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Nationwide Insurance Buisness Analysis

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Nationwide Insurance Buisness Analysis
Nationwide Insurance Company

By

Management Analysis Report

Principles of Management, MGMT

4/17/08

Executive Summary

Nationwide Mutual Insurance Company has demonstrated over the years for strong leadership in the Insurance market. They tend to be a leader more than a follower in their business decisions. Nationwide deals through human resources that have appoint more that 36,000 employees. Nationwide Mutual Insurance Company has offices throughout the US. The company is a leading US property/casualty insurer. In addition to personal and commercial property/casualty coverage, life insurance, and financial services, Nationwide also offers such specialty lines as professional liability, workers' compensation, agricultural insurance and loss-control, pet insurance, and other coverage. The company sells its products through such subsidiaries as ALLIED Group, Nationwide Agribusiness Insurance, Gates McDonald, and Scottsdale Insurance. Nationwide Financial returned more than $650 million to shareholders through dividends and share repurchases.
The last 80 years Nationwide Mutual Insurance Company has gone from a small auto insurer for Ohio farmers, to one of the largest insurance and financial services companies in the world with more than $157 billion in statutory assets. Nationwide also has sponsored or has been known as the city of Columbus, Ohio.
Nationwide Mutual Insurance Company is a diversified company which always helps out the community. They sponsor a disaster relief fund that associates, agents and retires have generated millions of dollars to support unexpected disasters. Overall, it is proven that Nationwide Mutual Insurance Company is very focused on running a successful business.
Table of Contents

1. Mission Statement…………………………………………………4

2. Major Goals………………………………………………………..4
3. Organizational Structure………………………………………….5
4. SWOT Analysis………………………………………………….....5
5. One Major Opportunity and One Major Threat………………...6
6.

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