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启用互助保险降低保费,自行车社区Laka获150万美元种子轮融资

国际资讯基于互联网平台的金融业务

启用互助保险降低保费,自行车社区Laka获150万美元种子轮融资

Laka是一个伦敦的线上自行车社区,同时也提供一种新型保险模式——“人群保险”,主要服务高端自行车业主。

近日,Laka刚刚宣布获得了150万美元的种子轮融资。这一轮由Tune Protect Group领投,500 Startups跟投,新资金将用于设计新的保险品种,以及进行国际扩张,如东南亚等地。

Laka成立于2017年,在他们的独特的保险模式中,客户只需支付真正发生索赔的保险费用。

首先,用户需要在平台注册登记自己投保的自行车和配件,总价值需要超过15000英镑,然后用户会得到一个最高保费报价——以市场保险费率为标准,但并不需要支付预付保费,最高保费是日后缴费的上限。

在月底时,如果本月社区内有人发起索赔,则社区的每一个人平均分担这笔赔偿费用,但不会超过个人的最高保费上限,超出部分由苏黎世(英国)银行以止损协议的形式提供赔偿(Lake每月向它支付一小笔固定费用)。如果当月社区内没有人发起索赔,则该月的保费为0。Laka表示,与市场价格相比,它已为客户节省了80%以上的保险费用。

只有发生索赔时,Laka才能赚钱。Laka联合创始人Jens Hartwig解释到:当发生索赔时,Laka会先用从保险合作伙伴那借来的流动资金垫付。在月底清算账单时,它会对每项索赔增收25%的服务费,用于支付运营成本,Lake垫付的赔偿费和服务费由社区成员均摊。为了确保每位用户会在发生索赔时支付费用,Laka将借鉴信用卡和Stripe等现代支付提供商的风险管理模型。

一般来说,传统保险公司在索赔中付出的代价越大,其利润就越少。人群保险对保险公司来说也是一个很好的商业模式,因为他们乐于接受客户的资金来解决索赔问题,同时他们可以对可用资本重新投资。

这个模式有趣之处在于,它让Laka与客户的利益更多地保持一致,对用户来说,更少的索赔意味着更低的保费成本,而Laka的机遇在于风险不能完全避免,并从中改善了保险公司与投保者之间的关系。如果平台能一直做到公开透明,客户就会从中获得更具成本效益和更公平的保险产品。

Laka, a London-based insurtech startup that offers what it calls “crowd insurance” to rival traditional premiums and is initially targeting high-end bicycle owners, has raised $1.5 million in seed funding. The round is led by publicly-listed Tune Protect Group, with participation from Silicon Valley’s 500 Startups — money that will be used to enter new insurance categories and for international expansion, including South East Asia.

Founded in 2017, Laka has developed what it claims is a unique insurance model that sees customers only pay for the true cost of cover. At the end of each month, the cost of any claims is split fairly between customers, with the individual’s maximum premium capped at the “market rate”. If there is no claim, the premium that month is zero. To date, the startup says it has saved customers more than 80 percent compared to market prices.

What’s interesting about this model is that it is potentially much-better aligned with customers, meaning that fewer claims mean lower costs for the entire Laka customer base. Laka itself only makes money when a claim is made — it adds 25 percent on top of each claim to cover costs and create some margin. As long as it stays on top of fraudulent claims, customers stand to benefit with a more cost-effective and fairer insurance product.

“Customers join without paying any upfront premiums. When there is a claim, we settle it with working capital we borrow from our insurance partner in exchange for a fee,” explains Laka co-founder Jens Hartwig. “At the end of the month, we total up all claims we have settled, add our fee on top, and split the bill on a pro-rata basis. Thus, we pay out first and then ask customers to pay us back the expenses incurred”.

In contrast, the more a traditional insurer pays out in claims, the less profit it makes. “It’s a great business model from the insurer’s point of view as they happily take customer’s money and maybe settle a claim down the line. In the meantime they can reinvest the available capital. This proposition is clearly not as attractive from the customer’s’ point of view,” says Hartwig.

To change this, Laka’s model moves away from “underwriting risk” to credit risk — that is, ensuring customers can pay the required, albeit capped premium when the startup does have to pay out, which Hartwig reckons is an easily manageable risk with credit cards and modern payment providers such as Stripe.

The cap — where the monthly premium has a maximum so that Laka’s customers never face bill shock — is being provided by Zurich U.K. in the form of a stop-loss agreement for which Laka pays a small fixed fee per policy, per month. Any exposure above the cap is absorbed by Zurich, acting like a reinsurer.

Hartwig says that in months with a lot of claims, this is where the stop-loss kicks in, capping each customer’s exposure at a clearly communicated level. The promise is that you will never be charged more than competitors, but — crucially — if everyone takes better care, you will pay much less.

“We effectively offer a profit share to our customers, encouraging improved behaviour as they benefit from taking better care. By changing the way we earn money in the business model, we fixed the conflict of interest between customer and insurer,” adds the Laka co-founder.


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