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33. Project Timeline/Process Review. Design/Update Proposition. Identify Opportunities. Develop Proposition Concept. Post Launch Review. Prototype & Plan. Go To Market. Formal post launch review with underwriters, sales professionals and BU leaders scheduled for February.

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project timeline process review

33

Project Timeline/Process Review

Design/UpdateProposition

Identify Opportunities

Develop PropositionConcept

Post Launch

Review

Prototype & Plan

Go To Market

  • Formal post launch review with underwriters, sales professionals and BU leaders scheduled for February.
  • Conducted Key Learning Review, January, 2010
  • Conducted secondary analysis on market size, segments, etc.
  • Analyze Zurich performance: profit, LOB statistics, etc.
  • Conducted primary broker and customer research to ID needs
  • Conducted competitor analysis
  • Held series of strategic brainstorms with BU to identify key products services to upgrade/develop/ promote
  • Held service bundle strategy sessions with Risk Engineering to create services
  • Developed robust workplan and assigned responsibilities for proposition build
  • Held frequent core team cross functional meetings to discuss status and identify issues
  • Formally built the new products: (pricing, language, state filings, etc), the marketing materials (collateral, website, sales presentations), service bundle (risk engineering e-tools to face/face visit approach) and market strategy
  • Prepared critical launch element strategy/approach
  • Launched first to underwriters, started training on new products (10/1)
  • Then, launched with BDL community in sales campaign webcast on 10/26

Action Taken in the project

  • Performance
  • Assessment:
  • Commentary:
  • A robust upfront MOA study yielded rich information leading to the selection of Manufacturing as a priority industry to design a proposition in.
  • BU would like to explore ways to get more granular, policy comparison specifics with competitors for future propositions
  • Performance
  • Assessment:
  • Commentary:
  • The group commended the cross-functional nature of the early design considerations, with RE, U/W, BU leaders and Prop Dev all participating to craft ideas/solutions.
  • Would like to include more interactions with customer risk managers to help craft future brainstorm sessions
  • Performance
  • Assessment:
  • Commentary:
  • Team did well to deliver the proposition: new products, service bundle, collateral/positioning approach, on time per the direction set by senior leadership in the June 8 approval meeting.
  • An opportunity exists to get more resource commitment from the service centers of excellence: compliance, technology, state filings, etc. Too often they did not have resource availability to execute work in a timely fashion, and they are often “booked” with projects six months out, meaning much of the process work fell back to the BU sponsoring the proposition
  • Performance
  • Assessment:
  • Commentary:
  • The approach of launching first with underwriters and getting their technical knowledge on track three weeks prior to launching with the sales organization was deemed a very good approach, as we could back up operationally what we started selling in the market 3 weeks later
  • Performance
  • Assessment:
  • Commentary:
  • In February, we will hold a formal call to determine what did/did not go well relative to the underwriter/field sales teams and how the proposition is performing
  • Held key learnings review with BU, marketing, risk engineering, Prop Dev in January, 2010

TBD

NAC Completed Prop Project Overview

slide2

Timeline of Key Activities – Executing A Successful Nationwide Launch for Energy Casualty

Activities

7/5

8/16

8/23

8/30

8/9

6/28

8/2

5/24

5/31

5/3

5/10

5/17

6/7

6/14

6/21

7/12

7/19

7/26

Team executes workshop follow up items, agrees on final components of national proposition (service, products, people)

Design and execute final proposition collateral, website, presentation documents

Develop by-Region Energy Casualty lead lists: new targets, near misses, cross-sells

Hold expectations session for National Sales Campaign with D&RM leaders

Identify national broker target list and have in place prior to regional visits for roadshows

Conduct regional leadership alignment conference calls for roadshows, determine available visit dates, finalize visit schedule

Hold Zurich Energy Casualty national sales campaign kickoff webcast

*

Execute marketing communication campaign

Hold at least 5 regional roadshow visits including broker visits and regional employee proposition workshops

*

slide3

Timeline of Key Activities – Executing A Successful Nationwide Launch for Energy Casualty

Activities

7/5

8/16

8/23

8/30

8/9

6/28

8/2

5/24

5/31

5/3

5/10

5/17

6/7

6/14

6/21

7/12

7/19

7/26

  • Understand current Zurich NA interaction (products/services sold) within the tribal nation system.
  • Determine current claims/legal department experience with sovereign nations.
  • Uncover product/ser vice program needs with Gaming Customers:
  • Create specific product/service development plan and execute product/service design:
  • Determine Marketing/Communication strategy:
  • Broker/Distribution Strategy:
  • Team Expansion:
  • Formal Proposition Launch:

*

slide4

Product/Service

Operational

Bundled Proposition

Sales Campaign

MarCom Campaign

Product/Service

Operational

Bundled Proposition

Sales Campaign

MarCom Campaign

Product/Service

Operational

Bundled Proposition

Sales Campaign

MarCom Campaign

Propositions

Timing

6/22

6/29

7/6

7/13

7/20

7/27

8/3

8/10

8/17

8/24

8/31

9/7

9/14

9/21

9/28

10/5

10/12

Accident & Health

Manufacturing

Design

Launch

Launch

Design

Launch

Mid-Sized Banks

Product/Service

Operational

Bundled Proposition

Sales Campaign

MarCom Campaign

Healthcare