WORKING TOGETHER: the Crawford Difference 2009 Strategic Plan Presented by Jeffrey T. Bowman, President & CEO April, 2009 Exhibit 99.1 |
2 WORKING TOGETHER: the Crawford Difference Confidentiality Agreement Forward Looking Statements: This presentation contains forward-looking statements, including statements about the future financial condition, results of operations and earnings outlook of Crawford & Company. Statements, both qualitative and quantitative, that are not historical facts may be “forward-looking” statements as defined in the Private Securities Litigation Reform Act of 1995. Forward-looking statements involve a number of risks and uncertainties that could cause actual results to differ materially from historical experience or Crawford & Company’s present expectations. Accordingly, no one should place undue reliance on forward-looking statements, which speak only as of the date on which they are made. Crawford & Company does not undertake to update forward-looking statements to reflect the impact of circumstances or events that may arise or not arise after the date the forward-looking statements are made. For further information regarding Crawford & Company, and the risks and uncertainties involved in forward-looking statements, please read Crawford & Company reports filed with the United States Securities and Exchange Commission and available at www.sec.gov or in the Investor Relations section of Crawford & Company’s website at www.crawfordandcompany.com. |
3 WORKING TOGETHER: the Crawford Difference Overview • WORKING TOGETHER: the Crawford Difference • 2009 Financial Objectives • Group Strategies for Achieving 2009 Objectives • Business Unit Strategies for Achieving 2009 Objectives • Summary - Jeffrey T. Bowman, President & CEO “ We intend to continue to build upon our operational improvements as we move through 2009.” |
4 WORKING TOGETHER: the Crawford Difference Strategic Goals: 2009 - 2011 • Leverage and grow Crawford & Company’s position as the world’s largest independent provider of claims solutions. • Improve working capital management. • Implement innovative, value-added solutions that drive quality and results. • Become a premier employer. |
5 WORKING TOGETHER: the Crawford Difference WORKING TOGETHER: the Crawford Difference The Crawford Difference lives in our: • Expansive global footprint • Innovative technological solutions • Fresh approach to our service delivery model • Expertise of our employees; and • Razor-sharp focus on consistently delivering industry-leading results to our clients. It is the result of more than 9,000 employees working together everyday and in every way to build, the Crawford Difference |
6 WORKING TOGETHER: the Crawford Difference 2009 Financial Objectives We remain globally focused on the four major financial objectives: • Revenue • Operating Earnings • Earnings per Share • Days Sales Outstanding (DSO) |
7 WORKING TOGETHER: the Crawford Difference Group Strategic Objectives • Execute global launch of The Crawford System of Claims Solutions to dramatize our competitive advantage, reinforce our industry leadership, and clarify our portfolio of businesses. • Expand Key Account Management to improve sales and marketing initiatives to win more business. • Continue focus on employee training and development. • Ensure the pay for performance culture builds a results oriented business. • Implement the global Intranet strategy to improve internal communications. SM |
8 WORKING TOGETHER: the Crawford Difference Group Strategic Objectives, cont’d • Implement Information and Communications Technology strategies to leverage technology gains to maximize operating efficiencies and improve data management. • Continue successful rollout of RiskTech within Broadspire • Remain a target-driven organization that meets it promises to clients, employees and shareholders. |
9 The Crawford System of Claims Solutions The System is the most comprehensive global, integrated solution for all corporate, insurer, and re-insurer claims administration. SM WORKING TOGETHER: the Crawford Difference |
10 WORKING TOGETHER: the Crawford Difference 2009 Business Unit Objectives U.S. Property & Casualty • Execute revised business model for U.S. Property & Casualty division, to include: – Introduce Crawford Command Center with performance dashboard technology that will drive central oversight of claims. – Implement client claims hubs to effectively manage key clients’ claims. – Centralize Vehicle Services with a single point of contact for claims intake and assignment, an enhanced operating system, and more efficient, centralized claims management. • Enhance CMS2 operating system to improve claims processing efficiencies. • Implement pay for performance program to align with corporate objectives and business segments’ financial targets. |
11 WORKING TOGETHER: the Crawford Difference 2009 Business Unit Objectives International Operations • Implement service delivery to include technology integration and hub approach • Establish a performance management process to enhance and align corporate objectives and employee objectives • Expand our footprint in Continental Europe, Middle East and Africa • Further develop technology solutions to gain efficiencies • Continue increased product and market share • Leverage new business wins to improve operating margin through process efficiencies • Capitalize on our large loss claims industry reputation to increase market visibility • Focus on continuous improvement of customer experience |
12 WORKING TOGETHER: the Crawford Difference 2009 Business Unit Objectives Broadspire • Develop new business with focus on TPA and stand-alone business • Develop and implement systems to improve efficiencies and operating margin • Improve claim resolution strategies and duration • Deliver innovative solutions and results to achieve stronger, consistent quality and improved customer outcomes • Remain focused on staff development and engagement |
13 WORKING TOGETHER: the Crawford Difference 2009 Business Unit Objectives Legal Settlement Administration • Increase new client revenue and existing client penetration through expanded office network and sales force • Leverage bankruptcy expertise to capitalize on anticipated increase in bankruptcy filings • More efficient, cost-effective service delivery by building on process improvements and enabling technologies • Being well positioned to benefit from an expected increase in class action suits |
14 WORKING TOGETHER: the Crawford Difference Execution Strategy • A relentless dedication to outstanding execution • Each strategic action and intention translated into monthly, measurable, objectives and outcomes • Systematic tracking of interim milestones better enables leadership control and proactive decision making • Reinforce accountability, results orientation and strategic success throughout the year • Provide an effective and more detailed map for the enterprise and each business unit in achieving 2009 objectives |
15 WORKING TOGETHER: the Crawford Difference Summary of 2009 Objectives In 2009, we will passionately execute and monitor each of our strategic objectives. – We will continue to be a target driven organization with a strong focus on meeting the financial goals we have set for ourselves. – We will ensure our plans are aligned with our customers’ requirements. – Through innovation and process improvements we will continue to improve the quality of our service and products. – We will continue to strive to be an organization of choice to work for, do business with and invest in. – We will adapt quickly to the rapidly changing financial and industry conditions both locally and globally – We will identify, communicate and control the existing and emerging risks that face the Company. – We will adhere to our Code of Conduct and give back to our communities where we live and work. – We will implement a strong action plan to ensure we execute upon our strategic plan. |
16 WORKING TOGETHER: the Crawford Difference Questions? Send to info@us.crawco.com |