Check out our FREE Resources page – Download complimentary business frameworks, PowerPoint templates, whitepapers, and more.







Flevy Management Insights Case Study
Customer Retention Strategy for Mid-Size Insurance Carrier in North America


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Pricing Strategy to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

Reading time: 9 minutes

Consider this scenario: A mid-size insurance carrier in North America is facing a significant challenge with its Pricing Strategy, leading to a decline in customer retention rates by 8% over the past two years.

The company is battling external pressures from increasing competition in the insurance market and changing customer expectations for personalized and digital-first experiences. Internally, the organization struggles with leveraging data analytics for customer insight and risk assessment, impacting its ability to offer competitive pricing. The primary strategic objective of the organization is to improve customer retention through a refined pricing strategy that aligns with market demand and customer expectations.



The organization in question is experiencing stagnation in customer growth, primarily due to its outdated Pricing Strategy and failure to utilize advanced analytics for risk assessment and customer segmentation. These challenges suggest an underlying issue with the company's approach to data utilization and product personalization, which are crucial in today's insurance market.

Strategic Planning Analysis

The insurance industry is currently undergoing significant transformations, driven by technological advancements and changing consumer behaviors.

Examining the competitive forces reveals:

  • Internal Rivalry: The insurance sector is highly competitive with numerous players vying for market share, leading to aggressive pricing and marketing strategies.
  • Supplier Power: Limited due to the abundance of service providers and technology vendors.
  • Buyer Power: Increasing, as customers have more information and choices available, making it easier to switch providers.
  • Threat of New Entrants: Moderate, given the regulatory barriers to entry but offset by the emergence of InsurTech startups.
  • Threat of Substitutes: High, with alternative financial products and services offering similar protections.

Emergent trends in the industry include the rise of digital-first insurance models, increased use of AI and machine learning for risk assessment, and a shift towards more personalized insurance products. These trends lead to significant changes in industry dynamics:

  • Digitization of Services: This presents an opportunity to enhance customer engagement and streamline operations but requires substantial investment in technology.
  • Increased Data Utilization: Offers the chance to improve risk assessment and product personalization but raises concerns over data privacy and security.
  • Shift towards Personalized Insurance Products: This could significantly enhance customer satisfaction and retention but demands a deep understanding of customer needs and preferences.

Learn more about Machine Learning Customer Satisfaction Consumer Behavior

For effective implementation, take a look at these Pricing Strategy best practices:

Pricing Strategy (38-slide PowerPoint deck and supporting Excel workbook)
McKinsey Pricing Strategy Framework (142-slide PowerPoint deck)
Strategic Account Management (101-slide PowerPoint deck)
Price War Strategy (23-slide PowerPoint deck)
Pricing Strategy: B2B Markets (24-slide PowerPoint deck)
View additional Pricing Strategy best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Internal Assessment

The company possesses strong underwriting expertise and a broad portfolio of insurance products but lags in digital innovation and customer data analytics.

SWOT Analysis

The organization's strengths include its established market presence and diverse product range. Opportunities arise from digital transformation and analytics to enhance customer experience and risk management. However, weaknesses in digital capabilities and data analytics pose challenges in meeting evolving customer expectations. Threats encompass the intensifying competition and the rapid pace of technological change in the insurance industry.

VRIO Analysis

The company's established market presence and product diversity are valuable but not rare. Its digital capabilities are neither rare nor costly to imitate, indicating a need for investment in technology and analytics to create a sustainable competitive advantage.

Capability Analysis

Success in the modern insurance market requires competencies in digital transformation, data analytics, and customer experience management. The organization has foundational strengths but needs to significantly enhance its capabilities in these areas to compete effectively.

Learn more about Digital Transformation Customer Experience Risk Management

Strategic Initiatives

Based on the industry analysis and internal capability assessment, the leadership team has identified strategic initiatives to enhance customer retention and competitive positioning over the next 24 months .

  • Digital Transformation for Enhanced Customer Experience: Accelerate the adoption of digital technologies to streamline customer interactions and policy management. This initiative aims to improve customer satisfaction and operational efficiency. The value creation comes from increased customer retention and reduced operational costs. Resources required include investment in technology platforms and training for staff.
  • Advanced Data Analytics for Personalized Pricing: Implement advanced analytics to gain deeper insights into customer behavior and risk profiles, enabling more personalized and competitive pricing. The intended impact is to improve pricing accuracy and customer satisfaction. The value creation stems from increased retention rates and more accurate risk assessment. This initiative will require investment in data analytics tools and capabilities.
  • Customer Engagement and Loyalty Programs: Develop and implement a comprehensive customer engagement strategy, including loyalty programs and personalized communication, to enhance customer retention. This aims to deepen customer relationships and increase loyalty. The source of value creation is from improved customer lifetime value and reduced churn. Resources needed include marketing and customer service enhancements.

Learn more about Customer Service Industry Analysis Value Creation

Pricing Strategy Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


If you cannot measure it, you cannot improve it.
     – Lord Kelvin

  • Customer Retention Rate: Measures the effectiveness of retention strategies and customer satisfaction improvements.
  • Operational Efficiency Ratio: Tracks improvements in operational processes following digital transformation initiatives.
  • Pricing Accuracy: Assesses the impact of advanced analytics on pricing competitiveness and risk management.

These KPIs offer insights into the success of strategic initiatives in enhancing customer retention, operational efficiency, and competitive positioning in the insurance market.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Pricing Strategy Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Pricing Strategy. These resources below were developed by management consulting firms and Pricing Strategy subject matter experts.

Pricing Strategy Deliverables

These deliverables represent the outputs across all the strategic initiatives.
  • Digital Transformation Roadmap (PPT)
  • Customer Data Analytics Framework (PPT)
  • Customer Retention Strategy Plan (PPT)
  • Pricing Model Optimization Template (Excel)

Explore more Pricing Strategy deliverables

Digital Transformation for Enhanced Customer Experience

The implementation team utilized the Customer Journey Mapping and the Digital Maturity Model frameworks to guide the digital transformation initiative. Customer Journey Mapping allowed the organization to visualize the end-to-end experience of their customers, identifying key touchpoints and pain points. This framework was instrumental because it highlighted areas where digital enhancements could significantly improve the customer experience. The Digital Maturity Model helped assess the organization's current state of digital capabilities and provided a roadmap for achieving higher levels of digital sophistication. The process involved:

  • Evaluating each stage of the customer journey, from awareness to renewal, to identify digital gaps and opportunities for improvement.
  • Assessing the current digital capabilities across different dimensions such as strategy, culture, organization, and technology.
  • Developing a phased digital transformation roadmap, prioritizing initiatives that directly impact customer satisfaction and operational efficiency.

As a result of implementing these frameworks, the organization saw a 15% improvement in customer satisfaction scores and a 10% increase in operational efficiency. The clear visualization of the customer journey and a structured approach to digital enhancement played crucial roles in achieving these outcomes.

Learn more about Maturity Model Customer Journey Customer Journey Mapping

Advanced Data Analytics for Personalized Pricing

For this strategic initiative, the team adopted the Data-Driven Decision-Making (DDDM) framework and the Value Chain Analysis. The DDDM framework was essential for embedding a culture of data-centric decision-making within the organization, focusing on leveraging data analytics for personalized pricing strategies. It provided a systematic approach to collecting, analyzing, and applying data to improve pricing accuracy. The Value Chain Analysis was used to understand how data flows through the organization and where value is created in the process, helping to pinpoint areas where data analytics could most effectively be applied to enhance pricing strategies. The steps taken included:

  • Implementing data collection mechanisms across all customer interaction points to gather comprehensive insights.
  • Applying analytical models to this data to identify patterns and segments for personalized pricing.
  • Mapping the organization's value chain to identify data leverage points that impact pricing and customer satisfaction.

The implementation of these frameworks led to a 20% increase in pricing accuracy and a 5% uplift in customer retention rates. The organization's ability to offer personalized pricing strategies strengthened its competitive advantage and market position.

Learn more about Competitive Advantage Value Chain Analysis Value Chain

Customer Engagement and Loyalty Programs

The team leveraged the Blue Ocean Strategy and the Service Profit Chain frameworks to enhance customer engagement and develop effective loyalty programs. The Blue Ocean Strategy framework guided the organization in identifying untapped market spaces and non-customers, offering innovative ways to enhance customer engagement. This approach was pivotal in differentiating the company's loyalty programs from competitors'. The Service Profit Chain framework established the link between employee satisfaction, service quality, customer loyalty, and profitability. It underscored the importance of engaging employees to improve customer service and loyalty. The implementation involved:

  • Conducting market research to identify new customer segments and underserved needs that the loyalty programs could address.
  • Measuring and improving employee satisfaction to ensure they are motivated to deliver exceptional service, thereby enhancing customer loyalty.
  • Designing loyalty programs that are unique and offer clear value beyond what competitors provide, focusing on long-term customer engagement.

The strategic application of these frameworks resulted in a 12% increase in loyalty program enrollment and a 7% improvement in overall customer retention. This success was attributed to the innovative approach to loyalty program design and the emphasis on employee engagement as a driver of customer satisfaction.

Learn more about Employee Engagement Market Research Customer Loyalty

Additional Resources Relevant to Pricing Strategy

Here are additional best practices relevant to Pricing Strategy from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Customer satisfaction scores improved by 15% following the digital transformation initiative.
  • Operational efficiency increased by 10% due to digital enhancements.
  • Pricing accuracy saw a 20% increase with the implementation of advanced data analytics.
  • Customer retention rates improved by 5% through personalized pricing strategies.
  • Loyalty program enrollment increased by 12%, contributing to a 7% improvement in overall customer retention.

The strategic initiatives undertaken by the insurance carrier have yielded significant improvements across key areas, notably in customer satisfaction, operational efficiency, pricing accuracy, and customer retention rates. The successful implementation of digital transformation and advanced data analytics initiatives has directly contributed to these outcomes, demonstrating the importance of leveraging technology and data in enhancing competitive positioning. However, while the results are commendable, the 5% increase in customer retention, though positive, suggests there is room for further improvement, especially considering the initial decline in customer retention rates. This indicates that while the strategies were effective, their impact was not as transformative as it could have been. Alternative strategies, such as a more aggressive investment in technology to expedite the digital transformation or a broader application of data analytics across all customer touchpoints, might have amplified the results. Additionally, deeper market segmentation and more tailored customer engagement strategies could further enhance customer retention and satisfaction.

Based on the analysis, the recommended next steps include doubling down on the use of data analytics to uncover deeper insights into customer behavior and preferences. This could involve investing in predictive analytics to anticipate customer needs and tailor offerings more precisely. Expanding the digital transformation initiative to encompass newer technologies such as AI and blockchain could further streamline operations and enhance customer trust and satisfaction. Finally, developing a more granular segmentation strategy that allows for hyper-personalized marketing and product offerings could address the gaps in customer retention and acquisition efforts, ensuring the company not only retains its current customer base but also attracts new segments of the market.

Source: Customer Retention Strategy for Mid-Size Insurance Carrier in North America, Flevy Management Insights, 2024

Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials




Additional Flevy Management Insights

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.