Welcome to McKinsey Quarterly, the business journal of McKinsey & Company.
November 2008
At present, most health care payers convert less than 10 percent of the customers who move to a new product class. There’s substantial room for improvement.
June 2008
Chinese financial institutions are flush with money at an opportune moment. They should resist the urge to build empires and instead focus on advancing their skills and global experience.
July 2007
Executives should treat them as programs, not products.
June 2007
The auto insurance market is booming, but the carriers’ profits are not.
During the next five years, rapid innovation may restructure the value chain of health care payments and change the sector’s balance of power.
March 2007
More and more, payers are dealing with individual consumers, not companies. They will have to change their products, their mind-sets, and their competencies.
June 2006
Executives say employee benefits help companies compete but have an incomplete understanding of benefits and how they perform.
To attract health care consumers in China’s cities, providers of private insurance will have to address concerns that go far beyond costs.
March 2006
A strong life insurance industry could help China tackle its economic and social challenges.
February 2006
A new approach to identifying valuable customers can help traditional carriers stay competitive.
December 2005
The low prices and strong brands of property and casualty start-ups hint at strategies for traditional players in Europe.
November 2005
Medicare Part D is only the starting point for a far larger opportunity.
The evidence suggests that CDHP members are more value conscious.
June 2005
Adopting a product developer's approach to designing a benefits package can help employers get more value from their health care investments.
As the changing landscape offers new opportunities, successful companies will choose one of three roles and invest in new capabilities now.
May 2005
The management-board member responsible for operations explains how the company is exploiting ideas pioneered by manufacturers.
Financial institutions around the world can help people retire with more income and less uncertainty.
April 2005
To be distinctive, carriers must provide high-quality, personalized service to agents while keeping costs under control.
January 2005
A tax-deferred savings vehicle that is changing the consumer’s mind-set could rein in the rising cost of US health care.
December 2004
Customer segmentation can help companies target their retention efforts more effectively.
The hour is late for foreign companies that haven’t already entered the Chinese market, but not too late for those with strong skills and creative strategies.
November 2004
New IT investments are capable not only of making insurance companies more efficient but also of mitigating the losses from agents who leave.
Good risk management is crucial for companies in this opaque market.
February 2004
The time has come for insurance companies to reconsider their approach to risk and reward.
May 2003
Stock markets didn’t look kindly on M&A deals in the insurance industry during the 1990s, but a few fared better than most.
Can insights from behavioral economics explain why good executives back bad strategies?
February 2003
Web-based systems and recent regulatory changes are helping insurers establish better—and cheaper—repair networks.
August 2001
Mutual insurers must use their capital more productively, but there are many ways to do so.
May 2001
Although it has become harder and harder to make money selling auto and home owners' insurance, established retail insurers still have one effective weapon: better pricing.
August 2000
The apparent belief of personal-lines property-casualty insurance companies that they can hold back the tide of electronic commerce puts them at risk of being deluged by it.
May 2000
Many Asian insurers now realize that they need Western investment and know-how, and pressure is building because Asian regulators, sobered by huge overall portfolio losses, are relaxing restrictions on foreign ownership.
November 1999
Most insurance companies are massively overcapitalized. They should find better ways to use their shareholders’ money.
August 1999
Brokers are consolidating globally. Insurers are paying the price. New entrants threaten both sides of the industry.
Restructuring and consolidation are just beginning: Insurers will have to redefine their way of doing business.
August 1998
The market is sending a clear message: Insurers must radically improve their performance and increase their size, simultaneously. Core skills—buying and selling as well as leveraging intangible assets—will be key.
February 1998
Companies insure against property and casualty loss; why not against rogue trading, new product failure, and other business risks? Business risk insurance should be thought of as a new and efficient source of capital. But banks and insurers will need to integrate and tailor products.
August 1997
A new channel to meet all the financial needs of employees. Convenience and cost will be important, but education could be the key that unlocks latent demand.
The basis of competition is shifting from capital to knowledge. Larger insurers are well placed to succeed. Smaller players face a shrinking pie.
November 1996
Corporate premiums for predictable risks will likely disappear. Four very different value propositions are emerging. Supplementing welfare, asset gatherers, or service providers?
May 1993
An analysis of the European insurance industry on the verge of a structural shake-up.
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