Perhaps the proverbial last straw. A whopping Rs 19 lakh as compensation to the victims of Salman Khan’s reckless driving awarded by the High court has become a hot topic for discussion among insurance company officials.
So what if it is fortunately not the insurance company that has to fork out the amount. The day is not too far when such an instance happens fear insurers when not every motorist is as financially sound as Salman Khan and the onus of paying off the compensation could fall on the insurance company.
In this case a division bench of the Mumbai High court has ordered Salman Khan to pay Rs 10 lakh as compensation to the relatives of the deceased and Rs 3 lakh each to the injured victims. Insurers fear that such high compensation ordered by the court may set a precedent of sorts and encourage motor accident victims to demand high compensation amounts bleeding insurance companies further.
The motor insurance sector has already been reeling under heavy losses with third party claims going even over 200 percent and compensation amounts are in many cases twice or thrice the premiums paid. A cap on third party covers is the need of the hour. But efforts made in this direction meet with stiff resistance from especially the powerful truck owners lobby and insurance companies continue to bear huge losses on third party covers.
The experience of private insurers who took the plunge recently is no different. Consequently, a number of private insurers have become more selective while writing third party covers and quite a few have stopped writing such covers altogether. Of late, to bring down claims private insurers have added more deductibles in policy documents and are known to keep a close tab on costs. Vehicles used as private taxis are not issued risk covers and insurers tie up with auto workshops to limit losses.
Insurers are pressing on the finance ministry to put a cap on motor accident awards which if comes through will hopefully turnaround the fortunes of the sector.
Thursday, June 26, 2008
NRIs- the new attraction for insurers
The life insurance companies are turning more dynamic in nature. The insurers are crossing borders to make its reach even for those staying seven seas away. The policies that are offered cater to Laymen, Corporates to High Net Worth Individuals (HNIs). Now, the latest fad that has caught the attention of the insurers is the Non Resident Indians (NRIs). Not only insurance companies but also the financial institutions have turned their attention to them.
The NRIs spread across the world is quite large. It is estimated that there are around 100 million Indians stretched across the world. It serves as a good reason for insurance companies to come up with products aimed specifically for this creamy layer of the country. The reasons could be multiple when an individual decides to leave his/her own motherland and prefer to stay in a foreign country. The reasons for which an individual chooses a foreign land than his own are mainly vocation, business, employment, etc.
Being financially stable, opting for higher insurance cover becomes possible for this elite group. Not only insuring their lives but also the family becomes important. This holds great business potential for the insurance companies. There are some NRIs who intend on sending their children to India for education, etc. Some may even want to settle down in their own country after retirement. Keeping these views in mind, insurance companies have come up with a host of policies for them. Almost all private insurance companies offer policies to NRIs, sometimes treatment given to them also becomes specialised. For example, ICICI Prudential has set its office in Bahrain, which caters exclusively to the needs of the NRI community situated in the region. Saving a considerable amount is usually the central focus in an NRI’s life. The aim on savings and investments makes it easy for them to buy insurance. When they move for vocation, accumulating wealth for future forms a major part of their investment goals.
Keeping their needs in mind, the insurance companies, offer policies ranging from traditional, endowment to unit linked plans. The younger generation has a taste for risk, which is why unit linked plans have attracted the interest of the younger age group. This is mainly because of factors like flexibility, investment in funds that promise good returns, the demand for ULIPs have gone high. Certainly, the number of NRIs opting for insurance is increasing. The insurance mammoth too is not left out in this rat race; the Life Insurance Corporation of India (LIC) offers insurance policies to NRIs as well as the People of Indian Origin (PIO). Now, if you are wondering what PIOs are, they are those who have foreign nationality and reside in foreign countries. A person is considered to be of Indian Origin (excluding countries like Pakistan, Bangladesh or as announced by the state from time to time) if he/she at any time held an Indian passport or he/she or either of his/her parents or any of his/her grandparents was an Indian and a permanent resident in Undivided India at any time. A wife of an Indian Citizen or of a person of Indian Origin is also considered to be of Indian Origin if she may be of non-Indian parentage.
The process of buying an insurance policy is quite simple. Once bought, the person can pay the premiums through cheques drawn on his/her Non-Resident (External) Account or Foreign Currency (Non-Resident) Account with a Bank in India (or Joint Account provided the policyholder is one of the account holders).
NRIs wanting to have financial protection throughout are increasingly opting for insurance. Considering the growing number of NRIs, Life insurance is becoming a popular choice and is being added in the investment portfolios of the Non Resident Indians. In the days to come, there might be more policies that would perhaps be more vibrant in nature that would fit needs more perfectly.
The NRIs spread across the world is quite large. It is estimated that there are around 100 million Indians stretched across the world. It serves as a good reason for insurance companies to come up with products aimed specifically for this creamy layer of the country. The reasons could be multiple when an individual decides to leave his/her own motherland and prefer to stay in a foreign country. The reasons for which an individual chooses a foreign land than his own are mainly vocation, business, employment, etc.
Being financially stable, opting for higher insurance cover becomes possible for this elite group. Not only insuring their lives but also the family becomes important. This holds great business potential for the insurance companies. There are some NRIs who intend on sending their children to India for education, etc. Some may even want to settle down in their own country after retirement. Keeping these views in mind, insurance companies have come up with a host of policies for them. Almost all private insurance companies offer policies to NRIs, sometimes treatment given to them also becomes specialised. For example, ICICI Prudential has set its office in Bahrain, which caters exclusively to the needs of the NRI community situated in the region. Saving a considerable amount is usually the central focus in an NRI’s life. The aim on savings and investments makes it easy for them to buy insurance. When they move for vocation, accumulating wealth for future forms a major part of their investment goals.
Keeping their needs in mind, the insurance companies, offer policies ranging from traditional, endowment to unit linked plans. The younger generation has a taste for risk, which is why unit linked plans have attracted the interest of the younger age group. This is mainly because of factors like flexibility, investment in funds that promise good returns, the demand for ULIPs have gone high. Certainly, the number of NRIs opting for insurance is increasing. The insurance mammoth too is not left out in this rat race; the Life Insurance Corporation of India (LIC) offers insurance policies to NRIs as well as the People of Indian Origin (PIO). Now, if you are wondering what PIOs are, they are those who have foreign nationality and reside in foreign countries. A person is considered to be of Indian Origin (excluding countries like Pakistan, Bangladesh or as announced by the state from time to time) if he/she at any time held an Indian passport or he/she or either of his/her parents or any of his/her grandparents was an Indian and a permanent resident in Undivided India at any time. A wife of an Indian Citizen or of a person of Indian Origin is also considered to be of Indian Origin if she may be of non-Indian parentage.
The process of buying an insurance policy is quite simple. Once bought, the person can pay the premiums through cheques drawn on his/her Non-Resident (External) Account or Foreign Currency (Non-Resident) Account with a Bank in India (or Joint Account provided the policyholder is one of the account holders).
NRIs wanting to have financial protection throughout are increasingly opting for insurance. Considering the growing number of NRIs, Life insurance is becoming a popular choice and is being added in the investment portfolios of the Non Resident Indians. In the days to come, there might be more policies that would perhaps be more vibrant in nature that would fit needs more perfectly.
Labels:
Articles
Challenges in rural healthcare
Insurance penetration levels in India are abysmally low, only 22 percent of the insurable population has been tapped and the situation in rural areas is even worse. Educating the rural population about the importance of healthcare and how insurance can help get the best for them at various stages in life is in itself a challenge particularly considering the low literacy levels, the traditional mindset, traditional or local healers, inefficient means of transportation, unaffordability, low importance to healthcare- few of the harsh realities that need to be tackled first.
Low importance to healthcare:
With no means to provide for even the basic necessities, scant regard is given to healthcare. Unless the situation is worse seeking medical help is out of question.
Allopathic cure not considered:
Low educational levels have led to village folks relying on local healers. Their advise is taken at face value and allopathic cure is only taken up as the last resort.
Hospital care is costly:
Access to affordable medical care is absent. Hospitals are located very far off and the cost is unaffordable.
Transportation:
An absence of an efficient means of transport has only worsened the situation. Bullock carts are the usual mode and any other is unaffordable. Hence a patient in need of medical help has to travel long distances to reach the ‘nearest’ health centre.
The following factors will help bring about a change in the situation:
More PHC (Primary health centre):
More primary health care centres need to be set up by the government.
Subsidised local transport:
Local transportation to be arranged for at subsidised rates by the panchayat or the hospital.
Education of village folk:
To spread the message volunteers can build a network of workers who can identify the problem areas and influence the villagers on various issues. Street plays, personal approach on a one to one basis or a group approach will go a long way in educating the rural population.
Tailor made policies:
Insurance companies will have to take into consideration the problem areas, and create tailor made policies.
Marketing:
Marketing in rural India is a different ballgame. Emphasis should be on the traditional media coupled with entertainment. This will go down well with the village folk. LIC used puppets to educate rural masses about Life Insurance. The number of inquires at LIC following the performance was found to be considerably high and the field staff too reported a definite impact on the business.
Womens role:
Awareness building and empowerment of women through income generation projects and literacy activities can help to a large extent.
Private health care centres:
Health care centres set up by private institutions at subsidised rates can ease the problem to a great extent. Insurance companies can play a major role in educating the masses by spreading the message through health care centres.
Low importance to healthcare:
With no means to provide for even the basic necessities, scant regard is given to healthcare. Unless the situation is worse seeking medical help is out of question.
Allopathic cure not considered:
Low educational levels have led to village folks relying on local healers. Their advise is taken at face value and allopathic cure is only taken up as the last resort.
Hospital care is costly:
Access to affordable medical care is absent. Hospitals are located very far off and the cost is unaffordable.
Transportation:
An absence of an efficient means of transport has only worsened the situation. Bullock carts are the usual mode and any other is unaffordable. Hence a patient in need of medical help has to travel long distances to reach the ‘nearest’ health centre.
The following factors will help bring about a change in the situation:
More PHC (Primary health centre):
More primary health care centres need to be set up by the government.
Subsidised local transport:
Local transportation to be arranged for at subsidised rates by the panchayat or the hospital.
Education of village folk:
To spread the message volunteers can build a network of workers who can identify the problem areas and influence the villagers on various issues. Street plays, personal approach on a one to one basis or a group approach will go a long way in educating the rural population.
Tailor made policies:
Insurance companies will have to take into consideration the problem areas, and create tailor made policies.
Marketing:
Marketing in rural India is a different ballgame. Emphasis should be on the traditional media coupled with entertainment. This will go down well with the village folk. LIC used puppets to educate rural masses about Life Insurance. The number of inquires at LIC following the performance was found to be considerably high and the field staff too reported a definite impact on the business.
Womens role:
Awareness building and empowerment of women through income generation projects and literacy activities can help to a large extent.
Private health care centres:
Health care centres set up by private institutions at subsidised rates can ease the problem to a great extent. Insurance companies can play a major role in educating the masses by spreading the message through health care centres.
Labels:
Articles
Insurance Policy updates by SMS in India
International Aviva Life Insurance has recently launched an SMS-based service in India, informing customers about premium payments and the policy status on their cell phones. Updating policyholders about their policies as well as informing them about Aviva Life Insurance products, is another step towards improving customer services.
Source: insuremagic
Source: insuremagic
Labels:
Industry
Reliance Capital to expand life insurance
India's Reliance Capital Ltd. (RLCP.BO: Quote, Profile, Research) plans to invest 20 billion rupees ($493 million) to expand its life insurance business in the next few years, stated Chairman Anil Ambani. The company is also open to a strategic partnership in its business and has been approached by potential partners, Ambani told the firm's shareholders, sending its shares up as much as 3 percent to a record 1,137 rupees.
The company, part of India's Anil Dhirubhai Ambani Group, has interests in asset management and mutual funds, life and general insurance, private equity, stock broking and other activities in the financial sector.
Source: insuremagic
The company, part of India's Anil Dhirubhai Ambani Group, has interests in asset management and mutual funds, life and general insurance, private equity, stock broking and other activities in the financial sector.
Source: insuremagic
Labels:
Industry
New model for insurers to reduce policy holders’ risk
The insurance industry is set to see more of its capital freed, with the Insurance Regulatory Development Authority (IRDA) recommending transition to a risk-based capital framework for insurers. The proposed framework envisages assessing the capital requirement of insurers based on the underlying risk and volatility of their business. The companies will have to earmark capital for different line of businesses.
This model, known as Solvency II, has been adopted in most developed economies. If Indian insurers were to replicate this, they would have to set aside much less capital than they do now for unit linked insurance plans (ULIPs) compared to traditional insurance products. The recommendation to adopt the new framework was made last week to a high-level panel on the financial sector assessment programme. The panel, comprising senior government officials and regulators, is set to recommend further course of reforms in the financial sector.
Unlike traditional insurance products, the investment risk in ULIPs is borne by the policy holder. The solvency margin requirement for ULIPs is just one third of that for traditional insurance products. Solvency margin is the excess of assets over liabilities that an insurer has to maintain as a prudential measure.
Simply put the risk-based capital framework factors in a lower risk on policy holders’ liabilities. But companies will have to set aside higher capital if there is an asset liability mismatch in their portfolio.
IRDA has so far been hesitant to suggest the new framework mainly due to the uncertainty over investor behavior in a choppy market. Besides, the transition would also require inputs from the actuarial side, both from insurance companies and the regulator.
But there is a shortage of such talent now which needs to be addressed. Even countries that have adopted this model have done so cautiously and over a long span. Fact is the risk-based model gives a clear picture of the financial strength of the insurer and also allows for regulatory intervention, if required. It also helps in making comparisons across companies.
Currently, the minimum capital requirement for a private insurer is Rs 100 crore. Companies need capital to grow. It is also required to meet unexpected claims, expense over-runs and investment losses. The minimum capital prescribed under the new framework will act as a buffer to cushion losses, reckon experts. The IRDA has also made out a case for putting in place corporate governance norms for insurers and greater supervisory powers for the regulator. The latter would require amendments to the insurance legislation. An empowered group of ministers is vetting these proposed amendments along with other changes including a hike in the FDI cap from 26% to 49%.
Meanwhile, the IRDA has also looked at the status of India’s compliance with the insurance core principles (ICP) enunciated by the International Association of Insurance Supervisors (IAIS), a body of regulators and supervisors of over 190 jurisdictions. The principles include, among others, conditions for effective supervision, supervisory system, supervised entity, ongoing supervision, prudential requirements, markets and consumers and anti money laundering. The score card: India has observed or largely observed around 17 out of the 28 odd core principles.
But there are a few gaps. The conditions for effective supervision may not be fully in sync with global standards till changes are made in the legislation. The regulator also does not have complete control either over public sector insurance companies. Comprehensive internal controls are yet to be in place. There is also a case for beefing up on-site supervision.
More importantly, there is a case for enhancing disclosures to the public and having a proper mechanism in place for risk assessment. The IRDA has now set the ball rolling to usher in these reform measures.
Source: Insuremagic
This model, known as Solvency II, has been adopted in most developed economies. If Indian insurers were to replicate this, they would have to set aside much less capital than they do now for unit linked insurance plans (ULIPs) compared to traditional insurance products. The recommendation to adopt the new framework was made last week to a high-level panel on the financial sector assessment programme. The panel, comprising senior government officials and regulators, is set to recommend further course of reforms in the financial sector.
Unlike traditional insurance products, the investment risk in ULIPs is borne by the policy holder. The solvency margin requirement for ULIPs is just one third of that for traditional insurance products. Solvency margin is the excess of assets over liabilities that an insurer has to maintain as a prudential measure.
Simply put the risk-based capital framework factors in a lower risk on policy holders’ liabilities. But companies will have to set aside higher capital if there is an asset liability mismatch in their portfolio.
IRDA has so far been hesitant to suggest the new framework mainly due to the uncertainty over investor behavior in a choppy market. Besides, the transition would also require inputs from the actuarial side, both from insurance companies and the regulator.
But there is a shortage of such talent now which needs to be addressed. Even countries that have adopted this model have done so cautiously and over a long span. Fact is the risk-based model gives a clear picture of the financial strength of the insurer and also allows for regulatory intervention, if required. It also helps in making comparisons across companies.
Currently, the minimum capital requirement for a private insurer is Rs 100 crore. Companies need capital to grow. It is also required to meet unexpected claims, expense over-runs and investment losses. The minimum capital prescribed under the new framework will act as a buffer to cushion losses, reckon experts. The IRDA has also made out a case for putting in place corporate governance norms for insurers and greater supervisory powers for the regulator. The latter would require amendments to the insurance legislation. An empowered group of ministers is vetting these proposed amendments along with other changes including a hike in the FDI cap from 26% to 49%.
Meanwhile, the IRDA has also looked at the status of India’s compliance with the insurance core principles (ICP) enunciated by the International Association of Insurance Supervisors (IAIS), a body of regulators and supervisors of over 190 jurisdictions. The principles include, among others, conditions for effective supervision, supervisory system, supervised entity, ongoing supervision, prudential requirements, markets and consumers and anti money laundering. The score card: India has observed or largely observed around 17 out of the 28 odd core principles.
But there are a few gaps. The conditions for effective supervision may not be fully in sync with global standards till changes are made in the legislation. The regulator also does not have complete control either over public sector insurance companies. Comprehensive internal controls are yet to be in place. There is also a case for beefing up on-site supervision.
More importantly, there is a case for enhancing disclosures to the public and having a proper mechanism in place for risk assessment. The IRDA has now set the ball rolling to usher in these reform measures.
Source: Insuremagic
Labels:
Regulations
Buy life cover if you have dependents
Sameer felt like he was living a dream, when at 23, he got a campus placement in a multinational company after completing his management studies. Being the only son of well-to-do parents, he didn’t have any immediate family obligations and started spending with élan. Clearly, saving money was the last thing on his mind.
Life went on, until he met Prakash, an old friend who had decided to make a career out of the booming insurance sector. Minutes into their meeting, Prakash started canvassing the merits of life insurance, listing out benefits such as convenience, safety and the various sops offered by existing policies.
He told him how an early start would give him an edge, considering the mortality costs are lesser and hence, the premium, too. Prakash insisted that his friend buy a term cover, which is the cheapest form of insurance, and then think of investing in insurance.
Sameer saw sense in whatever he said, but remained undecided on whether he should opt for a cover right away or wait till he had dependents.
A senior colleague advised him to seek professional help from Vishwas, a well-known financial planner. When Sameer told him of his dilemma and laid out the comparative tables provided by Prakash on the premiums payable now and five years later, Vishwas smiled and agreed that this was a common dilemma that often went unclarified.
Vishwas held that making available a lump sum to one’s dependents to help them overcome the financial loss in his absence was the right perspective to be adopted for life insurance. According to him, Sameer required no life insurance as he had no dependents and that the ideal time for the young MBA to buy a cover would be when he was married, which would be 4-5 years later.
But, what would be the cost of deferring his insurance cover by so many years?
The financial planner laid down a table for easier understanding.
Vishwas pointed out that the decision to defer life insurance by five years would cost him Rs 58,500 for a cover of Rs 25 lakh and Rs 1.17 lakh for a cover of Rs 50 lakh.
“Isn’t that a big amount to lose?” asked Sameer.
“On the face of it, yes. But, you can make it up by starting to invest now,” said Vishwas. “Let us say you put the amount you would have paid as premium, i.e. Rs 6,250 per year, for the next five years. The savings account would fetch you 3.5% per annum interest today. At this rate, your investment of Rs 31,250 would have grown to Rs 33,515 at the end of five years. At that point, you take the insurance policy for a cover of Rs 25 lakh and stop putting money in the savings account. In other words, you let the Rs 33,515 balance in your savings account compound for the next 30 years (the tenure of the policy) at an assumed 3.5% per annum. At the end of your policy period, this amount would have amounted to Rs 94,000, well over the extra Rs 58,500 you pay for starting the policy late.”
“Similarly, you can accumulate Rs 1.88 lakh by depositing Rs 12,500 per year for five years in the savings account and letting it compound thereafter. That would be well in excess of the Rs 1.17 lakh difference you will pay by starting the policy five years hence.”
“I am sure you understand this is an extremely conservative option. The corpus would be much higher if you swapped the savings account with a public provident fund account, which guarantees a return of 8% per year now. By the time your policy matures, you would have accumulated Rs 3.69 lakh and Rs 7.38 lakh, respectively, for the two premium amounts mentioned earlier.”
There are options galore, really. A recurring deposit of Rs 650 per year for 35 years, at an interest of 5% per annum, would accumulate Rs 58,750. Put the same amount in a PPF account every year and you accumulate Rs 1.12 lakh at the end 35 years,” Vishwas explained. “The returns would be exponential if you invested in equities for that long a timeframe.”
This was an eye opener for Sameer. The discussion on insurance had somehow taught him the value of investing early in life so as to reap the benefit of compounding, said to have been described by Albert Einstein as the “the most powerful force in the universe.”
Note: The premium and the coverage figures used above are purely for representation purposes. The premium quotes have been obtained from the website of a leading life insurance company.
Source:
Arvind A Rao / DNA MONEY
Life went on, until he met Prakash, an old friend who had decided to make a career out of the booming insurance sector. Minutes into their meeting, Prakash started canvassing the merits of life insurance, listing out benefits such as convenience, safety and the various sops offered by existing policies.
He told him how an early start would give him an edge, considering the mortality costs are lesser and hence, the premium, too. Prakash insisted that his friend buy a term cover, which is the cheapest form of insurance, and then think of investing in insurance.
Sameer saw sense in whatever he said, but remained undecided on whether he should opt for a cover right away or wait till he had dependents.
A senior colleague advised him to seek professional help from Vishwas, a well-known financial planner. When Sameer told him of his dilemma and laid out the comparative tables provided by Prakash on the premiums payable now and five years later, Vishwas smiled and agreed that this was a common dilemma that often went unclarified.
Vishwas held that making available a lump sum to one’s dependents to help them overcome the financial loss in his absence was the right perspective to be adopted for life insurance. According to him, Sameer required no life insurance as he had no dependents and that the ideal time for the young MBA to buy a cover would be when he was married, which would be 4-5 years later.
But, what would be the cost of deferring his insurance cover by so many years?
The financial planner laid down a table for easier understanding.
Vishwas pointed out that the decision to defer life insurance by five years would cost him Rs 58,500 for a cover of Rs 25 lakh and Rs 1.17 lakh for a cover of Rs 50 lakh.
“Isn’t that a big amount to lose?” asked Sameer.
“On the face of it, yes. But, you can make it up by starting to invest now,” said Vishwas. “Let us say you put the amount you would have paid as premium, i.e. Rs 6,250 per year, for the next five years. The savings account would fetch you 3.5% per annum interest today. At this rate, your investment of Rs 31,250 would have grown to Rs 33,515 at the end of five years. At that point, you take the insurance policy for a cover of Rs 25 lakh and stop putting money in the savings account. In other words, you let the Rs 33,515 balance in your savings account compound for the next 30 years (the tenure of the policy) at an assumed 3.5% per annum. At the end of your policy period, this amount would have amounted to Rs 94,000, well over the extra Rs 58,500 you pay for starting the policy late.”
“Similarly, you can accumulate Rs 1.88 lakh by depositing Rs 12,500 per year for five years in the savings account and letting it compound thereafter. That would be well in excess of the Rs 1.17 lakh difference you will pay by starting the policy five years hence.”
“I am sure you understand this is an extremely conservative option. The corpus would be much higher if you swapped the savings account with a public provident fund account, which guarantees a return of 8% per year now. By the time your policy matures, you would have accumulated Rs 3.69 lakh and Rs 7.38 lakh, respectively, for the two premium amounts mentioned earlier.”
There are options galore, really. A recurring deposit of Rs 650 per year for 35 years, at an interest of 5% per annum, would accumulate Rs 58,750. Put the same amount in a PPF account every year and you accumulate Rs 1.12 lakh at the end 35 years,” Vishwas explained. “The returns would be exponential if you invested in equities for that long a timeframe.”
This was an eye opener for Sameer. The discussion on insurance had somehow taught him the value of investing early in life so as to reap the benefit of compounding, said to have been described by Albert Einstein as the “the most powerful force in the universe.”
Note: The premium and the coverage figures used above are purely for representation purposes. The premium quotes have been obtained from the website of a leading life insurance company.
Source:
Arvind A Rao / DNA MONEY
Labels:
Articles
Direct agents channel needs to improve: M Ramadoss
Even as the de-tariffing (free pricing of products) move has just begun to take final shape, India's four public sector general insurers have been revamping their corporate structure and business practices.
One of the four — Oriental Insurance — has already kick-started moves to improve operations under the banner of project 'Nayee Disha' (new direction). The pathway to this direction has been laid in consultation with Boston Consultancy Group (BCG).
Three of the four PSU general insurers have hired BCG for the remoulding process. DNA Money's Khyati Dharamsi got a sneak peek into the areas of overhaul that M Ramadoss, chairman and managing director of Oriental Insurance, plans to undertake.
What is the first initiative suggested by BCG?
The study found that our operating officers were spending just 15% of their time in marketing products, while more than 35-45% time was consumed by the claims-settlement process. So we are segregating the claims process to separate offices. We have already established claims service centres in cities where we have more than 7 branches, and have now started focusing on cities where we have more than 5 branches.
What are the other suggestions of BCG apart from enhancing the claims settlement process?
The direct agents channel too needs to improve. Presently, direct agents have to fend for themselves. Even their commissions are delayed and there are no technical inputs, if they need any. There is no one to accompany an agent in case he is dealing with a big client. We need to ensure that he has adequate stationery to clinch a client. To execute all this, we will appoint agent managers. Each will be given 20-25 agents to handle. We have about 35,000 agents and we plan to expand their number.
Any other measures planned?
We plan to set up a centralised office for policy issuance. We also plan to set up a portal for web-based policy issuance. Also, we will enter into more tie-ups with car dealers and manufacturers and add some more distribution channels.
Are the higher commissions offered by life insurance products a hurdle in recruiting agents?
Yes. We cannot offer commissions as high as 40% that life insurance firms can. General insurance commissions are in the range of 5-15%. Moreover, the agent has to ensure that the client renews every year as general insurance products are structured on renewals. In addition, there are several issues when claims are not settled. It is more a regulatory issue. We have asked for an incremental premium. It requires an act amendment.
What has been the effect of de-tariffing on your company?
There was an expectation of an 80-90% fall in premium. But the fall was not to that extent. The fall in premium has been 17%. The fall was offset by people taking extra covers and also as volume rose.
Take for instance an existing 'good' fire policy holder, whose premium was reduced. He was suggested to take extra covers to the extent of which his premium has dropped. In these times, we were more worried about bottom line than top line. The premium on the group policies had gone up. But we lost some premium in the retail segment as competitors offered lower premiums.
Who are the major clients that you clinched this year?
We have entered into a three-and-a-half year deal with Tata Ultra Mega Power Project. We have been able to retain most of our big accounts. IOC is yet to come and we lost Mangalore Refinery and Petrochemical to Iffco-Tokio even though the difference in premium quoted was minor.
What growth are you targeting this year?
We have committed a growth of 8.6%, but we are targeting a growth of 10%.
Any actions that are planned on the third party administrator (TPAs) front?
We are planning to create a separate vertical to handle TPAs to ensure better management. There are operational issues with regards to TPAs. They are not making settlements in time. Our control on them is not very strong. We need to improve this situation to contain losses. Hospitals are losing faith in the organisation.
Some insurers are planning to form a separate division in their own organisation and discard the TPA. Do you have similar plans?
There are no immediate plans to set up a separate division. But it makes sense to do so. Of the total claims settled by TPA, merely 30-35% were cashless, the rest were reimbursements. The huge advantage proposed in having a TPA is not being met. Reimbursement claims are something even our office staff can process.
This year, we will be reviewing the TPAs and then decide what aspect of TPA management can be looked after internally.
What are the new products that you plan to offer?
We are planning to introduce a product in the motor insurance category. We also plan to launch a family floater plan on the health front.
How has the response to the senior citizens mediclaim been?
The response has been good. Agents, who were not getting full commission for selling policies to elderly, have been given full commission. We plan to review the change.
Source:
Khyati Dharamsi/ DNA MONEY
One of the four — Oriental Insurance — has already kick-started moves to improve operations under the banner of project 'Nayee Disha' (new direction). The pathway to this direction has been laid in consultation with Boston Consultancy Group (BCG).
Three of the four PSU general insurers have hired BCG for the remoulding process. DNA Money's Khyati Dharamsi got a sneak peek into the areas of overhaul that M Ramadoss, chairman and managing director of Oriental Insurance, plans to undertake.
What is the first initiative suggested by BCG?
The study found that our operating officers were spending just 15% of their time in marketing products, while more than 35-45% time was consumed by the claims-settlement process. So we are segregating the claims process to separate offices. We have already established claims service centres in cities where we have more than 7 branches, and have now started focusing on cities where we have more than 5 branches.
What are the other suggestions of BCG apart from enhancing the claims settlement process?
The direct agents channel too needs to improve. Presently, direct agents have to fend for themselves. Even their commissions are delayed and there are no technical inputs, if they need any. There is no one to accompany an agent in case he is dealing with a big client. We need to ensure that he has adequate stationery to clinch a client. To execute all this, we will appoint agent managers. Each will be given 20-25 agents to handle. We have about 35,000 agents and we plan to expand their number.
Any other measures planned?
We plan to set up a centralised office for policy issuance. We also plan to set up a portal for web-based policy issuance. Also, we will enter into more tie-ups with car dealers and manufacturers and add some more distribution channels.
Are the higher commissions offered by life insurance products a hurdle in recruiting agents?
Yes. We cannot offer commissions as high as 40% that life insurance firms can. General insurance commissions are in the range of 5-15%. Moreover, the agent has to ensure that the client renews every year as general insurance products are structured on renewals. In addition, there are several issues when claims are not settled. It is more a regulatory issue. We have asked for an incremental premium. It requires an act amendment.
What has been the effect of de-tariffing on your company?
There was an expectation of an 80-90% fall in premium. But the fall was not to that extent. The fall in premium has been 17%. The fall was offset by people taking extra covers and also as volume rose.
Take for instance an existing 'good' fire policy holder, whose premium was reduced. He was suggested to take extra covers to the extent of which his premium has dropped. In these times, we were more worried about bottom line than top line. The premium on the group policies had gone up. But we lost some premium in the retail segment as competitors offered lower premiums.
Who are the major clients that you clinched this year?
We have entered into a three-and-a-half year deal with Tata Ultra Mega Power Project. We have been able to retain most of our big accounts. IOC is yet to come and we lost Mangalore Refinery and Petrochemical to Iffco-Tokio even though the difference in premium quoted was minor.
What growth are you targeting this year?
We have committed a growth of 8.6%, but we are targeting a growth of 10%.
Any actions that are planned on the third party administrator (TPAs) front?
We are planning to create a separate vertical to handle TPAs to ensure better management. There are operational issues with regards to TPAs. They are not making settlements in time. Our control on them is not very strong. We need to improve this situation to contain losses. Hospitals are losing faith in the organisation.
Some insurers are planning to form a separate division in their own organisation and discard the TPA. Do you have similar plans?
There are no immediate plans to set up a separate division. But it makes sense to do so. Of the total claims settled by TPA, merely 30-35% were cashless, the rest were reimbursements. The huge advantage proposed in having a TPA is not being met. Reimbursement claims are something even our office staff can process.
This year, we will be reviewing the TPAs and then decide what aspect of TPA management can be looked after internally.
What are the new products that you plan to offer?
We are planning to introduce a product in the motor insurance category. We also plan to launch a family floater plan on the health front.
How has the response to the senior citizens mediclaim been?
The response has been good. Agents, who were not getting full commission for selling policies to elderly, have been given full commission. We plan to review the change.
Source:
Khyati Dharamsi/ DNA MONEY
Labels:
Interviews
IDBI FORTIS TIES UP WITH MANAPPURAM FINANCE
Kochi: IDBI Fortis Life Insurance Company Ltd and the Thrissur-based Manappuram Finance have announced an alliance to provide wealth building and insurance products to customers in Kerala by signing a distribution agreement here.
Mr G.V. Nagaseswara Rao, MD and CEO of IDBI Fortis, said that the company’s aim is to partner with carefully chosen organisations that enjoy long-term relations with their customers based on trust and sound financial advice.
He said that the wealthassurance foundation plan is a first of its kind combination of comprehensive investment choices, protected by powerful insurance options, all presented with a reasonable charge structure by making it a one-stop solution to a customer’s wealth building plans.
Investment options
Wealthassurance offers investment choices such as Guaranteed Return Funds, Equity Funds and Debt Funds ensuring that the customer would find all his investment requirements satisfied with the one powerful product.
The company had collected a first premium of Rs 35 crore since its launch in March this year and had sold around 10,000 policies, he added. Mr V.P. Nandakumar, CMD of Manappuram Group, said that the company’s customers are always looking to invest in innovative products with comprehensive benefits and this initiative would provide truly customised solutions for wealth creation and protection.
Mr M.Venugopalan, Chairman and CEO of Federal Bank, said that the bank is the promoter and bank assurance partner of IDBI and the alliance with Manappuram would further expand the reach of IDBI Fortis in Kerala.
Source: The Hindu Business Line
Mr G.V. Nagaseswara Rao, MD and CEO of IDBI Fortis, said that the company’s aim is to partner with carefully chosen organisations that enjoy long-term relations with their customers based on trust and sound financial advice.
He said that the wealthassurance foundation plan is a first of its kind combination of comprehensive investment choices, protected by powerful insurance options, all presented with a reasonable charge structure by making it a one-stop solution to a customer’s wealth building plans.
Investment options
Wealthassurance offers investment choices such as Guaranteed Return Funds, Equity Funds and Debt Funds ensuring that the customer would find all his investment requirements satisfied with the one powerful product.
The company had collected a first premium of Rs 35 crore since its launch in March this year and had sold around 10,000 policies, he added. Mr V.P. Nandakumar, CMD of Manappuram Group, said that the company’s customers are always looking to invest in innovative products with comprehensive benefits and this initiative would provide truly customised solutions for wealth creation and protection.
Mr M.Venugopalan, Chairman and CEO of Federal Bank, said that the bank is the promoter and bank assurance partner of IDBI and the alliance with Manappuram would further expand the reach of IDBI Fortis in Kerala.
Source: The Hindu Business Line
Labels:
Life Insurance
INSURANCE STAFF PLEA
Kochi: General Insurance Officers’ All India Association has urged the Kerala government to entrust the proposed health insurance scheme to a public sector general insurance company.
P. P. Mohanan, general secretary of the association, Kerala unit, said in a statement here that PSU general insurers have more than 35 years of experience in the field. Besides, they have offices in all the 14 districts of the State.
Four PSU general insurers have been successfully running Universal Health Insurance Scheme across the country since 2003, the statement said. It said that in January 2006, the previous government had entrusted a private insurer with a health insurance scheme. The company withdrew from the scene even before the scheme started, the statement claimed.
Source:
The Hindu
P. P. Mohanan, general secretary of the association, Kerala unit, said in a statement here that PSU general insurers have more than 35 years of experience in the field. Besides, they have offices in all the 14 districts of the State.
Four PSU general insurers have been successfully running Universal Health Insurance Scheme across the country since 2003, the statement said. It said that in January 2006, the previous government had entrusted a private insurer with a health insurance scheme. The company withdrew from the scene even before the scheme started, the statement claimed.
Source:
The Hindu
Labels:
Industry
‘ICICI PRU’S MOBILE PAYMENTS FACILITY A HIT’
Coimbatore: Within two months of enabling its policy holders to pay premiums through their mobile phones, ICICI Prudential Life Insurance observed that this service has turned out to be a boon to its customers.
“The total premia receipt through the mobile has crossed Rs 20 lakh,” its Executive Vice-President, Ms Anita Pai, told Business Line. The company has partnered with mChek, a Visa certified system to enable its policy holders to pay their premium by sending an SMS and using their credit card.
The service is available to Airtel mobile service users only. Stating that the company was not really investing in technology, but facilitating technologically advanced service, she said “even if 10-15 per cent of our three-lakh agent force or six million policy holders use it, it is a large use.”
“The introduction of the webchat service to resolve policy related queries instantly is another hit, especially from a service perspective. The number of persons accessing our site has increased by over 400 per cent between last year and now,” Ms Pai added.
“We figured that a large number of policies were unit linked (NAV based). So we introduced the SMS pull feature, by which a policy holder can get the NAV by sending an SMS and stating his policy number. We receive over two lakh hits every month,” she said.
Source: L.N. Revathy
The Hindu Business Line
“The total premia receipt through the mobile has crossed Rs 20 lakh,” its Executive Vice-President, Ms Anita Pai, told Business Line. The company has partnered with mChek, a Visa certified system to enable its policy holders to pay their premium by sending an SMS and using their credit card.
The service is available to Airtel mobile service users only. Stating that the company was not really investing in technology, but facilitating technologically advanced service, she said “even if 10-15 per cent of our three-lakh agent force or six million policy holders use it, it is a large use.”
“The introduction of the webchat service to resolve policy related queries instantly is another hit, especially from a service perspective. The number of persons accessing our site has increased by over 400 per cent between last year and now,” Ms Pai added.
“We figured that a large number of policies were unit linked (NAV based). So we introduced the SMS pull feature, by which a policy holder can get the NAV by sending an SMS and stating his policy number. We receive over two lakh hits every month,” she said.
Source: L.N. Revathy
The Hindu Business Line
Labels:
Life Insurance
LIC TO RELAUNCH THREE POPULAR SCHEMES
Kolkata: The Life Insurance Corporation of India (LIC), which had a market share was 63.64 per cent till March 31, has chalked up plans to revive some of its popular products to further widen its base in the country.
"We have been considering relaunching schemes like 'Jeevan Anand', 'Jeevan Sathi' and 'Jeevan Tarang' in a renewed form in view of these being widely popular and promise higher returns," LIC's Zonal Manager R R Dash said launching Market Plus - 1 scheme here today.
Dash said that LIC's gross investment in 2007-08 was over Rs 1.50 lakh crore, and the income generated from it was Rs 40,655 crore. Stating that company's profit from sale of equity last year was Rs 10,000 crore, he said, "LIC was not affected by fluctuations in the market as its investments were long-term."
He said that LIC's investment in infrastructure development was Rs 11,630 crore last year, while the cumulative figure was Rs 56,691 crore. Investments in the Socially-Oriented Sector last year was Rs 5,635 crore and cumulative investment Rs 32,321 crore, he said.
LIC's loan to the West Bengal government for development projects stood at Rs 1,583.26 crore, which was second highest in the country after the loan given to the Maharashtra government which was at Rs 1,622.58 crore,. He added.
The new scheme launched today is a unit-linked deferred pension plan and one of its highlights is the enhanced limit for investment in the equity market for secured and balanced funds.
Source:
PTI
Business Standard
"We have been considering relaunching schemes like 'Jeevan Anand', 'Jeevan Sathi' and 'Jeevan Tarang' in a renewed form in view of these being widely popular and promise higher returns," LIC's Zonal Manager R R Dash said launching Market Plus - 1 scheme here today.
Dash said that LIC's gross investment in 2007-08 was over Rs 1.50 lakh crore, and the income generated from it was Rs 40,655 crore. Stating that company's profit from sale of equity last year was Rs 10,000 crore, he said, "LIC was not affected by fluctuations in the market as its investments were long-term."
He said that LIC's investment in infrastructure development was Rs 11,630 crore last year, while the cumulative figure was Rs 56,691 crore. Investments in the Socially-Oriented Sector last year was Rs 5,635 crore and cumulative investment Rs 32,321 crore, he said.
LIC's loan to the West Bengal government for development projects stood at Rs 1,583.26 crore, which was second highest in the country after the loan given to the Maharashtra government which was at Rs 1,622.58 crore,. He added.
The new scheme launched today is a unit-linked deferred pension plan and one of its highlights is the enhanced limit for investment in the equity market for secured and balanced funds.
Source:
PTI
Business Standard
Labels:
Life Insurance
BAJAJ ALLIANZ INKS BANCASSURANCE DEAL
Mumbai: Bajaj Allianz Life Insurance has tied up with Mumbai District Central Cooperative Bank Ltd to distribute life insurance policies through the bank’s 43 branches and 25 extension counters across the state of Maharashtra.
Source:
Business Standard
Source:
Business Standard
Labels:
Life Insurance
Bear-hit stock brokers shift to insurance broking
Bear-hit stock brokers shift to insurance broking
Religare, Edelweiss, Emkay, India Infoline Set Up Insurance Broking Subsidiaries To Escape Adverse Market Conditions
IN A clear bid to insulate themselves from the vagaries of the stock market and offer a basket of financial products to their clients, some stock brokers have got into the insurance broking business. Brokers like Religare, Anand Rathi, Edelweiss, Emkay and India Infoline have set up insurance broking arms, through which they sell both life and non-life insurance products of several companies. While an insurance agent typically can sell products of only one insurance company, an insurance broker can sell products of multiple insurance companies. In India, insurance broking picked up only a couple of years ago, due to stringent norms which made it necessary for the brokers to have a capital of at least Rs 50 lakhs. Besides this, the business needs to be conducted in a separate company, it should have a different office other than the broking office and it should have separate set of employees. Religare Insurance Broking already has 1,300 people on its rolls and it generated premium worth Rs 107 crores for the year ended March 2008. “We aim to expand the business five fold to Rs 500 crore of premium by March 2009,” said Chandan Sinha, president, Religare Insurance Broking. The company has 57 branches across the country, which are in addition to the stock broking branches. Anand Rathi has a team of 100 people with 15 offices across the country. Insurance broking is not easy as one has to interact with as many as 25 different companies for selling products, which could be a daunting task. Besides, training a sales force to sell multiple products is a big challenge, say analysts. However, in a bid to give the best deal to a customer, it is imperative to be an insurance broker. “Insurance (life and non-life) is unaffected by the vagaries of the stock market and it helps derisk the business model,” says Sharekhan senior vice-president, P Saravanan. Sharekhan was till recently a corporate agent of ICICI Prudential Life Insurance. Plans to get into insurance broking in a couple of months are on the anvil, he adds. “Insurance is a sticky business. If I can help my clients in getting the motor claims or mediclaims, I can cross sell other products too,” says Supriya Rathi, principal officer and director, Anand Rathi Insurance Brokers. They generated a premium of Rs 80 crore last year. “The process is currently at a nascent stage. With more value addition, clients realise that the benefits will be manifold and growth will be faster,” says Akhilesh K Singh, head of wealth management, Emkay Shares. With markets falling by about 6,000 points from the peak of January 2008, insurance broking seems to offer a ray of hope. At present, we have about 250 insurance brokers in the country. The biggest in the business are Aon and Marsh, both multinational companies who are also into reinsurance.
Source: Economic Times Mumbai
Religare, Edelweiss, Emkay, India Infoline Set Up Insurance Broking Subsidiaries To Escape Adverse Market Conditions
IN A clear bid to insulate themselves from the vagaries of the stock market and offer a basket of financial products to their clients, some stock brokers have got into the insurance broking business. Brokers like Religare, Anand Rathi, Edelweiss, Emkay and India Infoline have set up insurance broking arms, through which they sell both life and non-life insurance products of several companies. While an insurance agent typically can sell products of only one insurance company, an insurance broker can sell products of multiple insurance companies. In India, insurance broking picked up only a couple of years ago, due to stringent norms which made it necessary for the brokers to have a capital of at least Rs 50 lakhs. Besides this, the business needs to be conducted in a separate company, it should have a different office other than the broking office and it should have separate set of employees. Religare Insurance Broking already has 1,300 people on its rolls and it generated premium worth Rs 107 crores for the year ended March 2008. “We aim to expand the business five fold to Rs 500 crore of premium by March 2009,” said Chandan Sinha, president, Religare Insurance Broking. The company has 57 branches across the country, which are in addition to the stock broking branches. Anand Rathi has a team of 100 people with 15 offices across the country. Insurance broking is not easy as one has to interact with as many as 25 different companies for selling products, which could be a daunting task. Besides, training a sales force to sell multiple products is a big challenge, say analysts. However, in a bid to give the best deal to a customer, it is imperative to be an insurance broker. “Insurance (life and non-life) is unaffected by the vagaries of the stock market and it helps derisk the business model,” says Sharekhan senior vice-president, P Saravanan. Sharekhan was till recently a corporate agent of ICICI Prudential Life Insurance. Plans to get into insurance broking in a couple of months are on the anvil, he adds. “Insurance is a sticky business. If I can help my clients in getting the motor claims or mediclaims, I can cross sell other products too,” says Supriya Rathi, principal officer and director, Anand Rathi Insurance Brokers. They generated a premium of Rs 80 crore last year. “The process is currently at a nascent stage. With more value addition, clients realise that the benefits will be manifold and growth will be faster,” says Akhilesh K Singh, head of wealth management, Emkay Shares. With markets falling by about 6,000 points from the peak of January 2008, insurance broking seems to offer a ray of hope. At present, we have about 250 insurance brokers in the country. The biggest in the business are Aon and Marsh, both multinational companies who are also into reinsurance.
Source: Economic Times Mumbai
Labels:
Industry
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