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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 & 11Embedded insurance is coverage offered within another company’s buying or service journey—for example, alongside a retailer’s product or a telecom company’s service. The partner or an insurance intermediary may earn distribution commissions or negotiated fees; the insurer that carries the risk earns underwriting returns. Who receives which revenue depends on the parties’ roles, contracts, risk allocation and applicable regulation.
What embedded insurance means
Embedded insurance brings an insurance offer into the same customer journey as a related product or service. Munich Re describes it as a business-to-business-to-consumer (B2B2C) model: a business partner, such as an original equipment manufacturer, retailer or telecommunications company, presents protection to its customers alongside its own offering.
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The point for customers is contextual availability and convenience: they can consider relevant coverage while buying or using something connected to it. An offer in a checkout flow does not guarantee that a customer is covered; coverage depends on the policy and the customer’s purchase and eligibility terms.
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Who gets paid when insurance is offered at checkout?
The customer’s premium is the payment for insurance coverage. It is not the same thing as the commission a distributor receives or the profit any participant ultimately earns. A single arrangement can involve several businesses, and the contract determines which of them receives compensation and for what work.
| Participant | Possible compensation or return | What it depends on |
|---|---|---|
| Distribution partner, such as a retailer or platform | Commission or other remuneration for distribution | The partner’s role, applicable rules and negotiated agreement. In an EU example, EIOPA discusses a third party paid by an intermediary based on policies sold and premiums. |
| Managing general agent (MGA) or insurance agency | Policy commissions and, where contracted, fees for services | The work the MGA or agency performs and its agreements with the insurer or other counterparties. |
| Risk-carrying insurer | Underwriting returns for accepting insurance risk; it may also earn distribution revenue if it performs MGA functions | The risk it accepts and, where applicable, the additional distribution role it takes on. |
These are possible revenue paths, not automatic payments to every party. One company may perform multiple roles, while another may only distribute the offer. The premium itself should not be described as the partner’s revenue: commissions, service fees and underwriting results are distinct parts of the economics.
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How the operating model changes the revenue and responsibility
BCG describes two broad arrangements. In an outsourced-MGA model, an insurer relies on an MGA for distribution and related functions. In a combined model, the insurer also performs MGA work. The arrangement affects customer relationships, compensation and who must manage operational and insurance responsibilities.
| Question | Outsourced MGA | Insurer also performs MGA functions |
|---|---|---|
| Customer and platform relationship | The MGA typically handles the distribution relationship; the partner’s platform is part of the customer journey. | The insurer takes on more of the distribution relationship alongside its carrier role. |
| Underwriting and risk | The insurer focuses on underwriting and risk assessment and carries the insurance risk. | The insurer still carries the risk and also takes on distribution functions. |
| Potential revenue | The MGA may earn a commission per sale; the insurer’s return comes from underwriting risk. | The insurer may receive distribution commissions as well as underwriting returns. |
| Responsibilities and capacity | Responsibilities are divided by the parties’ roles and contracts. | The insurer takes on more risk-management, claims and compliance responsibilities, as well as distribution work. |
Combining roles can give an insurer more control and potential revenue sources, but it also concentrates more operational work and responsibility with that insurer. The labels alone do not establish the precise allocation: contracts and the actual activities matter.
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Which fees and commissions may appear in a contract?
Commission is one possible form of compensation, not a universal rate or a guarantee of profit. Depending on the parties’ roles and agreement, compensation can also include:
- Service or policy fees: negotiated charges for services or policy-related functions.
- Ceding commissions: compensation that may arise under an arrangement involving transferred insurance risk.
- Fronting fees: fees that may be paid to a carrier providing a fronting role.
- Claims-processing fees: fees for claims work performed by a contracted party.
- Performance-linked compensation: commissions or adjustments tied to underwriting results or other contract conditions.
Hippo’s SEC-filed disclosure lists agency and MGA commissions, contingent commission adjustments tied to underwriting performance, ceding commissions, carrier fronting fees, claims-processing fees and policy fees. The list shows what can appear in company arrangements; it does not mean that every embedded-insurance deal uses each item or pays every participant.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.What disclosed commission figures do—and do not—show
Company filings offer examples of actual contract terms, but they do not establish a market-wide commission rate. Hagerty, Inc.’s 2024 annual report, filed in 2025, describes terms under its Markel alliance agreement: Hagerty’s MGA subsidiaries earned a base commission of approximately 37%, and the agreement provided for a contingent underwriting commission ranging from -5% to +5% of written premium. These are terms for that company’s named agreement, not a typical embedded-insurance rate.
The same report says MGA commission and fee revenue accounted for 35% of Hagerty’s total revenue in 2024, compared with 37% in 2023 and 39% in 2022. Those are company-level historical figures, not the share of revenue earned by the embedded-insurance sector or a measure of profit. They should not be confused with the Markel agreement’s commission terms.
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Does a digital checkout flow make a platform an insurance distributor?
No. A website, app or checkout integration does not by itself settle whether a business is carrying out regulated insurance-distribution activity. EIOPA’s Q&A 2260, submitted on 3 March 2021, says: “The regulatory framework for insurance distribution activities does not ultimately depend on the business model used for conducting those activities (e.g. via websites, platforms, walk-in shops, mobile applications, online or face-to-face activities) as the IDD is technologically-neutral.”
That statement concerns interpretation of the EU Insurance Distribution Directive (IDD), not a universal rule for every country. EIOPA points to case-by-case assessment by competent authorities. Relevant facts can include how the service is branded and perceived by customers; whether the provider participates in demands-and-needs or disclosure steps; whether it collects or transfers premiums; whether it completes or administers contracts; and whether it receives commission or other remuneration. EIOPA also notes the potential for consumer detriment and that stricter national requirements may apply.
For a real product or platform, the applicable jurisdiction and the provider’s actual activities need to be assessed before making claims about licensing or permission to sell or advise on a policy.
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What determines whether the arrangement makes money?
There is no universal commission rate or profit margin established for embedded insurance. A partner’s or MGA’s distribution revenue depends on negotiated compensation and the services it provides; an insurer’s underwriting return depends on the risk it accepts. The gross premium paid for coverage is not the same as any participant’s retained revenue or profit.
Economics also depend on the operating costs of delivering the offer. Munich Re identifies partner tenders, technology integration and ongoing work to scale reliably and compliantly as costs of embedded distribution. A digital integration can create a convenient sales route, but it is not, by itself, proof that the arrangement is profitable or easy to scale.
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