In the report, Ecosystm Principal Analyst, Sash Mukherjee said, “Fintech plays a significant role in driving greater inclusion, especially to drive the induction of the unbanked into the mainstream economy, give the underbanked more options to leverage the broader financial services available, and reduce disparity in the adoption of financial services by bridging the gender gap and differences based on ethnicity and socio-economic status. It is not hard to imagine a similar fate for Healthtech. As the industry focuses on value-based outcomes, governments put in more regulations around accountability and transparency in the industry, and people expect the customer experience that they get out of their retail interactions, Healthtech start-ups will become as mainstream as Fintech start-ups.”
However, Mukherjee notes that there might be some pitfalls in this journey, especially when organisations focus more on the technology and less on the actual application and benefits of the technology. “Innovators and start-ups need to align themselves early, with corporates and technology providers to gain a better understanding of the market and regulatory landscape.”
Singapore bringing key industry stakeholders together
The MoU between Alibaba Cloud, Pfizer and Singapore’s Fintech Academy announced yesterday, is a move in the right direction that promises to give early and necessary guidance to Healthtech start-ups. Under the newly formed Healthcare Fintech Alliance (HFA), Alibaba will provide infrastructural support and technological mentorship to the Healthtech and Fintech start-ups to help them leverage cloud, AI and other technologies for their future requirements. The Fintech Academy will guide these start-ups through talent management and venture building programs. Pfizer will provide thought leadership through its network of healthcare experts and opinion leaders, including guidance on commercialisation of the products and services. The Healthcare Fintech Alliance initiative will begin with a pilot in Singapore, Indonesia, and Vietnam before expanding to other regions – Malaysia and the Philippines.
Mukherjee says, “The healthcare industry, for all the cutting-edge research, that it represents, has been remarkably slow to transform. But the COVID-19 crisis has forced the industry to transform, without the luxury or time to think about it. While the implications on the life sciences and provider organisations is clearer, there has simultaneously emerged a need for transformation in the healthcare payer industry. There will be greater demand from consumers for micro-financing to tide over sudden healthcare crises and greater transparency in how these funds are managed. Again, there is an immense potential here for the industry to learn from Fintech.”
Healthcare Fintech Alliance Focus Areas
The focus areas for Healthcare Fintech Alliance shows the deep connection between Healthtech and Fintech.
Healthcare Affordability. Micro-financing and other financial models involving patients, family members, payers, and other healthcare stakeholders
Value Based Healthcare. Linking payment schemes to a drug’s effectiveness, health outcomes or utilisation
Outcome Monitoring. Tracking and reporting of outcomes derived from patients, wearables, healthcare providers, R&D databases and real-world evidence.
Personalised Healthcare. Using digital technology to tailor healthcare to individual needs
Innovative Healthtech Devices. Driving adoption in digital tools, such as diagnostic tools linked to medicine access and reimbursement
Population Health Management. Leveraging patient and associated data in a compliant way to better understand population health characteristics, for effective wellness programs, treatment protocols and cost management.
“Alliances such as these have potential benefits for the industry stakeholders such as Alibaba and Pfizer. Alibaba has been focusing on the Southeast Asia market – earlier in the month the Alibaba Cloud Philippines Ecosystem Alliance was formed to support digital transformation in start-ups and small and medium enterprises. Initiatives such as this is an effective way to associate themselves with the evolving start-up community in the region,” says Mukherjee. “Life sciences companies operate in an extremely competitive global market where they have to work on new products against a backdrop of competition from generics and global concern over rising healthcare expenditure. Against that backdrop, this alliance is the right go-to-market messaging for Pfizer as well.”
“However, the deepest positive impact of alliances such as these will be on the Healthcare industry as a whole. It makes concepts such as value-based healthcare, remote care and personalised healthcare achievable in the near future.”
The pandemic has fast demonstrated the power of being aligned to the digital economy. Ecosystm CEO Amit Gupta says, “Organisations that were digital-ready were able to manage their business continuity almost immediately in enabling a remote workforce. The transfer was almost seamless for such businesses as the teams had already imbibed the principles of remote collaboration and were already familiar with tools that enable collaboration and communication. For many of these organisations, it was almost a matter of employees packing up their work-issued laptop and heading home.”
“In addition, those that were fully digitalised were better prepared to continue not only interacting with their clients remotely but also in many cases were able to deliver their offerings to their customers through their website or mobile apps.”
Gupta also notes that Ecosystm research shows that before the COVID-19 outbreak only about 35% of SMEs considered themselves ready for the digital economy, compared to half of the large enterprises. “This needs to change – and change fast!”
Singapore’s Digital Government Blueprint
In Singapore’s Digital Government Blueprint that supports its Smart Nation vision, digitalisation is positioned as a key pillar for public service transformation. The focus for business stakeholders in this journey includes co-creating and facilitating the adoption of technologies (Figure 1).
Small and medium enterprises (SMEs) often struggle with going digital because of lack of resources – both financial and skills – and vision. In a country such as Singapore, where SMEs are estimated to account for 99% of all enterprises and 77% of employment, it is imperative that the Digital Economy vision includes a special focus on them.
Gupta says, “Despite significant incentives, there has been resistance from SMEs to go digital as it still involves time and monetary investment from them. The need to retrain and upskill their teams is also a perceived roadblock to the uptake.”
Singapore Empowering SMEs to go Digital
As the Government looks to open the economy up in a phased manner, it sees this as the right opportunity to make SMEs digital-ready. It is “seizing the moment” and has established the SG Digital Office (SDO) in an effort to enable every individual, worker and business to go digital. Initiatives include the recruitment and deployment of 1,000 Digital Ambassadors by end June to provide personalised as well as small group support to seniors and owners of local eateries, who require additional assistance to adopt digital solutions and technology.
In 2018, the Monetary Authority of Singapore (MAS) and Infocomm Media Development Authority (IMDA) had launched SGQR to unify the fragmented e-payment landscape in the country, making it compatible with 27 payment schemes. The SDO aims to drive SMEs (especially in the F&B sector) to adopt SGQR codes for e-payments. The goal is to engage 18,000 stallholders of local eateries (hawker centres, wet markets, coffee shops and industrial canteens) to have the unified e-payment solution by June 2021. Further, multiple government agencies – IMDA, National Environment Agency (NEA), Jurong Town Corporation, Housing Development Board (HDB) and Enterprise Singapore – come together to offer a bonus of SGD 300 per month over five months to encourage more F&B SMEs to adopt e-payments.
“Financial Inclusion is one of the mainstays of a progressive economy. Given the significant investment that has gone into the e-payments infrastructure by government agencies led by MAS, we are placed well compared to other nations,” says Gupta. “However, there is work to be done in certain demographics and sectors. The drive to support F&B outlets and local eateries to get on the bandwagon will be an exceptional step and will be well received by consumers.”
“There are only a handful of governments that can compare with what the Singapore Government has put in place when it comes to initiatives to drive the uptake of technology by SMEs. This current crisis may well become the catalyst for SMEs to recognise the urgency of getting digital-ready and they should use this as an opportunity to leverage the government support around technology adoption and emerge as digital-savvy organisations.”
Making its largest foray into the Indian market yet, last week Facebook announced that it is investing US$5.7 billion in Jio Platforms – India’s largest telecom operator – for a 9.9% minority stake. Facebook makes its intentions very clear and is targeting the 60 million small and medium enterprises (SMEs) who can be the backbone of India’s growing digital economy. This includes a rather unorganised retail sector, which has had to adopt digital at breakneck speed following the Government’s earlier financial reforms, which impacted the smaller retailers, dependent primarily on cash transactions. Facebook is by no means the only global giant with an interest in India’s retail business – with Amazon and Walmart leading the way.
The JioMart and WhatsApp Pilot
Just days after the announcement, JioMart – an eCommerce venture also a wholly-owned subsidiary of Reliance Industries, like Jio Platforms – has launched a pilot in Mumbai which allows users to order groceries through WhatsApp. Customers can now place grocery orders through WhatsApp Business with JioMart reaching out to small-scale retailers and brick and mortar stores – or “Kirana stores” as they are referred to in India – to fulfil the order. More than 1,200 local stores have been engaged for this pilot. It currently does not include a digital payment option and invoices and alerts are sent through WhatsApp. Mukesh Ambani, Chairman and MD of Reliance Industries, says that the JioMart and WhatsApp collaboration has the potential to make it possible for around 30 million neighbourhood stores to transact digitally.
India Emerging as the New Battlefield
India is an important eCommerce market for global giants such as Facebook and Amazon, who have struggled with establishing a presence in China. Walmart has also set it its sights on India, with its recent acquisition of Flipkart. Ecosystm Principal Advisor, Kaushik Ghatak says. “India represents the final frontier, where the battle lines are being drawn, and the three are heading towards a collision path. Facebook’s recent move has just upped the game for Amazon and Walmart, as well as for the eCommerce and Fintech start-ups who have been eyeing this market.”
Amazon has been the early mover, establishing its eCommerce presence in India way back in 2013. Ghatak says, “From its initial marketplace approach of curating suppliers to start selling on its platform, Amazon graduated to offering its own delivery and fulfilment services, by establishing dozens of warehouses across India. This was to ensure the quality and timeliness of deliveries, upholding its ‘Fulfilment by Amazon’ (FBA) brand promise. There was a considerable cost though, in terms of time to ramp up and investments – with the associated asset risks. Also, reaching out to the diffused retail sector, with their non-existent or very low level of digitalisation, has been difficult for all the major eCommerce players such as Amazon and Flipkart. Jeff Bezos’ announcement of an additional investment of $ 1 billion, earlier this year, to digitise SMEs, allowing them to sell and operate online, is a step to extend its reach into this diffused retail market.”
JioMart’s model, according to Ghatak is in stark contrast to Amazon’s. “JioMart’s currently ongoing pilot in Mumbai is a classic B2C marketplace model, with little or no asset risk. The orders placed by the customers are routed to the nearest Kirana store based on stock availability, with the customers going to pick up the ordered items themselves at times.”
Ecosystm Principal Advisor, Niloy Mukherjee says, “Jio has unparalleled market access in India with reports showing north of 370 million subscribers. Even at a $1.7 per month revenue from such a huge number, one can get to a $7.5 billion-dollar annual business. But even this is dwarfed by what that subscriber base itself is worth – through the data it provides, the products that can be sold and so on. Similarly, WhatsApp will prove to be more important than Facebook in India, with more than 400 million users. Using WhatsApp to get Kirana stores to do delivery can be a true game-changer.”
Talking about how this competes with Amazon, Mukherjee says, “This can eat into the business of an Amazon and my guess is, it will be far more efficient. The proximity to the customer will allow multiple deliveries per day at short notice, and fresh produce guarantees – maybe even door returns if not satisfied – that would be hard to match. Given the traffic situation in large Indian cities, delivery logistics from a more distant source will always struggle to compete. This is one tip of a multi-pronged spear – there are obviously other products that can be contemplated, leading to additional revenues.”
The Possibilities Ahead
Mukherjee explains why he thinks Facebook invested in Jio Platforms, rather than just forging a collaboration model. “Clearly both parties want to tie the other down and make sure that this alliance is long term. And this possibly means revenue will be shared instead of the usual commission model. Also, the go-to-market implications can run to more than just the Indian market. WeChat Pay is huge in China but not really elsewhere. If this works, there could be a potential “WhatsApp Pay” in the rest of the world. For Jio who already dominates the telecom landscape in India, this deal is a step towards taking their earnings to a new level, above the top end of the telecom category – they can access profit pools available to hardly any telecom provider worldwide.”
At a time when a market entry for foreign players in India is getting tougher with increasing regulatory pressures, a tie-up with the biggest player in India is indeed a very promising step – for both Facebook and Reliance. “For Facebook, this is a great opportunity to take its dependence away from a primarily ad-driven revenue model. The digitalisation of the diffused retail sector in India will open up new revenue opportunities from its WhatsApp Business App, WhatsApp Business API, and WhatsApp Pay-UPI gateway (pending regulatory approval). There is a potential of revenues from a variety of marketing services, membership fees, customer management services, product sales, commissions on transactions, and software service fees,” says Ghatak.
Talking about the potential for Reliance Industries, Ghatak says, “The technology horsepower of Facebook will help propel them ahead of Fintech and eCommerce companies in India – challenging already established players such as Amazon and Flipkart, and the newbie start-ups. Ability to drive transactions and digital payments in the diffused retail sector will open up huge revenue opportunities that were largely untapped until now, with low asset risks. Also, this sector has traditionally operated on a cash-based model and the recent COVID-19 crisis has exposed how vulnerable the sector is with a limited view of the supply chain, and limited funding for working capital. Developing relationships with the millions of Kirana stores spread across India also gives the opportunity of revenue generation through supply chain financing – a largely ignored sub-sector until now.”
Mukherjee thinks that this alliance will challenge players such as Amazon and Amazon Pay, Google Pay and PayTM. Ghatak also thinks that eventually, Jio Platform will have to either choose between or integrate the best features of WhatsApp Pay and the Jio Money Merchant payment gateways.
However, Ghatak offers a word of caution on the downside risks as well. “Partnering with Facebook is a hugely ambitious game plan for Reliance Industries. The success of its plans will also depend on how well it is able to curate the suppliers who are responsible for the actual delivery. In a consumer-driven business model, trust and customer experience cannot be compromised. The low asset, high leverage and high reach model can unravel itself if the customer gets the short end of the stick, in this rush for eCommerce domination.”
A survey conducted by United Overseas Bank (UOB) in November 2019 illustrates that SMEs in Singapore are focusing on boosting productivity as they grapple with macro-economic and socio-political uncertainties this year. The UOB survey included 615 local SMEs with a revenue of less than S$100 million. Nearly half of the SMEs surveyed have a positive outlook for their business in 2020, while nearly a third are not so optimistic about it.
While cost reduction and new streams of revenue generation are top business priorities, more than half of the SMEs polled, mentioned increasing productivity as their top priority. Technology adoption has often been linked to an increase in productivity. SMEs in Singapore appear to be on the right track as currently 65% use digital solutions, mostly geared towards accounting, HR and customer relationship management. Digitalisation involves a widespread adoption of cloud and automation solutions. If we look at the key drivers of cloud adoption across all global organisations (Figure 2), we find that optimisation and productivity are key incentives.
Interestingly, the UOB survey also finds that more than half of SMEs in Singapore have sustainability goals. Resource optimisation and energy efficiency will also see higher adoption of technology in the future.
Government Initiatives Empowering SMEs
Government agencies and industry bodies have always been proactive in empowering SMEs with technological knowledge. There are various programs and initiatives to promote digitalisation, which have made Singapore SMEs competitive at a global level.
The Infocomm Media Development Authority (IMDA) is helping Singapore SMEs to scale and improve their digital capabilities, expand their network and go global through collaboration with multinational companies (MNCs). The SMEs Go Digital program launched in 2017, has seen an estimated 4,000 SMEs adopting pre-approved digital solutions.
Several organisations in Singapore – such as A*Star and Enterprise Singapore – have targeted programs for the SME community. One of the key challenges for SMEs that impacts their ability to invest in technology is a lack of internal IT skills. Initiatives such as the Technology Adoption Programme (TAP) recognise this and bring in multiple industry and technology stakeholders to translate new technologies into Ready-to-Go (RTG) solutions, aimed at SMEs.
Apart from technology, access to financing is a key factor that determines the success of an SME and remains a key focus of Singapore’s banking and financial sector. The digital wholesale licenses are also aimed at SME financing, especially targeting those that are unable to procure funds from traditional sources.
Technologies Enabling Digitalisation in Singapore SMEs
As mentioned earlier, cloud is the key enabler of digitalisation, giving organisations the ability to access solutions anywhere and anytime. Ecosystm research shows that 80% of SMEs in Singapore use an IaaS solution, while more than 75% use a SaaS solution.
There are programs that boost cloud adoption in Singapore SMEs as well. As an example, SMECEN, developed by the Association of Small & Medium Enterprises (ASME), and supported by Enterprise Singapore, Accounting and Corporate Regulatory Authority (ACRA) and Inland Revenue Authority of Singapore (IRAS) is a SaaS solution with accounting, HR and compliance modules – integration with other business tools is on the cards.
Digitalisation will eventually involve investments in Automation and AI. For Singapore, AI is a key technology as it continues to focus on IoT, smart buildings, smart electricity, autonomous electric vehicles and other smart city solutions. The Government is working to open up access to data and AI tools so everyone can experiment. It especially wants to encourage SMEs to adopt AI and work on government use cases.
Singapore SMEs are ramping up their AI investments, especially in IoT sensor analytics (27%), machine learning (21%) and robotic process automation (16%), according to the Ecosystm AI study. Their key short-term drivers are insights into the competition and enhanced internal process monitoring. However, in the longer term, they are looking at cost reduction and better profit margins.
According to an OCBC survey in 2018, which polled 200 such companies, two-thirds of SMEs in Singapore are likely to go cashless by 2023. It is estimated that over 75% of Fintech transactions in Singapore are digital payments and it receives over a quarter of Fintech funding. Government initiatives such as FAST and SGQR, have opened up digital payment options for consumer use as well as for SMEs.
However, the UOB survey notes some concerns that SMEs have over digital payments adoption, including customer/supplier acceptance and security. This is an encouraging sign, which indicates that SMEs are not just adopting technology because of the hype – but are evaluating the pros and cons of tech adoption before embarking on a digitalisation project.
By creating a free account on the Ecosystm platform SMEs can benchmark their tech priorities and investments against their country, industry and global peers.
Fintech will have a much greater impact than we realise, and we will continue to see it drive the induction of the unbanked into the mainstream economy. The growth in mobile phone penetration, however, continues to grow at a faster pace than banking accessibility across emerging economies. We will continue to see Fintech play a significant role in driving greater inclusion, especially to bring in the underserved in the emerging economies and reducing the gender gap when it comes to adoption of financial services – creating greater inclusion overall.
The democratisation and accessibility of financial services will also result in far greater uptake of the sharing economy and we will continue to see non-traditional companies enter the payments and financial services markets. Fintechs that have environmental and social impact, beyond financial impact, will also find it easier to secure funds from Impact Investors.
The Year of the Banks
2020 is the year banks will need to embrace Fintech – fully. They know full well that customers are at the centre of their entire operation – and Fintech services can and will provide them with the solutions they need. They have been skeptical about adopting Fintech but as they begin their transformation journeys and face increasingly stringent regulations, they might no longer have the option of ignoring Fintechs.
Banks are already adopting, evaluating and developing strategies for AI, RPA, and Cybersecurity adoption – but they will feel the need for more innovation and speed in 2020.
Asia Becomes Middle Earth
Asia has fast become the centre for both innovation and investment. Asia’s fast pace of urbanisation and the increasing prosperity of the middle class is attracting investments. Venture capital-backed Fintech companies raised more than USD 40B in 2018 – with the bulk coming out of China. Investments in Asia is expected to grow, and will benefit later stage Fintech startups.
These investments, a lack of strict policies (yet!) and the large number of unbanked and underbanked are also fuelling innovation in Asia. Several large financial institutions in Asia have already made public announcements of the Fintech investments and this will cause a ripple effect.
Nothing Artificial About AI
AI sits at the heart of most Fintech solutions. And AI has slowly made its way in decision-making and process automation. The first step to AI is automation and robotic process automation (RPA) will transform customer experience and will allow integration of legacy systems in financial institutions. As IoT and Blockchain mature they will be increasingly integrated within AI solutions.
Another area which will see AI adoption in financial institutions is Cybersecurity – machine learning can predict the patterns of criminals (or rogue/irresponsible employees) to stop events before they start. Fintech solutions such as Regtech and Suptech has a definite play in this space.
Regtech Will Take Centre Stage
In 2020, Regtech will take the centre stage as the emerging Fintech solution. Together with AI, a better ability to use data and predict trends, Regtech will be used to fight financial crime and reduce costly compliance-related mistakes.
The old way of just employing more people to run the compliance tasks is not sustainable. routine tasks such as KYC, AML and compliance verification are ripe for automation. Moreover, Regtech ROI is relatively easier to set and measure.
Download Report: The top 5 Fintech trends for 2020
The full findings and implications of the report ‘Ecosystm Predicts: The Top 5 Fintech Trends for 2020’ are available for download from the Ecosystm platform. Signup for Free to download the report and gain insight into ‘the top 5 Fintech trends for 2020’, implications for tech buyers, implications for tech vendors, insights, and more resources. Download Link Below ?
Analysing the current and future potential of the Southeast Asian Internet economy across its six largest markets – Indonesia, Malaysia, the Philippines, Singapore, Thailand, and Vietnam – it has been a momentous time for online travel services, online media, ride-hailing services, eCommerce, and digital financial services to leverage digital tools.
Southeast Asia’s Internet Economy is expected to grow
Southeast Asia’s fundamental changes in consumer behaviour and engagement with mobile internet have grown demand for eCommerce and Ride-Hailing services.
eCommerce is the largest and fastest-growing sector with more than 150 million Southeast Asians engaged in online shopping, and this is indicative of the fundamental changes in the way people consume eCommerce services.
Growth of digital financial services
Currently, Southeast Asia lacks adequate financial services as out of nearly 400 million adults in the region an estimated 98 million are underbanked and 198 million are unbanked.
Commenting on the expanding Internet economy, Ecosystm Principal Advisor – Growth & Expansion, Paul Gestro said “Vietnam, Philippines, and Indonesia will be the markets that could benefit the most from the US$100 billion Internet economy. This is primarily because a large percentage of the population in these markets is unbanked. With the growth and access to some form of banking (traditional or virtual) and the ability to transact a payment, this will have a huge influence on Fintech solutions.”
Another key trend is the growth of digital payment and financial services in the region. The growth of digital financial services will make the Internet economy more wide-ranging and consumers will enjoy greater access to Digital Payments and eCommerce.
Gestro added, “Insurance, payments and investment services will add to what we do now with ride-sharing and food delivery services. We will instantly make decisions on insurance and investment products and deals backed up by seamless payment mechanisms and different forms of payment.”
While most Digital Financial Services are still nascent, Digital Payments are expected to cross US$1 trillion by 2025 and this could open investment opportunities.
“The open investment opportunities for investors in Southeast Asia’s internet economy will be investing in applications that are mobile-ready. There will be a growth in mobile transactions and services, and companies that take a mobile-first approach will be the investors’ target,” said Gestro.
The report advises governments of Southeast Asian countries to align digital financial service regulations across the region to facilitate the development of regional business models and help channel resources towards investments in world-class tech and talent.
Despite the growing Internet economy, talent constraints remain a pressing concern as the Internet economy expands. Gestro said, “programmes in schools are required to promote a digital understanding and offer clear pathways to build knowledge and skills required for an Internet economy. This also includes companies who should be offering internships and working closely with universities to make sure the courses match where talent is needed.”
The use of mobile phones and mobile applications will connect consumers to a raft of services they previously lacked, and allow business owners and leaders to reach a whole new population of customers that was previously under-served. There’s still a lot of work to be done to ensure Southeast Asia’s Internet economy reaches its potential.
AI – Machine Learning. AI and machine learning make it possible for insurance companies to mine both structured and unstructured data. The use cases range from underwriting, claims management and personalised offerings through behavioural data and sentiment analysis. There are examples of early adopters in the auto industry – but again there are obvious and wider use cases, that can benefit risk modelling, pricing, customer acquisition, and agent and channel efficiency.
AI – Virtual assistants/Chatbots. This falls right in with managing customer experiences. As customers expect more self-service (yes, the future will see less agents!) several insurance providers are using chatbots at several customer touchpoints, covering departments such as Sales and Claims. This will increasingly be the norm as smart phone (and app) penetration increases and the target base becomes younger. There are online-only insuranceproviders where clients interact with chatbots services and they are able to cater to a larger, untapped, mass market. There are more advanced adoption examples such as USAA’s use of intelligent personal assistant equipped with an NLP engine that have been trained with a deeper knowledge of policies. Virtual insurance agents will become more of a norm in the near future.
Which brings us to the important question on how insurance companies are planning to leverage InsureTech. Multiple stakeholders could benefit from InsureTech adoption. The Claims department appears to be a key stakeholder, focused both on fraud prevention and automation when it comes to transaction and processing. Sales and Customer Service appear to be next in line, where personalisation of product offerings would equip the teams better for a competitive market.
Challenges of AI Adoption in Insurance
It is obvious that the insurance companies are still at a nascent stage of adoption of AI and InsureTech. While cybersecurity is a recurrent concern (as it should be), it is a common concern across any technology area. The biggest challenge that the insurance industry faces in adoption of AI and other data-driven technologies is the actual data management – from access to integration. The industry may be data-intensive, but the data exists in silos. In the end an InsureTech implementation should benefit multiple departments – Underwriting, Claims, Sales and so on.
Several insurance companies will look to consulting firms and systems integrators to create a roadmap to their transformation journey and enable the data integration – especially as technologies evolve and when internal IT lack the right skills to manage these projects.
The technology that will be the key component of InsureTech and transform the insurance industry is AI. In spite of the challenges of adoption, the industry will be forced to transform to survive in the highly competitive market. Companies in emerging economies will especially benefit from investing in AI – in fact, India and especially China will see a surge in InsureTech investments.