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© Copyright IBM CorporationIBM CONFIDENTIAL

The Value of an Asset Intensive Solutions Approach

Luke D. Kelleher, IBM Senior Managing Consultant

LOMA Emerging Technology Conference

February 20, 2009 - San Diego, California

Global Business Service

© 2009 IBM Corporation


2 Luke D. Kelleher: [email protected] | David S. Lipien: [email protected]

Agenda

Planned Session Outcomes

Trends - 2020

Assets and Solutions– Insurance Self Service, Operations of the Future and Customer Insight.

Deep Dive into Insurance Self Service– Business Drivers

– Approach

– People

– Process

– Technology

– Lesson Learned

Cases





The outcome for today is to a look at assets holistically, understand how leveraging your current systems can work and what is available.

Look at assets holistically– Treat technology, processes, and people as assets.

Understand how leveraging your current systems can work– Establish links between applications and services using an Enterprise Service Bus.– Enable effective integration & re-use of legacy functionality across channels.– Your existing systems are too important and would be very costly to rebuild.

Understand what accelerators, models, and assets are available– Component Business Modeling (CBM), Service Oriented Architecture (SOA) and Model Driven

Architecture (MDA) play an important role in this transformation and the transformation of our largest clients.

– Standards like XML 1 (Open Data), HTML, XHTML (Open Publishing), Web Services (Open Interchange) and J2EE (Open Programming).

Understand the demand and management of the necessary skills– Employees have become an increasingly important issue due to the aging of the workforce and

the shrinking of incoming labor pools.– LIMRA estimates 38% decline in full-time affiliated agents.

1. WBI Insurance Adapter for ACORD XML V1.0. Enables business applications to send and receive business data and events asynchronously. A broker or server can exchange business objects with applications that send or receive data in the form of ACORD XML messages.





Agenda


Trends - 2020



– Approach

– People

– Process

– Technology

– Lesson Learned

Cases





Consumer expectations, operations, business performance and regulation are the four mega trends shaping the industry now and years to come.

ConsumerExpectations

Insurance Operations

Business Performance

Regulation

Megatrend Current Implications

Active and informed consumers across demographic groups reward non-traditional operators

Customer centric marketing is key – 360 Degree view of the client.

Technology virtualizes the value chain and lowers barriers to entry

Componentize business services to create an "assembly line“.

Insurance products are dynamic and provide more consistent performance

Pure standarization only creates cost differentiation, not quality. Think out of the box.

Regulatory coordination and affirmed industry standards broaden to international scales 1

Promote data quality and clarity. What would you do in a world without regulation?

2020

Source: 2020 Mega Trends: IBM Institute for Business Value | 1. http://www.cmcrossroads.com/content/view/7908/120/

Rob Henrikson CEO, MetLife 08‘ Investor Conference: “Substantially reducing costs, while investing more in application development to further drive customer value.”





Agenda


Trends - 2020



– Approach

– People

– Process

– Technology

– Lesson Learned

Cases





Assets delivered as well defined solutions meeting today’s challenges are insurance self service, operations of the future and customer insight.

1. Insurance Self Service (B2C or B2E):• provides carriers with the ability to rapidly deploy a website (portal) that will provide both Agents and

Consumers with an easy to use, real-time, highly personalized access point to the carrier’s new business and support functions.

2. Operations of the Future:• enables a carrier to automate the processing of inbound documents and service requests. The approach is

to automate business processes – from receipt of paper to production of output. The solution recognizes inbound mail documents, converts them automatically to XML transactions, where they are processed through Websphere Process Server by using exposed business services.

3. Customer Insight:The foundation for facilitating and optimizing the information driven, customer oriented processes related to marketing, sales, service and compliance across the financial services enterprise.

Channel Management

Customer Relationship Management

Marketing Product Operations

Policyholder Acquisition Underwriting Policy

AdministrationClaims

Management

Enterprise Resource Management

Solutions Across the Insurance Value Chain





Agenda


Trends - 2020



– Approach

– People

– Process

– Technology

– Lesson Learned

Cases





We will take the Insurance Self Service Solution and discuss the assets across technology, process, and people.

Agent Marketing Customer

Links priorities to

product Asses risk

Conducts manual underwriting

Presents illustrations

Conducts interview with

agent

Underwriting

Creates campaigns and notifies agents

Conduct interview

Carrier

Prioritizes needs

Renders decision

Complete applicationBusiness Participant

Servicesvia internet

Tom Wilson, CEO Allstate 07’: “We will grow Allstate by focusing on the consumer in an industry that is not known for innovating to meet consumers' changing needs. Our vision is to reinvent protection and retirement for the consumer“





Computing has become increasingly pervasive across all aspects of a consumer’s life, significantly changing relationships with financial firms.

Today’s customers are more savvy and have heightened expectations for how they interact with financial services companies through a variety of touchpoints.

Widespread broadband connectivity and pervasive computing are resetting expectations and introducing new opportunities to financial services firms.

Old notion of “channel” is being replaced by more fluid customer “touchpoint” relationship model, supported by the growth in the number and use of mobile digital devices.

Broadband & Pervasive

Touchpoints

Web 2.0 & Social Networking / Collaboration

Enabling Technologies

79% of consumers will commit to a deeper product or service relationship with a brand after a satisfying experience1.

1. LaValle, Steve and Brian Scheld. “CRM Done Right: Executive handbook for realizing the value of CRM.” IBM Global Business Services





Behavioral changes of insurance customers suggest that insurers need innovative and non-traditional ways to understand and court different customers.

How will they seek

protection?

Value in 2020

How will insurers court

future policyholders?

Enhance transparency in customer service

Offer consultative approach to sales

Enhance branding for security, advocacy

Provide preservation-based products, services to largest, richest segment

Enhance multi-channel delivery experience, customized care

Offer non-traditional products to satisfy life stage needs

Provide greater access to onsite and remote specialists

Provide high multi-channel use as they transition to later life stages

Offer consultative, collaborative approach to sales, service

Meet convenience expectations

Settle on 1-2 channels

Avoid marketing that relies on behavioural assumptions

Offer on-line services, basic products

Grow with customers who are willing to share info

Provide individual attention with service and product customization

Seek products that match their conservative, cost-conscious approach

Want high-touch service and advice

Demand multi-channel service options

Seek support for transition to wealth preservation, such as transfer and retirement

Taking longer-term approach

Demand support for wealth-building via investments, educational savings, retirement assets

Expect personal control and high level of service

Want products that support major life events (moving, marriage) that trigger financial decisions

Demand that loyalty be earned early

Fit products into hard working, high consumption, minimal savings lifestyle

Technology savvy

15% of population

35% of assets

30% of population

35% of assets

15% of population

15% of assets

20% of population

10% of assets

20% of population

5% of assets

Seniorsb. 1900 - 45

(75+)

Boomersb. 1946 - 64

(56-74)

Gen Xersb. 1965 - 77

(43-55)

Gen Yersb. 1978 - 87

(33-42)

Gen Zersb. 1988 -

(12-32)

Behavioral Change to 2020Radical Gradual

Note: Percent of population and percent of total assets controlled are represented only for people 18 and older. Source: Forrester Research; IBM Institute for Business Value

Ages in 2020

Insurance Customers in 2020: Behavioral Changes





Customers expect consistency across channels, reward an innovative service experience - they are ready to interact meaningfully online.

Firms can no longer afford to have poor Web sites (or web strategy) as consumers visit, evaluate, and decide on insurance based on information on-line.

Firms should begin by thinking about a commerce value chain focused on their interactions with customers. Insurers must build a Web presence that attracts customers, and guides them easily and swiftly through interaction, action and reaction.

Forrester: 92% of customers value multi-channel integration and would like all interactions fully harmonized.

Source: “The Online Insurance Imperative: Driving Growth by Expanding Your Online Presence" - ftp://ftp.software.ibm.com/common/ssi/sa/wh/n/gbw03067usen/GBW03067USEN.PDF





Asset intensive solutions are constructed by significantly leveraging re-usable assets. The solution & assets used in its construction conform in a standard way.

Composite Business Services

Common Enablers (SCM, Infrastructure)

Industry Specific or Cross-Industry Content: (IAA)

Suite of Products

Ex: Fraud & Abuse Management System (FAMS)

Ex: Comparative Quotes Service (From SEEC)

Industry Framework - Industry Content Packs- Process Models- Information Models- Service Models- Reference Architecture- Adapters / Connectors- Integration Toolkit, etc.





With all solutions people are a key assets to the success of the effort, that is especially true of the Insurance Self Service Solution.

Skills – new skills needed and skills shortage:– In a successful Insurance Self Service Solution resources that have both industry and

technology skills are needed.– Computerworld 09’: “Demand for Web 2.0 skills is also driven by the continuing expansion of

business-to-business connections.”

Workforce Demographics– Maturing baby boomers are followed by a much smaller group of generation Xers, making

potential replacements increasingly difficult to find and hire.– According to IBM studies, depending on an insurer’s business strategy and model,

underwriters, claims adjusters, sales professionals, actuaries and others can make a difference of between 10%-20% annual growth as well as have an impact on underwriting profit and loss.

Global Delivery– Cost pressures, increased speed to market, hot skills, skills shortages and demographics is all

causing this to be even more important.

Vendor Management– Typically in asset based solutions you are dealing with integration, conversion, packaged

software and teams located globally.

The keys to success in managing a global delivery model are: PM Fundamentals, focus on people, use of standards, defined reporting metrics, leveraging technology, leveraging global competencies, taking ownership and accountability and remembering the value of iterations.





Process will also play an important part in minimizing spend, increasing speed to delivery and providing a level repeatability and quality.





Business & Financial

Management/Infrastructure

Manufacturing/Product

DevelopmentRelationshipManagement

Business Acquisition & Retention

Risk ManagementPolicy

Administration& Services

Group Administration

Business Strategy

Direct

Execute

Control

Product Portfolio Strategy

OperationsManagement

AndPlanning

GroupStrategy

Business

Activity

Level

Customer Relationship

Strategy

Reinsurance Strategy

Market and PromotionPlanning

Benefit Payments

ClaimsManagement

Strategy

Miscellaneous Payment Planning

Treasury

Investment Strategy

Facilities Management

Asset Management

Business ProcessManagement

Investment/CapitalManagement

Audit Procedures

External Reporting

Procurement/Vendor Management

Customer Information Profile

Prospect Information Profile

3rd Party InformationProfile

Dist/HierarchicalProfile

Financial/SpecialistAdvisor

CampaignExecution

CorrespondenceHandling

Communications

Contact Servicing/Service Centers

Public Relations

Channel/ClientEducation Delivery

IllustrationsRisk Rat ing

UnderwritingDecisioning

ReinsuranceTreaties

Regulatory and Compliance

Reporting

ProductDevelopment

Internal/External

Product Setupand

Maintenance

Reinsurance/Coinsurance

Program

Product Education

ContactManagement

Correspondence Management

Brand Management

Channel ManagementCustomer

Management

Risk Compliance,Legal Monitoring

Establish Reserves

Monitor Loss Reserves

Underwriting Management

Customer ProfitabilityAnalysis (Review)

Cash Management

AR/AP

Financial Reportingand Controls (GL)

Audit

Human Resources

TechnologyManagement

Learning/Knowledge Services

Facility Operations

Security Services

Financial AdvisoryTools

Sales Support

New Business Processing (Application)

Renewals Processing

Producer/Hierarchy Compensation

ProcessingPolicy

Changes

Surrenders/Maturities

Loans and Dividends

Payment Processing(Disbursements)

Evaluate Claim(Loss)

Process Claim

Investigate Claim(Loss)

Fraud Investigation

Settle Claim


Controls

Account Installation

Account Management

Product Management

Internal/External

Actuarial Pricing Analysis

Concept SellingStrategy

PropositionStrategy

Product Planning

Dist. Partners Relationship

Strategy

BrandStrategy

Risk, Compliance, Legal Management

Reserve Management

CatastrophePlanning

Distribution/Compensation

Strategy

Client AssetRetention Strategy

PromotionManagement

Market Research/Segment Analysis

CampaignManagement

Producer Portfolio Analysis

Cancellations And

Lapsing

Billing

Collections

3rd Party Collections

Claims Litigation

Fraud Management

MiscellaneousPaymentsStrategy

ProcessingPolicy

Changes

Cancellations And

Lapses

Billing

Collections


Category Business & Financial

Management/Infrastructure

Manufacturing/Product

DevelopmentRelationshipManagement

Business Acquisition & Retention

Risk ManagementPolicy

Administration& Services

Group Administration

Business Strategy

Direct

Execute

Control

Product Portfolio Strategy


AndPlanning

GroupStrategy

Business

Activity

Level

Customer Relationship

Strategy

Reinsurance Strategy

Market and PromotionPlanning

Benefit Payments

ClaimsManagement

Strategy

Miscellaneous Payment Planning

Treasury

Investment Strategy

Facilities Management

Asset Management

Business ProcessManagement

Investment/CapitalManagement

Audit Procedures

External Reporting

Procurement/Vendor Management

Customer Information Profile

Prospect Information Profile

3rd Party InformationProfile

Dist/HierarchicalProfile

Financial/SpecialistAdvisor

CampaignExecution

CorrespondenceHandling

Communications

Contact Servicing/Service Centers

Public Relations

Channel/ClientEducation Delivery

IllustrationsRisk Rat ing

UnderwritingDecisioning

ReinsuranceTreaties

Regulatory and Compliance

Reporting

ProductDevelopment

Internal/External

Product Setupand

Maintenance

Reinsurance/Coinsurance

Program

Product Education

ContactManagement

Correspondence Management

Brand Management

Channel ManagementCustomer

Management

Risk Compliance,Legal Monitoring

Establish Reserves

Monitor Loss Reserves

Underwriting Management

Customer ProfitabilityAnalysis (Review)

Cash Management

AR/AP

Financial Reportingand Controls (GL)

Audit

Human Resources

TechnologyManagement

Learning/Knowledge Services

Facility Operations

Security Services

Financial AdvisoryTools

Sales Support

New Business Processing (Application)

Renewals Processing

Producer/Hierarchy Compensation

ProcessingPolicy

Changes

Surrenders/Maturities

Loans and Dividends

Payment Processing(Disbursements)

Evaluate Claim(Loss)

Process Claim

Investigate Claim(Loss)

Fraud Investigation

Settle Claim


Controls

Account Installation

Account Management

Product Management

Internal/External

Actuarial Pricing Analysis

Concept SellingStrategy

PropositionStrategy

Product Planning

Dist. Partners Relationship

Strategy

BrandStrategy

Risk, Compliance, Legal Management

Reserve Management

CatastrophePlanning

Distribution/Compensation

Strategy

Client AssetRetention Strategy

PromotionManagement

Market Research/Segment Analysis

CampaignManagement

Producer Portfolio Analysis

Cancellations And

Lapsing

Billing

Collections


Claims Litigation

Fraud Management

MiscellaneousPaymentsStrategy

ProcessingPolicy

Changes

Cancellations And

Lapses

Billing

Collections


Category

The important aspect of the Insurance Self Service Solution is the process assets are built and refined with every engagement.

CBM creates an integrated and flexible framework using a common language for multiple purposes and ensures consistency with strategic direction.

Use Cases and Use Case Diagrams.

Process Models.

Factory Approach to Delivery.

Release Management Standards 2 and Approach.

IBM Unified Method Framework ™ (the Method) – a technical method that supports a wide range of projects how an emphasis on Work Products that define a standard set of outcomes for services delivery will help lead you to success.

Customer

UC3 Generate

Quote

UC4 Purchase Quote

UC7 Endorsemen

t

Insurance Company

UC5 Process External Reports

UC1 Capture Person

UC2 Capture Asset

UC8 Post Purchase

UC6 Capture Payment

UC9 Account Management

UC3.1 Anonymous

Quote

UC3.2 Known User

Quote

UC3.3 Save Quote

UC3.4 Retrieve

Quote

UC9 1 L i

UC8.1 Person Inquiry

UC9 4 Retrieve

UC8.3 Capture First Notice of

Loss

UC8.4 View Claim History

UC8.5 View Claim Status

UC8.2 Claim Inquiry

UC7.21 Cancel

UC7.22 Reinstate

UC7.20 Renew

UC1.1 Capture Primary Person

UC1.2Capture

Additional Person

UC1.3 Capture

Household History

UC1.4 Capture License History

UC1.5 Capture Accident HistoryUC1.6

Capture Violation History

UC1.7 Capture

Insurance History

UC1.8 View Person

Summary

UC2.1 Capture

Asset Information

UC2.2 Asset Pre-Filled

Information

UC2.3 Asset-Person

Assignment

UC2.4 View Asset

Summary

UC3.5 View Quote

Summary

UC3.6 View Coverage Summary

UC3.7 View Quote

Compare

UC5.1 Process CLUE Reports

UC5.2 Process MVR Reports

UC5.3 Process Misc Reports

UC5.4 Order CLUE Reports

UC5.5 Order MVR Reports

UC5.6 Order Misc Reports

UC8.6 View Policy

SummaryUC8.8 View

Asset SummaryInsurance Company

UC9.5 Modify Billing

UC7.1 Person Inquiry

UC7.2 Person Update UC7.19 View

Policy Summary

UC7.18 View Coverage Summary

UC7.17 View Asset

Summary

UC7.16 View Person

Summary

UC7.3 Modify Person(s)

UC7.4 Modify Violation(s)

UC7.5 Modify Accidents(s)

UC7.6 Modify Household

UC7.7 Modify License

UC7.8 Modify Insurance

UC7.9 Modify Asset(s)

UC7.12 Modify Discount(s)

UC7.11 Modify Coverage(s)

UC7.13 Modify Lessor

UC7.14 Modify Financial Parties

UC7.15 Modify Interested

Parties

UC7.10 Modify Person

Assignment

Customer

UC4.2 Capture

Asset Adtl Information

UC4.1 Capture

Person Adtl Information

UC4.4 Capture Financial Parites

UC4.5 Adtl Interested

Parties

UC4.6 View Purchase

Confirmation

UC4.3 Capture Lessor

UC4.7 View Policy

Summary

UC4.8 Print Temp Proof of Insurance

UC4.9 Credit Warning

UC6.1 Capture Debit/Credit

Payment

UC6.2 Capture ACH Payment

UC6.3 Schedule

Installment Payment

UC6.5 View Payment

Status

UC6.6 View Payment History

UC6.4 Print Payment Receipt

UC6.6 Request Refund

UC6.7 View Refund Status

Life Insurance CBM B2C Use Case Diagram B2C Use Case Inventory Process Models

1. "How a factory development model can help insurers gear up for success" - GBW03001-USEN-00.pdf , D.Lipien and J.Kelly IBM POV

2. http://www.ibm.com/developerworks/rational/library/06/0925_lipien-haines-gan/index.html





Somewhere in the middle of the world of process and technology we have the Industry Reference Architecture Framework and a System Context…

Industry Reference Architecture FrameworkIndustry Reference Architecture FrameworkInfrastructure

Req

uire

men

ts

ClientServices

InteractServices

ProcessServices

IntegrateServices

ContainerServices

RulesServices

InfoServices

Security and Systems Management

Development

StrategyChannelStrategy

MarketSegmentation

Strategic Statement and Goals

ProductStrategy

Business

Roles Channels BusinessProcess

BusinessServices

BusinessComp

BusinessRules Info

Application

Actors UserInterface Workflow Domain

ServicesSoftware

CompApp

Rules Data





The system context asset helps to demonstrates the breath, complexity and integration needed for the solution to both fresher and legacy components.

Quote

Service Policy

BillingPurchase

Claims

Sales Management

Book of Business

Agent Mgmt

Shopping

Products BeingConsidered

ProductsChosen

PurchasedPolicies

Policy Modifications Purchased Policies

Purchased Policies

Claims System

Billing System

Op’s of the Future

Policy Admin System

Rating System

Product Mgmt

Consumer Info

CustomerInformationFile

Commission SystemCRM System

Policy Admin System

Self Service Solution is in Blue Ring. Other systems are out of scope for the solution, but are pre-req’s

Pipeline Updates





People and the process help to enable the technology assets by which the Insurance Self Service Solution can be built.

IBM WebSphere Portal: – A key “people part” of any service orientation is to allow people to interact with the on demand

world in a personalized way – to automatically get the dynamic information they need. With IBM WebSphere Portal, people can quickly execute business processes using composite applications built on SOA principles. They can collaborate with portal users to make faster decisions.

IBM Tivoli Identity Manager: – With the openness of an SOA environment — integrating formerly separate domains of

authorization and control — specific technology solutions are required for the secure management and protection of information. Tivoli implements a security-rich SOA environment, delivering comprehensive identity management, improved compliance support, reduced administration costs, and an enhanced user experience based on single sign-on and convenient access to multiple services.

IBM Rational ClearQuest:– A workflow automation tool. Have a single view of the releases scheduled for a given time

frame (day, week, month, year). Run complex relational queries based on management requirements and produce Metrics. Have access to the most current Release information. Have a more granular view of issues, risks, defects, deployment requests and change requests to a given release. Move towards a more mature software configuration management process. Support and enable regulatory requirements like the Sarbanes-Oxley (SOX), through tracking, history collection, sign-off mechanisms and other programmatic and custom capabilities of the tool.





As Gary Wendlandt New York Life recently said …“As with most things in life, when things seem too good to be true, there’s usually a problem lurking”.

Key questions will need to answer across the value chain from high-level strategy to detail:

1. Are there existing services and/or functions built across other channels that can be leveraged in the online channel (such as a quoting service/process or a payment processing service/process currently supporting the agency or call center channels)?

2. How will rate comparisons and product integrity be ensured across all channels?3. If saving and retrieving a quote is part of the feature function set – what are the rules related to external data

orders (e.g. Values Transmittal – ACORD TX1212) and product changes?4. Maintaining accurate data and site currency is a large part of that standard. Jacob Neilson’s ten things to

consider for commerce websites provide excellent guidelines in this area 1.5. What is the cross-browser and cross device (mobile, kiosk, etc.) development and testing strategy? 4

6. How will integration to back-end systems and services be handled (e.g. change management, up-time and enterprise release management)?

7. Will the site be developed by geographic state, or by a standard “vanilla” state? What are the by-state and/or base state requirements? How will deltas or complexities of each state be categorized and managed?

8. How will dates be handled (leap year, timestamps across systems and servers, geographic time zone conflicts, etc)?

9. What will be the security protocols to handle sensitive personal information (SPI), encryption decryption, SSL, payment collection, and terms and conditions?

10. Do not forget about post deployment tasks like web search optimization and analytical metrics.

1. Nielsen, Jakob. Heuristic evaluation. In Nielsen, J., and Mack, R.L. (Eds.), Usability Inspection Methods, John Wiley & Sons, New York, NY.

2. For example when Google Chrome was released it captured 1% of the browser market share in less that 24 hours. www.computerworld.com.au/index.php/d;678159717;fp;4;fpid;535331





Agenda


Trends - 2020



– Approach

– People

– Process

– Technology

– Lesson Learned

Cases





Reusable Business Services

Standard Life Assurance is an example of how thoughtful planning and reusable business service helped save the company $3.6M in development costs.

Provide Annuity Details

Verify Identity

Produce Statement

Provide Bank Details

Search and Validate Address

Maintain Self Invested Asset

Maintain Address

Provide Pension Valuation

Send Email

Provide Life Cover Information

Provide Scheme Information

Etc.

Business-to-Consumer (B2C) Business-to-Business (B2B)

Business and IT Challenges– Enhance business channels, while developing new ones.– Anticipate and adapt to the rapid changes in the environment.– Identify common code patterns and maintain design simplicity.

Impact of the Project– 51% of services are reused and showing a development savings of $3.6M.– 40% of the company’s backend transaction come through its SOA (1.6M transaction per day).– 73 service-consuming application running in production.

Source: IBM SOA Compass: Business Value, Planning, and Enterprise Roadmap by Norbert Bieberstein, Sanjay Bose, Marc Fiammante, Keith Jones (Author), Rawn Shah





P&C Insurer that is looking to be innovate and capture a multi-channel strategy by following standards, using rapid development techniques and global delivery.

Business and IT Challenges– Looking for new opportunities to grow profitably.– Reuse technical assets and recent web transformation efforts.– Speed to market critical.

Impact of the Project– Exceeded year one sales target by 3%.– Currently on target to exceed year two targets by 36%.– 14 service-consuming application running in production (Quote, Bind, Territory, Auto Info., etc.).

Web 2.0 (AJAX and Web Services)

Confidential: Not Actual Site

Reusable Business Services

Quote

Rate

Bind and Finalize

Household

RatingUnderwriting

J2EE Exposed as Web Service Legacy (via Web Service, PCML, MQ)





IBM understands the challenges facing our insurance clients on-line, and we have the processes, people and technologies to make it a success.

A traditional IBM strength and representative of the broader custom development capabilities

A unique capability within IBM with talents typically found in an Agency model

Capabilities that provide industry specific

analyses and drive application solution

development

IBM Interactive is one of the world’s leading digital agencies with strengths in visioning, designing, implementing and deploying creative solutions. Advertising Age has released its agency report for 2008, and IBM Interactive is recognized as the 5th highest rated interactive agency globally.





For information on how IBM can you meet your goals and aspiration please contact us.

© Copyright IBM Corporation 2009February 2009All Rights Reserved

IBM, the IBM logo, Lotus, Rational, Tivoli and WebSphere are trademarks or registered Trademarks of International Business Machines Corporation in the United States, other countries orboth. Other company, product or service names may be trademarks or service marks of others. References in this publication to IBM products or services do not imply that IBM intends to make them available in all countries in which IBM operates. Offerings are subject to change, extension or withdrawal without notice. All statements regarding IBM future direction or intent are subject to change or withdrawal without notice and represent goals and objectives only.

Luke D. [email protected]

Patricia M. [email protected]

To read more about how IBM is helping leading Insurers change their game, go towww.ibm.com/insurance.

Loma Emerging Technology Conference

Technology

illustrationsrisk

3rd party

producer portfolio

actuarial

contact servicingservice

prospect information

consuming

market researchsegment