CREW_Launching rental car insurance for Europe at Expedia.

Starting point

Car rental is a significant business segment for Expedia. When it came to the European market, the business was not performing as per expectations. The car rental market was growing at 8% year on year (YOY); in contrast, Expedia’s rental car business was shrinking by 6% YOY. This story tries to address this challenge and how insurance (the team I am part of) helped here!


Maybe the insurance team can help. The insurance business team wanted to expand to new geographies.

Issues faced by users.

We quickly analysed feedback we receive from users on the websites through the opinion lab (Adobe tool). The aim was to find if users were facing any issue related to insurance. We found comments where users were looking for an option to reduce excess and this was our clue to investigate further.

Some user Quotes
— “Its missing basic features like damage excess reduction”
— “I cant see how to reduce excess on this car. I am booking elsewhere.”
— “This site completely ignores car insurance, ie. how to redue [reduce] £1500. Everybody knows that insurance can double the price at the counter. Without this information I will not be booking with Expedia”

We found other issues also which we passed on to the Car’s team (attached in Appendix 1 below)

Investigation and observations

We looked into various sources, including market insights documents (shared by the business team), interviews with our counterparts from the sister brand (, opinion lab (where customer share feedback directly) and comparative analysis.

A major gap in offering — Expedia was the only significant online travel platform operating in Europe that didn’t offer an insurance upgrade option to its user

‘Basic’ is not enough — As per regulations in the EU, suppliers must include basic insurance with every rental car. Renting a vehicle works differently in the USA, where such a rule does not exist. But, basic insurance comes with serious limitations. Some of them are as follows:

Users want to upgrade default basic insurance— The question was, do users upgrade insurance from an online travel agent (OTA)? Yes, between 40 to 80% of users (40% in France and 80% in Germany) upgrade basic insurance. A user quote also supported the idea.

Value for money to buy from OTAs — Upgrading insurance costs £6 -8 per day. Similar product at the counter offered by suppliers is £28 -36 per day, making it 3 to 4 times more expensive.

Expedia is losing significant business — Insurance makes approx. 15% of the total booking amount with a margin above 80%. This potential was entirely untapped.

Less friction on UK POS than US POS due to car inventory type— In the USA, 95% of the inventory is ‘pay later’, meaning users can book a car and pay the entire amount at the time of pickup. User can checkout on without providing card details unless they add insurance. If insurance is added, users have to provide card details and pay for insurance at checkout. Therefore including insurance adds friction to the overall purchase experience.

Whereas, in Europe, more than 90% of car inventory is pay at the time of checkout. It becomes more convenient for the users to upgrade insurance at the time of checkout. Unlike the USA point of sale, users have to add card details in all the scenarios.

6% more users add insurance when they pay for the car at the time of checkout than users paying for the car at the time of pickup. This fact highlights the friction in the purchase experience for ‘pay later’ customers.

Customer problem statement

Business opportunity

~£16–22 M opportunity for brand Expedia group GP.
~£4–7 M annual increment in Car Line of business GP.
These numbers were encouraging to solve this problem from a business standpoint. Also, intervention from the insurance team would impact both insurance and car line of business.

Design strategy and process

A lot of the team members including me, other UX designers and product managers had limited understanding and awareness about users need in the European market, how EU POS are different from US Pos, this challenge was unique to this project. We also had an active interest and involvement from multiple stakeholders from various functions (Business, Legal, AIG, Product and UX) and LOBs. We wanted to align the stakeholders and bring in their expertise, so we decided to conduct a 5 days design SWARM. We wanted to build empathy towards users and align on customer needs, scope, goals, and concept. There were three primary outcomes of the swarm.

Narrowing down on a concept

Concept 1: Insurance is upgraded on infosite — Inspired by comparative analysis.

Concept 2: Insurance is upgraded on checkout — This is how users add insurance on US POS.

It was not possible to run an AB test on both concepts. It was not a judicial use of tech bandwidth. We conducted a user study to narrow down a concept. There were two factors in decision making:-


To get a direction on MVP and save time on developing both the concept for A/B testing. The aim was not to get detailed feedback on content.

Screening criterion

Test setup

A/B test administered to 8 participants. To avoid order bias, we used 2 test permutations (A -B, B-A). Each permutation had 4 participants. For this study, we used There were two parts in the test.

The first part

We showed each design (concept 1 & 2) to the participants. We prompted participants to consider upgrading the insurance if they bypass the insurance upgrade option. Participants were also asked the same set of open-ended questions after each design.


The second part

Participants were shown all 2 concepts together and asked follow-up questions.


Key findings

Tech team outlook

Concept 2 is very similar to the experience built on, where users decide on purchasing insurance on the checkout page. The time to market for concept 1 was 30–40 days more as compared to concept 2.


Go ahead with concept 2 for MVP, Do further investigation and research to find merit in concept 1. If there is a strong hypothesis, then an A/B test would be conducted to decide the flow.

Success metrics

Prototype MVP

This is the prototype of the final designs we shipped for MVP.

Design and improvement

Collected feedback from multiple stakeholders. All stakeholders provided a unique perspective. Some of the key learnings were:-

Peer review — helped in making offering more neutral and less enforcing, also helping rectify usability issues related to the content or design layout.

legal review — We knew that insurance is a highly regulated business in the USA, and we have to be careful around what we present to the users. We found the EU is more regulated. So unlike other projects, we tried to keep legal teams in the loop for regular feedback helping us to factor in legal limitations early in the process. We weren’t fully successful in achieving this but we learnt from the process.

User feedback — we conducted multiple informal, remote and short usability testing to get the feedback on content and identify gaps in understanding the product offering.


Unfortunately, the data is not fully reliable due to Covid 19. The booking volume was significantly low. Anyway, we were able to notice some trend.

Overall incremental GP: $194,113 ± $65,855

LOB incremental CVR: 1.96% ± 1.43%
Insurance incremental GP: $180,663 ± $29,981
Insurance attach rate in UK: 39%

NPS: Not reliable as a lot of negative sentiment due to covid related cancellations and refund

Data reported on 9th Nov 2020 for UK Pos.

Phase 2: Northstar

Offer a choice between supplier and Expedia insurance so that users can make an informed choice by weighing in pros and cons of both the offerings.

Supplier not honoring insurance
In the USA, this is one of the primary issues users face at the counter when Expedia’s insurance is not honored due to multiple reasons. We expect a similar trend in Europe.

Advantages of supplier insurance
Supplier insurance offers some exclusive benefits which Expedia or any other OTA can’t provide. Some users would like to drive a rental car with these benefits provided by the supplier: -

Appendix 1
Issues reported by users through opinion lab

The team behind the project

Content strategist: Duaa Saif, Resham Beri
Design Manager: Mohit Verma
Developers: Ankit Agarwal, Ankur Kushwaha, Bharti Mehra, Divya Gupta, Gurpreet Singh, Karan Tirthani, Sibesh Kumar
Engineering Manager: Priyanka Jain
Product Manager: Navya Anand
Technical Product Manager: Gagan Narang
UX Designer: Vikas Goel
UX Researcher: Bara’ah Alnawaiseh (Consultation)

Design SWARM participants: Ashwyn Singhal, Jyotika Bindra, Ritika Suri Mendiratta, Navya Anand, Vikas Goel, Mohit Verma,

Thanks for reading. Please reach out at to share feedback or know more about the project.

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