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Marketing in India, with its economic and social contrasts, is often likened to
dealing with several markets at the same time. The population of more than 1
billion differs enormously with 15 different languages, social customs and live
under varying states of economic development from the vastly affluent to the
destitute.
This paper describes the initiatives adopted by ING Vysya life insurance to
provide a distinctive and compelling brand experience to consumers. All this had
became possible by understanding behavior dynamics, need states, creating
rapid segmentation models and developing value-based offerings and services to
re design their own product life cycles.
BACKGROUND:
THE INSURANCE MARKET - THE LIFE OF THE PARTY
At the time ING VYSYA and other multinational insurance companies entered the
country, the Life Insurance Corporation (LIC) and The General insurance
Corporation (GIC) were forces to reckon with. With a large force of nearly 2,000
branches and 500,000 sales agents LIC seemed formidable with almost 190
million policies outstanding.
These Indian companies offered plain vanilla policies with no returns. The premia
was paid for 'protection', and insurance was usually purchased as a tax saving
tool. It was considered essentially a rite of passage for a male who had entered
the workforce - a veritable reassurance of self worth!
Despite the impressive statistics, insurance premia paid accounted for 2.3% of
the total GDP.
One was the fact that there was a substantial segment of the middle class
population that remained 'unbanked' (40%) and penetration of insurance was
only 13% of the total insurable population!
Besides this, economic growth at 6.5% and the 'demographic dividend' - 55% of
the population in the productive age group of 15 - 60 years were clear indications
for exponential growth.
Table 1
NCAER REPORT
Consumer classes
1996 % change
(Annual income in 2001 2007
millions (approx)
$)
The Rich
1.2 2.0 6.2 416%
($ 5k and above)
The Consuming
Class 32.5 54.6 90.9 179%
($ 1.5k - 5k )
The Climbers
54.1 71.6 74.1 37%
($ 0.75k - 1.5k)
The Aspirants
44 28.1 15.3 -65%
($ 0.375k - 0.750k)
The Destitute
33 23.4 12.8 -61%
(Less than 0.375k)
The expectations of the people have become more distilled as a result of the
growing incomes. The growth in incomes was to the tune of:
The other forces that fuelled a paradigm shift in the expectations and the world
view of consumers towards all products and services including insurance were:
These and similar factors went a long way in shaping expectations of consumers
by engendering cross category comparisons.
"The art of strategy is to foresee the inevitable and expedite its occurrence"
Charles Maurice Talleyrand
Within a year or two the interplay of market forces and the marketing efforts of
the players has resulted in a convergence of financial products which broke
traditional boundaries that existed between safety, liquidity and high return
products.
Therefore, the life insurance industry, in order to grow the market needed to
innovate insurance offerings, channels, take aggressive stances through tying up
with credible regional banks, re-craft the delivery channels and create interesting
bouquets of offerings to be injected at various inflection points in the product
lifecycle.
ING Vysya instituted a "Brand Experience Process" dubbed "Live the brand" to
understand and innovate their offerings.
This is a holistic approach that defines the environment in the competitive sphere
and understands the messages and experience the consumer is exposed to both
from within the product/service category as well as across categories. Market
Research has been at the core of all these processes. Innovations have also
been made in the product delivery pathways and the 're-invention of the role of
the advisor'. These lessons are being replicated in other emerging markets too
where ING has a presence.
The key highlight of these strategies has been to use customer equity as a
framework for generating value and equity (and not vice versa!)
Stage 1: Assimilation
Figure 1
Many consumers, especially the Sophisticates and the YoCos, had begun using
remote channels like the Internet and media/ toll free lines for data gathering and
comparison of insurance schemes.
At the end of this stage, it was evident that the market was capable of absorbing
several types of policies which would need to be carefully crafted and evolved
keeping the needs of each segment in mind.
Stage 2: Synthesis
Success factors: Focusing on customer equity as a driver to brand equity through rapid
need state analysis, concept generation ...
Figure 2
Table 2
ATTITUDE TO INSURANCE
High
Defensive Sophisticates Pension Neophytes
net
5 point scale buyers Savers
worth
(mean scores)
buyers
48% 18% 12% 6%
16%
Prefer to invest in
policies
3.88 4.3 3.6 4.0 4.0
recommended by
the advisors
Prefer
governmentbacked 2.88 4.5 3.5 4.0 3.5
funds
Prefer other assets 3.28 4.2 3.0 2.5 1.8
like gold
Want company
with variety of 3.98 3.4 4.3 3.0 4.5
flexible plans
Want returns on
the investment 4.08 3.5 4.0 3.8 4.0
with life cover
Want the company
to be proactive and
offer regular 4.78 3.8 4.8 4.0 3.4
updates and
suggestions
Success factors: Customer needs formed the basis of the product plans and various value
propositions were created and longitudinally re framed and evolved.
These policies were called Reassuring Life and were aimed at covering the
predictable /planned future needs as well as provide for unpredictable needs of
money.
These essentially comprised endowment as well as unit linked policies aimed at
the Neophyte and the Pension Savers segment.
These were focused savings plans which provided extra earning opportunities
through the reversionary bonuses which was a critical differentiator.
After the profile of consumers buying into these plans were seen, the plans were
made flexible after a period and linked to particular life stages - need states. Top
ups were allowed.
These were whole life and unit linked money back policies.
The Maximizing Life Policy was expected to increase the value of money in the
future. It was positioned as a policy that would generate a surplus for investment.
This was aimed across board, but was liked especially by the sophisticates as
well as the defensive buyers segment. In this policy a proportion of the money
would be paid back at regular intervals of 4, 8, 12 and 16 years.
Segmented Plans: Mutations of this Policy
For the Young Cosmopolitans, NeoPhytes and the Sophisticates, unit linked
policies were launched. Usually unit plans were launched internationally only
when the market was at a mature phase - however, in India the signals were very
positive for their launch.
The Freedom Plan enabled consumers to create wealth through regular and
relatively higher returns.
Every five years, a proportion (25%) of the amount accrued was paid up.
The Future Perfect Plan provided for maintenance of lifestyle after retirement in
the form of annuities after regular payouts in the interim.
There were opportunities of higher returns like mutual funds and with the risk
cover.
The critical differentiator of this plan is the complete flexibility and the attractive
amounts that it pays back at regular intervals.
These policies were called 'Fulfilling Life' and envisaged periodic returns to meet
monetary contingencies to create a good fund at retirement.
The differentiator of this policy was that it could be customized in combination
with three terms to meet a person’s responsibilities at different life stages.
Besides, the risk cover was available up to 85 years.
Some of these policies were innovatively aimed at the High Net Worth Segment
(Powering Life Plan) where the premium was high and the plan tenure only for a
short duration.
These policies are aimed at the Defensive Customers and the Pension Savers.
'Best years’ Retirement Plans offer a capital guarantee and complete flexibility on
payment options.
The critical differentiator that was developed was the minimum guaranteed
return. The returns announced on this plan this year is 8% (double the interest on
bank deposits).
Stage 4. Innovation and Customer Retention
The company has revolutionized transparency by organizing all the terms and
conditions behind the policy document so that consumers do not worry about
"fine print". This has created a feeling of trust among consumers.
A few of the innovations made were based on specific needs at certain life
stages. Consumers are often migrated to these newer policies.
This was a pioneering plan introduced as a method of planning for time based
expenditure to be incurred on children. The maturity benefit could be received as
a single lump sum payment or in three to five annual installments at specific
stages of the child.
The critical differentiator of this plan was that it provided money for the child’s
future with risk coverage of the parent as opposed to the parent receiving the
money in case of any eventuality!
"Market of One"
In order to ensure loyalty to the company, plans are afoot to 'catch them young'
and create customized plans at various stages and catering to their need states.
The Universal Life Plan is on the cards.
a. Value builder: Keeping in mind the desire of the Young Savvy customers,
the company website has a analyzer which follows a decision tree logic to
calculate the amount of investment required in various types of insurance
for specific returns at various life stages. This enables choice of the
policies as well as premium, etc. This has gained popularity among the
Neophytes and Hi Net Worth Buyers!
b. Tie-ups for reach and organic growth: To enable better reach especially in
the small towns, tie ups with banks have been established. In order to
penetrate the rural hinterland, ING Vysya has tied up with Madras
Fertilizers - a fertilizer company to offer insurance to farmers and rural
folk! This company has a high level of reach in this segment.
c. Value 'makeover' of the advisors: A different class of advisors - celebrity
stockbrokers, chartered analysts/accountants; financial consultants and
the like have been enlisted as "evangelists". They bring to the table a
meshing of consumer apprehensions /FAQ's and financial savvy. They are
able to make meaningful contributions in the customization of offerings.
CONCLUSIONS
Within a short span of four years the private players have not only grown the
category but also ratcheted up a modest market share of 13%! The private
players are estimated to achieve one-third of the market share by 2008.
Future Possibilities
As consumers become more savvy and demanding, the major players would now
have to start consolidating and assessing their core 'ticket to play' areas.
ING VYSYA has launched another study to understand future directions and
which of these core areas that it would need to concentrate on and develop in
future, namely:
• Wealth Management,
• Risk Coverage, or
• Financial Services.
The plans would largely be driven by the consumer preferences in the new
scenario.
REFERENCES
DATA SOURCES
NCAER Study. The Great Indian Middle Class.
Confederation of Indian Industry. Papers and reports 2003 /2004
Cases on Sociology. Oxford University Press. 2002
ARTICLES
Burroughs, James and Aric Rindfleisch. (2002). Materialism and well being - A
conflicting values perspective. Journal of Consumer Research.
Flur, Dorilska; Mendonca, Lenny and Patricia Nakache. (1997). Personal
Financial Services - A question of channels. McKinsey Quarterly, No 3.
McNamara, Paul; Weir, Janette and Alok Kshirsagar. (2001). A broadband future
for financial advise. McKinsey Quarterly.
Purushottaman, Roopa. (2003). Dreaming with BRICS. Goldman Sachs report.
Sen, Amartya. (1998). How India has fared.
THE AUTHORS