The portfolio lens — each product line's premium, margin journey, digital maturity and cross-sell capture across Health, Motor, Commercial & Crop.
The product portfolio is building — ₹105 Cr of line EBITDA and 67% of the cross-sell plan banked — but 5 maturing lines (₹3,458 Cr premium) still hold the blended mix back. Finish digitizing them to close the gap to a fully cross-sold portfolio, the highest-return work in the company.
2 of 4 headline metrics improving vs prior · still off target: Combined-Ratio Turnaround Realization 55.0% vs 100.0%, Claims Settlement TAT (days) 6d vs 5d, Net Retention Ratio 66.0% vs 68.0%
Avg cross-sell capture is only 67% of plan; the unrealized balance is premium already in the strategy but not yet earned.
Alpa Bima is the least-digitized line on cross-sell capture; a 90-day plan on the gap is unrealized premium.
Drive the turnaround to <110%: health pricing, motor-OD discipline, EOM cap & fraud control.
FY25 combined ratio worsened to 112% (from 106%) as net incurred claims jumped +23%; the ~₹471 Cr underwriting loss is only covered by investment income.
Gates the transformation go-live (TCS BaNCS core, bancassurance bridge, fraud/SIU & digital rollout).
Generali Central sells line by line — Motor (private car & commercial vehicle), Health (Total / Vital / PowHer / Group), Commercial (Fire / Marine / Engineering), and Crop / PA & Rural. This view shows, for each product line, where its margin started vs what it earns now — and flags the maturing lines where richer digital mix, faster servicing and higher margin are still on the table.
Digitizing the 5 maturing lines (Commercial Fire, Marine & Engineering, Group Health & Corporate, retail, Alpa Bima, new launches) closes the gap to a fully cross-sold portfolio — the single highest-return work in the company.
Each card: how the margin has moved since the line launched, how far digital issuance has gone, and the next move.
Each line ranked within the set on five KPIs (direction per metric), then a composite Overall Rank from summed rank points — the dashboard's RANKX leaderboard. Top & bottom highlighted.
| Overall | Unit | Premium↑ better | EBITDA ₹Cr↑ better | Digital-sourced↑ better | Cross-sell %↑ better | Servicing gain↑ better | Rank pts |
|---|---|---|---|---|---|---|---|
| 1 | Motor — Private Car & Two-Wheeler | ₹1,440 Cr#1 | ₹32 Cr#1 | ₹1,250 Cr#1 | 80%#1 | 7d#5 | 9 |
| 2 | Commercial Fire, Marine & Engineering | ₹900 Cr#3 | ₹14 Cr#4 | ₹487 Cr#4 | 62%#5 | 11d#2 | 18 |
| 2 | Group Health & Corporate | ₹998 Cr#2 | ₹4 Cr#7 | ₹700 Cr#2 | 66%#4 | 10d#3 | 18 |
| 4 | Motor — Commercial Vehicle | ₹446 Cr#6 | ₹22 Cr#2 | ₹360 Cr#5 | 70%#3 | 8d#4 | 20 |
| 5 | retail | ₹620 Cr#5 | ₹8 Cr#5 | ₹560 Cr#3 | 78%#2 | 6d#6 | 21 |
| 5 | Alpa Bima | ₹700 Cr#4 | ₹20 Cr#3 | ₹300 Cr#6 | 55%#7 | 13d#1 | 21 |
| 7 | new launches | ₹240 Cr#7 | ₹5 Cr#6 | ₹190 Cr#7 | 60%#6 | 5d#7 | 33 |
Higher EBITDA, premium, digital-sourced premium and cross-sell mix rank better; servicing gain = days of servicing improvement since the line launched (more = better). Composite rank points are the sum of the five per-KPI ranks (lower = better).
Launch → current across EBITDA, servicing days, digital maturity and cross-sell mix.
| Product / line | Since | Premium | Digital-sourced | EBITDA | Servicing d | Digitized | Cross-sell % | Status |
|---|---|---|---|---|---|---|---|---|
| Motor — Private Car & Two-Wheeler | 2007 | ₹1,440 Cr | ₹1,250 Cr | 8% → ₹32 Cr | 15→8d | 92% | 80% | Integrated |
| Commercial Fire, Marine & Engineering | 2007 | ₹900 Cr | ₹487 Cr | 6% → ₹14 Cr | 45→34d | 78% | 62% | In progress |
| Motor — Commercial Vehicle | 2007 | ₹446 Cr | ₹360 Cr | 5% → ₹22 Cr | 20→12d | 85% | 70% | Integrated |
| Group Health & Corporate | 2009 | ₹998 Cr | ₹700 Cr | 3% → ₹4 Cr | 40→30d | 80% | 66% | In progress |
| Health Total & Absolute (retail) | 2010 | ₹620 Cr | ₹560 Cr | 4% → ₹8 Cr | 12→6d | 90% | 78% | In progress |
| Weather/Crop, PA & Rural (Alpa Bima) | 2012 | ₹700 Cr | ₹300 Cr | 10% → ₹20 Cr | 55→42d | 70% | 55% | In progress |
| Health Vital / PowHer (new launches) | 2024 | ₹240 Cr | ₹190 Cr | 2% → ₹5 Cr | 14→9d | 74% | 60% | In progress |