Monthly summed up & acumulated iOS downloads of next-gen broker applications
Our subjective assumptions derived from the charts above are:
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Education of customers (driven by intensive marketing) increases conversion and adoption of digital broker application exponentially
Competition and VC money of backed startups will drive this development even more over the next years and ensure the breakthrough and acceptance by customers
Our guess would be that in 2017 at least 2 million customers in the DACH region manage their insurances digitally at a next-gen broker or digital plattform
II. Defense mechanisms of brokers, insurance carriers and pools have no effect and are build without customer focus
So how do carriers, brokers and pools defend themselves or even tackle this development actively by creating value for the customer? So far, it seems that the logical step is
going to publish self-made applications with 1 clear idea: protect their policy books. But does this actually work? Lets compare the 3 largest next-gen broker applications in
Germany with Knip in terms of downloads.
asuro, allesmeins & simplr vs. Knip
Daily DACH iOS downloads from Dec 15 - March 16
How would a comparison in all accumulated downloads look like.
asuro, allesmeins & simplr vs. Knip
Accumulated DACH downloads per day from Dec 15 - March 16
The comparison clearly shows that on a good day, the next-gen broker applications are able to top the downloads of all broker pool applications of an entire month. Digital is the
DNA of the new players as much as the DNA of brokers is the current industry structure.
III People engage with next-gen broker applications 10x more often than with a physical broker already - on a long-term
basis.
These days, it is supposedly easy to create and develop an application as Dominik said strikingly from a brokers perspective . The core statement of the article is: “a FinTech
application costs no more than 25.000 EUR”. While that might be true from a MVP and FrontEnd perspective - the magic sits in its backend and underlying technology. Policy
reading OCR, recommendation engines, optimization algorithms, LiveChat capabilities, priority queues.
When talking to insurance carriers, I often asked them about how many times they would really interact (not only sending an invoice) with their clients. The answers ranged from
once a year to one-time every three years. Thus, we assume the average to be at one clear interaction point every 2 ½ years.
In contrast, what about the digital challenges?
By being a smartphone application we are in the pocket or purse of our clients and moreover by being data driven, we are enabled to do amazing things and engage with our
clients way more often - because all our services are just one click away.
Customer interactions per week in % of all active customers at Knip
Customer interaction cohort per week in % of all active customers at Knip
What you see in the first graph is a cohort of active customers engaging with Knip on a weekly basis. The chart flattens after the first 5 weeks as the excitement of having a new
great tool to manage their insurances declines somewhat. But - and here comes the nice thing - nearly 10% of customers continue to engage with us on a weekly basis.
This means we are able to engage with all our clients - through automated push notifications, reminders, newsletter and our in-app messenger - once every 2 ½ months. That
equates to 10 times more engagement than a physical broker. It is fun and fulfilling for the clients to have a broker with fast responses, transparent advice and high quality
service. In fact we are pretty confident to increase the interaction by automation of communication with our customers by 100% within the next 6 months.
IV Customers from mobile advisors are not as young as you think
The first thing that we’ve put into our pitch deck for our seed round as our core target group was the student that either is still studying or just recently finished his studies and
you could now call young professional. They would be starting their first job, moving into the first non-shared flat and would be needing some help on figuring out safety
standards over our plattform.
Interestingly, we ended up discovering that our core customer is pretty much a different person than we expected, which it turns out is a very positive sign for the whole business.
But how does the typical next-gen broker customer look like:
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36 years old
61% male
urban centered
above average wealth
not at all a churny and price sensitive customer
wants to live his life without caring too much
Our main discovery was that the core usage group of Knip has a way bigger lifetime value that we would have expected and is described as the “brad pitt type of customer” that
every insurance carrier wants to have. That is: very few claims, but high expectations in service.
Fun fact: the oldest customer on our platform is 84 years old, pretty well insured and fully digitally serviced.
V Wrong incentive structure of carriers, carrier employees and agents kill every single bit of customer centric behavior of
their organizations
One of the biggest hurdles that we face as a new customer focused solution in the insurance market is the wrong incentive structure of employees in the industry. It penetrates the
entire spectrum from a broker supervisor to an insurance carrier c-level.
It can only be described as “sad” to see that the entire established insurance industry is driven solely by making sales without looking at retention, churn and plus production.
The key challenge for carriers is to change the incentivation structure in a way that the customer and the lifetime value of the customer is in the center of all actions of operations
and strategics. Due to comparison websites, structured brokers and digital insurances we have seen a big shift to define bonuses and upsides by counting new sales. But what
really matters? From our standpoint:
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happy customers
low churn
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long term and active engagement with customers
Complementing the wrong focus of carriers and broker from a looking at the incentives, most carriers are afraid of the current market development and rather move into a
protection position that trying to learn from what is happening and adapt.
To sum things up: There could be no better time to change the industry
Due to regulation and intransparency the insurance industry hasn’t yet been shaken too much by digitalization. I can tell from heart that the complexity of products and structure
of most carriers makes it hard and cash intense to simplify processes and create a meaningful and positive impact on customers beside just comparing a price. And it is very costy
to do that.
So what are the core facts that should inspire everybody as of now to change something for good in the insurance industry:
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Less than 15% of all people having a insurance know who their responsible broker or agent is. There is no lock-in effect in the industry.
Insurance customers have no brand favoritism. They just want to be safe and secure. Very seldom positive reputation of the risk taker brings customer to change to a
specific insurance.
The insurance carriers are profit centers with immense costs and close to zero automation. The cost in policies for marketing and administration vs. securing customer
happenings sometimes exceeds 60%+.
Carriers try to uphold the industry’s artificial intransparency in oder to protect their high margin business in certain product areas like car insurance in Switzerland or
PnC businesses in Germany. Digital and newly build carriers will change that.
Low interest rates kill life insurance businesses.
Even though the insurance industry does a lot to stop or decelerate the digitally driven industry disruption, I am fully confident that the customer will decide and we will more to
a new kind of experience: mobile, versatile and most of all transparent.
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Dennis Just
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Dennis Just - Sven Ivo Brinck

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