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There are still huge opportunities in insurance
Because these companies are being built from the ground up, there’s disruptive potential against the larger incumbent insurers, who have optimized themselves around fee for service. These incumbents may not properly prioritize customer experience, since their success to-date has arisen from an adversarial relationship with providers that actually c... See more
Steve Hardgrove • The Disruptors, Part 1: DTC Insurance
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The bearish case is that these businesses are very capital intensive to build, as shown by the large and repeated capital raises, and they’ll need to show a large return to justify that capital. That means operating at scale, and also escaping from the DTC markets into the large employer-driven insurance markets, where the incumbents will remain in... See more
Steve Hardgrove • The Disruptors, Part 1: DTC Insurance
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When you think about the brand through this perspective, the insurance business makes perfect sense. It’s a brand likely over indexed to pet owners that has spent years delivering information.
Jacob Cohen Donnelly • The Dodo Enters The Pet Insurance Business
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There is a massive opportunity for brands across technology and finance to distribute loans to their customers. By offering lending products, brands have the opportunity to increase their revenue while also driving engagement, retention, and loyalty. Despite having no or limited incremental distribution cost in cross-selling these loans, extremely ... See more
Alex Hartz • Embedded Lending
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While selling into the finance department has historically been a daunting task due to large incumbents in the category, we believe the next-generation of finance software has arrived. There’s a huge opportunity ahead for vendors who identify critical components of the finance workflow that have been grossly underserved by technology.
Jane Lee • Rise of the Next-Gen CFO: The Evolution of Finance’s Role and Tech Stack
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The big tailwind is that reinsurers are overcapitalized. Anecdotally, reinsurers are not asking how to get more capital, but they’d really like to find something to do with their existing capital. This means Lemonade can grow using someone else’s balance sheet.
Byrne Hobart • The Diff | Byrne Hobart | Substack
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The uncertain one: Lemonade thinks the industry doesn’t acquire enough customers online, and that this locks them out of low-premium policies. But Lemonade is also betting that they can convince customers to spend more over time.
Byrne Hobart • The Diff | Byrne Hobart | Substack
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