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Take the New York–based Lemonade, arguably the best funded of today’s crowdsurance startups. Via an app, Lemonade brings together small groups of policyholders who pay premiums into a central “claim pool.” Artificial intelligence does the rest. The entire experience is mobile, simple, and fast. Ninety seconds to get insured, three minutes to get a claim paid, and zero paperwork. Adding more technology to this arrangement, companies like the Swiss firm Etherisc sell “bespoke insurance products” on the Ethereum blockchain. Because smart contracts remove the need for employees, paperwork, and all the rest, all sorts of new insurance products are being created. Etherisc’s first offering is something not covered by traditional insurers: flight delays and cancellations. Individuals sign up via credit card, and if their plane is more than forty-five minutes late, they’re paid instantly, automatically, and without the need for any paperwork.

The bill, AB2293, addresses the insurance coverage during the period when drivers log in to a smartphone app but have not yet been matched with riders. In a well-publicized incident, an UberX driver struck and killed a young girl in San Francisco on New Year's Eve, reportedly while waiting for a ride request. Bill author Assemblywoman Susan Bonilla, D-Concord, initially wanted the companies to provide $1 million of commercial coverage during this period. In its final form, the bill requires them to provide $200,000 of coverage, on top of insurance either from the companies or drivers providing $50,000 per person, $100,000 per accident, and $30,000 for property damage. An earlier version required $300,000 per accident.

Insurance is expected to be revolutionized thanks to blockchain technology. The technology can streamline the user experience by using smart contracts that can automate policies depending on the customer’s circumstances. It means that insurance claims could be made through the blockchain without the need for talking with an intermediary. One app known as Dyanmis uses the blockchain to manage supplementary unemployment insurance. Based on peer-to-peer technology, it uses the social media network, LinkedIn, to help confirm the identity and employment status of its customers. Another such app is Inchain, which is a decentralized insurance platform that reduces the associated risks of losses of crypto-assets in the event of cyber-attacks or online hacking.

The deep learning powering Ganesh Insurance’s apps has been trained to determine the likelihood that each insured may develop serious health problems, and then set premiums accordingly.

six reasons why email is the best: My company AppSumo generates $65 million a year in total transactions. And you know what? Nearly 50 percent of that comes from email. This percentage has been consistent for more than ten years. Don’t believe me? I have 120,000 Twitter followers, 750,000 YouTube subscribers, and 150,000 TikTok fans—and I would give them all up for my 100,000 email subscribers. Why? Every time I send an email, 40,000 people open it and consume my content. I’m not hoping the platform gods will allow me to reach them. On the other platforms, anywhere between 100 and 1 million people pay attention to my content, but it’s not consistent or in my control. I know what you’re saying: “C’mon, Noah, email is dead.” Now ask yourself, when was the last time you checked your email? Exactly. Email is used obsessively by over 4 billion people! It’s the largest way of communicating at scale that exists today. Eighty-nine percent of people check it EVERY DAY! Social media decides who and how many people you’re seen by. One tweak to the algorithm, and you’re toast. Remember the digital publisher LittleThings? Yeah, no one else does, either. They closed after they lost 75 percent of their 20,000,000 monthly visitors when Facebook changed its algorithm in 2018. CEO Joe Speiser says it killed his business and he lost $100 million. You own your email list. Forever. If AppSumo shuts down tomorrow, my insurance policy, my sweet sweet baby, my beloved, my email list comes with me and makes anything I do after so much easier. Because it’s mine. It also doesn’t cost you significant money to grow your list or to communicate with your list, whereas Facebook or Google ads consistently cost money.

Jan was born in a small town outside of Kiev, Ukraine. He was an only child. His mother was a housewife, his father a construction manager. When Koum was sixteen, he and his mother immigrated to Mountain View, California, mainly to escape the anti-semitic environment of their homeland. Unfortunately, Jan’s father never made the trip. He got stuck in the Ukraine, where he eventually died years later. His mother swept the floors of a grocery store to make ends meet, but she was soon diagnosed with cancer. They barely survived off her disability insurance. It certainly wasn’t the most glamorous childhood, but he made it through. After college, Jan applied to work at Yahoo as an infrastructure engineer. He spent nine years building his skills at Yahoo, and then applied to work at Facebook. Unfortunately, he was rejected. In 2009, Jan bought an iPhone and realized there was an opportunity to build something on top of Apple’s burgeoning mobile platform. He began building an app that could send status updates between devices. It didn’t do very well at first, but then Apple released push notifications. All of the sudden, people started getting pinged when statuses were updated. And then people began pinging back and forth. Jan realized he had inadvertently created a messaging service. The app continued to grow, but Jan kept quiet. He didn’t care about headlines or marketing buzz. He just wanted to build something valuable, and do it well. By early 2011, his app had reached the top twenty in the U.S. app store. Two years later, in 2013, the app had 200 million users. And then it happened: In 2014, Jan’s company, WhatsApp, was acquired by Facebook―the company who had rejected him years earlier―for $19 billion. I’m not telling this story to insinuate that you should go build a billion-dollar company. The remarkable part of the story isn’t the payday, but the relentless hustle Jan demonstrated throughout his entire life. After surviving a tumultuous childhood, he practiced his craft and built iteratively. When had had a product that was working, he stayed quiet, which takes extreme discipline. More often than not, hustling isn’t fast or showy. Most of the time it’s slow and unglamorous―until it’s not. 

Of more angst to drivers are the customer ratings systems imposed by the app companies. While most drivers do not have a problem with the notion of being rated, they are concerned that they will receive poor marks for circumstances beyond their control. Customers can give even the most earnest drivers bad ratings for any reason such as bumpy rides over pothole strewn roads, traffic congestion and passengers underestimating how much time they need to reach their destinations. Miscommunication between passengers and drivers can occur because passengers cannot speak the local language, are drunk, or fall asleep and cannot direct the driver to their remote destinations. Perhaps some passengers just do not like the ethnic group to which some drivers appear to belong. Circumstances such as these are clearly the fault of passengers who may rate drivers poorly nonetheless. Drivers with low ratings can be expelled from on-demand taxi services. This unfairness is compounded to the extent that drivers make large investments in their cars, insurance and fuel. Making drivers, who basically invested in a franchise, vulnerable to expulsion from a system because of unfair ratings seems to me to be a potential source of dissention or even litigation. Another concern associated with the taxi app business model is that drivers only have 15 seconds to respond to notices of pick up opportunities. Drivers that fail to respond in such tight windows lose the business. Repeat failures to make timely responses can result in temporary suspensions. This pressure, and related distractions associated with interacting with handsets, is applied simultaneously with all of the challenges of navigating traffic in a variety of weather conditions. Foremost, this is a driving hazard that imperils everyone in the vicinity. It also ties in with the ratings systems because drivers are only rated on the rides they complete. Drivers who claim rides but abandon the customer if it looks like the pickup will be delayed have no ratings risk. Paradoxically, no ratings result in the worst customer service as passengers end up stranded.

The logistics of getting them around were just completely insurmountable,” said Hanson-Press. “I was really stressed every single day about getting them around.” Cue HopSkipDrive, a Los Angeles start-up that has been described as ride-hailing for children. Founded by three Angelenos who are also moms, the service chauffeurs only children ages 7 to 17. In many ways, it's similar to transport network companies such as Uber, Lyft and SideCar (Uber requires customers to be over 18). Drivers are contractors who use their own vehicles to transport passengers. All drivers undergo third-party background checks and vehicle inspections. Parents can book rides for their kids through a mobile app and pay through a cashless transaction. But there are also significant differences. Unlike Uber, whose drivers simply need to have experience behind the wheel, HopSkipDrive drivers are required to have at least five years of experience caring for children (this can mean people who are themselves parents, nannies, teachers, camp counselors, etc.). And like Shuddle, a similar service that operates in the San Francisco Bay Area, all drivers are vetted in person. HopSkipDrive checks drivers' references and will even go for a ride with each driver it signs up. All rides are covered by insurance specific to transporting minors.

Uber insisted its app-based taxi service would continue in Germany, despite a court in Frankfurt imposing the first countrywide ban on the firm for contravening transport laws. Although it operates in 170 cities around the world, Uber has been targeted by regulators in Europe and America over passenger safety and insurance issues in cases that are often lodged by more conventional taxi operators.

A San Francisco couple who said their family was destroyed when an Uber driver struck and killed their daughter urged lawmakers Wednesday to increase auto insurance requirements for ride-sharing companies. Ang Jiang Liu and Huan Hua Kuang of San Francisco spoke at a legislative hearing for AB2293 by Assemblywoman Susan Bonilla, D-Concord, which would require ride-sharing companies to cover drivers with commercial insurance policies from the time they turn on the app to the time it's turned off.

[In] NIVO 1, LLC v. Antunez, 217 Cal.App.4th Supp. 1 (2013) The Appellate Division of the Los Angeles Superior Court held that a tenant may not be evicted for failure to buy renter's insurance even if the lease requires purchasing insurance.

Zego is a London based insurtech start-up that provides flexible motor, personal and commercial insurance. The company sells policies ranging in length from an hour to a year. Customers purchase these online, via phone and through Zego’s app. Zego was founded by former Deliveroo employees Sten Saar and Harry Franks, alongside Stuart Kelly, former Head of Engineering at Hubble. The company originally began operating in the motor insurance market, selling policies by the hour to part-time fast food delivery drivers. In 2020 Zego started to offer private hire insurance policies. Since 2016, the company has expanded into other areas of insurance, including public liability insurance for self-employed professionals and employers’ liability cover for businesses. In September 2018, Zego launched overseas, making flexible motor insurance products available to delivery drivers in Ireland. In December 2018, Zego began offering motor insurance policies in Spain.

But pleas about cost savings don’t get people to change their behavior. Neither do voluntary assessments that are supposed to scare people straight. The people who’d be most scared don’t show up for the assessments, because they know the assessments will tell them things they don’t want to hear. And the people who show up, unless they’re told they’re going to keel over within a year, figure they can make marginal changes and be fine. It makes you wonder whether the conventional corporate drive toward “wellness” isn’t just ineffective, but also a huge missed opportunity. The reigning assumption in the world of HR managers, large insurers, and policy wonks is that changing behavior is hard, so people need to be nudged toward healthy behaviors by making that change seem easy and palatable. “Gamify” it. Give people points for reading informative online articles about nutrition. Count pedometer steps. Make the healthy choices seem just a little bit different than the choices that result in chronic disease. Make the change seem smaller, so that people can follow a bread crumb trail of small adjustments to a better life without really changing their perspective. There are a lot of snazzy mobile apps and candy-colored motivational posters that push this approach. There are a lot of single-serving snacks with low calorie counts, sold as healthier-but-you-wouldn’t-know-it. They’re packed with sugar, so they end up making people hungrier and fatter.

To explain how a dApp works, we’ll use an example from the company Etherisc, which created a dApp for flight insurance to a well-known Ethereum conference. This flight insurance was purchased by 31 of the attendees.23 Figure 5.1 shows a simplified diagram. Using Ethereum, developers can mimic insurance pools with strings of conditional transactions. Open sourcing this process and running it on top of Ethereum’s world computer allows everyday investors to put their capital in an insurance pool to earn returns from the purchasers of insurance premiums that are looking for coverage from certain events. Everyone trusts the system because it runs in the open and is automated by code.

So while I believe in the ‘many steps’ theory, I think the ultimate goal of heads of innovation is the same as a head of digital in 2010 or a head of computerization in 1995 or a head of electricity in 1940: it’s to make themselves redundant. To create a culture of innovation in everyone. The first step in that journey is to show everyone your intentions, to employ such a figurehead, but with the clear goal of moving out of the way and behind everyone. We see lots of companies really failing to make alterations at a deep enough level. They tend to give up. For example, many banks or insurance companies will create a digital bank subsidiary. It’s clearly the easiest step to undertake because it’s moving everything messy to one side, but it’s the integration that’s hard – the politics, the interfaces between data on old systems and new. The other approach often seen is building a newer digital facade onto the old structure and company. We see airlines with amazing snazzy new mobile apps, that look very slick, but won’t allow you to change flights because that relies on the back end to be rebuilt.

isn’t a vehicle subscription just another word for a lease? Well, no. A lease still binds you to a specific vehicle, whereas a subscription can potentially offer you access to a range of vehicles. “Simply flip between vehicles via the app as your needs change,” says Porsche on its website. You’re signing up with the company, not the car. Another difference: With subscriptions, all the potentially annoying aspects of owning a vehicle (registration, insurance, maintenance) simply go away. With leases, you still have to get your own insurance. Also, many car subscriptions give you the option to subscribe on a month-to-month basis. As Christina Bonnington of Slate notes, “You could theoretically not have a car for ten months of the year when you’re working and using public transit and then get a car subscription for two months when you’ll be travelling more often.

All you Need to Know About Building an Insurance App

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