Being Digital in Commercial Lines• Cindy Gravelle, Youngs Insurance Brokers• Tom Reid, Aviva Canada• Sam Natur, Bullfrog Insurance• Kevin Campbell, Policy Works (moderator)

What Does This Mean and How Do We Get There?

Being Digital inCommercial Lines

What Does thisMean and How Do

We Get There?

Introducing our Panel…

Cindy Gravelle, Youngs Insurance BrokersTom Reid, Aviva Canada

Sam Natur, Bullfrog InsuranceModerator: Kevin Campbell, Policy Works

“The access, the mobility, and the ability to affect change are what make the future so different from the present.

And digitization will increase dramatically with each generation becoming more digital than the preceding one.

Being digital is not about the future. It is here. It is now.” 

Nicholas Negroponte, 1995

“Leading organizations are becoming social organizations.” 

Marc BenioffSalesforce CEO

Being Digital in Commercial Lines

Cindy Gravelle, VP Commercial InsuranceYoungs Insurance Brokers Inc.

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WHY COMMERCIAL?

•Succession plan for the future

•Showcase the advantages of an experienced insurance professional

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HOW DO WE GET THERE? •Revamped website•In-house social

media/branding manager•Engage and educate

staff in the digital process

•Establishing brokerage portal.

•Mobile apps for front line

OUR BIGGEST CHALLENGE?

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• Getting rates from multiple carriers▫One input for five (5) quotes ▫One app to Policy Works for upload to

multiple markets for real time quote • Tools to capture small business

OUR ADVANTAGE? The broker channel working together with our markets to find a solution to head into the digital future.

Customer & Digital

Tom Reid, Executive DirectorMay 2016

© Aviva PLC Private and confidential13

The core capabilities to win have changed and Aviva is positioned to leverage our past strengths

Now and the Future

• Distribution Relationships• Pricing Sophistication• Product / Wording strength• Claims efficiency• Limit customer engagement• Risk Averse

•Analytics to support the customer experience from marketing and underwriting through to claims

•Customer segmentation •Self Serve•Digital innovation•Agile delivery and Fail Fast

Sources Of Competitive Advantage

The Past

© Aviva PLC Private and confidential14

Digital KPIsDigital Customer Interactions

Sales & Marketing Workplace

• % of customer email addresses

• % of C/L electronic interactions through CMS/BMS

• % of online leads• # of interactions through

broker portal• Online quote/hit ratios• CL renewal automation• % of claims payments

made digitally• # of claims submitted

through digital channels• ePost usage (or similar)• % paperless• % pay online

• % of marketing spend that is digital

• % of revenue through digital channels

• # of digital insurance products

• % “metered” revenue (Uber, UBI)

• % Sales through API (3rd party websites)

• % of staff work from home/remote workers

• % of projects informed by analytics

• % of facilities that are touchdown stations

• # of video / online meetings

Disruption of Industries

bullfrog insurance

• 20 years as a Management Consultant working on business transformations, rescues and startup projects. Ideas to reality / virtualization of traditional industries.

My Background

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Dethroned by Disruption

Symptoms of Potential for Disruption

• Technology in your industry is rapidly changing

• New competitors with a different approach are emerging

• Historically the industry is very lucrative

• The industry is highly regulated

• Real change in the industry is infrequent

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Let the questions begin…

What Does This Mean and How Do We Get There?

Thanks!