Allianz Brazil is a 650 millions euro, Allianz Group Company, with more than 100 years. Offering in the market a big range of product is one of the most important insurance companies in the country. Through almost 5 years in the company I had to key positions, Project Manager and a promotion to Broker Segmentation and Distribution Channel Strategy Executive. In both positions working always directly with local board members and CEO, CEO´s for the companies in South America companies (Argentina, Colombia and Venezuela) and also reporting to the Allianz Group holding in Munich.
Broker Segmentation and Distribution Channel Strategy Senior Executive
Responsibility: create a department responsible to define and calculate the criteria’s to evaluate brokers, define specific strategies for each segment (4 segment, around 8000 brokers), evaluate and define changes in the actual distribution channels around the country (around 60) and evaluate and implement new distribution channels models with more efficient process and to differentiate the company in the market. Also to coordinate a group to define sales and distribution possible synergies in South America Allianz Group companies (Argentina, Colombia and Venezuela).
Responsibility: create an area that should be responsible for the major strategic projects that some were at that time running by one of the top five strategy companies and some were new. Knowledge transfer, implementation and results of the projects were also key responsibilities.
The projects that I was responsible touch all process and products in the company. Some of these projects were Financial advisor team, Call centre implementation, General claims restructure, Issuing centralization and a New market position: Financial advisor team, create a new pension and life approach in the market with direct sales model including new IT system, new team and product - Call centre, create a call centre with around 40 attendant points and investment around 400 thousand euros including software and hardware selection, hiring new people, local selection and preparation, and customers communication – General claims restructure, four keys sub-project were considered, partner repair shop analysis (around 1200), including reduction, redistribution and new contract definition, claims handling centralization, centralizing around 20 office in a first phase to 8, then to 4 and then in just one office, included IT system development, team reallocation when possible, communication plan (internal and external) and new process design with a total cost reduction at the end around of 3 millions euro, increase internal inspectors participation in the total of inspections from 20% to 90%, included hiring new inspectors, hardware and software definition, and communication plan (internal and external) reducing around 300 thousand euros per year of cost, and claims handling automatization with the target to reduce 15% of the claims handling process cost analysis included new process definition, IT system development, team training and external communication – Issuing centralizing, centralize issuing in around 40 branches to just one point (around 40000 documents per month), included system development, new process, training, branches administrative activities reduction, third company contract, reducing costs, increasing quality, monitoring and unique standard document for the customer – New market position, create a segmentation process for 8.000 brokers and more focus sales force in the specifics customer needs, including create a new communication process, relationship program, new sales force structure, developing new tools to work with the brokers and a unique broker analysis way through all the product division in the company, an unique speech. As a result for the first year was an increase of 41% of premium in average for all segments and a significant cost operation model especially for small broker sales model.