AI-Based VSC Risk Rating

I have been working on a startup that will use artificial intelligence to rate vehicle service contracts.  For a VSC provider, increased accuracy means sharper pricing and, potentially, lower reserves.  Outsourcing this work to a specialist bureau means reduced costs, too.  Our business model is already used for risk rating consumer credit, and the technology is already used for risk rating auto insurance.

In this article, I present an example using auto insurance data.  If you would like to see how our approach works with VSC data, please get in touch.  We are currently seeking VSC providers for our pilot program.

The French MTPL dataset is often cited in the AI literature.  It gives the claims history for roughly 600,000 policies.  Of these, I used 90% for training and set aside 10% for testing.  So, the results shown here are not just “curve fitting,” but predictions against new data.

The Gini Coefficient

The challenge with insurance data is that most policies never have a claim.  This is known as the imbalanced data problem.  If you’re training an AI classifier, it can achieve 95% accuracy simply by predicting “no claim” every time.  You will want to use an objective function that heavily penalizes false negatives, and you may also want to oversample the “with claim” cases. 

The dashed line in the chart above represents cumulative actual claims, sorted in order of increasing severity.  This is called the Lorenz curve.  You can see that it’s zero all the way across and then, at the 95% mark, the claims kick in. 

The blue line is the Lorenz curve for the predictive model.  A good fit here would be a deep concavity that hugs the dotted line.  That would mean the model is estimating low where the actuals are low (zero) and then progressively steeper.

The Gini index is a measure of the Lorenz curve’s concavity.  This 0.30 is pretty good.  The team that won the Allstate Challenge did it with 0.20.  The downside to Gini is that it only tests the model’s ability to rank relative risks, not absolute ones.  I have seen models up above 0.40 that were still way off on actual dollars.

Mean Absolute Error

The key metric, to my way of thinking, is being able to predict the total claims liability.  This automatically gives you the mean, and Gini characterizes the distribution.  I like MAE because it represents actual dollars, and it’s not pulled astray by outliers (like mean squared error). 

Here, you see that the model overestimates by 1.2%.

You may be wondering why MAE is so high, when we are within $1.00 on the average claim.  That’s because all of the no-claim people were estimated at an average of $72.50, and they’re 95% of the test set.  The average estimate for the group that turned out to have claims (remember, this is out-of-sample data) was $130.70. 

Neural Networks

For claim severity, I trained a small neural net, including my own custom layers for scaling and encoding.  I really like TensorFlow for this, because it saves the trained encoders as part of the model.  You want to use a small neural net with a small dataset, because a bigger one can simply memorize the training data, and not be predictive at all.

This dataset has only nine features and, in fairness, a linear model would fit it just as well.  My code repo is now filled with neural nets, random forests, and two-stage combo models.  What this means for our startup is that we don’t have to hire a platoon of actuaries.  We can get by with a few data scientists using AI as a “force multiplier.”

Earlier this century, I played a key role in moving the industry to electronic origination.  At the time, it was clear that the API approach would liberate VSC pricing from the confines of printed rate cards and broad risk classes.  Each rate quote could be tailored to the individual vehicle.

As I said earlier, our approach is current, proved, and working elsewhere.  It’s just not being used in the VSC industry … yet.

Analytics for Menu Presentation

Last week, I presented a single-column format for menu selling on an iPhone, with the glib recommendation to let analytics determine the sort order.  Today, I will expand on that.  Our task is to sort the list of products in descending order of their relevance to the current deal, which includes vehicle data, consumer preferences, and financing terms.

This sorting task is the same whether we are flipping through web pages or scrolling down the mobile display.  The framework I present here is generalized and abstract, making the task better suited to automation, but ignoring the specific F&I knowledge we all take for granted.  I’ll come back to that later.

For now, let’s assume we have six products to present, called “Product One,” and so on, and four questions that will drive the sorting.  Assume these are the usual questions, like, “how long do you plan on keeping the car?”

That answer will be in months or years, and the next one might be in miles, but we are going to place them all on a common scale from zero to one (I warned you this would be abstract).  Think of using a slider control for each input, where the labels can be anything but the range is always 0.0 to 1.0.

Next, assign four weights to each product, representing how relevant each question is for that product.  The weights do not have to be zero to one, but I recommend keeping them all around the same starting magnitude, say 1 to 5.  Weights can also be negative.

For example, if there’s a question about loan-to-value, that’s important for GAP.  High LTV will correlate positively with GAP sales.  If you word that question the other way, the correlation will still be strong, but negative.  So, now you have a decision matrix that looks something like this:

Yes, we are doing weighted factor analysis.  Let’s say that, for a given deal, the answers to our four questions are, in order:

[0.3, 0.7, 0.1, 1.0]

To rank the products for this deal we simply multiply the decision matrix by the deal vector.  I have previously confessed my weak vector math skills, but Python has an elegant way to do this.

Product Two ranks first, because of its affinity for high-scoring Question Four.  Product Four takes second place, thanks to the customer’s response to Question Two – whatever that may be.  By now, you may have noticed that this is the setup for machine learning.

If you are blessed with “big data,” you can use it to train this system.  In a machine learning context, you may have hundreds of data points.  In addition to deal data and interview questions, you can use clickstream data, DMS data, contact history, driving patterns (?) and social media.

If not, you will have to use your F&I savvy to set the weights, and then adjust them every thousand deals by manually running the numbers.

For example, we ask “how long will you keep the car?” because we know when the OEM warranty expires.  Given make, model, and ten thousand training deals, an AI will dope out this relationship on its own.  We can  do it manually by setting one year past the warranty as 0.1, two as 0.2, etc.  We can also set a variable indicating how complete the manufacturer’s coverage is.

Same story with GAP.  Give the machine a loan amount and a selling price, and it will “discover” the correlation with GAP sales.  If setting the weights manually, set one for LTV and then calculate the ratio for each deal.

Lease-end protection, obviously, we only want to present on a lease deal.  But we don’t want it to crowd out, say, wearables.  So, weight it appropriately on the other factors, but give it big negative weights for cash and finance deals.

I hope this gives some clarity to the analytics approach.  In a consumer context, there is no F&I manager to carefully craft a presentation, so some kind of automation is required.

Cox Automotive Double Play

It is time to break out your game board once again and play “link the subsidiaries.”  I heard this one recently from a Cox person at a conference.  I don’t know if they have it in production yet, but it sure sounds good.

If you authorize vAuto to source new inventory as it sees fit, then it can connect to Manheim and automatically place the orders.  As soon as the gavel goes down, Dealer.com can pick up images and data from Manheim and immediately begin merchandising the vehicle.  Cox also owns the logistics company that hauls the vehicle, so they can report when it will arrive on the lot.

So, you could conceivably have a customer walk in to buy a vehicle that is arriving today, with the entire sourcing cycle untouched by human hands.  In fact, this sounds a little like what I described in Cox Automotive Home Game.  No mention (yet) of the COXML message format.

Update:  Details here from Mark O’Neil.  The chain goes: vAuto, Stockwave, Manheim, NextGear, and then Dealer.com.