Property-Casualty Insurers Should Adopt Five Strategies to Succeed in a Challenging 2012, Ernst & Young Advises
NEW YORK, Jan. 9, 2012 /PRNewswire/ -- Ongoing uncertainty over volatile economic conditions continues to plague buyers of insurance products and services, with less than favorable implications for the property-casualty insurance industry, according to Ernst & Young's new Property-Casualty Insurance Industry Outlook. A low premium growth environment is expected to persist through 2012, adversely affecting insurer profitability and resulting in the fifth consecutive year of negative performance. Furthermore, increased regulation will force insurance companies to measure risk in new ways, impacting their capital and risk management strategies.
"Insurers that employ flexible strategic responses in terms of capital and resources, are best positioned to maximize market conditions," says David Hollander, the Ernst & Young organization's Global Insurance Advisory Leader. "Despite the current climate, there are proactive steps insurers can take to better understand changing insurance buying behavior and increase their reliance on business analytics to achieve a competitive advantage."
In particular, Ernst & Young has identified five strategies that US property-casualty insurance companies need to explore in 2012 to improve their chances for success:
- Execute flexible approaches to manage uncertain conditions. To implement fluid strategies in an environment of multiple uncertainties, an insurer's operational capabilities, infrastructure and corporate culture must support flexible, rapid and well-governed decision-making, thereby assuring agile performance with accountability. Diligent monitoring of changes in loss exposures and loss development drivers will guide flexible adjustments to risk management and risk pricing.
- Anticipate, understand and address the impact of prospective regulations. Insurers must assess the impact of new regulations and accounting changes prior to implementation. They should consider enhancing the sophistication, articulation and deployment of their risk management standards and related systems, as compared to their current regulatory and reporting environments. Insurers that fail to appreciate the impact of regulations and new accounting standards could find that a potentially higher cost of capital may derail their competitive strength.
- Comprehend and act upon changing insurance buying behaviors. Marketing success is built on a clear understanding of the customer. In terms of tomorrow's customers, their characteristics, buying behaviors and risk profiles will likely bear little resemblance to those today. Identifying, assessing and capitalizing on the characteristics of tomorrow's customers underscores the need to tailor products, services and distribution channels to their specialized needs.
- Increase investments in core systems to bolster growth and profitability. Pressures are mounting to transform core insurance systems such as claims, policy administration, underwriting and billing. The push for improvement comes from competitors, heightened customer expectations and, above all, increasing costs to maintain and upgrade systems. Faced with limited investment alternatives yielding an attractive return, insurers are investing in themselves to position their operations for growth and improved profitability.
- Apply business analytics to address difficult top-line growth conditions. In this uncertain economic environment, insurers that apply business analytics across the value chain can glean deeper information on customer markets, underwriting segment profitability and claims management. These insights can then guide both strategy development and execution. More refined business analytic tools are now available to insurers and there are more external data sources to feed into the models, promising much deeper analysis for decision-making purposes.
"As the US property-casualty industry continues to confront a difficult climate, it is also challenged by regulation, and an uncertain governance and compliance agenda," said Shaun Crawford, Ernst & Young's Global Insurance Sector Leader. "In this environment, insurers should consider strategic approaches that are flexible – capable of responding to economic pressures as they emerge, intensify or weaken. In 2012, companies that invest in core systems, information resources and employ skillful management processes, stand the best chance of succeeding in these challenging times."
The complete Property-Casualty Insurance Industry 2012 Outlook report can be found at www.ey.com/insurance.
About Ernst & Young's Global Insurance Center
From globalization to technological innovation, businesses around the world are exploring new and different ways of achieving their potential. By investing in dedicated Global Industry Centers around the world, Ernst & Young can give you a global perspective on your assurance, tax, transaction and advisory needs, whatever your industry. The Centers serve as a hub for sharing industry-focused knowledge, enabling our global network of professionals to give you highly responsive advice that helps you compete more effectively in your industry. It's how Ernst & Young makes a difference.
About Ernst & Young
Ernst & Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our 152,000 people are united by our shared values and an unwavering commitment to quality. We make a difference by helping our people, our clients and our wider communities achieve their potential.
Ernst & Young refers to the global organization of member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information, please visit www.ey.com
This news release has been issued by Ernst & Young LLP, a US client-serving member firm of Ernst & Young Global Limited.
SOURCE Ernst & Young
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