And remember that the company which conducted 11

Jacques Richier, who heads the AGF since the month of October 2008, has always considered that the passage under brand name Allianz was not a subject in itself. "The change of brand, everyone is convinced of its necessity," was it custom said privately in recent months. Now that the subject has become official a large scale communication campaign was launched June 3 Jacques Richier stated: "Becoming Allianz is an asset." "The change of brand gives us a real reason to go back to the client," he said. And therefore "to anticipate the out of the crisis", that he sees on the horizon 2011.

For the Director-General, ex - AGF has in the matter of a length ahead of the competition. The company already reviewed in depth its operational model in 2006, from a vertical organization, by trades, a functional organization horizontal line, established "in function of the value-added chain". The fact that this "big bang" is completed is, according to him, a major asset today. "We did not have questions for us on our model", said Jacques Richier. And remember that the company, which conducted 11.9 billion euros in sales in 2008, displays a combined ratio (grim and costs on premiums) of 97.2 and margins of solvency in life and damage than the standard group of 150.

Launched before the crisis "a stroke of luck", he admits , the competitiveness plan 2008-2011 place Allianz in a good position for the following. This plan, presented in February 2008 and "takes place according to the envisaged timetable", based on the transfer of 15 of the workforce to new jobs in three years, or not less than 2,000 people to form. It also passes by the reorganization of 14 sites management, resulting in the closure of four of them, which are specialized on health, with an impact on 200 positions. Upgrading internal and external opportunities should limit the number of redundancies "to less than half".

Not "logic discount".

Of course, the ex - AGF expects to launch a "hunting to the wasted" to reduce its overhead and investment but it's more point to a real savings plan. A budget will not be sacrificed, the principle, knowing that the cost of rebranding campaign remains secret for the moment. In this context, the new company three years project built by Jacques Richier is before any "identity". Hence the absence of targets in commercial or financial matters. The General Manager of AGF just has given thousand days to its teams to "Allianz", being more oriented client"through a more segmented market approach and be"simpler, therefore more effective. "

The reputation of Allianz is more serious to do so, its positioning in the hexagon will comprise two axes: the proximity and the service, where AGF was "a neutral position." Considering that the bulk of the growth will come more markets such as businesses, professionals and senior heritage (70 of turnover) than the general public, Jacques Richier did not intend "to return to a discount logic." The Cape is clearly placed on the strengthening of trade efficiency, the idea being that the Allianz client has more contracts than the AGF ex-client (less than two). Innovative loyalty program will be launched end of the year.