Gjensidige’s corporate strategy follows from our mission to safeguard lives, health and assets – a mission that is further strengthened by our sustainability ambitions. Our overarching vision is to know the customer best and care the most, which confirms our effort to find relevant solutions for our customers, based on an increasing amount of data and better models for analytical insight.
Gjensidige has defined the Nordic region and the Baltics as its geographical catchment area, and we aim for continued growth in general insurance in this area, in addition to a broad range of services in the financial sector in Norway.
In order to ensure competitiveness, and to succeed with long term value creation, we will have to balance customer orientation with efficient operations. Both must be based on an analytical approach through the entire value chain, and key girders to succeed are a strong brand, technology/ infrastructure that underpins flexibility, and relevant competencies and culture. Sustainable choices and solutions are a fundamental precondition for long term value creation.
Key elements of our strategic platform, that you can read more about in our Annual report:
- Customer orientation
- Efficient operations
- Analytics-driven business processes
- Brand platform
- Technology platform
- Leadership, expertise and culture
- Sustainability/Social Responsibility
Strategy towards 2025
Gjensidige’s strategy is based on our position for further growth and development in the individual markets, while exploiting synergies and best practices across the Group. Gjensidige has a clear ambition to achieve organic, profitable growth in all its markets. At the same time as Gjensidige strengthens its current business model, market position and profitability, we make systematic and targeted efforts to exploit new pockets of growth and explore new, innovative products and services of greater relevance to customers’ lives.
We develop strategic flexibility and the required financial room for manoeuvre through continuous improvement and more efficient operations. During the period, we will increasingly position ourselves through new customer concepts that help to prevent damage and solve customer problems. We will do this alone, together with partners or by participating in relevant ecosystems. This will ensure greater relevance in relation to our customers and make us more attractive to potential alliance partners.
We create loyality by solving relevant problems for our customers as they arise,
often by helping them to avoid damage or to create incentives for sustainable choices.
We build customer satisfaction through reliable, differentiating customer
service and advice, and competitive, correctly priced products.
We meet customer expectations and eliminate frustration.
Read more about goals and strategy in our annual report 2021