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34 cases found.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
A large regional US-based insurance company decides to invest in digitalization, seeking to improve operational efficiency as well as the customer experience.
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Reference 6575
Published 28 Jul 2020
Region North America
Industry Insurance
A large regional US-based insurance company decides to invest in digitalization, seeking to improve operational efficiency as well as the customer experience.
A large regional US-based insurance company decides to invest in digitalization, seeking to improve operational efficiency as well as the customer experience.
- By
Reference 6575
Published 28 Jul 2020
Region North America
Industry Insurance
A large regional US-based insurance company decides to invest in digitalization, seeking to improve operational efficiency as well as the customer experience.
Digital transformations require foundations. Placing advanced technologies on top of poor organizational structures and processes is not likely to work. Digital transformation may involve long-term strategic and organizational development to create a solid foundation that can properly absorb and develop digital initiatives.
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Reference 6484
Published 02 May 2019
Region Europe
Industry Financial Services, Insurance
Digital transformations require foundations. Placing advanced technologies on top of poor organizational structures and processes is not likely to work. Digital transformation may involve long-term strategic and organizational development to create a solid foundation that can properly absorb and develop digital initiatives.
The case describes how 30-year old Freddy Macnamara (CEO) launched Cuvva, a start-up in the UK car insurance industry in 2014, which pioneered mobile-only car insurance via a pay-as-you-ride application.
The case describes how 30-year old Freddy Macnamara (CEO) launched Cuvva, a start-up in the UK car insurance industry in 2014, which pioneered mobile-only car insurance via a pay-as-you-ride application.
The case illustrates how Microensure deploys strategies for the bottom-of-the-pyramid (BoP) as the cornerstone of a successful, cost-efficient scale-up that aims to democratize insurance in countries where consumers have very low incomes.
The case illustrates how Microensure deploys strategies for the bottom-of-the-pyramid (BoP) as the cornerstone of a successful, cost-efficient scale-up that aims to democratize insurance in countries where consumers have very low incomes.
The case illustrates how Microensure deploys strategies for the bottom-of-the-pyramid (BoP) as the cornerstone of a successful, cost-efficient scale-up that aims to democratize insurance in countries where consumers have very low incomes.
The case illustrates how Microensure deploys strategies for the bottom-of-the-pyramid (BoP) as the cornerstone of a successful, cost-efficient scale-up that aims to democratize insurance in countries where consumers have very low incomes.
The case describes the challenges of AXA in the non-life insurance industry in Europe in 2010 in the wake of the global economic crisis. It provides an overview of the non-life insurance industry, describes the new competitive landscape with the many new arrivals such as Admiral, and the challenges and opportunities created by the internet for established players and new entrants.
The case describes the challenges of AXA in the non-life insurance industry in Europe in 2010 in the wake of the global economic crisis. It provides an overview of the non-life insurance industry, describes the new competitive landscape with the many new arrivals such as Admiral, and the challenges and opportunities created by the internet for established players and new entrants.
An insurance company must select a reinsurance offer from a number of available ones. To this purpose, an assessment of the pros and cons of each offer needs to be done. Simulation models must be developed for this assessment, and non-quantitative issues need to be sorted out.
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Reference 5663
Published 25 May 2010
Topic Economics & Finance
Region Global
Industry Insurance
An insurance company must select a reinsurance offer from a number of available ones. To this purpose, an assessment of the pros and cons of each offer needs to be done. Simulation models must be developed for this assessment, and non-quantitative issues need to be sorted out.
This case deals with a joint venture in microinsurance in India between a leading global insurer, Allianz SE, and an Indian conglomerate, the Bajaj Group - part of a broader commercial centure in the Indian life and nonlife insurance sector.
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Reference 5629
Published 30 Sep 2009
Topic Economics & Finance
Region Asia
Industry Insurance
This case deals with a joint venture in microinsurance in India between a leading global insurer, Allianz SE, and an Indian conglomerate, the Bajaj Group - part of a broader commercial centure in the Indian life and nonlife insurance sector.
This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits.
This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits.
This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits.
This two-part case study describes the initial merger and cultural transformation of Aviva's Norwich Union (NUI) operation in the UK. It examines the complexities of integration that arose following a series of mergers that created NUI from 1998 to 2000. Case A describes how, after CGU Plc and Norwich Union joined forces to become NUI, top management's priority was to restore profits.