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Strategic Plan for Zurich Financial Services Group Report


Executive Summary

The aim of this paper is to construct a five years strategic plan for the Zurich Financial Services Group for the development of its services in its current and emerging markets. In addition, Zurich intends to boost its yearly revenue by 6% within next five years by using its resources and capabilities.

As a result, this five years strategic plan discusses the competitive challenges, mission, vision, SWOT strategic matrix, competitive forces, global strategies, and external and internal market atmosphere through the application of TELESCOPIC OBSERVATIONS method, financial ratios, and value chain analysis, key factors for success, BCG growth matrix for Zurich, branding models, and strategic group analysis to solve key issues.

Furthermore, this strategic plan concentrates on in putting together the 7p framework, budgetary requirements, control, milestones, and other corrective actions to reach its objective.

Key Issues

A brief account of key issues of the Zurich group is considered below:

Key Competitive Challenges

  • It is a great challenge for Zurich to contend with high competitions from the insurers like AIG, Allianz-Group, Chubb-Group, Hartford Financial Services, ING Group, Prudential Financial, Sun-Life Financial, and Swiss Re (Swiss Re, 2010);
  • Development of its services in the emerging markets would require huge capital investments (Frigo, 2009);
  • The company needs to comply with all the legal and societal issues of the developing countries (Kokosinski, 2009);
  • To gain competitive advantage over the competitors Zurich needs a proper utilization of its core competencies.

SWOT Analysis

The SWOT analysis of Zurich Financial Service Group has outlined below:

Strengths

  • Zurich is one of the largest insurance businesses in Europe that have operations in about 170 countries worldwide with the help of 60,000 workers (The Times 100, 2010);
  • It offers a wide range of services to its global customers;
  • It possess a strong financial position through which it is able to do large investments for the development of the services provided (Insley, 2010);
  • Strong operating performance throughout its core businesses and constant renovation of operating platforms reinforce its efficacy and competence.

Weaknesses

  • The process of insurance making is time consuming for the customers;
  • The recruitment policy of the company do not have a proper focus over its retention strategy (Zurich Financial Services, 2010);
  • The company more often fails to address the cultural gap between expatriates and the company.

Opportunities

  • The company is enhancing its services in terms of technology; this would ensure customers’ convenience, which in turn would induce them to take its services again and again;
  • Kandell (2010) states that Zurich will be further developing its value chain system in future to increase its operational efficiency;
  • It has a strategy to enter in some new markets for generating more income.

Threats

  • Governmental regulations in some of its operating countries are getting very strict for the foreign businesses;
  • Apart from a competitive pressure from the renowned businesses, many new players are entering the industry (Anon, 2010).

Vision, Mission, and Corporate Objectives

The Zurich Group considers its mission, vision, and corporate objectives by keeping in mind the factors that can influence its plan to develop its service in the operating markets.

Vision Statement of Zurich

It aims to continue providing pioneering services and other facilities to its customers through operational distinction and moral groundwork; through this, the company wants to be a leader in this industry within the chosen markets and deliver sustainable performance and highest customer satisfaction.

Mission Statement of Zurich

Zurich’s mission is to provide exceptional service and to be the best insurance provider of the world by means of an ingenious approach and incessant progression of uniqueness; moreover, it anticipates attaining this through employee leveraging, formation of manifold distribution channels, collaborating with concurring institutions, and utilizing IT facilities.

Corporate Objectives

The company has a number of corporate objectives for the enhancement of its business in the next few years in the existing markets. Currently, the company has the following corporate objectives:

  1. It aims to include a few more life endowment policies in order to raise its yearly sales by 4% over next five financial years.
  2. From $32,516 million direct written premiums and policy fees in general insurance in FY 2009, Zurich has a plan to augment these fees to $65,032 millions by 2015 through market enlargement strategy (Zurich Financial Services, 2009).
  3. By developing its services in the existing markets, it will be increasing its business operating profit from $26,029 million in 2009 to $52,032 million by December 2014 (Zurich Financial Services, 2009). In addition, Zurich has a plan to reach the target of 2.7 billion by FY 2011:
Target to Reach 2.7 Billion

Figure 1: Target to Reach 2.7 Billion

Source: Zurich Financial Services (2009)

It will amplify its net investment result on Group investments by 3% in 2015 from 3,181 million in 2009.

Situational Analysis

This analysis is the delineation of the factors that Zurich confronts from the external environment and an appraisal of the externalities that can influence Zurich’s strategic approach to developing its services.

Macroeconomic Analysis

PESTEL Analysis of Zurich:

The PESTEL Analysis of the Zurich Service Group has outlined below:

Political Factor

For reason that Zurich operates in about 170 countries all over the world, and that all those countries possess different political atmospheres, its operations are largely under influence by political situations, for example, by regional treaties, trade policies, and conflict/wars, policies formulated by respective governments, elections and relationships across its trading countries.

Economic Factor

The development of the services of Zurich in the current and emerging markets require a huge capital investment. Therefore, it is necessary to address the current economic condition of the company. It is arguable that the share prices of Zurich were quite stable from January 2006 to the middle of 2008; however, due to falling demand of its services during the recession, the company faced a fall in stock prices at 2009 (Yahoo Finance, 2010). Currently, Zurich is reviving back its stock prices as shown in the following figure.

Stock Price of Zurich

Figure 2: Stock Price of Zurich

Source: Yahoo Finance (2010)

Zurich Financial Services (2009) suggests that the company’s business total operating profits was 5,593 million in 2009, which is a quite impressive figure. A comparison of the company’s performance indicators has shown in the following figure:

Financial Performance Comparison

Figure 3: Financial Performance Comparison

Source: Zurich Financial Services (2009)

Socio-cultural Factor

Zurich’s main principle remains to adopt quickly the societal and cultural concerns of the countries in which it operates. For example, whilst operating in Middle East, the company bears in mind that the local vicinities over there are very conservative and responsive to religious sentiments. Zurich also works to mitigate cross-cultural barriers and gender inequalities for its employees.

Technological Factor

To compete with the global players, Zurich is constructing strong IT infrastructure for carrying out the operations; for example, its new software has expected to be profitable for future development.

Environmental Factor

The company is very adept in managing issues related to pollution reductions. To implement ecological targets it is expending huge amounts in its green preservation proposal:

Green Preservation Proposal

Figure 4: Green Preservation Proposal

Source: Self-generated from Zurich Financial Services (2010)

Legal Factor

Zurich Group complies with all the legal and regulatory requirements of the countries in which it operates internationally.

Industry Analysis

Zurich Financial Services is a player of an industry that is highly competitive because of the presence of numerous rival businesses. A detailed assessment of the industry analysis of this company has provided through the TELESCOPIC OBSERVATIONS technique –

C Cost efficiencies Zurich possess a very cost effective employee retention procedure through which it is able to retain workers at lower expenses It has suffered from high cost level due to developing an expensive software system The company expects its newly developed software to be advantageous for its future growth Fluctuating taxation rates threaten its cost management systems
I International issues This insurance company is one of the biggest Europe based business in this sector The company faces some problems related to unskilled expatriate recruitment Zurich has a strategy to focus on some developing markets Deteriorating political environment of the overseas operating countries
P Portfolio Analysis Zurich offers an extensive range of common insurances, life assurances, and other services to its global customers Poor investments for increasing new service ranges It is undertaking massive diversification strategies for future Other market players are increasingly focusing on raising their number of services
O Organizational culture It possess a strong organizational culture Zurich fails to address the cultural gap between expatriates and the company It has a view of implementing a corporate culture free from preferential employee recruitment Negative impact of cross-cultural dilemmas in operations
C Competition It is one of the largest players of the industry Poor strategic approaches for competing in terms of promotional activities ( Porter, 2004) It has a prospect to penetrate countries where its competitors are not yet present Some of its rivals have strong financial positions
S Sociological trends Its always privileges social welfare It is sometimes hard for Zurich to match up with the social trend of newly penetrated markets The European communities are modest and flexible for carrying out operations Cultural differences of Zurich in its Middle East operations
E Ecological and environmental issues Zurich is very proficient for managing issues related to waste reductions Implementing its ecological targets require huge expenditures The group is educating its employees about environmental concerns Divergences from staying in compliance with the governmental environment policy could cause Zurich to face legal barriers
L Legal and regulatory requirements Zurich is very strict about complying with legal requirements of the operating countries It is a bit tough for Zurich to cope up with Islamic laws of the Middle East countries The EU are getting liberal for Europe-based businesses Many countries are legislating strict laws for foreign companies
E Economic considerations Zurich has strong financial position to hold significant part of global market share Some external and internal issues like share price and asset returns rate Zurich has financial resources to capture new market with new product like “Takaful” Volatile taxation rate, global financial crisis and so on
T Technological Advancements It has strong IT infrastructure for carrying out the operations Lack of actions to upgrade existing technologies The new software could bring about future profitability The competitors are getting technologically advanced
Strengths Weakness Opportunities Threats
Internal Environment External Environment

Table 1: Part 1 of the TELESCOPIC OBSERVATIONS technique of Zurich Group

Source: Self-generated from Zurich Financial Services (2009)

Strategic Groups analysis

The strategic group analysis has conducted below with the help of Porter five forces model.

  • Threat of New Entrants:

The threats of new entrants are relatively low in this industry due to the presence of a number of obstacles to penetrate the market; it is rather hard for the new comers to sustain in such competitive environment.

  • Rivalry among competitors:

The competitive rivalry is quite high in the market because of the presence of many industry giants like Swiss Re and ING Group.

  • Bargaining power of buyer:

The existence of a large number of rivals means that the switching costs of the customers are relatively low. However, despite all these, Zurich has many loyal customers.

  • Bargaining Power of Suppliers:

There are adequate suppliers present in the industry making their bargaining powers quite endurable.

  • Threats of substitute product:

All the rival firms of Zurich offer similar types of services; in context, the competitive pressure over Zurich to diversify its service range increases. This has shown in the following figure:

Porter 5 forces model for Zurich

Figure 5: Porter 5 forces model for Zurich

Source: Self-generated from Porter (2004)

Key Factors for Success

The annual report of Zurich suggests that the company has success factors in five main business areas:

Zurich success factors in five main business areas.

Figure 6: Key Success Factors

Source: Generated from Zurich Financial Services (2009)

  • Corporate culture: Excellent working atmosphere with effectual communication between co-workers;
  • Organizational structure: The operating structure of the company is very cost-effective to suit with its service type;
  • Strategies: It focuses on methodical strategic decision-making;
  • Leadership: It has strong top-level leadership;
  • Execution: Zurich always remains very watchful in executing the strategies.

Positioning Map

Along with many competitors present in the global insurance industry, and with high quality services at high prices, the positioning map of Zurich will look as demonstrated in the figure below:

Positioning map of Zurich.

Figure 7: Positioning map of Zurich

Source: Self-generated from Thompson (2007)

Competitor Profiles

  • Swiss re: It is one of the biggest insurance companies in the EU and is located in Zurich, Switzerland; it not only provides numerous insurances to the clients but also helps them to assess risk;
  • Allianz Group: It is located in Munich, Germany; besides of offering several services, this business has about hundred subsidiaries operating in many European countries;
  • Prudential Financial: It is a US-based company with its headquarter in Newark; its services are available not only in America, but also in Asia and the EU countries;
  • ING Group: Being situated in Amsterdam, Netherlands, it supplies services such as banking-services, life assurance, mortgage, wealth accretion for SMEs as well as wealth management services.

Market Analysis

Being a global market-player, it is important for Zurich to evaluate the current market condition for developing its services worldwide. To carry out this evaluation, the market analysis focuses on Porter’s five forces by means of the TELESCOPIC OBSERVATIONS technique –

S Substitute products and services Zurich’s special service packages are more attractive than its substitutes It premiums for some specific insurances are more than the substitutes It has a plan to come up with more wide-ranging offerings to compete with the substitutes Presence of substitutes lessens customer switching costs
N New Entrants Zurich is already a renowned business whereas the popularity of the new entrants are very low The company’s strategic decision-making process has lack of initiatives to beat up new entrants It possess more experience and knowledge as compared with the newcomers The new entrants will be identifying the weaknesses of Zurich for gaining a competitive advantage
O Organizational structure Zurich’s business entrenches to a large part of the world. This makes its organizational structure to be a bit complicated Complex organizational structure means coordination gets tougher It will expand its corporate structure to include some more countries. This would in turn help the company to generate more revenues Inefficient management of organizational structure can give rise to a number of dilemmas
I Industry key factors for success Unique services provided to customers Improper application of factors that can cause business prosperity It is developing its policies regarding utilization of the success factors The falling demand of insurance in 2009 made it hard for Zurich to gain competitive advantage
T Total Quality Management Zurich strongly upholds the quality of its services above any other factors The newly recruited employees often do not have enough knowledge about the Zurich’s commitment about quality management Identification and refinement of such employees could sort out this weakness Increasing public demand means the company needs to concentrate in quantity rather than quality
A Alliances It has alliances with many other businesses Ineffective communication between alliances The US market is very prospective in terms of alliance opportunities Rising number of alliances may mean more expenses
V Value system Integration of contemporary IS infrastructural designation lowers human efforts improving value system Managing value chain system of such a large business is a very complex task Zurich wants to further develop its value system in future A number of competitors possess more strong value system than Zurich
R Resource audit (including capital structure) The managers of Zurich are highly skilled to carry out such jobs The company often confront intricacies in auditing the current resources Some resources will be available on its subsidiaries Poor auditing can pose a major threat for the company
E Electronic commerce Zurich has strong focus about developing e-commerce websites This insurance company recently do not have any e-commerce systems through which clients can make payments online By means of developed e-commerce, Zurich can ensure customer convenience. This could build up a strong customer base for the company Some insurance companies already have e-commerce integration
S Suppliers It always maintain good relationship with all it suppliers In some cases, the small-scale suppliers receive late payments Communication between the business and its suppliers could enhance after e-commerce integration Late supplies can be a trouble for the business
B Buyers Zurich has a strong customer-base Some customer needs remain untreated during policy making Assuring convenient services would raise customer satisfaction In this industry, buyers have high bargaining powers
O Organizational core competencies and capabilities Zurich has well built financial capabilities to develop its market presence Lack of managerial focus to train up newly recruits to increase their competencies It can offer special indemnity packages Rivals sometimes use to copy core strategic competencies
Strengths Weakness Opportunities Threats
Internal Environment External Environment

Table 2: Part 2 of the TELESCOPIC OBSERVATIONS technique for Zurich Group

Source: Self-generated from Zurich Financial Services (2009)

BCG Growth Matrix Analysis

The BCG matrix portfolio will help the assessment of Zurich’s market situation in context to market growth rate with relative market share –

  • Star: With high-growth and high-share, Zurich occupied this section before the recession;
  • Cash cow: Frigo (2009) states that due to recessionary impact Zurich is in this section with low-growth and high-share of the market;
Growth Share Matrix for Zurich.

Figure 8: BCG matrix for Zurich

Source: Self-generated

  • Dog: Zurich is not in this section as it expresses low-growth with low-share businesses requiring huge-investment to promote development;
  • Question mark: Some rivals of Zurich clasped this position in economic-downturn by confronting optimistic growth-rate in some parts of the world.

Branding models

Most of the time Zurich followed one brand or single brand strategy to operate global market but it has no specific existing branding model (after searching annual report, company’s website).

As there are no secondary data available relating to the Zurich branding models, this strategic plan suggest a branding models[1] considering four segments of the market, such as super consumers, value consumers, low differentiation, and high differentiation; the branding models of the company in the segmented markets has shown below:

Branding Models of Zurich.

Figure 9: Branding Models of Zurich

Source: Generated from Holytornado (2009)

Market Positioning Map

Zurich would follow “more for more” or “more for same” strategy because it is already a renowned business and it is essential for the company to address a large part of the market in order to attain its aim to develop the services offered on current and developing markets.

Positioning Map of Zurich.

Figure 10: Positioning Map of Zurich

Source: Self-generated from Jankowicz (2005)

Internal Analysis

The TELESCOPIC OBSERVATIONS schema will assist the discussion of internal strengths and weaknesses of the Zurich Group:

A Alliances It has alliances with many other businesses Ineffective communication between alliances The US market is very prospective in terms of alliance opportunities Rising number of alliances may mean more expenses
R Resource audit (including capital structure) The managers of Zurich are highly skilled to carry out such jobs The company often confront intricacies in auditing the current resources Some resources will be available on its subsidiaries ( Johnson, Seholes & Whittington, 2006) Poor auditing can pose a major threat for the company
V Value system Integration of contemporary IS infrastructural designation lowers human efforts improving value system Managing value chain system of such a large business is a very complex task Zurich wants to further develop its value system in future A number of competitors possess more strong value system than Zurich
O Organisational core competencies and capabilities Zurich has well built financial capabilities to develop its market presence Lack of managerial focus to train up newly recruits to increase their competencies It can offer special indemnity packages Rivals sometimes use to copy core strategic competencies
Strengths Weakness Opportunities Threats
Internal Environment External Environment

Table 3: Part 3 of the TELESCOPIC OBSERVATIONS technique for Zurich Group

Source: Self-generated from Zurich Financial Services (2009)

Financial Ratios

All the figures have taken from projected balance sheet, cash flow, and income statement 2011 of Zurich –

  • Return on equity = (Net income/Equity)

= (4854/ 47217)

= 10.2801%

  • Return on capital employed = EBIT/(Total Assets-Current Liabilities) x 100

= 6796.5/(553371-506152.5)

= 14.3937228

  • Gross profit Ratio =gross profit/revenue from sales

= 80,725.50/105,408

= 76.58384563

  • Net profit ratio = EBIT/Sale*100

= (6796.5/105,408) x100

= 6.447802823

Above financial ratio analysis demonstrates that the financial investors will be interested to invest at Zurich.

Value Chain Analysis

It has no specific existing Value Chain analysis (after searching annual report, company’s website). As there are no secondary data available relating to the Zurich Value Chain analysis, this strategic plan suggest following value chain figure –

The Value Chain.

Figure: Value Chain

Source: Self generated from Porter (2004)

  • The company will be undertaking a five years plan do improve its value chain with integration of massive digitalization.
  • In next two years, Zurich would develop communication software to manage its complex value chain system.
  • Zurich will be enhancing its value system in future by vertical and horizontal integration.

Competitive Advantages

Zurich gains competitive advantage over competitors in terms of good working environment, better leadership, skilled top-level decision-makers, lean organizational culture, and superior promotional strategies.

Summary of Current Situation

The following figure shows the SWOT Strategic Matrix of the TELESCOPIC OBSERVATIONS schema for Zurich-

SWOT Strategic Matrix of TELESCOPIC OBSERVATIONS

Table 4: SWOT Strategic Matrix of TELESCOPIC OBSERVATIONS

Source: Self-generated from Weihrich (2009)

Marketing Objectives

Zurich will be resetting its marketing objectives to focus on its service development strategies by next five years.

  1. Zurich expects to increase its yearly profit by 6% within next five years (Zurich Financial Services, 2010)
  2. It will be raising its expenditure on marketing from $315 million in 2009 to $630 million in 2015.
  3. NCOIC (2010) states that by 2013, Zurich will be spending 1.5% of its operating income in market research
  4. It wants to increase budget for promotional tools by 14% within 2015.

Marketing Strategies

According to the David (2008), marketing strategies indicate number of tools or matrix, which require developing business aim. In this case, it is necessary to focus on the Ansoff’s Matrix, and the SWOT Strategic Framework, as Zurich Financial Service would like to expand its operation in current and emerging market.

Ansoff’s Matrix

According to the view of Stoner, Freeman, & Gilbert (2006), business organisation apply this matrix in order to discuss the main prospects while these firms would like to gather more revenue by developing business operation.

Ansoff’s Matrix of Zurich

Figure 11: Ansoff’s Matrix of Zurich

Source: Self generated from Thompson, A. et al (2007)

  • Market Penetration: NGFL (2009) stated that market penetration is an applicable tool while it develops existing market with existing products; therefore, this strategy is match with present aim of Zurich;
  • Market Development: In contrast, Jankowicz (2005) pointed out market development is the most suitable strategy to capture emerging market by introducing existing product line. So, Zurich Financial Service would pursue this strategy in order to enter new market with existing service;
  • Product Development: Kotler & Armstrong (2006) stated that this strategy is applicable while company develop new products in existing market; Zurich can develop new product like “Takaful” in existing market considering this strategy;
  • Diversification: At the same time, Zurich can introduce new products like “Takaful” in new market within next 5 years by considering this strategy (Hill & Jones, 2007).

The SWOT Strategic Framework

The table below shows the SWOT strategic framework of the telescopic observations for Zurich along with proper strategic plans for its development in next five years –

The SWOT Strategic

Framework of the telescopic observations for Zurich

Weaknesses (W) Opportunities (O) Threats – (T)
  1. Time consuming insurance process
  2. Reduced asset returns
  3. Increasing employee turnover
  1. Increasing technological advancements
  2. Prospects of penetrating new markets
Fluctuating taxation rates

2. Increased Competition

Strengths (S) Strengths to Weakness Strategies (S/W) Time Scale Strengths to Opportunities

Strategies (S/O)

Time Scale Strengths to Threats Strategies (S/T) Time Scale
  1. Operating in 170 countries worldwide
  2. Diversified range of services
  3. Increased investments globally
1. It can undertake retention strategies to retain workers 5 years 1. Zurich should be making large investments in IT infrastructure 5 years 1. It should be increasing its number of services for gaining cost advantage over competitors 5 years

Table 6: the SWOT strategic framework of the telescopic observations for Zurich

Source: Self-generated from Panagiotou and Wijnen (2005, p.10)

Implementation

This section focuses on considering the internal operational affairs of the Zurich Financial Service Group through a brief depiction of the factors related to marketing mix. A proper development strategy of the following seven factors would help the company to enhance its business in the existing markets.

Product

Fisher (2003) argues that Zurich offers an extensive range of common insurance services to its global customers; the most well known once are motor insurance, buildings and contents insurance, risk management, business insurance, life assurance, pensions/investments, etc; currently, it is undertaking massive diversification strategies for improving it services. Moreover, its services cover the risks illustrated in the figure below:

Risks covered by Zurich’s Services

Figure 12: Risks covered by Zurich’s Services

Source: Fisher (2003)

For further development of its service in the emerging markets like Middle East, the company should diversify to include services like the Islamic insurance acknowledged as takaful as a future prospect for profitable acquisitions in next five years.

Place

Zurich has placed its services in a number of countries throughout the world. In so doing, the business had to come up with an intricate operational structure by means of which the placements of its services are done. According to the following figure, Zurich has placed its service in Northern Europe, Asia Pacific, Latin America, Southern Europe, and in some parts of the Middle East.

Operational Structure and Placements

Figure 13: Operational Structure and Placements

Source: Zurich Financial Services (2010)

Additionally, the company must try to open more offices in upcoming five years in the developing markets to ensure effective communication between customers.

Price

In setting prices for its services, Zurich considers the overall economic condition of the market in which it is operating. The pricing also depends on the type of services provided (Pandey, 2007). For being a more buyer-oriented business, Zurich must try to get customer-feedbacks.

Promotion

Kotler & Keller (2006) stated that brand value of a company mostly depend on successful promotional activities; so Zurich is about to bring massive changes in its promotional strategies as a tool to develop its services in current and emerging markets within the next five years. Consequently, there will be changes in the content of the advertisements done in print and television media and engagement of more brokers and agents. Moreover, Zurich should allocate more budgets for five years in this segment to enhance advertising campaigns.

People

As a part of its strategic plan of service enhancement, it will be undertaking several policies for its personnel. Therefore, the company should focus on employee training, recruitment, and retention strategies in the emerging markets.

Processes

The awareness of the insurances available reaches the customers by means of advertisements and or by agents and brokers appointed by the company. Next, the customers need to add all the necessary detail and follow the following process to buy the insurances:

The Process of Insuring of Zurich.

Figure 14: The Process of Insuring

Source: Self-generated from Zurich Financial Services (2010)

However, for reducing consumer’s efforts, Zurich should emphasize on digital e-gadgets that ensures consumer-convenience.

Physical Evidence

The physical evidence of the company suggests that it has several offices in all the countries it operates in; for example, in Switzerland, UK, USA, Saudi Arabia, and so on. For better outcomes in terms of service enhancement, Zurich must try to invest more on its physical attributes in next five years.

Budgetary Requirements

Zurich Financial Service Group is well-established insurance, which has enough financial capabilities to develop its business in current market as well as emerging market. The researcher of this project considered key financial indicators, income statement, cash flow, and balance sheet to consider the financial performance of Zurich.

Key Important Indicators

According to Zurich Financial Services (2009), the key financial indicators of the Zurich Financial Service Group are –

  • Business operating profit 17.2%
  • Global Life – new business margin, after tax 21.3%
  • General Insurance – combined ratio 96.8%
  • Business operating profit $ 3,463.0 million
  • Total investments $257,773.0 million
  • Total Assets was $327,944.0 million in 2009 (Annual report 2009), and $553,371.0 million will be 2011
  • Total liabilities $ 30,416.0 million (Annual report 2009),

Projected Profit and Loss Account of Zurich

Consolidated Income State for 2011

Zurich Financial Service Group

US$ million
Revenues
Gross written premiums & policy fees $ 80,725.50
Less-premiums ceded to reinsurers $ (8,766.00)
Net written premiums & policy fees $ 71,959.50
Net change in reserves for unearned-premiums $ (1,119.00)
Net earned premiums & policy fees $ 70,840.50
Farmers management fees & other related revenues $ 4,035.00
Net-investment result on Group investments $9,123.00
Net-investment income on Group investments $ 11,257.50
Net capital gains/(losses) & impairments on Group investments $ (2,134.50)
Net-investment result on unit-linked investments $ 18,712.50
Net-gain/(loss) on divestments of businesses $ (7.50)
Other income $ 2,703.0
Total-revenues $ 105,408.00
Benefits, losses, & expenses.
Insurance benefits & losses, gross of reinsurance $ 59,283.00
Less ceded insurance benefits & losses) $ (4,891.50)
Insurance benefits & losses, net of reinsurance $54,391.50
Policyholder dividends & participation in profits, net of reinsurance $ 19,288.50
Underwriting & plan acquisition costs, net of reinsurance $ 12,381.00
Administrative & other operating expense $ 10,872.00
Interest expense on debt $ 879.00
Interest credited to policyholders & other interest $799.50
Total benefits, losses & expenses $ 98,611.50
Net-income before income taxes $ 6,796.50
Income-tax expense $ (1,942.50)
attributable to policy holders $(580.50)
attributable to shareholders/creditors $ (1,362.00)
Net-income $ 4,854.00

Table 6: Income Statement of Zurich

Source: Self generated from Annual report

Projected Balance Sheet of Zurich

Consolidated Balance Sheet for 2011

Zurich Financial Service Group

US$ million
Investment
Total Group-investments $ 294,387.0
Cash & cash equivalents $ 17,446.50
Equity-securities $ 18,675.00
Debt-securities $ 204,516.00
Real-estate held for investment $11,683.50
Mortgage-loans $ 19,104.00
Other loans & Equity $ 22,615.50
Other-investments $ 149,098.50
Total-investments $ 443,137.50
Assets
Reinsures’ share of reserves for new-insurance $ 27,940.50
Deposits made under assumed reinsurance-contracts $ 5,791.50
Deferred policy-acquisition costs $ 24,271.50
Deferred origination-costs $ 1,284.00
Accrued investment-income $ 4,116.00
Receivables $ 19,773.00
Other-assets $ 4,990.50
Mortgage-loans given as collateral $ 1,653.00
Deferred-tax assets $ 3,385.50
Goodwill $ 3,445.50
Property & equipment, other $ 10,566.00
Others $ 3,013.50
Total-Assets $ 553,371.00
Liabilities & Capital for 2011
Reserve for premium-refunds $ 973.50
Liabilities for investment-agreements $ 69,186.00
Deposits received under ceded-reinsurance contracts $ 2,337.00
Deferred front-end-fees $ 8,314.50
Reserves for insurance-agreements $ 36,2118.00
Other-liabilities $ 59,64.00
Obligations to repurchase-securities $ 4,258.500
Collateralized-loans $ 26,227.50
Accrued-liabilities $ 1,653.00
Deferred tax-liabilities $ 6,696.00
Debt related to capital-markets and banking activities $ 1,258.50
Senior & subordinated debt $ 17,166.00
Total-liabilities $ 506,152.50
Equity
Share capital $ 15.00
Additional paid-in capital $ 17,100.00
Net unrealized gains/(losses) on available-for-sale investments $ 501.00
Cash flow hedges $ (13.50)
Cumulative translation adjustment $ (594.00)
Revaluation reserve $ 147.00
Retained earnings $ 26,520.00
Common shareholders’ equity $ 43,675.50
Preferred securities $ 841.50
Shareholders’ equity $ 44,517.00
Non-controlling interests $ 2,700.00
Total equity $ 47,217.00
Total liabilities and equity $ 553,371.00

Table 7: Balance Sheet of Zurich

Source: Self generated from Annual report

Projected Cash flow of Zurich

Cash Flow Statement for 2011

Zurich Financial Service Group

US$ million
Cash Received
Cash Received from Operation
Net-Cash Received from Sales $4,822.50
Net-received from divestment $ 7.50
Depreciation, amortization and impairments of fixed & intangible assets $1,338.00
Other Non-cash item $ 825.00
Underwriting-activities: $ 19,653.00
Reserves for insurance-contracts, gross $ 28,323.00
Reinsurers’ share of reserves for insurance-contracts $ 2,349.00
Liabilities for investment-contracts $ 10,011.00
Deferred policy acquisition-costs $ (2,182.50)
Deferred origination-costs $ (24.00)
Deposits made under assumed reinsurance-contracts $ (1,962.00)
Deposits received under ceded reinsurance-contracts $ (145.50)
Investments: $ (29,766.00)
Net-capital (gains)/losses on total investments & impairments $ (14,128.50)
Net-change in trading securities $ 321.00
Sales & maturities Debt securities $ 314,664.00
Equity-securities $ 74,265.00
Other $ 72,685.50
Purchases Debt-securities $ (327,220.50)
Equity-securities $ (75,010.50)
Other $ (76,003.50)
Net cash (used in)/provided by operating-activities $ 3,705.00
Sales of property & equipment $ 129.00
Purchase of property & equipment $ (538.50)
Acquisitions of firms. $ (460.50)
Other $ 1.50
Net cash used in investing-activities $ (871.50)
Cash flow from financing-Activities
Dividends-paid $(2,139.00)
Issuance of share-capital $ 1,393.50
Net movement in treasury-shares $ 550.50
Issuance of debt $ 5,212.50
Repayments of debt-outstanding $ (1,347.00)
Net cash provided by/(used in) financing-activities $ 3,672.00
Foreign currency translation effects on cash and cash-equivalents $ 1,305.00
Change in cash & cash equivalents excluding change in cash held as collateral for securities lending $ 400.50
Cash & cash equivalents as of Jan 01, excluding cash held as collateral for securities lending $ 25,066.50
Change in cash & cash equivalents excluding change in cash held as collateral for securities lending $ 25,467.00
Change in cash held $474.00
Cash & cash equivalents as of Jan 01 $ 25,332.00
Cash & cash equivalents as of Dec 31, including cash held as collateral for securities lending $ 26,206.50

Table 8: Cash Flow of Zurich

Source: Self generated from Annual report

Projected Marketing Budget of Zurich Financial Services in 2011

Marketing Budget for 2011

Zurich Financial Services Group

US$ million
Promotional activities $66.50
Advertising (including television, print media, direct mails, outdoor advertising, and others) $195.70
Web marketing (including costs of Search Engine Optimization (SEO), advertisement through social networking sites, website development, blogs, e-mail, online advertising in different areas) $54.00
Market research $97.40
Others $58.90
Total Marketing Budget $472.50

Table 9: Marketing Budget of Zurich

Source: Self generated from Annual report

Control, Milestones, and Corrective Action

Control

The organisational chart of Zurich Financial Service Group is intricate like other insurance companies. According to the annual report 2009, this company is dedicated to practice efficient governance system for the advantage of its shareholders, clients, and workforce. This company is controlled in accordance with the local rule and regulation while the CEO of Zurich is responsible for the controlling the board of directors, and managing the company.

Milestones and Corrective Action

The five years strategic plan of Zurich will be placed to the board of directors for review and approval on January 01 2011 and designs its timeframe to go into operation within three months (90 working days) that counted December 31 2015. However, the purpose of this milestones and corrective action report is to propose the ways of how Zurich to develop its services in both its current markets and in emerging markets. The subsequent Gantt chart shows the milestone plan for next 5 years –

Milestones and Corrective Action Plan fir Development of Zurich
2011 2012 2013 2014 2015
Report will be placed to the board of directors 01 Jan 2011
Review and approval of business plan by Board 15 Jan 2011
Allocation of revenue to various departmental committee involved in implementation of the strategy 15 Jan 2011
Entrepreneurs would advertise for staffing 15 July 2011 15 July 2011
Selection Process for potential applicants 15 Aug 2011 15 Aug 2011
Conducting Marketing Research by the research team 15 July to 15 Aug 15 July to 15 Aug
Identifying New Target Customer and study on the attitude of the customers 03 March to 03 April 15 Aug 2011 03 March to 03 April 03 March to 03 April 03 March to 03 April
Competitor’s market and financial position analysis 01 Dec 01 Dec 01 Dec 01 Dec 01 Dec
Market survey to measure other related factors 15 May to 15 June 15 May to 15 June 15 May to 15 June 15 May to 15 June 15 May to 15 June
Check success of Marketing plan & strategy 15 Jan to 15 Feb
Communicating with customer for market research about policy 15 June to 30 June 15 June to 30 June 15 June to 30 June 15 June to 30 June 15 June to 30 June
Promotional activities through internet & Journal 01 Jan 01 Jan 01 Jan 01 Jan 01 Jan
Expand advertising in advertising in the print as well as Electronic media 01 Jan 01 Jan 01 Jan 01 Jan 01 Jan
Advanced Broker Acquisition Course and other training program for employees 15 March to 15 August 15 March to 15 August 15 March to 15 August 15 March to 15 August 15 March to 15 August
Special service offer and surprise offer 01 June 01 June 01 June 01 June 01 June
Organising report on IT implementation 31 Dec 31 Dec 31 Dec 31 Dec 31 Dec
Providing services by e- commerce site to order online Start from 5/4/11 Continue Continue Continue Upgrade
Take over 3 Indian insurance to expand its operation Mon

14/10/13

Wed

04/4/14

Tue

15/12/15

Submit annual report and other report 31 Dec 31 Dec 31 Dec 31 Dec 31 Dec

Table 10: Gantt chart of Zurich Financial Service for five years

Source: Self Generated

Reference List

Anon (2010) Zurich extending its range of life insurance products. Web.

David, F. (2008) Strategic Management: Concepts and Cases. 12th ed. New Delhi: Prentice Hall

Fisher, W. (2003) Risk Management at Zurich Financial Services. Web.

Frigo, M. L. (2009) Strategy Risk Management: The New Core Competency. Web.

Hill, C. & Jones, G. (2007) Strategic Management: An Integrated Approach. 8th ed. London: South-Western College

Holytornado. (2009) Effective Online Brand Strategies for Targeting Prosumers. Web.

Insley, J. (2010) Zurich Insurance fined £2m for losing customer details.Web.

Jankowicz, A. D. (2005) Business Research Projects. 4th ed. London: Thomson.

Johnson, G. Seholes, K. & Whittington, R. (2006) Exploring Corporate Strategy: Text & Cases. 8th ed. London: FT Prentrice Hall.

Kandell, J. (2010) Zurich Financial Rebounds From Insurance Industry Crisis. Web.

Kokosinski, K. (2009) Strategies for Measurement and Reduction of the Carbon Footprint of Zurich Financial Services. Web.

Kotler, P., & Armstrong, G. (2006) Principles of Marketing. 11th ed. Prentice-Hall of India Private Limited.

Kotler, P., & Keller, K. L. (2006) Marketing Management. 11th ed. Prentice Hall.

NCOIC (2010) Zurich Financial Services: System Oriented Architecture (SOA). Web.

NGFL (2009) The Ansoff Matrix. Web.

Panagiotou, G. & Wijnen, V. R. (2005) The “telescopic observations” framework: an attainable strategic tool. Emerald Group Publishing Limited, 23(2). Web.

Pandey, I. M. (2007). Financial Management. 9th ed. New Delhi: Vikas publishing house Ltd.

Porter, M. E. (2004) Competitive Strategy. Export Edition. New York: The Free Press

Stoner, J. A. F., Freeman, R. E. & Gilbert, D. R. (2006) Management. 6th ed. New Delhi: Prentice-Hall.

Swiss Re (2010) Our mission and priorities. Web.

The Times 100 (2010) Providing a customer-centric service. Web.

Thompson, A. et al. (2007) Strategic Management. 13th ed. New Delhi: Tata McGraw- Hill Publishing Company limited.

Weihrich, H. (2009) The TOWS Matrix — A Tool for Situational Analysis. Web.

Yahoo Finance (2010) Basic Chart of ZURICH FINL SVCS N. Web.

Zurich Financial Services (2009) Financial Report 2009: Zurich Help Point. Web.

Zurich Financial Services (2009) Global excellence through coordination. Web.

Zurich Financial Services (2010) Zurich at a Glance. Web.

Zurich Financial Services (2010) Corporate social responsibility. Web.

Zurich Financial Services (2010) Environmental Policy. Web.

Zurich Financial Services (2010) The New Zurich. Web.

Footnotes

  1. In addition, the original instruction of this plan suggest to use theory

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Gutierrez, Roman. 2020. "Strategic Plan for Zurich Financial Services Group." IvyPanda (blog), April 2, 2020. https://ivypanda.com/essays/strategic-plan-for-zurich-financial-services-group/.

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Gutierrez, R. (2020) 'Strategic Plan for Zurich Financial Services Group'. IvyPanda, 2 April.

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