ccs sales ready messaging - insurance

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Sales Ready Messaging MaterialsCCS Phase 1

Insurance

October, 2009



Table of Contents

Industry Background

– Segment Composition

– Functions and Key Activities

– Common Performance Issues

– Summary of Goals

Sales Ready Messaging (SRM) Materials, by Function:

– Sales / Agents

– Marketing

– Underwriting

– Claims & Policy Administration – Finance

– BI / Reporting

– IT



Segment Composition – Financial Services

Banking Insurance

Financial Services

Securities & Investments

Provide fund administrationand back office services

Provide custody andsecurities lending

Asset Services

Provide payments, clearing,and settlement services

Payments & Transactions

Offer reinsurance to primaryinsurance carriers

Reinsurance

Offer consumer depositbanking and credit products

Provide commercial banking Provide full service banking

to private clients

Retail Banking

Offer consumer lending andmortgage products

Offer commercial credit andlending services

Credit & Lending

Sell and administer insurancepolicies for property andaccidental injury

Property & Casualty

Sell life insurance policies

Offer annuities products for investment and insurance

Life & Annuities

Sell and administer healthinsurance plans and policies

Health Insurance

Offer corporate finance andfinancial products to capitalmarkets

Offer trading and brokerageservices

Investment Banking

Manage mutual funds

Manage assets for privatecustomers, institutions, andhedge funds

Investment Management

Sector

Industry

Sub-Industry



Functions and Key Activities – Insurance

Note: Speci fic st ructure may vary by company

DistributionProcessingBack Office

Marketing

Corporate Marketing

Local Marketing

Business Planning

Producer Compensation

Sales

Captive Agents (direct)

Independent Agents

Institutional Sales

3rd Party Channels

Product Management

Product Planning & Design

Product Performance

Product Management

Underwriting

Risk & Exposure Management

Underwriting

Policy Administration

Policy Origination

Policy Administration

Finance

Planning

Reporting

Risk & Compliance

Compliance Investigation

Risk Management

Typical Insurance Carrier

Front Office

Claims

Claims Processing

Claims Investigation

Billing & Collections

Billing

Collections

Payments

Accounting

Claims Settlement

Fraud Management

Cash Management

Actuarial Control

Litigation Management

Salvaging

Service Level Management

CRM

Customer Analytics

Customer Relationships

Call Centers

Online Access / Self Service

Customer Service

Investment Management

Portfolio Management

Investment Performance

Reinsurance

Secondary Markets

Securities

Claims Adjustment

Human Resources

BI / Reporting

IT



Common Performance Issues – Insurance

Declining Sources of RevenueThe industry is several years into a soft marketwhere all types of insurance are more readilyavailable, and insurers are forced to competefor business on the basis of rates. Pricecompetition results in an overall decline in thegrowth of net written premiums and lower profits.

A significant portion of revenue has historicallycome from investment returns in products suchas mortgage-backed securities. The current

market has significantly impacted this revenuestream, with some insurance-held portfolioshaving suffered losses.

Fragmented Customer Base

The insurance industry is faced with anincreasingly fragmented customer base, witheach portion having distinctly differentpreferences and behaviors when it comes topicking their insurance “channel.” These

channel preferences change over time,introducing more complexity into operationsthan many insurers are accustomed to dealingwith.

Driving business innovation through IT is veryimportant. Strategic technology helps createdifferentiated products and identify newapproaches to delivering these services.

Increasing Payouts and CostsConsumers and businesses purchaseinsurance to compensate them in the event of a loss, and insurance companies have beenpaying out a lot lately to cover losses. Withnine major earthquakes worldwide; wildfiresacross the western US; floods, tornadoes, hail,and wind throughout the central plains states,insured catastrophe losses and resultingpayments reached $3.4 billion during the firstquarter of 2008.

Unforeseen Risk Factors

The Insurance industry‟s risk forecasters – theactuaries – statistically do little better thanbreakeven most of the time. Years when theindustry is hit hard by catastrophes likehurricanes or poor financial marketperformance likely mean poor profitability.

The industry must create the agility to quicklyadapt to changing market conditions:

Demographics Globalization Financial Markets Regulatory Compliance Catastrophes

Sources include Gartner, Forrester, and IDC



Summary of Goals – Insurance

Enable and incent agents to sell more of your products more profitably

Improve sales forecasting, tracking, and management Control / reduce operating costsSales

Segment and maximize profitable target markets

Create appealing and high-performing products aligned with buyer needs

Improve effectiveness and yield of campaigns and promotions

Marketing

Improve understanding of risk performance and profitability against models

Optimize policy approval decisions and risk classifications

More proactively discover risk concentrations in policy portfolio

Underwriting

Improve claims management and loss control

Optimize claims approval decisions to reduce „leakage‟

Improve ability to identify recoverable losses

Minimize claims processing costs and improve service levels

Claims

Better manage cash and working capital

Streamline planning, budgeting and financial reporting

Improve governance, operational risk management, and compliance

Finance

Optimize operational reporting processes

Improve usability and quality of dataBI / Reporting

Provide flexible analysis capabilities within an optimum IT environment

Implement & roll out new analysis capabilities – on time and within budget

Optimize IT management and control

IT



Sales Ready Messaging



Prospecting Phone Calls (BDR s)Process Flow Overview

INBOUND

= SRM

= STANDARD TRANSITON TEXT

= DELIVERABLE/ACTION ITEM

KEY

OUTBOUND



Sales



Phone Script

This is (insert your name) with QlikTech. You and I (select one: have or have not ) spoken before, but we’ve been working with insurance

companies such as Colonial, AON, and Zurich since 1993. One of the

primary concerns I’ve been hearing from other sales leaders in your

industry is their frustration with (insert issue(s) from list below).

Limited ability to identify cross-selling and up-selling opportunities in the field

Independent agents selling competitor’s products

Inaccurate forecasting and tracking, especially in independent

agent channels

Sales and operational costs being too high

We’ve been able to help our customers maximize the profitability of their

sales channels, and I’d like to explain to you how we did this by

discussing what we’ve learned from similar situations…

Industry: Insurance

Function: Sales



Menu of Goals / Success Story

Company: A life-insurance subsidiary of a global insurance carrier

Critical

Goals /

Issues:

The company sells its products through a network of over 7000 independent agents, and was struggling with how tobest support these agents and track their performance andprofitability. Agents wanted better information to improvecross-selling and up-selling effectiveness., and the ability totrack their own sales and commissions against goals.

The company knew that providing this capability would helpincrease loyalty and help agents sell their products vs. the

competition. The challenge was to design a solution simpleenough for a large untrained audience, yet flexible enoughto handle the diversity of questions from such a user base.

Capabilities: The company had recently purchased QlikView for internalanalysis, and decided to utilize it to provide the followingcapabilities :• Offer individual agents an up-to-date view of customers,

products, buying trends, and reenrollment opportunities,and allow them to uniquely explore and analyze

• Offer individual agents a graphical way to track and their own sales commissions against goals and incentives

• Allow regional and corporate sales managers to trackand analyze up-to-date sales and profitability for their territories against forecasts

• Dynamically calculate information without long delays toaccount for high transaction volumes

• Preserve information hierarchy and security

Results: The company‟s agents and business communityimmediately adopted the application, resulting in increasedsales and more accurate sales tracking and forecasting.

Menu of Goals

Enable and incent agents to sell moreof your products more profitably

Improve sales forecasting, tracking,and management

Control / reduce operating costs

If “yes” to any of the above proceed to Solution Development

And / Or

“Would this be one of your objectives?” “Are any of these objectives worth discussing now?”

Success Story

Industry: Insurance

Function: Sales

“You may be interested in…”



Solution Development Prompter ®

“How are you enabling and incenting agents

to sel l your products today ?”

“What solutions are you considering?”

Diagnostic Questions Usage Scenarios

Topic 1: Cross-selling and up-selling

How do your agents currently identify the most profitable target customers, withthe highest propensity to buy, and offer them the best products and services?

Do you have a mechanism for agents to uncover the best sales opportunities? Is this information distributed through reports? Are the reports static in nature? Does this limit the ability for your agents to find and take advantage of

opportunities in their customer base? How much in lost sales opportunities do you think you miss?

Event: When targeting your customer baseQuestion: Could you increase cross-selling and up-selling and incent agents

to sell more of your products if Player: Your agentsAction: Could graphically analyze a complete set of customer and product

data through an online application, and explore further as neededto narrow down to the best candidates for cross-sells and up-sells,based on current market situations and product promotions?

Topic 2: Products and promotions How do your agents become aware of new products and promotions? What information do you prepare and distribute to agents and customers? Do agents always have the most current information about products and

marketing programs? Do they ever request additional information? Are theredelays in them getting it?

Is there missed market opportunity as a result? What is the financial impact?

Event: When selling products and servicesQuestion: Could you increase sales and capture lost market opportunity if Player: Your agentsAction: Could access new product information, promotions, incentive

programs, and special offers through an online application, andcould explore their customer base and fit products and promotionsto the best prospects, through simple mouse clicks?

Topic 3: Agent incentives

How do your agents currently track their individual sales performance andprogress towards incentives?

Do you provide your agent community with information periodically on their sales and profitability performance? Is this information provided in reports? Are independent agents selling competitors products instead of yours? Is this

due to more enticing incentives or a better ability to track performance? How much lost sales result from agents selling competing products?

Event: When selling through independent agentsQuestion: Could you increase the percentage of your products sold if Player: Your agents

Action: Could analyze their up-to-date sales activity through an onlineapplication, to determine performance and track progress towardsincentives, by simply clicking on charts and graphs?

Topic 4: Information on the go

What options do agents have to get current information outside the office? What happens if sales opportunities arise and agents aren‟t at their computer? What is the impact of not being able to immediately prepare for unforeseen

customer situations or respond to the customer questions in the field? How much in sales opportunities have been lost?

Event: When selling products and servicesQuestion: Could you improve sales capability in unforeseen situations if Player: Your your agentsAction: Could perform ad-hoc analysis on customers, products,

promotions, and performance through a laptop or mobile device,with the same flexibility and power as if they were in the office?

Recap: “So your current situation is…” Confirm solution: “If you had (capabilities)… cou ld

you then (achieve goal)?”

Industry: Insurance

Function: Sales

Goal: Enable and incent agents to sell more of your products more profitably




“How do you go about building and tracking

your forecasts current ly? ”

“What solutions have you considered to

improve forecasting and tracking accuracy?”


Topic 1: Goal setting

What is your process for establishing sales goals and individual quotas? Are your decisions ever based on gut feel or anecdotal evidence? Has this led

to unrealistic goals being established? Do unrealistic goals (too high or low) cause salespeople to lose motivation? Does this result in lost sales? How much is being lost?

Event: When allocating sales goalsQuestion: Could you set more accurate goals and thus increase sales if Player: YouAction: Could analyze sales performance against forecasts across any

point in time, and by any dimension such as geography, customer segment, and line-of-business, through simple mouse clicks?

Topic 2: Agent performance

How do you currently track and manage agent performance? How long does ittake to become aware of poor performers? Can you measure performance in terms of both premium revenue and

profitability of policies sold? How much of your time is spent gathering and analyzing this information? How much money is lost in poor sales performance because of delayed

information or situations going unnoticed?

Event: When managing agent performance

Question: Could you more comprehensively and quickly identifyunderperforming agents and improve sales if Player: YouAction: Could analyze sales performance and profitability at the agent

level, compare actual sales against goals, benchmark againstpeers, and uncover underlying drivers such as prospect conversionor customer defection rates?

Topic 3: Tracking against forecasts How do you currently compare actual revenue to goals? Do you have the flexibility you need to analyze the business in a multitude of

ways depending on questions that typically arise?

Is this process manual in nature? How much time is spent compilinginformation and views of performance? Is this every delayed? What is the financial impact to the business if sales performance information is

delayed or limited? Are sales opportunities lost? How much?

Event: When managing salesQuestion: Could you more proactively track performance and improve sales

in key business areas if Player: You

Action: Were able to analyze actual sales data against forecasts from anytime period, for any dimensions that you determine through simplemouse clicks, to uncover achieving vs. non-achieving areas of thebusiness and measure those variances?

Topic 4: Adjustments to forecasts

What is your process for adjusting sales goals and forecasts periodically asneeded? What information do you rely on to re-allocate or re-forecast?

How do you go about compiling that data? How many data sources areneeded? Is the consolidation process manual? Is it time consuming?

Do information shortages result in less than optimal re-allocation of goals?Does this limit your ability to make up for sales shortages? By how much?

Event: When managing ongoing salesQuestion: Could you more accurately adjust forecasts and make up sales if Player: YouAction: Could use current data to not just analyze high-level trends, but

also drill into that data to determine root causes of discrepancies,and then test success probability of proposed actions?



Industry: Insurance

Function: Sales

Goal: Improve sales forecasting, tracking, andmanagement




“What cost control and reduction efforts are

currently in place? ”

“What solutions have you considered to

reduce operat ing co sts ?”


Topic 1: Controllable and non-controllable costs

What process do you use to determine your sales and operating costs? Do controllable costs make up a high percentage of your P&L? What reports are needed to analyze expenses and other controllable costs? How long does it take for expense anomalies and other key indicators to

become visible in reports? Do some of these go unnoticed? What is the increase in expenses and costs as a result?

Event: When managing sales costsQuestion: Would it help you more comprehensively discover and reduce

controllable expenses if Player: YouAction: Could analyze all expenses across any time frame by controllable

and non-controllable categories, in a single application, and couldisolate areas where spending was over tolerance, determineoutliers, and preempt non-necessary costs?

Topic 2: Employee productivity What reports and information do you use to track employee productivity and

efficiency? How long does it take for your to become aware of sub-optimal performers? Can you determine what external factors may be contributing to low (or high)

productivity? How much of your time is spent gathering and analyzing this information?

What is the associated cost?

Event: When managing sales staff Question: Could you identify underperforming employees and improve

employee efficiency if Player: YouAction: Could track productivity at the employee level through a graphical

application, comparing actual employee efficiency against goals,benchmarking against peers, and analyzing key indicators touncover underlying factors that drive productivity?



Industry: Insurance

Function: Sales

Goal: Control and reduce sales costs



Marketing



Phone Script



primary concerns I’ve been hearing from other marketing leaders in your


Limited ability to identify the right target segments in themarketplace

Products that incur losses and are not directly tied to customer

demand

Poor performing campaigns and promotions that do not

generate profitable business

We’ve been able to help our customers maximize the profitability of their

marketing activities, and I’d like to explain to you how we did this by


Industry: Insurance

Function: Marketing




Company: The insurance arm of a major international financial group

Critical

Goals /

Issues:

In order to acquire and retain customers in what wasbecoming a fiercely competitive market, the companysought to change its approach to marketing to be customer-focused instead of business-line focused. The marketinggroup sought to better utilize customer data to identifyopportunities for up-selling and cross-selling promotionsand campaigns across business lines.

The company had a massive volume of customer data, but

couldn‟t provide the right answers at the right times for the200+ marketing and sales users that needed information.Not only did the company have to consolidate customer and portfolio data from a multitude of sources, they had tomake it easily accessible and actionable so users couldshare complete customer profiles across the company.

Capabilities: The firm selected QlikView to provide the followingcapabilities:• Unify a large volume of customer data from across the

organization‟s businesses into a single view • Allow graphical exploration and analysis of customers

and their complete portfolios to identify opportunities for

cross-sell and up-sell campaigns• Create lists of optimal targets for campaigns andpromotions across business lines.

Results: The company was able to Increase revenue and walletshare from expansion of customer portfolios, while at thesame time reducing the average time spent per user oncustomer analysis (for 200+ users) by 5 hours per week.

Menu of Goals

Segment and maximize profitabletarget markets

Create appealing and high-performingproducts aligned with buyer needs

Improve effectiveness and yield of

campaigns and promotions


And / Or


Success Story

Industry: Insurance

Function: Marketing





“What are you d oing today to maximize market

potential?”



Topic 1: Existing customer wallet share

How do you currently segment your existing customer base? Do you analyze existing customer and sales data to uncover buying priorities

and determine the best targeting strategy? How do you currently gather and analyze this information? Is the process

manual? Do you rely on reports with a predefined number of limited views? Are opportunities being missed to expand wallet share as a result of not fully

capitalizing on characteristics of buyers? What‟s the financial impact?

Event: When segmenting existing customersQuestion: Could you increase effectiveness of segmentation, increase cross-

selling, and improve customer wallet share if Player: YouAction: Could perform unrestricted slicing and dicing of a complete set of

current and historical customer and sales information, and analyzebuyer characteristics and trends, asking follow-up questions anddrilling deeper as needed, by simply clicking on charts and tables?

Topic 2: New customer acquisition How do you currently analyze and segment the market of potential buyers? What sources of data do you utilize today around customer needs and trends? Are there sources of research you would like but cannot currently access? What is the level of effort required to utilize existing data sources or add new

ones? Is the process manual? Are spreadsheets or reports used? Are you missing opportunities to capture new customers and increase sales as

a result of not optimally using market data? What‟s the financial impact?

Event: When segmenting the marketplaceQuestion: Would it help acquire new customers and increase sales if

Player: YouAction: Could click on a series of interactive charts and graphs, to analyze

market data, discover trends and forecasts, and combine thisinformation with existing market segmentations, to refine and takeadvantage of the total market opportunity?

Topic 3: Customer retention

What is your current process for ensuring customer retention? Do you currently analyze customer information to determine defection drivers? Do you proactively identify segments with a high likelihood of defection? What data do you use for this? Do you rely on reports or spreadsheets? Are you missing opportunities to retain customers as a result of not fully

identifying defection drivers? What is the financial impact?

Event: When segmenting existing customersQuestion: Would it help increase customer retention if Player: YouAction: Could graphically analyze a complete set of current and past

customers, as well as sales, pricing, and market data, to ask aseries of investigatory questions, uncover trends in customer defection, and apply these findings to prevent future defection?

Topic 4: Competitive action

How do address competitive activity in the market? Do competitive actions around pricing or promotion ever affect performance? Do you gather information that alerts you to this type of activity? Do you

sometimes go unaware of competitive action? Does this result in lost sales? What is the financial impact?

Event: When competing in the marketplaceQuestion: Could you improve competitive response and market share if Player: YouAction: Could access competitive marketing, pricing, and promotional

information from a number of market sources, and integrate thatinformation in a single graphical application with your internal data,to better plan and respond to competition?


Industry: Insurance

Function: Marketing

Goal: Segment and maximize profitable targetmarkets




“What are you do ing today to op t imize

products?”



Topic 1: Product profitability

How do you understand performance and loss ratios by product today? Is your analysis limited to high-level information? Do you have the ability to drill

into trends and patterns to find underlying drivers that affect performance? Is this information supplied in reports? Is it compiled manually? How frequently do you receive the information? Is information ever outdated? Have delays or limited views of product profitability affected decisions about

what to focus on in the market? Has this affected margins? By how much?

Event: When reviewing the relationship between customer demand andproduct / service performance

Question: Could demand be better met if Player: Your product marketing teamAction: Could graphically match up-to-date product sales performance with

current inventory levels to better align to customer demand, or tocreate new demand based upon available product offerings?

Topic 2: Risk and customer based pricing How do determine your pricing strategy? Do you manage complex models for

pricing based on risk profiles? Do you consider customer demand in pricing products? Are your products

priced to maximize margin opportunity in the market? Do you think there‟s untapped potential being left in the market? How much do

you think you are losing?

Event: When determining pricing strategyQuestion: Would it help to maximize margins and profitability if

Player: Your product marketing teamAction: Could visualize graphically the performance of products relative to

customer demand and risk profiles, and test what-if scenarios toadjust price for maximum market potential?

Topic 3: Product mix

What is your process for managing your product mix? Do you rationalize your product portfolio around current trends in the market? Do you ever have to innovate or adjust offerings to meet demand? Have you ever introduced new products that did not perform well or

discontinued products that were performing well? Was this due to a lack of available or timely enough market or customer information?

What was the impact on profitability?

Event: When determining pricing strategyQuestion: Would it help to maximize margins and profitability if Player: Your product marketing teamAction: Could visualize in a graphical portal the performance of products

relative to customer demand and cost of development, and testwhat-if scenarios, to set price to maximum market potential

Topic 4: Competing products

How do address new product offerings from competitors? Have new products from competitors ever affected performance? Do you gather information that alerts you to new products, changes in product

characteristics, or price changes from competitors? Do you sometimes go unaware of competitive action? Does this result in lost sales? What is the financial impact?

Event: When competing in the marketplaceQuestion: Could you improve competitive response and market share if Player: YouAction: Could access competitive product and pricing information from a

number of market sources, and integrate that information in asingle graphical application with your internal data, to better planand respond to competition?


Industry: Insurance

Function: Marketing

Goal: Create appealing and high-performingproducts aligned with buyer needs




“What are you doing today to improve

campaign effectiveness?”



Topic 1: Quantity of leads

How do you select targets for campaigns and promotions today? Does your targeting process always yield the most qualified customers and prospects?

How many customers do you target per campaign on average? How manycampaigns do you run per year?

Do you think that you‟re missing opportunities by not targeting optimalcandidates? What % of leads or sales do you think you‟re missing?

Event: When designing marketing campaigns and promotionsQuestion: Would it help you increase campaign yield if Player: YouAction: Could access and select any customer segment, branch, or region,

and analyze propensity to buy products, through the use of graphical charts and reports, to identify the best targets for campaigns or promotions?

Topic 2: Quality of leads How do you design campaigns and promotions today? Do you analyze customer demand, product profitability, and market factors? Do you always make the best offers to the best prospects at the right times? How do you go about linking information together to use for campaign design?

Is the process manual? Are you limited to pre-defined reports? Do you think that the quality of leads is sub-optimal as a result? How does this

impact profitability of sales? Does this increase risk?

Event: When designing marketing campaigns and promotionsQuestion: Would it help you increase profitability of leads if

Player: YouAction: Could graphically analyze customer demand, product profitability,

and market data in a unified view, and explore this information toidentify the most profitable opportunities in the market, to designoptimal campaigns and promotions?

Topic 3: Multi-channel integration

Which channels do you currently sell and market through? Do you understand how channels are performing? Do you promote products across channels in a coordinated fashion today? Are you best enabled to maximize selling potential of every customer touch? How many times do you touch a customer on average per year? Are there

missed sales opportunities? How much do you lose?

Event: When interacting with customers through multiple channelsQuestion: Could you increase sales and profitability if Player: YouAction: Could analyze channel performance on a per-product basis, in

conjunction with a 360 degree view of customers, to identify whichproducts should be promoted to what customers through whatchannels and maximize the potential of every interaction?

Topic 4: Local and regional marketing

Do your local agencies, regions, or business lines run their own promotions? Do they have access to customer and product information to design the right

campaigns and target the right prospects? Is this information provided in static reports? Does this hinder individual

regions from answering their unique questions? Does this limit ability to capitalize on local opportunities? How much is lost?

Event: When marketing at the local levelQuestion: Could you increase marketing yield and profitability if Player: Your regional marketing teamsAction: Could access customer and product information through a

graphical application, and could answer their unique andunpredictable questions, specific to their local situation, through

just a few mouse clicks?



Industry: Insurance

Function: Marketing

Goal: Improve effectiveness and yield of campaigns and promotions



Underwriting



Phone Script



primary concerns I’ve been hearing from other underwriting executives

in your industry is their frustration with (insert issue(s) from list below).

Lack of understanding of how policies are performing relativeto risk models and forecasts

Poor policy decisions that result in too many losses

Unacceptable risk exposures and concentrations in your

policy portfolio

We’ve been able to help our customers increase the profitability of their

underwriting activities, and I’d like to explain to you how we did this by


Industry: Insurance

Function: Underwriting




Company: A major international property and casualty, life insurance,and investments company

Critical

Goals /

Issues:

The company‟s underwriters lacked the ability to analyzepast performance and factor it into their decisions oncomplex corporate policies. This was driving increased lossratios and reduced overall profitability in the corporatebusiness.

A massive volume of customer. policy, claims, and lossinformation existed in multiple systems, databases, and

spreadsheets. making it difficult to for underwriters to getthe meaningful insights they needed to make optimaldecisions and minimize risk. The company‟s reporting wasoverwhelmed with requests for information.

Capabilities: The company decided to utilize QlikView to provide thefollowing capabilities:• Link together insurance systems to offer a unified view of

written premiums, customers, claims, and losses• Allow fast and flexible exploration and analysis by

customer, type of damage, product, and country• Deploy across multiple divisions of the company• Better assess risks and business potential of insurance

solutions

Results: The company was able to provide uniform, valid, andreliable information to empower underwriters to make faster and more informed decisions, while at the same timereduce the workload of their reporting group by over 90%

Menu of Goals

Improve understanding of riskperformance and profitability againstmodels

Optimize policy approval decisions andrisk classifications

More proactively discover riskconcentrations in policy portfolio


And / Or


Success Story

Industry: Insurance






“What are you doing today to improve

understanding of risk performance?”



Topic 1: Losses and loss ratios

How do your underwriters evaluate policy losses now? Can they get the views they need of current and historical loss ratios? How do they go about compiling this data? Is this currently a manual process?

Is the information and analysis accurate and timely? Have you incurred extra risk and thus losses as a result of lack of timely and

accurate information? How much?

Event: When seeking to understand performanceQuestion: Could you reduce risk, losses, and manual data gathering if Player: Your underwritersAction: Could graphically view and investigate an up-to-date, consolidated,

and accurate set of customer, policy, claims, and loss ratioinformation, in an ad-hoc fashion, through a series of mouseclicks?

Topic 2: Risk performance against predictions What process do you use to determine how well policy decisions and risk

forecasts are performing at any moment? Can you get the views you need of current and historical loss performance? Is this currently done through a manual process? How much time is spent

gathering this data? Is the information delayed? What are the costs of manual data consolidation and risk impacts of delay?

Event: When managing risk performanceQuestion: Would it help you improve performance against targets and better

measure the accuracy of forecasts if Player: YouAction: Could graphically analyze an up-to-date set of actual loss and

profitability information, and directly compare this information topredictions, through a series of mouse clicks?

Topic 3: Focus on profitable business segments

Do you have the ability to identify which customer segment and productcombinations perform the best, both in the current period and historically?

Do you rely on static reports or manual analyses to do this currently? Howmuch time is spent performing this analysis? Is the information delayed?

How much do you feel you are incurring in additional losses by not factoringsegment specific performance into underwriting decisions?

Event: When looking to understand business segment performanceQuestion: Would it help you increase the focus of your underwriters on

profitable business segments if Player: YouAction: Could utilize a flexible, graphical system to explore up-to-date

performance data by a number of business dimensions in order todetermine which segments are performing the best?

Topic 4: Refinement of risk categories and models

What is the current process for adjusting risk categories and models? What information do you rely on to determine what adjustments to make? Can you accurately determine the loss performance impacts of potential

changes to claims volume or premium revenue? Has this resulted in missed opportunities for performance improvements? What has been the increased risk and associated financial impact?

Event: When trying to predict risk and profitabilityQuestion: Could you refine and improve the accuracy of risk categories and

models if Player: YouAction: Could analyze an up-to-date set of loss-ratio information and

perform „what-if‟ analysis to quickly assess the potential impacts of

changes to claims volume or premium revenue?

Recap: “So your current situation is…” Confirm solution: “If you had (capabilities)… cou ld you then (achieve goal)?”

Industry: Insurance


Goal: Improve understanding of riskperformance against models

I d t I




“What are you do ing today to opt imize pol icy

approval and pricing decisions?”



Topic 1: Risk classification of applicants

How do you currently classify applicants? Is it an automated process to applyclassifications to individual applications? Are there exceptions?

Do your underwriters have access to complete customer and claims historyinformation when classifying, pricing, and approving policy applications?

Are classification and approval decisions less than optimal as a result? By how much does this increase risk and associated losses?

Event: When evaluating policy applicationsQuestion: Would it help you improve the risk classification of applicants and

reduce losses if Player: Your underwritersAction: Had immediate access to a complete set of customer, policy, and

claims history information, and the ability to interactively analyzeand explore the information as they need?

Topic 2: Comparisons to similar policies How do you handle corporate or complex policy applications? Is there an

extensive underwriting process involved? Do you use existing similar policies and their associated performance

information for benchmarking? Do your underwriters always find the best existing policies for this purpose? What is has been the impact on risk and losses due to not fully leveraging the

right historical information?

Event: When evaluating complex policy applicationsQuestion: Could you reduce risk and optimize pricing if

Player: Your underwritersAction: Were able to narrow down to and graphically analyze the best

policies to benchmark against, including their associated claimsand performance history, through a series mouse clicks?

Topic 3: Price optimization based on risk and profitability targets

How do you determine the best rates and terms for policy applications? Is this a standardized process all the time or is there discretion involved? Does this depend upon the type of policy or product involved? Are prices typically optimized to account for risk and maximize profitability? How much margin has been lost due to sub-optimal pricing decisions?

Event: When determining pricing for policiesQuestion: Would it help you optimize pricing to increase margins if Player: Your underwritersAction: Could analyze a complete customer profile, including customer

attributes, claims, and comparable policy performance, inconjunction with profitability objectives, through simply clicking oncharts and graphs?

Topic 4: Price refinement based on competition and value to customer

What is your process for factoring competitor products and buyer demand intothe pricing process?

Is this a manual process for gathering market data? Is the customer demandand competitor information complete, timely, and ac curate?

Are you losing market share as a result of not pricing competitively or adaptingto trends in customer needs? How much market share has been lost?

Event: When considering customer demand and competitor productsQuestion: Could you optimize pricing, increase sales, and reduce manual

data gathering if Player: Your underwritersAction: Were able to graphically explore a complete set of market data,

including customer demand and competitor product information,and compare this information to current pricing?



Industry: Insurance


Goal: Optimize policy approval decisions andrisk classifications

I d t I




“What are you doing today to manage

exposure in your policy portfolio?”



Topic 1: Risk concentrations in policy portfolio

What is your process for identifying and managing risk exposureconcentrations in your policy portfolio?

Do you rely on reports or pre-defined tolerance levels or thresholds? Can you quickly and proactively uncover new concentrations in respond to

unforeseen market events? Do you suffer losses as a result of lack of identification of hidden exposure

concentrations? What do these losses amount to?

Event: When managing exposures in your policy portfolioQuestion: Could you more effectively uncover hidden risk concentrations if Player: YouAction: Had the ability to perform unrestricted ad-hoc slicing and dicing of

your policy portfolio to identify exposure concentrations, receivingcustomized graphical views at each step in the process, through

just a series of mouse clicks?

Topic 2: Policy portfolio diversification What is your process for diversifying products, geographies, and customers in

your policy portfolio? Do you feel confident that risk is adequately allocated across dimensions? Do you ever encounter new circumstances requiring immediate visibility and

proactive steps to rebalance risk? Can you respond quickly to these? What has been the impact in terms of losses of being over-exposed?

Event: When seeking to minimize portfolio riskQuestion: Would it help you improve diversification of exposure and reduce

risk if Player: YouAction: Could graphically analyze product mix, geographic concentration,

and customer demographics in an ad-hoc and unrestricted fashion,and take next steps to drill deeper as needed?

Topic 3: Exposure to potential catastrophes (plausible emergency)

What steps do you take to make sure you are protected against possiblenatural disaster and catastrophe scenarios?

How do you currently assess exposure to and plan for these situations? Can you quickly and accurately identify what you stand to lose in an

unforeseen disaster scenario? Have you seen losses as a result of less than adequate planning? How much?

Event: When planning for catastrophesQuestion: Would it help you act more proactively and reduce losses in the

event of a disaster if Player: YouAction: Could immediately ask any question driven by unpredictable

scenarios, assessing exposure and determining extent of potentiallosses, based on a complete and up-to-date set of policy data?

Topic 4: Market intelligence and prediction

Do you have a process for predicting market events and catastrophes? What market data do you use as part of this process? Do you feel like you take full advantage of market information to predict losses

in your portfolio? Can you determine the severity of these losses? How much have you lost as a result of not fully utilizing market data?

Event: When predicting market eventsQuestion: Could you more accurately forecast potential losses if Player: YouAction: Had the ability to investigate and analyze market data alongside

your policy portfolio to uncover key exposure concentrations,through charts and graphs that highlight trends and key indicators?



Industry: Insurance


Goal: More proactively discover riskconcentrations in policy portfolio



Claims

Industry: Insurance



Phone Script



primary concerns I’ve been hearing from other claims executives in your


Claims ‘leakage’ and unnecessary payments resulting inlosses

Inability to identify recoverable losses for reinsurance or

subrogation

Claims processing costs being too high and service levels

being sub-par

We’ve been able to help our customers increase the effectiveness and

profitability of their claims activities, and I’d like to explain to you how we

did this by discussing what we’ve learned from similar situations…

Industry: Insurance

Function: Claims

Industry: Insurance




Company: A large health insurance firm

Critical

Goals /

Issues:

As a healthcare company, the firm processes enormousamounts of data, mostly driven by codes for test andprocedure descriptions, diagnoses, provider ID‟s and more.

The company was challenged in understanding claimsactivity and performance, and making this informationimmediately available and usable to control losses andsupport representatives working with physicians, hospitals,pharmacies and other providers.

The company had over 140M rows of data in a datawarehouse, as well as multiple other sources such asprocessing systems and spreadsheets, making it difficult tomanage claims performance holistically while at the sametime improve customer service through providing individualclaims details.

Capabilities: The company selected QlikView to provide the followingcapabilities:• Provide instant access to claims information and

performance for claims and risk decision support• Enable representatives working with physicians,

hospitals, pharmacies and other healthcare providers toask ad-hoc questions and get immediate answers to

support employee and customer inquiries• Provide management with advanced visualizations of

trends, patterns, and performance, and allow unrestrictedslicing and dicing down to the claims level

Results: The firm has dramatically improved customer service,streamlined communication with care providers, improvedclaims processing, and enhanced competitive advantage,realizing ROI within the first month of use and totalingapproximately 1.2M in 4 years.

Menu of Goals

Improve claims management and losscontrol

Optimize claims approval decisions toreduce „leakage‟

Improve ability to identify recoverable

losses Minimize claims processing costs and

improve service levels


And / Or


Success Story

Industry: Insurance

Function: Claims


Industry: Insurance




“What are you doing today to improve cla ims

management and control losses?”



Topic 1: Current claims activity

What is your process for monitoring current claims activity? Do you have the ability to spot emerging trends and patterns on a daily /

weekly / monthly basis? How do you currently investigate anomalies to uncover the underlying drivers? Are your reacting too slowly to emerging trends in claims activity? Is this

producing increased losses? How much?

Event: When monitoring current claims activityQuestion: Would it help you better prepare for market events and reduce

losses if Player: YouAction: Could graphically analyze a consolidated and up-to-date set of

claims information, by product, region, age band, and individualpolicy, to uncover emerging trends and patterns?

Topic 2: Historical claims volume and impact How do you currently analyze historical claims volume and losses? Can you get the variety of views you need of the information? Are there new

views that you need on a regular basis? Is this analysis currently done through a manual process? Are reports

generated? How much time is spent gathering this data? Is the information delayed? What are the costs of delay to business decisions?

Event: When analyzing historical claimsQuestion: Would it help you minimize manual effort and improve time to value

of historical information and analyses if Player: YouAction: Had access to a complete set of customer, policy, and claims

information, and could slice and dice this information in a unlimitedmanner, to improve insight from historical performance?

Topic 3: Claims forecasting

How do you currently forecast claims volumes and amounts? Do you compare actual claims and losses to predictions? Do you refine your

predictions based on these comparisons? Can you accurately determine potential impacts of changes to claims volume? Are these processes manual in nature? Do you experience delays? What is the impact on losses of inaccurate or delayed forecasts?

Event: When forecasting claimsQuestion: Would it help you better refine forecasts and improve

measurement of performance against goals if Player: YouAction: Could compare actual claims volumes and payments to forecasts,

and perform „what-if‟ analysis to understand potential impacts of changes to claims volumes, through simple mouse clicks?

Topic 4: Fraud detection and investigation

What is your current process for spotting suspicious claims or potential fraud? Do you rely on automated systems or is this a manual process? Does your staff manually investigate situations as they arise? Is this process

sometimes lengthy and tedious? Are you confident that you uncover most fraudulent claims? Do you sometimes

approve these in error? How much do you think you lose as a result?

Event: When managing lossesQuestion: Would it help you detect fraud, improve follow-on investigation, and

minimize losses if Player: YouAction: Had a complete view the customer and policy portfolio, along with

all claims history, and could investigate this information down tothe transaction level detail, in an unrestricted manner, to testhypotheses and uncover fraudulent claims?



Industry: Insurance

Function: Claims

Goal: Improve claims management and losscontrol

Industry: Insurance




“What are you doing today to opt imize your

claims approval decisions?”



Topic 1: Claims approvals

What is your current process for approving claims? Is there an automatedcomponent or are staff typically making these decisions?

Do your staff have the information they need around customers, policy details,and past transactions to make the best decisions when evaluating claims?

Are claims payments ever made when they should not have been? By howmuch does this affect losses?

Event: When evaluating claimsQuestion: Would it help you improve approval decisions and reduce losses if Player: Your claims staff Action: Had immediate access to a complete set of customer, policy, and

transaction history information, and the ability to interactivelyanalyze and explore the information in in an ad-hoc fashion, anyway they needed?

Topic 2: Historical claims How does your claims staff evaluate historical claims information now? Can they get the views they need of current and historical policies and claims? How do they go about compiling this data? Is this currently a manual process?

Is the information and analysis accurate and timely? Have you incurred extra risk and thus losses as a result of lack of timely and

accurate information? How much?

Event: When seeking to understand customer historyQuestion: Could you reduce losses and manual data gathering if Player: Your claims staff Action: Could graphically view and investigate an up-to-date, consolidated,

and accurate set of customer, policy, and historical claimsinformation, and drill down to the individual claims level, through aseries of mouse clicks?

Topic 3: Claims adjustors

Do claims adjustors consider customer information, policy details, andcomparable situations when evaluating new claims?

Is this information available to them in reports or do they gather it manually? Do they have access to information on the go? Are they making sub-optimal

decisions due to lacking this type of information when they need it? How much is being lost due to claims adjustors not having optimal information?

Event: When evaluating claimsQuestion: Could you improve consistency and reduce losses if Player: Your claims adjustorsAction: Had the ability to analyze customer and policy details and narrow

down to comparable situations to compare against, and could do

this graphically on the go through their laptop or mobile device?

Topic 4: Policy lapses

How do you factor in policy lapses when making claims decisions? Do your claims staff have access to up-to-date information about policies that

have lapsed? Is this information timely and accurate? Do you pay a percentage of claims on policies that have lapsed? How much

do you think this contributes to losses?

Event: When evaluating claimsQuestion: Would it help you reduce leakage and losses if Player: Your staff Action: Could access a complete, accurate, and up-to-date set of policy

information, including lapses, and have this information displayedgraphically when corresponding claims are evaluated?


Industry: Insurance

Function: Claims

Goal: Optimize claims approval decisions toreduce „leakage‟

Industry: Insurance




“What are you do ing today to m aximize

recovery of losses?”



Topic 1: Reinsurance claims

How do you determine which claims to file to reinsurance? Is there a standard or automated process? Do you have access to all the

policy and claims information you need for this process? Are there opportunities for reinsurance recovery that are sometimes missed? What is the financial impact of these losses?

Event: When seeking reinsurance recoveryQuestion: Would it help you maximize recovery of losses if Player: YouAction: Could perform ad-hoc analysis and explore all recent payments,

and their associated claims and policy information, to identify thebest candidates for reinsurance claims, through a graphicalinterface?

Topic 2: Subrogation How do you determine which claims to file subrogation claims for? Is there a standard or automated process? Do you have access to all the

policy and claims information you need for this process? Are there opportunities for subrogation recovery that are sometimes missed? What is the financial impact of these losses?

Event: When seeking subrogation recovery

Question: Would it help you maximize recovery of losses if Player: YouAction: Could perform ad-hoc analysis and explore all recent payments,

and their associated claims and policy information, to identify thebest candidates for subrogation claims, through a graphicalinterface?



Industry: Insurance

Function: Claims

Goal: Improve ability to identify recoverablelosses

Industry: Insurance




“What are you doing today to opt imize your

claims approval decisions?”



Topic 1: Length of claims processing process

What is your current process for processing claims? How long does thistypically take?

Do your staff have the information they need around customers, policy details,and past transactions to make efficient decisions when evaluating claims?

Is there manual data gathering and analysis involved? Does this lengthenprocessing time and increase cost? By how much?

Event: When processing claimsQuestion: Would it help you reduce processing costs and timeframes if Player: Your claims staff Action: Had immediate access to a complete set of customer, policy, and

transaction history information, and the ability to perform ad-hocanalysis in any way they needed?

Topic 2: Staffing levels What are your current staffing levels in claims processing? Do you ever have a backlog of claims that requires extra hours or staff

augmentation? Is this at least partially due to manual data gathering and analysis? How much extra staffing cost do you incur as a result?

Event: When processing claims

Question: Would it help you reduce staffing costs if Player: Your claims staff Action: Had immediate access to a complete set of customer, policy, and

transaction history information, and the ability to perform ad-hocanalysis in any way they needed?

Topic 3: Customer service quality

How do you currently service customer requests for information? Do your customer service representatives struggle to get the right information

for the customer as they need it? Is this due to the wide variety of questions asked by customers? Is there typically a delay in response due to analysis that needs to take place? Does this result in decreased customer satisfaction or customer attrition?

What‟s the financial impact?

Event: When servicing customer requestsQuestion: Could you improve the timeliness of response, and reduce

customer attrition if Player: Your customer service representativesAction: Could graphically select any views of customer, policy, and claims

processing details, as needed in an ad-hoc fashion, to answer a

customer‟s inquiry on the spot?



Industry: Insurance

Function: Claims

Goal: Minimize claims processing costs andimprove service levels



Finance

Industry: Insurance



Phone Script



primary concerns I’ve been hearing from other finance leaders in your


Lack of visibility into cash and working capital

Tedious processes for planning, budgeting and financial

reporting

Difficulty establishing governance, managing operational risk,

and ensuring compliance

We’ve been able to help our customers increase the effectiveness of

their financial management, and I’d like to explain to you how we did this

by discussing what we’ve learned from similar situations…

Industry: Insurance

Function: Finance

Industry: Insurance




Company: A regional division of a leading global insurancecompany

Critical

Goals /

Issues:

The company was struggling to gain a clear picture of revenue and profitability across 12 countries, andhad no ability to break this information down byindustry or product.

They were spending significant resources on multi-level, manual consolidation and reconciliation of data,

causing significant delay and resulting in inaccurateinformation reaching top leadership.

Capabilities: QlikView was selected to offer the followingcapabilities:• Automate the consolidation and reconciliation of

financial data across countries into a single view• Provide ad-hoc revenue and profitability

visualization and analysis by a multitude of dimensions, including product, industry, andcustomer segment, and compare performance tofinancial forecasts

• Provide these capabilities with minimal deploymenteffort, fast speed of deployment, and ease of useand maintenance

Results: The company improved global understanding of revenue and profitability by geography, product,industry and client, reduced direct reporting costs byover 200K, and gained the ability to identify new,non-standard segmentations of the market

Menu of Goals

Better manage cash and workingcapital

Streamline planning, budgeting andfinancial reporting

Improve governance, operational risk

management, and compliance


And / Or


Success Story

Industry: Insurance

Function: Finance


Industry: Insurance




“What are you d oing to day to better manage

cash and working capital?”



Topic 1: Cash Conversion Cycle

How do you manage your cash conversion cycle? How do you identify improvement opportunities in the cycle across each area of

payables, inventory and receivables? Is this transaction information spread across many different systems? Do you

have a manual process to bring it together and analyze it? Are you missing opportunities to shorten the cash cycle? What is the impact

on your cash flow as result of this?

Event: When seeking to understand the cash conversion cycleQuestion: Would it help you reduce the cycle time and free up cash if Player: YouAction: Could analyze an up-to-date set of cash transactions and perform

„what-if‟ analysis to quickly assess the potential impact on cash if

payments were received or invoices were paid later or earlier?

Topic 2: Accounts Payable What is your process for managing accounts payable? How do you currently analyze your payables across dimensions such as aging

distribution, vendors and payment terms? Do you struggle with identifying opportunities to defer or lower payments? Is this due to a lack of flexibility in your current reporting system? What is impact on cash flow as a result of this?

Event: When managing accounts payablesQuestion: Would it help you defer or lower payments if Player: YouAction: Could graphically analyze an up-to-date set of outstanding invoices

through a series of mouse clicks, and identify opportunities toextend payment terms, garner volume discounts, or identify invoiceerrors?

Topic 3: Inventory Management

What is your process for inventory management across raw materials, WIP,and finished goods?

Are you able to get accurate and timely demand forecasts or measure safety

stock levels across warehouses, markets and products? Are you carrying excess and obsolete inventory as a result? What is the impact on cash?

Event: When looking to better manage inventory levelsQuestion: Would it help you to reduce excess and obsolete inventory if Player: YouAction: Could utilize a flexible, graphical system to explore up-to-date

inventory data to better synchronize with demand and optimizesafety stock levels across products and markets?

Topic 4: Accounts Receivable

What is your process for managing accounts receivables and analyzing agingdistribution and collections levels?

Are you struggling to identify which customers have poor payment history? Andto identify which sales reps need to be notified to assist in collections?

Are you experiencing delayed collections and increased bad debt? What is the impact on cash as a result of this?

Event: When trying to better understand accounts receivablesQuestion: Could you accelerate collections and reduce bad debt if Player: YouAction: Could graphically view and investigate, in an ad-hoc fashion, an

up-to-date set of receivables information to improve adherence topayment terms and identify a specific list of customers withcollections risk?



dus y su a ce

Function: Finance

Goal: Better manage cash and working capital

Industry: Insurance




“How do you go about budgeting and

planning current ly? ”



Topic 1: Management and financial reporting

How do you handle management reporting needs such as P&L, expenseinformation, or exception report requests?

Is the information gathered from multiple business areas and systems? Isanalysis performed in Excel or other manual tools?

Does this result in delay, inaccuracy, or lack of flexibility? What are thefinancial impacts of sub-optimal management information?

Event: When performing financial and management reportingQuestion: Would it help you increase speed, accuracy, and flexibility if Player: YouAction: Could graphically analyze and answer management questions,

based on a unified and up-to-date set of performance information,with a tool that allows a wide variety of questions to be askeddirectly by business users?

Topic 2: Budgeting and forecasting

What is your process for budgeting and forecasting financial performance? What information is needed to accurately plan and set realistic earnings goals?

Does this data come from multiple areas of the organization? Is data collected or analyzed manually? Is information complete and accurate

enough to make the best forecasts and most accurate allocations? Are your planning decisions ever based on gut feel or anecdotal evidence?

Has this ever led to unrealistic goals? What is the impact on profitability?

Event: When creating financial forecasts and budgets

Question: Could you set more accurate goals and increase profitability if Player: YouAction: Could analyze historical financial performance in relation to

forecasts, across any point in time, and by any dimension such asgeography, customer segment, and line-of-business, with simplemouse clicks?

Topic 3: Tracking against forecasts How do you compare actual performance to forecasts currently? Do you have the flexibility you need to analyze performance in many ways? Is the tracking process manual in nature? How much time is spent compiling

information and views of financial performance? Does this cause delays? What is the financial impact to the business if performance information is

delayed or limited in nature? How much profitability is jeopardized?

Event: When tracking performance against forecastsQuestion: Could you more accurately assess and manage profitability if Player: YouAction: Were able to graphically analyze real-time performance information

against current forecasts, for any dimensions that you determine,to uncover achieving vs. non-achieving areas of the business andmeasure those discrepancies?

Topic 4: Adjustments to forecasts

What is your process for adjusting goals and forecasts periodically as needed? What information do you rely on to re-allocate or re-forecast? How do you go about compiling that data? How many data sources are

needed? Is the consolidation process manual? Is it time consuming? Do information shortages result in less than optimal re-allocation of goals?

Does this limit your ability to recover lost profitability? By how much?

Event: When managing on an ongoing basisQuestion: Could you more accurately adjust forecasts and recover lost

profitability if Player: YouAction: Could not just analyze high-level trends, but also drill into the

current details that determine root causes of poor performance,and then test success probability of proposed actions?



y

Function: Finance

Goal: Streamline planning, budgeting andfinancial reporting

Industry: Insurance




“What are you doing today to ensure

governance and compliance?”



Topic 1: Governance & control

Describe your current corporate governance structure. Do you have a standard set of governance policies and procedures across the

company? Are there control frameworks and policies in place? Do you have tracking systems and procedures in place? Are internal audits

performed? Are these efforts manual in nature? Are they effective? Do you struggle to gain a complete and timely understanding of where

standards are not being met? Does this result in increased risk or cost? Whatare the financial implications?

Event: When establishing governanceQuestion: Could you improve control and reduce risk and cost if Player: YouAction: Could analyze and investigate a consolidated and up-to-date set of

internal audit and employee feedback information to identify areasof non-compliance and take proactive action to mitigate?

Topic 2: Operational risk management What is your current process for managing operational risk across the firm? Do you have systems that capture information on operational performance,

service levels, and data flows and alert you to failures, losses, and errors? Dothese systems speak the same language or is it difficult to get a single view?

Do your controllers have difficulty identifying points of risk or failure as a result? If you identify areas of concern, do you struggle to uncover the underlying

causes? Is this due to limited access to detailed transactional data? Does this result in excess risk or increased operational failures? How often

does this happen? What are the financial impacts of this happening?

Event: When managing operational riskQuestion: Could you improve visibility and reduce risk if

Player: Your controllersAction: Had access to an up-to-date consolidated set of operational event

data from checkpoints across the organization, a graphicaldashboard to highlight potential areas of concerns, and theimmediate ability to investigate and drill down to the individualtransaction level to determine root causes?

Topic 3: Regulatory compliance How do you currently ensure regulatory compliance? Is compliance managed centrally or as part of different functional areas? Are compliance reports created? How are these produced? Is this a manual

process or automated? Is it centralized? How do you respond to unforeseen inquires from regulatory agencies? Do you

typically have to gather data and perform analysis manually? Does this result in a delay in response? Does this put the company at risk?

What is the financial impact of regulatory fines and penalties? How often doesthis happen?

Event: When ensuring regulatory complianceQuestion: Could you improve your ability to respond and reduce fines and

penalties if Player: Your compliance officersAction: Could directly perform unrestricted ad-hoc analysis on a

consolidated and up-to-date set of information from across theorganization, and ask any number of follow-up questions, touncover information quickly in response to regulatory inquiries?


y

Function: Finance

Goal: Improve governance, operational riskmanagement, and compliance



BI / Reporting

Industry: Insurance



Phone Script

This is (insert your name) with QlikTech. You and I (select one: have or

have not ) spoken before, but we’ve been working with insurance


primary concerns I’ve been hearing from other BI and reporting

managers in your industry is their frustration with (insert issue(s) from list

below).

Reporting processes that are too costly and backlogged

Lack of usability and sub-par quality of data and reports being

produced

We’ve been able to help our customers improve effectiveness and reduce the costs of their reporting operations, and I’d like to explain to

you how we did this by discussing what we’ve learned from similar

situations…

Function: BI / Reporting

Industry: Insurance




Company: An fortune 500 firm operating in North America and Europe

Critical

Goals /

Issues:

The company‟s reporting group had a very lengthy andtedious process for reporting. Historical information washoused in various databases and enterprise systems, andthere was no automated way combine the data with real-time information from transactional systems.

This was further complicated by the need to unifyinformation from multiple business lines to gain aconsolidated view. Finally, the group was experiencingreport proliferation, as users increasingly requested new

views, and the number of individual reports grew to wellover 100.

Capabilities: The company selected QlikView to reduce their reportingoverhead through the following capabilities:• Aggregate historical data from enterprise systems with

real-time information from transactional and operationalsystems

• Unify data from multiple lines of business• Provide flexible, easy-to-use, and up-to-date analysis

directly to a large community of business users in a „self -serve‟ model

• Roll out fast and allow for new analyses to be quickly

integrated

Results: As a result of deploying self-serve analysis, the companyreplaced over100 individual reports with a single application – serving as the universal point of entry for access to real-time and historical information from disparate systems andbusiness lines. A large community of business users couldcreate the views they needed, eliminating lengthy waittimes and resulting in an over 90% reduction in reportingeffort for the central team.

Menu of Goals

Optimize operational reportingprocesses

Improve usability and quality of data


And / Or


Success Story



Industry: Insurance




“What efforts are in place today to optimize

repor t ing ?”



Topic 1: Speed and time of response to inquiries

Is it difficult to respond to the volume and variety of report requests received? How many days on average does it take to deliver reports to users? How do you prioritize reporting requests? Do senior managers get priority? Do requests spike at end of business reporting cycles or due to unplanned

events? How do you handle these peaks? What is the financial impact of delays in providing information? What is the

impact on sales, profitability and operating costs?

Event: When responding to and prioritizing report requestsQuestion: Could you reduce delays and provide information faster if Player: YouAction: Could offer end-users the ability to answer their own questions in a

single application based on current and accurate information, andfocus your team of experts on only highly specialized and complexinformation requests?

Topic 2: Near real-time information What is the average lag time between information creation and date of use? What percentage of your data collection is manual? How do you reconcile older data in your reporting system with current

transactional data? By the time information is published, is it outdated? Does this cause missed market opportunities, lost sales or increased costs? What is the financial impact of these decisions?

Event: When responding to report requestsQuestion: Could you provide more up-to-date information if

Player: You and your teamAction: Could access near real-time data directly from source systems as

well as information from your existing data warehouse, with a toolthat allows a wide variety of questions to be answered in minutesvs. days or weeks?

Topic 3: Number of reports

How many reports are you currently providing? How do you evaluate which are being used vs. which could be discontinued? What percentage of reports are just different views of the same data? How many new report requests did you receive in the last 6 months? How many resources are dedicated to the reporting function?

Event: When evaluating report requirementsQuestion: Could you retire more reports and reduce new report requests if Player: You

Action: Could provide your users with flexible views into information usingcharts, tables, and graphs, that highlight key indicators, visuallysuggest areas for follow-up, and allow this analysis interactively?

Topic 4: Report production costs

What percentage of your reports are paper-based? What are the productioncosts?

What is the cost of developing new reports and maintaining existing reports? Do you incur additional costs such as hardware, consulting, postage, or

maintenance to support report distribution?

Event: When distributing reportsQuestion: Would it help you reduce production and distribution costs if Player: YouAction: Could provide end-users a system that allows them to access the

information views they need electronically, and to ask follow-upquestions of the data, without the need for paper reports?



Goal: Optimize operational reportingprocesses

Industry: Insurance




“What are the biggest factors that affect your

ability to offer quality information today?”



Topic 1: Data accuracy

Are there modifications routinely made to your queries and calculations? Do you have governance in place? Can users make changes on their own? Are calculations consistent for the same metrics across the organization? Do business users make decisions based on inconsistent or inaccurate data? What was the financial cost incurred as a result of sub-optimal decisions made

on inaccurate data last month? Last quarter? Last year?

Event: When seeking to deliver consistent and accurate dataQuestion: Would you be able to improve data accuracy without compromising

flexibility if Player: You and your teamAction: Could offer a single tool that allows for a wide range of queries and

calculations to be made , while still ensuring data accuracy,consistency, and governance?

Topic 2: Usability & flexibility of information How often do you receive change requests for reports or requests for new

views of information? Do users ever manipulate their own data or generate analyses on their own? What is the impact of varying user questions going unanswered? Is there lost

market potential or cost saves missed? How much?

Event: When responding to increased report requests

Question: Would it help you improve information use and effectiveness if Player: Non-technical usersAction: Could self-serve answers to a wide variety of questions, with

simple mouse clicks through a graphical interface, and immediatelyask follow up questions based on what is learned, instead of requesting more reporting views or trying to create their own?

Topic 3: Multiple data sources

How many data sources do you access across the company when respondingto information requests?

Do you need to access data that‟s outside a central warehouse? How often do you add new data elements or data sources? Do you expect the number of sources needed to increase? By how much? What is the development cost of adding additional data elements and sources?

Event: When providing data from multiple sourcesQuestion: Would it help you reduce cost and complexity if Player: You and your teamAction: Could provide users with instant access to a unified view of

information, regardless of source, and also be able to add new

data elements and sources, without the delay and expense of atraditional data integration project?

Topic 4: Access anywhere

What options do users have to get current information outside the office? What happens if information is needed and users can‟t access their computer? Are opportunities ever missed or decisions made without critical information? What was the impact in missed market opportunities, lost sales, or increased

costs due to key questions going unanswered due to lack of availableinformation?

Event: When needing information on the goQuestion: Would it help if Player: Your end-usersAction: Could perform analysis and access data in the field or at home,

using a laptop or mobile device, with the same level of flexibilityand usability as when in the office?



Goal: Improve usability and quality of data



IT

Industry: Insurance



Phone Script

This is (insert your name) with QlikTech. You and I (select one: have or

have not ) spoken before, but we’ve been working with insurance


primary concerns I’ve been hearing from other IT executives in your


Lack of balance between satisfying business requirements

and maintaining a controlled and optimized BI environment

Deployments that are lengthy, costly, and put other projects at

risk

We’ve been able to help our customers improve effectiveness and reduce the costs of their IT operations, and I’d like to explain to you how

we did this by discussing what we’ve learned from similar situations…

Function: IT

Industry: Insurance




Company: A global company with $25B in annual revenue

Critical

Goals /

Issues:

The company‟s IT group was challenged with limitations intheir current Business Intelligence tools. Although theywere strong at production reporting and complex modeling,there was a lack of flexibility needed to provide ad-hocanalysis for business leadership and operationalmanagement across the organization, to handle keyquestions and new initiatives. Furthermore, the number of these types of requests was increasing.

With current tools, any new analysis functionality would

typically require lengthy data integration, modeling, andapplication development efforts, putting other projects onhold and often resulting in functionality that was deliveredtoo late at too high a price.

Capabilities: The company deployed QlikView to serve as their standardfor ad-hoc analysis, providing the following capabilities:• Flexible, visual, and simple-to-use analysis for over 6000

users, across most global functions and business lines• In-memory analysis on over 500 million rows of data,

consisting of over 300 unique dimensions• Consolidation of information from Teradata, SQL Server,

DB2, and Sybase systems across the company

• Fast deployment timeframes, tight integration intoenterprise standards and security, and the ability totraverse a large, multi-level active directory deployment

Results: The company established a „best-of-breed‟ portfolioapproach for BI, with QlikView as the standard for ad-hocanalysis. The firm reported a 75% reduction in time requiredto implement new analysis, as well as significant businessbenefit including improved visibility into performance for operations and key initiatives

Menu of Goals

Provide flexible analysis capabilitieswithin an optimum IT environment

Implement & roll out new analysiscapabilities – on time and withinbudget


And / Or


Success Story

Function: IT


Industry: Insurance




“How do you typically address your analysis

needs in your exist ing IT environment ?”

“What BI capabilities are important for you to

deliver within an optimized IT environment?”


Topic 1: Existing IT standards and investments

What existing BI tools are currently used? Is there a defined BI standard? Does that vendor provide all BI needs as well as desired/needed functionality?

What shortcomings have you observed? What types of functionality are being requested by business users? How much time is spent in responding to new requests for functionality?

Event: When choosing between a portfolio ( “best of breed”) approach

versus single vendor solutionQuestion: Could you complement existing reporting and modeling tools,

leveraging their strengths and avoiding their weaknessesPlayer: If you and your teamAction: Could use an in-memory associative approach for ad-hoc analysis,

designed to support self-service for your business users?

Topic 2: Data integration How many data sources do you typically need to access? How many might you

bring these together in a typical project? Does the data source impact the difficulty of integrating it? What process do you follow to check data quality? What other factors complicate data integration; (e.g. time spans of data?) Do you spend additional budget on tools (ETL) to do this? How much?

Event: When unifying data from multiple sources

Question: Would it be helpful if Player: You could work with a vendor Action: That could integrate and display information from multiple sources

without having to fully cleanse and normalize data in a traditional,lengthy data integration project, and could actually expose dataanomalies for future cleansing?

Topic 3: Business requirements

What does the development life-cycle look like for a project of this scope? Is a high percentage of time spent up front in defining data sources, data

models, reports and analytics? Does development always go as planned? What happens when requirements change after sign-off? Has this led to delays in projects, incomplete implementations, or rework? What is the average time and cost of rework and delay?

Event: When developing and delivering new reporting and analysis toolsQuestion: Could you better ensure that business requirements are met and

costly errors reducedPlayer: If you and your teamAction: Could develop applications in an ongoing, iterative partnership with

your business users, rather than having to define all data modelsand functionality in the beginning a traditional life cycle?

Topic 4: Vendor credibility

How many different vendors are you currently using to support your BIinitiatives?

Have these vendors ever failed to meet your agreed upon expectations? Where and how have they missed? What has happened as a result? How much cost is associated with vendors not delivering on functionality?

Event: When deciding on a vendor Question: Would your confidence and peace of mind be increasedPlayer: If you could work with a vendor Action: That currently supports over 12,000 customers in 94 countries,

including major enterprises, with over a decade of R&D investmentin in-memory, associative analysis?


Function: IT

Goal: Provide flexible analysis capabilitieswithin an optimum IT environment

Industry: Insurance




“How do your currently support an

implementat ion of th is s cope ?”

“What additional capabilities would you need

to sup port an im plementat ion l ike th is ?”


Topic 1: Length of deployment

How long does it normally take to deploy this type of analytics application? What phase takes the longest? Where are the bottlenecks? Are timelines or deadlines sometimes missed? Is there typically rework based on not getting the initial requirements correct? How much extra cost do you incur due to extra time and rework needed?

Event: When developing a new applicationQuestion: Could you reduce development timelines and minimize rework if Player: Your systemAction: Relied on record-level data, offered simple configuration of

expressions, and performed all calculations when clicks occur,thus eliminating the need for complex data modeling and pre-aggregation?

Topic 2: Resource and consulting costs In previous implementations like this, what was your average team size? How many of those resources were consultants? What was total spend on

consultants? Did you have to add headcount? How much did you add? Did the cost of investment exceed your plan/budget? By how much? Do you maintain consultants on an ongoing basis? How many on average?

Event: When developing a new application

Question: Would you be able to reduce costs for initial and ongoingresources if

Player: YouAction: Could implement without developing complicated data models,

pre-defining aggregates, or building cubes?

Topic 3: Adoption

What challenges to you face in getting users to adopt new applications? Do you struggle to get people to adopt at first? Is this due to applications not

being easy/intuitive enough? How do you deal with that? Are there delays in time to value? How much business value do you think you

lose due to lack of adoption?

Event: When rolling out new applicationsQuestion: Would you be able to reduce costs and speed time to value if Player: YouAction: Could provide applications that require only minimal end-user

training & support, allowing end-users to conduct sophisticated

analysis through simple mouse clicks?

Topic 4: End user training

Do you require/conduct extensive end-user training for new applications? Doend-users ever require training in complex query structures or expressions?

Is training for new applications expensive? How much do you spend onaverage per application?

What percentage of this is developer training? Is end-user training for new application launches outsourced or in-sourced? How many dedicated resources supported training for your last system go-live

and what was the cost incurred for the project?

Event: After an application is implementedQuestion: Would you be able to reduce end-user and developer training cost

and time if Player: Your users and developersAction: Needed only a simple orientation, and developers only a light,

vendor-provided training, after which they could “learn by doing,”

and intuitively perform sophisticated analysis on their own?



Function: IT

Goal: Implement & roll out new analysiscapabilities – on time and within budget

Industry: Insurance

F ti IT





Topic 5: Ongoing operation and maintenance

After implementing, what ongoing spend is required to maintain the system? How many people are required to support the system? Do you require outside consultants for support and maintenance? What vendor costs do you have for maintenance and upgrades? How do you manage change requests? How many additional resources are

needed for this?

Event: After an application is implementedQuestion: Could you reduce the costs required for ongoing operation and

maintenance if Player: Your developersAction: Could work with a flexible system that inherently handles the many

views of data and analytics typically needed in change requests,requiring only routine monitoring and minimal modifications?


(Continued) Page 2

Function: IT

Goal: Implement & roll out new analysiscapabilities – on time and within budget

Industry: Insurance

F ti IT




“How do your currently manage IT

operations?”

“What additional capabilities would you need

to sup port an im plementat ion l ike th is ?”


Topic 1: IT process efficiency

What is your current method for managing the efficiency of IT processes? What reports and information do you use to track productivity and efficiency? How long does it take for you to become aware of inefficient or sub-optimal

processes and staff? Can you determine what factors may be contributing to low (or high)

productivity? What is the increased cost associated with inefficient IT processes?

Event: When managing IT processesQuestion: Would it help you reduce improve efficiency and reduce costs if Player: Your IT managersAction: Could track efficiency at the employee, process, and department

levels through a graphical application, comparing actual efficiencyagainst goals, benchmarking against other operations, andanalyzing key indicators to uncover underlying factors that driveefficiency and productivity?

Topic 2: IT project management Do you have a standard process for IT project management? Is there a central project management system or is the process distributed? Can you get an up-to-date assessment of the performance of the IT projects in

your portfolio, including current costs vs. budget and delays? Is information gathering manual? Is information delayed or inaccurate? What is the cost associated with IT project overruns or delays?

Event: When managing the IT project portfolioQuestion: Would you be able to reduce excess costs and project overruns if Player: YouAction: Could view an up-to-date dashboard of all IT project performance

information from multiple organization areas, and analyze thedetails to determine which projects to focus on to minimize excesscosts?

Topic 3: SLA / service level management

How do you currently monitor and manage the service levels provided by IT toits internal customers?

Do you have the information you need to ensure that committed service levels

are met to satisfaction? Are inadequate service levels sometimes missed? What is the cost?

Event: When managing IT service levelsQuestion: Would you be able to better ensure adequate service if Player: YouAction: Could track and analyze transactions with IT, in conjunction with

information about the client and promised obligations, and explorecustomer feedback to determine if IT is performing against targets?

Topic 4: License remediation

What is your current process for managing software licenses? Is there a central mechanism to track and manage these assets? Do you incur excess costs from redundant or underutilized software licenses in

your organization? What is the dollar impact?

Event: When managing IT spendQuestion: Would you be able to rationalize software licenses and reduce

costs if Player: YouAction: Had a centralized and up-to-date view of all software licenses and

owners across departments, and could analyze this information inconjunction with project and survey data to ensure that outstandinglicenses were needed?



Function: IT

Goal: Optimize IT management and control



Thank You!

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