Jobs to be Done (JTBD)
for Non-life insurance (ISIC 6512)
Non-life insurance often struggles with commoditization, low customer engagement, and a perception of being a 'grudge purchase'. The JTBD framework is highly relevant because it helps insurers uncover the true underlying needs and motivations of customers beyond mere asset protection. This is...
Why This Strategy Applies
A methodology for understanding the functional, emotional, and social 'job' a customer is truly trying to get done, which leads to innovation opportunities.
GTIAS pillars this strategy draws on — and this industry's average score per pillar
These pillar scores reflect Non-life insurance's structural characteristics. Higher scores indicate greater complexity or risk — see the full scorecard for all 81 attributes.
What this industry needs to get done
When a policyholder experiences a loss, I want to manage their claim process with minimal effort and maximum speed, so I can restore their situation quickly and uphold our brand promise.
Traditional claims processes are often slow, require extensive paperwork, and lack transparent communication, leading to customer frustration and increased operational costs due to PM01 (Unit Ambiguity & Conversion Friction) and inefficient MD05 (Structural Intermediation & Value-Chain Depth).
- Average claims resolution time (days)
- Customer satisfaction score (claims)
- Claims processing cost per claim
When engaging with policyholders, I want to help them identify and mitigate potential risks before they lead to losses, so I can reduce claims frequency and strengthen customer relationships.
Insurers traditionally focus on post-loss recovery rather than pre-loss prevention, missing opportunities to add value and reduce payouts, which is exacerbated by MD01 (Market Obsolescence & Substitution Risk) if not innovating.
- Loss ratio improvement (%)
- Policyholder engagement rate with risk tools
- Customer retention rate
When assessing risk and setting premiums, I want to leverage advanced data analytics and AI, so I can ensure accurate pricing, competitive offers, and optimal portfolio performance.
Inconsistent or manual underwriting processes lead to mispriced risks and reduced competitiveness, while a lack of real-time data insights limits agile responses to market changes (MD03: 4/5, MD08: 3/5).
- Underwriting profit margin
- Premium accuracy vs. actual loss (variance)
- New policy acquisition cost
When operating across multiple jurisdictions, I want to ensure continuous adherence to all evolving insurance laws and regulations, so I can avoid penalties and maintain our license to operate.
The complexity and rapid evolution of global and local insurance regulations make it challenging to stay fully compliant, risking significant fines and reputational damage if not managed meticulously.
- Regulatory audit pass rate
- Compliance-related fines (total amount)
- Policy approval time with regulators
When addressing customer needs, I want to develop and offer holistic solutions that combine insurance with related services, so I can deliver greater value and capture a larger share of their ecosystem spend.
Customers' 'jobs' often extend beyond traditional insurance products, but insurers typically offer fragmented solutions, limiting customer stickiness and overall value proposition (MD01: 4/5 hints at the need to innovate beyond core product).
- Cross-sell/Up-sell rate of ecosystem products
- Average customer lifetime value
- Ecosystem partnership growth rate
When interacting with policyholders and prospects, I want to consistently demonstrate transparency, fairness, and reliability, so I can foster deep trust and long-term loyalty.
The intangible nature of insurance (PM03: 1/5) and the 'moment of truth' during claims can lead to skepticism and a perception of opacity, making it hard to differentiate beyond price (Executive Summary).
- Customer Net Promoter Score (NPS)
- Customer retention rate
- Brand perception index
When engaging with commercial clients, I want our organization to be seen as a strategic advisor and partner in risk mitigation, so I can move beyond being a mere policy provider to a valuable business enabler.
Many businesses view insurers as a necessary evil or a transactional cost, rather than a strategic partner, which limits up-selling opportunities and makes them vulnerable to price-based competition (MD08: 3/5).
- Referral rate from commercial clients
- Average premium increase for advisory services
- Market share in specific risk advisory segments
When recruiting and developing our workforce, I want to cultivate a reputation as an innovative, supportive, and purpose-driven employer, so I can attract and retain the best talent to drive future growth.
The insurance industry can be perceived as traditional or slow-moving, making it difficult to attract dynamic talent from tech or other fast-paced sectors, especially with high CS08 (Demographic Dependency & Workforce Elasticity) requiring a strong talent pipeline.
- Employee turnover rate
- Time to fill critical positions
- Employee satisfaction and engagement scores
When making decisions about future investments and product lines, I want to feel confident that our organization can effectively adapt to market shifts and technological advancements, so I can ensure long-term relevance and sustainable growth.
Executives often fear market obsolescence (MD01: 4/5) and struggle with the inertia of large organizations, leading to hesitation in adopting disruptive technologies or business models required to stay competitive (MD08: 3/5).
- Market share growth in new product categories
- New revenue streams % of total revenue
- ROI on innovation projects
When overseeing operations, I want to feel secure that our company is fully compliant with all regulatory mandates, so I can avoid personal and corporate legal repercussions and reputational damage.
The constant threat of non-compliance due to evolving regulations and complex reporting requirements creates significant stress for executives, who bear ultimate responsibility for legal adherence.
- Number of compliance violations (zero)
- Executive stress index (survey)
- Speed of regulatory reporting (days)
Strategic Overview
The 'Jobs to be Done' (JTBD) framework offers a powerful customer-centric approach that can revolutionize product development and customer engagement in the non-life insurance sector. In an industry often perceived as a commoditized necessity, where 'Limited Differentiation Beyond Price' (ER05: 2) and 'Intensified Price Competition' (MD08: 3) are prevalent challenges, JTBD shifts the focus from selling policies to understanding the deeper 'job' customers are trying to get done when they 'hire' insurance. This could range from 'achieving peace of mind about my family's financial future' to 'recovering quickly from a business interruption with minimal fuss.'
By deeply understanding these functional, emotional, and social 'jobs', non-life insurers can move beyond traditional product silos and create holistic solutions that deliver superior value. This approach directly addresses the 'Innovation Imperative' (MD01: 4) and 'Shrinking Traditional Revenue Streams' (MD01: 4) by revealing opportunities for integrated services, proactive risk mitigation tools, and seamless claims experiences that resonate with customer's desired outcomes. It also helps to overcome the 'Difficulty in Value Perception and Differentiation' (PM03: 1) inherent in an intangible product, ultimately fostering stronger customer loyalty and opening new growth avenues.
5 strategic insights for this industry
Beyond Protection: Customers 'Hire' Insurance for Peace of Mind and Seamless Recovery
Customers aren't just buying a policy; they are 'hiring' insurance to achieve broader 'jobs' such as 'ensure my financial stability in unforeseen circumstances,' 'gain peace of mind,' or 'get my life/business back to normal as quickly and effortlessly as possible after a loss.' The 'job' isn't the policy itself but the outcome and emotional assurance it provides, which is critical given the intangibility (PM03: 1) and 'Difficulty in Value Perception'.
Unmet Jobs in Risk Prevention and Proactive Management
A significant 'job' customers have is to 'avoid losses in the first place' or 'manage risks proactively.' Traditional insurance focuses on post-loss compensation. JTBD highlights opportunities for insurers to offer value-added services like predictive analytics, IoT-enabled prevention tools (e.g., smart home sensors, telematics), or cybersecurity consulting, addressing the 'Innovation Imperative' (MD01: 4) and moving beyond shrinking traditional revenue streams.
The 'Job' of a Frictionless Claims Experience
The ultimate moment of truth for an insurance customer is during a claim. Their 'job' is often 'to resolve my issue with minimal effort, stress, and delay,' not just 'to get paid.' High 'Operational and Compliance Costs' (RP05: 3) and 'Inconsistent Claims Payouts' (PM01: 3) indicate current processes often fail this job. Innovation in claims processing (e.g., AI-driven assessments, instant payouts) can significantly improve customer satisfaction and reduce 'Cultural Friction' (CS01: 3).
Evolving 'Jobs' Drive Demand for Ecosystems, Not Just Products
As customer needs become more holistic, their 'jobs' often require more than just a single insurance product. For example, a homeowner's 'job' might be 'to manage my entire home,' not just 'insure it.' This necessitates insurers to build or participate in ecosystems that offer integrated solutions, bundling insurance with complementary services (e.g., home maintenance, emergency response, legal aid), directly addressing 'Achieving Product and Service Differentiation' (MD07: 2) and 'Limited Organic Growth' (MD08: 3).
Personalization to Address Unique 'Jobs' Across Demographics
Different demographics and life stages have distinct 'jobs.' For instance, a small business owner's 'job' is 'to protect my livelihood' through tailored business interruption or cyber insurance, while a young adult's 'job' might be 'to protect my digital assets.' Understanding these specific 'jobs' allows for hyper-personalization, overcoming 'Intensified Price Competition' (MD08: 3) by offering highly relevant solutions.
Prioritized actions for this industry
Conduct In-depth Customer Ethnographic Research to Uncover Unmet Jobs
To truly understand the 'jobs' customers are trying to get done, insurers must move beyond surveys. Employ ethnographic research, 'day-in-the-life' studies, and deep contextual interviews to observe customers' struggles and aspirations. This will reveal the true functional, emotional, and social 'jobs' that current offerings fail to address, providing rich insights for 'Innovation Imperative' (MD01: 4).
Develop Integrated, Outcome-Based Product & Service Ecosystems
Instead of selling standalone policies, design and offer bundles of products and services that help customers achieve a complete 'job.' For example, a 'home protection ecosystem' might combine home insurance with smart home security devices, maintenance services, and emergency repair networks. This addresses 'Shrinking Traditional Revenue Streams' (MD01: 4) and 'Limited Organic Growth' (MD08: 3) by creating new value propositions.
Radically Redesign the Claims Process to Be Frictionless and Outcome-Focused
The claims experience is central to fulfilling the 'job' of recovery. Invest in AI, automation, and digital platforms to streamline claims submission, assessment, and payout, minimizing customer effort and 'Inconsistent Claims Payouts' (PM01: 3). Focus on the outcome ('getting back to normal') rather than just processing paperwork, enhancing customer satisfaction and 'Building and Maintaining Trust' (PM03).
Personalize Offerings and Communication Based on Specific Customer Jobs
Leverage data analytics to segment customers not just by demographics, but by the specific 'jobs' they are trying to get done. Tailor product recommendations, pricing (where permissible, MD03), and marketing messages to resonate with these jobs. This moves beyond generic offerings and helps overcome 'Intensified Price Competition' (MD08: 3) by demonstrating deeper understanding and relevance.
Embed Insurance into Adjacent Customer Journeys and Ecosystems
Understand where the 'job' originates (e.g., buying a car, starting a business) and integrate insurance seamlessly into that journey. This 'embedded insurance' approach (often through B2B2C partnerships) can significantly reduce 'High Customer Acquisition Cost (CAC) in Digital Channels' (MD06: 4) and make insurance an integral, rather than an afterthought, part of a broader solution, addressing the 'Innovation Imperative' (MD01).
From quick wins to long-term transformation
- Conduct 'job' interviews with 10-15 customers in a single product line to identify their core motivations.
- Map the current customer journey for claims and identify 3-5 major pain points that impede the 'job to get back to normal'.
- Train a small cross-functional team (product, marketing, claims) on JTBD methodology.
- Pilot a new product or service feature designed to address a newly identified 'unmet job' for a specific customer segment.
- Implement a digital tool or process improvement to streamline a critical step in the claims journey.
- Develop outcome-based messaging for marketing campaigns, focusing on the 'job' rather than just policy features.
- Shift the entire product development process to be 'job-centric', embedding JTBD into the innovation funnel.
- Establish strategic partnerships to build a comprehensive ecosystem around a key customer 'job' (e.g., mobility, home management).
- Cultivate a company culture that prioritizes understanding and fulfilling customer 'jobs' across all functions.
- Confusing 'jobs' with solutions or features (e.g., 'I want renters insurance' vs. 'I want to protect my belongings').
- Focusing only on functional jobs and ignoring emotional and social jobs.
- Failing to translate 'job' insights into tangible product or service improvements due to internal silos or resistance.
- Underestimating the complexity of integrating new services or technologies into existing legacy systems.
- Not continually validating 'jobs' as customer needs and market dynamics evolve.
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| Customer Lifetime Value (CLTV) | Measures the total revenue a company can expect from a single customer account, reflecting success in fulfilling evolving customer jobs and driving loyalty. | Increase CLTV by X% year-over-year through improved product stickiness and cross-selling. |
| Net Promoter Score (NPS) for New Offerings | Measures customer loyalty and satisfaction with new products or services designed around specific 'jobs', indicating how well these offerings resonate. | Achieve an NPS of 50+ for all new JTBD-inspired products within 12 months of launch. |
| Claims Cycle Time & Customer Satisfaction (Claims) | Measures the duration from claim submission to resolution and customer feedback on the claims process, directly reflecting the efficiency of fulfilling the 'job of recovery'. | Reduce average claims cycle time by 20% and achieve 90%+ claims satisfaction. |
| Cross-sell/Upsell Rate for Bundled Services | Measures the percentage of customers purchasing additional services or higher-tier products, indicating the success of creating holistic 'job-fulfilling' ecosystems. | Increase cross-sell/upsell rate by 15% for customers engaging with JTBD-inspired bundles. |
| Customer Effort Score (CES) | Measures the perceived effort a customer expends to interact with the insurer or use a service, reflecting how easily they can 'get their job done'. | Achieve an average CES of 2 or lower (on a 1-5 scale, 1 being 'very easy'). |
Software to support this strategy
These tools are recommended across the strategic actions above. Each has been matched based on the attributes and challenges relevant to Non-life insurance.
Capsule CRM
10,000+ customers worldwide • Includes Transpond marketing platform
CRM contact and interaction tracking gives growing teams visibility into customer sentiment and service history — reducing the risk of complaints escalating through missed follow-ups or inconsistent handling
Cost-effective CRM for growing teams — manage contacts, track deals and pipeline, build customer relationships, and streamline day-to-day work. Paired with Transpond, a dedicated marketing platform for email campaigns and audience management.
Try Capsule FreeAffiliate link — we may earn a commission at no cost to you.
HubSpot
Free forever plan • 288,700+ customers in 135+ countries
CRM and NPS/CSAT tooling gives companies visibility into customer sentiment before it becomes a reputation event — and the infrastructure to respond with targeted, personalised messaging at scale
All-in-one CRM and go-to-market platform used by 288,700+ businesses across 135+ countries. Connects marketing, sales, service, content, and operations in one system — free forever plan to start, paid tiers to scale.
Try HubSpot FreeAffiliate link — we may earn a commission at no cost to you.
Other strategy analyses for Non-life insurance
Also see: Jobs to be Done (JTBD) Framework