BROKER SERVICE STRATEGY V I R G I L M I L L E R , S V P I N T E R N A L O P E R AT I O N S

E U N I C E H O L M E S , V P

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Strategic Focus & Alignment

• Create Clarity • Compete Better

• Reduce Conflict

• Improve Consistency

• Live Up to the Aflac Brand

• Resolve Issues Quicker

• Win

ABC Objectives

• Integrated Support Model Focused on Reducing Customer Effort

• Improve Alignment of HQ/Group Operations for High Touch Broker/Field Cases to Improve Consistency

• Enhance Role Clarity for Key Functions Within the Process

• Simplify Overall Implementation Process

• Identify a Cost Efficient Service Model

Project Objectives IO Objectives

• Improve Loyalty/Customer Retention

• Focus on Ease

• Reduce Customer Effort

• Improve Operational Efficiency

• Partner with ACT to Strengthen Key Operational Functions

1 2 3 4

2

Pillars

Separate Experience

Multiple/Isolated Service Reps

Two Distinct Service Models

Streamlined Experience

Unified/Knowledgeable Service Reps

Consistent Service Experience

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Integrated Model

Create an Integrated Support Model for

the Aflac Broker Consolidation Strategy

(ABC)

Improve Alignment of HQ/Group

Operations for High Touch Broker/Field

Cases

Enhance Role Clarity for Key Functions

Within the Process

Simplify Overall Case Build Process

Identify a More Cost Efficient

Service Model

“My Customers can feel the differences

between Group and Individual”

Customer Feedback Project Goal

“One side doesn’t know what the other

one is doing”

“There is a lack of ownership and no

accountability”

“Aflac is too difficult to navigate”

“We need to support/enhance profitability

for both organizations”

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Opportunities

New Roles and

Responsibilities

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Original Model Current Model

Sr. Broker Services Executive (BSE) (IND)

Sr. Broker Account Executive (BAE) (Group)

Broker Services Executive (BSE) (IND)

Broker Account Executive (BAE) (Group)

Account Enrollment Executives (AE) (IND)

National Implementation Coor(NIC) (Group)

Group Implementation Coor(GIC) (Group)

Account Managers (AM) (IND)

Account Managers (AM) (Group)

Sales Support Manager (SSM)

Account Relations Manager (ARM)

Account Implementation Coordinators (AIC)

Account Service Coordinators (ASC)

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9 roles 4 roles

Role Consolidation

Account

Relations

Manager

Account

Implementation

Coordinator

Account

Service

Coordinators

• The new service model will

align all 4 positions: pairing

SSMs with BSPs and aligning

the other service roles into pod-

based teams.

• Integrating each role into one

team will improve

accountability, ownership

and optimize communication.

• Account activity-based teams

will aid in strategy

development and execution

of targeted goals.

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Account Team Alignment

Sales Support

Manager

Broker Sales

Professional

IMPLEMENTATION

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As the new model was being implemented, the teams

realized several opportunities for improvement.

We created the CCA Acceleration team to work quickly to

address these opportunities head on to ensure we’re

able to get the results we’re aiming for with minimal impact

to our customers.

Opportunities

CCA ACCELERATION

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1 Captured and documented feedback to

better understand concerns

2 Evaluated the high-level strategy, which

we feel will deliver for our customers

3 Established a cadence of communication

4 Created a sheltered team

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A few key elements addressed immediately

Support + Leadership:

• Virgil Miller – Senior Vice President, Internal Operations

• Keith Farley – Director, ACT

• Kevin Gordon – Second Vice President, Enrollment/Group Set-up

• Jim Faile – Second Vice President, Broker Relationships

• Tonya Dorsey – Second Vice President, Aflac Group Transformation

Core Team:

Eunice Holmes – Vice President, Enterprise Enrollment

Team Lead; Training Development

• Eddie Wilks – CCA SME

• Kendell Moore – Reporting & Metrics,

Change Management

• Meg Swinford – Process Improvement Lead

• Leah Barnes – Communication Lead

• Shonda Nickerson – Change Management

• Linda Breaux – Project Support

• David Schuetz – Project Support

• Rhonda German – Document Control,

SOP Development

• Regina Epps - Document Control, SOP

Development

• Emily Hals - Process Improvements

• Christopher Chapman – Process

Improvements

• Jonathan Bryans – Reporting & Metrics

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CCA Acceleration sheltered team members:

1 Our teams need better preparation for

implementation calls

2 Responsiveness (Returning phone calls

and responding to email inquiries)

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What we learned from more recent feedback

1 Hiring and Support

2 Top Broker

3 Training/On-Boarding

4 Work Distribution and Management

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Now, 4 workstreams are driving all activity

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Workstream 1 Update : CCA Hiring & Support

Have brought in CCA Alumni to help with repeatable

tasks during the 4Q

17 FTE’s and 9 contracted employees have been hired

and on-boarded

80% of AIC barriers driven by ES&P, Underwriting/

Custom Proposal, Marketing, Product and contractors.

These teams have helped handle nearly 3,000 barriers

and more than 1,000 tasks.

Conduct Pilot for Broker Remote Servicing Model has

been developed to provide in-field support to better

enable sales (Q4 Launch). We are in the process of

hiring now

VOICE OF THE CUSTOMER MODEL

TACTICAL DETAILS

A

Purpose: Pilot a servicing model based on voice of the customer feedback that will house a Sr. ARM employee in the field for dedicated service and relationship building to

enable sales. This will create a stronger alignment between sales organizations, create common goals /objectives, attract stronger sales/service support talent and increase

our geographical pool to attract additional talent.

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B

D

• Feedback from Brokers: Spending too much time on administrative tasks (Enrollment follow-up, billing issues, etc.) that is taking them away from generating new sales.

• Critical: Ability to be face-to-face in meetings with brokers and key accounts

BENEFITS TO BROKER C

• Sr. ARM in the field will have the ability to:

• Conduct site visits with customers at the local/regional level

• Participate on conference calls with internal/external clients to answer

questions, resolve issues in a timely manner, provide system demos, etc.

• Monitor and coordinate corrections on new business/pended

applications during enrollment and assist in resolving billing issues

• Work with a dedicated, in-house support team of implementation and

service coordinators

• These focused efforts will allow brokers to focus more on sales and less on

service

• Provide overall broker support and has aligned responsibility for assigned broker book of business

• Enable sales • Stronger alignment between sales organizations • Common goals and objectives for field/HQ’s • Attract and retain stronger talent on a national level

• Utilize existing Sr. ARM position profile and partner with HR to post the position at an MC2 level

• Pilot two positions at the local/regional level and closely monitor results • Require increased sales for Sr. ARM co-located with Broker • Create a specific and solid tracking / measurement to capture results and

customer experience for the model. • For example, monitor potential increases in sales volume, are there less

incoming calls from the account for assistance, less escalations, more timely payments, reduction of internal rework, etc.

• Two positions have been posted on aflac.com • Next Steps: Partner with Account Relations to build a onboarding plan for

processes and system training

What are we solving for:

• Remote worker can be co-located in home or other designated office to attract talent nationally

• Sr. ARM will be provided with hardware including laptop, monitor and docking station with access to all Aflac approved systems

Broker Remote Servicing Model

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Work stream 2 Update: Top Broker

Have dedicated support teams in place for Buck, Mercer

VB, Gallagher, Alliant, ABC

Have defined and aligned service teams for all top broker

assignments

Dashboards developed to help manage all critical

milestones to track top broker case progress

Speak about and show example in the next few slides

Leaders reinforcing more communication with sales

• Mercer

• Mercer MarketPlace

• Trion

• AON

• Buck Consultants

• Alliant

• American Benefits Consulting

• Towers Watson

• Lockton

• Willis

• Marsh and McLennan Companies

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Work stream 3 Update: Training/On-Boarding

Blitz training schedule implemented to drive critical 4Q

training among teams

Long-term role-based onboarding and training programs

developed for roll-out

SSM training started Thursday, Oct. 8th*

Additional training developed for AIC’s/ARM’s week of

Oct. 11th

Working to complete job-specific reinforcement and

leadership development training

*Initial training delayed to this date due to weather

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Workstream 4: Work Distribution/Management

Completed CRM case assignment analysis and

clean-up activities

Developed work load distribution model to better align

responsibilities among teams

Did an assessment to further understand case

complexity for better management of volumes

(enrollment method, size of case, etc)

Developed a tool and daily management routine to

support daily book of business management for leaders

and employees

• Proposal pipeline

• G/R01378s in queue

• Group enrollment status

• Case mix

• Groups at risk

• Service calls

Re-Enrollment Activities Dashboard

Enrollments August to 2016 Dashboard

Case Barriers Dashboard

• Monthly CCA updates to include sessions like today

designed to keep you informed

• Better, more consistent transition process and

documentation to ensure the coordination among service

teams is well executed as new team members are brought

on board

• Currently have people meeting with RVP’s and their

teams to identify future state capabilities to ensure we are

planning now

• Launching a workshop in 2016 to identify improvement

opportunities and better align service with sales

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Other notable enhancements

*Clean business that is able to be processed without changes

• Deliberate Leadership reinforcement to their employees for responsiveness to all

inquiries • Added Leadership focus and visibility on key implementation and service activities • Less transition and movement of accounts

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What you can expect in Q4

Submission Period

Paper Applications Electronic Applications

Open Enrollment

Will be guaranteed for that month/year if received within 5 calendar days post enrollment end date

Will be guaranteed for that month/year if received within 10 calendar days post enrollment end date

Monthly New Hires

Will be guaranteed for that month/year if received within 5 calendar days prior to the CED

Will be guaranteed for that month/year if received within 10 calendar days prior to the CED

Final submission, regardless of enrollment end date to receive production credit for 2015, is 12/25/15.

Service Levels • Electronic File Processing Turn Around Time (all files) – 5 days • Paper processing % within 5 days – 92%

DISCUSSION & QUESTIONS