{"id":4089,"date":"2013-09-03T15:16:19","date_gmt":"2013-09-03T14:16:19","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=4089"},"modified":"2014-11-26T09:48:05","modified_gmt":"2014-11-26T08:48:05","slug":"vos-choix-de-delegation-de-gestion-sont-ils-conformes-a-votre-strategie-partenariale","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2013\/09\/vos-choix-de-delegation-de-gestion-sont-ils-conformes-a-votre-strategie-partenariale\/","title":{"rendered":"Vos choix de d\u00e9l\u00e9gation de gestion sont-ils conformes \u00e0 votre strat\u00e9gie partenariale ?"},"content":{"rendered":"

Au fil des r\u00e9organisations successives, les soci\u00e9t\u00e9s d\u2019assurance sont amen\u00e9es \u00e0 r\u00e9\u00e9valuer r\u00e9guli\u00e8rement leurs capacit\u00e9s de gestion\u00a0: variations de portefeuilles de contrats, \u00e9volutions technologiques, nouveaux services \u00e0 offrir au meilleur co\u00fbt sont autant de challenges \u00e0 r\u00e9ussir. Pour mieux s\u2019adapter, le recours \u00e0 un partenariat peut s\u2019av\u00e9rer n\u00e9cessaire.<\/p>\n

C\u2019est ainsi que des assureurs ont r\u00e9uni leurs forces pour constituer des centres de gestion partag\u00e9s. \u00a0\u00a0GIE, \u00a0filiale commune, ou pour la mutualit\u00e9, union de mutuelles, UGM<\/a>, UMG, <\/a>ou\u00a0SGAM<\/a>, <\/span>diverses\u00a0 formes juridiques \u00a0existent \u00a0pour mat\u00e9rialiser ces unions, avec des graduations dans l\u2019emprise sur la gouvernance des activit\u00e9s du centre, et la solidarit\u00e9 financi\u00e8re souhait\u00e9es.<\/p>\n

Cependant, le choix de partenariat s\u2019oriente fr\u00e9quemment vers un dispositif qui semble engager moins l\u2019entreprise\u00a0: l\u2019appel \u00e0 un d\u00e9l\u00e9gataire de gestion.<\/p>\n

Le d\u00e9l\u00e9gataire de gestion\u00a0: un partenaire offrant de la souplesse<\/h2>\n

Le d\u00e9l\u00e9gataire est connu pour son agilit\u00e9\u00a0: il prend en charge des portefeuilles particuliers qui n\u2019entrent pas dans le cadre fix\u00e9 par l\u2019industrialisation des produits de l\u2019assureur. Il g\u00e8re fr\u00e9quemment des run-off<\/a>, des contrats non strat\u00e9giques, ou des produits exp\u00e9rimentaux, en adaptant son syst\u00e8me d\u2019information.<\/p>\n

C\u2019est un offreur de services compl\u00e9mentaires\u00a0: plateformes t\u00e9l\u00e9phoniques de d\u00e9bordement, horaires \u00e9largis, services d\u2019analyse de devis dentaires, marque blanche…. Il n\u2019y a nul doute que la d\u00e9l\u00e9gation pr\u00e9sente une souplesse et des avantages qui ont permis l\u2019essor et la constitution d\u2019acteurs sp\u00e9cialis\u00e9s, notamment dans le domaine de la sant\u00e9.<\/a><\/p>\n

Cependant, il ne faut pas oublier la motivation commerciale de ces derniers. Nombre de d\u00e9l\u00e9gations de gestion sont attribu\u00e9es dans le prolongement d\u2019accords n\u00e9goci\u00e9s avec des courtiers, pr\u00eats \u00e0 apporter un portefeuille \u00e0 l\u2019assureur \u00e0 la condition qu\u2019il en soit le gestionnaire.<\/p>\n

Comment ma\u00eetriser l\u2019activit\u00e9 d\u00e9l\u00e9gu\u00e9e\u00a0?<\/h2>\n

\"\"<\/a>Peut-on tout d\u00e9l\u00e9guer\u00a0? Aujourd\u2019hui, les d\u00e9l\u00e9gataires op\u00e8rent amplement dans le domaine de la sant\u00e9\u00a0et pr\u00e9voyance, tandis que l\u2019assurance-vie<\/a> ne r\u00e9ussit pas \u00e0 percer. Le r\u00e9flexe est g\u00e9n\u00e9ralement pour l\u2019assureur de g\u00e9rer en interne l\u2019\u00e9pargne et les garanties \u00e0 capital important, avec le sentiment d\u2019une meilleure ma\u00eetrise des risques financiers ou de la sinistralit\u00e9.<\/p>\n

Face aux institutions de contr\u00f4le et notamment l\u2019ACP<\/a>, c\u2019est le porteur de risque qui est responsable du portefeuille d\u00e9l\u00e9gu\u00e9. Le l\u00e9gislateur, bien conscient de la difficult\u00e9 de rendre compte d\u2019une activit\u00e9 externalis\u00e9e, a \u00e9tendu une part des exigences de contr\u00f4le interne impos\u00e9es aux assureurs \u00e0 leurs gestionnaires externes, qui peuvent aussi \u00eatre audit\u00e9s par l\u2019ACP, et qui se voient eux aussi impliqu\u00e9s dans la directive Solvabilit\u00e9 2.<\/a><\/p>\n

Pour d\u00e9l\u00e9guer davantage, il faudrait renforcer les moyens de contr\u00f4le et de pilotage des activit\u00e9s d\u00e9l\u00e9gu\u00e9es jug\u00e9es sensibles. L\u2019enjeu est de disposer des informations fiables qui permettent de piloter le risque. Les processus de transmission des informations restent encore \u00e0 industrialiser.<\/p>\n

L\u2019une des probl\u00e9matiques est la standardisation de l\u2019information, autant pour le d\u00e9l\u00e9gataire que pour l\u2019assureur, chacun correspondant avec une multitude d\u2019interlocuteurs. En pr\u00e9voyance sant\u00e9 collective, la norme PRDG<\/a> se met progressivement en place, mais n\u2019est pas encore g\u00e9n\u00e9ralis\u00e9e. Par ailleurs, plus l\u2019activit\u00e9 est sensible, plus la fr\u00e9quence de rafraichissement des informations sera souhait\u00e9e \u00e9lev\u00e9e, ainsi que la finesse et la richesse contextuelle de l\u2019information.<\/p>\n

En l\u2019absence de standardisation, multiplier l\u2019appel aux d\u00e9l\u00e9gataires devient un facteur de complexit\u00e9 pour l\u2019entreprise, en termes de pilotage et de SI.<\/p>\n

<\/p>\n

<\/p>\n

Donner de la coh\u00e9rence \u00e0 sa strat\u00e9gie partenariale<\/h2>\n

<\/p>\n

<\/p>\n

\"\"<\/a>Pourtant, au fil des ans, des porteurs de risque se retrouvent, avec l\u2019accumulation des portefeuilles, face \u00e0 une ou plusieurs centaines de d\u00e9l\u00e9gataires. Les protocoles sign\u00e9s et les conditions d\u2019ex\u00e9cution des prestations sont tr\u00e8s h\u00e9t\u00e9rog\u00e8nes, avec une tra\u00e7abilit\u00e9 souvent approximative. Comment v\u00e9rifier dans ces conditions que chaque d\u00e9l\u00e9gataire remplit la mission qui lui est attribu\u00e9e\u00a0?<\/p>\n

Faut-il limiter le nombre de d\u00e9l\u00e9gataires\u00a0? Quels acteurs retenir ? Comment prot\u00e9ger le portefeuille ? Pour s\u2019y retrouver, il faut construire un cadre de r\u00e9f\u00e9rence, partag\u00e9 dans l\u2019entreprise entre la direction g\u00e9n\u00e9rale, les commerciaux et le back-office, et r\u00e9visable p\u00e9riodiquement.<\/p>\n

En d\u00e9finissant les attendus, les conditions d\u2019accueil et de sortie des partenaires, les concessions possibles et les limites fix\u00e9es, ce cadre permet de clarifier la position de l\u2019entreprise par rapport \u00e0 la d\u00e9l\u00e9gation. D\u00e9clin\u00e9 d\u2019une fa\u00e7on op\u00e9rationnelle, il favorise un appel rationnel aux d\u00e9l\u00e9gataires et fournit les lignes directrices du pilotage \u00e0 mettre en \u0153uvre.<\/p>\n

Face \u00e0 ces exigences, les d\u00e9l\u00e9gataires se reconfigurent\u00a0: ils se concentrent ou adoptent des positionnements\u00a0cibl\u00e9s : tel acteur se dote de comp\u00e9tences pointues d\u2019expertise m\u00e9dicale en pr\u00e9voyance, tel autre se sp\u00e9cialise sur un secteur professionnel. Autant de perspectives \u00e0 anticiper dans la construction de ses partenariats\u00a0!<\/p>\n

\u00a0<\/p>\n

Retrouvez tous nos articles sur le secteur de l\u2019assurance sur\u00a0Insurance speaker<\/a>, le blog assurance des consultants Solucom<\/p>\n

<\/p>\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

Au fil des r\u00e9organisations successives, les soci\u00e9t\u00e9s d\u2019assurance sont amen\u00e9es \u00e0 r\u00e9\u00e9valuer r\u00e9guli\u00e8rement leurs capacit\u00e9s de gestion\u00a0: variations de portefeuilles de contrats, \u00e9volutions technologiques, nouveaux services \u00e0 offrir au meilleur co\u00fbt sont autant de challenges \u00e0 r\u00e9ussir. Pour mieux s\u2019adapter,…<\/p>\n","protected":false},"author":192,"featured_media":6238,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[38,34],"tags":[1277,197,756,635,1275,1274,1273,1278,1276,680,647,646],"coauthors":[1279],"class_list":["post-4089","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-assurance","category-strategie-d-entreprise","tag-acp","tag-assurance-2","tag-assurance-sante","tag-assurance-vie","tag-delegataire","tag-delegation-de-gestion","tag-partenariat","tag-prdg","tag-prevoyance","tag-protection-sociale","tag-solvabilite-2","tag-solvency-2"],"acf":[],"yoast_head":"\nVos choix de d\u00e9l\u00e9gation de gestion sont-ils conformes \u00e0 votre strat\u00e9gie partenariale ?<\/title>\n<meta name=\"description\" content=\"Au fil des r\u00e9organisations successives, les soci\u00e9t\u00e9s d\u2019assurance sont amen\u00e9es \u00e0 r\u00e9\u00e9valuer r\u00e9guli\u00e8rement leurs capacit\u00e9s de gestion : variations de portefeuilles de contrats, \u00e9volutions technologiques, nouveaux services \u00e0 offrir au meilleur co\u00fbt sont autant de challenges \u00e0 r\u00e9ussir. 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