HOW TO CHOOSE THE UNITED REINSURANCE COMPANY INSURANCE?

What factors affecting insurance companies in the United States in choosing a reinsurance company? The values whatever they use as guides? How does the role of broker?

It turned out that the factors most dominant were:

1. The company is financially secure RE
2. Easy to work with
3. Competitive Prices
4. A good ranking by Rating Agencies
5. Credible underwriter
6. Underwriter Authority
7. The consistency of underwriting decisions
8 Open to negotiation
9. Always provide choices
10. Provide genuine concern
11. There is a completion guarantee claims
12. Consistency price
13. Underwriter easily contacted
14. The speed in the handling of documents
15. Low-cost interaction
16. Superior in Casualty business
17. Having creative programs and innovative
18. It has a great capacity for business Casualty
19. Respected by brokers
20. Having a good quality claim settlement
21. Having a skilled and flexible staff
22. Having a high ability facultative
23. Having the ability to do all the programs
24. Providing solutions that are not common
25. Having a multi-line capacity
26. Can provide turn-key products
27. Have the capacity to provide Integrated Products
28. It has a high capability for business property
29. Having qualified actuary
30. Having data of good actuarial
31. Having a large capacity for Property catastrophe
32. It has a great capacity for business property
33. Having the ability modeling
34. Having the ability of dynamic financial analysis

What is interesting is that six of the top fifteen factors associated with inter-personal relationships, proving that for the market is already very complex even inter-personal relationships remain an important factor.

Ranking is very important in America because it will affect the position of the company concerned in the capital market which will culminate in financial performance.

The sixth factor relates to whether an underwriter Re has sufficient authority or she is still too often ask for her supervisor approval.

The order of the sixteen to thirty are factors about the ability of RE to produce products that may be required by insurance companies. These include innovative new programs (17) and provide solutions that are not common (24).

About the role of reinsurance brokers, in fact only 19% of insurance companies will always use a broker in the placement of reinsurance, 25% would rather do it myself and it was nearly 30% of insurance companies in America have no preference whether to always use a broker or not the placement of reinsurance business.

Amid the conditions in which the broker, reinsurance broker merger and consolidation, they showed increased role in the American market. But an increasing number of reinsurance premiums are not channeled through the broker lacks the increasing role of brokers as a giver of advice to

insurance company. More insurance companies need a broker because they know well the reinsurance market, not because of their ability to give advice on how to run an insurance company (one of the functions that are so trend brokers in the USA).

One of the most desirable condition by insurance companies in America is a condition in which the reinsurance companies are willing and able to understand the philosophy of underwriting, claims and their corporate objectives. And this may be obtained if the approach taken by the reinsurance companies conducted in an atmosphere of the approach as a valuable partner rather than as a seller and buyer

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4 Capital become Entrepreneur (Apparently Not Money)

Inspiration from Entrepreneur

The report by Mansour Hayat

Although many cases of corruption and other problems, our country's economy can keep it running. This of course there thanks to the driving-force in society that do not depend on the regulations and the government. They are rarely known this person is called an entrepreneur. Here are a few of them and efforts to become an inspiration and motivation for us.

Wimar's World on Wednesday night (28 / 3) presenting three of Bob Sadino entrepreneur (owner of the supermarket Kem Chicks), Hadrijanto Satyanegara (PR Manager Patrakom), and Fred Hehuwat (one of the founders of the Foundation ASHOKA Indonesia). They are the ones who did not despair even excited and give an example to us. The following snippet of their conversation with Wimar Witoelar.

Four Capital Entrepreneur

Wimar: He said, you first sailor, then how do you get to become an entrepreneur by opening a supermarket?

Bob: It's simple. I used to work in Holland and around Europe. When he returned to Indonesia, I see here is different egg egg that I saw in Europe.

Wimar: What's the difference?

Bob: Different shape. So, I ask people to find chickens that could bertelor.

Wimar: Were you already an expert chicken or the egg?

Bob: One of the factors to be like me today because I was lucky not to know anything.

Wimar: Do you have many friends in the bank that could provide the capital?

Bob: Bank just to save it

Wimar: So people do not really need capital to build new business.

Bob: What's the sense that capital? Many people just translate it only capital items that can be seen and counted it, just money. Actually there is capital that can not be seen. This capital of the handle for a person to become an entrepreneur is,

1. Must have a willingness
2. Determined to
3. The courage to take chances. There are a million opportunities out there, including in our own bodies

Wimar: Bob, I met many people who want to become enterpreuner. He said it was hard because the climate is not conducive, not rule in favor of employers. How is Bob?

Bob: The three factors did not make a person to enter into enterpreuner. The fourth factor is that you do not be whiny and resilient.

Take advantage of technology

Wimar: We switched to Hadrijanto. Your company provides telecommunications facilities in remote company. How your company can do business in remote areas?

Hadrijanto: We see no suggestion of business opportunities and limitations of telecommunications, especially outside Java. They have needs and sometimes they have the money. Telecommunications is no longer a requirement but is primary secondary. Therefore, we seek to help provide telecommunication facilities in remote areas.

Wimar: How much and where for example?

Hadrijanto: In East Kalimantan, such as in rural areas Samarinda, Tabang. If now number around 150 units

Wimar: So because of the remote areas then they should be wireless. So the use of satellites.

Hadrijanto: Yeah, we held a stall telecommunications satellite (Wartelsat).

Wimar: The key here expensive but what I can do and people do not pay a premium. So, who provide support so that it is available?

Hadrijanto: Actually that supports the technology. We utilize existing technologies. We do engineering technology in it so that we can. In quality it can not reach, such as cyber or subscription, but for remote areas there is quite sufficient for telecommunications facilities.

Wimar: Is the investment would return from the money?

Hadrijanto: It may not come back but we are trying to reach the break event point only. That was nice.

Wimar: That may be the difference between the company you work with Bob Sadino. If Bob, that is pure entrepreneur and investment money back. While you, there is an investment and return in the form of pleasant society.

Social Entrepreneur ASHOKA

Wimar: This is the third Fred Hehuwat. He established the Foundation in 1983 ASHOKA Indonesia. I know because it helped build it, but I do not know the rest. ASHOKA used the concept of social entrepreneur. What that concept and what is done Ashoka at the moment?

Fred: When we normally associate with economic activity. Indeed the birth of the term social entrepreneur from Ashoka. If we compare the economic sector and industry development is very advanced the social sector like education and health behind. If we look at the conditions in Indonesia, social conditions are very severe. Who would handle this? Usually we rely on the government's expectations. We all know the government a lot of limitations. If this is not no shortcuts are created then the situation is getting more and more behind.

Wimar: What people are nurtured ASHOKA?

Fred: We build people who have entrepreneurial programs. Initially, one sees the situation, knowing the field, has a bright idea, has the ability to solve problems, not depending on the facility, and so on, then a brilliant idea that would help us. We are looking for people like that.

Wimar: How many people who have nurtured since 1989?

Fred: There are now about 140 people in Indonesia.

Wimar: This international concept. If the international concept example, we may better understand the social entrepreneurs?

Fred: If we look at the top social entrepreneur is Muhammad Yunus of Bangladesh by the Grameen bank program that won a Nobel prize. The idea that the most unique and nice.

Wimar: If I read in your brochure, ASHOKA many are also moving in these areas. How do I overcome the obstacles that occur there?

Fred: I think they will not be waiting for something but looking at the situation. Different possibilities. Barriers are also different. So they did not wait for something from the outside. From growing their own ideas, "Oh, things like this. This is what I can do."

Wimar: How do you choose who would it be fostered?

Fred: I think we really sort out those primarily based on valuation,

1. Is it a new idea?
2. Are people who do that, according to our assessment, have the ability?
3. How is the impact these ideas? If a small impact so we are not interested.

Wimar: If Bob Sadino 50 years ago that as a teenager, what could be an option ASHOKA? Are the conditions present in it are looking ASHOKA Bob?

Fred: Maybe yes, their properties, but the field may not. Bob certainly want to succeed commercially, while we value is how its impact on social life.

Alfie (caller from Bekasi): I am very interested ASHOKA Foundation Indonesia. How is the control mechanism against those who supported as an entrepreneur in ASHOKA?

Wimar: So the question is how good will these people be controlled?

Fred: First, we have a rather large network that can provide information to us. Second, we must monitor how the further development of those who supported. Indeed ASHOKA themselves do not want a lot of control. If entrepreneurs want to grow do not get too much control, so we'll just monitor it.

Impact of Changes in Government

Wimar: We have experienced a drastic change of government since 1998 until now. When compared with the previous situation, whether there are differences in the changes for each field of entrepreneurship?

Fred: Very different. First we need to establish ASHOKA mengumpet-and-seek. Now very freely

Bob: Yes there are differences. But I'm from the government was not interested. I just wish we were not too many set-set because one knows about me is my business.

Hadrijanto: If we look better now because its supporting regulations is much better and the attitude of my friends also have more open area.

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Management style a la Starbucks

You all must have been stopped by the Starbucks store or tasting bread shredded Breadtalk not it? Starbucks, donuts J. Co., Breadtalk and perhaps a row of other similar products is indeed a symbol of cutting-edge tradition metropolitan community.

A cup of Frappuccino caramel, bread, shredded a la flosh, and two slices of lemon flavored donuts in the end it is not just food and beverage products. They are a kind of cultural product, with which the metropolitan community to vent his desire to melakoni contemporary lifestyle.

Yet behind the fanfare that the latest lifestyle, tucked one important lesson: that symbolic products were also a result of a "managerial genius." Starbucks is probably worth mentioning as an example of the most phenomenal. Supported by a topnotch management strategy, Starbucks suddenly spread like a virus and outlets to meet every corner under heaven: from the crowd in the city of Chicago to the edge of Cikampek toll road, starting from Plaza Senayan to the Plaza Del Toro in Barcelona, starting from the corner of the city in Tibet up in front of city streets crowded Tebet area Jewel.

The story's genius Starbukcs by Joseph Michelli is bundled in a book titled The Starbucks Experience: 5 Principles for Turning Ordinary Into Extraordinary. Through this book, Michelli speak with a very alluring about how the coffee shop was built and developed into one of the best brands in the world. Vision and philosophy Starbucks basically predicated on one simple concept: how to build a quality coffee shop with a dish number one, accompanied with a warm atmosphere nan friendly cafe, then served with a pleasant service. And exactly that's where the real Starbuck discover its meaning: he was present as a place where the best coffee blends warmth fused with a business meeting / social.

The book is then also talked about the five pillars with which Starbucks was built and raised. The first pillar is to foster a strong sense of ownership in all ranks of employees, from top level to the lowest level. This spirit and encourage every employee has the dedication and responsibility to split the company's success. In this context, Starbucks also has a principle that must be met by each employee. The principle is titled "Five Ways of Being" or: be welcoming, be genuine, be considerate, be knowledgeable, and be involved.

The second pillar is the belief that in the retail business like coffee shops, everything matters. All details must be observed and maintained to produce a perfect process. All the ornaments on the cleanliness of the outlet, seat design, product diversity, and customer service must be executed properly to achieve business process excellence.

The third pillar is to surprise and delight. Every employee Starbuck, particularly along the frontline encouraged to create a series of actions that can make customers to be impressed (surprise and delight). For example, if there are customers who had queued in front of the shop at 6:30, then the coffee shop can be opened directly, even though the new rules should open at 7 (dus, customers should not be left waiting for about 30 minutes to wait just to meet the opening of the store procedure) .

The fourth pillar is open and listening to heartfelt criticism and input from our customers. Starbucks is always trying to build a constructive dialogue to get feedback from its customers. And from here, they then treat the input as an essential element to improve the performance of his ministry.

And the last pillar made by Starbukcs to build greatness is to treat their employees like kings. Because they believe, employee satisfaction actually is the key to customer satisfaction. Without happy employees, you definitely will not be able to create happy customers. With this principle, Starbucks and then create a series of policies that can make their employees happy to work in it - ranging from an attractive remuneration policy, a friendly work environment, to flexible working hours.

This book is no doubt offer a series of learning points are very interesting. And probably will be more interesting if we read it in one corner while accompanied by a cup of Starbucks Frappuccino caramel ... .... Hmmm tasty.

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You Want to Become a More Successful someone? Read This Story.

Do you want to make the process of change towards a better life? Doing the change of behavior (behavior change) that you grow into a successful private nan prosperous? Or maybe you wanted to make the process of change for the company's performance and your organization become more sleek. Conducting the process of "organizational change" that worked?

The theme of change - both in the realm of personal or organizational - has long been a hot topic in management circles. Just unfortunately, many initiatives of change (change management) that failed and nyungsep in the middle of the road, and then foundered. Why be like this?

And what should be cuddled closely whenever we want to make a successful change process - both on a personal level or organizational?

A number of expert behavior (behavioral expert) called the process of change often become ineffective due to begin with weakness-based approach to orientation. Often also referred to as problem-based orientation. The point is this: change initiative begins with the premise that there is something "wrong" in us or our organization. That we or our organization has many deficiencies (weakness), and problems.

For that and then we conducted a series of actions to "cure" the weakness, or also to treat so many problems that arise in the organization / company.

Problem-based approach-based or weakness is so pervasive in the discourse of management for this. So we then about science problem solving skills, or competency gap analysis, or also a variety of methods to analyze the root cause (root cause problem analysis). All these methods depart from the premise that earlier: that there are "shortcomings", "disease" or "problem" in us or our organization, and we have to treat it.

And aha, a number of studies show that such an approach is often ineffective in bringing superior performance. The reason is simple: an approach by easily pushing us to get stuck in a negative mindset and culture. We spend so much energy and tiresome to dwell only on the shortcomings, the weakness, the problem (problem) that seems never ending.

Problem-oriented approach and weakness-based it easily will also bring the culture of pessimism and to discourage our spirit or team members. We or pessimistic because the team members as though we have so many weaknesses, and our organization is full of problems / issues. In this situation, we easily lose inspiration and motivation.

That is why now appears that the approach is radically different from the approach above. The new approach is often referred to as a strenghts-based orientation. The basic principle of this approach is: we will work toward a better, if the change initiative that relies on the strength we already have today. The key is this: focus on your positive strenghts.

So rather than spend the energy to focus on the shortcomings (remember: competency gap analysis) or on the problems of organization, we just have to look for elements that already exist on the strength of ourselves, or the positive elements already present inside our organization. Instead of using the language of "root causes of problems", we must use the phrase "root causes of success" to track the success story that would have been there in our organization.

Concretely: instead of lamenting the continuing weakness of yourself, why not remember anything about the strength (strenghts) that is inside of you, or positive experiences you will ever have (surely you've got excess dong or positive experience). Well, studies show that individual performance would be much shot if then "positive points" that already exist that continue to be accumulated, duplicated and kept separated toward the optimal point.

In the context of the organization, it is also true. Instead of busy diagnosing problems that exist in organissasi / company, and then tired to treat it, then it should be directed our energy to explore "positive moments" or "power features" that already exist within the organization. Then create a series of actions to duplicate a "positive moment" was, and continues to grow existing power features leading to the maximum level.

In the extreme this approach would say something like this: forget your weakness / problems, and just focus on your strenghts / positive expectations. Find your positive areas and discover your bright spots. And miraculously, various studies show similar premise had already succeeded in converting many individuals and organizations become more successful shot.

So starting today, if you want to become a more successful person, always remember this sentence: always, and always focus on your bright spots.

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