To be the most trusted partner

of Filipino families on their journey to prosperity

and well-being.

We care for our customers and deliver our promise

We provide innovative solutions at our customer's comvenience
We live a culture where people and performance matter
True Customer Centricity

Technical Excellence

Inclusive Meritocracy
Digital by Default

Growth Engines

Responsible Caring Excellent Connected

 STRATEGY MAP

VISION: To be the most trusted partner of Filipino families on their journey to prosperity and well-being.

Increase Shareholder Value

Financial Perspective
Improvement of expense productivity
Growth of premium income
or yield

Increase in
Customer
market share
satisfaction
Customer Perspective and new Brand recognition
and loyalty
customer
(Retention)
acquisition

New product Increase Increase

Responsive
Internal Business offerings/ digital reach in Streamline and improve business and
and reliable
Processes innovative brand strategic information processes (BPM & KM)
execution
solutions presence areas

Learning & Growth Ensure right skill are available Reinforcement of company
Leadership Development
Perspective for business needs (Upskilling) culture
Balanced Scorecard

Perspective Objective Measure

1. % increase of regular pay premiums earned

Growth of premium income
Financial
Improvement of expense
productivity or yield
from traditional life products vs last period
2. % increase of regular premiums earned
from variable life products vs last period
3. % increase in single-pay (one time pay)
premiums
4. % increase in reserve for claims
1 operating expense ratio (company-wide opex
vs total premium income)
2 average cost per claim

Perspective Objective Measure

1. ave. rating on customer satisfaction surveys

Customer satisfaction and loyalty
(retention)
Increase in market share and new
Customer
customer acquisition
Brand recognition
2. ave. no. of referrals
3. renewal rate vs industry average
1. % of premium income divided by total
industry income
2. ave. number of new customer per period vs
last year
1. Total feature coverage per period (news
articles, online articles etc.)
2. weekly brand reach (all media- paper and
online)

Perspective Objective Measure

1. ave. number of customer complaints

2. ave. response time
Responsive and reliable execution
3. cycle time or turnaround time from
underwriting to delivery of policy
1. number of new ideas in the pipeline
New product offerings/ innovative
 New product offerings/ innovative
solutions
Internal Business
Increase digital brand presence
Processes
Increase reach in strategic areas
Streamline and improve business
and information processes (BPM &
KM)
Perspective Objective
Ensure right skill are available for
business needs (Upskilling)
Reinforcement of company culture
Learning & Growth
Leadership Development
2. profit growth from new products
2. actual vs. targeted breakeven time for new
products
1. actual vs. targeted number of digital
campaigns
2. % increase in daily Web traffic
1. actual vs. targeted number of co-created
advertising campaigns
1. actual vs. targeted number of out-of-home
campaigns
1. 100% optimization and integration of
ePayment and ePolicy
2. 100% optimization of Allianz journey
3. % reduction in paper consumption
Measure
1. % increase in productivity rate of agents
2. No. of executed technical training vs target
3. No. of employees who underwent training vs
target
4. Retention rate of high performing
employees/ agents
1. % increase in AES (Allianz Engagement
Score)
2. % employee turnover
3. % of employees trained in company culture
1. % rolled out for territory and activity
management for leaders
2. No. of departments with accomplished
succession planning
3. No. of employees with accomplished
personal professional development plan
4. No. of executed leadership training vs target
Balance Scorecard Narrative
Regardless of the indurstry the company belongs to or whether it is a small enterprise or a large corporation, organizational strategy is integral to achieve business success. An organizational strategy is instituted
by the organizational vision and mission.

The insurance company under study is envisioned to be the most trusted partner of Filipino families on their journey to prosperity and well-being. It recognizes that the business' success depends on its ability to
understand its customers and to tailor its products and services according to their needs, provide simple, modern, and outstanding quality of service at all times.

In order to achieve the vision and fulfill the mission, the insurance company defined its strategic pillars representing the integral aspects around the company’s sustained success. The following are the five
strategic pillars and battlefields that the company ought to win on (see figure below):

1. True Customer Centricity - Make superior customer experience the top priority for all actions
2. Digital by Default - Move from selected leading assets to become “Digital by Default” everywhere
3. Technical Excellence - Create superior margins, innovation and growth through best talents and state-of-the-art skills
4. Growth Engines - Systematically exploit new sources for profitable growth
5. Inclusive Meritocracy - Re-inforce a culture where both people and performance matter

<insert the strategic pillars>

To integrate the strategic pillars with tactical actions and to ensure that the overarching goal of the company is met, a Balanced Scorecard is developed. The use of Balanced Scorecard assists in translating the
vision, ensuring communication excellence, ensuring proper planning and and providing venue for learning and feedback thereby bringing the strategic plans of the organization to the employees in a manner that
helps them better understand and appreciate how their actions impact the overall success of the company. The balanced scorecard allows managers to look at the business from four important perspectives and
provides answers to four basic questions:

1. How are we viewed by the customers? (customer perspective)

2. In which business process do we excel at or must improve on? (internal perspective)
3. How are we able to improve and create value? ( learning and development perspective)
4. What does the shareholders think about us? (financial perspective)

<insert strategy map >

Financial Perspective

Measures for financial performance reflect whether the company’s strategy, implementation, and execution lead to the improvement of the bottom-line. The ultimate goal of any profit-oriented organization is to
increase shareholder wealth. For the insurance sector, sales performance is measured by total premium income, net of reinsurance, generated in one year. Simply put, for insurance companies, the goal is to
succeed, thrive and prosper. Hence, for this company we identified the (1) growth of premium income and (2) improvement of expense productivity or yield as primary objectives for the financial perspective.

Growth in premium income means that the company should be able to achive a certain percentage increase in generated premiums for both traditional and variable life insurance from the previous years, whether
regular pay or single pay (one time payment). It also means that the company is able to invest and grow its reserve for claims.

Improvement of expense productivity or yield means that the average operating cost to generate premium income is less than 100% or lower. This is measured through (1) operating expense ratio (company-wide
opex vs total premium) and average cost per claim.

<insert Financial scorecard>

Customer Perspective

As in the previous discussions, we can see that the corporate vision and mission of the company focuses on the customer. Hence, the way a business works from the viewpoint of its customers has become a
focus for top management. The balanced scorecard allows managers to turn their general customer care mission statement into concrete metrics representing the aspects that actually apply to consumers.
Customers concerns generally include time, quality, service and cost. Hence, we articulated goals for time, quality, and performance and service and then translated these goals into specific measures. The
following are the identified objectives , (1) customer satisfaction and loyalty (retention), (2) increase in market share and new customer acquisition, and (3) brand recognition. These objectives are monitored
through metrics that force the insurance company to view its performance through customers’ eyes as seen in the table below:
<insert customer scorecard>

Internal Business Process Perspective

Financial performance and customer satisfaction are the result of operational actions, and financial success is be the logical consequence of doing the basics and fundamentals well. Customer satisfaction is
derived from processes, decisions and actions that take place in an organization. Hence, managers need to focus on certain critical internal operations that enable them to meet consumer needs and
requirements. The internal measures for the balanced scorecard stem from the business processes that have the greatest impact on customer satisfaction. We identified the following objectives for the internal
business process of this insurance company , (1) responsive and reliable execution, (2) new product offerings/ innovative solutions, (3) increased digital brand presence (4) increased reach in strategic areas and
(5) streamlined and improved business and information processes (BPM & KM). These are measured throught the metrics as emumerated in the table below:

<insert internal business process scorecard>

Learning and Growth Perspective

The learning and growth perpective manages the retention, productivity, satisfaction and capabilities indicators. It includes employee training and corporate cultural attitudes related to both individual and corporate
self-improvement. Objectives in the Learning and Growth perspective of the strategy map are the enablers of the other perspectives. The objectives include (1) upskilling , (2) reinforcement of company culture,
and (3) leadership developement as gauged by the measures listed in the table below:

<insertLearnign and growth scorecard>