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Auto insurance TV ads more creative; direct mail lagging
While I follow the insurance direct marketing industry, I can’t help but feel a little envious of what I’m seeing on television. At least in the Chicago area, where I sit between the two largest auto insurers Allstate and State Farm, I seem to be seeing more auto insurance commercials.
Earlier this year, Advertising Age reported that in 2009, GEICO out-spent the next highest auto insurance advertiser, Progressive, by more than 60 percent. Both State Farm and Allstate, who spend on parity with each other, spent less than half that of GEICO.
Progressive
Progressive’s concept of an insurance company as a consumer package goods superstore is continuing with Pickles, the dog, teaming up with Flo to provide a comparative quote. You can’t go wrong featuring a cute animal. Flo is now playing second banana and providing a voiceover as the commercials end with a shot of Pickles in charge.
GEICO
The Gecko has a long history with GEICO and his new commercials take advantage of his steady development as a spokesperson. No longer is he casually talking about pie and chips to a real gecko, as he did in one of his first commercials. Now he is talking in front of conference audiences with all the giveaways branded in his likeness. Like Progressive’s Flo, GEICO is capitalizing on a developed brand image.
Esurance
Still working to develop an image, Esurance seems to have placed secret agent Erin into deep cover as they now use a small group of dedicated employees who talk about their interactions with Esurance customers. Whether it’s The Saver or the Coverage Counselor, this cast of spokespersons grabs attention by playing out short stories on the experiences of being an Esurance customer.
Both of today’s leading auto insurers stick with the real life spokesperson format. Together, State Farm and Allstate challenge Progressive and GEICO’s messages of saving money and fast quotes.
State Farm
State Farm has developed its spokesman into the customer’s friend who reminds them to check whether their friends and family are one of 40 million State Farm customers. Then he one-ups the competition by telling the audience that State Farm is larger than Progressive and GEICO combined.
Allstate
Similarly, Allstate continues to rely on Denis Haysbert as the spokesperson for most of their commercials. In a new campaign he supports Dean Winters, portraying Mayhem, in a series depicting causes of accidents. Allstate, like State Farm, challenges GEICO’s message by asking if a fifteen minute call could provide the service you get from your personal agent.
It’s clear that these five companies are spending a lot on the development of new brand images. Apparently the money is coming from their print advertising since Adweek recently reported that the auto insurance industry reduced its print spending by 26 percent in 2009. Some of that decrease may include direct mail, which Comperemedia reports as having decreased five percent last year from 2008.
These five companies can be split into two groups when it comes to direct mail strategy. Both Progressive and Esurance have nearly stopped mailing. Of the others, GEICO is still the largest mailer, not segmenting who receives a solicitation, while Allstate and State Farm maintain strong mail levels and utilize their agents to guide the segments on address labels.
When I look at auto insurance direct mail, I’m surprised how different the pieces are from the companies’ commercials. There’s a dysfunctional integrated marketing strategy, a direct marketing channel disconnect. The images these companies are investing in and creating on television are not being leveraged in their direct mail solicitations.
I would think it would be an advantage to incorporate the TV brand images into mail campaigns as a reminder of the company’s brand values. After all, the advantage of advertising is it builds the brand through repetition of a message.
The “New Normal” consumer is speaking out
Further evidence that the “Great Recession” has had a significant effect on consumer behavior:
– In a recent Mintel consumer study, a substantial 76% of respondents state that they are “smarter shoppers” than they were a year ago.
– Almost seven in ten say they are trying to buy only necessary items, such as food (and that last number includes about half of those households earning more than $100k annually).
But price is not the only consideration. Only half of the consumers in the survey say that low price is more important than good customer service, while seven in ten say they only buy brands they trust.
What does this mean? It means that the definition of “smart shopper” is not just about price, it is more and more about value. And the concept of value has been extended to include trust in the brand, as well as good customer service.
These numbers look very much the same as they did a year and even two years ago, when the recession was just beginning to alter consumer behavior. This means that consumers are settling into a “less is more” mindset, while expecting more from their brand and shopping experiences.
Anyone in Financial Services (along with other industries) who is not conducting branding studies and consumer experience research should probably take note.
Delayed MLR rules could negatively impact insurer’s planning
I’m concerned about the recent delay in setting rules for the medical loss ratio (MLR) provision of health reform. With the implementation set for January 1, 2011 there is not much time for health insurers to develop their plans for next year.
Under the health reform rules, insurers are required to spend 85 percent on medical care for every premium dollar received from group plans, and 80 percent for premiums received from small group and individual plans. HHS (US Department of Health and Human Services) is charged with managing the development of the rules and guidelines. It has asked NAIC (National Association of Insurance Commissioners) for their recommendations on how to calculate and implement the MLR requirement. They have missed their target of June 30, 2010 to have rules in place. In their defense, it is complicated.
Because of the delay, a political fight is developing over the issue. Senator Al Franken is calling for vigilance to make sure the insurance industry doesn’t define medical expense as everything that is not profit. He has cited the recent announcement by Wellpoint to reclassify $500 million in administrative expenses such as health and wellness, nurse hotline, smoking cessation and weight loss programs as medical.
I’ve noticed in Comperemedia a recent letter to Assurant producers notifying them that, because of the uncertainty of the MLR rules, Assurant will reserve the right to change commissions for next year and is placing a temporary limit on first year commissions. With this uncertainty stretching well into next year’s planning cycle, I’m wondering if it is more than simply constraining planning or if it is having a material affect? More importantly, has the concern about MLR’s impact on commissions caused policy sales to slow?
Q&A from “Beyond the New Normal” Webinar
Thank you to everyone who listened in to my webinar yesterday (July 22): “Beyond the New Normal: The Financial Services Consumer in Today’s Economy.”
I really enjoy presenting Mintel Comperemedia’s information on how people are reacting and changing their habits due to the economy of the last couple years. Many of you asked questions related to consumer trust, which I think is an excellent topic for banks and other financial institutions to think about right now.
If you missed the webinar, you can access the slides and recording here:
- Webinar slides
- Webinar recording
Here are my answers to some of the questions we didn’t get to yesterday:
Q. Is there somewhere that all of the statistics are posted? Some were mentioned that were not on the slides.
A. Please contact your account manager with specific requests for data. I will also be posting some data points from the presentation on the blog over the next few days. If you are not a Mintel Comperemedia client, please contact info@comperemedia.com to learn more about subscribing.
Q. There seems to be a lot of contradictory information – consumers don’t want a relationship with a bank, but that’s the only way we’ll attract customers. If we need to build trust, how specifically do bank marketers do that?
A. Actually…customers DO want a relationship with banks and other financial services companies. I could write a book (actually several books) on different ways that companies could build trust with their customers, but it begins with a longer term focus, rather short-term strategies designed to maximize quarterly earnings, as well as openness with customers – being forthcoming with information about what to expect from the relationship.
As I mentioned during the webinar, it is not necessarily the fees themselves that are the problem, for example. Instead, the problem is that customers feel like banks are being unfair or even “sneaky” about how they charge fees to their customers. Same thing for privacy and the use of personal information.
The best way to think about it is to think about what factors into maintaining a long-term friendship, since customers are looking for the same things from a personal relationship as from a business relationship.
Q. What was meant by “control” in the characteristics people expect from banks?
A. We didn’t define the concept of control when we asked about the 12 attributes. That would actually be a good focus for future studies – to break down those attributes even further to gain an even better understanding of how customers define “trust”.
The question(s) as they were asked were:
“Thinking about what it means to ‘trust’ another person (financial services company), please indicate on a scale of 1-5 how important each of the following is in establishing that trust”
Top 6 for both:
Honesty
Respect
Loyalty
Fairness
Communication
Commitment
Bottom 6 or both:
Reciprocity (receiving an equal or greater amount in return)
Empathy
Predictability
Usefulness
Empowerment
Control
Q. Where will lower income customers turn for credit, given that alternative lenders (e.g., payday, auto title) are increasingly scrutinized?
A. Lower income customers have definitely borne much of the burden of the declining availability of credit. The regulatory changes will probably only exacerbate that situation. This is a huge market, however, and eventually (as always happens), new ways of mitigating risk, or new ways of offering credit that to these segments that have regulatory approval, will appear.
One way that this market may open up again is through the use of better risk assessment tools – above and beyond the traditional Fico or other type of risk score. That would allow lower income customers, who are not necessarily higher risk, to have access to credit because lenders will have better and more detailed ways of assessing credit worthiness.
Q. How do you see Bank of America’s move to eliminate ODP (overdraft protection) fees in the context of your presentation?
A. One of the best marketing moves a bank can make is to be proactive about eliminating or restricting something ahead of the game. It is a tremendous differentiation strategy that helps establish trust. The same is true for entire industries.
About three years ago I wrote a piece for the Mintel Oxygen website titled “Self regulate or be regulated,” suggesting that the credit card industry, which has historically suffered from a tremendous lack of consumer trust, might want to be proactive in limiting fees across the industry to improve general perceptions of the entire industry. That of course never happened, and sure enough, the CARD Act has accomplished much of that restriction of fees for them.
The result? People are still highly distrustful of credit card companies/issuers/networks, and their fees have been restricted anyway. It might have been better to get ahead of the game and at least have the additional bonus of somewhat improved customer relations.
This relates to my points about a short-term focus on quantifiable returns, rather than the longer term focus on building a relationship that improves perceptions of a brand.