Ujaala Borderline General Insurance Company Limited

In the last two years Ujaala Borderline had lost two key accounts and lost in the bidding process for a third large account. Ujaala Borderline's CEO and Executive VP Corporate Sales (Indian and MNC business) had just left a meeting with the firm's largest client - Sweekar Iron and Steel. Sweekar's CEO had informed them that he was taking his firm's business from Ujaala Borderline and going with another provider. The CEO had pointed out several servicing issues that had occurred over the last two years and considered that these issues had been ignored. First, there were errors in policies and several problems with delivery. Second, because of Ujaala Borderline's many organizational changes, managers at Sweekar were required to interact with several Ujaala Borderline staff - this issue was compounded by the claim from each Ujaala Borderline staff member that they owned the Sweekar account. Third, there were several mistakes in quotes. Fourth, Sweekar had three different relationship managers in four years because of the high staff turnover at Ujaala Borderline. Finally, a recent claim had not been settled to Sweekar's satisfaction. As the CEO left the meeting, he wondered what had happened. He had recently been profiled in a national newspaper as the CEO of the leading general insurer in India but now felt that he was embroiled in changes that he knew he had created. As he was thinking about the meeting with Sweekar's CEO and recent events he almost collided with an auto rickshaw. If Dhirender had not shouted a warning there probably would have been a collision. The CEO now realized that Ujaala Borderline had many problems and he knew that he had to act quickly and decisively to turn things around or else his job was at risk.