Aflac 2011 Annual Report Download - page 17

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Aflac Blue Duck
To promote DAYS, the new base cancer policy, in 2011 Aflac Japan
created Blue Duck, an Aflac Duck character that plays off the
bluebird. This new character is intended to help instill peace and
happiness—feelings that are fleeting when someone is fighting cancer.
The commercials for DAYS convey that once you’ve purchased this policy, you may not
think about it unless you become a claimant, at which time the benefits it provides are
very valuable. We have implemented a campaign that features two of our popular Aflac
characters: the Maneki Neko Duck, which promotes EVER, and Blue Duck. Together, they
convey the idea that EVER and DAYS products provide the greatest benefits to con-
sumers when they are purchased together. By finding innovative ways to con-
nect the Aflac Duck to Aflac products and the Japanese culture, Aflac Japan has
captured the attention of Japanese citizens. In doing so, we have successfully
strengthened our brand, achieving brand awareness around 97%.
ADMINISTRATIVE EFFICIENCY
Technology has long been the essence
of what is perhaps Aflac Japan’s most
significant competitive strength—
administrative eciency. At Aflac Japan,
the number of policies in force per
administrative employee is much larger
than that of every other life insurance
company operating in Japan. This
eciency allows us to give consumers
quality products at aordable prices
while compensating our sales force with
competitive commissions.
LOOKING TO THE FUTURE
As Japan continues to deal with a strained financial system, rising
medical expenses, an aging population and a declining birthrate, it is
likely that the already-stressed national health care system will come
under more financial pressure in the future. This is only exacerbated by
the fact that additional funds are needed to rebuild following the natural
disaster Japan faced. We believe Japanese citizens, whose medical costs
have already increased, will continue to look for solutions to protect
their physical and financial well-being. As we design our product and
distribution initiatives for the future, we believe the competitive strengths
that have driven Aflac Japan’s success in 2011 will continue to benefit us
in the future.
AFLAC INCORPORATED 2011 YEAR IN REVIEW 15
  TotalNumber
TotalPolicies Annualized New Total ofBanks
andRiders Premiums Annualized Number Representing
inForce* inForce** Premiums** ofAgencies*** Aac****
2011 32,749 ¥1,343,663 ¥161,033 20,146 370
2010 31,665 1,255,600 135,813 19,982 364
2009 29,934 1,200,437 122,345 19,635 353
2008 29,020 1,161,662 114,692 18,882 329
2007 28,443 1,125,561 114,636 18,461 261
2006 27,334 1,083,127 117,455 18,432 242
2005 26,014 1,027,762 128,784 17,960 231
2004 24,477 961,895 122,525 16,410 229
2003 23,097 900,251 121,170 14,643 233
2002 21,867 834,424 108,320 12,056 237
* In thousands
** In millions
*** Includes 370 banks
**** Limited bank deregulation occurred in October 2002, and full bank
deregulation occurred in December 2007
AFLAC JAPAN – KEY OPERATIONAL METRICS