BRANCHVILLE, N.J. (AP) _ Selective Insurance Group Inc. (SIGI) on Thursday reported fourth-quarter profit of $39.4 million.

The Branchville, New Jersey-based company said it had net income of 67 cents per share. Earnings, adjusted for investment costs, came to 75 cents per share.

The insurance holding company posted revenue of $582.4 million in the period. Its adjusted revenue was $590 million.

For the year, the company reported profit of $158.5 million, or $2.70 per share. Revenue was reported as $2.29 billion.

Selective Insurance shares have fallen almost 3 percent since the beginning of the year. In the final minutes of trading on Thursday, shares hit $41.80, a climb of 35 percent in the last 12 months.

This story was generated by Automated Insights (http://automatedinsights.com/ap) using data from Zacks Investment Research. Access a Zacks stock report on SIGI at https://www.zacks.com/ap/SIGI

Keywords: Selective Insurance, Earnings Report

If you walk into almost any insurance agency today, you will find several generations of client expectations in the same room. One wants to complete enrollment online or on a mobile device at their convenience. Another wants to sit down in person with someone they trust to talk through every option. Both are right. Both deserve to be understood, and in today’s market, neither will wait for an agency that can’t deliver.

Generational differences have become an operational challenge in this industry and, for many agencies, a competitive liability. The ones that crack the code will be the ones that last.

A market divided by expectations

Generation Z and millennials grew up in a digital age that prioritized convenience. They’re comfortable researching independently, comparing options online and purchasing coverage entirely through digital platforms. Speed, transparency and instant access are baseline requirements, not differentiators. Older generations take a more deliberate approach. Baby boomers want face-to-face meetings, trusted relationships and guided conversations. Generation X often prefers a hybrid approach that allows them to research and engage digitally, with the confidence that a knowledgeable advisor is available when it counts.

What’s easy to miss is that these are not opposing preferences. They are different entry points into the same relationship. The problem is that many agency systems were designed to serve only one kind of client, at one point in time, not to flex across both.

As a result, customer expectations are evolving, distributors are consolidating and technology continues to reshape business models. For agency operators, business as usual is no longer sufficient.

The problem is architectural

In my experience, many agencies manage separate tools, disconnected workflows and inconsistent data across channels. A client who begins a conversation digitally may encounter a completely different experience when they speak with an agent. Context gets lost. The agent starts over with a client who thought they never left.

This fragmentation creates friction on both sides. Agents spend time managing systems instead of advising clients. Clients sense the inconsistency, even when they cannot name it. The same dynamic plays out daily at the agency level, where the gaps may be less visible but no less consequential.

More tools, same problems

Many agencies respond to this pressure by adding more technology, deploying consumer-facing portals and implementing self-service apps to meet digital expectations. These investments are not wrong, but without the operational infrastructure to support them, they fall short.

Technology layered on top of fragmented systems does not resolve fragmentation; it amplifies it. A digital intake tool disconnected from the agency management system creates a new data silo. A portal that cannot escalate seamlessly to a live agent forces clients to start over, the opposite of what a multi-generational service model requires.

Convenience is table stakes, but the market demands continuity of the experience. Consumers, regardless of generation, want every interaction to build on the more recent. That only happens when consistent data and standardized workflows exist beneath the surface, connecting every channel, every touchpoint, every conversation.

Infrastructure as a growth strategy

Leading agencies have built unified service models that let agents adapt in real time, meeting clients across products, channels and life stages. It enables agents to meet customers at any point in their journey, helping them navigate their options and make informed decisions based on their needs. Efficiency lives behind the scenes while personalization is what clients experience on the front end, and when the infrastructure is right, each enables the other.

Consolidation is raising the stakes further. Deloitte’s 2026 outlook identifies broker consolidation as one of the defining forces reshaping distribution. The agencies absorbing that growth are learning quickly that infrastructure determines the outcome. A modern, unified system turns an acquisition into scale, while a fragmented one turns it into chaos.

The stakes and opportunity

The risk of not modernizing shows up on both sides of the business. Clients notice delays, inconsistencies and a lack of transparency, and they act on it. Behind the scenes, fragmented systems make agencies harder to scale, slower to onboard and less equipped to expand.

As options grow, guidance becomes more valuable. The agencies positioned to deliver it across every generation and every channel will pull ahead. Distribution’s future is blended, with technology and people operating on a single unified foundation. The operational investment required to get there is a growth strategy. The place to start is an honest look at whether your systems can keep up.

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