Life Insurance Marketing in India (C) The Changing Product & Pricing Norms

            
 
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Case Details:

Case Code : MKTG028
Case Length : 14 Pages
Period : 2000 - 2002
Pub Date : 2002
Teaching Note : Available
Organization : ICICI Prudential, Max New York Life, ETC
Industry : Insurance
Countries : India

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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"We will design our products specifically for every segment of Indian consumers and not just hawk our North American products in the country."

- Gary M C Standard, Vice President, Sun Life Canada, in 1997.

"We would not lack in our efforts to innovate new products."

- G. Krishnamurthy, former LIC Chairman, in 2000.

The Changing Product Profile

In July 2002, India's state-owned insurer Life Insurance Corporation of India (LIC) launched a new insurance policy, 'Anmol Jeevan'(Priceless Life). This was seen by industry observers as something LIC 'had'to do in the wake of the increasing competition in the insurance sector.

Before the launch of Anmol Jeevan, two of LIC's major competitors, ICICI Prudential Life and HDFC Standard Life had launched similar, competitively priced insurance products. In the newly opened Indian insurance sector, private insurers were coming up with many innovative products, offering riders on the policies in order to woo the consumers.

Marketing Management Case Studies | Case Study in Management, Operations, Strategies, Marketing Management, Case Studies

LIC, which had been exercising monopoly in the Indian insurance sector, had been offering only 'plain'policies without any riders to its policyholders. Analysts pointed out that LIC never seemed to have had any proper strategy for bringing out innovative products and customer-friendly pricing of its products.

Though LIC offered around 60 products, only seven to eight were popular with policyholders. With almost all private players'premium rates being more or less similar to LIC's premium rates, the only areas where they could distinguish themselves was in the marketing, distribution and product innovation.

The private insurers decided to develop products that would not compete with LIC's money back and endowment policies at the initial stages (Refer to Exhibit I for a note on various kinds of insurance products). Thus, the new players launched a host of group insurance and term-life schemes, as LIC had not focused intensively on these aspects of insurance.

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