The often unpopular topic of reorganisation befalls the insurance industry in regular waves. The insurance client is unprofitable. The claims ratio or frequency is too high; the premium income is no longer adequate in particular business segments.

But do we recognise when customers or segments go off course?  How does reorganisation work? What measures can be taken? How can corrective measures be controlled?
Benefit from a specialist in the field of reorganisation. We offer multi-sector reorganisation systems and concepts for the entire non-life insurance industry.

We provide a customer view with a comprehensive customer calculation of profitability. Our customers know immediately whether it would be profitable to reorganise a customer in a less cost-efficient segment, even though they are already highly profitable in another segment.

Our systems can provide much more:
In a rolling reorganisation, our customers achieve an efficient profitability analysis.
After defining the reorganisation criteria, an automatic selection from the portfolio and claims management system is periodically executed. In a comprehensive customer view reorganisation, measures are defined and the results are recorded after implementation. Relevant alteration of contracts will then be automatically incorporated in the portfolio management system.

As each wave of reorganisation ends, our system can be used for rolling portfolio controlling. Customers can be classified into A, B and C customers with corresponding criteria. This rating shows multi-sector potential for earnings improvement. After the definition of appropriate measures for improvement, the results are re-collected upon implementation.

This creates a database that allows for the determination of the most effective reorganisation measures.
This holistic approach to stock and damage control affords long-term and profitable customer relationships, as does a holistic approach to contract and portfolio reorganisation.