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A free scan shows the junk files, broken settings and background clutter dragging Windows down - then fixes them in one click.Free scan · Windows 10 & 11Insurance partnerships can create revenue by extending distribution, offering relevant cover within an existing customer journey, or providing technology and services to insurers. The durable approach is to begin with a customer’s risk—not a sales target—then make the offer, partner roles, price and choice clear, align incentives with good outcomes, and oversee the full customer journey. Track customer outcomes alongside revenue and conversion.
How do insurance partnerships make money?
Partnership revenue generally comes from one of three activities: helping an insurer reach customers, integrating insurance into a related purchase or service, or supplying technology and operational capabilities. The commercial arrangement may involve commissions, fees or service payments, but the right model depends on the partner’s actual role, the product and the market’s rules.
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Distribution partnerships
An insurer can work with a broker, agent, affinity group, retailer, lender, travel provider or another business that already serves a relevant audience. The partner may introduce customers or participate in a broader distribution journey. A referral or technology role is not automatically the same as insurance distribution: classify what the partner actually does, then establish which local registration and conduct requirements apply. In markets where the rules require it, distribution must be carried out through appropriately registered intermediaries.
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Embedded or ancillary insurance
Insurance can be presented alongside a purchase or service where a related risk may arise—for example, travel cover during a travel purchase or guaranteed asset protection (GAP) cover alongside a vehicle purchase. The context can make the offer easier to find, but proximity alone does not show that it is relevant or good value. The UK Financial Conduct Authority’s 2019 review of general-insurance distribution chains covered travel, tradesman and GAP/motor ancillary products and identified potential excessive pricing and unsuitable products in some chains.
Technology and service partnerships
A technology company may help with customer access, administration, underwriting workflows or other insurer services. That can create a service-revenue opportunity without making the technology provider the insurer or a licensed seller. The Bank for International Settlements’ Financial Stability Institute examined insurance activity by big-tech firms across 14 jurisdictions in 2023; its analysis described technology service provision as a significant form of presence, while regulated carrier and intermediary activities were limited at that time. Do not infer a provider’s licensing status from its technology role.
Platform fees and other arrangements
EIOPA’s 2020 discussion of digital insurance value chains describes transaction or brokering fees and advertising fees as possible platform economics. These are examples of ways a platform may earn revenue, not a recommendation, a universal arrangement or a current market benchmark. Make clear who pays whom and whether payment could influence what customers see or are recommended.
Which partnership model fits the customer and the business?
Compare potential structures on more than expected revenue. The partner’s role, the customer’s ability to understand and decline the offer, operational ownership and data dependence can change both the value proposition and the risks.
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| Structure | Customer relevance | Role and regulation | Revenue and incentive questions | Accountability and data questions |
|---|---|---|---|---|
| Distribution partner | Does the partner serve people with a clear need for the cover? | Is the partner referring, using technology or carrying out insurance distribution? Which local requirements apply to that activity? | Who receives commission or fees, and could payment affect recommendations or sales behaviour? | Who handles sales, service, complaints and claims? What customer data is shared? |
| Embedded or ancillary offer | Does the cover address a risk connected to the purchase, and can the customer assess whether it is useful? | Who presents, arranges or advises on the insurance, and what role-specific rules apply? | Could a bundled journey obscure the insurance price or encourage a sale that is not a good fit? | Can customers decline or buy separately where required? Who owns handoffs and customer support? |
| Technology or service provider | Does the service improve access, administration or another part of the insurance experience? | Is the company providing technology, or does its work cross into a regulated insurance role? | Is payment for the service separate from sales outcomes, or tied to transactions, rankings or volume? | Who controls and can access the data? Can either party change provider or exit the arrangement? |
Do not treat the table as a legal classification tool. A label in a contract or a company’s own description does not settle its regulatory role; assess the activities performed in each jurisdiction.
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How do you grow insurance revenue without losing customer trust?
Start with the risk and target customer
Define who the product is for, what risk it addresses and what it does not cover. Make exclusions, limitations, price and the claims route understandable in the customer journey. If the value depends on circumstances that many customers will not have, identify that before selecting a placement or sales target. A relevant context can help a customer notice cover; it cannot replace an assessment of need.
Make the offer and every partner’s role recognizable
Customers should be able to tell that they are seeing an insurance offer and understand which business is the insurer, distributor, technology provider or referrer, as applicable. Keep that information visible in the interface, scripts and handoffs rather than relying on a dense legal notice. In the EU, the Insurance Distribution Directive (IDD) requires marketing communications to be identifiable as marketing.
Preserve meaningful choice
Give customers a clear way to decline an optional offer without obscuring the main purchase or service. For insurance packaged with a non-insurance product or service, the EU IDD requires disclosure of whether the components can be bought separately and of their separate costs when the rule applies, subject to exceptions. Check the applicable local requirements rather than assuming that every package follows the same rule.
Design for an informed decision
Present comprehensible, objective product information before the customer contracts. Under the EU IDD, distributors must establish customers’ demands and needs; a proposed contract must be consistent with them. For advised sales, the distributor must explain why the recommendation fits. A fast checkout is not a substitute for the information or assessment required for the relevant sale.
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Test whether the commercial case survives customer-value scrutiny
Assess the insurance price, coverage, exclusions, service and claims experience together—not just the partner’s commission or the number of policies sold. The FCA’s 2019 review linked potential harm in general-insurance distribution chains to weak customer focus and governance, including potential excessive prices and unsuitable products. Treat those findings as a warning to examine the whole chain, not as a finding about every partnership or product.
How do commissions affect insurance recommendations?
Commissions and other remuneration can fund distribution, but a payment that changes what staff recommend, how a product is ranked or how prominently an offer appears can create a conflict with customer interests. Review every incentive, not only the headline commission.
Map the full incentive structure
- List commissions, volume bonuses, profit shares, fees, advertising payments and employee sales targets.
- Check whether compensation differs between products or partners, and whether that difference can steer recommendations or rankings.
- Test whether a customer-facing employee or system could be rewarded for a sale even when the cover is a poor fit.
- Review whether remuneration is proportionate to the distribution work and the value delivered to customers.
In the EU, the IDD requires distributors to act honestly, fairly and professionally in customers’ best interests. It also prohibits remuneration and sales-target arrangements that conflict with that duty. The specific legal test and disclosure obligations depend on the relevant jurisdiction, product and role.
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Repair Windows errors before they cause bigger problemsFix Now →Scan for outdated or missing drivers - takes under a minuteDriver Scan →EIOPA’s 30 March 2026 summary of its third report on the IDD says that misaligned incentives and insufficient transparency remain consumer-protection threats in some markets, particularly in life insurance and credit protection. It reports that some national authorities are considering further commission restrictions or disclosure; that is not a uniform EU-wide ban or rule.
For a specific UK example, the FCA’s ICOBS 4 information rules state that a commercial customer may request information about commission paid in connection with a general-insurance contract. That example is not a general disclosure rule for every customer or insurance product, so check the applicable FCA provisions and other local rules for the arrangement in question.
What should an embedded insurance partner disclose?
The customer-facing journey should make the material decision clear: what insurance is being offered, what it covers and excludes, what it costs, who is involved, and whether the customer can decline or purchase components separately. The precise disclosures depend on the market and product.
- Identify the insurance: distinguish the cover from the non-insurance product or service and make marketing recognizable.
- Explain the roles: identify the insurer and explain the partner’s role where relevant to the customer’s decision.
- Show the value and limits: present price, key coverage, exclusions and limitations in comprehensible, objective information before contract.
- Make choice legible: explain optionality and, where applicable under the EU IDD’s cross-selling rule, separate purchase availability and component costs.
- Support a needs-based decision: establish demands and needs; in advised sales, explain why the recommendation is suitable.
Disclosure is not a cure for a product that does not fit the customer or an incentive structure that pushes it. Clear information, meaningful choice and sound product design have to work together.
How should partners govern the full distribution chain?
Trust can be lost at any handoff: an unclear sales script, a service team that cannot answer coverage questions, a confusing claims route or an incentive no one reviewed. Set named responsibilities before launch and keep oversight active after it.
- Document roles and ownership. Record who designs or manufactures the product, distributes it, provides technology, services the policy, handles complaints and supports claims. Confirm the applicable regulatory roles in each market.
- Approve the customer journey. Review partner scripts, advertising, rankings, interface wording, disclosures and decline paths. Check the actual experience across devices and handoffs, not just a presentation of the intended flow.
- Set service and escalation paths. Tell customers where to go for policy questions, changes, complaints and claims. Make sure each party can route a customer to someone able to act.
- Audit outcomes and conduct. Examine sales, suitability exceptions, complaints, cancellations, coverage gaps, claims acceptance and handling, and customer comprehension. Investigate patterns by product, channel and partner.
- Review economics against value. Compare total distribution costs and remuneration with the work performed and customer value delivered; revisit the arrangement if the commercial design rewards volume at the expense of fit.
- Set data and exit controls. Define permitted data use, access, portability, ranking criteria and a practical transition plan if the partnership or platform changes.
Complaints, cancellations, claims outcomes, suitability exceptions, comprehension, coverage gaps and total distribution cost are useful operating measures to consider. They are suggested monitoring measures, not a regulator-prescribed list in the sources cited here. Pair them with revenue and conversion so that growth does not conceal poor outcomes.
What do the EU market figures say—and not say?
EIOPA’s market-structure summary published on 30 March 2026 reports a 7.5% decline in registered EU insurance intermediaries between 2020 and 2024. It also reports that commissions were prevalent in 24 Member States in 2024, fees in one and a combination of commissions and fees in three. EIOPA cautions that national registration categories and data-collection approaches differ.
These figures describe intermediary registration and reported remuneration patterns; they do not establish that any particular partnership model increases revenue, improves trust or produces better customer outcomes. The figures should not be used as a proxy for those effects.
How can a partnership avoid platform lock-in?
Digital platforms can shape which products customers see and how easily they can compare them. EIOPA’s 2020 discussion paper flags risks including biased rankings, reduced comparability, lock-in and dependency. Address those risks in both the interface and the contract.
- Document ranking criteria and identify any payment or commercial relationship that affects placement.
- Preserve a meaningful way to compare relevant options rather than allowing a paid placement to appear neutral.
- Specify what data each party can access, use and transfer, and how access works if the relationship ends.
- Plan for provider changes, customer continuity and access to records before the platform becomes difficult to replace.
These controls matter especially when a partner controls the customer interface or data needed to operate the product. They do not require a technology partner to become an insurer; they make the division of responsibility and dependency manageable.
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