PETER DEMPSEY D E P U T Y C H I E F E X E C U T I V E - A S I S A
South Africans are underinsured – the R15 trillion + opportunity
GLACIER RISK SUMMIT
Peter Dempsey
Deputy Chief Executive - ASISA
Population 52 900 000
Age structure 48.5% < 24
38.2% 25 – 54
7% 55 – 65
6% 65
Population growth – 0.5%
Death rate 17.49/1000 = 900 000 pa
Urbanisation 63%
HIV/AIDS 19.05% prevalence (2013)
Adult obesity 25.6%
Literacy 94.3%
Source – South Africa, the CIA Factbook 2014
FOR INTEREST…
The 1st life insurer was the Amicable Society for a Perpetual Assurance Office in 1706.
The 1st modern actuary was William Morgan in 1775.
There are some undesirable insurance contracts.
- Viatical settlements
- STOLI contracts
Insurance contracts based on utmost good Faith
- From the insured
- From the company.
FURTHER INTEREST. .
When not in place……
Vulnerable people remain in poverty
Secure people dragged into difficulty
Past development activities destroyed
Generations can be set back
So……
Insurance as important as healthcare and education
Powerful instrument as part of government strategies
Source: Access to Insurance Initiative 2012 Report
ROLE OF INSURANCE
$Shock
New normal
Normal
New normal
RISK MANAGEMENT
Death Disability
2010 R23.5 BN R2.8 B
2011 R27 BN R5.2 BN
2012 R28 BN R6.2 BN
2013 R31 BN R7.8 BN
2014 R33 BN R8.2 BN
TOTAL R142.5 BN R30.2 BN
INSURANCE BENEFITS
Net
Worth
15 20 25 45 60 90
Age
RISK MANAGEMENT
Not a legal requirement
No current benefit
Fear of death/loss
Misunderstand the risks
Mispricing risks
Complex products
WHY PEOPLE DON’T BUY INSURANCE?
“If I had my way I would write the word “insure” upon the door of every cottage because I
am convinced, for sacrifices so small, families and estates can be protected from
catastrophes which would otherwise smash them up forever” – Winston Churchill.
QUOTE
Information age
Left brain – thinks, communicates, knows
Right brain – feels, connects, believes
Facts are not enough to change behaviour
Advisors role
RDR
FINANCIAL BEHAVIOUR
140 000 reps
40 000
advisors
100 000
- Motor dealers
- Retailers
30 000
tied
10 000
non -tied
ADVICE LANDSCAPE
Q U E S T I O N S ?
DR ERIC STARKES A N L A M S E N I O R M E D I C A L A D V I S E R
Protecting one’s ability to earn an income
Benefits:
Functional impairment
Physical impairment
Accidental injury
Temporary
Permanent
PROTECTING YOUR INCOME IF FUNCTIONALLY
IMPAIRED DUE TO ILLNESS OR INJURY
Background:
Illness
Injury
Impairment
(Functional
limitation)
OccupationOccupation
disability+
Life insurance products available
Lump sum disability benefits Disability income benefits
OCCUPATIONAL DISABIL ITY
LUMP SUM DISABILITY BENEFITS:
• Disability for regular occupation
• Disability for regular and reasonable alternative occupation.
• Accidental disability benefit
> Single payment when permanently disabled.
OCCUPATIONAL DISABIL ITY
DISABILITY INCOME BENEFITS:
1. Temporary Disability income
• Maximum payment of 24 months per condition
2. Extended disability income
• Fixed cease age or whole life
3. Sickness benefit
• Maximum payment of 3, 6, 12 & 24 months per condition.
> Selection of waiting periods.
> Multiple claims possible.
> Covers temporary and permanent disability.
OCCUPATIONAL DISABIL ITY
Lump Sum Disability vs. Disability Income
THE QUESTION TO BE ANSWERED
There are probably arguments for and
against each of these benefits
Many factors to consider when getting
involved in this debate e.g.
- occupation
- self-employed or not
- affordability
- financial status
- age
WHICH OF THESE
BENEFITS WILL BEST
PROTECT ONE
AGAINST THE
FINANCIAL LOSS
WHEN FUNCTIONALLY
INCAPACITATED DUE
TO ILLNESS OR
INJURY?
Claims according to age: 1 Jan’ 2014 – 31 Dec’ 2014
Claims admitted:
Age Group Lump sum
Disability
Income Protector Sickness Benefit
16-25 0% 2% 3%
26-35 1% 31% 41%
36-45 18% 44% 31%
46-55 46% 16% 19%
> 55 35% 8% 7%
AGE STATISTICS
Lump sum Disability Disability Income Sickness benefit
Total
and
Permanent
Total/Partial
and
Loss of income
Total/Partial
1. Definition:
“Permanence”:
- No substantial improvement in the impairment after reasonable optimal
treatment (taking into account treatment risk and success).
- Impairment has reached the point of maximal medical improvement (MMI).
FACTORS IMPACTING ON THE OUTCOME
OF A DISABIL ITY CLAIM
2. Medical technology today:
….the end result: less chance of becoming permanently disabled compared to the past.
New advanced diagnostic tools
Advanced surgical techniques
More efficient medicines available
FACTORS IMPACTING ON THE OUTCOME
OF A DISABIL ITY CLAIM
3. Our changing environment:
Cancer:
• Newly diagnosed cancers are on the increase.
• Predicted to double in the next 10 yrs.
• Cancer related claims are on the increase.
• Advanced medical technology could lead to less cancers reaching permanency.
Accidents:
• Increase in motor vehicle accidents in the RSA.
• Accident related claims are relatively high (up to 30%)
• Temporary disability more likely.
HIV/Aids:
• Now a treatable condition with a better prognosis.
• Permanent disability less likely.
FACTORS IMPACTING ON THE OUTCOME
OF A DISABIL ITY CLAIM
What the claim statistics have shown us
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2011 2012 2013 2014
Lump Sum Disability Claims Sickness Benefit / Income Protector Claims
LUMP SUM DISABIL ITY VS INCOME
PROTECTION
REAL CASE STUDIES TELLING A STORY…
MALIGNANT MELANOMA
31/03/2015
Male, 46 yrs , Electrician Claim: Lump Sum Disability benefit
ONCOLOGIST REPORT
Male, 37 yrs , Diesel Mechanic Claim: Lump Sum Disability benefit
MEDICAL REPORT
RETINA DETACHMENT
21/01/2014
Male, 40 yrs , Clinical Psychologist Claim: Income Protector (1 month waiting period)
Policy I/date: 2006
EYE SPECIALIST REPORT
RHEUMATOID ARTHRITIS
Mr X02/02/2015
Male, 42 yrs , Aircon technician Claim: Lump Sum disability
SPECIALIST PHYSICIAN REPORT
RECTUM CANCER
09/02/2015
Female, 38yrs , Occupation Therapist Claim: Sickness Benefit
(Income Protector 24 months w/p
& Lump Sum Disability)
ONCOLOGIST REPORT
SICK LEAVE LETTER
STROKE
28/01/2015
Male, 57yrs , Accountant Claim: Temporary Income Protector
& Lump Sum Disability)
SPECIALIST PHYSICIAN REPORT
08/07/2015
FOLLOW-UP SPECIALIST PHYSICIAN
REPORT
SUBCLAVIAN VEIN THROMBOSIS/ STROKE
Female, 51yrs , Secretary Claim: Lump Sum Benefit
09/07/2015
SPECIALIST PHYSICIAN REPORT
BIPOLAR DISORDER
08/07/2015
Male, 55yrs , Business Owner Claim: Lump Sum Disability
SPECIALIST PSYCHIATRIST REPORT
LUMBAR DISC DISEASE (LOW BACK PAIN)
Female, 51yrs , Nursing sister Claim: Lump Sum Disability
14/06/2015
NEUROSURGEON REPORT
20/04/2015
Male, 49yrs , Financial Director Claim: Sickness benefit
Lump Sum Disability
NEUROLOGIST REPORT
STOMACH CANCER METASTASIZED TO
THE L IVER
Male, 57yrs , Representative (Chemical Products) Claim: Lump Sum Disability
ONCOLOGIST REPORT
Depending on the medical condition, the “permanence” aspect of the Lump sum disability benefit, could leave a person financially uncovered for a substantial period of time.
As long as the impairment shows signs of adequate improvement with medical treatment, a decision on permanency cannot be made under reasonable circumstances.
WHAT WE HAVE LEARNT FROM THE CASE
STUDIES
Depending on the medical condition there is a high probability that a person will not be totally disabled after treatment.
It would seem the chance of becoming temporarily disabled is greater than the chance of becoming permanently disabled.
WHAT WE HAVE LEARNT FROM THE CASE
STUDIES
The time has come for a mind shift in the way we think about protecting one’s income.
Temporary disability is a reality and are our client’s properly protected against this?
There are currently good products available to properly address the needs of our clients.
If there is a need for a lump sum disability benefit, then one must consider including a temporary income benefit as well.
FINAL THOUGHTS
Thank you for your attention
PANEL DISCUSSION
Exploring when a lump sum disability benefit
or an income protection benefit will be suitable.
Petrie Marx: Sanlam Product Actuary
Karen Bongers: Sanlam Product Development Actuary
Dr Eric Starke
Facilitated by Jeremy Maggs
ERROL MEYERE S TAT E , T R U S T, TA X & F I N A N C I A L C O N S U LTA N T
Business financial planning
AGENDA
Company-owned policies
Advice and business financial planning
Different risk profile and different considerations apply
Individual-owned policies
Buy and sell agreements
Different risk profile and different considerations apply
WHERE DO WE START?
WHAT IS RISK PROFILING?
How does a financial adviser qualify to be a professional and how do we distinguish ourselves from
other professions?
How should we define advice from a financial planning perspective?
WHY THE TERM BUSINESS FINANCIAL PLANNING AS OPPOSED TO BUSINESS ASSURANCE?
NAME THE RISKS FOR A BUSINESS?
THE ADVICE PROCESS
Contact/Contract
NeedsSolution
Advice defined for the professional financial
planner
Causal link
THE ADVICE PROCESS ( T H E S T O R Y M U S T M A K E S E N S E )
• Gathering of information
• Relevant and material
• Risk profile of client
Implement
• Instructions
• Contract
• Who is your client?
• Recommendation
• The Plan must make sense
• Suitability of advice and
product
• Follow up service
• The way forward
B U S I N E S S A N D R I S K P R O F I L I N G
F I N A N C I A L P L A N N I N G P R I N C I P L E - C O M P E T I N G
I N T E R E S T S
Shareholder A
Keyman
Shareholder B
Bank, Supplier,
Lease agreementCompany
Bo
rrow
mo
ne
y
Bo
rrow
mo
ne
y
Borrow money
Buy and sell
agreement
A NEGLECTED AREA OF F INANCIAL PLANNING
IN SA
Business Financial Planning
A solid understanding of taxes is necessary:
- Business entities are trading entities and entitled to tax relief
- Life assurance policies are not owned by the life assured and has a tax implication.
COMPANY-OWNED POLICIES
Key person policies
Surety plans
Loan Accounts
KEY PERSON POLICY
The replacement cost of the keyperson must be
calculated with reference to the revenue losses as
opposed to capital losses.
Example: Husband insures the life of his spouse who
earns no income.
In business context the same principles must apply
and be recorded.
INCOME TAX
(w) expenditure incurred by a taxpayer in respect of
any premiums payable under a policy of
insurance (other than a policy of insurance that
relates to the death, disablement or severe illness
of an employee or director of the taxpayer arising
solely out of and in the course of employment of
such employee or director) of which the taxpayer
is the policyholder, where— ………….
((ii) (aa) the taxpayer is insured against any loss
by reason of the death, disablement or severe
illness of an employee or director of the taxpayer;
(bb) the policy is a risk policy with no cash value or
surrender value;
(cc) the policy is not the property of any person
other than the taxpayer at the time of the
payment of the premium: and
(dd) in respect of any policy entered into—
on or after 1 March 2012, the policy agreement
states that this paragraph applies in respect of
premiums payable under that policy; or
before 1 March 2012, it is stated in an addendum
to the policy agreement by no later than 31
August 2012 that this paragraph applies in
respect of premiums payable under that policy;
Note the
objective and
subjective
factors
KEY PERSON - INCOME TAX
Income Tax
• Pure risk policy.
• Cover an operational
loss. (Revenue?)
• Capital in nature
(Objective factors)
Taxpayer has a choice (Subjective factor)
ESTATE DUTY
(3) Property which is deemed to be property of the deceased includes—
(a) so much of any amount due and recoverable under any policy of insurance which is a
“domestic policy”, upon the life of the deceased as exceeds the aggregate amount of any
premiums or consideration proved to the satisfaction of the Commissioner to have been paid
by any person who is entitled to the amount due under the policy, together with interest at six
per cent per annum calculated upon such premiums or consideration from the date of
payment to the date of death: Provided that the foregoing provisions of this paragraph shall
not apply in respect of any amount due and recoverable under a policy of insurance, if—
ESTATE DUTY CONTINUED …
except where the provisions of paragraph
(i) or (iA) of this proviso apply, the
Commissioner is satisfied and remains
satisfied that such policy was not effected
by or at the instance of the deceased,
that no premium on such policy was
paid or borne by the deceased, that no
amount due or recoverable under such
policy has been or will be paid into the
estate of the deceased and that no such
amount has been or will be paid to, or
utilised for the benefit of, any relative of
the deceased or any person who was
wholly or partly dependent for his
maintenance upon the deceased or any
company which was at any time a family
company in relation to the deceased;
KEY PERSON - ESTATE DUTY
Estate Duty
Instance of deceased
Premium paid or borne
Not for benefit of the estate
May not be a family company
All the requirements are of a personal
nature?
Income Tax
Pure risk policy
Cover an operational
loss. (Revenue?)
Capital in nature
(Objective factors)
Taxpayer has a choice (Subjective factor)
SURETY - PLANS
Company wants to repay debt since
shareholder signs surety on behalf of
the company for the debts of the
company.
- First – what is the Risk Profile?
- You get this wrong – you get
everything wrong!
Tax Implications:
- Income Tax
- Estate Duty
78
First question is
who is my client?
“S IR YOU REQUESTED A CONTINGENT LIABIL ITY POLICY”
For the exclusion in terms of section 3(3)(a)(ii) of
the Act to be applicable the following
circumstances must be considered:
The Commissioner must be ‘satisfied’ that all the
requirements of the section are met before the
exclusion will be allowed. To enable SARS (on
behalf of the Commissioner) to consider whether
the proceeds of a policy fall within the ambit of the
exclusion, all the relevant documentation
pertaining to the case:
-copies of the resolution taken by company to
take out such policy, - application made for the
policy and any other documentation to prove that
the proceeds of the policy were not applied to
benefit either the estate, any relative of the
deceased or any person who was dependent
upon the deceased for his/her maintenance or a
family company of the deceased as envisaged in
the relevant section of the Act.
These must be submitted together with the
Liquidation and Distribution Account to the
Master’s Office where the SARS estate auditor
will verify the documentation.
The policy will have been ‘effected by the
deceased’ if he was the person who contracted
with the insurer for the issue of the policy,
whether or not he was the beneficiary under the
policy.
SURETY PLAN
Income Tax
Pure risk policy
Cover an operational
loss. (Revenue?)
Capital in nature
(Objective factors)
Taxpayer has a choice (Subjective factor)
Estate Duty
Instance of deceased
Premium paid or borne
Not for benefit of the estate
May not be a family company
All the requirements are of a personal
nature?
- Can be argued that Reference guide can be
interpreted differently in favour of taxpayer
- Should we have an agreement incorporating the
repayment of loan account?
SARS REFERENCE GUIDE 2008
SCENARIO 2: A is the
Managing Director of a private
company. The company
borrows R1million from a
financial institution. A, as MD
of the company, stands surety
for the company’s debt. The
company takes out a policy on
the life of A, to meet their
obligations to the financial
institution at A’s death.
In cases where the company took out
insurance cover on the life of A to
enable them to pay the debt as set out
in (1) above to his estate, the argument
that the policy was not effected by or at
the instance of A would be very difficult
to prove as the deceased (my
underlining) was directly involved in
the negotiations regarding the whole
transaction.
“SURPLUS FUNDS SHALL BE USED TO
REPAY THE LOAN ACCOUNT”
The words ‘no amount has been’ or
‘will be paid to the estate,’ are
capable of meaning that the
condition is not fulfilled if there is an
actual or future payment of any
portion of the proceeds into the
estate. The absence of some
obligation linking the proceeds with
the payment to the estate largely
removes the basis for connecting any
payment to the estate with the
proceeds of the policy, a connection
which must be present before it can
be said that the condition has not
been fulfilled.
(SARS Reference Guide 2008)
CREDIT LOAN CONVERSION SCHEME
Property CC BankBorrow 5 K
Repay loan
Accounts 5 K
Equity v Debt financing
Substituting creditors
Strain on gearing ratio
Ability to borrow
Economic circumstances prevailing
CREDIT LOAN CONVERSION SCHEME
Tax Implications
- Section 11(a) read with 23 (g)
Investment rationale
Borrow 10 %
Tax rate 28 %
Effective nominal cost 7.2 %
If investment outperforms 7.2 %, then scheme viable from an investment perspective
No, rather look from
risk perspective!
CREDIT LOAN CONVERSION SCHEME
Investment philosophy
Minimum risk and maximum returns
In holistic financial Planning it is
possible to reduce overall risk and
increase after tax investment returns
CREDIT LOAN CONVERSION SCHEME
Inter Vivos Trust
Endowment
Bank
Planner100 000 donation
Pays interest
@ 10 %
Property CC Bank
CREDIT LOAN CONVERSION SCHEME
Growth in Trust after taxes @ 10 %
Value after 5 years – R 671 561
Value after 20 % donations tax saving
- Total ACA Taxes – 671 561 + 134 312 +
(171 561 × 13.65 = 23 418*) = 829 291
- Equates to IRR of 17,37 %
- Davis Tax Committee 2015
recommendations on taxation of Trusts
- (Caveat – Add a life assured payable in
the event of the last dying)
CREDIT LOAN CONVERSION SCHEME
BENEFITS
Growth of Risky Company is channeled to risk
free Trust
Less CGT overall – No CGT in trust
Growth outside the reach of creditors
Liquidity of Planner overall not negatively
affected
Freeing up business capital
Capital Financing converted to Debt Financing
CREDIT LOAN CONVERSION SCHEME
Bank
Planner
Pays interest @ 10 %
Property CC Bank
Inter Vivos
Trust
Endowment at
10% growth
Minimum Risk
Reduction
In
Growth
CGT
saving
Maximum Return
IRR
17,37%
BUY AND SELL AGREEMENTS
The risk profile remains important
75% fails
Focus on the survivor
Insurable interest
What is the solution?
FOLLOW THE HYPOTHETICAL EXAMPLE
Assets R10 000 000
Liabilities R9 000 000
NAV R1 000 000
ESTATE DUTY EXEMPTION
Section 3(3) (a) (1A)
The purpose of the policy (Risk profile?)
No premium paid or borne (Risk profile?)
Partner at the date of death of the deceased (Risk profile?)
Loan accounts included in agreement
Family relationship irrelevant
TRUSTS AND BUY & SELL ARRANGEMENTS
Individual shareholders Trusts as shareholders
ED + CGT paid by estate ED + CGT paid by trust
Property
(shares)
5 000 000
Deemed
Property
5 000 000
Exemption (5 000 000)
NET ESTATE 5 000 000
Property
(shares)
(Nil)
Deemed
Property
5 000 000
Exemption (Nil)
NET ESTATE 5 000 000
SHARE BUY BACKS?
What about a share buy back?
Compare a share buy back vs traditional buy and sell.
The answer is simple. Additional estate duty, CGT and the
forced distribution of dividends are increased and forced
where the main intention is to preserve and transfer wealth.
The real question is the whether the correct risk profile is
addressed?
LOAN ACCOUNTS
They are a dead investment from a Business Succession and Financial Planning
Perspective.
Policies effected to repay loan accounts increase the value of the company and
has relevance with share buy backs as well, but no negative dividend tax
implications.
THE END
“Financial planners are perfectly suited to educate and advise their clients on successful
business succession planning strategies, since they are qualified risk specialists, perfectly
positioned in the financial environment to render value added advice.”
See www.errolseminars.mobi for free Newsletters
CEO:
BRUCE SAHD
Direct, Digital, Data:
Threats & Opportunities in a changing distribution landscape
CASEJOHNSON IS A DIRECT CONSULTANCY
Direct Strategists
A specialist combination of Consultant +
Implementation Manager
Three-step approach = Plan, Pilot, Profit
Emerging markets is the primary focus
Have worked with clients in SA, Ghana,
Nigeria, UAE, Lebanon, India, Sri Lanka
SETTING THE SCENE WITH A CONFESSION
I am a direct practitioner, but I still prefer to buy my
personal insurance from an adviser !
However I am not sure if this will always be the case…
DIRECT, DIGITAL, DATA & ‘THE NOISE’
Direct distribution of life insurance is non-intermediated selling with
paperless/electronic application and underwriting done on a pre-approved basis
using personal data or automated at point-of-sale.
“Cut-out the middleman!”
“Get 20% cash back”
“No medical exam”
Is it cheaper to go direct?
Will direct pay your claim?
Can direct retain and service you?
MYTH-BUSTING ADDS COLOUR TO THE
DEBATE
Source: Discovery Life. “The value of the financial adviser in life insurance. 2013
Myths dispelled by Discovery Life:
Myth 1: Direct insurance is cheaper than buying life insurance through a financial adviser
Myth 2: Financial adviser commissions inflates premiums compared to direct insurers who do
not pay commission
Myth 3: Consumers will be able to maintain direct insurance premiums over the long-term
Myth 4: Direct insurance products offer comprehensive cover
Myth 5: Consumers do not need financial advice as information is readily available
Myth 6: Financial advice is the same whether a call centre agent or qualified financial planner
provides it
Myth 7: Claim pay-outs from direct insurers are transparent and certain
Myth 8: Intermediaries do not add real value to consumers
MYTH-BUSTING ADDS COLOUR TO THE
DEBATE
KEY FINDINGS:
1. Initial premiums of direct life insurance
companies are 9% more expensive.
2. Limited premium guarantees create
uncertainty for consumers and increased
unsustainability.
3. Benefits are not comprehensive and do not
address consumers’ needs at every life
stage.
4. Restricted maximum cover amounts render
them unsuitable for high income earners.
5. Poor claims payment record.
WHAT IS HAPPENING IN DIRECT?
DIRECT IS GROWING
NOW: Only 7% of life cover in SA is sold direct
BUT: Direct is growing and is already bigger
than bancassurance in terms of value
Life offices hesitant (Spice, Connect, Frank)
Growing activity - 1Life, Outsurance, Instant
Life, Frank, Different Life, MiWay Life
Investment products are next in line
Telemarketing is ‘sold’, Internet is ‘bought’
Smartphones will have a huge impact
DIRECT IS MOVING UP THE PYRAMID
HNW
Middle
Mass
How far down will
‘pay for advice’
hold the line?
How far up will
direct & digital encroach?1
2
INSURANCE DISTRIBUTION IS EVOLVING
Man from the Pru in 1800’s
Telemarketing in 1970’s
Digital in late 1990’s
Technological advances on 2 fronts
- Information (data, analytics, cloud)
- Communication (phone, web, digital)
Clients, insurers, regulators all forcing change
Underpinning all distribution models is data
Face to Face also has an important
distinction:
- Independent, or Tied
(each with its unique strengths and weaknesses)
Face to face
Direct
Digital
Advised
Intermediated
Complex
Advertised
Direct
Simple
Client-led
Bought
Commoditised
Technological landscape
FOUR FORCES ARE DRIVING CHANGE IN A
DYNAMIC TECHNOLOGICAL LANDSCAPE
INDUSTRY
DISTRIBUTORS
REGULATORS
INSURERS
CLIENTS
Convenience
Comparison
Choice
Remuneration
Reach
Relevance
RDR
POPI
Ideology
Control
Brand
Margin
CLIENT BEHAVIOUR IS THE MOST
IMPORTANT FORCE TO UNDERSTAND
Why are clients attracted to direct and digital
ways of doing business?
Information (24/7 any time)
Functionality (quotations)
Convenience (at home)
Personalisation (tailored for me)
Comparisons (window shopping)
Lowest price (client can decide)
Brand trust (they will pay me)
No obligation (its just a website)
Immediate/ quick (on my terms)
Event-triggered (as it occurs to me)
Drivers of behaviour will vary depending on
what the client wants to do:
Research for information?
Make buying decisions?
View their portfolio?
REGULATION IS ( INADVERTENTLY) MAKING
DIRECT MORE APPEALING
RDR ushers in ‘pay for advice’ which
seems likely to drive more people online
POPI requires client opt-in which seems
likely to stem the growth of direct marketing
Ideology plays a major role too … will we
always follow the UK? Post-2008 will an
increasingly ‘heavy hand’ continue to be
seen as a necessary counter-balance?
Compliance remains a disproportionate
burden for all players, especially IFA’s?
“RDR is going to be a major growth driver
for our business” (large direct insurer)
PRODUCTS ARE BECOMING SIMPLER AND
MORE COMMODITISED
PWC noted in their 2014 Insurance Report that
products sold through direct and digital channels
have achieved relevance through standardised,
simpler product design
“The first generation of products sold over digital
channels have tended to be relatively simple, off-
the-shelf options.”
Implication: these products are less complex, less
advice-intensive, easier for the client to make his
own decision…
Source: PWC, Insurance 2020, 2014
ADVISERS DON’T SEEM READY FOR CHANGE
CoreData research study in 2014
Of the 11,500+ key individuals registered
with the FSB in 2013:
- Only 5,209 were planning for change
- The remaining 6,290 weren’t
Source: CoreData research: ‘Prepared for change? The South African advice industry’. April 2014
THE RISE AND RISE OF DIGITAL
STILL EARLY DAYS FOR DIGITAL INSURANCE
“Insurance in a Digital World” survey by EY 2013:
Insurers acknowledge their digital immaturity
Ambitions are high, but not yet in line with digital capabilities
Insurers are constrained by culture
Insurers want more direct control and better customer experience
Channel conflict can be reduced by treating distributors as digital customers
Data analytics is critical to future digital success
Insurers should commit to the mobile and social future
And some Recommendations …
Frame the case for investment … and plan a strategy
Build the analytics infrastructure … and the implementation capabilities
Embed a culture of innovation … so that everybody sees the opportunities
Source: EY "Insurance in a digital world: the time is now"
DIGITAL INSURANCE IS A NEW REALITY
Kroodle (Dutch insurer) sells short-term
cover exclusively on Facebook
SOCIAL MEDIA STRATEGIES ARE EMERGING
Friendsurance.de founded in Berlin in 2010 (Australia in 2014)
An online “peer-to-peer” insurance broker to reduce
marketing, admin, claims costs & risk
People invited to use social media to invite friends into self-
selecting groups
Two people connect & agree to support each other with an
amount in case of claim (max €30 but grows as network grows)
Insurers are there to cover the claim amount that exceeds the
network support (or provide payback)
Payback of 50% of insurance fees is possible with 10 or more
connections in the network
People who invite low-risk friends enjoy lower cost of insurance
Benefits = less fraud, better risk selection, lower sales costs,
lower admin cost, risks self-managed
“Probably the most
disruptive and
innovative thing you
can do in the
insurance world” Tim
Kunde, co-founder of
Friendsurance
“Don't
underestimate
what people are
willing to do to
save money”
THE INSURANCE INDUSTRY HAS BEEN
SLOW TO EMBRACE SOCIAL MEDIA
Source: KPMG The South African Insurance Industry Survey 2014
“It seems, in the online
universe, the industry appears
to be as conservative and
traditional as it is in popular
opinion. Risk considerations
and the nature of the insurance
business have sorely limited the
industry’s exploration of these
media platforms.”
Case Study: Aviva life insurance
• US operations of Aviva traditionally used
medical tests to ascertain customers’
lifestyle patterns, which determined
insurance coverage, but pathological tests
are costly, manipulated, not user-friendly
• Aviva analysed the online behaviour of
60,000 insurance applicants from their
online shopping, social media activities
• Categorised as runners/hikers; dieters or
couch potatoes.
• Predictive modelling to estimate longevity
• Coverage decided on the basis of lifestyle
pattern life expectancy
ONLINE PROFILES & SOCIAL MEDIA CAN
DETERMINE COVER LEVELS
Benefits achieved:
Social media analytics are considered
more efficient and customer-friendly
Insurers expected to save approximately
$125 per applicant by eliminating
conventional medical tests
Facebook page 'likes' and Tweets are
better indicators of lifestyle risks such
as high blood pressure
Source: KPMG “The South African Insurance Industry Survey 2014”
DIGITAL TECHNIQUES CAN INFLUENCE
CONSUMER BEHAVIOUR IN GOOD WAYS
Web-based tools (age-progressed renderings)
were tested to see if it could encourage people to
prepare for the future and boost sales of savings
products
- Age-progressed renderings of participants
- Use slider to decide how much to save
- Low amount = frowning
- High amount = smiling
- Participants saved twice as much as
control group ($172 vs $80)
Source: Hershfield et al (2011). Increasing Savings Behaviour Through Age Progressed
Renderings of the Future Self. Journal of Marketing Research.
“Wealthfront have dispelled
the notion that robo-advisors
are for young people with no
money,” Dennis Clark,
Schwab executive
IS ROBO-ADVICE A VIABLE DIGITAL
ALTERNATIVE?
‘Direct investing’, ‘direct indexing’, ‘fintech’
Offers consumers direct access to portfolio
management tools
Wealthfront founded the category in 2008
Charles Schwab resisted but then
launched a robo-advisory in 2015
Wealthfront average investment =
$90,000, but new pilot attracting HNW
(min. $500,000) is already 1/3 of AUM
Google has adopted Wealthfront advice as
an employee benefit for all its staff
Will HNW clients ever adopt robo-advice
without human adviser involvement?
DATA IS AT THE CORE OF IT ALL
Data strategies can help us know:
- Who our existing customers are
- Who our future customers should be
- What insurance they will need
- When they will need it
- How to reach them
- How much they can afford
- If they are a high or low risk
Every insurance study identifies data and
analytics as an imperative strategy to adopt
If every distribution channel uses data
properly it would level the playing field
Tele Face to FaceWeb2,046
Met with FSC
(62.6%)
3,268
Prospects with
Appointments
Appointments
9,816
Prospects
Telemarketing
(Final count after
de-duplication)
3,356Agreed to
Appointment
(34.2%)
Meetings with FSC635
Rescheduled
(19.4%)
585
No Shows
(17.9%)
2
No Status
(0.1%)
382TM In-Progress
(3.9%)
2,830Unsuccessful
Contacts
(28.8%)
2,046
Meetings
with FSC
384
Sale
(18.8%)
355
Follow-Up
(17.3%)
1,307
No Sale
(63.9%)
(Counting only
prospects in the CRM
File with appointments
before 31 Dec 2007)
3,248Contacted but
Not Interested
(33.1%)Data Data Data
DATA CAN LEVEL THE PLAYING FIELD
PRODUCTIVITY IS ENHANCED WITH DATA
Consider how much time in the day is spent on:
- Prospecting
- Servicing
- Selling
Huge productivity gains are possible by using
technology tools and data to more effectively:
- Acquire the right new client profiles
- Target the right existing clients at the right
time with the right offer
What are the right productivity measures?
Time spent Sales made?
Want to Acquire Want to Retain
Buy Data Leads
Enrich
Segment
Message
Route
Sell
Enrich
Segment
Message
Route
Sell
Extract
DATA TOOLS ARE ALREADY AVAILABLE
Buy Digital Leads E.g. Buydata.co.za
E.g. Campaignmonitor.com
SOME CASE STUDIES SHOW WHAT IS
POSSIBLE
PREDICTIVE UNDERWRITING USES BIG
BANKING DATA TO ASSIST ADVISERS
Winner of ‘African Distribution Innovator of the Year 2015”
Collaboration of Absa Life, Absa Bank, Swiss Re
First in Africa, one of the first globally, to use big banking data to pre-
underwrite clients for high-value life cover
Improves distribution – removes biggest inconvenience
Banking behaviour data used to predict claims risk to reduce
underwriting to 3 questions for R5m life cover
Uses client data for the benefit of clients as part of the Treating
Customers Fairly dispensation
Fully underwritten life product is offered to selected clients, at the
standard rates, without medical underwriting
In-house financial advisers are passed batches of leads who meet
with clients for needs analysis
12.5% sales rate to leads actioned so far
Persistency is higher than for standard business
CLOSING THOUGHTS ON
THREATS & OPPORTUNITIES
A PERSONAL RELATIONSHIP SHOULD
LEVERAGE L IFE EVENTS AND TOUCHPOINTS
Source: EY – Key findings from the Global Insurance Survey, S. Hanlon.
“Independent brokers are
more effective in leveraging
moments of truth to generate
sales or increase coverage for
a customer.”
CLIENTS WANT PERSONAL & DIGITAL TO
WORK TOGETHER
Digitally active
insurance
customers want to
use a combination
of face-to-face
meetings,
telephonic
interactions and
digital platforms.
Source: Bain & company. Leading a digital transformation in insurance, 2014. S. Hanlon
CONSUMERS MAY HAVE INFORMATION BUT
NOT KNOWLEDGE
Source: EY – Key findings from the Global Insurance Survey, S. Hanlon.
Ernst & Young - “In an era when many consumers
feel bombarded by push communications and
suffer from a general sense of information
overload, it is particularly interesting for
customers to express a desire for more
communication from a company”
57% of global insurance consumers
surveyed say they want more frequent,
personalised and meaningful
communications from their insurer, agent
or broker
JP Morgan - “Our research indicates that the most
powerful trigger for paying for advice is a
recognition by an individual of the limits of their
own knowledge on a particular finance issue”
Advisers must show a deep understanding
of a clients needs, and pro-actively identify
opportunities to alert clients to events that
may affect their cover.
Source: JP Morgan. Winning propositions: the consumer market post RDR. August 2012, S.
Hanlon.
OVERHEARD…
“Who needs data and
technology when all the
really important information
about my clients is in my
head…?”
OVERHEARD…
“Affluent individuals will always want a
personal relationship when it comes to
long-term products…”
OVERHEARD…
“Nobody is better placed than the IFA to know when a key
event has happened in the clients life that triggers a
financial need…”
OVERHEARD…
“Long term is about personal relationships, not
impersonal websites and call centres…”
OVERHEARD…
“Long-term products will always be
sold, not bought…”
OVERHEARD…
“IFA’s should pro-actively offer web-based front
ends to the end-user …”
OVERHEARD…
“IFA-branded portals
for clients to view
their entire portfolio
in one place would
be a good idea…”
OVERHEARD…
“Surely self-service admin is something that could be
offered to clients under the IFA’s brand…?”
OVERHEARD…
“Statements are terribly designed at
present, this is a big opportunity to
demonstrate value-add to clients …”
OVERHEARD…
“IFA’s have access to IT systems but
they don’t properly utilise them…”
OVERHEARD…
“RDR is definitely a looming threat for IFA’s as
nobody knows how clients will respond when
having to pay for advice…”
OVERHEARD…
“When commercial
insurance started to go
direct it was a wake up
call for those who
thought big ticket
insurance never
would…”
OVERHEARD…
“IFA’s shouldn’t simply target high
net worth individuals, they should
use technology and data to find
those who value advice and are
prepared to pay for it…”
Any other questions?
To buy direct or not
to buy direct …?
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