Digital distribution

Although insurers are just now wading into the Web-based small business insurance market, research indicates this approach has great potential to improve carriers' revenue streams.There are an estimated 5.7 million small businesses in the U.S. with annual revenues between $50,000 and $500,000, says Matthew Josefowicz, an analyst with New York-based Celent Communications. He is the author of a recent report, titled "Web-Enabling Small Business Insurance Policy Origination."

Many Web experts frown upon screen-scraping technology because, in Internet time, screen-scraping is a slow, cumbersome process. But Anne Castro, chief design architect at Blue Cross Blue Shield of South Carolina, doesn't buy into that argument.The service her company is providing on the Internet is not "a moment-in-time service," she says. "It's a file cabinet of all the business people have with us."

The "Good Hands" people want to grab a bigger share of their customers' wallets. Allstate Corp. plans on launching its long-anticipated Internet bank by September 30 with a host of retirement, savings and investment products.Initially, the Northbrook, Ill.-based company is training its 2,000 agents in California and 1,200 agents in New York to refer policyholders to the new bank, which recently received a full-service thrift charter from the Office of Thrift Supervision.

Allstate isn't the first carrier to combine insurance and virtual banking. In February 1998, Principal Mutual Life Insurance Co. opened Principal Bank, and in November 1998, State Farm Insurance Cos. launched State Farm Bank.Although both banks still limit their marketing efforts to current policyholders, they still have achieved sizable growth in the past year. Principal Bank now has 34,300 accounts and $975 million in assets. The bank also has $900 million in deposits from checking, savings and CDs, in addition to issuing some 23,000 Visa credit cards.

Because they typically provide customers with unequivocally sound advice on investment strategies, securities brokers and other financial planners rarely have to respond to an implication known as caveat emptor, or "buyer beware."

Over the last two years, a number of Web sites have formed expressly targeted to brokers with expertise in the small-business insurance segment. One of the providers that has withstood the dot-com purge is BenefitMall.com, a Dallas-based online exchange for small-business employee group benefits plans.The provider, which saw its premium volume increase 40% last year, owes its success to a couple of strategies, chiefly the formulation of an internal executive management team that combines experience in both IT and insurance. With a proprietary rating and quoting engine in place, brokers can get quotes from multiple carriers and submit an application through BenefitMall in the format that a particular carrier requires. Brokers don't pay a fee to conduct business with BenefitMall, but carriers do-paying a commission based on premiums sold.

At a time when U.S. companies are cutting back on health care benefits and the number of uninsured Americans continues to grow, Web-based companies are stepping up their efforts to attract individuals and small-business owners.It's estimated that 43 million Americans do not have health insurance. In targeting this untapped market, Web-based insurance companies continue to expand their products and service offerings, and are actively pursuing more partnerships with both online and offline insurance providers, financial groups, civic organizations and other businesses.

Insurance carriers and their employer customers face two diametrically opposing challenges regarding Web-based employee benefits programs: online benefits programs that are rarely used or those that are accessed too frequently.Specifically, if a majority of employees aren't sold on the virtues of accessing benefits information via the Internet, the return on investment for the program's sponsors can be delayed or vastly reduced.

The rise and fall of San Francisco-based eCoverage Inc. isn't the only dot- com whose demise has surprised industry experts.In late April, Chicago-based Iwix.net, the first independent business-to- business online marketplace to link agents and brokers with specialty insurance carriers, ceased operations after failing to raise additional funding.

Less than two years ago, San Francisco-based Internet auto insurance provider eCoverage Inc. made a proclamation seemingly as bold as it was preposterous.Promising that "the insurance industry is history," eCoverage executives launched an automated quote-to-claim operating model intriguing enough to make even ardent dot-com skeptics sit up and take notice.

Insurance agents by their nature tend to be anxious, especially when it concerns customer information. Coverage confirmation, billing information and personal data are critical pieces of information in any agent's customer database, and fast access to up-to-date data is an important customer service criteria.At DS Barkley Insurance Management Services, a Scottsdale, Ariz.-based managing general agency that underwrites nonstandard auto insurance in five states, meeting these informational needs for its 150 agents was more than a full-time job for its support staff.

ess than a year after launching an ambitious program targeting small-business owners via the Internet, Wausau Insurance has shut down its eWausau operations.The decision was stunning, given that the company in April partnered with InsureZone to offer its products to banks and Web portals.

The Internet will continue to be a major focus of insurers' technology spending plans, according to the findings of a new global survey of insurance industry leaders.The survey, conducted by The Economist Intelligence Unit and PricewaterhouseCoopers, reveals that spending on technologies supporting e-business initiatives will increase 89% over the next three years. More than 150 leading insurance providers including carriers, agents/brokers, reinsurers, banks, broker-dealers and dotcoms, participated in the study.

Although the insurance market has proved to be a hard nut to crack for dot-com startups, that hasn't deterred new entrants from trying to gain a foothold on the Internet.One of the more recent entrants is NetInsurance, an online insurance agency that, claiming to be the first operation of its kind, offers customers the ability to comparison shop for and buy auto insurance in a single online session.

Nearly 40 years ago-long before Gramm-Leach-Bliley (GLB) was ratified-Charlotte, N.C.-based First Union Corp. was diligently establishing a modest insurance program designed to complement its core banking competencies.

As a provider of group pension programs, New York-based Guardian Life Insurance Co. of America understands that when it comes to mutual fund policyholders, many have an insatiable desire for data that will help them maximize their investments.Unlike typically static health and life coverage, 401(k) plan participants regularly juggle fund portfolios on a weekly or monthly basis. Even if they don't engage in fund reallocation, group pension customers are inveterate monitors of their fund balances-many doing so on a daily basis.

Because their fortunes hinge significantly on fickle Mother Nature-such as natural disasters and other weather-related occurrences-farmers are meticulous about their insurance coverage.

Making good on its promise to vigorously defend a lawsuit filed Feb. 20 by eHealth-Insurance Services Inc., InsWeb Corp. filed a countersuit March 22 in U.S. District Court, Northern District of California, San Jose.InsWeb is denying allegations made by eHealthInsurance that InsWeb sent a considerable number of illegitimate referrals to a co-branded Web site built and maintained by eHealthInsurance (see "eHealthInsurance Sues InsWeb," April).

Darwin's theory of natural selection proclaims that the strong species will thrive, while the weak will vanish. It's not unlike carriers' Web sites, where the best ones may have the inside track on survival.In the mid-1990s, when insurance carriers were developing corporate Web sites, many discovered they could do little wrong in the eyes of their online constituency-particularly casual users with modest expectations.

Insurance companies, banks and brokerages are all proceeding aggressively with their strategies to move into each others' territories and provide more financial products to their customers. Between Jan. 1, 1997 and Nov. 30, 2000, 45 insurers had filed for thrift charters with the Office of Thrift Supervision (OTS). And banks are gobbling up insurance agencies at a rapid rate.