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







Flevy Management Insights Case Study
Dynamic Pricing Strategy Initiative for Boutique Insurance Firm


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: 10 minutes

Consider this scenario: The organization, a boutique insurance firm, is facing a strategic challenge with its current pricing strategy.

Experiencing a 20% decline in new policy subscriptions and a 15% increase in customer churn rates over the past two years, the organization is battling both internal inefficiencies in data analysis and external pressures from larger, tech-savvy competitors that offer more personalized pricing models. The primary strategic objective of the organization is to innovate its pricing strategy to enhance customer retention and attract new policyholders by offering competitive, data-driven pricing models.



The boutique insurance firm's current predicament can be traced back to an outdated pricing strategy that fails to meet the modern customer's expectation for personalization and competitive pricing. Additionally, internal data management capabilities are not sufficiently developed to support dynamic pricing models, which are essential in today's insurance market for maintaining competitiveness and market share.

Strategic Analysis

The insurance industry is currently undergoing significant transformation, driven by technological advancements and changing consumer expectations. Digitalization and data analytics are becoming critical components in shaping competitive strategies.

  • Internal Rivalry: High, as firms compete not just on price but also on customer service and product innovation.
  • Supplier Power: Moderate, influenced by technology providers and regulatory bodies that supply critical compliance and operational systems.
  • Buyer Power: High, with consumers demanding more personalized, flexible insurance products and services.
  • Threat of New Entrants: Moderate, with the main barriers being regulatory compliance and the establishment of a trusted brand.
  • Threat of Substitutes: Low to moderate, given the essential nature of insurance but with some risk from alternative financial products and services.

  • Increasing demand for personalized insurance products: This trend offers the opportunity to leverage data analytics for customized pricing strategies, though it requires significant investment in technology and data management capabilities.
  • Integration of AI and machine learning in risk assessment: This presents an opportunity for more accurate pricing and risk management but also introduces the challenge of keeping up with rapid technological advancements.
  • Regulatory changes affecting data usage and privacy: Compliance with new regulations offers a chance to build customer trust but poses the risk of increased operational costs.

Learn more about Customer Service Risk Management Machine Learning Strategic Analysis

For a deeper analysis, take a look at these Strategic Analysis best practices:

Strategic Planning: Process, Key Frameworks, and Tools (79-slide PowerPoint deck)
Complete Strategic Management Consulting Guide and Toolkit (178-slide PowerPoint deck)
Strategic Analysis Framework (28-slide PowerPoint deck)
Complete Guide to Strategic Planning (77-slide PowerPoint deck)
Strategic Analysis Model (Excel workbook)
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 organization has a strong market reputation and a loyal customer base in niche segments; however, it struggles with leveraging data effectively for strategic decision-making and lacks the technological infrastructure to support dynamic pricing models.

SWOT Analysis The organization's strengths include its specialized knowledge of the insurance needs of its niche markets and a strong brand reputation among its current customers. Opportunities lie in adopting advanced data analytics and AI to develop more personalized and competitive pricing models. Weaknesses are evident in the organization's current data management and technology infrastructure, which are insufficient for supporting dynamic pricing. The primary threat comes from larger competitors who are rapidly adopting technological innovations to capture market share.

Core Competencies Analysis Success in the insurance industry increasingly relies on the ability to leverage technology to meet customer expectations for personalization, convenience, and value. The organization must develop competencies in data analytics and customer experience management to regain its competitive edge. This involves not only upgrading its technological infrastructure but also fostering a culture of innovation and agility.

Distinctive Capabilities Analysis The organization's distinctive capabilities have traditionally been its customer service and deep understanding of its niche markets. To build on these strengths, the organization needs to integrate technology that enables dynamic pricing and personalized product offerings, thereby enhancing value for customers and creating a distinctive market proposition.

Learn more about Customer Experience Data Management Distinctive Capabilities

Strategic Initiatives

Based on the analysis, the management has identified the following strategic initiatives to be implemented over the next 24 months to address the identified challenges and leverage emerging opportunities.

  • Develop a Dynamic Pricing Model: This initiative aims to introduce a pricing strategy that adjusts in real-time based on various data inputs, intending to offer more competitive and personalized insurance premiums. The source of value creation stems from increased customer satisfaction and loyalty, expected to reverse the trend in customer churn and boost new policy subscriptions. This will require investments in data analytics technology and capabilities.
  • Enhance Data Management Capabilities: Focus on upgrading the organization’s data management infrastructure to support the dynamic pricing model and other data-driven decision-making processes. The value lies in achieving operational efficiencies and a more robust foundation for analytics-driven strategies. It necessitates investment in IT infrastructure and training for staff.
  • Implement a Customer Feedback Loop: Establish mechanisms to continuously gather and analyze customer feedback related to pricing satisfaction and product needs. This initiative aims to keep the organization’s offerings closely aligned with market demands, thereby enhancing customer retention and attracting new customers. This will involve both technology for gathering feedback and processes for analysis and response.

Learn more about Pricing Strategy Customer Satisfaction 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.


Measurement is the first step that leads to control and eventually to improvement.
     – H. James Harrington

  • Customer Retention Rate: Measures the effectiveness of the dynamic pricing model in retaining existing customers.
  • New Policy Subscriptions: Tracks the impact of the new pricing strategy and product personalization on attracting new customers.
  • Data Utilization Efficiency: Assesses the improvement in the organization's capability to leverage data for strategic decisions.

Monitoring these KPIs will provide insights into the effectiveness of the strategic initiatives in achieving the organization's objectives of enhancing customer retention and attracting new policyholders through a competitive, data-driven pricing model.

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 are a selection of deliverables across all the strategic initiatives.

  • Dynamic Pricing Strategy Framework (PPT)
  • Data Management Upgrade Plan (PPT)
  • Customer Feedback Analysis Report (PPT)
  • Implementation Roadmap (PPT)

Explore more Pricing Strategy deliverables

Develop a Dynamic Pricing Model

The organization utilized the Price Elasticity of Demand (PED) framework to guide the development of its dynamic pricing model. The PED framework was chosen for its ability to measure the responsiveness, or elasticity, of the quantity demanded of a good or service to a change in its price. This framework proved invaluable in understanding how changes in pricing could affect customer demand within the insurance market. The team employed the following steps to implement the PED framework effectively:

  • Conducted market research to gather data on how past changes in insurance premiums affected the quantity of policies sold, segmenting the data by customer demographics and product types.
  • Analyzed the collected data to calculate the price elasticity for different insurance products, identifying which products were more sensitive to price changes.
  • Integrated these elasticity insights into the dynamic pricing algorithm, allowing the model to adjust prices based on expected customer responsiveness.

The Value Proposition Canvas (VPC) was another framework applied to ensure the new pricing model aligned with customer needs and expectations. This framework helped in mapping out the value proposition of the insurance products in relation to the customer segments' jobs, pains, and gains. The implementation process included:

  • Identifying key customer segments and conducting interviews to understand their specific needs, pains, and gains related to insurance products.
  • Mapping these insights onto the VPC to visualize how the insurance firm’s products relieve customer pains and create gains.
  • Using insights from the VPC to adjust features of the dynamic pricing model, ensuring it offered value that matched customer expectations.

The implementation of the Price Elasticity of Demand and Value Proposition Canvas frameworks resulted in a dynamic pricing model that not only responded to market demand elasticity but also closely aligned with the value expectations of different customer segments. This strategic initiative led to a noticeable improvement in customer retention rates and an increase in new policy subscriptions, affirming the effectiveness of leveraging these frameworks to guide the development of a competitive pricing strategy.

Learn more about Value Proposition Market Research Customer Retention

Enhance Data Management Capabilities

To enhance its data management capabilities, the organization adopted the Data Maturity Model (DMM) framework. The DMM framework was instrumental in assessing the current state of the organization's data management practices and guiding its progression towards a more sophisticated, strategic use of data. The process of implementing the DMM framework involved:

  • Assessing the current level of data maturity across various dimensions, including data governance, quality, operations, and analytics.
  • Identifying specific areas of improvement and developing a roadmap to advance the organization's data management capabilities to the desired maturity level.
  • Implementing targeted initiatives to improve data quality, governance, and analytics capabilities, in line with the roadmap.

The Balanced Scorecard (BSC) was also utilized to link the organization's enhanced data management capabilities with its strategic objectives. This framework helped in translating data management improvements into measurable performance indicators that align with broader business goals. The implementation included:

  • Developing a Balanced Scorecard that incorporated key performance indicators (KPIs) related to data quality, analytics effectiveness, and business outcomes.
  • Setting targets for each KPI and regularly monitoring performance against these targets to ensure continued alignment with strategic objectives.
  • Adjusting data management practices based on BSC feedback to continuously improve performance and strategic alignment.

The deployment of the Data Maturity Model and Balanced Scorecard frameworks significantly enhanced the organization's data management capabilities. This strategic initiative enabled more effective data-driven decision-making, leading to improved operational efficiencies and the successful implementation of the dynamic pricing model. The organization witnessed a marked improvement in its ability to leverage data for strategic advantage, as evidenced by enhanced customer targeting and product personalization.

Learn more about Maturity Model Balanced Scorecard Key Performance Indicators

Implement a Customer Feedback Loop

The organization implemented the Net Promoter Score (NPS) framework to establish a robust customer feedback loop. Recognizing the NPS framework's simplicity and effectiveness in measuring customer loyalty and satisfaction, it became a cornerstone in understanding customer perceptions of the new dynamic pricing model. The steps taken in this process included:

  • Deploying regular NPS surveys to customers following interactions with the organization, including after purchasing a policy or making a claim.
  • Analyzing NPS results to identify trends in customer satisfaction and areas for improvement in products and services.
  • Integrating customer feedback into continuous improvements of the pricing model and customer service practices.

The Customer Journey Mapping (CJM) framework complemented the NPS by providing a detailed visualization of the customer's experience with the organization, from initial awareness to policy renewal. This process involved:

  • Mapping out the key stages of the customer journey for different segments, identifying touchpoints where customers interact with the organization.
  • Identifying pain points and opportunities for improvement at each stage of the journey, particularly focusing on experiences related to pricing and value perception.
  • Implementing changes to the dynamic pricing model and customer service processes based on insights from the customer journey maps.

The integration of the Net Promoter Score and Customer Journey Mapping frameworks into the strategic initiative to implement a customer feedback loop led to significant improvements in customer satisfaction and loyalty. This initiative provided the organization with actionable insights that directly influenced the refinement of the dynamic pricing model, ensuring it met and exceeded customer expectations. As a result, the organization experienced increased policy renewals and positive word-of-mouth referrals, highlighting the success of this strategic approach.

Learn more about Continuous Improvement Customer Loyalty Customer Journey

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:

  • Implemented a dynamic pricing model, leading to a 15% increase in customer retention rates.
  • Enhanced data management capabilities, resulting in a 25% improvement in data utilization efficiency.
  • Established a customer feedback loop, which contributed to a 20% increase in new policy subscriptions.
  • Improved operational efficiencies through strategic data management, reducing operational costs by 10%.
  • Increased policy renewals and positive word-of-mouth referrals, although specific quantification is not provided.

The boutique insurance firm's strategic initiatives have yielded notable successes, particularly in enhancing customer retention and attracting new policyholders through the implementation of a dynamic pricing model and improved data management capabilities. The 15% increase in customer retention and 20% rise in new policy subscriptions are direct outcomes of these strategies, showcasing the effectiveness of leveraging technology and data analytics in meeting modern customer expectations. However, the results also highlight areas of potential improvement. The lack of specific quantification for increased policy renewals and word-of-mouth referrals suggests that the impact on brand perception and customer loyalty, while positive, could be better measured and leveraged. Additionally, while operational efficiencies improved, the 10% reduction in operational costs suggests there may be further opportunities for cost optimization and efficiency gains. Alternative strategies, such as deeper investments in predictive analytics and customer segmentation, could potentially enhance outcomes by enabling even more personalized and proactive customer engagement.

For the next steps, the organization should focus on further refining its dynamic pricing model with advanced predictive analytics to anticipate customer needs and market trends more accurately. It should also invest in more sophisticated customer segmentation to tailor its offerings more closely to individual customer profiles. Additionally, establishing more robust metrics for measuring the impact on customer loyalty and brand perception will be crucial for continuous improvement. Finally, exploring partnerships with technology firms could accelerate the adoption of innovative solutions and maintain a competitive edge in the rapidly evolving insurance landscape.

Source: Dynamic Pricing Strategy Initiative for Boutique Insurance Firm, 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.