While improving the operational efficiency of a casualty insurance department in the property insurance industry has been extensively investigated, increasing the performance and efficiency of an underwriting department in a life insurance company is relatively unexplored. The paper studies the improvement of efficiency of the casualty insurance department. The research focuses on how a non-life insurance company should change in order to improve the efficiency of its casualty insurance department from five different factors, which are artificial intelligence (AI) and robots, core systems, internal business processes and delegation of authority policy, employee training, and distribution channels and marketing strategies. Interview information from the participants is categorized in order to ascertain the respondent’s opinions are presented correctly. The findings suggest that property insurance companies could consider using AI or robots, introducing a new core system, giving a higher limit of authorities or delegation of authority for its branches to underwrite more insurance products, and providing training that employees needed to handle daily business routines. These findings have implications for non-life insurance companies to have plans or intend to evaluate what things they should do to increase performance and competitiveness from different perspectives.

1. Introduction 1
1.1. Research Background Information 1
1.2. Purpose of Research 2
1.3. Research Questions 3
1.4. Overview of the Paper 3
2. Method 4
2.1. Participants 4
2.2. Questionnaire 5
2.3. Data Collection Procedure 5
2.4. Analyses of Interview Results 6
3. Background Information of the Research Companies 7
3.1. Overview of the X Company 7
3.2. Structure and Responsibility of the Casualty Insurance Department in the X Company 8
3.3. Current Issues about Operations in Casualty Insurance Department of the X Company 8
4. The Five Factors to Improve the Operational Efficiency of the Casualty Insurance Department 11
4.1. Artificial Intelligence and Robot 11
4.1.1. Overview of Artificial Intelligence and Robot in Insurance Industry 11
4.1.2. Applications of Artificial Intelligence and Robot 13
4.1.3. Possible Outcomes of Using AI or Robot in Insurance Industry 15
4.1.4. Robotic Process Automation (RPA) 19
4.2. Core Systems 23
4.2.1. Possible Business Drivers of Core Systems in Insurance Industry 24
4.2.2. Possible Benefits of Legacy Systems Modernization 26
4.2.3. Core Systems’ Future Applications 29
4.3. Internal Business Processes and Delegation of Authority Policy 30
4.3.1. The Purpose of Establishing the Delegation of Authority Policy 30
4.3.2. The Purpose of Underwriting in the Insurance Industry 31
4.3.3. Operational Policy, Underwriting Policy, and Underwriting Guidelines in the Insurance Industry 32
4.3.4. Underwriting Performance Evaluation Metrics 33
4.4. Employee Training 34
4.4.1. The Purpose of Employee Training 34
4.4.2. Types of Employee Training 35
4.4.3. Possible Benefits of Providing Employee Training 39
4.4.4. Suggested Training for an Underwriter 41
4.5. Distribution Channels and Marketing Strategies 43
4.5.1. Overview of Distribution Channels in Non-Life Insurance Market 43
4.5.2. Marketing Strategies in the Non-Life Insurance Industry 45
4.5.3. Evaluation of Marketing Performance 46
5. Research Results and Analysis 48
5.1. Research Design 48
5.2. Research Findings 49
6. Conclusions 55
6.1. Conclusions 55
6.2. Recommendations 56
6.3. Limitations of the Study 58
6.4. Suggestions for Future Research 59
References 60
Appendix 64

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