Page 1 (0s)
2025-29 Strategic Direction:. 20 August 2024. ACES Mutual Benefit Association, Inc. (MBAI).
Page 2 (15s)
2024 Strategic Planning | Rebound and Reinvent. Objective (Option 1).
Page 3 (31s)
2024 Strategic Planning | Rebound and Reinvent. Outline.
Page 4 (49s)
INSIGHTS AND ASSESSMENT: 1. Product Approval Delays: The anticipated milestones were not achieved primarily due to ongoing delays in securing product approval. This has directly impacted our projected market entry timeline. 2. Impact on Market Entry: The delay in approval has pushed back the expected launch date. Consequently, our planned market entry has been deferred, affecting associated milestones..
Page 5 (1m 24s)
2024 Strategic Planning | Rebound and Reinvent. Strategic Performance Review.
Page 6 (1m 49s)
Factors/Trends (Business Opportunities/ Challenges) Business Implication to the Company Possible Interventions/ Strategies to Maximize the Opportunity or Mitigate the Threats Increasing Business Volume of ACDI and CBLs Relative increase in business volume Tailor insurance for ACDI and CBL members Life Insurance as supplementary benefit to Health Insurance products Bundle our products to Health Insurance (CHMF) for increased value Product Bundling to CHMF for ACDI Members and CBL employees to address health and financial security E-Commerce Clients tend to choose online payment options. Provision of online payment options (GCash, Online Banking, ACDIPay) for added customer convenience. MBAs can only sell life insurance products Limitation on offering life insurance products in accordance with the insurance code Offer life insurance packages and coverages to members.
Page 7 (2m 24s)
Factors/Trends (Business Opportunities/ Challenges) Business Implication to the Company Possible Interventions/ Strategies to Maximize the Opportunity or Mitigate the Threats Change of IC Commissioner and Officers Delays in product registration and operations Planning and development of additional products on the first phase/year of operation to allow ample time for regulatory approvals. ACDI’s High Insurance claims rate Potential financial loss Develop effective underwriting policies to mitigate risk Financial Management Main reason for Filipinos not into Insurance: Affordability ACES MBAI members may not patronize insurance products Develop affordable and viable insurance products Development of modular insurance coverage scheme.
Page 8 (2m 51s)
Factors/Trends (Business Opportunities/ Challenges) Business Implication to the Company Possible Interventions/ Strategies to Maximize the Opportunity or Mitigate the Threats ACDI Frontliners’ knowledge about Mutual Benefit Association Operation Low productivity and poor product knowledge impacting sales Conduct regular product knowledge training and evaluation Provide resources to improve understanding of ACES MBAI products and services Increased Financial Literacy Enhanced member understanding of insurance can drive product adoption Development of insurance packages that will cater to the members’ need for comprehensive life insurance with higher benefit coverage. Information System and Data Management Operational inefficiency Establishment of online operation system (cloud based) to streamline data management and reporting.
Page 9 (3m 19s)
Factors/Trends (Business Opportunities/ Challenges) Business Implication to the Company Possible Interventions/ Strategies to Maximize the Opportunity or Mitigate the Threats Increasing Importance of Environmental, Social, and Governance (ESG) Factors Members and partners may expect alignment with ESG principles Align with ESG principles in product development and company operations to promote sustainability and ethics Share your ESG commitment with members to boost brand reputation and loyalty..
Page 10 (3m 40s)
2024 Strategic Planning | Rebound and Reinvent. 04.
Page 11 (4m 6s)
2024 Strategic Planning | Rebound and Reinvent. 04.
Page 12 (4m 36s)
2024 Strategic Planning | Rebound and Reinvent. 04.
Page 13 (5m 2s)
2024 Strategic Planning | Rebound and Reinvent. 04.
Page 14 (5m 30s)
2024 Strategic Planning | Rebound and Reinvent. 04.
Page 15 (6m 1s)
2024 Strategic Planning | Rebound and Reinvent. 04.
Page 16 (6m 30s)
2024 Strategic Planning | Rebound and Reinvent. Organizational Analysis (Internal).
Page 17 (6m 49s)
2024 Strategic Planning | Rebound and Reinvent. Organizational Analysis (Internal).
Page 18 (7m 9s)
2024 Strategic Planning | Rebound and Reinvent. Organizational Analysis (Internal).
Page 19 (7m 25s)
2024 Strategic Planning | Rebound and Reinvent. Organizational Analysis (Internal).
Page 20 (7m 40s)
2024 Strategic Planning | Rebound and Reinvent. Organizational Analysis (Internal).
Page 21 (8m 0s)
2024 Strategic Planning | Rebound and Reinvent. Organizational Analysis (Internal).
Page 22 (8m 15s)
2024 Strategic Planning | Rebound and Reinvent. Recalibrated Strategies and Initiatives.
Page 23 (8m 40s)
2024 Strategic Planning | Rebound and Reinvent. Recalibrated Strategies and Initiatives (for input and edit of fonts).
Page 24 (9m 11s)
2024 Strategic Planning | Rebound and Reinvent. Recalibrated Strategies and Initiatives (for input and edit of fonts).
Page 25 (9m 29s)
2024 Strategic Planning | Rebound and Reinvent. Capital Requirement and Prioritization.
Page 26 (9m 53s)
2024 Strategic Planning | Rebound and Reinvent. Milestones and Key Performance Indicators.
Page 27 (10m 14s)
2024 Strategic Planning | Rebound and Reinvent. Risk Management Strategies.
Page 28 (10m 31s)
2024 Strategic Planning | Rebound and Reinvent. Conclusion.