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Mario Greco's Group View 12 GENERALI GROUP MAGAZINE SINCE 1893 NUMBER series 11 - December 2012 il bollettino 2 Mario Greco’s Group view 20 A drive-in for hail damage index 24 Beirut: an enduring piece of history 40 Web Project: the Generali approach to digital clients POSTE ITALIANE S.P.A. - SPEDIZIONE IN ABBONAMENTO POSTALE 70% CNS PN FOUR-MONTHLY index index 12 NUMBER This issue begins with a high-profile interview withMario Greco [p.2], the new Group CEO, who outlines his vision for the feature company. Interview with Mario Greco, 2 the new Group CEO The issue continues with two articles that demonstrate our emphasis on client needs. The first is aboutCosmosDirekt [p.10], a company that offers highly-flexible solutions, while the fromthegroup second is about the Women and Insurance Observatory [p.14], which was launched by Generali France to monitor the needs of CosmosDirekt: new flexible 10 female clients. solutions A drive-in for hail damage 20 The “low impact” column [p.18] focuses on water, a precious resource that must be carefully managed. Speaking of water, The DAS Legal Services Centre 38 the next article discusses a unique service offered by Generali for debt collection Switzerland to speed up the hail damage estimation process AGenzia 2.0: the Generali 40 [p.20]. approach to digital clients This issue also launches the new column “buildings with a story to tell” [p.24]. Focusing on Group properties having particular culture&society historic or artistic value, the column begins with a building The Women Observatory 14 in Beirut. Still on the topic of history and art, the next article discusses an important exhibition on the Italian Renaissance The Italian Renaissance 29 [p.29] that was held in Barcelona. A project that benefits 34 children With respect to Group projects having a high social value, The Master’s programmes 46 Generali Hungary’s Smile Hunter [p.34] stands out as a at Mib programme that organizes initiatives for underprivileged children. The next article addresses a widespread problem in this time of crisis – debt collection [p.38] – and offers the DAS column organizational unit as a solution. This is followed by an article that focuses on Generali’s products for digital clients, discussing Low impact: Saving every drop 18 the world of AGenzia 2.0 [p.40]. The next topic is education, with Buildings with a story to tell: 24 a discussion of the Master’s programmes at MIB [p.46], which Beirut were created for the insurance sector. Finally, the issue closes Men and history: 50 with the “men and history” column, which commemorates André André Rosa Rosa [p.50]. Enjoy your read! The authors of the articles and the interviewed persons are solely responsible for the opinions hereby expressed. 4 values, 4 strengths The articles in il bollettino reveal the shared values that underpin the growth of Generali Group. Every article closes with a logo symbolising the value that is closest to the theme of the topic covered. feature Nimble and dynamic: Mario Greco’s Group view in this exclusive interview the new Group CEO presents his vision for Generali by Alessandra Gambino A dynamic company with transparent and efficient internal processes, built around the needs of its clients, possessing a youthful appeal and acting responsibly within its host society. This is the Generali that Mario Greco believes can achieve his number one objective: to establish the Group’s leadership in the global insurance market. We asked the new CEO for an interview to pass on his reflections on his first months at the Group’s helm, continuing the process of sharing ideas and objectives that he began when he first arrived. He granted our request in early October with the aim of clarifying various aspects of the reorganisation and introducing the new industrial plan. Mr Greco, what impact will the business mix have on the ability of the Group to achieve global leadership in the insurance field in the future? And do you foresee that the Group will have to introduce new products or revise the current portfolio in order to develop an insurance offering that meets these objectives? I believe that we must continue to build on one of the Group’s most important and universally recognised strengths – its exceptional brand and reputation. The business mix that we are now proposing is extremely effective, and we will not suffer by competing principally for life business rather than non-life; in fact I have seen that Generali possesses life product skills that are far superior to those of its competitors. In the coming years I believe that we must think how best to use our capital. At present we are primarily a European insurer in terms of profits and premiums, and it is clear that Europe is now in a period of recession that will last for years, with growth occurring index elsewhere in the world. Investments in this region have produced modest returns, while in Asia in particular, but also in Eastern Europe and Latin America, performance has been better. 2 With many companies providing fierce competition and looking Direct sales form one of Generali’s strengths, as does its to invest capital, these markets will be particularly challenging management of the agency network in Italy and Germany. I think in the years to come, and will be difficult to break into through that we could work more closely with brokers; they provide a major acquisitions. sales channel that we have exploited relatively little compared to our competitors, especially in the non-life segment… The Group leads the market for direct sales in various important regions, in Italy for instance, and also in France, There has been much discussion of the bancassurance model. Germany, Hungary and Slovakia. How important do you Will you be reviewing the Group’s past attitude to this kind of consider this sales channel? model? Group Management Committee The international committee, led by Mario Composition as of 20 November 2012 Greco, with Sergio Balbinot as his Deputy, formulates the Group’s strategic priorities and ensures operational cohesion. index 3 feature We have been a little too Finanza showed that market of the policies they hold, since The second concerns the rigid in our neglect of bank interest is turning to client- someone who acquires a product. Our contracts insurance. Without doubt oriented and increasingly product obviously expects to are currently written in a it’s a difficult channel, but in interactive insurance products be treated as a client. I think complicated legal format certain circumstances it can that exploit the potential of we need to change our thinking that appeals to no-one. The be profitable, and we should tablets and smartphones, about this as soon as possible, challenge we face is to create be ready to look into it. In a and of distribution channels and when we survey the products that meet people’s region like Brazil, for instance, that can be integrated with market we should be prepared expectations, whether they are where bancassurance is the the social media (Facebook, to look beyond traditional designed to protect property, dominant sales channel, it Twitter etc.). lines of business. Instead we life or family, or to provide would be absurd to seek There are two very simple must focus on clients’ needs independence for ageing parents growth without considering concepts that the insurance and analyse the market from or assistance for children as this approach. industry doesn’t yet seem to this viewpoint, exploiting the they build their futures. have taken on board. The first commercial opportunities that A recent Insurance Day is the need to view clients as arise from identifying its most This is why the opportunities organised by MF-Milano a group rather than in terms promising segments. offered by the social media are index 4 “WE MUST FOCUS ON CLIENTS’ NEEDS, GAIN A BETTER UNDERSTANDING OF WHAT THEY NEED AND EXPECT FROM SERVICE PROVIDERS, AND FIND SOLUTIONS THAT KEEP US ABREAST OF CHANGING TIMES” both stimulating and crucially agree with the way it has been How can we become Since arriving in the Group I important. These means of enacted in Italy? truly competitive in the have visited Asia and parts contact allow us to gain a In recent years I have international markets? of Eastern Europe, and I have much better understanding worked under all kinds of By offering dynamism found excellent structures of what clients need and regulation, some of which and superior service. and capable people that what they expect from service enforced total competition International markets could probably benefit from providers, and they also help to the point where insurance are highly competitive in more support from the parent us to find solutions that keep companies were prohibited this respect, and clients’ company in the form of capital us abreast of changing times. from maintaining any form of reactions to different levels and investment capacity. This Let me repeat, this business exclusive relationship. Markets of service have been closely is what I think we must offer is stimulating, enjoyable, and in Australia and Britain, for followed; they patronise if we seek greater growth in never tedious, and it allows us example, are organised in companies who offer the these countries than we have to find opportunities in every this way. Generali Group can best service and abandon managed so far. I don’t believe change. But the Group has operate, and be the best, in those who can’t compete. in a development strategy been operating in a manner any distribution framework Most international markets based on planting flags all over typical of the insurance that regulators establish; we are also marked by rapid the world.
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