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MR Microinsurance_2012_03_29.indd - International Labour ...

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506 Delivery channels and intermediaries<br />

For insurers using the partner-agent model, MFIs are the “low-hanging fruit”<br />

in the microinsurance delivery channel landscape and could thus be characterized<br />

as the most obvious direct avenue of microinsurance product distribution.<br />

However, MFIs are limited in scope. Collectively, MFIs reach only 190 million<br />

borrowers worldwide (Reed, 2011). Th is is less than half of the current microinsurance<br />

outreach (see Chapter 1) and a fraction of the global potential microinsurance<br />

market.<br />

Discovering, unlocking or building alternative avenues of direct access to the<br />

poor is crucial to the expansion of the microinsurance market. As illustrated in<br />

Figure 23.2, a host of organizations and methods could be used to access the lowincome<br />

market, but the development of these channels can be arduous and complicated<br />

work. With the exception of MFIs, few potential delivery channels have<br />

existing fi nancial relationships with the poor, and the fi nancial literacy of the<br />

management of potential delivery channels can be limited. Intermediaries can<br />

therefore play an important role in facilitating the delivery channel development<br />

process.<br />

Insurers and delivery channels often have trouble with communication. Th e<br />

two parties have very diff erent motivations, systems, understanding of client<br />

needs, and knowledge of insurance concepts. However, they agree that neither<br />

wants to do much work beyond what is necessary to sell the product in a<br />

straightforward way. Here, an intermediary’s knowledge of the low-income<br />

market and attendant resources can play an important role by bridging the<br />

knowledge and capacity gap between microinsurance clients and insurers. While<br />

microinsurance intermediaries have additional capabilities, this bridging function<br />

is a signifi cant component of their value proposition.<br />

Figure 23.2 Delivery channels<br />

Lowincome<br />

people<br />

Utilities<br />

Service<br />

providers<br />

Volunteers<br />

Credit<br />

unions<br />

MFIs and<br />

NGOs<br />

Health<br />

workers<br />

Churches<br />

Employers<br />

Insurance<br />

agents<br />

Cell phones<br />

Retailers<br />

Smart cards<br />

Self-help<br />

groups<br />

Banks<br />

On-line<br />

& ATM<br />

Computer<br />

kiosks<br />

Field<br />

workers<br />

Insurance<br />

companies

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