Predict the unpredictable is never been easy rather it’s almost impossible. We visualize our company to be the one and only to achieve this via meticulous calculated risks and insurance management.
"The challenges of today’s digital technology created potentials to boost up the business with limitless borders": Chief Executive Officer
The possibility of exposure to loss or injury might be undertaken after its advantages and disadvantages had being carefully weighted and considered. Many business operators require to take a calculated risk in order to expand their business activities into a new competitive arena. A chance that is taken after a careful estimation of the possible outcomes. People use this expression when the possible gain is worth more than what will be lost if the action fails.
Entrepreneurship and risk go hand in hand. Whether you’re launching your start-up or expanding your service offerings, every venture brings the risk of failure. Yet only 17% executives surveyed said their risk-evaluation procedures were working, and a staggering 70 percent said their companies had no such procedures in place. Instead of taking each decision as it comes, formulate a deliberate risk-evaluation process from the get-go. Every opportunity should drive forward your company’s long-term vision, but there are a few principles that ensure you’re making smart moves when it comes to risk -- not blind leaps of faith.
As a leader, you don’t want to stick to the status quo, but you can’t completely abandon business as usual. This means balancing two competing priorities: maintaining your revenue model and driving innovation. The moment you stop looking for new opportunities, your business risks becoming obsolete.
To identify the best opportunities, you have to understand how your market is evolving. Otherwise, industry changes and profitable opportunities will fly past you, giving your competitors an advantage. Stay on top of change by constantly monitoring your environment, examining other industries’ best practices, staying current on market trends and continually improving yourself. Look for emerging patterns and draw actionable insights from them so you can make informed decisions about where to invest.
Don’t charge into every opportunity that presents itself. Take a step back to examine the risks involved. Start by gathering as much valuable information as possible. Identify courses of action, and list possible outcomes to weigh your options. This approach will ensure you’re not driven by emotion or held back by fear. Next, return to your company’s unique value proposition. Does this new product, service or market complement your core competencies? Are you seen as credible in that space? If an extension strays too far from your current offerings, customers may not be willing to buy it from you. You need to set a reasonable return-on-investment level -- not just regarding financial gains, but also in establishing marketplace position. How could this lead to new customers or diversify existing revenue streams, and what timeline is reasonable to realize those returns? Finally, get feedback from trusted advisers. Walk them through your thought process, asking for help identifying risks you may have overlooked. Gathering feedback from a variety of sources customers, employees, third-party analysts and even competitors will allow you to more accurately gauge risk.
As you calculate risks, be prepared to turn down some really good opportunities. If you’re an idea person, saying no can be hard. A trusted consultant told me, “You have so many ideas, but you can’t realistically pursue them all. You have to learn to say no to most of them so you can say yes to the very best.”
Over time, I’ve seen that saying yes to everything would mean going wide but not deep. It’s better (and more profitable) to be an expert in a few areas than to offer shallow knowledge in everything.
Once you’ve walked through this process, keep your forward-focused mind set. As you start implementing new ideas, you may need to change course. A few years ago, my firm took a risk by launching a research group. After going to market, we realized our clients’ budgets were shrinking in this area. We went back to the drawing board, creating a new approach focused on leveraging consumer insights and data to drive the creative process. Our new approach is gaining traction, and we’ve expanded our capabilities in this area to keep up with the demand. Developing a new product is risky -- you’re wagering time, money and talent. As any entrepreneur will tell you, the risks don’t disappear after your start-up gets off the ground. To grow, you have to explore new products, offer new services and experiment with new markets. By developing and implementing a risk-evaluation procedure that works for your business, you can plan your next move with your eyes wide open.
Insurance is a means of protection from financial loss. It is a form of risk management, primarily used to hedge against the risk of a contingent or uncertain loss.
An entity which provides insurance is known as an insurer, insurance company, insurance carrier or underwriter. A person or entity who buys insurance is known as an insured or as a policyholder. The insurance transaction involves the insured assuming a guaranteed and known relatively small loss in the form of payment to the insurer in exchange for the insurer's promise to compensate the insured in the event of a covered loss. The loss may or may not be financial, but it must be reducible to financial terms, and usually involves something in which the insured has an insurable interest established by ownership, possession, or pre-existing relationship.
The insured receives a contract, called the insurance policy, which details the conditions and circumstances under which the insurer will compensate the insured. The amount of money charged by the insurer to the policyholder for the coverage set forth in the insurance policy is called the premium. If the insured experiences a loss which is potentially covered by the insurance policy, the insured submits a claim to the insurer for processing by a claims adjuster. The insurer may hedge its own risk by taking out reinsurance, whereby another insurance company agrees to carry some of the risks, especially if the primary insurer deems the risk too large for it to carry.
Logistics is generally the detailed organization and implementation of a complex operation. In a general business sense, logistics is the management of the flow of things between the point of origin and the point of consumption to meet the requirements of customers or corporations. The resources managed in logistics may include tangible goods such as materials, equipment, and supplies, as well as food and other consumable items.
In military science, logistics is concerned with maintaining army supply lines while disrupting those of the enemy, since an armed force without resources and transportation is defenseless. Military logistics was already practiced in the ancient world and as the modern military has a significant need for logistics solutions, advanced implementations have been developed. In military logistics, logistics officers manage how and when to move resources to the places they are needed.
Logistics management is the part of supply chain management and supply chain engineering that plans, implements, and controls the efficient, effective forward, and reverse flow and storage of goods, services, and related information between the point of origin and point of consumption to meet customer's requirements. The complexity of logistics can be modeled, analyzed, visualized, and optimized by dedicated simulation software. The minimization of the use of resources is a common motivation in all logistics fields. A professional working in the field of logistics management is called a logistician.