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New Products – The Intersection of Pricing, Reserving, Planning Betsy DePaolo Vice President & Actuary, Personal Insurance Travelers Insurance Casualty Actuaries of New England September 18, 2007
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2 Pricing a New Product Many different ways to price a new product High Level Overview: New Variables -Determine factors (multivariate analysis) -Determine base rates -Consideration of competition, disruption in marketplace, regulatory New Underwriting Guidelines -Determine impacts of changes in mix Will product be New Business Only or Conversion? -Conversion – determine disruption on current book Calculate / Approximate the adequacy of filed rates Compare to current book of business Determine Expected Loss Ratio as starting point
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3 New Product Rolls Out – Now What? Business team needs metrics to determine how product is doing Adequacy of pricing Reserving ultimates for financial reporting Planning / Forecasting -Expected experience in future years
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4 New Product Rolls Out – Now What? Use Expected Loss Ratio from pricing analysis as initial “best guess” As losses begin to be reported, watch out for: Distortions in Loss Development -Average Accident Date is not at midpoint of time period -Distorts in times of extreme growth or decline “Large” Losses Seasonality Comparisons to current book of business Changes in Mix -State distribution -Type of insured
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5 Loss Development Distortions Shift in Average Accident Date as product rolls out
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6 Loss Development Distortions
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8 “Large” Losses How do you provide suitable results to business team without threat of overreaction? Impact of Large Losses Large is typically considered $100K or even more Normally don’t expect large losses to impact short tailed lines (Comprehensive, Collision, Property Damage) Early in rollout, calculate the Loss Ratio impact of $25,000 loss (average cost of totaled car) -Provide to business team to give sense of materiality
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9 Seasonality Significant impact on loss ratio experience Weather Travel Geographical differences abound Impact of catastrophes on comprehensive coverage First year and beyond – uneven weight of premium by state can cause distortions in the loss ratios When comparing Actual Loss Ratios to Expected Loss ratios Adjust ELR’s for seasonality Normalize actual loss ratios
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10 Seasonality
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11 Seasonality
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12 Seasonality
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13 Seasonality Rolled out in 2005 Rolled out in Jan 2006 Rolled out in Apr 2006
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14 Seasonality
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15 Comparison to Existing Products Comparison to existing ultimate loss ratios Adjusted for New Product distribution by month Tool for Comparison Triangles Files Triangles of ULTIMATE loss ratios Drill down to monthly activity -Trend or Blip? Analyze how quickly loss ratios settle down Analyze differences in development between New Product / Existing Product
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16 Triangle Files – New Product Please note: All numbers are fabricated but illustrate the types of results that can be seen
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17 Triangle Files – Existing Product Please note: All numbers are fabricated but illustrate the types of results that can be seen Poor experience similar to new product Better experience than new product
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18 Incorporation into Planning / Pricing Projections of future new business growth Projections of future retention / renewal Incorporate projections into loss ratios, making additional adjustments for Seasonality -Normalize for pricing -May still be a consideration for planning Expected Excess Losses Expected Catastrophe Losses Additional mix shifts Anticipated rate / factor adjustments
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19 Advantages of Monthly Methodology Responsive – allows business team to analyze data and make decisions quickly Monthly loss development limits distortion due to growth Monthly loss development allows drill down Comparison to existing products allows recognition of environmental factors
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20 Disadvantages of Monthly Methodology Responsive – loss ratios can bounce around from month to month Responsive – susceptible to distortion by large losses Credibility – takes several months to have enough data to analyze Monthly loss development still may have some distortion due to growth Potential differences in loss development between products Potential impact of mix changes in book of business
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21 Other Applications Applies to more than just New Product rollout New Distribution Channel New States Accelerated Growth or Decline Don’t have to go monthly -Be sure to consider implications on development patterns -Make adjustment based on theoretical example
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22 Questions????
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