Page 17 - Turkinsurance Digital Magazine

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2025 was a year full of uncertainties for the insurance consistency at every point of customer interaction. We position our
sector, yet also one in which transformation accelerated. agents not only as a distribution channel, but as strategic business
Looking back specifically at Aksigorta, in which areas partners with whom we grow together and who enhance the cus-
would you say this year most strengthened the company’s tomer experience. On the bancassurance side, we develop integrated
strategic capabilities? solutions that make insurance a natural part of the banking journey,
while in the corporate segment we prioritize long-term, trust-based
relationships.
The year 2025 was a significant period of transformation for the
Banking and Financial Services Group companies of Sabancı Group. In summary, our new roadmap for Aksigorta is not about producing
In order to establish a more integrated, efficient, and strategic struc- more, but about implementing a customer-centric, disciplined, ra-
ture in financial services, the Banking and Financial Services Group tional, and sustainable growth model. This approach represents not
Presidency was established within Sabancı Holding. At the center of only achieving numerical targets, but also a lasting transformation
this restructuring was Sabancı Group’s 2029 vision, and in line with that defines what kind of insurance company Aksigorta will become
this vision, we implemented our new strategy. Our growth strategy, in the future.
which we prepared with the goal of positioning Aksigorta among
the top three non-life insurance players in Türkiye, presents a com-
prehensive roadmap with clear, measurable, and ambitious targets. We believe that sustainable growth is
Within this framework, our objective is strong premium production, only possible through a structure that
sustainable profitability, and an increase in capital adequacy.
accurately understands customer needs
2025 was a year in which we made solid progress toward these and engages customers at the right time
goals. We transformed our multi-channel growth model—covering
agency, bancassurance, and corporate segments—into a value-driv- with the right experience.
en structure. In the agency channel, we strengthened long-term
partnerships through relationship management, field capabilities,
and performance-oriented acquisition models. In the corporate seg- A significant transformation is taking place in distribu-
ment, we prioritized sustainable and trust-based collaborations. On tion channels, particularly in agency and bancassurance
the bancassurance side, we achieved scalable growth momentum channels. What structural steps has Aksigorta taken to
through product diversity, digital infrastructure, and automation; maintain its competitive advantage in these two chan-
the strategic alignment we established with Akbank has significantly nels, and which habits has it left behind?
enhanced the potential of this channel. At the same time, through in-
vestments in digitalization, data analytics, and artificial intelligence, Today, competitive advantage lies not in producing more, but in
we have substantially strengthened our decision-making speed and bringing together the right channel, the right customer, and the
organizational agility. We continue to work on collaborations that right value proposition. For this reason, we have left behind quanti-
will elevate our synergy with Agesa and Medisa, with whom we op- ty-focused habits in our distribution channels and initiated a trans-
erate under the same group umbrella, to the next level. formation centered on value and sustainability.

You position your new strategy as Aksigorta’s growth In the agency channel, our most fundamental structural step has
model. Does this approach aim solely at volumetric been to transform this structure from a traditional sales channel
growth, or does it represent a more fundamental shift in into a true business partnership model. Moving away from a growth
the company’s way of doing business? mindset focused on reach and volume, we have adopted an approach
centered on segmentation, portfolio quality, and profitability. Based
on the fact that each agency has a different potential and portfolio
Our new growth strategy is not merely a framework that defines dynamic, we established a segmentation model grounded in needs
scale targets for Aksigorta; it is a holistic approach that redefines and performance. We designed differentiated support, incentive,
how the company creates value. Today, we operate in a world where and revenue models tailored to the potential of each agency across
customer expectations, technological possibilities, and risk defini- different segments. Through data-driven sales, analytical insights,
tions are being rapidly reshaped. Building on this reality, we are and digital tools, we have enhanced the quality of decision-making
redesigning our way of doing business, our value proposition, and in the field.
all our processes end-to-end in line with the requirements of this
transformation. We have positioned our digital assistant ADA as an intelligent help-
er that simplifies daily workflows—from quotation processes to dis-
At the center of this approach lies the customer. We believe that sus- count and authorization requests, from product information flow to
tainable growth is only possible through a structure that accurately process tracking. In this way, we have reduced operational workload
understands customer needs and engages them at the right time with and increased the time our agents can dedicate to focusing on cus-
the right experience. For this reason, we treat technical excellence tomers.
as a lever that enhances customer value across all areas—from pric-
ing to underwriting, from claims management to operational pro- On the bancassurance side, integration was at the core of the trans-
cesses. We position digitalization not merely as a tool for efficiency, formation. Moving away from the previous structure based on lim-
but as an experience element that delivers speed, transparency, and ited product sets and manual processes, we established a new mod-