We are pleased to present the parago 2014 channel strategy report. We’ve proven that the channel is alive and well, but there are important opportunities to consider in the next 12 months. In particular, our research reveals that simplification is a valuable differentiator in a complex and hard-to-use channel ecosystem.
This research study reveals key insights related to partners, incentives, the cloud and reporting for 2014.
See our data for small, medium and large vendor channel strategies, including:
• the key initiative is identifying and recruiting new partners
• that top financial focus is shifting to recurring revenue incentives
• 3 of 4 vendors will add new sales enablement tools
• only 1 in 10 vendors gets more than 90% of revenue from the cloud
parago: channel simplified
We simplify channel complexities through better insights & flexible technology. At parago, we deliver channel incentives, marketing, and partner relationship management for more than 20 channel clients with 3 million partners worldwide.
World Insurance Report 2014 from Capgemini and EfmaCapgemini
As digital interactions steadily increase, insurers now have the web, mobile, and social media as the quintessential business platforms for shaping and evolving customer experiences, and ultimately, their brand and profitability. The World Insurance Report 2014 from Capgemini and Efma assesses the digital capabilities of more than 250 insurers in 14 countries. It identifies where leading best practices exist and the tactical approaches that can turn a digital presence into a differentiating customer experience.
Featuring data from over 15,500 customers across North America, Europe and Asia-Pacific, Capgemini’s exclusive Customer Experience Index (CEI) exposes the increasing gap that exists between insurers who are seekers of providing positive customer experiences versus those that are delighting customers with a strong digital service offering. The difference between the two is having direct impact on firm profitability.
Addressing both life and non-life segments, the World Insurance Report 2014 covers 30 insurance markets and includes insights from 97 senior executive interviews.
Christoph Schmidt, Jan Keuppens and Sander Geysen will share the highlights of the 2021 Maturometer survey, which will give you a unique overview of what other life sciences companies are planning and doing in the omnichannel space.
Key topics include:
• Organisational dimension – what’s the sense of urgency? What’s people’s take on the companywide OCE strategy?
• Key investment focus – which channels, technologies, staff capabilities?
• Budget levels for the digital component of the omnichannel mix
• Key barriers
• Key priorities
Watch the recorded webinar and access the full deck on our website: https://bit.ly/3hdARRk
Across Health SVP Global Accounts Beverly Smet and Jan Keuppens will demonstrate the latest insights from our Navigator365™ omnichannel affinity research, emphasizing more the significance of a true transformation within pharma organizations in the New Normal era.
Key topics included:
• The impact of covid in the traditional business model, sales & marketing collaboration levels, and the key pharma channels
• What are some of the ingredients required to create a seamless customer experience and how to drive omnichannel customer engagement in the Next Normal?
• How to pump up the digital volume by building an integrated marketing & sales engine for B2B
Watch the recorded webinar and access the full deck here: https://bit.ly/3GFUaNX
World Insurance Report 2015 from Capgemini and EfmaCapgemini
The World Insurance Report 2015 from Capgemini and Efma analyzes the major disruptions Insurers of the Future are likely to face, including: changing demographics, evolving customer demands, technology advancements, and increasing competition and the impact they may have on current business models. Built from Capgemini’s Insurer Capability Maturity Framework, and insights from 165 senior executive interviews, the report maps both current and desired Insurer maturity levels across seven key capabilities and provides a transformation roadmap for insurers to overcome those disruptors.
Featuring data from over 15,500 customers globally, Capgemini’s exclusive Customer Experience Index (CEI) highlights the alarming drop in positive experience levels, driven by Gen Y customers’ high digital expectations, and their detrimental impact on firm revenues. Addressing both life and non-life segments, the World Insurance Report 2015 covers 30 insurance markets across North America, Europe and Asia-Pacific.
This document discusses the three pillars of an effective marketing campaign:
1. Strategic planning, which involves data analysis, segmentation, and goal-setting.
2. Campaign execution across multiple digital and offline channels to engage target audiences.
3. Monitoring and reporting on campaign performance to increase ROI and optimize future campaigns.
We are pleased to present the parago 2014 channel strategy report. We’ve proven that the channel is alive and well, but there are important opportunities to consider in the next 12 months. In particular, our research reveals that simplification is a valuable differentiator in a complex and hard-to-use channel ecosystem.
This research study reveals key insights related to partners, incentives, the cloud and reporting for 2014.
See our data for small, medium and large vendor channel strategies, including:
• the key initiative is identifying and recruiting new partners
• that top financial focus is shifting to recurring revenue incentives
• 3 of 4 vendors will add new sales enablement tools
• only 1 in 10 vendors gets more than 90% of revenue from the cloud
parago: channel simplified
We simplify channel complexities through better insights & flexible technology. At parago, we deliver channel incentives, marketing, and partner relationship management for more than 20 channel clients with 3 million partners worldwide.
World Insurance Report 2014 from Capgemini and EfmaCapgemini
As digital interactions steadily increase, insurers now have the web, mobile, and social media as the quintessential business platforms for shaping and evolving customer experiences, and ultimately, their brand and profitability. The World Insurance Report 2014 from Capgemini and Efma assesses the digital capabilities of more than 250 insurers in 14 countries. It identifies where leading best practices exist and the tactical approaches that can turn a digital presence into a differentiating customer experience.
Featuring data from over 15,500 customers across North America, Europe and Asia-Pacific, Capgemini’s exclusive Customer Experience Index (CEI) exposes the increasing gap that exists between insurers who are seekers of providing positive customer experiences versus those that are delighting customers with a strong digital service offering. The difference between the two is having direct impact on firm profitability.
Addressing both life and non-life segments, the World Insurance Report 2014 covers 30 insurance markets and includes insights from 97 senior executive interviews.
Christoph Schmidt, Jan Keuppens and Sander Geysen will share the highlights of the 2021 Maturometer survey, which will give you a unique overview of what other life sciences companies are planning and doing in the omnichannel space.
Key topics include:
• Organisational dimension – what’s the sense of urgency? What’s people’s take on the companywide OCE strategy?
• Key investment focus – which channels, technologies, staff capabilities?
• Budget levels for the digital component of the omnichannel mix
• Key barriers
• Key priorities
Watch the recorded webinar and access the full deck on our website: https://bit.ly/3hdARRk
Across Health SVP Global Accounts Beverly Smet and Jan Keuppens will demonstrate the latest insights from our Navigator365™ omnichannel affinity research, emphasizing more the significance of a true transformation within pharma organizations in the New Normal era.
Key topics included:
• The impact of covid in the traditional business model, sales & marketing collaboration levels, and the key pharma channels
• What are some of the ingredients required to create a seamless customer experience and how to drive omnichannel customer engagement in the Next Normal?
• How to pump up the digital volume by building an integrated marketing & sales engine for B2B
Watch the recorded webinar and access the full deck here: https://bit.ly/3GFUaNX
World Insurance Report 2015 from Capgemini and EfmaCapgemini
The World Insurance Report 2015 from Capgemini and Efma analyzes the major disruptions Insurers of the Future are likely to face, including: changing demographics, evolving customer demands, technology advancements, and increasing competition and the impact they may have on current business models. Built from Capgemini’s Insurer Capability Maturity Framework, and insights from 165 senior executive interviews, the report maps both current and desired Insurer maturity levels across seven key capabilities and provides a transformation roadmap for insurers to overcome those disruptors.
Featuring data from over 15,500 customers globally, Capgemini’s exclusive Customer Experience Index (CEI) highlights the alarming drop in positive experience levels, driven by Gen Y customers’ high digital expectations, and their detrimental impact on firm revenues. Addressing both life and non-life segments, the World Insurance Report 2015 covers 30 insurance markets across North America, Europe and Asia-Pacific.
This document discusses the three pillars of an effective marketing campaign:
1. Strategic planning, which involves data analysis, segmentation, and goal-setting.
2. Campaign execution across multiple digital and offline channels to engage target audiences.
3. Monitoring and reporting on campaign performance to increase ROI and optimize future campaigns.
Infographic: World Insurance Report 2015 from Capgemini and EfmaCapgemini
Globally, customer experience with insurance companies declined significantly in 2014 according to a report from Capgemini and Efma. Ten countries had drops of over 5 percentage points in customer experience, with the US seeing the largest decline of 10.5 percentage points. Younger generations, particularly Gen-Y customers, drove the overall drop in positive customer experiences more than other age groups. Digital channels like mobile, social media, and online were dragging down customer experience levels, with agents and brokers receiving higher rates of positive customer feedback versus digital options. Insurers need to better blend digital transactions with high-value agent interactions to improve experiences and meet rising customer expectations.
Danone Fruit Supply Chain Mapping via Transparency-One PlatformSGS
Consumers increasingly demand transparency in food supply chains. Danone is launching a 2021 Fruit Transparency Campaign with SGS and Transparency-One to provide supply chain transparency for fruits used in Danonino products. The objectives are to map the full fruit supply chain from farm to factory, establish fruit farm profiles, conduct compliance and risk analyses, and address issues like water scarcity risk. Supplier engagement is critical to the success of the project and took over 70% of project time. The campaign aims to enable communication across the supply chain, initiate transparency projects with brands, verify certifications and origins, and identify social, environmental and safety risks. Suppliers are requested to create accounts, disclose information, and pay an annual subscription
Customer Experience Transformation In Insurance Vizolution
Customer experience in today’s insurance companies at best, is broken. However there is no doubt that it is on the agenda. Download our white paper and learn why customer experience can deliver a long term competitive advantage for your business. Visit www.vizolution.co.uk/insurancewhitepaper for your complimentary download.
This document discusses the rise of customer-centric marketing in the auto insurance industry. It notes that while marketing spending by insurers has increased significantly in recent years, this has not translated to growth in market share for many carriers. The document advocates for insurers shifting to a more segmented approach to marketing that considers different customer needs and behaviors throughout the purchasing process. It also emphasizes the growing importance of digital channels and the need for insurers to strengthen their use of social media and targeted digital tactics.
The retail banking industry is facing unprecedented challenges as a result of COVID-19. Customer behaviour has changed drastically and will continue to evolve in a post-Covid world. This LABTalk explores trends in channel usage, customer preferences and brand perceptions captured in the latest REBEX Pulse Survey spanning 30 countries. Join this LAB Talk session to learn how you can use the data and insights for your next case.
Authors: Thorsten Brackert, Mindy Hauptman, Byron Marshall, Holger Sachse, Bjorn Schwarz, Aldo Tolentino & Monica Wegner
Presentation delivered during 9th Seminar on Media and the Digital Economy (21-22 March 2019, Florence).
http://fsr.eui.eu/event/annual-scientific-seminar-on-media-and-the-digital-economy-9th-edition/
Reforming Dutch Pensions - New Capital Requirements for Existing Pension RightsAegon
The proposed changes to the Dutch pension regulation FTK1 would significantly increase capital requirements for pension funds. Key changes include higher stress tests for equity risk (especially listed and private equity) and new capital charges for actively managed equity portfolios. On average, required capital for pension funds would rise from 21.7% to 26.6% of liabilities under the new rules. This could impact underfunded pension funds and require long-term recovery plans to meet solvency standards. Pension funds may need to carefully optimize their investment and hedging strategies to efficiently use their available risk budgets under the stricter proposed regulations.
What is the Right Price for Removing Longevity RiskAegon
Longevity risk, or the risk that pension plan members live longer than expected, is a major threat for companies with defined benefit pension plans. Longevity swaps are increasingly seen as a way to reduce this risk by exchanging a variable cash flow for a fixed one. However, accurately pricing longevity risk is challenging due to uncertainties around how long people will live in the future. Stochastic models that account for probability are now often used in addition to traditional deterministic models when assessing pension liabilities and pricing longevity swaps. Insurers are considered natural counterparties for longevity swaps as they can help offset longevity risk with their existing mortality risk.
- Aegon agreed to cancel all preferred shares held by Vereniging Aegon in exchange for cash and common shares. This simplifies Aegon's capital structure and improves capital quality under new regulations.
- Vereniging Aegon will receive €400 million in cash from Aegon and common shares equivalent to €655 million in value, reducing its debt by ~€500 million.
- The transaction has a limited dilutive effect for common shareholders as the increased number of common shares is partly offset by no longer paying preferred dividends.
Trust and the movement for change - Sustainability columnAegon
Thousands of people around the world recently protested corporate greed and austerity measures. Trust in big business, especially the financial sector, has hit record lows due to bailouts, poor customer service, risky products, job cuts, and bonuses. However, this loss of trust also creates opportunities for companies to reform themselves and change their practices. Companies can strengthen processes, improve products, increase transparency, and build trust again through actions that show respect for employees, customers, and communities.
AEGON takes a closer look at one important reason for providing pensions – to incentivize employees to perform better and to raise employee commitment.
Planning Your Way Out of the Financial CrisisAegon
This document discusses the challenges facing companies and pension funds in dealing with pension risks and funding shortfalls during the current financial crisis. It notes that while some funds hedged risks in the past, many did not, and the crisis has exposed pension funds and sponsoring companies to significant volatility and funding issues. International accounting rules now require pension funding status to be reported on balance sheets, increasing transparency but also volatility. Differences between national pension regulations and international accounting standards make it difficult for multinational companies to assess pension risks and align stakeholders. The document proposes that developing a roadmap to "derisk" pensions by reducing risks at the right times can help companies regain control of their balance sheets and pension obligations.
Aegon Group Treasurer, Karen Wright provides an investor update on capital, cash and capital deployment, assumptions and sensitivities. For further information visit http://www.aegon.com/investors
The document discusses findings from the 2013 Aegon Retirement Readiness Survey, which examined retirement preparedness across 12 countries. The survey found low overall retirement readiness based on a Retirement Readiness Index score of 4.89 out of 10. Most employees expect future generations will be worse off in retirement and believe government and employer benefits will be reduced. While many aspire to leisure and freedom in retirement, concerns about insecurity, poverty, and ill health were also commonly associated with retirement.
- The document discusses Aegon's investments in financial technology startups through its corporate venture fund to support the company's digital transformation and build new digital platforms, tools, and services for customers. It highlights areas of interest like digital brokers, insurance aggregators, peer-to-peer insurance and lending, blockchain, and analytics. It also notes that corporate fintech investments by financial firms are growing significantly.
Global retirement research: women balancing family, career, & financial securityAegon
Aegon's new report – Women: balancing family, career & financial security is based on findings from the 2014 global Aegon Retirement Readiness Survey. This is one of the largest global retirement surveys of its kind.
It is clear that among investors there is a widely-held aspiration for more ‘long-term’ investing: investing that is both rewarding and sustainable for the future.
Aegon Americas Strategy Update - September 8, 2014Aegon
Mark Mullin, Aegon Americas CEO, provide analysts with an update on Aegon's performance, strategy, and the challenges and opportunities in the Americas.
Infographic: World Insurance Report 2015 from Capgemini and EfmaCapgemini
Globally, customer experience with insurance companies declined significantly in 2014 according to a report from Capgemini and Efma. Ten countries had drops of over 5 percentage points in customer experience, with the US seeing the largest decline of 10.5 percentage points. Younger generations, particularly Gen-Y customers, drove the overall drop in positive customer experiences more than other age groups. Digital channels like mobile, social media, and online were dragging down customer experience levels, with agents and brokers receiving higher rates of positive customer feedback versus digital options. Insurers need to better blend digital transactions with high-value agent interactions to improve experiences and meet rising customer expectations.
Danone Fruit Supply Chain Mapping via Transparency-One PlatformSGS
Consumers increasingly demand transparency in food supply chains. Danone is launching a 2021 Fruit Transparency Campaign with SGS and Transparency-One to provide supply chain transparency for fruits used in Danonino products. The objectives are to map the full fruit supply chain from farm to factory, establish fruit farm profiles, conduct compliance and risk analyses, and address issues like water scarcity risk. Supplier engagement is critical to the success of the project and took over 70% of project time. The campaign aims to enable communication across the supply chain, initiate transparency projects with brands, verify certifications and origins, and identify social, environmental and safety risks. Suppliers are requested to create accounts, disclose information, and pay an annual subscription
Customer Experience Transformation In Insurance Vizolution
Customer experience in today’s insurance companies at best, is broken. However there is no doubt that it is on the agenda. Download our white paper and learn why customer experience can deliver a long term competitive advantage for your business. Visit www.vizolution.co.uk/insurancewhitepaper for your complimentary download.
This document discusses the rise of customer-centric marketing in the auto insurance industry. It notes that while marketing spending by insurers has increased significantly in recent years, this has not translated to growth in market share for many carriers. The document advocates for insurers shifting to a more segmented approach to marketing that considers different customer needs and behaviors throughout the purchasing process. It also emphasizes the growing importance of digital channels and the need for insurers to strengthen their use of social media and targeted digital tactics.
The retail banking industry is facing unprecedented challenges as a result of COVID-19. Customer behaviour has changed drastically and will continue to evolve in a post-Covid world. This LABTalk explores trends in channel usage, customer preferences and brand perceptions captured in the latest REBEX Pulse Survey spanning 30 countries. Join this LAB Talk session to learn how you can use the data and insights for your next case.
Authors: Thorsten Brackert, Mindy Hauptman, Byron Marshall, Holger Sachse, Bjorn Schwarz, Aldo Tolentino & Monica Wegner
Presentation delivered during 9th Seminar on Media and the Digital Economy (21-22 March 2019, Florence).
http://fsr.eui.eu/event/annual-scientific-seminar-on-media-and-the-digital-economy-9th-edition/
Reforming Dutch Pensions - New Capital Requirements for Existing Pension RightsAegon
The proposed changes to the Dutch pension regulation FTK1 would significantly increase capital requirements for pension funds. Key changes include higher stress tests for equity risk (especially listed and private equity) and new capital charges for actively managed equity portfolios. On average, required capital for pension funds would rise from 21.7% to 26.6% of liabilities under the new rules. This could impact underfunded pension funds and require long-term recovery plans to meet solvency standards. Pension funds may need to carefully optimize their investment and hedging strategies to efficiently use their available risk budgets under the stricter proposed regulations.
What is the Right Price for Removing Longevity RiskAegon
Longevity risk, or the risk that pension plan members live longer than expected, is a major threat for companies with defined benefit pension plans. Longevity swaps are increasingly seen as a way to reduce this risk by exchanging a variable cash flow for a fixed one. However, accurately pricing longevity risk is challenging due to uncertainties around how long people will live in the future. Stochastic models that account for probability are now often used in addition to traditional deterministic models when assessing pension liabilities and pricing longevity swaps. Insurers are considered natural counterparties for longevity swaps as they can help offset longevity risk with their existing mortality risk.
- Aegon agreed to cancel all preferred shares held by Vereniging Aegon in exchange for cash and common shares. This simplifies Aegon's capital structure and improves capital quality under new regulations.
- Vereniging Aegon will receive €400 million in cash from Aegon and common shares equivalent to €655 million in value, reducing its debt by ~€500 million.
- The transaction has a limited dilutive effect for common shareholders as the increased number of common shares is partly offset by no longer paying preferred dividends.
Trust and the movement for change - Sustainability columnAegon
Thousands of people around the world recently protested corporate greed and austerity measures. Trust in big business, especially the financial sector, has hit record lows due to bailouts, poor customer service, risky products, job cuts, and bonuses. However, this loss of trust also creates opportunities for companies to reform themselves and change their practices. Companies can strengthen processes, improve products, increase transparency, and build trust again through actions that show respect for employees, customers, and communities.
AEGON takes a closer look at one important reason for providing pensions – to incentivize employees to perform better and to raise employee commitment.
Planning Your Way Out of the Financial CrisisAegon
This document discusses the challenges facing companies and pension funds in dealing with pension risks and funding shortfalls during the current financial crisis. It notes that while some funds hedged risks in the past, many did not, and the crisis has exposed pension funds and sponsoring companies to significant volatility and funding issues. International accounting rules now require pension funding status to be reported on balance sheets, increasing transparency but also volatility. Differences between national pension regulations and international accounting standards make it difficult for multinational companies to assess pension risks and align stakeholders. The document proposes that developing a roadmap to "derisk" pensions by reducing risks at the right times can help companies regain control of their balance sheets and pension obligations.
Aegon Group Treasurer, Karen Wright provides an investor update on capital, cash and capital deployment, assumptions and sensitivities. For further information visit http://www.aegon.com/investors
The document discusses findings from the 2013 Aegon Retirement Readiness Survey, which examined retirement preparedness across 12 countries. The survey found low overall retirement readiness based on a Retirement Readiness Index score of 4.89 out of 10. Most employees expect future generations will be worse off in retirement and believe government and employer benefits will be reduced. While many aspire to leisure and freedom in retirement, concerns about insecurity, poverty, and ill health were also commonly associated with retirement.
- The document discusses Aegon's investments in financial technology startups through its corporate venture fund to support the company's digital transformation and build new digital platforms, tools, and services for customers. It highlights areas of interest like digital brokers, insurance aggregators, peer-to-peer insurance and lending, blockchain, and analytics. It also notes that corporate fintech investments by financial firms are growing significantly.
Global retirement research: women balancing family, career, & financial securityAegon
Aegon's new report – Women: balancing family, career & financial security is based on findings from the 2014 global Aegon Retirement Readiness Survey. This is one of the largest global retirement surveys of its kind.
It is clear that among investors there is a widely-held aspiration for more ‘long-term’ investing: investing that is both rewarding and sustainable for the future.
Aegon Americas Strategy Update - September 8, 2014Aegon
Mark Mullin, Aegon Americas CEO, provide analysts with an update on Aegon's performance, strategy, and the challenges and opportunities in the Americas.
Callcredit Corporate and Corporate Responsibility Report 2015, about 2014Gavin McNaughton
The corporate report provides an overview of the company's strong financial performance in 2014, with revenue increasing 19% to £150 million and profit before tax growing 9% to £29.3 million. The CEO discusses ambitious growth plans to expand the company's data, software, and consumer solutions internationally while continuing to invest in people. The report also outlines the company's focus on empowering consumers through innovative products, commitment to corporate responsibility, and evolution of data analytics to enable smarter decisions.
Aegon Americas: Leveraging leading positions in workplace and individual solu...Aegon
Joe Boan (Workplace & Individual Markets), Scott Ramey, (Workplace Solutions) and Phil Eckman (Customer Experience & Advice) provide an update on how Transamerica is leveraging leading positions in Workplace & Individual Solutions.
Adrian Grace, Aegon UK CEO and Clare Bousfield, Aegon UK CFO provide analysts with an update on Aegon UK's performance, strategy and the challenges and opportunities facing the company.
Our global capabilities: financial servicesGrant Thornton
Grant Thornton provides audit, tax, and advisory services to financial institutions globally. It has over $300 million in combined global revenues from financial services. The document discusses challenges facing the financial services industry such as increased regulation, competition, and need for transparency. It also outlines Grant Thornton's solutions to help clients address issues like regulatory compliance, risk management, growth strategies, and data management.
This document provides a summary of CNO Financial Group's 2014 outlook call that took place on December 18, 2013. The call discusses CNO's strategy of focusing on sustainable profitable growth through initiatives like increasing agent productivity and expanding into new markets. It provides outlooks for 2014 including sales growth targets for its business segments and key financial metrics like return on equity and capital levels. The document also reviews CNO's tax asset position and discusses how it aims to enhance shareholder value through initiatives to improve operating return on equity and book value per share growth.
This document provides a summary of Atento's third quarter results for 2014. Key highlights include 5.9% constant currency revenue growth in Q3 and 8.4% growth over the first 9 months of the year. Adjusted EBITDA increased 10.1% in Q3 and 13.9% over the first 9 months. Margins expanded both year-over-year and quarter-over-quarter. Performance was strong in Brazil and Latin America overall. The results demonstrate the success of Atento's strategy across growth, operations and people.
The document provides an investor presentation for Multiplus S.A. It summarizes Multiplus as the leading loyalty coalition network in Brazil with 7.6 million members and 133 partnerships. It has a unique scalable business model with recurring cash flow from the sale of loyalty points to partners and redemption of points for airfare and other products. In 3Q10, Multiplus saw increases in members, points issued and redeemed, gross billings, net revenue, adjusted EBITDA and net income compared to the previous quarter.
Aegon Bank of America Merrill Lynch Financials ConferenceAegon
This document summarizes the CEO of Aegon's presentation at the Bank of America Merrill Lynch Financials Conference on October 1-2, 2014. The CEO discussed how Aegon is well positioned for growth, focusing on capturing opportunities in pension plans, increasing digital capabilities and improving efficiency. Aegon has achieved sales growth while reducing costs and is on track to meet its 2015 targets, positioning it for continued sustainable earnings growth.
Morgan Stanley European Financials Conference (London)Aegon
Aegon CFO, Darryl Button provides an update on Aegon's successful strategy execution. For further information contact Aegon Investor Relations email: IR@aegon.com or Telephone + 31 70 344 83 05.
Transamerica is strongly positioned to accelerate growth and achieve its 2018 financial targets. It has successfully executed its 5 part plan, delivering on its 9% Return on Capital target two quarters early and exceeding its capital targets. Transamerica will now invest in modernization and growth initiatives to drive approximately $100 million in increased expenses in 2019 and further strengthen its competitive position. These initiatives include partnering with TCS to improve technology and customer experience, leveraging data and analytics, and focusing on key growth areas like Wealth + Health, Workplace Solutions, and Individual Solutions.
- Summer Infant designs, markets, and distributes juvenile products like monitors, safety items, bath products, gates, nursery items, gear, and feeding products.
- It has seen consistent revenue growth and margin improvement in Q3 2014 compared to Q3 2013. Adjusted EBITDA for the first nine months of 2014 was over $10 million, higher than full years 2013 and 2012.
- The company aims to leverage its strong brands, pursue product innovation, expand its e-commerce business, and focus on high-margin products to drive further growth and margin expansion.
The report analyzes efficiency ratios for non-life insurers across 14 countries from 2009-2012. It finds that in 2012, insurers in most countries improved their profit margins as efficiency ratios strengthened. Claims ratios improved significantly in many markets as fewer natural disasters occurred, while investments in operations led to stable or improving operational and acquisition ratios. Overall, underwriting ratios that measure combined expenses improved for most markets in 2012 compared to 2011, indicating higher profits as insurers better managed claims, expenses, and investments.
The corporate presentation provides an overview of Symantec Corporation and its strategy, financial performance, products, and corporate responsibility efforts. It discusses [1] Symantec's key strengths, global intelligence network, and vision to protect what matters; [2] its financial results and growth priorities; and [3] plans to strengthen its offerings through increased R&D, right-for-me offerings, and an improved customer experience.
Similar to Strong foundation for growth in Aegon Americas (20)
With roots stretching back almost 200 years, Aegon is one of the world's leading providers of life insurance, pensions and asset management. Find out more about our history, markets, performance, and our commitment to sustainability and responsible investment.
Aegon published its 3Q 2021 financial results on November 11 2021. In this presentation CEO Lard Friese and CFO Matt Rider outline the key facts and figures for the review period and outline the company's strategy.
Aegon published its 2Q 2021 financial results on August 12, 2021. In this presentation CEO Lard Friese and CFO Matt Rider outline the key facts and figures for the review period and outline the company's strategy.
Bank of America Merrill Lynch Conference, September 2019Aegon
Delivering in a world of extremes - a presentation on Aegon's performance and strategy given by CEO Alex Wynaendts to the Bank of America Merrill Lynch Conference in London on September 25, 2019.
Aegon published its 1H 2019 financial results on August 15, 2019. In this presentation CEO Alex Wynaendts and CFO Matt Rider outline the key facts and figures for the review period and outline the company's strategy.
Aegon 2h 2018 results and new targets presentationAegon
Aegon published its 2H 2018 financial results on February 14, 2019. In this presentation CEO Alex Wynaendts and CFO Matt Rider outline the key facts and figures for the review period and outline the strategy behind Aegon's new financial targets for 2019-2021.
Aegon concluded 2017 with solid fourth quarter results. The company's Solvency II ratio improved significantly to 201% due to strong capital generation of EUR 2.1 billion in 2017. Aegon outsourced administration of its US life and annuity businesses to TCS, which is expected to generate annual expense savings of USD 70-100 million. The company exceeded its target to reduce capital allocated to run-off businesses by nearly USD 5 billion since 2009. Aegon continues its transformation with increased focus on digitization.
The document summarizes Aegon's strong 3Q 2017 results. Key highlights include:
- Underlying earnings increased 20% driven by improved claims experience, higher fee revenue from favorable markets, and lower expenses.
- Return on equity improved to 8.9% and group solvency ratio increased significantly to 195%.
- Sales were driven by record gross deposits resulting from growth of fee-based businesses.
Aegon Americas: Simplifying and optimizing businessAegon
Blake Bostwick, Chief Operations Officer at Transamerica, and David Montgomery, Head of Individual Operations, provide an update on how Aegon is simplifying and optimizing its business in the US.
Aegon Americas: Sustainably growing capital generationAegon
Helping people achieve lifetime financial security. The document discusses Aegon Americas' strong capital position which supports growth and remittances to the holding company. Key points include:
- The capital position is above target levels despite regulatory changes through active management.
- The long-term care block is actively managed with multiple levers to control profitability and has developed in line with expectations.
- A consistent track record of high remittances to the holding company is expected to continue, supported by sustainable capital generation.
Alex Wynaendts, Aegon’s CEO, provides an update at the Analysts & Investors conference in New York on the progress made executing the company’s strategy and delivering on financial targets.
Bank of America Merrill Lynch Annual Financials CEO Conference presentation 2018Aegon
Aegon CEO Alex Wynaendts gives a presentation to the Bank of America Merrill Lynch Annual Financials CEO Conference in London on Tuesday, September 25, 2018.
With roots stretching back almost 200 years, Aegon is one of the world's leading providers of life insurance, pensions and asset management. Find out more about our history, markets, performance, and our commitment to sustainability and responsible investment.
The Aegon SAECURE program has issued 15 residential mortgage-backed securities transactions since 2000 to diversify funding for Aegon's Dutch residential mortgage portfolio. The SAECURE portfolios exhibit stable historical performance with low and declining arrears levels, demonstrating the representative quality of Aegon's total Dutch mortgage loan book.
What Aegon employees say on International Women's Day 2018Aegon
The document discusses the importance of diversity and inclusion at Aegon, highlighting perspectives from various employees. It notes that diversity allows the company to better serve its diverse customer base and drives innovation. Several individuals emphasize that both women and men should have equal opportunities to achieve their full potential and that diverse teams are stronger and more creative.
Aegon concluded 2017 with solid fourth quarter results. The company's Solvency II ratio improved significantly to 201% due to strong capital generation of EUR 2.1 billion in 2017. Aegon outsourced administration of its US life and annuity businesses to TCS, which is expected to generate annual expense savings of USD 70-100 million. The company exceeded its target to reduce capital allocated to run-off businesses by nearly USD 5 billion since 2009. Aegon continues its transformation with increased focus on digitization.
Aegon reported strong financial results for the full year 2017, with underlying earnings of 3.9 billion euros. The CEO stated that 2017 concluded a strong year for the company. Key highlights included improving employee engagement through diversity initiatives and surveys, launching new affordable housing funds and investing in technologies to support business growth while divesting non-core parts of the US business.
Netherlands first country to legalize same sex marriageAegon
The 2018 'LGBT Retirement Preparations Amid Social Progress' report from the Aegon Center for Longevity and Retirement, is one of the first to take a global look at the issue of retirement aspirations and planning with the Lesbian, Gay, Bisexual, and Transgender (LGBT) community. http://aegon.me/lgbt
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
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Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
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The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
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Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
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2. 2
Delivering profitable, sustainable growth
Accelerating strategy through creation of Investments & Retirement
Continued execution of strategy delivers progress toward 2015 targets
Investments in innovation and new technologies are already showing
positive results and position us well for the digital economy
Key messages
3. 3
Helping people take responsibility for their financial future
Protection Accumulation Planning Retirement
Life and Health
Protecting families and their dreams
Investments and Retirement
Serving individuals in accumulation to and through retirement
4. 4
Optimizing our strengths to deliver on core objectives
n Breadth of product offerings
n Strong reputation, recognized
for industry knowledge
n Client service excellence
n Brand recognition
n Extensive distribution
network
n Strong market position
n Innovative products and services
n Extensive risk management
expertise
n Technology driven efficiencies
Transamerica strengths
5. 5
Advancing our strategy – creation of Investments & Retirement
Investments & Retirement
Enhances product innovation and improves speed to market supporting the rapidly evolving needs of our customers
Delivers a comprehensive suite of products and services to our distribution network
Individual Savings & Retirement
Wealth accumulation and preservation,
asset allocation, and retirement income
Retail mutual funds, fixed annuities and
variable annuities
Employer Solutions & Pensions
Comprehensive retirement solutions
across entire pension market
Insuring stable value investments for
defined contribution market
24,000 employer retirement
plan customers
Active accounts with 110,000
advisors, consultants and Third
Party Administrators
Serving customers to and through retirement with total investment solutions
under one division of Transamerica
5.1 million Americans with more
than $281 billion in revenue-
generating investments
6. 6
Executing our core growth strategy
Deepening existing distribution
Adding new distribution, including direct
Increasing fee-based earnings
Driving sales of less capital intensive
products
Maintaining pricing discipline for
profitability
Reviewing portfolio of businesses
Investing in technology and innovation
Leveraging technology to increase
efficiencies and improve customer service
Expanding At- and After- Retirement
products and services
7. 7
4%
CAGR
520 567 582
668 615
758 773 812 905 902
2009 2010 2011 2012 2013
Life Accident and health
Strong execution of strategy improving industry position
Top 10 industry ranking across individual life
insurance products – strengths in term,
universal life and indexed universal life
Transamerica Employee Benefits named
Fastest Growing Company on Voluntary
Sales*
Transamerica Retirement Solutions award
winning customer service drives superior
client retention and strong net deposits
Continued strong variable annuity flows –
2013 variable annuity net flows as a % of
total inflow was 55% vs 1% for the industry**
Delivering growth in mutual fund deposits –
tripled number of funds available since 2010
Total sales - Americas***
(USD million)
0
20
40
60
80
100
0
10
20
30
40
2009 2010 2011 2012 2013
Pension Variable Annuities
Mutual Funds Net deposits % of gross deposits
Gross deposits
(Pension, VA, MF - USD billion)
* U.S. Worksite/Voluntary Sales Report based on 2012 sales; conducted by Eastbridge Consulting Group, Inc.
** Morningstar (VARDS)
***Life sales are standardized = recurring premium + 1/10 of single premium; health sales are not standardized
17
24 25
28
34
Percent
Doubled
deposits in
4 years
8. 8
22%
38%
29%
8%
3%
Leveraging multi-channel distribution to reach across protection market
► Increasing sales from new distribution, primarily in brokerage, agency and affinity channels
► Introducing existing products to other existing distribution channels
► Expanding distribution by providing access to products online and through healthcare exchanges
Growing productivity and maximizing per firm market share through focused
firm strategy
► Bringing comprehensive solutions to advisors and customers through new I&R strategy
Assets of nearly half of 2013 VA and MF sales managed by Aegon Asset Management
Deepening and expanding distribution supports growth strategy
Retirement Solutions
(% based on 2013 written sales, USD billion)
Variable Annuity
(% based on 2013 VA deposits, USD billion)
L&P Life and Health
(% based on 2013 inforce premium, USD billion)
n Agency
n Brokerage
n Affinity Marketing
n Worksite
n Other/Closed
n Retirement advisors
n Broker/dealer –
wirehouse
n Consultants
n Participant Counseling
Organization
n Other
33%
16%
38%
6%
7%
16.8
n Independent
Broker/dealer
n Wirehouse
n Regional Firms
n Direct Response
n Bank / Credit Union
22%
50%
19%
2%
7%
8.56.5
9. 9
Transition from spread to fee based business reflected in underlying earnings mix
► Growth in fee based earnings driven by transition of gross deposits toward variable annuities,
mutual funds and retirement solutions
► Over 40% decline in fixed annuity balances since 2010
• Fixed annuity account balance decline expected to stabilize at or slightly below recent levels due to
end of shock lapses from 2009 five-year guarantee business
Successful transformation from spread to fee
0
500
1,000
1,500
2,000
2010 2013
Fixed Annuity Life & Protection
Canada + Latin America Variable Annuity + Mutual Funds
Employer Solutions & Pensions
96 95 96 88 91
27 21 18 16 15
79 80 87 104 106
115 119 133
155 160
2010 2011 2012 2013 1Q 2014
Other General Account Assets Fixed Annuity Account Balances
Separate Accounts Off Balance Sheet
32%
fee-based
~15%
fee-based
Growth in separate account and off
balance sheet balances . . .
(USD billion)
. . . shifting underlying earnings mix
from spread to fee
(USD million)
10. 10
5.7
6.7
6.9
0.9 1.0 0.7
23% 22%
14%
2011 2012 2013
Strong sales growth with low new business strain as a result of strategic shift in
business mix
► Focus on fee-based products with lower investment in new business
► Hedging of guarantees at point of sale leads to improved risk/return profile
Significant rise in market consistent value of new business (MCVNB)
► MCVNB driven by strong sales and improved margins
Driving profitable sales growth with lower capital intensity
Sales
New business
strain
– New business
strain as % of
sales
Strong sales with lower new business strain
(USD billion)
236 294
750
0.5% 0.6%
1.3%
2011 2012 2013
MCVNB
– MCVNB as % of
present value of new
business premiums
Increased profitability of sales
(USD million)
11. 11
Growing profitable sales while proactively responding to economic conditions
Innovative product design, including with VA and universal life secondary
guarantee products, enables quick response to changes in capital markets
Managing the back-book for capital efficiencies
► Alternative Lump Sum Offer – expanding program to entire VA GMIB block
► Increasing GMWB rider fees on inforce on reset or step up
Actively managing product profitability
2010 2011 2012 2013 1Q 2013 1Q 2014
Other markets ES&P
IS&R - FA IS&R - MF
IS&R - VA L&P
MCVNB by line of business
(USD million)
159
236
294
208
125
750
12. 12
Progress toward 2015 targets
* Excluding market impact and one-time items
** Excludes leverage benefit at holding
30-35%
Fee-based earnings as %
of underlying earnings by
2015
$ 1.2
Annual operational free
cash flow by 2015*
in billions
3-5%
Grow underlying earnings
on average per annum
between 2012 and 2015
8.2%
Return on capital
by 2015**
35%
Q1 2014
$ 1.1
OFCF in trailing four
quarters of Q1 2014*
in billions
5%
2013 vs. 2012
(7% US only)
7.1%
2013 (8.9% US only,
excl. run-off capital)**
14. 14
Getting closer to the people who depend on us
Increasing presence across social media channels
Strengthening connection with customers through engaging
thought leadership across multiple social media channels
Unifying customer service experience
Moving towards a single point of contact through phone, email and live
chat enabling customers to use their preferred method of communication
Improving navigation across devices
Refreshing the digital customer experience to give customers
what they want to see, hear, and learn from us
Personalizing experience and products
Using customer data to personalize customer experience resulting
in brand loyalty and retention
®
Transforming transamerica.com into an integrated web, mobile and social experience
15. 15
Improving navigation across devices
2014: Re-launched Transamerica.com*
* New site launched January 2014, old sites in process of phasing out
Simplified and refreshed the digital customer experience
Pre-2014: over 100 websites, 1881 URLs
16. 16
Directing consumers to digital
platform
► Smart financial tools, planners
and multi-media resources
► Products: insurance, mutual
funds, annuities and
retirement solutions
Providing access to an agent
via telephone, email or click-
to-chat
Now have one point of
telephone contact through
1-800-Pyramid
Unifying customer service experience
Launched personalized
retirement platform
Launched
March 31,
2014
3000+
visitors
within 2
months
VA and
MF
products
available
Purchase products
directly online
Doubled
# of
applications
YTD from
2013
232%
increase
in new
visitors
Adding
new
products
17. 17
Personalizing experience and products
Enhancing customer data
warehouse
► Digitizing customer data from
legacy administration platforms
to enable concise and complete
customer view in one place
► Combining structured data with
“big data” to enhance analytics
driven marketing strategies
One view of the customer
► Enabling customer-centric
digital self-service
► Strengthens personalization of
customer relationships,
including product
recommendations
18. 18
Enterprise marketing and analytics platform
Big data storage and processing
Transformed, unified and augmented customer data stored
Advanced data analytics to drive highly targeted and individualized marketing programs
Personalizing customer service
Custom product recommendations
Engaging new customers
Data transformation, cleansing and standardization
Data ingestion
Internal and external data sources
Web logs Transamerica
customer data
Salesforce
Data enrichment
and do-not-call
list
Prospect and
partner data
19. 19
Increasing Transamerica’s presence across social media channels
First financial brand to ever trend nationwide on Twitter
First financial services firm on Reddit
Emerging social platform engagement – Instagram, Pinterest, WeHeartIt
600+ leads from two recent Pinterest campaigns
Creating a customer-centric interaction to strengthen engagement with our customers
®
#1 financial brand on Facebook
In terms of Engagement in 2013
Trended 5 times nationwide
Recent launch on Tumblr.
The 5th most popular website where people spend more time than on Facebook or Twitter
21. 21
Fostering a culture
of change
Acquiring new skill sets
Driving innovation
Working collaboratively
across the company
Investing in talent management and leadership development
22. 22
Summary
Delivering profitable, sustainable growth
Accelerating strategy through creation of Investments & Retirement
Continued execution of strategy delivers progress toward 2015 targets
Investments in innovation and new technologies are already showing
positive results and position us well for the digital economy
24. 24
Life & Protection at a glance
59%
41%
Life, supplemental health and worksite products
Stable market with solid earnings growth
Top 10 player in individual life,
supplemental health and voluntary worksite
High quality, low risk earnings
Lower capital markets leverage
Strong distributable earnings
36%
64%
Health
Life
38%
62%
L&P L&P
Other
Americas
businesses
2013 L&P sales
Life vs. health*
(USD billion)
2013 Aegon Americas
Inforce premium
(USD billion)
2013 Aegon Americas
Underlying earnings
(USD billion)
1.4 10.6 1.7
Other
Americas
businesses
including
run-off
Business profile Diverse distribution with target market focus
* Life sales are standardized = recurring premium + 1/10 of single premium; health sales are not standardized
22%
38%
29%
8%
3% Agency
Brokerage
Affinity
Worksite
Other/Closed
6.5
(2013 L&P Inforce premium – USD billion)
25. 25
L&P multi-channel distribution and diverse product portfolio
Affinity
Analytics driven
marketing
Agency
Close ties with
distribution partners in
underserved middle
market
Brokerage
Independent distributors
in middle and
affluent market
Worksite
Accessing families
at the workplace
Direct to Customer
Access to our products
with the online
convenience of
researching and buying
anytime
Distribution
Associations
Employers
Financial institutions
Retailers
Specialty (travel
agencies, schools, etc.)
Exchanges
Career agencies
Marketing
organizations
World Financial Group
Transamerica Financial
Advisors
Traditional general
agencies
Independent marketing
organizations
Independent brokers
Internet life insurance
brokerage firms
Financial institutions
Agents and brokers
National employee
benefit consultants
Private exchanges
Direct TV
Direct mail
Inbound phone
Online
SMS text
Products
Term life
Supplemental health
Accidental death
Specialty (travel,
student, membership)
Term life
Universal life
Variable and indexed
universal life
Whole life
Medicare supplement
Term life
Universal life
Indexed universal life
Long term care
Whole life
Supplemental health
Accident insurance
Universal life
Group term life
insurance
Term life
Universal life
Accidental death
Dental
Bike
Event registration
refund
Competitive
advantages
Market leader in the
affinity space
Direct marketing skills
and processes
Ability to tailor
offerings and products
Breadth of product
offerings
Brand
loyalty/awareness
Recruiting expertise
Broad product portfolio
Lead generation
capabilities
Close ties with
distribution partners
Brand awareness
Integrated sales
solutions
Large case
underwriting and
advanced marketing
expertise
Innovative and market-
responsive products
Client service
excellence through:
Comprehensive
product portfolio
Concierge approach
to large cases
Proprietary online
enrollment tool
Direct marketing skills
and processes
Ability to tailor
offerings and products
Brand awareness
Analytics driven
marketing
26. 26
Individual Savings & Retirement at a glance
Annuity and mutual fund products
Strong growth potential due to scale, diversity
of distribution and technical requirements
Variable annuity and mutual funds replace fixed
annuity earnings and need less capital
Adding enterprise value as nearly half of 2013 fee
sales managed by Aegon Asset Management
Gross deposits FY 2012
(USD billion)
Gross deposits FY 2008
(USD billion)
Gross deposits FY 2013
(USD billion)
58%
38%
4%
Growing fee business
9.2
64%
32%
4%
13.3
Fixed annuities
Variable annuities
Retail mutual funds
28%
23%
49% 12.1
Account balances, USD billion
0
20
40
60
80
100
2009 2010 2011 2012 2013
Retail mutual funds Variable annuities Fixed annuities
Business profile Shift from FA to VA and Mutual Funds
27. 27
Positioned for success in traditional, non-traditional and
emerging at-retirement markets
Annuities – variable and fixed
Wealth accumulation, preservation and retirement income
Retail mutual funds
Wealth accumulation and asset allocation
Overview
Transamerica Capital Management (TCM)
Manufactures variable and fixed annuities
Distributes variable and fixed annuities
Variable annuities:
Dedicated wholesaling team
Fee-based earnings retain some capital markets leverage
post-hedging
Fixed annuities:
Profitability managed over time through rate setting
Back book management through select reinsurance
transactions
Transamerica Asset Management (TAM)
Investment advisor to all AEGON USA mutual funds
Manufactures mutual funds
Provides asset allocation
Offers a continuum of asset allocation
and partner funds/asset management –
effectively a “manager of managers”
Dedicated wholesaling team and award winning
shareholder servicing
Fee-based earnings with low required capital
Distribution
Focused on third-party distribution (advisors)
Banks
Wires
Independent broker dealers
Adding new channels
Focused on third party distribution (advisors)
Banks
Wires
Independent broker dealers
Adding new channels
Competitive
advantages
Highly recognized brand – Transamerica
Distribution capabilities and execution
Customer service
Advanced Markets support for advisors on complex
planning concepts and strategies
Advisor Intelligence Model (AIM)
Low maintenance costs
Innovative approach: speed to market, pricing discipline
and back book management
Open architecture - focus on unique retail sub-advised
mutual funds
Manager research and selection capabilities
Diversified channels with strong wholesaling distribution
Advisor Intelligence Model (AIM)
Customer service focus - 10 consecutive
DALBAR awards and 13 overall
Asset allocation capabilities
28. 28
61 59 60 61 61 61
62
77 83
99
122 128
2009 2010 2011 2012 2013 1Q14
Retirement Solutions Stable Value Solutions
Employer Solutions & Pensions at a glance
Comprehensive solutions for over 24,000
American employers and 3.4 million plan
participants
All pension markets covered: DB, DC, small
to large, private and public, bundled and
unbundled
Extensive product portfolio: Corporate, Not-for-
Profit, Multiple Employer Plan, Retirement Plan
Exchange, Third Party Administration
Insuring stable value investments for DC market;
target notional balance of $58-$60 billion
Retirement solutions written sales
(USD billion)
Sales by product line
(FY 2013)
* RGI = Revenue Generating Investments
(USD billion)
8.3
10.0
11.2 11.4
16.8
3.0
4.3
2009 2010 2011 2012 2013 Q113 Q114
24%
17%
35%
6%
4%
9%
5% Mid/Large Corporate
Small Corporate
Healthcare
Higher Ed
Government & Charitable
Defined Benefit
Multiple Employer Plans
Higher Education
Business profile Revenue-generating investments
29. 29
Diverse retirement strategy fuels sustainable growth
Retirement Solutions
Serving 24,000 employers and 3.4 million individuals to and through retirement
Products &
Services
Defined contribution plans
Defined benefit plans
Full-service recordkeeping
Multiple-employer plans
Retirement plan exchange
Not-for-profit solutions
Total Retirement Outsourcing (TRO)
Third Party Administrator (TPA)
solutions
Non-qualified Defined Contribution plans
Administrative Services Only (ASO)
Comprehensive distribution counseling
and retirement transition service
Individual Retirement Accounts (IRA)
Distribution
Wirehouses
Banks
Consultants
Retirement advisors
Third Party Administrators
75 External sales executives
55 Internal sales staff
9 Channel management staff
Competitive
advantages
Among highest levels of customer loyalty
Client Recommendation Rate of 95%*
Customers win prestigious industry
awards for best in class
communications and plan sponsor of
the year
Leader in product and service innovation
Industry-leading operational platform
Award-winning customer service
Extensive distribution network
200 field education specialists
Recognized for industry leadership
* Source: 2013 PLANSPONSOR DC survey
30. 30
Continued execution of our early stage asset retention effort yielding positive results
Executing on the following four new growth initiatives
IRA rollover strategy drives increase in retirement asset retention rate
Strengthen
the customer
experience
for the
at risk
participants
Broaden
the
engagement
channels
and product
offering
Increase
staffing
to support
the growing
retention
opportunity
Expand
retention
services
to emerging
market
and defined
benefit
channels
10,000 Baby Boomers turn 65 every day; fueling growth in the IRA marketplace
31. 31
Updating underlying earnings model guidance
Mix of business changes
in retirement solutions
Product mix changes in life
and health
Updated accounting policy
changes – DAC
Primary drivers of model changes
Individual Savings
& Retirement
Variable Annuities – ROA
remains 80 bps
Fixed Annuities – ROA
remains 100 bps
Mutual Funds – ROA remains
30 bps
Life & Protection
Life premium factors from
7.0% to 8.3%
Health premium factors from
14.0% to 12.5%
General account reserve
factor – remains 0.60%
Separate account balance
factor – remains 0.35%
Employer Solutions
& Pensions
Retirement Solutions –
updated to 18 bps of
revenue-generating
investments + $10 per
participant
Stable Value Solutions -
remains 18 bps of revenue-
generating investments
32. 32
Operational free cash flows stable as
run-off of capital-intensive spread
business is replaced by growth of fee
business
Normalized operational free cash flows
of approximately USD 1.2 billion
maintained even with release of
required surplus
Mid-year dividends of ~ USD 625 million
paid to the Holding in the second
quarter
Operational free cash flows support dividend to Holding
Aegon Americas (USD million)
Earnings on in-force ~1,200
Return on free surplus -
Release of required surplus ~1,000
Investments in new business ~(1,000)
Total normalized operational free cash flow ~1,200
Normalized operational free cash flows
33. 33
Limited reinvestment risk
► Assets and liabilities are closely matched
► Only ~5% of general account assets reinvested per annum as a result of lower spread
balances
Resilient backbook fixed income yield of ~5% and reinvestment yield of ~4%
Ability to adjust crediting rates of interest rate sensitive products
Interest rate exposure
Main US economic assumptions
10-year interest rate assumed to grade over 10 years to 4.25%
Credit spreads are assumed to grade over two years to 110 basis points
Bond funds are assumed to return 4% for 10 years and 6% thereafter
Money market rates are assumed to remain flat at 0.1% for two years followed by a 3-year grading to 3%
Annual gross equity market return of 8% (price appreciation + dividends)
34. Thank you
For questions please contact
Investor Relations
+31 70 344 8305
ir@aegon.com
P.O. Box 85
2501 CB The Hague
The Netherlands
35. 35
Cautionary note regarding non-IFRS measures
This document includes the non-IFRS financial measures: underlying earnings before tax, income tax, income before tax and market consistent value of new business. These non-IFRS measures are calculated by consolidating on a proportionate basis
Aegon’s joint ventures and associated companies. The reconciliation of these measures, except for market consistent value of new business, to the most comparable IFRS measure is provided in note 3 ‘Segment information’ of Aegon’s Condensed
Consolidated Interim Financial Statements. Market consistent value of new business is not based on IFRS, which are used to report Aegon’s primary financial statements and should not be viewed as a substitute for IFRS financial measures. Aegon may define
and calculate market consistent value of new business differently than other companies. Aegon believes that its non-IFRS measures, together with the IFRS information, provide meaningful information about the underlying operating results of Aegon’s
business including insight into the financial measures that senior management uses in managing the business. In addition, return on equity is a ratio using a non-GAAP measure and is calculated by dividing the net underlying earnings after cost of leverage
by the average shareholders’ equity excluding the preferred shares, the revaluation reserve and the reserves related to defined benefit plans.
Local currencies and constant currency exchange rates
This document contains certain information about Aegon’s results, financial condition and revenue generating investments presented in USD for the Americas and GBP for the United Kingdom, because those businesses operate and are managed primarily in
those currencies. Certain comparative information presented on a constant currency basis eliminates the effects of changes in currency exchange rates. None of this information is a substitute for or superior to financial information about Aegon presented in
EUR, which is the currency of Aegon’s primary financial statements.
Forward-looking statements
The statements contained in this document that are not historical facts are forward-looking statements as defined in the US Private Securities Litigation Reform Act of 1995. The following are words that identify such forward-looking statements: aim, believe,
estimate, target, intend, may, expect, anticipate, predict, project, counting on, plan, continue, want, forecast, goal, should, would, is confident, will, and similar expressions as they relate to Aegon. These statements are not guarantees of future performance
and involve risks, uncertainties and assumptions that are difficult to predict. Aegon undertakes no obligation to publicly update or revise any forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking
statements, which merely reflect company expectations at the time of writing. Actual results may differ materially from expectations conveyed in forward-looking statements due to changes caused by various risks and uncertainties. Such risks and
uncertainties include but are not limited to the following:
Changes in general economic conditions, particularly in the United States, the Netherlands and the United Kingdom;
Changes in the performance of financial markets, including emerging markets, such as with regard to:
► The frequency and severity of defaults by issuers in Aegon’s fixed income investment portfolios;
► The effects of corporate bankruptcies and/or accounting restatements on the financial markets and the resulting decline in the value of equity and debt securities Aegon holds; and
► The effects of declining creditworthiness of certain private sector securities and the resulting decline in the value of sovereign exposure that Aegon holds;
Changes in the performance of Aegon’s investment portfolio and decline in ratings of Aegon’s counterparties;
Consequences of a potential (partial) break-up of the euro or the potential independence of Scotland from the United Kingdom
The frequency and severity of insured loss events;
Changes affecting longevity, mortality, morbidity, persistence and other factors that may impact the profitability of Aegon’s insurance products;
Reinsurers to whom Aegon has ceded significant underwriting risks may fail to meet their obligations;
Changes affecting interest rate levels and continuing low or rapidly changing interest rate levels;
Changes affecting currency exchange rates, in particular the EUR/USD and EUR/GBP exchange rates;
Changes in the availability of, and costs associated with, liquidity sources such as bank and capital markets funding, as well as conditions in the credit markets in general such as changes in borrower and counterparty creditworthiness;
Increasing levels of competition in the United States, the Netherlands, the United Kingdom and emerging markets;
Changes in laws and regulations, particularly those affecting Aegon’s operations, ability to hire and retain key personnel, the products Aegon sells, and the attractiveness of certain products to its consumers;
Regulatory changes relating to the insurance industry in the jurisdictions in which Aegon operates;
Changes in customer behavior and public opinion in general related to, among other things, the type of products also Aegon sells, including legal, regulatory or commercial necessity to meet changing customer expectations;
Acts of God, acts of terrorism, acts of war and pandemics;
Changes in the policies of central banks and/or governments;
Lowering of one or more of Aegon’s debt ratings issued by recognized rating organizations and the adverse impact such action may have on Aegon’s ability to raise capital and on its liquidity and financial condition;
Lowering of one or more of insurer financial strength ratings of Aegon’s insurance subsidiaries and the adverse impact such action may have on the premium writings, policy retention, profitability and liquidity of its insurance subsidiaries;
The effect of the European Union’s Solvency II requirements and other regulations in other jurisdictions affecting the capital Aegon is required to maintain;
Litigation or regulatory action that could require Aegon to pay significant damages or change the way Aegon does business;
As Aegon’s operations support complex transactions and are highly dependent on the proper functioning of information technology, a computer system failure or security breach may disrupt Aegon’s business, damage its reputation and adversely affect its
results of operations, financial condition and cash flows;
Customer responsiveness to both new products and distribution channels;
Competitive, legal, regulatory, or tax changes that affect profitability, the distribution cost of or demand for Aegon’s products;
Changes in accounting regulations and policies or a change by Aegon in applying such regulations and policies, voluntarily or otherwise, may affect Aegon’s reported results and shareholders’ equity;
The impact of acquisitions and divestitures, restructurings, product withdrawals and other unusual items, including Aegon’s ability to integrate acquisitions and to obtain the anticipated results and synergies from acquisitions;
Catastrophic events, either manmade or by nature, could result in material losses and significantly interrupt Aegon’s business; and
Aegon’s failure to achieve anticipated levels of earnings or operational efficiencies as well as other cost saving and excess capital and leverage ratio management initiatives.
Further details of potential risks and uncertainties affecting Aegon are described in its filings with the Netherlands Authority for the Financial Markets and the US Securities and Exchange Commission, including the Annual Report. These forward-looking
statements speak only as of the date of this document. Except as required by any applicable law or regulation, Aegon expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained
herein to reflect any change in Aegon’s expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based.
Disclaimers