By the end of 2019, Tr v, Inc. (Tr v) had ceased to sell its flagship direct-to-consumer single-item coverage insurance product. Going forward, Tr v would no longer compete as an insurance company, but would instead focus on expanding its technology in order to equip established insurance companies, financial institutions, and technology companies with the modern, all-digital insurance apps required to remain competitive and/or gain market share. In doing so, Tr v offloaded the enormous financial burden associated with customer acquisition. Heading into 2020, Tr v's business was divided into two main units-Tr v Enterprise and Tr v Mobility. As a result of this strategic shift from a business-to-consumer (B2C) strategy to a business-to-business (B2B) strategy, Tr v's leaders were faced with a new set of questions. Should they implement a fee structure that would allow Tr v to achieve profitability as a B2B technology provider? Were Tr v's new products designed to respond to its clients' desired customer segmentation? How should Tr v allocate resources between its Enterprise and Mobility businesses? Robert C. Pozen is affiliated with Massachusetts Institute of Technology. Walter Peppelman is affiliated with Massachusetts Institute of Technology.

【書誌情報】

ページ数：11ページ

サイズ：A4

商品番号：HBSP-W20668

発行日：2020/8/20

登録日：2021/3/8