In my wallet, I have three bank cards. When I opened the accounts, I remembered reading a vague reference to insurance, but until today, I had no idea what the insurance actually covered, how to use it, or what I’m paying for the privilege.

I have now learned I have 26 kinds of insurance coverage on those three cards. However, in spite of several dozen clicks, 90 minutes of reading, and two aborted phone calls, I still don’t understand many of the basics of when and how I can use the coverage. None of the card companies could tell me the fees I’m paying them. Some of the click paths online were circular. And every long list of claim requirements included an escape clause, allowing the insurer nearly unlimited power to deny the inexplicable benefits for which I’m unknowingly paying.

In the religion of the Internet, user experience is gospel; if there were an inquisition into my experience today, insurance would be excommunicated.
<p style="text-align: center">*****</p>
Nearly nine years ago, I joined <a href="https://microensure.com/">MicroEnsure</a>, a pioneer in the field of inclusive insurance. Low-income customers in emerging markets experience risk as a fundamental fact of life. Opportunity – the focus of many a financial "inclusioneer" – is about something that doesn’t yet exist; meanwhile, risk is a present reality every day. If you’re a low-income mother in sub-Saharan Africa, risk is your breakfast, lunch, and dinner; you wake up in the morning worried if the bus driver will be drunk again, and you go to sleep hoping your rural uncle’s illness doesn’t get any worse.

The problem MicroEnsure wanted to tackle was how to protect these “emerging customers” – people in emerging markets who earn $2 to $20 per day – with sustainable solutions, since traditional insurance companies had no model to serve them. Traditional insurers have depended for decades on mandatory distribution channels: car owners must insure their vehicles, businesses their properties, and so forth. I like to call this, “making money in the dark,” where the product (like my credit card insurance) is largely hidden from view. In such an approach, customer preferences became less important to insurers. If a customer ever did really want insurance, that individual was likely to be either high-risk or a fraudster. Over time, this led to customers knowing little about their coverage, and being pushed away if they did try to access benefits. In the end, insurance became an industry that sees customers as the enemy. If you disagree, just consider that the industry calls claims “losses.” Let that sink in: when customers receive the service they paid for, insurers see a failure, not a success.

MicroEnsure, then, was clearly facing an uphill battle: we had no mandatory channels to leverage, and we had customers who faced significant risk. How could we protect customers who faced more risk than the average insured person, with less money to pay premiums, and no easy way to reach them?

The resolution we found, paradoxically, was to use these two problems to solve each other. If emerging customers faced more risk, then they would be more likely to buy products that help them, which meant that it should be easier to create channels to reach them.

The key to making the formula work was to upend the traditional insurance model. Instead of making money in the dark, we needed to make our value as clear as possible: to offer products that were easy to understand, valuable for the price, and straightforward to claim. We needed to respond to customer needs and requests quickly. We needed to be dissatisfied with low usage rates and nervous about unsustainably high profit margins. And we needed to think about our customers not only from a financial perspective, but also from social and emotional ones as well. In short, we needed to act like a company in any other industry, where customers are seen as an asset rather than a liability.
<blockquote>Instead of making money in the dark, we needed to make our value as clear as possible: to offer products that were easy to understand, valuable for the price, and straightforward to claim.</blockquote>
To be sure, there were tradeoffs to be made. Instead of paying the full cost of a customer’s loss, in most cases we paid a fixed part of it. Instead of covering many different customer needs, we limited our service to a few major ones. But by making our product and back office simpler, we also enabled scale much more quickly than traditional insurance. As a result, MicroEnsure reached more than 50 million low-income customers with their first insurance policies in less than a decade.
<p style="text-align: center">*****</p>
I recently had the privilege to speak at the <a href="http://financialinclusionweek.org/cfi10/">CFI 10th Anniversary Symposium</a>, which marked an important career transition for me. Having helped MicroEnsure to build its model, I attended the Symposium on my first day as part of AXA, the world’s 2nd-largest insurance group. AXA sees that the old insurance model is limited: there are only so many mandatory insurance policies that can be sold in existing markets. And while it looks to emerging customers for growth, at the same time it recognizes that the business model for emerging customers holds some of the keys for renewing the insurance industry overall.

Which brings me to my credit card experiment.

Emerging customers who now have insurance – <a href="http://www.impactinsurance.org/about/facts-on-microinsurance">more than 500 million of them</a>, at last count – don’t often feel the way that I did today as an insurance customer. They don’t have to slog through endless jargon when the <a href="https://www.theguardian.com/global-development/2013/may/02/ghana-mobile-free-insurance">policy wording is contained in 3 SMS messages</a>. They don’t have to struggle for six weeks to get a small travel insurance claim paid, as I did last year, but can <a href="https://www.youtube.com/watch?v=vX6TySibSU8">receive a claim payment in West Africa in two hours</a>. They are provided with clear, simple products, not sold with traditional ads that – almost unbelievably – show <a href="https://www.google.com/imgres?imgurl=http%3A%2F%2Ffile.vintageadbrowser.com%2Fl-gwjbeo488h2lj7.jpg&amp;imgrefurl=http%3A%2F%2Fwww.vintageadbrowser.com%2Fmoney-ads-1990s&amp;docid=Xh9R6D9rEBQhiM&amp;tbnid=1Si3I3mwhFCe6M%3A&amp;vet=1&amp;w=660&amp;h=903&amp;source=sh%2Fx%2Fim">activities that aren’t covered by their policy</a>. Instead of seeing insurance as an annoyance, emerging customers tend to <a href="https://www.youtube.com/watch?v=0FOH9E1pe9o">see it as a blessing</a>.

The reason emerging customers feel this way isn’t because they are fundamentally different from traditional customers; it’s because the industry changed to reach them in the first place. And if the changes have succeeded in reaching this new market, then – at least for me – the lessons learned are relevant for existing markets as well. Insurers will become consumer-centric, lest Amazon and Google do it for them. They will find ways to make money in the light – where customers who have 26 covers actually know that they are covered in the first place. User experience will eventually drive the insurance industry, just as it does everywhere else.

For me this is why, while the last decade has seen an explosion of micro insurance, the next decade may be when “micro” insurance becomes “macro.” On the one hand, emerging customers will continue becoming insured, as more and more commercial insurers see the <a href="https://microinsurancenetwork.org/groups/microinsurance-risk-protection-4-billion-people">size and potential of the market</a>. On the other hand, though, I’m making a bolder bet: that the emerging customer model will go mainstream.

It should be an exciting few years.

Insurance: from Micro to Macro

Sub-Saharan Africa

Inclusive insurance

Insurance

Blog Post

In celebration of its 10th anniversary, the Center for Financial Inclusion at Accion asked 10 leaders in the financial inclusion community to set out their agenda for Getting Inclusion Right. The resulting essays and webinar series creates a roadmap to take financial inclusion into the next decade.

For the first virtual event in the series, Garance Wattez-Richard, Head of AXA Emerging Customers and Elisabeth Rhyne, Managing Director of CFI discussed the topics of getting insurance right and getting inclusion right from the customer’s perspective.

Webinar: Getting Inclusion Right

CFI Research Fellows Program

Webinar

For the insurance industry, 2008 is more often reminiscent of the bailout of AIG than of new beginnings. However, 2008 also launched an unexpected wave of creative destruction. This essay series not only celebrates the 10-year work of the Center for Financial Inclusion, but also  several pioneers that strive to make insurance inclusive for all: the ILO’s Impact Insurance Facility, the Centre for Financial Regulation and Inclusion and the Microinsurance Network—all of which began a decade  ago.

As a more recent settler on the inclusive insurance planet – although almost three years have flown by – others may keep the flame, but I would like to offer a personal opinion on the past decade of innovation, and my perspectives into what more needs to happen to combine sustainable business and social impact for those who need insurance most.

Back in 2008, microfinance institutions predominantly distributed what was then called microinsurance. MFIs provided insurers with a readily available pool of clients for credit life insurance, which reimburses the outstanding loan amount in case of death or disability of the borrower.

This was the first era of inclusive insurance.

Ten Years Gone, Ten Years to Go: Taking Inclusive Insurance from Adolescence to Adulthood

Getting Inclusion Right

Crop Insurance

Health Insurance

Life Insurance

<em>This post is adapted from the recently-released publication “</em><a href="http://www.centerforfinancialinclusion.org/storage/Inclusive_Insurance_Final_2018.01.06.pdf"><em>Inclusive Insurance: Closing the Protection Gap for Emerging Customers</em></a><em>,” a joint-report from the Center for Financial Inclusion at Accion and the Institute of International Finance, in partnership with MetLife Foundation.</em>

New technologies are dramatically changing the landscape for insurance around the world and enabling insurers to reach new mass market segments. New data sources and analytical tools are changing risk models by enabling new ways to create, capture, and analyze valuable information that can help insurers better calculate and manage the risk associated with customers. Machine learning applied to satellite imagery is changing agricultural and disaster insurance, allowing for more sophisticated claims management, even facilitating pre-loss payments that can help minimize the cost of a disaster before it is full-blown. The expansion of identity solutions and onboarding options is lowering operations costs and enhancing convenience. These innovations are helping the global insurance industry transform from a passive risk-transmission industry into an active risk mitigation and advisory partner for individuals, businesses, and governments.

The use of mobile phones to deliver insurance is no longer a novelty, but there is tremendous scope for growth. Mobile phone penetration in emerging markets is now 80 percent, making mobile devices excellent distribution channels. Mobile phones are convenient for enrollment, transmitting premiums and paying claims. Mobile phones have also been helpful for customer service, policy management, consumer education, and other vital functions.

While mobile insurance products have already broken important new ground, there is a much broader array of more recent innovations paving the way for growth. The joint CFI-IIF report found providers using technology to solve both front-end and back-end challenges. Here are some of the ways providers are addressing customer and business needs through technology.
<h3>Instant Enrollment</h3>
In many countries, advances in identification systems have made it possible to enroll customers instantly. Garrance Wattez-Richard, Head of Emerging Markets at AXA, notes, “National ID is changing everything in China and in India.” In Colombia, Margarita Henao Cabrera reports that customers can enroll in DaviPlata’s insurance in seconds by entering their national IDs into their mobile phones. Richard Leftley, CEO of MicroEnsure, notes that even basic questions such as the customer’s name, age, and other demographics can create a barrier to enrollment, so enrolling customers based only on phone numbers eliminates those barriers. “We don’t know anything about them until they make a claim, not even their name or age,” says Leftley. Depending on the market, automated enrollment mechanisms include internet-based products in China and point-of-sale devices among retailers in Latin America.
<h3>Technology-Enabled Claims Verification and Payouts</h3>
<a href="https://centerforfinancialinclusionblog.files.wordpress.com/2018/01/daviplata.png"><img class="wp-image-24911 alignright" style="border: 0 solid #000000" src="https://centerforfinancialinclusionblog.files.wordpress.com/2018/01/daviplata.png" alt="" width="465" height="507" /></a>

Since paying claims fast builds trust and adds customer value, Allianz is experimenting with payments that do not require customers to submit a claim—for instance, if the distribution partner reports that a customer has been in an accident. Parametric or index insurance using data from weather satellites enables automatic payments for farmers. Claims payouts and management are even being enhanced by drones. Drones allow access to isolated and dangerous areas after disasters to collect aerial data and assess loss through cutting-edge imagery analytics. Munich Re has been experimenting with the technology and has partnered with U.S.-based drone company PrecisionHawk. The two companies worked together in the aftermath of the April 2016 earthquake in Ecuador.
<h3>Back-Office Systems</h3>
Modernizing back-office IT systems helps bring down administrative costs, making low-premium products cheaper to manage. When AXA acquired MicroEnsure, its first investment was to improve legacy IT infrastructure. LeapFrog Investments also prioritizes IT with its microinsurance investments. To further reduce transaction costs, some experiments use blockchain technology, such as Consuelo, offered by the Mexican-based mobile platform Saldo.mx, in this case to facilitate microinsurance for Mexican migrant workers in the United States. By providing a universal and tamper-proof record of transactions, blockchain technology could reduce human error, fraud, data duplication, processing delays, and opaqueness—ultimately increasing efficiency and lowering operational and administrative costs for the insurance industry. (Though at a very high energy cost.)
<h3>Using New Data to Reappraise Risks</h3>
Historically, there has not been enough data to feed actuarial analysis that can inform a relevant product at a fair and attractive price for newer and lower income market segments. However, data has now become available on people who have a national ID or mobile phone number. Data analytics can then be effective at identifying prospective customers and their behavior patterns. Salmaan Jaffery of DIFC Authority looks forward to using artificial intelligence and machine learning in product development and risk assessment. With new data tools, the sector will look at risk differently. As Jaffery explains, “It may become apparent, through the analysis of behavioral and social data, that lower-income people may not be any greater risk than those with higher income profiles.”

<em>For more on the uses of technology in inclusive insurance, including how it’s enabling integrated services for health insurance, read “</em><a href="http://www.centerforfinancialinclusion.org/storage/Inclusive_Insurance_Final_2018.01.06.pdf"><em>Inclusive Insurance: Closing the Protection Gap for Emerging Customers</em></a><em>.”</em>

<em>Image credit: Accion</em>

<strong>Have you read?</strong>

<a href="https://cfi-blog.org/2018/01/08/inclusive-insurance-closing-the-protection-gap-for-emerging-customers/">Inclusive Insurance: Closing the Protection Gap for Emerging Customers</a>

<a href="https://cfi-blog.org/2017/04/13/making-microinsurance-work-in-bangladesh-three-takeaways/">Making Microinsurance Work in Bangladesh: Three Takeaways</a>

<a href="https://cfi-blog.org/2014/10/06/bundling-mhealth-info-and-microinsurance-to-improve-health-outcomes-in-kenya/">Bundling mHealth Info and Microinsurance to Improve Health Outcomes in Kenya</a>

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How Technology Is Propelling Inclusive Insurance

MetLife Foundation

Innovation Spotlight

Agricultural and Rural Finance

Credit

Financial Technology

Insurance Companies

Insurtech

We use the term “inclusive  insurance” to encompass many different approaches to reaching the unserved,  underserved, vulnerable, or low-income populations in emerging markets with appropriate and affordable insurance products. These range from microinsurance for people with very little disposable income to new  products and  services for an emerging middle class around the globe who have not been served by traditional  insurance. Based on insights from written submissions and in-depth interviews with 30 people across 22 institutions, this report invites us to re-think the concept of insurance and its fundamental role in society.
<h2>Major Findings</h2>
In  the  broadest  terms,  the  challenges  of  providing  insurance  to  lower-income  population segments are similar to those of providing mainstream insurance: identifying, understanding, and connecting with customers; providing relevant products; and carrying out the administrative work of collecting premiums and paying claims. For customers at the base of the economic pyramid, the small incomes from which premiums must come require insurers to solve these challenges in highly cost-efficient ways. Adding to the intensive cost pressure, several factors amplify the challenge of connecting with these customers: their remote locations, lower education levels, and lack of experience with formal institutions.

Strategies for effectively serving this target market include:
<ul>
 	<li>Simplifying products so they are easy to understand, easy to enroll in, and easy to claim against. For institutions, such simple products engender trust and are lower cost to provide.</li>
 	<li>Finding new distribution channels and aggregators-from telcos to farmer cooperatives to banks—to identify and connect with low-income customers.</li>
 	<li>Leveraging digital channels and new “insurtech” (insurance technology) innovations to connect with, and serve, low-income customers.</li>
 	<li>Implementing new business models and products to provide and administer the risk mitigation solutions at scale that meet low-income customers’ needs.</li>
</ul>
This report is part of a two-year initiative, <a href="http://www.centerforfinancialinclusion.org/programs-a-projects/mainstreaming-financial-inclusion">Mainstreaming Financial Inclusion: Best Practices</a>, to help advance efforts of financial institutions to reach customers at the base of the economic pyramid. This report was completed in partnership with the <a href="http://www.iif.org">Institute of International Finance</a>, and made possible with support from <a href="https://www.metlife.com/about/corporate-responsibility/metlife-foundation/index.html">MetLife Foundation</a>.

&nbsp;

&nbsp;

&nbsp;

Inclusive Insurance: Closing the Protection Gap for Emerging Customers

Institute of International Finance

Mainstreaming Financial Inclusion: Best Practices

East Asia and Pacific

Latin America and The Caribbean

South Asia

Report

Amee Parbhoo

Coryell Stout

Michael Schlein

Vikas Raj

Kenya

South Africa

Digital Financial Services

Fintechs

Human Centered Design

Human Touch

Refugees and Migrants

Resilience

Smallholder Farmers

Trends

Article

Podcast

The majority of Kenyans have mobile money accounts; their activity demonstrates digital financial services’ potential. Accion helps Kenyan innovators harness emerging technologies to create new financial services.

South Africa is a global hub for fintech innovation. Accion supports and advises South African innovators using technology to help entrepreneurs expand their businesses and families protect their homes around the world.

Fintech companies are, of course, technology-driven. The word “tech” is part of their name, after all! And yet, even fintechs usually include elements of human touch in their business models. For example, sales agents may help contact and enroll new customers, or support staffers may be available to help troubleshoot when problems arise.

In our recent paper, <a href="https://www.accion.org/the-tech-touch-balance/">“The Tech Touch Balance: How the Best Fintech Startups Integrate Digital and Human Interaction to Accelerate Financial Inclusion,”</a> we showcase several fintech startups in the Accion Venture Lab portfolio that are finding an optimal balance between tech and human interactions, making their offerings accessible, affordable, and attractive to their target customers. Two are located in Africa: Apollo Agriculture, and Lumkani.

Both companies are innovative in that they offer services that have not previously existed in the market. <strong><a href="https://apolloagriculture.com/">Apollo</a></strong>, based in Kenya, provides high-quality seeds and fertilizers for smallholder farmers. Apollo also provides guidance and information to the farmers so they can improve input yield and better respond to storms or droughts. The second Africa-based company profiled, <strong><a href="https://lumkani.com/">Lumkani</a></strong>, sells fire insurance to residents of informal settlements in South Africa. The insurance package includes an alarm that can detect a fire and then trigger an alert to residents and neighbors, so they have a chance to seek safety. And if a home does catch fire, the insurance payout helps policyholders replace damaged property. Since both Apollo and Lumkani offer products and services that customers are less familiar with, human interaction helps drive adoption and overall retention.

[caption id="attachment_17740" align="alignleft" width="500"]<img class="wp-image-17740" src="https://content.accion.org/wp-content/uploads/2019/02/Kenya_Nakuru_0034-1-1-1024x684.jpg" alt="Apollo agents in Nakuru, Kenya" width="500" height="334" /> <em>Apollo Agriculture balances its high-tech model with field agents to serve smallholder farmers in Kenya.</em>[/caption]

Apollo’s clients, smallholder farmers, are among the world’s most financially underserved populations. They also tend to be less digitally savvy, and many have had negative experiences with financial institutions in the past. At the same time, they are very interested in receiving help to boost their yields and incomes, so Apollo’s model is attractive.

Apollo primarily relies on tech to determine the creditworthiness of its customers: it employs a highly sophisticated, tech-driven underwriting process that leverages data collected from satellite imagery and the farmers themselves. All of Apollo’s loans are repaid through mobile money and require no human touch, which is convenient for farmers in remote, rural areas. Apollo also uses SMS to communicate with farmers for matters ranging from payment reminders to weather alerts.

On the other hand, Apollo field agents are an essential part of the customer journey, especially in the early stages, as they visit potential clients and answer questions. Agents are also available to go in person to handle challenges that can’t be managed through SMS. Call centers and automated Interactive Voice Response (IVR) systems are also part of Apollo’s tech-touch continuum.

In South Africa, mobile money systems are much less available than they are in Kenya, so they are not a good option for Lumkani clients to use to manage policy payments and payouts. Additionally, people in the informal settlements where Lumkani provides its services tend to be limited in both financial literacy and experience with technology, so they need information on what the insurance product is and how it works.

So Lumkani relies on agents — many of whom live in the same settlements — to do face-to-face sales pitches and enrollments. The agents, however, carry smartphones with an app for setting up the new accounts. Agents also collect cash payments in person but send SMS reminders to keep clients up to date. The fire detectors not only sound an alarm to warn people in the home when they sense heat nearby but also report back to Lumkani so that SMS alerts can be sent throughout the community. The company can then follow up with clients, both electronically and in person, to see if any fire damage occurred, and to begin the claims process if so. In combining tech and touch, Lumkani earns the trust of its clients while making the signup and payout processes faster and less expensive than many traditional insurance models.

For more examples of how fintech startups balance tech and touch as they develop their offerings, and general advice on these issues, read the full paper <u><a href="https://www.accion.org/the-tech-touch-balance">here</a></u>.

Two African startups where inclusive fintech comes with a human touch

Apollo Agriculture

Lumkani

Mastercard Foundation

Financial Service Provider

Impact Investor

Accion Venture Lab

The tech touch balance

[embed]https://soundcloud.com/accioninternational/lumkani-and-using-fire-insurance-to-protect-families-in-south-africa/s-nZAYy[/embed]

“It’s a daily event in the country — there are people being displaced every single day,” David Gluckman, CEO and co-founder of <a href="https://lumkani.com/">Lumkani</a>, laments in our latest episode of VentureKast. Destructive fires are a regular, and potentially devastating, occurrence for the approximately 10 million South Africans that live in informal settlement communities. These townships are particularly susceptible to the threat of fires due to the use of flammable building materials, the ubiquity of open flame fires, limited space between dwellings, and a lack of road infrastructure for adequate emergency response.

On this episode of <a href="https://soundcloud.com/accioninternational">VentureKast</a>, the podcast about the most innovative and impactful inclusive fintech startups in the world, I sat down with David to discuss Lumkani, a Johannesburg-based startup that leverages proprietary hardware and a tech-enabled agent network to provide customers living in informal settlements within South Africa with insurance products that protect against loss of life, shelter, and assets in the case of a home fire.

Lumkani, which means ‘be careful’ in Xhosa, originally began as a hardware company, deploying its first fire detector in late 2014. Within the first 18 months, they were able to prove that their technology “in 73 percent of cases was able to reduce the spreading of fires [beyond] the first home.” But it was not enough just to alert the community and stop the spreading of fires. David explains, “as we went on the customer was demanding more from us: ‘you can detect the fire but what is the end result?’”

With that problem in mind, Lumkani, partnered with Hollard, a South African-based insurance company, to develop the world’s first hardware-enabled fire insurance specifically designed for informal settlements. To serve clients that had been ignored by traditional financial service providers previously, the company has created an efficient, engaging, and easy to manage experience for its low-income customers. David describes how they designed the customer journey, noting that “the more you commit yourself to being a learning and listening organization, your customer will tell you how to make your business successful because they’ll tell you what they need.”

Lumkani uses fire insurance to protect families in South Africa

Social Good

For people who struggle to get by, a financial shock is devastating. Without resources to recover, low-income consumers in emerging markets can have the course of their lives altered by one unfortunate event. Insurance can make a drastic difference for these populations. But serving these customers poses significant challenges for insurance companies — from cost-effectively reaching and educating consumers to accurately assessing and pricing risks to efficiently managing claims. <a href="https://www.accion.org/how-can-we-bring-insurance-to-those-who-need-it-most">Startups can play a critical role in solving those challenges</a> with products intended to address specific risks for underserved communities, new distribution channels to reach these populations, and new streams of data to more effectively assess and price risk.

Accion Venture Lab has been excited to make its first three investments in the insurtech space this year with investments in <a href="https://www.pula-advisors.com/">Pula Advisors</a>, operating across Africa, <a href="https://lumkani.com/">Lumkani</a> in South Africa, and <a href="https://toffeeinsurance.com/">Toffee Insurance</a> in India. These startups are doing exciting things across geographies and products — covering personal accident, health, property, life, and agriculture insurance.

Based on our recent investments and our ongoing exploration of new insurtech businesses around the world, we have identified four areas of inclusive insurance innovation that we’re particularly excited about.
<ol>
 	<li><strong>A tangible “hook” to attract customers: </strong>For the vast majority of low-income customers, insurance remains an intangible product with intangible benefits. Unlike credit, insurers ask customers to pay upfront for a product only to see the benefits days, months or years later — if ever. We’re seeing insurtech models now that, rather than relying on this traditional approach, are offering a solid hook to attract customers and provide immediate benefits in addition to the longer-term value of insurance. For example, <a href="https://www.accion.org/insurtech-fire-protection-south-africa">Lumkani provides South Africans living in informal settlements</a> with a unique bundle: insurance that protects against loss of life, shelter, and assets in the case of a fire, and an Internet of Things (IoT) heat detector that detects fires in and around homes. In addition to providing early warning, the heat detector, often proudly displayed in a home, reminds customers every day that their purchases are keeping their families safe and protected.</li>
 	<li><strong>Distribution models that build trust and that scale:</strong> In addition to defining a strong hook or value proposition to customers, traditional insurance models often struggle with reaching customers, educating them about the product’s benefits, and providing confidence in the overall experience. Selling insurance door-to-door is too costly for many microinsurance policies. We have seen insurtech businesses leverage existing distribution channels to piggyback on the trust of existing customer relationships. For example, Toffee in India works with retail channel partners to sell products that have a natural overlap with their insurance policies, such as commuters insurance paired with bicycle retailers. By ensuring sales channels are part of their target customers’ everyday lives, such as pharmacies where they plan to sell insurance, Toffee makes its offering accessible to a relevant customer base.</li>
 	<li><strong>Unique and compelling product design features: </strong>Another challenge traditional insurers face is designing relevant products for the underserved. Insurance products created for middle- or higher-income customers are not always relevant for the realities of a low-income customer who faces different circumstances and different risks from day to day. Insurtech companies can successfully understand what their customers need and reimagine how the product could be made relevant to their lives. For example, <a href="https://www.accion.org/changing-climate-technology-provides-agricultural-insurance-farmers">Pula uses cutting-edge technology</a> coupled with partnerships with seed, fertilizer, and credit providers to make agricultural insurance feasible for rural farmers. Customers read about Pula’s coverage on a sticker on the bag of seed or fertilizer they’re purchasing, and then they register their unique policy via their mobile phone. Pula has designed their free coverage in a way that’s relevant for farmers. Using satellite data, Pula can provide farmers with a new bag of seed while they are still in the planting season. Doing so gives farmers another chance at a harvest.</li>
 	<li><strong>Backend claims automation: </strong>Ultimately, the most important part of insurance is getting a claim paid. Claim processes in emerging markets are notoriously slow and unreliable. Often customers are unaware of how to process a claim, or insurers require onerous paperwork to submit one. Once received, it can take time — something many customers don’t have. Insurtech companies are leveraging technology to automate much of the claims process, relying on agents at the relevant points in the claims journey. For example, Toffee is developing a fully digital claims experience where customers can submit and track claims on their smartphone app. Pula relies on satellite and yield data to automate claims decisions, proactively letting customers know once they qualify for a payout. Lumkani’s heat detector informs the company of a possible fire and sends one of its agents within a day to investigate and support a customer through the claim.</li>
</ol>
We’re seeing incredible innovations in insurance, similar to what we saw in the lending space just a few years ago. From acquisition to underwriting to customer engagement, insurtech companies have a real opportunity to increase access and improve the quality of this critical financial service.

Four innovations making insurtech more inclusive

Pula

Toffee Insurance

The world’s poor live only one illness, drought, or flood away from disaster. The world’s most vulnerable people don’t have the basic financial tools needed to protect their families, homes, and livelihoods.

Both the need and the opportunity is enormous. The Center for Financial Inclusion at Accion (CFI) and the Institute of International Finance found that the estimated addressable market of uninsured people is <a href="https://www.linkedin.com/pulse/new-strategies-technologies-making-insurance-more-michael-schlein/?published=t">3.8 billion</a>.

Why are so many people left unprotected? It’s largely due to the high costs of designing, delivering, and administering insurance products. Creating these products and services for low-income customers can be lengthy, difficult, and expensive.

This is something we can, should, and must fix. And it’s why Accion is so committed to creating inclusive insurance that protects the world’s underserved people and businesses.

One of the ways that we’re helping extend coverage to more people is by <a href="https://www.accion.org/four-innovations-making-insurtech-more-inclusive/">investing in and supporting innovative insurance startups</a>. New technologies can fundamentally change the costs of providing policies to the underserved: <a href="https://www.mckinsey.com/industries/financial-services/our-insights/time-for-insurance-companies-to-face-digital-reality">McKinsey &amp; Company</a> estimates that automation can cut the costs of managing a claim by 30 percent.

At Accion, we provide new insurtech companies with the capital and support they need to expand: these resources help them integrate new technology far faster than legacy financial service providers. <a href="https://www.accion.org/how-we-work/invest/accion-venture-lab">Accion Venture Lab</a> made its first three insurtech investments this year. These three startups are using new technology to make insurance more inclusive:
<ul>
 	<li><a href="https://www.accion.org/insurtech-fire-protection-south-africa">Lumkani</a> uses an internet-connected heat detector to give South Africans living in informal settlements insurance that protects against loss of life, shelter, and assets in the case of a fire.</li>
 	<li><a href="https://www.accion.org/changing-climate-technology-provides-agricultural-insurance-farmers">Pula</a> bundles insurance with seed, fertilizer, and credit, using satellite data to see how a client’s farm is doing and providing them with agricultural advice via text messages.</li>
 	<li><a href="https://www.accion.org/toffee-insurance-closes-1-5-million-in-seed-funding">Toffee</a> works with retailers to sell insurance policies that cover relevant products — for instance, selling personal accident and bicycle damage insurance in addition to the bicycle itself.</li>
</ul>
In time, startups like these can scale to serve more people and businesses. Take AllLife, the first company in the world to provide insurance for people diagnosed with HIV/AIDS. It uses a proprietary, tech-driven model for continual operating and patient care that’s helped cut premiums by 40 percent if clients follow their treatment regimes. AllLife was launched in South Africa and has licensed its technology to <a href="https://www.accion.org/insurtech-leader-alllife-raises-funds-to-expand-coverage-to-people-living-with-diabetes-and-hiv">Royal London</a>, the U.K.’s largest mutual life, pensions, and investments company. By reducing back-office costs, AllLife’s underwriting innovations can change how insurance policies are created and administered, ultimately protecting more people.

And it’s not just fintech companies that are working to make insurance more inclusive. We’re working with several joint mobile network operator/insurance partnerships in In Sierra Leone, Tanzania, and Zambia, advising several organizations on how to better leverage data to design better mass market, micro-health, medical, personal, and business insurance.

Microfinance institutions are also working to protect their clients: we’re working with MFIs in Colombia, India, Mexico, Tanzania, Uganda, and elsewhere to design health, motor vehicle, fire, livestock, and funeral insurance.

In addition, we’re working to define some best practices about creating inclusive insurance. CFI continues to publish important <a href="https://www.centerforfinancialinclusion.org/the-radical-reinvention-of-inclusive-insurance">research on inclusive insurance</a>: providers need to find an appropriate balance of “tech and touch” to enroll customers, resolve issues, and make payments. Moreover, the products they design must be simple: customers love something they understand, and the easier it is to administer a product, the lower the costs are for the insurer. CFI has also identified the <a href="https://www.centerforfinancialinclusion.org/ten-years-gone-ten-years-to-go-taking-inclusive-insurance-from-adolescence-to-adulthood">bottlenecks that limit the spread of inclusive insurance</a>: regulators need to approve new products much quicker than they are and allow for a completely paperless process.

We’ll continue watching, supporting, and investing in insurtech to protect more underserved families and businesses.

How can we bring insurance to those who need it most?

AllLife