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Allianz Customer Centricity Case Solution: Navigating Challenges and Seizing Opportunities
Author: Dr. Anya Sharma, PhD in Business Administration with a specialization in Customer Relationship Management (CRM) and over 15 years of experience consulting Fortune 500 companies on customer centricity strategies.
Keywords: Allianz customer centricity case solution, customer centricity, Allianz, insurance, digital transformation, customer experience, CRM, data analytics, personalization, customer journey, competitive advantage.
Abstract: This article provides a comprehensive analysis of the Allianz customer centricity case solution, examining the challenges faced by the insurance giant in its transformation journey and the opportunities presented by embracing a customer-centric approach. We will delve into specific strategies employed by Allianz, analyze their effectiveness, and offer insights into how other organizations can learn from their experience in achieving true customer centricity.
1. Introduction: The Imperative of Customer Centricity for Allianz
The insurance industry is undergoing a period of significant disruption. Consumers are demanding more personalized, seamless, and digital-first experiences, forcing companies like Allianz to re-evaluate their strategies. The Allianz customer centricity case solution represents a complex and ongoing journey to transform its operations and culture to prioritize the customer above all else. This article explores the multifaceted nature of this transformation, highlighting both its successes and its ongoing challenges.
2. Challenges in Implementing the Allianz Customer Centricity Case Solution
Implementing a truly customer-centric strategy at an organization the size and complexity of Allianz presents numerous hurdles:
Legacy Systems and Data Silos: Allianz, like many established companies, inherited legacy systems that often hinder seamless data integration and a unified customer view. This fragmented data makes personalized interactions difficult and hampers effective customer journey mapping. Overcoming these silos is crucial for the success of any Allianz customer centricity case solution.
Organizational Culture: Shifting from a product-centric to a customer-centric culture requires a significant change in mindset across all levels of the organization. This involves retraining employees, fostering collaboration across departments, and rewarding customer-centric behaviors. Resistance to change within established hierarchies poses a major obstacle.
Data Privacy and Security: The increasing reliance on data analytics for personalization raises concerns about data privacy and security. Allianz must navigate strict regulations like GDPR while leveraging data effectively to enhance customer experience without compromising customer trust. This is a critical aspect of any successful Allianz customer centricity case solution.
Digital Transformation: A complete digital transformation is essential for providing seamless digital experiences to customers. This requires substantial investment in new technologies, platforms, and infrastructure, and the successful integration of these new systems with existing ones. Failure to execute this properly can severely hamper the Allianz customer centricity case solution.
Measuring Success: Defining and measuring the success of a customer centricity initiative is crucial. Traditional Key Performance Indicators (KPIs) may not fully capture the impact of improved customer experience. Allianz needs robust metrics that accurately reflect the value created by its customer-centric efforts.
3. Opportunities Presented by the Allianz Customer Centricity Case Solution
Despite the challenges, the opportunities presented by a successful Allianz customer centricity case solution are immense:
Enhanced Customer Loyalty and Retention: Providing exceptional customer experiences leads to increased loyalty and reduced churn, directly impacting profitability.
Improved Customer Acquisition: Positive word-of-mouth and online reviews generated by satisfied customers can significantly boost acquisition rates.
Increased Operational Efficiency: Streamlining processes and leveraging technology can lead to significant cost savings and improved efficiency.
Competitive Advantage: In a crowded marketplace, a truly customer-centric approach provides a strong competitive edge, enabling Allianz to stand out from its competitors.
Innovation and New Product Development: Understanding customer needs and preferences through data-driven insights enables Allianz to develop innovative products and services that better meet market demands.
4. Specific Strategies Employed by Allianz:
Allianz has adopted several strategies to implement its customer centricity initiative, including:
Investment in Digital Channels: Allianz is investing heavily in developing user-friendly mobile apps and online portals to provide customers with convenient access to services and information.
Personalized Communication: Allianz is leveraging data analytics to personalize communication with customers, offering tailored products and services based on individual needs.
Proactive Customer Service: Allianz is adopting proactive customer service strategies, anticipating customer needs and addressing potential issues before they escalate.
Employee Empowerment: Allianz is empowering its employees to make decisions that benefit customers, fostering a culture of customer ownership.
Customer Feedback Mechanisms: Allianz is implementing robust mechanisms for collecting and analyzing customer feedback, using this information to continuously improve its services.
5. Analyzing the Effectiveness of Allianz's Strategies:
The effectiveness of Allianz's strategies is a work in progress. While some initiatives have shown positive results, others require further refinement. Measuring the overall impact requires a comprehensive evaluation framework that considers various metrics, including customer satisfaction scores, Net Promoter Score (NPS), and ultimately, revenue growth linked to customer retention. External benchmarking against competitors is also crucial for assessing the relative success of the Allianz customer centricity case solution.
6. Lessons Learned and Best Practices:
The Allianz customer centricity case solution offers several valuable lessons for other organizations:
Embrace a holistic approach: Customer centricity is not a one-off project but a continuous journey requiring consistent effort and investment.
Invest in data and technology: Leveraging data and technology is crucial for understanding and meeting customer needs.
Foster a customer-centric culture: Transforming organizational culture is paramount for achieving true customer centricity.
Measure and iterate: Continuously measure the effectiveness of initiatives and adapt strategies based on the insights gained.
Prioritize customer trust and privacy: Maintaining customer trust and ensuring data privacy is essential.
7. Conclusion:
The Allianz customer centricity case solution is a complex and evolving undertaking that presents both significant challenges and substantial opportunities. While the journey is ongoing, Allianz’s commitment to customer-centricity demonstrates a vital adaptation to the changing insurance landscape. By learning from its progress, successes, and challenges, other organizations can gain valuable insights into building a truly customer-centric approach that fosters loyalty, drives growth, and ensures long-term success in a competitive market. The ultimate success of the Allianz customer centricity case solution will depend on its ability to effectively overcome the challenges described and fully leverage the opportunities presented.
FAQs:
1. What are the key metrics Allianz uses to measure the success of its customer centricity initiative? Allianz likely utilizes a combination of metrics, including customer satisfaction scores (CSAT), Net Promoter Score (NPS), customer lifetime value (CLTV), customer churn rate, and operational efficiency metrics related to customer service. Specific details are generally not publicly available.
2. How does Allianz use data analytics to personalize the customer experience? Allianz utilizes data analytics to segment customers based on demographics, purchasing history, risk profiles, and other relevant factors to personalize product offerings, communication, and service interactions.
3. What role does technology play in Allianz's customer centricity strategy? Technology is fundamental. Allianz utilizes digital platforms, CRM systems, AI-powered chatbots, and data analytics tools to streamline operations, personalize interactions, and provide seamless customer experiences across channels.
4. What challenges has Allianz faced in changing its organizational culture to become more customer-centric? Internal resistance to change, siloed departments, and a lack of consistent customer-centric training among employees are common challenges encountered in large organizations undergoing cultural shifts.
5. How does Allianz ensure data privacy and security while leveraging customer data for personalization? Allianz adheres to strict data privacy regulations (like GDPR) and employs robust data security measures to protect customer information. They likely have dedicated data protection teams and processes in place.
6. What are some examples of Allianz's proactive customer service initiatives? Proactive initiatives might include personalized risk assessments, tailored product recommendations, automated reminders for policy renewals, and early identification and resolution of potential customer issues before they escalate.
7. How does Allianz measure the return on investment (ROI) of its customer centricity initiatives? ROI measurement involves tracking improvements in key metrics like customer retention, acquisition costs, operational efficiency, and revenue growth directly attributable to customer centricity investments.
8. How does Allianz’s customer centricity strategy compare to its competitors? A detailed comparison would require extensive research analyzing the customer centricity strategies of Allianz's key competitors. General industry trends and best practices would provide a context for the analysis.
9. What are Allianz’s future plans for its customer centricity journey? Future plans likely involve continued investment in digital technologies, advanced analytics, and potentially more aggressive efforts to improve internal collaboration and create a truly integrated customer-centric ecosystem. Public information on specific future plans is limited.
Related Articles:
1. "The Impact of Digital Transformation on Customer Centricity in the Insurance Sector": This article explores the role of digital technologies in achieving customer centricity within the insurance industry, using Allianz as a case study.
2. "Measuring the Success of Customer Centricity Initiatives: A Framework for the Insurance Industry": This article outlines a framework for measuring the effectiveness of customer-centric initiatives, specifically relevant to the insurance sector, with a comparative analysis of Allianz's approach.
3. "Customer Journey Mapping in the Insurance Industry: A Case Study of Allianz": This article delves into how Allianz utilizes customer journey mapping to identify pain points and improve the overall customer experience.
4. "The Role of Data Analytics in Personalizing the Customer Experience at Allianz": This article focuses on how Allianz employs data analytics to understand customer needs and personalize interactions.
5. "Overcoming Cultural Barriers to Customer Centricity: Lessons from Allianz": This article explores the challenges Allianz faced in shifting its organizational culture towards customer centricity and offers insights into overcoming these challenges.
6. "Building a Customer-Centric Culture in the Insurance Sector: Best Practices and Case Studies": This article provides a wider perspective on building customer-centric cultures within the insurance industry, with Allianz as one of the case studies.
7. "The Importance of Proactive Customer Service in the Insurance Industry: An Allianz Perspective": This article details the value of proactive customer service and how Allianz implements such strategies.
8. "Balancing Data Privacy and Personalization in the Insurance Industry: An Allianz Case Study": This article investigates how Allianz manages data privacy and security concerns while leveraging customer data for personalization.
9. "Allianz's Customer Centricity Strategy: A Competitive Analysis": This article compares Allianz’s customer centricity strategy to those of its main competitors in the insurance market, identifying strengths and weaknesses.
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| allianz customer centricity case solution: The Software Architect Elevator Gregor Hohpe, 2020-04-08 As the digital economy changes the rules of the game for enterprises, the role of software and IT architects is also transforming. Rather than focus on technical decisions alone, architects and senior technologists need to combine organizational and technical knowledge to effect change in their company’s structure and processes. To accomplish that, they need to connect the IT engine room to the penthouse, where the business strategy is defined. In this guide, author Gregor Hohpe shares real-world advice and hard-learned lessons from actual IT transformations. His anecdotes help architects, senior developers, and other IT professionals prepare for a more complex but rewarding role in the enterprise. This book is ideal for: Software architects and senior developers looking to shape the company’s technology direction or assist in an organizational transformation Enterprise architects and senior technologists searching for practical advice on how to navigate technical and organizational topics CTOs and senior technical architects who are devising an IT strategy that impacts the way the organization works IT managers who want to learn what’s worked and what hasn’t in large-scale transformation |
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| allianz customer centricity case solution: Brand Relevance David A. Aaker, 2011-01-25 Branding guru Aaker shows how to eliminate the competition and become the lead brand in your market This ground-breaking book defines the concept of brand relevance using dozens of case studies-Prius, Whole Foods, Westin, iPad and more-and explains how brand relevance drives market dynamics, which generates opportunities for your brand and threats for the competition. Aaker reveals how these companies have made other brands in their categories irrelevant. Key points: When managing a new category of product, treat it as if it were a brand; By failing to produce what customers want or losing momentum and visibility, your brand becomes irrelevant; and create barriers to competitors by supporting innovation at every level of the organization. Using dozens of case studies, shows how to create or dominate new categories or subcategories, making competitors irrelevant Shows how to manage the new category or subcategory as if it were a brand and how to create barriers to competitors Describes the threat of becoming irrelevant by failing to make what customer are buying or losing energy David Aaker, the author of four brand books, has been called the father of branding This book offers insight for creating and/or owning a new business arena. Instead of being the best, the goal is to be the only brand around-making competitors irrelevant. |
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| allianz customer centricity case solution: The Handbook of Insurance-Linked Securities Pauline Barrieu, Luca Albertini, 2009-08-10 Luca Albertini and Pauline Barrieu are to be congratulated on this volume. Written in a period where structured projects in finance are having a difficult time, it is worthwhile to return to the cradle of securitisation: insurance. Spread out over three parts (life, non- life, and tax and regulatory issues) the 26 chapters, written mainly by practitioners, give an excellent overview of this challenging field of modern insurance. Methodology and examples nicely go hand in hand. The overall slant being towards actual analyses of concrete products. No doubt this book will become a milestone going forward for actuarial students, researchers, regulators and practitioners alike. —Paul Embrechts, Professor of Mathematics and Director of RiskLab, ETH Zurich The convergence of insurance with the capital markets has opened up an alternative channel for insurers to transfer risk, raise capital and optimize their regulatory reserves as well as offering institutions a source of relatively liquid investment with limited correlation with other exposures. One of the financial instruments allowing for the cession of insurance-related risks to the capital markets is Insurance-Linked Securities (ILS). This book provides hands-on information essential for market participants, drawing on the insights and expertise of an impressive team of international market players, representing the various aspects and perspectives of this growing sector. The book presents the state of the art in Insurance-Linked Securitization, by exploring the various roles for the different parties involved in the transactions, the motivation for the transaction sponsors, the potential inherent pitfalls, the latest developments and transaction structures and the key challenges faced by the market. The book is organized into parts, each covering a specific topic or sector of the market. After a general overview of the ILS market, the Insurance-Linked Securitization process is studied in detail. A distinction is made between non-life and life securitization, due to the specificities of each sector. The process and all the actors involved are identified and considered in a comprehensive and systematic way. The concepts are first looked at in a general way, before the analysis of relevant case studies where the ILS technology is applied. Particular focus is given to: the key stages in both non-life and life securitizations, including the general features of the transactions, the cedant's perspectives, the legal issues, the rating methodologies, the choice of an appropriate trigger and the risk modeling, the particular challenges related to longevity securitization, the investor's perspective and the question of the management of a portfolio of ILS, the general issues related to insurance-linked securitization, such as accounting and tax issues, regulatory issues and solvency capital requirements. The book is accompanied by a website www.wiley.com/go/albertini_barrieu_ILS which will feature updates and additions to the various contributions to follow market developments. |
| allianz customer centricity case solution: Hidden in Plain Sight Erich Joachimsthaler, 2007-03-30 Companies must innovate to grow, but they often forget to look beyond their own brands. Take Sony, for example. Its success with consumer innovations like the Walkman blinded it to obvious changes in how, when, and where people wanted their music. Apple capitalized on those changes in demand with the iPod, providing a new way of listening to music and of managing one’s entire music library. This book explains how you can spot these opportunities that are hidden in plain sight. It introduces the demand-first innovation and growth model that will show you how to become an unbiased observer of people’s consumption and usage behaviors. Refining this skill helps companies generate organic growth through new products, services, solutions, and experiences that truly enhance peoples’ lives. Revealing the innovative processes of such organizations as BMW, Proctor and Gamble, GE Healthcare, and Frito-Lay, Hidden in Plain Sight offers you a new approach to identifying and executing your company’s growth strategy. |
| allianz customer centricity case solution: The Ultimate Question 2.0 Frederick F. Reichheld, Rob Markey, 2011 Based on extensive research, this book shows how companies can rigorously measure Net Promoter statistics, help managers improve them, and create communities of passionate advocates that stimulate innovation. |
| allianz customer centricity case solution: Creativity And Innovation in Business - 212-page collection of 55 best practices, case studies, and insights on the current state of Innovation in Business at Top Innovators including Apple, Google, Netflix, 3M, Proctor & Gamble, Johnson & Johnson, GE,... , |
| allianz customer centricity case solution: Munich Re Johannes Bähr, Christopher Kopper, 2016-10-27 Reinsurance has to be international in accordance with its nature. This is the well-known viewpoint of Carl von Thieme, one of the founders of Munich Re, who also served as its general director for many years. Thus, it was not a coincidence that the company rose to become the world market leader rather quickly after its founding in 1880. In the following period, Munich Re stayed on top or was occasionally second to Swiss Re. Nonetheless, the broader public does not know much about the company. Johannes Bähr and Christopher Kopper now present the first history of the reinsurer from its beginnings into the 1980s. Few companies have risen to become world market leaders as quickly as Munich Re, and only the fewest have succeeded in remaining at the top of the world market for as long. The company’s history reveals how insurers reacted to major catastrophes and technological shifts. Without sharing risks with reinsurers, countless direct insurers would not have survived the economic consequences of major natural catastrophes and would have been forced into bankruptcy by the weight of their payment obligations. Consequently, reinsurers even made coverage for some risks possible in the first place. Yet Munich Re itself also repeatedly contributed to the introduction of new segments of insurance, such as in the case of machine insurance or high-risk life insurance. Thus, the history of this pioneer of globalization is, at the same time, a history of dealing with risks and managing the distribution of risk. Last but not least, it is also the history of a German company that profited from the National Socialist dictatorship and, with great effort, had to find its way back into the world market after the two world wars. |
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| allianz customer centricity case solution: Crafting Customer Experience Strategy Sapna Popli, Bikramjit Rishi, 2021-05-04 Crafting Customer Experience Strategy: Lessons from Asia looks at how Customer Experience Management can be vital in providing a competitive advantage for businesses. This is essential reading for marketing scholars and practitioners looking for insights into improving their customers' experiences. |
| allianz customer centricity case solution: INTER-ENG 2020 Liviu Moldovan, Adrian Gligor, 2021-05-31 These proceedings contain research papers that were accepted for presentation at the 14th International Conference Inter-Eng 2020 ,Interdisciplinarity in Engineering, which was held on 8–9 October 2020, in Târgu Mureș, Romania. It is a leading international professional and scientific forum for engineers and scientists to present research works, contributions, and recent developments, as well as current practices in engineering, which is falling into a tradition of important scientific events occurring at Faculty of Engineering and Information Technology in the George Emil Palade University of Medicine, Pharmacy Science, and Technology of Târgu Mures, Romania. The Inter-Eng conference started from the observation that in the 21st century, the era of high technology, without new approaches in research, we cannot speak of a harmonious society. The theme of the conference, proposing a new approach related to Industry 4.0, was the development of a new generation of smart factories based on the manufacturing and assembly process digitalization, related to advanced manufacturing technology, lean manufacturing, sustainable manufacturing, additive manufacturing, and manufacturing tools and equipment. The conference slogan was “Europe’s future is digital: a broad vision of the Industry 4.0 concept beyond direct manufacturing in the company”. |
| allianz customer centricity case solution: Smart Customers, Stupid Companies Michael Hinshaw, Bruce Kasanoff, 2012 |
| allianz customer centricity case solution: Think Like an Architect Hal Box, 2010-01-01 An award-winning architect and educator demystifies the process of making architecture and explains why good architectural design matters. The design of cities and buildings affects the quality of our lives. Making the built environments in which we live, work, and play useful, safe, comfortable, efficient, and as beautiful as possible is a universal quest. What many don’t realize is that professional architects design only about five percent of the built environment. While much of what non-architects build is beautiful and useful, the ugliness and inconveniences that blight many urban areas demonstrate that an understanding of good architectural design is vital for creating livable buildings and public spaces. To help promote this understanding among non-architects and those considering architecture as a profession, award-winning architect and professor Hal Box explains the process from concept to completed building, using real-life examples to illustrate the principles involved. To cause what we build to become architecture, we have three choices: hire an architect, become an architect, or learn to think like an architect. In this book, organized as a series of letters to students and friends, Box covers: what architecture should be and do how to look at and appreciate good buildings how to understand the design process, work with an architect, or become an architect an overview of architectural history, with lists of books to read and buildings to see practical guidance about what goes into constructing a building an architect’s typical training and career path how architecture relates to the city where the art of architecture is headed why good architecture matters |
| allianz customer centricity case solution: Electronic Customer Relationship Management Jerry Fjermestad, Nicholas C Robertson Jr, 2015-05-15 This work offers a state-of-the art survey of information systems research on electronic customer relationship management (eCRM). It provides important new frameworks derived from current cases and applications in this emerging field. Each chapter takes a collaborative approach to eCRM that goes beyond the analytical and operational perspectives most often taken by researchers in the field. Chapters also stress integration with other enterprise information systems. The book is organized in four parts: Part I presents an overview of the role of CRM and eCRM in marketing and supply chain management; Part II focuses on the organizational success factors behind eCRM implementation; Part III presents cases of eCRM performance enhancement; and Part IV addresses eCRM issues in business-to-consumer commerce. |
| allianz customer centricity case solution: Handbook of Marketing Decision Models Berend Wierenga, 2008-09-05 Marketing models is a core component of the marketing discipline. The recent developments in marketing models have been incredibly fast with information technology (e.g., the Internet), online marketing (e-commerce) and customer relationship management (CRM) creating radical changes in the way companies interact with their customers. This has created completely new breeds of marketing models, but major progress has also taken place in existing types of marketing models. Handbook of Marketing Decision Models presents the state of the art in marketing decision models. The book deals with new modeling areas, such as customer relationship management, customer value and online marketing, as well as recent developments in other advertising, sales promotions, sales management, and competition are dealt with. New developments are in consumer decision models, models for return on marketing, marketing management support systems, and in special techniques such as time series and neural nets. |
| allianz customer centricity case solution: A Behavioral Theory of Elections Jonathan Bendor, 2011-02-06 Most theories of elections assume that voters and political actors are fully rational. This title provides a behavioral theory of elections based on the notion that all actors - politicians as well as voters - are only boundedly rational. |
| allianz customer centricity case solution: Building an International Financial Services Firm Markus Venzin, 2009-01-22 A new era of global banking and insurance is emerging, with leading banks eager to serve international markets. This book explores the issues that arise for banks in their strategic choices as they move into these new international markets. Building an International Financial Services Firm challenges conventional assumptions from the international management literature on topics such as the limits of globalization, the importance of cultural and institutional distance, the nature of economies of scale and scope, the existence of first mover advantages, the logic behind the global value chain configuration, the speed and timing of market entry, as well as organizational architecture. It focuses on fundamental strategic decisions such as when, where, and how to enter foreign markets and how to design the organizational architecture of the multinational financial services firm. Using simple theoretical frameworks illustrated by case examples, this book provides a thorough guide to the challenges of the international market for financial services firms, both for those working in the financial services industry, and researchers studying the area. |
| allianz customer centricity case solution: Good to Great Jim Collins, 2001-10-16 The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings? |
| allianz customer centricity case solution: The Holocaust, Corporations, and the Law Leora Yedida Bilsky, 2017-09-12 The Holocaust, Corporations, and the Law explores the challenge posed by the Holocaust to legal and political thought by examining issues raised by the restitution class action suits brought against Swiss banks and German corporations before American federal courts in the 1990s. Although the suits were settled for unprecedented amounts of money, the defendants did not formally assume any legal responsibility. Thus, the lawsuits were bitterly criticized by lawyers for betraying justice and by historians for distorting history. Leora Bilsky argues class action litigation and settlement offer a mode of accountability well suited to addressing the bureaucratic nature of business involvement in atrocities. Prior to these lawsuits, legal treatment of the Holocaust was dominated by criminal law and its individualistic assumptions, consistently failing to relate to the structural aspects of Nazi crimes. Engaging critically with contemporary debates about corporate responsibility for human rights violations and assumptions about “law,” she argues for the need to design processes that make multinational corporations accountable, and examines the implications for transitional justice, the relationship between law and history, and for community and representation in a post-national world. Her novel interpretation of the restitution lawsuits not only adds an important dimension to the study of Holocaust trials, but also makes an innovative contribution to broader and pressing contemporary legal and political debates. In an era when corporations are ever more powerful and international, Bilsky’s arguments will attract attention beyond those interested in the Holocaust and its long shadow. |
| allianz customer centricity case solution: Space Insurance: International Legal Aspects Katarzyna Malinowska, 2017-03-15 Insurance related to outer space activities has been around since the 1960s, but has become vastly more significant with the increased commercial use of satellites. This book focuses on the legal aspects of space insurance in the contractual context, analysing space risk as well as the insurance terms used on the market. It offers the first in-depth coverage, both practical and theoretical, of space insurance from an international law perspective. Attending throughout to the important and problematic distinction between the space segment (upstream) and ground segment (downstream) in space law, this book deals comprehensively with such issues and topics as the following: - the main hazards relating to space activities; - the impact of new space technologies on the level of risk and insurance; - the differing types of risks attributable to various entities in the context of insurable interest; - aspects of the space risk allocation regimes and risk assessment; - the impact of the five ‘space treaties’ – the Outer Space Treaty, the Liability Convention, the Rescue Agreement, the Registration Convention and the Moon Agreement – on the subject and scope of insurance coverage; - the advent of suborbital flight, commercial human space flight and space tourism in the context of emerging insurance risks; - the problem of space debris; - contractual aspects of space activities affecting the space insurance risks; - basic notions such as ‘outer space’, ‘space object’ in the context of space activities and related insurance coverage; - basic insurance principles and their operation in the space insurance; and - the adjustment of losses and the settlement of disputes in space insurance. The author emphasises the need to understand the various insurance risks facing particular types of commercial space activities, including pre-launch, launch, transportation, spaceflight, satellite communications, satellite navigation, satellite remote sensing and space station operation. Satellites are increasingly a vital part of many daily activities of contemporary society and the Earth’s orbit is becoming ever more crowded, heightening the risks of collision, damage and claims. This thoroughly researched book will therefore be extremely useful to lawyers, policymakers and academics tasked with defining the scope of insurance coverage that accurately mirrors technological, contractual and legal reality. Its practical aspect will be of extraordinary value to insurance lawyers, underwriters and brokers. |
| allianz customer centricity case solution: Answering the Ultimate Question Richard Owen, Laura L. Brooks, PhD, 2008-12-03 Fred Reichheld's 2006 book The Ultimate Question, that question being, How likely is it that you would recommend this company to a friend or colleague?-challenged the conventional wisdom of customer satisfaction programs. It coined the terms 'bad profits' and 'good profits' and pointed to a faster, much more accurate way of gauging customers' real loyalty to a company, introducing a quantitative measure (the Net Promoter Score) for establishing a baseline and effectively tracking changes going forward. Richard Owen and Laura Brooks are co-developers, along with Reichheld, of the methodology behind answering the question. In this book, Owen and Brooks tell how based on a variety of real case studies' to actually embed Net Promoter discipline in organizations of all types. |
| allianz customer centricity case solution: Business India , 2009-07 |
| allianz customer centricity case solution: EBOOK: Marketing Management Christian Homburg, Sabine Kuester, Harley Krohmer, 2012-12-16 Marketing Management: A Contemporary Perspective provides a fresh new perspective on marketing from some of the leading researchers in Europe. The book offers students and practitioners the comprehensive coverage they need to make the right decisions to create and implement highly successful marketing strategies. This exciting new edition includes updated cases and combines scholarly international research with relevant and contemporary examples from markets and brands across the world. The authors combine their experience as researchers and industry consultants to provide the conceptual and theoretical underpinning of marketing and empirical research, helping students to understand how marketing concepts can be applied and implemented. The book covers a full range of industries including business-to-customer, business-to-business, services marketing, retailing and international marketing from companies around the globe. |
| allianz customer centricity case solution: CIO , 2003-10-15 |
| allianz customer centricity case solution: Case Study Hanief Arie, 2009 With this book series the Indonesian government, its people, and BRR wish to expres their deep gratitude for the many kind helping hands extended from all over the world following the December 26, 2004 earthquake and the tsunami in Aceh and the March 28, 2005 earthquake in the islands of Nias. ... within the pages of this book BRR would like to share those experiences and the lessons learned ... to building Aceh and Nias back better and safer. ... |
| allianz customer centricity case solution: July 1914 Sean McMeekin, 2014-04-29 When a Serbian-backed assassin gunned down Archduke Franz Ferdinand in late June 1914, the world seemed unmoved. Even Ferdinand's own uncle, Franz Josef I, was notably ambivalent about the death of the Hapsburg heir, saying simply, It is God's will. Certainly, there was nothing to suggest that the episode would lead to conflict -- much less a world war of such massive and horrific proportions that it would fundamentally reshape the course of human events. As acclaimed historian Sean McMeekin reveals in July 1914, World War I might have been avoided entirely had it not been for a small group of statesmen who, in the month after the assassination, plotted to use Ferdinand's murder as the trigger for a long-awaited showdown in Europe. The primary culprits, moreover, have long escaped blame. While most accounts of the war's outbreak place the bulk of responsibility on German and Austro-Hungarian militarism, McMeekin draws on surprising new evidence from archives across Europe to show that the worst offenders were actually to be found in Russia and France, whose belligerence and duplicity ensured that war was inevitable. Whether they plotted for war or rode the whirlwind nearly blind, each of the men involved -- from Austrian Foreign Minister Leopold von Berchtold and German Chancellor Bethmann Hollweg to Russian Foreign Minister Sergei Sazonov and French president Raymond Poincaré- sought to capitalize on the fallout from Ferdinand's murder, unwittingly leading Europe toward the greatest cataclysm it had ever seen. A revolutionary account of the genesis of World War I, July 1914 tells the gripping story of Europe's countdown to war from the bloody opening act on June 28th to Britain's final plunge on August 4th, showing how a single month -- and a handful of men -- changed the course of the twentieth century. |
| allianz customer centricity case solution: Sustainability Challenges and Solutions at the Base of the Pyramid Prabhu Kandachar, Minna Halme, 2017-09-08 Around the turn of the millennium it had become painfully evident that development aid, charity or global business-as-usual were not going to be the mechanisms to alleviate global poverty. Today, there is little dispute that poverty remains the most pressing global problem calling for innovative solutions. One recent strategy is the Base of the Pyramid (BoP) concept developed by Prahalad and Hart, which relies on entrepreneurial activity tapping into the previously ignored markets of the economically most disadvantaged. It is a process requiring innovations in several disciplines: technological, social and business.This book covers a number of areas. First, much of the current BoP discussion emphasises targeting products to the needs of the poor. But do we actually know what the real needs of the poor are? This book takes a bottom-up human-centred approach and examines examples that truly engage the poor in BoP product and service development. What types of needs assessment methodologies are indicated considering the cultural differences in BoP countries? Are the existing methodologies adequate? Do they need to be redefined and redeveloped? Second, the book considers how we can balance poverty alleviation and stimulate economic growth without stressing the ecosystem. Tragically, the poor are hardest hit by the adverse effects of environmental deterioration such as water shortages, climate change or the destruction of habitats. While the economic welfare of the poor is critical, the BoP approach must balance its inherent paradox of encouraging greater consumption while avoiding further pressures on environmental sustainability. The link between the BoP approach and sustainable development is a key feature of this book. Third, it looks at innovation and asks what kinds ofbottom-up innovation (open source, technological, social and business) support BoP initiatives (and sustainable development)?Fourth, the book deals with the relationship between development assistance and BoP. Is a BoP strategy the antithesis to development aid or can these two co-exist or even complement each other?Finally, the book raises questions about the relationship between corporate responsibility and BoP. Is BoP a new form of corporate neo-colonialism or a new form of corporate responsibility? Although the BoP concept has unleashed an extensive and generally enthusiastic response from academics, businesses, NGOs and governments, the knowledge domain around this concept is still in the early stages of development. This book addresses that need with a focus on the needs of the end-users – the poor – as a starting point for BoP products and innovations. With contributions from both supporters and critics, it provides a treasure trove of global knowledge on how the concept has developed, what its successes and failures have been and what promise it holds as a long-term strategy for alleviating poverty and tackling global sustainability. |
| allianz customer centricity case solution: Industrial Economist , 2004 |
| allianz customer centricity case solution: Strategic International Management Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes, 2011-01-19 “Strategic International Management” takes a global perspective and covers the major aspects of international business strategies, the coordination of international companies and the particularities of international value chain activities and management functions. The book provides a thorough understanding of how Production & Sourcing, Research & Development, Marketing, Human Resource Management and Controlling have to be designed in an international company and what models are available to understand those activities in an international context. The book offers 20 lessons that provide a comprehensive overview of all key issues. Each lesson is accompanied by a case study from an international company to facilitate the understanding of all important factors involved in strategic international management. |
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