Unless you work in one of the 1,467 select agencies that currently do business with Cincinnati Financial, you may not know that all of the carrier’s field representatives work from their homes, right in their agents’ communities.
Executive SummaryAs Cincinnati Financial works toward dual strategic goals of reaching $5 billion in direct written premium in 2015 and five-year average annual combined ratios under 100, predictive analytics and specialty lines programs are new factors helping the regional carrier to build on core strengths—four pillars of success that will never change, according to CEO Steven Johnston.
That includes sales people and underwriters, claims people, premium auditors, loss control specialists, and boiler and machinery inspectors, according to President and Chief Executive Officer Steven Johnston.
“It’s always been that way,” says Johnston. “There’s no regional office structure. That really makes us nimble and able to make decisions quickly.”
Nimble enough to grow net written premiums by 11.8 percent to $3.9 billion last year—one of only four double-digit jumps recorded among the top 25 P/C insurers, according to A.M. Best’s annual ranking (published in the July 2014 edition of Best’s Review).
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