http://www.ibm.com/insurance
The possibility of smarter industries. IBM has collaborated with more than 600 different organizations worldwide that are each doing their part in making the Smarter Planet vision a reality. Learn how organizations have stopped seeing change as a threat and started seeing it as an opportunity. They have changed the conversation from one about problems to one about possibilities.
Faced with disruptive threats and evolving customer expectations, insurance organisations are increasingly recognising the need for robust digital strategies to create an engaging customer experience.
FST Media and Fuji Xerox hosted an exclusive luncheon in Sydney with communications, marketing, digital and distribution heads from leading Australian insurance organisations. The discussion focused on the challenges and opportunities in embracing digital transformation and how organisations can leverage technology to manage their customer communication lifecycles.
Need help? Just ask. Visit our website www.fujixerox.com.au or email us enquiries@aus.fujixerox.com
The document discusses transformational customer experience in financial services through technology by examining changes in customer behavior driven by self-actualization and technology adoption, outlining 3 phases of behavioral disruption and shifts in how customers access services through various channels like mobile banking and internet banking. It also provides recommendations for improving customer experience across channels like branches, ATMs, call centers, and digital platforms through initiatives focused on usability, analytics, sales capabilities, and organizational changes.
The document discusses the need for insurance companies to transform their operating models to become more agile in order to adapt to changing customer expectations and increased competition. It outlines several disruptive forces driving changes in the industry, including new technologies, shifting demographics, and the rise of the empowered consumer. It then discusses what success will look like for insurers that are able to transform, including meeting new customer expectations, offering personalization, and building trusted relationships. The document concludes by outlining some initial steps insurers can take in establishing a transformation roadmap, such as establishing a digital customer experience, improving process efficiency, and rationalizing legacy infrastructure.
Innovations economics of branchless banking54Ajay Alex
This document summarizes the potential for "branchless banking" - using retail agents and mobile/digital technology to provide banking services to underserved populations. It argues that current financial systems fail the poor by not providing affordable, convenient, and safe services. Branchless banking could solve this by taking transactions out of bank branches and into local retail stores, linked by a common secure technology platform. This allows proximity to cash and promises of value while maintaining trust. Growing experimentation in developing countries with different models is highlighted, with mobile phone-based models in Africa and card/POS terminal models in Latin America being most common. Brazil and Kenya are cited as having propagated agent banking most successfully so far.
Trust is crucial in situations involving risk, uncertainty, or interdependence. In the information age, trust is more important for online transactions where partners are unknown, barriers to entry are low, and agreements are less regulated. Two solutions for increasing trust and payoffs in accidental online transactions are transforming one-time deals into ongoing relationships and using trust-enhancing institutions to influence behavior positively even in accidental transactions. Mapping personal networks can help companies tap into valuable social relationships but also raises privacy concerns.
This document discusses how life insurance companies will need to adapt to changing consumer preferences and technological advances. Specifically:
- Life insurers will need to shift from solely product-focused selling to providing holistic financial planning based on clients' actual needs and requirements.
- Younger generations will research recommendations online and compare options virtually, requiring insurers to provide advice tailored to clients' specific needs rather than just pushing products.
- Insurers will have to conduct more in-depth financial needs analyses and offer customized product offerings and services to attract and retain customers in the increasingly digital landscape.
Gould Scholastic Award - Julian Fung, Lasse FussJulian Fung
The document describes a proposed mobile app to help solve Millennials' savings crisis by developing their financial literacy and creating a seamless investment journey for them. The app would first build users' financial knowledge through mobile-optimized lessons. It would then encourage long-term saving habits and offer simple investments through a robo-advisor. Finally, it would connect users to a personal financial advisor as their portfolio grows in size and complexity. Wealth management firms could brand and promote the app to acquire new customers from the lucrative but underserved Millennial market.
Gould Scholastic Award – Julian Fung, Lasse Fuss, Tommy NgJulian Fung
The document discusses how wealth management firms can use disruptive technologies like big data, behavioral finance models, and alternative services to develop a holistic service model that transcends traditional models. It argues that incorporating big data analytics, behavioral nudges, and more flexible digital services will help firms gain insights into customers, identify investment opportunities, improve customer interactions, and better compete with emerging robo-advising competitors. The holistic model needs to leverage technologies like big data and behavioral science to provide personalized offerings, account for irrational behaviors, and meet the varied needs of different investor groups.
Faced with disruptive threats and evolving customer expectations, insurance organisations are increasingly recognising the need for robust digital strategies to create an engaging customer experience.
FST Media and Fuji Xerox hosted an exclusive luncheon in Sydney with communications, marketing, digital and distribution heads from leading Australian insurance organisations. The discussion focused on the challenges and opportunities in embracing digital transformation and how organisations can leverage technology to manage their customer communication lifecycles.
Need help? Just ask. Visit our website www.fujixerox.com.au or email us enquiries@aus.fujixerox.com
The document discusses transformational customer experience in financial services through technology by examining changes in customer behavior driven by self-actualization and technology adoption, outlining 3 phases of behavioral disruption and shifts in how customers access services through various channels like mobile banking and internet banking. It also provides recommendations for improving customer experience across channels like branches, ATMs, call centers, and digital platforms through initiatives focused on usability, analytics, sales capabilities, and organizational changes.
The document discusses the need for insurance companies to transform their operating models to become more agile in order to adapt to changing customer expectations and increased competition. It outlines several disruptive forces driving changes in the industry, including new technologies, shifting demographics, and the rise of the empowered consumer. It then discusses what success will look like for insurers that are able to transform, including meeting new customer expectations, offering personalization, and building trusted relationships. The document concludes by outlining some initial steps insurers can take in establishing a transformation roadmap, such as establishing a digital customer experience, improving process efficiency, and rationalizing legacy infrastructure.
Innovations economics of branchless banking54Ajay Alex
This document summarizes the potential for "branchless banking" - using retail agents and mobile/digital technology to provide banking services to underserved populations. It argues that current financial systems fail the poor by not providing affordable, convenient, and safe services. Branchless banking could solve this by taking transactions out of bank branches and into local retail stores, linked by a common secure technology platform. This allows proximity to cash and promises of value while maintaining trust. Growing experimentation in developing countries with different models is highlighted, with mobile phone-based models in Africa and card/POS terminal models in Latin America being most common. Brazil and Kenya are cited as having propagated agent banking most successfully so far.
Trust is crucial in situations involving risk, uncertainty, or interdependence. In the information age, trust is more important for online transactions where partners are unknown, barriers to entry are low, and agreements are less regulated. Two solutions for increasing trust and payoffs in accidental online transactions are transforming one-time deals into ongoing relationships and using trust-enhancing institutions to influence behavior positively even in accidental transactions. Mapping personal networks can help companies tap into valuable social relationships but also raises privacy concerns.
This document discusses how life insurance companies will need to adapt to changing consumer preferences and technological advances. Specifically:
- Life insurers will need to shift from solely product-focused selling to providing holistic financial planning based on clients' actual needs and requirements.
- Younger generations will research recommendations online and compare options virtually, requiring insurers to provide advice tailored to clients' specific needs rather than just pushing products.
- Insurers will have to conduct more in-depth financial needs analyses and offer customized product offerings and services to attract and retain customers in the increasingly digital landscape.
Gould Scholastic Award - Julian Fung, Lasse FussJulian Fung
The document describes a proposed mobile app to help solve Millennials' savings crisis by developing their financial literacy and creating a seamless investment journey for them. The app would first build users' financial knowledge through mobile-optimized lessons. It would then encourage long-term saving habits and offer simple investments through a robo-advisor. Finally, it would connect users to a personal financial advisor as their portfolio grows in size and complexity. Wealth management firms could brand and promote the app to acquire new customers from the lucrative but underserved Millennial market.
Gould Scholastic Award – Julian Fung, Lasse Fuss, Tommy NgJulian Fung
The document discusses how wealth management firms can use disruptive technologies like big data, behavioral finance models, and alternative services to develop a holistic service model that transcends traditional models. It argues that incorporating big data analytics, behavioral nudges, and more flexible digital services will help firms gain insights into customers, identify investment opportunities, improve customer interactions, and better compete with emerging robo-advising competitors. The holistic model needs to leverage technologies like big data and behavioral science to provide personalized offerings, account for irrational behaviors, and meet the varied needs of different investor groups.
Gould Scholastic Award 2017 - Julian FungJulian Fung
- The financial services industry will undergo significant changes over the next 10 years due to emerging customer needs and disruptive technologies. Key demographic groups like millennials, older adults, and freelancers will require new types of financial products tailored to their unique needs. Healthcare costs are also expected to continue rising rapidly, increasing demand for health savings accounts. Major technological disruptions like blockchain, artificial intelligence, and the democratization of financial services through the internet will further transform the industry. The author argues that financial firms must adapt to these changes to remain relevant and meet the demands of future customers.
Merchants and financial institution
executives devote a great deal of attention
to keeping up with changing
payment methods. They are constantly
weighing everything from mobile and
prepaid strategies to the rollout of
new security technologies and the
emergence of new competitors. Faced
with shifting and even contradictory
currents, they find the ultimate direction
of events is not always clear. As
a result, they are often hesitant about
moving forward with new approaches. For more info: www.nafcu.org/vantiv
How Life & Annuity Companies Can Embrace Modern Platforms to Boost Direct-to-...Cognizant
Life and annuity (L&A) insurers seeking to enhance their direct-to-consumer reach should first simplify operations using modern, hosted, rules-based platforms, and deploy the panoply of digital tools and services and work with insurtechs when suitable.
The document summarizes a report from Infosys on seven game-changing trends, including digital consumers. Regarding digital consumers, it notes that the proliferation of technology has created more empowered digital consumers who expect personalized, on-demand solutions. Infosys believes businesses must place these digital consumers at the core by focusing on self-service, personalization, and co-creation to meet evolving consumer behaviors and expectations in the digital landscape. The other trends discussed are emerging economies, healthcare economy, new commerce, pervasive computing, smarter organizations, and sustainable tomorrow.
Insurance at the Intersection: Reinventing the Model, Repositioning the BrandCognizant
Insurers that can embrace the changing environment by redesigning their operating models and reinventing their business will be the most successful industry players of the future.
Single View of Customer for Insurance Company | CandelaLabsGAVarun
The Single View Of Customer (SVOC) is a consolidated view, of all internal and external information available to an insurer, mapped on to a single interface.
https://www.candelalabs.io/single-view-of-customer/
In this issue of Horizon, we have included insightful articles that address several topics of interest to our issuers. George Fiegle, chief operating office of ICUL Service Corporation, does an in-depth interview with us concerning the challenges of card growth in the credit union marketplace. Mark Arnold, CCUE and president of On the Mark Strategies, shares his thoughts on generational marketing and how credit unions can use generational characteristics to improve results. For more info: www.nafcu.org/discover
Emerging Trends in Automated Wealth Management AdviceCognizant
Robo advisors are reshaping the wealth management industry by providing automated investment advice and portfolio management with lower fees. While initially targeting mass affluent customers, robo advisors are becoming more sophisticated and may expand into serving high-net-worth individuals. Wealth managers need to respond by enhancing their digital offerings and incorporating automated advice tools. A hybrid model that combines low-cost automated portfolio management with personalized financial planning advice from human advisors could help wealth managers better serve customers and compete with robo advisors.
Going Digital? Not Without a Simple, Modern and Secure IT BackboneCognizant
To compete in today’s digital world, enterprises need a fast, efficient and extensible IT foundation that reduces complexity, enhances agility and enables resiliency. Here’s our blueprint on how to get started.
Differentiation Strategies through Self-service Retail Delivery Options (Cred...NAFCU Services Corporation
Tomorrow is a consumer-to-business world, where we put the consumer in the center and respond to their preferences and presence. Credit unions that are proactive in defining how their members receive superior service through a converged channel experience will generate greater loyalty. In this 2011 NAFCU Annual Conference session you find out how tomorrow’s member will expect to communicate with your credit union and what the future of the retail delivery industry holds.
Presented by Timothy Fikse, Marketing & Deployment Manager, NCR Corporation
More info at http://www.nafcu.org/ncr
The development of it in economic growth in usa & bangladeshRafi Afnan
This document is an assignment submitted by Rafi Afnan to Jewel Kumar Roy on the topic of fintech and its potential to disrupt traditional financial institutions. It summarizes findings from a World Economic Forum report that identified 5 key characteristics of fintech innovators that make them more threatening to incumbents than past innovators. These include highly focused products, automating processes, strategic use of data, platform-based models, and collaborating with incumbents. The document concludes that while brands may survive, fintech will force changes that benefit consumers. It then briefly previews emerging technologies in 2019 like 5G that could enable further fintech innovations.
This white paper discusses the benefits of implementing on-demand and personalized payment card strategies for financial institutions. It highlights how the current economic climate and changing consumer behaviors have made innovation imperative. Personalized cards that allow cardholders to customize designs increase acquisition, activation, retention and spending. The traditional card fulfillment model has high costs and long lead times that limit personalization. A new on-demand card manufacturing model provides advantages like lower costs and faster fulfillment times, enabling cost-effective personalized cards. This strategy helps financial institutions drive growth during challenging economic times.
The document discusses how digitization is transforming the insurance industry. It is putting pressure on life/pensions and property/casualty insurers to improve customer experience through digital channels. Customers now expect seamless, personalized experiences through mobile and online access. Insurers need to leverage new technologies like analytics, cloud computing, and the internet of things to meet these rising expectations and compete in the digital era. Data and digitization offer opportunities to better understand customers, price policies dynamically, and automate processes, but insurers must also address challenges of security, regulation and building customer trust.
From Complexity and Frustration to Simplicity and Effectiveness it is the most viable foundation for discovering new opportunities that build momentum and inspire growth.
Technological trends are shaping the payments ecosystem in three ways:
1) Sustaining innovations like security enhancements will benefit incumbents like global networks and large acquirers.
2) Efficiency innovations like blockchain and real-time payments may reduce costs but require cooperation from incumbents.
3) Disruptive innovations like mobile payments target new customer bases and pose challenges to card issuers and POS providers by offering cheaper and more convenient alternatives. However, mass adoption is still needed for mobile payments to become truly disruptive.
As mobile payments rapidly become the norm, you need to stay on top of trends. Vantiv interviewed 35 top executives at financial institutions and tier1 merchants. Then, they compared responses with consumers' outlooks on mobile. Vantiv's research revealed significant gaps – as well as opportunities. These compelling results were compiled in a new webinar – giving you the mobile insight you need to lead your business to the next level. Fore more info: www.nafcu.org/vantiv
Amid a drastically changed industry landscape characterized by choosier customers and tightening regulations, insurance companies are scrambling to sustain growth and profits.
The document summarizes key themes and discussions from the Financial Review Banking & Wealth Summit 2016. Over two days, regulators, financial institutions, government, and innovators exchanged ideas on tensions between stability and innovation, customer trust and corporate culture, and turning challenges into opportunities. Building bridges, getting the right balance, and brave leadership were identified as important calls to action. Discussions focused on culture, innovation, and regulation in the financial services industry.
Telkomsel launched its mobile money service T-Cash in Indonesia to increase financial inclusion given low bank account ownership. However, mobile money usage remains low due to several issues including lack of awareness, restrictive regulations, and a less attractive industry. This study analyzes the business environment of T-Cash and develops marketing strategies to increase usage of T-Cash Tap, Telkomsel's new mobile payment product using NFC technology. Qualitative research methods are used, including interviews with industry players and experts to understand the mobile money landscape in Indonesia and identify opportunities for growth.
Defining Digital Transformation - the researchTom Rieger
Everyone is talking about it but not many are doing it. Or they think they are and doing it wrong.... I am talking about defining 'digital transformation'. In working with Lane Severson we completed some great research where nearly 200 executives in the LOB and IT helped us give their take on their present state and where they WANT to go.
Hard to go on a 'digital transformation' journey if you aren't sure what it is.
The document discusses changes made to South Korea's reserve forces training program to increase low participation rates. Specifically, elements of game design were incorporated, including: (1) allowing trainees to choose and complete tasks to finish early by 2:30PM instead of the standard 6PM, (2) dividing trainees into teams that compete for points to finish early, and (3) displaying leaderboards to motivate competition between teams. These changes made the training more gamified and resulted in amazingly high participation rates compared to the previous model.
Powerful Interaction Points: Saying goodbye to the channelIBMInsurance
http://www.ibm.com/insurance
Learn how insurers can get closer to their insurance customers by dis-regarding conventional "channel" strategy development and instead focusing on quality interactions. Learn the benefits of psychographics approach to segmenting Insurance customers over demographic approach.
Gould Scholastic Award 2017 - Julian FungJulian Fung
- The financial services industry will undergo significant changes over the next 10 years due to emerging customer needs and disruptive technologies. Key demographic groups like millennials, older adults, and freelancers will require new types of financial products tailored to their unique needs. Healthcare costs are also expected to continue rising rapidly, increasing demand for health savings accounts. Major technological disruptions like blockchain, artificial intelligence, and the democratization of financial services through the internet will further transform the industry. The author argues that financial firms must adapt to these changes to remain relevant and meet the demands of future customers.
Merchants and financial institution
executives devote a great deal of attention
to keeping up with changing
payment methods. They are constantly
weighing everything from mobile and
prepaid strategies to the rollout of
new security technologies and the
emergence of new competitors. Faced
with shifting and even contradictory
currents, they find the ultimate direction
of events is not always clear. As
a result, they are often hesitant about
moving forward with new approaches. For more info: www.nafcu.org/vantiv
How Life & Annuity Companies Can Embrace Modern Platforms to Boost Direct-to-...Cognizant
Life and annuity (L&A) insurers seeking to enhance their direct-to-consumer reach should first simplify operations using modern, hosted, rules-based platforms, and deploy the panoply of digital tools and services and work with insurtechs when suitable.
The document summarizes a report from Infosys on seven game-changing trends, including digital consumers. Regarding digital consumers, it notes that the proliferation of technology has created more empowered digital consumers who expect personalized, on-demand solutions. Infosys believes businesses must place these digital consumers at the core by focusing on self-service, personalization, and co-creation to meet evolving consumer behaviors and expectations in the digital landscape. The other trends discussed are emerging economies, healthcare economy, new commerce, pervasive computing, smarter organizations, and sustainable tomorrow.
Insurance at the Intersection: Reinventing the Model, Repositioning the BrandCognizant
Insurers that can embrace the changing environment by redesigning their operating models and reinventing their business will be the most successful industry players of the future.
Single View of Customer for Insurance Company | CandelaLabsGAVarun
The Single View Of Customer (SVOC) is a consolidated view, of all internal and external information available to an insurer, mapped on to a single interface.
https://www.candelalabs.io/single-view-of-customer/
In this issue of Horizon, we have included insightful articles that address several topics of interest to our issuers. George Fiegle, chief operating office of ICUL Service Corporation, does an in-depth interview with us concerning the challenges of card growth in the credit union marketplace. Mark Arnold, CCUE and president of On the Mark Strategies, shares his thoughts on generational marketing and how credit unions can use generational characteristics to improve results. For more info: www.nafcu.org/discover
Emerging Trends in Automated Wealth Management AdviceCognizant
Robo advisors are reshaping the wealth management industry by providing automated investment advice and portfolio management with lower fees. While initially targeting mass affluent customers, robo advisors are becoming more sophisticated and may expand into serving high-net-worth individuals. Wealth managers need to respond by enhancing their digital offerings and incorporating automated advice tools. A hybrid model that combines low-cost automated portfolio management with personalized financial planning advice from human advisors could help wealth managers better serve customers and compete with robo advisors.
Going Digital? Not Without a Simple, Modern and Secure IT BackboneCognizant
To compete in today’s digital world, enterprises need a fast, efficient and extensible IT foundation that reduces complexity, enhances agility and enables resiliency. Here’s our blueprint on how to get started.
Differentiation Strategies through Self-service Retail Delivery Options (Cred...NAFCU Services Corporation
Tomorrow is a consumer-to-business world, where we put the consumer in the center and respond to their preferences and presence. Credit unions that are proactive in defining how their members receive superior service through a converged channel experience will generate greater loyalty. In this 2011 NAFCU Annual Conference session you find out how tomorrow’s member will expect to communicate with your credit union and what the future of the retail delivery industry holds.
Presented by Timothy Fikse, Marketing & Deployment Manager, NCR Corporation
More info at http://www.nafcu.org/ncr
The development of it in economic growth in usa & bangladeshRafi Afnan
This document is an assignment submitted by Rafi Afnan to Jewel Kumar Roy on the topic of fintech and its potential to disrupt traditional financial institutions. It summarizes findings from a World Economic Forum report that identified 5 key characteristics of fintech innovators that make them more threatening to incumbents than past innovators. These include highly focused products, automating processes, strategic use of data, platform-based models, and collaborating with incumbents. The document concludes that while brands may survive, fintech will force changes that benefit consumers. It then briefly previews emerging technologies in 2019 like 5G that could enable further fintech innovations.
This white paper discusses the benefits of implementing on-demand and personalized payment card strategies for financial institutions. It highlights how the current economic climate and changing consumer behaviors have made innovation imperative. Personalized cards that allow cardholders to customize designs increase acquisition, activation, retention and spending. The traditional card fulfillment model has high costs and long lead times that limit personalization. A new on-demand card manufacturing model provides advantages like lower costs and faster fulfillment times, enabling cost-effective personalized cards. This strategy helps financial institutions drive growth during challenging economic times.
The document discusses how digitization is transforming the insurance industry. It is putting pressure on life/pensions and property/casualty insurers to improve customer experience through digital channels. Customers now expect seamless, personalized experiences through mobile and online access. Insurers need to leverage new technologies like analytics, cloud computing, and the internet of things to meet these rising expectations and compete in the digital era. Data and digitization offer opportunities to better understand customers, price policies dynamically, and automate processes, but insurers must also address challenges of security, regulation and building customer trust.
From Complexity and Frustration to Simplicity and Effectiveness it is the most viable foundation for discovering new opportunities that build momentum and inspire growth.
Technological trends are shaping the payments ecosystem in three ways:
1) Sustaining innovations like security enhancements will benefit incumbents like global networks and large acquirers.
2) Efficiency innovations like blockchain and real-time payments may reduce costs but require cooperation from incumbents.
3) Disruptive innovations like mobile payments target new customer bases and pose challenges to card issuers and POS providers by offering cheaper and more convenient alternatives. However, mass adoption is still needed for mobile payments to become truly disruptive.
As mobile payments rapidly become the norm, you need to stay on top of trends. Vantiv interviewed 35 top executives at financial institutions and tier1 merchants. Then, they compared responses with consumers' outlooks on mobile. Vantiv's research revealed significant gaps – as well as opportunities. These compelling results were compiled in a new webinar – giving you the mobile insight you need to lead your business to the next level. Fore more info: www.nafcu.org/vantiv
Amid a drastically changed industry landscape characterized by choosier customers and tightening regulations, insurance companies are scrambling to sustain growth and profits.
The document summarizes key themes and discussions from the Financial Review Banking & Wealth Summit 2016. Over two days, regulators, financial institutions, government, and innovators exchanged ideas on tensions between stability and innovation, customer trust and corporate culture, and turning challenges into opportunities. Building bridges, getting the right balance, and brave leadership were identified as important calls to action. Discussions focused on culture, innovation, and regulation in the financial services industry.
Telkomsel launched its mobile money service T-Cash in Indonesia to increase financial inclusion given low bank account ownership. However, mobile money usage remains low due to several issues including lack of awareness, restrictive regulations, and a less attractive industry. This study analyzes the business environment of T-Cash and develops marketing strategies to increase usage of T-Cash Tap, Telkomsel's new mobile payment product using NFC technology. Qualitative research methods are used, including interviews with industry players and experts to understand the mobile money landscape in Indonesia and identify opportunities for growth.
Defining Digital Transformation - the researchTom Rieger
Everyone is talking about it but not many are doing it. Or they think they are and doing it wrong.... I am talking about defining 'digital transformation'. In working with Lane Severson we completed some great research where nearly 200 executives in the LOB and IT helped us give their take on their present state and where they WANT to go.
Hard to go on a 'digital transformation' journey if you aren't sure what it is.
The document discusses changes made to South Korea's reserve forces training program to increase low participation rates. Specifically, elements of game design were incorporated, including: (1) allowing trainees to choose and complete tasks to finish early by 2:30PM instead of the standard 6PM, (2) dividing trainees into teams that compete for points to finish early, and (3) displaying leaderboards to motivate competition between teams. These changes made the training more gamified and resulted in amazingly high participation rates compared to the previous model.
Powerful Interaction Points: Saying goodbye to the channelIBMInsurance
http://www.ibm.com/insurance
Learn how insurers can get closer to their insurance customers by dis-regarding conventional "channel" strategy development and instead focusing on quality interactions. Learn the benefits of psychographics approach to segmenting Insurance customers over demographic approach.
1. O documento apresenta o boletim escolar de alunos do ensino médio com as notas do primeiro bimestre de 2010.
2. São listados os nomes dos alunos, as notas das disciplinas e o número de faltas em cada matéria.
3. O documento também descreve as principais dificuldades encontradas pelos alunos e as providências que serão tomadas, como recuperação paralela ou contínua.
1. O documento apresenta o boletim escolar de alunos do ensino médio com as notas do primeiro bimestre de 2010.
2. São listados os nomes dos alunos, as notas das disciplinas e o número de faltas em cada matéria.
3. O documento também descreve as principais dificuldades encontradas pelos alunos e as providências que serão tomadas, como recuperação paralela ou contínua.
The Other Psychiatrist from Vienna (Eric R. Kandel)Brandon Cahall
Eric Kandel was born in 1929 in Vienna, Austria to Jewish parents who owned a toy shop. In 1938, after Germany annexed Austria, the Kandel family was forced to flee due to rising antisemitism. Eric and his brother immigrated to the US while his parents escaped to France and later reunited in New York. Kandel studied medicine and pursued research in neuroscience, focusing on memory storage in neurons. Through work with sea slugs and fruit flies, he helped identify molecular mechanisms of memory formation and genes involved like CREB. Kandel won numerous awards including the Nobel Prize for discovering key principles of neural plasticity underlying learning and memory.
The document discusses on-demand delivery services and how Sidecar Deliveries provides an affordable and reliable option. It notes that over $1B was invested in food and grocery delivery in 2014, and that new delivery categories are emerging daily. Sidecar Deliveries offers half the delivery time of traditional services at 80% lower cost, with a 95%+ on-time delivery rate. It provides delivery drivers, account management, and other services to businesses to help them scale their delivery operations affordably.
This document discusses social cognition and related topics including motivation and social processing goals, personal control, and social situations and social competence. Some key points include:
- Personal goals and priorities shift across the lifespan from achievement to balance to reevaluation.
- Older adults emphasize emotional goals by focusing on positive emotions and avoiding negative ones.
- Personal control involves both primary control of external actions and secondary cognitive control of the self. Both types of control strategies are important for well-being.
- Social contexts can facilitate cognition and memory in older adults, such as through collaborative problem solving and storytelling with others.
The need for an online legal marketplaceAmit Bakshi
The document discusses how the legal industry is shifting online as small businesses seek more affordable options and recent law graduates join small firms. While some companies offer self-service legal sites, complex legal work still requires customized human help. The online legal market allows for more efficient matching of clients and lawyers but is limited by outdated regulations. The startup LawPivot aims to create an online legal marketplace that addresses these issues and benefits both clients and lawyers.
1. The document provides a topical test with 6 questions about chemical equations and stoichiometric calculations. It asks the student to write chemical equations for reactions involving sodium, magnesium carbonate, aluminum, copper nitrate, and iron. It also asks the student to calculate relative molecular mass, mass of atoms, relative molecular mass of a gas, a combustion reaction of magnesium, and the volume and number of oxygen molecules from the decomposition of hydrogen peroxide.
La Unión Europea ha propuesto un nuevo paquete de sanciones contra Rusia que incluye un embargo al petróleo. El embargo prohibiría las importaciones de petróleo ruso por mar y limitaría las importaciones por oleoducto. Este sería el paso más significativo de la UE hasta la fecha para castigar a Rusia por su invasión continua de Ucrania.
Disruptive fintech and insurtech startups are posing challenges to traditional financial institutions. The document discusses a panel event exploring how incumbents are dealing with these threats through partnerships with startups, investing in innovation, and rethinking their business models. It also examines the funding challenges for startups and questions around the use of customer data and building trust with consumers.
This presentation provides a brief insight into the need to undertake an analytics project, particularly as it pertains to claims management and fraud. To this end the presentation will touch on the general challenges confronting the property and casualty insurance industry, as well as the challenges and lessons learnt from early adopters of business intelligence. In the face of these challenges analytics holds the potential to generate substantial value as evidenced by several short case study examples. The presentation concludes with a look at the issue of fraud as it pertains to the industry and some of the metrics that are influenced by it.
The presentation draws extensively, and focuses on, the work and viewpoints from industry participants including; Accenture, IBM, Ernst & Young, Strategy Meets Action, Ordnance Survey, Gartner, Insurance Institute of America, American Institute for Chartered Property Casualty Underwriters, International Risk Management Institute and John Standish Consulting. References are included on each slide as well as on the “References” slides at the end of the presentation.
The document discusses ecosystems beyond insurance and their impact on the future of insurance. Roger Peverelli, who has over 20 years of experience in insurance strategy and innovation, believes that ecosystems beyond insurance where people address needs like mobility and health will be a major trend. Insurers need to be present in these ecosystems in order to remain relevant to customers. Peverelli discusses how insurers are embracing insurtechs but more work is needed for innovations to have significant impact. He also outlines the different waves of insurtech and how technologies are enabling insurers to improve customer relationships.
The document discusses the key shifts underway in the insurance industry as it transitions to a digital model. Empowered consumers demanding personalized experiences, innovative competitors, and new technologies are driving insurers to move from a policy-centric model to one focused on the customer. Insurers must utilize data and analytics to develop new products that anticipate customer needs and can be purchased through any channel. They also need to build ecosystems of partners and modernize legacy systems to keep pace with these changes and remain competitive in the digital insurance landscape.
The insurance industry has evolved over centuries from early forms of risk-sharing in ancient times to the modern insurance model that emerged in the late 19th century. The document outlines three eras of the insurance industry: Insurance 1.0 referred to analog insurance companies of the 20th century; Insurance 2.0 saw insurers adopt digital tools and the internet but still operate similar business models; Insurance 3.0 calls for insurers to fully embrace digital technologies and transform their business models to focus on customer needs in today's digital world. The industry now faces pressures to change as customer expectations have risen and new competitors have entered the market.
This document discusses HDFC Standard Life Insurance Company and its products. It provides an overview of HDFC Standard Life, highlighting its strengths such as financial expertise, range of solutions, and track record. It then discusses the company's major individual and group products. For individual products, it outlines various term plans, investment plans like single premium whole of life plans, pension plans, and savings plans. The group products section is not included in this summary as it was not part of the given document. The document provides details about HDFC Standard Life's product portfolio and solutions.
Small-ticket Insurance point of view - VFRiaan Singh
Small-ticket insurance has grown significantly in recent years while other insurance sectors have struggled. It is being driven by rising incomes in emerging markets, new technologies, partnerships between insurers and other sectors, and improved operating models. While small-ticket insurance varies between mature and emerging markets, the mechanisms of product design, distribution, and administration share similarities that allow for integration and innovation across different markets. Insurers that succeed with small-ticket insurance improve their overall performance by interacting more frequently with customers and deepening their understanding of customer needs.
Innovation in Insurance - necessity or luxury?Mateusz Maj
So the world is changing at bewildering speed and we are facing an economic and digital revolution. To manage that change, countries and communities need to change the way we do business and insurance industry cannot ignore these changes. Learn why.
This document discusses disruption in the wealth management industry through three papers. The first paper discusses how major disruption is inevitable due to long periods of inertia in the industry and changing client needs. The second paper emphasizes the importance of institutionalizing data sharing across departments to improve client experiences and business strategy. The third paper discusses how technology can help facilitate more holistic advisory approaches to better meet client needs over time.
Let’s Build aSmarter Planet: Re-thinking the way Insurance works!IBMAsean
The document discusses how the insurance industry is being transformed by new technological and economic forces, and outlines a vision for how insurers can build a "smarter" approach. It argues that insurers must leverage the growing volumes of available data through more integrated, intelligent, and dynamic systems in order to streamline operations, develop new customer-centric products and services, and build a more sustainable infrastructure. The document provides examples of how some leading insurers are already taking steps to work smarter through automation, analytics, and virtualization.
This document discusses the evolution of the insurance industry from Insurance 1.0 to Insurance 3.0. Insurance 1.0 referred to analog insurance companies. Insurance 2.0 saw the industry become IT-enhanced through computerization and the internet. Insurance 2.5 saw some forays into digital with predictive analytics and customized products/services. Insurance 3.0 requires the industry to fully embrace digital technologies and create primarily digital business models that are customer-centric and able to quickly adapt. The insurance industry has been slow to change due to its complex regulatory environment and business model, but digital disruption requires it to now transform into a digital business.
This document provides an overview of digital disruption in the insurance industry and strategies for success. It discusses how digital technology is fundamentally changing customer expectations and business models. While digital disruption threatens some incumbent insurers, it also provides opportunities to gain efficiencies, lower costs, increase customer satisfaction and retention, and unlock new revenue streams through more personalized products and services. Insurers that swiftly adapt their operations, culture, and business models to the digital age will be best positioned to thrive.
Despite having been one of the first industries to use data processing on a large scale, insurers have acquired a reputation of lagging technologically over the past decades. However, recent innovations around Big Data and analytics allow insurers to reassert themselves as leaders.
To gain greater insight into future changes in the insurance industry, the EIU surveyed over 300 executives at life and property/casualty insurers.
I nostri intervistati si aspettano addirittura un nuovo tipo di
entità assicurativa emergerà entro il prossimo decennio,
come l'Internet delle cose, l'intelligenza artificiale
e blockchain convergono per creare smart, in tempo reale
soluzioni assicurative. Quasi sette su dieci
(69 per cento) ritiene che l'assicurazione verrà nuovamente intermediata
algoritmicamente a intervalli frequenti con un nuovo stile
di aggregatore assicurativo e il 91% si aspetta
questo avverrà entro un periodo di 15 anni.
This document discusses a study on the attitudes of consumers and the effect on life insurance companies. It analyzes how customer service and satisfaction impact customer attitudes. The study examines 150 insurance customers in Lucknow, India. It finds that meeting rising customer expectations through initiatives like CRM is important for retention. However, customer acquisition is also vital for growth. The competitive environment makes it difficult for insurance companies and agents to gain profits while reducing costs. The study aims to understand the effect of insurance intermediaries and services on customer attitudes and investment decisions. It uses surveys and statistical analysis to test hypotheses about these relationships.
Developing Marketing and Managing Microinsurance 2MABSIV
The document discusses developing, marketing, and managing micro-insurance products and partnerships. It describes different types of insurance providers and intermediaries that can be involved. The intermediary model is explained where an intermediary like MicroEnsure negotiates with insurance companies on behalf of clients. Important factors for establishing partnerships with micro-insurance providers are discussed, like product development, transaction costs, administration, and staff training. Innovations in insurance product design and marketing to the poor are also covered.
Developing, Marketing, and Managing Micro-Insurance Products and PartnersMABSIV
The document discusses developing, marketing, and managing micro-insurance products and partnerships. It describes different types of micro-insurance providers and intermediaries. It also outlines MicroEnsure's intermediary model, with the intermediary negotiating with insurance companies on behalf of clients. Key factors for establishing partnerships with micro-insurance providers are discussed, including product development, transaction costs, administration, and staff training. The document concludes by describing some innovative micro-insurance products and the marketing of micro-insurance services through education.
Artificial intelligence (AI) currently being used by insurance companies has failed to remove gender bias from the profession’s claims, underwriting and marketing processes.
A Chartered Insurance Institute (CII) report tells insurers they must tackle these gender biases. The report found that the datasets used to train the algorithms which support AI systems are rooted in outdated gender concepts. Algorithms learn by being trained on historic data but the report notes more and more of that data is now unstructured, coming from text, audio, video and sensors.
Yet the report warns embedded in that historic data are decisions based upon historic biases, particularly around gender. The report concluded insurance firms need to prepare a structured response to this issue, starting with visible leadership on tackling gender bias in AI.
Small and medium sized agencies have always represented an interesting alternative to the big brands. Now they have a refreshed value proposition. This study can help any agency build their brand.
1. The world of risk is changing, with new consumers and risks emerging. Insurance matters more than ever to build resilience for households and enterprises.
2. Challenges in market development persist, as most developing countries are stuck in the early stages of insurance penetration. Technology and data present opportunities to overcome these challenges and improve value.
3. The insurance landscape is also changing, with new providers like MNOs and digital platforms creating opportunities but also challenges for traditional insurers. Market facilitation remains key to guiding development and realizing opportunities from innovations.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
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Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
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In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
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Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
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The State of Smarter Insurance
1. White Paper Insurance
The state of
smarter insurance
Smarter Industries Symposium, Barcelona, November 2010
2. 1 The state of smarter insurance
The possibility of smarter industries business to Barcelona to share their stories of a Smarter
Two years ago, IBM first introduced the concept of a Smarter Planet. We called the event Smarter Industries Symposium
Planet, a world in which collaboration, systems thinking and because while the notion of a Smarter Planet may be global in
data analytics improve the efficiency and effectiveness of the scope, the work of building it happens industry by industry,
many systems that facilitate life on earth. It was a bold idea, company by company, government by government, and
but one that resonated within the business and government process by process.
communities because it is rooted in a deep understanding of
what’s possible with today’s technologies and capabilities. For Representatives from ten different industries attended the
this reason, our clients and business partners immediately event, including banking, communications, energy and
embraced and echoed the concept. utilities, healthcare, government, insurance, oil and gas, retail,
transportation and electronics. And though each of these
Two years later, IBM has collaborated with more than 600 industries faces unique circumstances in today’s economic
different organizations worldwide that are each doing their environment, the most advanced organizations in each field
part in making this vision a reality. In November 2010, we share a common outlook. They are the organizations that have
brought many of these world leaders in government and stopped seeing change as a threat and started seeing it as an
opportunity. They have changed the conversation from one
about problems to one about possibilities.
3. 2
“We are climbing out of a global downturn in an environment A path to possibilities
of accelerating complexity and uncertainty, with an explosion Having the design point of the customer is important because
of data all around us,” said Frank Kern, Senior Vice President without it, all the innovation in the world has no purpose.
and Managing Partner at IBM Global Business Services. “Yet John Kao, Chairman of the World Economic Forum’s Global
the question on the mind of global business leaders is shifting Advisory Council on Innovation, explained it to symposium
from ‘What’s my biggest problem?’ to ‘What’s my greatest attendees like this: “Creativity and innovation are not the
opportunity? What are my prospects? What’s available to my same thing. Creativity is the ability to generate new ideas. But
enterprise now that wasn’t before?’” innovation requires a goal to move forward.”
Analytics, ROI and the customer Kao advocates having a plan, or a system, when pursuing any
During the course of the Symposium, attendees saw many innovation. And smarter industries are no different – which is
examples of how organizations are answering those questions why IBM has produced more than 30 industry-specific
with action. In particular, they saw the power of data and progression paths that identify key transformation milestones,
analytics in making smarter industries a reality. “Analytics: outline the return and benefits of each step, and simplify the
The New Path to Value,” a study jointly conducted by IBM journey to getting smarter. The progression paths address
and the MIT Sloan Management Review, found organizations specific aspects of various industries, from building a collab-
that utilize analytics outperform those that are just beginning orative care model in healthcare to meeting regulatory
to adopt analytics by a factor of three.1 They use them to requirements for municipal water systems.
understand historical trends, to model current conditions and
to predict the return on investment of different courses of Not surprisingly, some consistent patterns emerge at each
action. stage of transformation, which Ginni Rometty, Senior Vice
President and Group Executive for Sales, Marketing and
And though the approaches to analytics vary, every organiza- Strategy at IBM, noted to attendees of the symposium:
tion shared a remarkably consistent design point: the
customer. From Fundacio TicSalut, an institution of the 1. Instrument to manage – The collection of data to
regional healthcare administrator in Spain that has built a measure, monitor and understand a system
shared electronic medical records system to improve health 2. Integrate to innovate – The analysis of that data to see
services for its citizens, to Best Buy, the electronics retailer patterns and identify opportunity
that is listening to its customers across multiple channels and 3. Optimize to transform – The action of reaching system-
engaging them over social networks, smarter industries are specific goals and redefining what’s possible.
being built around serving the needs of the customer.
Throughout this report, you will read about what was shared
“Our customers are asking us to know them, empower them, at the Smarter Industries Symposium and the stories of how
offer them and support them,” said John Thompson, Senior many organizations in your industry are applying this progres-
Vice President and General Manager at BestBuy.com. “We’re sion path. It’s a path that is helping improve the efficiency and
inclined to listen to them.” operations of hundreds of IBM clients and business partners
around the world. It is a path to possibility. And it’s a path to a
Smarter Planet, one industry at a time.
4. 3 The state of smarter insurance
The state of The answer is by doing what they do, only better, said sympo-
smarter insurance: sium attendees. They do so by managing within the confines of
the industry and serving the customer. “A smart insurance
Regulation, risk and
company sells products that are profitable to both insurers and
the customer their customers,” said one participant. “Such an insurer
What does “smarter” mean for an analyzes risk better and serves the customer better,” added
industry that is heavily regulated, risk Nogah Rachmani, Chairman of the Board of Directors at
averse and, by its own admission, not Ayalon Insurance from Tel Aviv.
very innovative? “Insurance has always been so highly regu-
lated,” one Smarter Industries Symposium attendee observed. Risk, analysis and transparency
“The need – or even the possibility – to think outside the box For insurance companies, serving the customer better begins
was never really there.” with perfecting what they do best: analyzing risk. Risk analysis
is the foundation of the insurance business, of course. And
But the complexity of today’s globalized world and the urgency combining advanced risk analysis with increased transparency
created by the recent financial crisis have made this lack of helps the path to a smarter industry become clearer. In fact,
imagination very dangerous. “We are at a critical point, where Professor Medders suggests that by being explicit about what
the insurance industry needs to win the trust of the customer information is gathered and how it is used – allowing
to build real, lasting relationships,” said Lorilee Medders, customers to see inside the “black box” – insurance companies
Associate Director of the Florida Catastrophic Storm Risk will make customers feel more secure about pricing, marketing
Management Center and Professor for Insurance at Florida and claims.
State University. “The industry has always been in the business
of selling a promise. Now it must focus more on building Helping customers understand insurance products is crucial to
customer trust, not only in the promise but in the relationship. building trust. And so is offering them products and services
Only then can the industry successfully collaborate with its that fit their needs, in a manner that suits them. “The insur-
customers rather than simply sell to them.” ance industry needs predictive and applied analytics,” said
Cameron Hurst, Vice President of Assurant Solutions, a
Regaining the trust of customers. It was a concept that was specialty insurance company headquartered in Atlanta,
repeated many times by insurers and other experts during the Georgia. Assurant Solutions is using the Realtime Analytics
symposium. In fact, a recent survey shows that only 39 percent Matching Platform (RAMP) that it developed in partnership
of consumers actually trust the industry.2 So given these with IBM to gather information about customer behavior.
realities – the regulation, risk and erosion of customer trust RAMP uses insights gained from this data in the Contact
– how do insurers get smarter? Center to match a customer to a customer service representa-
tive (CSR) who has the greatest likelihood of high rapport/
affinity with that caller.
5. 4
“The system works something like a matchmaking service,” Solvency II requires insurers to use an accepted risk model for
Cameron explained. RAMP identifies which CSRs are most all areas of risk, not only on the underwriting but also the
likely to get along with certain customer types. It learns and operational side. The directive provides standard models, but
improves its matching capability over time, which resulted in a insurers can develop their own. “The model insurers use is
187 percent increase in saved fees when applied at Assurant important,” de Ruijter said. “We don’t do the effort just to be
Solutions. “RAMP uses advanced statistical modeling that’s compliant; the model has to be useful on its own and help us in
based on a large body of historical data generated from our the way we do business.”
millions of past interactions with our customers,” Cameron
said. “We do not know exactly why our matching works, but we The example begs the question: If Solvency II is so beneficial,
don’t have to. RAMP knows. What was seemingly irrelevant why don’t insurers in other geographies follow the European
information to us, when combined with other factors, suddenly lead and implement a risk management system on their own?
had an impact. RAMP finds that correlation for us.” “Insurers are overly afraid of regulation,” said Christian Bieck,
Insurance Leader for the IBM Institute for Business Value. “In
Regulation the past, changes in regulation have often caused huge costs
Risk analysis is not the only way to better serve the customer. because insurers simply did not have the flexibility to make
In the symposium session on Solvency II, the new regulatory changes quickly. But ultimately, there is nothing a regulator
requirements for insurers in the European Union, participants will ask of an insurer that the insurer should not know anyway
seemed to understand the hidden benefits of regulation. “We for it’s own business. Solvency II is basically a method for
complain a lot about regulation,” one participant said. “But insurers to understand their risk better – the risk in their
sometimes the changes in regulation help make us a better business and the risk in their portfolio.”
business.”
Innovation
Theo de Ruijter, Director of Value Management at Dutch Insurance customers are inherently suspicious of innovation.
insurer Eureko, offered an example of how this works. “We One focus group participant in a recent IBM Institute for
want to be the most trusted insurer in our market,” said de Business Value study had this to say: “An innovative insurer is
Ruijter. “Solvency II was a chance to clean up. We jumpstarted one that finds new ways to take consumers’ money.”3
the process by using the IBM Insurance Information Ware-
house as a means to get all parts of the business using the same But there are ways to innovate while building customer trust.
definitions. Then we looked at all our processes and started For example, AXA recently presented a “SmartClaim” applica-
harmonizing and streamlining them across the lines of busi- tion for the Apple iPhone, one of many such applications
ness.” insurers are starting to explore. “This innovative service is
becoming well accepted. For us, innovation is an efficient tool
to accelerate business growth, differentiate the company and
help us reach our customers,” said Fabrice Lock, Director of
Marketing and Innovation at AXATech, the IT arm of AXA.