The Division of Operational Efficiency

The division of operational efficiency based on a concentration of three assets that are the information, expertise and resources. Only structures to achieve the concentration of these three assets are likely to be centers of operational efficiency in its own right.
Vis-à-vis the information, the division will have a role as manager, owner or clearing house (broker). It therefore has a good command of a large set of information and / or complex, which will provide added value to share with its customers.

Developing the Sources of Operational Efficiency

The establishment of centers of operational efficiency can significantly increase the operational efficiency of the entire Bank and facilitate response to the need for continuous development . However, we must first identify the activities that could constitute sources of operational efficiency. As we mentioned above, will be sought primarily in activities that allow centralization of three assets: information, expertise and resources. Joint ownership of these three assets pave the way for a wider range of services on the perimeter of activity. This offer will consist of both services 'operational' and services for projects.

The problem is then to identify and evaluate the essential features of the future organization activities among distributed so far among multiple services or multiple entities. The search for sources of operational efficiency is generally only addressed through the analysis process. This approach is now well understood by operational staff. It also allows you to link to the Planning of IS which is also based on the description of the process.

This approach processes seek to identify redundancies, gaps, points of blocks. However, the search for sources of operational efficiency should also focus on service delivery to customers, whether operational or project: What are the services provided to date? What are the extensions of the scope that would significantly enhance service delivery and to benefit a greater number of actors?

Objectives Of Operational Efficiency

The division of operational efficiency is also involved in coordinating and facilitating changes in the scope of activity which he is responsible.

* Operational mission: deliver in-house or external service
o Shared: used by all clients (which requires a sufficient level of both standardization and adaptability to customer needs)
o Quality: ensuring a high level of service,
o Integrated: consistent with the possible developments and other services (the same principles or standards, consistency of information ...).
* Strategic Missions: alignment with corporate goals
o In terms of scope of activity: both operational manager of the service and project management strategy on the field, defining the principles and standards of practice and evolution,
o In terms of process, users of these services: the service of development projects for the integration of services,
o Financial issues: cost reduction in service level or above.

The establishment of centers of operational efficiency should facilitate changes by developing the flexibility of the organization. This distinguishes them from the pooling of services that do not necessarily generate earnings in excess of centralization of the means.
In terms of implementation, the creation of a center of operational efficiency is not in the pooling of existing services but rather to develop an internal provider with a service offering clean.
Key features of the poles of operational efficiency

To effectively perform its duties, the division of operational efficiency will:

* Involve activities for which it is actually possible to concentrate three types of assets: the expertise, resources and information,
* Be resolutely turned towards the customers either returning customers or projects of development,
* Be provided with a governance and management processes adapted.

Organizational Challenges

In today's competitive (aggressive competition in the credit rates, price competition in the online banking ...), research to optimize the margin does not tolerate weakness in the quality of service provided to customers and time control of operations with these clients. This requires change in the existing organizations to increase efficiency in resource constants.

At the strategic level, the connections between stakeholders require when they occur to review fully the organization of internal functions become redundant or competing. Moreover, the conduct of political expansion (purchase of subsidiaries abroad, in particular) need to be integrates in various kinds of institutions (specialized activities but varied regional specificities ...) quickly and efficiently. The goal is then to integrate these institutions spun in standardized processes of the Group (in order to master the complexity of management) while making them benefit in return, services and assets that will support their development (discharge of certain activities centralized management, benefit sharing relating to the purchasing capacity of the Group, providing resources such as infrastructure group ... SI).

To meet the regulatory requirements (Basel II, MiFID ...), projects involving many entities set up new processes intended for the management and regulatory bodies.

These developments guided by the strategy or imposed by the regulatory and competitive environment combine to create a situation of permanent change of internal organizations. This is reflected by the increase in the frequency of reorganizations, the constantly changing service delivery entities, changes in scope of responsibility ... information systems must then accompany this change permanent, which generates significant expense. In addition, some priority changes (particularly regulatory) limit the possibilities of devices in parallel developments. Indeed, they are faced with schedules that do not always maintain a path for the information system progressive and consistent.

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Supply Chain Finance Part. IV

The potential improvements in the development of CFS are:

    * Improve the traceability of transactions (orders, invoices, making payments, cash) to the sender as the recipient.
    * Avoid litigation and the costs associated with their management.
    * Generate working capital through better management of financial flows. For this, banks need to adapt their offerings to the new needs expressed by client companies.
    * Benefit from the discount offered by suppliers in case of cash payment, without degrading its financial position since fiscal third rule for the acquiring company (reverse factoring)
    * Retain the most important suppliers
    * Increase the capacity to purchase the acquiring company

The other advantage of the SCF:
Long control of the supply chain was seen as a logistical necessity rather than as a real competitive advantage, however, the globalization of the economy no longer allows this way of thinking because it is cost savings to all levels to be able to offer the best prices. Control of financial flows is now the last piece of the savings. Therefore, enterprise customers are now very interested in the ability of their suppliers or customers to integrate into a process of "modernization" of tools related to accounting and finance offers available from financial institutions. Control its cash flow enables a company to offer customers efficient service and achieve economies together. It seems that the implementation of management solutions for financial information is involved, to some extent to meet the needs of business partners and thus contribute to their loyalty. However, in some areas as high technology, supply chain based on key players, specialized suppliers and rare it is imperative to retain.

The CFS will ensure the smooth flow of information related to financial flows and thus contributes to the flexibility of the entire chain by addressing the shortcomings of funding or access to financial information. Continue to operate from the old ways is contrary to the current economy and what it requires companies in terms of efficiency. Thus, it should be put in place systems to access information yesterday fragmented as companies seek to ensure unity became a key factor of success.
In short, it is called today to find solutions that integrate all the information (physical flows, information flows and financial flows) so that they can be exploited best by all participants in the chain supply and their financiers.
It is therefore not surprising that the recent emergence of offers of "Supply Chain Finance officials" within recruitment agencies

Supply Chain Finance Part. III

The implementation of this portal thus has the advantage of reducing costs through paperless transactions, track and archive centrally each exchange and control of customer disputes. This progress is in itself help much appreciated by the companies that allows them to save time previously spent on resolving issues sterile.
The innovation lies in the fact that one third may have financial access to this platform. It is then able to offer (so early) offers funding to the various players in the supply chain (discount ...).
Everyone wins: the financial institution sells its finance offers closer to the needs of its clients, customers more effectively manage their need for working capital (BFR) and supply chain pressures subside.

When asked the 500 largest European companies on working capital financing techniques that seem to grow strongly in the near future (study Demica - December 2006), loans by the banking pool and the financing of the supply chain (reverse factoring) top.

CGA of Societe Generale Group, Eurofactor, IFN (...) are some of the players with offers of "reverse factoring" to their customers. The principle is simple, a financial intermediary pays the bill to the supplier on the day of issue which in return allows the acquiring company to benefit from an extension (the broker earns a margin on this).
It should be noted that in Italy, some companies have created their own company credit and factoring without going through financial institutions.

The CFS is not exactly new, serious consideration is that since the early 2000s leading to innovations both from UPS or DHL (billing management, collection, delivery against payment) that Banks have realized, with some delay, the need to provide their customers with offers to alleviate existing pressures on the financing of the Supply Chain.

Supply Chain Finance Part. II

The sectors concerned are mainly industrial sectors: pharmaceutical companies, automotive and high technology are particularly interested in the subject because they are highly dependent on suppliers irreplaceable.

Search for a win-win solution: Supply Chain Finance is the answer to a tense situation between suppliers and buyers

MEPs adjust taxation of real estate gains

MEPs adopted the amendment proposed by Gilles Carrez (UMP, Val de Marne), as amended, by the government, which is developing the new tax regime for real estate gains. He recovers, according to the general reporter the owners selling a principal residence and tenants selling their principal residence for the first time a property.

The amendment exempts from taxation of capital gains to the first transfer of a dwelling that is not a principal residence where the vendor is tenant's principal residence, as was the case before the 2004 reform. It aims in particular, according to Mr. Carr, to avoid the criminalization of young households, the Paris region or in dense urban areas, can not afford their homes because of the explosion in property prices.

Officials face unequal "one of two"

Staffing, the state officials are far from being housed in the same boat. A Defence and the Ministry of Agriculture, the rate of non-replacement of retiring workers should reach 79% and 73% in 2012. It would be only 31% for culture and bordered by an average 55%, the highest rate ever considered since 2008.

This is reflected in the general report of Gilles Carrez (UMP, Val de Marne) on the draft budget law for 2012. "The effort required to national education should be further emphasized: with 14,000 FTE (full time equivalent) less in 2012, after 16 000 FTE under the initial budget act for 2011, this ministry reaches The objective of non-replacement of an officer retiring on two "set by President Nicolas Sarkozy, to observe the general rapporteur.

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Supply Chain Finance Part.I

Effectively manage its cash flows are a necessity for the enterprise and supply chain comes from low mode "Finance". Suppliers and buyers, customers and banks are willing to embrace this new trend. Born in the United States and adopted by a U.S. economy again precursor.

"The battle to dominate the market will not be a battle of the enterprises, but supply chains" Professor Hau Lee, Stanford. Historically, the competitive advantages of controlling the supply chain has always been underestimated, companies led a fierce battle on products or services, not on processes. This vision has since been questioned, particularly in a context of economic globalization. After improving the physical flows and information, announces itself with a new phase control of financial flows.

An Amazing International Forum

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Financial Services Outsourcing Part.IV

In this sector, the European countries was the precursors, and the Asian countries still seem reluctant to take the plunge. AXA only broke the taboo by relocating administrative jobs in Morocco in 2006.

Financial Services Outsourcing Part.III

Finally, the system off shoring is a victim of its success and begins to become engorged: due to the increase in demand for skilled labor, it becomes difficult to find in some countries. In India, for example, the cost increases very rapidly (over 10% per year), and is accompanied by a high turnover rate. This phenomenon is even more expensive than pure wage increase; add an additional cost of human resources management (recruitment, retention, procurement, training etc.). And of course the additional loss of quality will be a resulting one.

Therefore, the experiences of off shoring have not all were successful: once all the parameters taken into account, the cost may be higher than before. Thus, there have been a few years back for some activities. This is what we call the back shoring. Companies repatriate their services or redeem and (re) internalize their local subcontractors to better control activities.

If the financial services sector was not among the first affected by the relocation, it is nevertheless one of the sectors with the greatest potential for relocation because of the importance of back office tasks. Indeed, these positions without customer relations, and often with little added value, are ideal candidates for relocation. And an OECD report respectively class insurance and financial services such as 2nd and 3rd sectors with the highest rate of jobs relocated behind the computer.

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Financial Services Outsourcing Part.II

However, gains arising must of course deduct the additional costs. The first item, identified long ago, is the loss of productivity that is usually relocation. The causes are, among others, a less skilled workforce, the distance of the speakers (producing a greater cost control) and cultural differences. While most of the time, lost productivity is largely compensated by the difference in the cost of labor, other elements may be medium to long term much more consistent and ultimately tip the balance of other side. First, outsourcing often leads to a decline in quality: lack of communication between services, insufficient command of the language, etc.. For example, call centers outsourced most of the time lead to deterioration in customer relations. In addition, the company's image in Western countries may also suffer from outsourcing because it remains a sensitive issue.

In addition, offshore investments are expensive and sometimes underestimated: logistics, communications infrastructure performance, and training not only technical but also cultural to work together both people and especially the reorganization to lead the company. This last point varies greatly depending on the sector and the business relocated. If the offshoring of IT activities or call centers is now pretty well under control, it is still far from mature for most business processes. Not only are more complex processes, but their relocation requires deeper transformations in the organization (thus more expensive), and the creation of new jobs to manage this mode of operation.

Financial Services Outsourcing Part.I

If relocation of activities in emerging countries where labor is cheaper, is a very publicized at this time, it does not, however, a new phenomenon. Off shoring is a long-standing practice. Initiated by the industry in 80 years, this practice was subsequently applied in computing the 90, then return to the call centers recently. Today, off shoring is a major trend affecting many sectors, just as in the Americas and European level. However, behind this movement there is apparently unique practices varied (off shoring, outsourcing, etc.), and mixed results.

First, we must distinguish between off shoring and outsourcing. An activity can be relocated to a distant destination (eg in Asia) is off shoring, to a nearby country (in Eastern Europe and the Maghreb in particular), it is called near shore, or even the same country in the provinces, a practice known as on shoring. In addition, relocation may occur with or without outsourcing. Indeed, the business relocated can be produced by a vendor (external) or within a group entity.

Besides the difference in the cost of labor, constituting the main benefit of course, other drivers may also encourage the off shoring: a higher flexibility and a better quality of service that can run up through 24/24 sites on different time zones, and less state intervention, or a position in new countries promoting local development or purchase of a local company.

China lending outside the banking sector under control

While loans in China outside the banking sector have increased in recent months - investors shunning banks - the chairman of the Banking Regulatory Commission (CBRC), said Liu Mingkang the risks associated with such loans remained "manageable". History of secure markets or otherwise attempt to limit such practices as implying they could be riskier than it seems?

Remember, Chinese banks have been submitted last year to restrictions on the volume of new loans. In early September, the rating agency Fitch said it could lower the sovereign rating of China in the next two years. Reasons: the heavy debts of the Chinese banking sector, the latter having provided massive loans in recent months.

But outside the banking sector, all is not rosy: credits "parallel" have indeed conduits some borrowers into bankruptcy, particularly in the area of Wenzhou (East), which has about 400,000 companies. In recent months, more than 90 patrons fled the city in debt and two suicides were to be deplored the dead who are forced to face repayments to their creditors. Analysts said at the national level, the informal credit sector would weigh 4,000 billion Yuan (454 billion), about 8% of outstanding bank loans.

In early July, the rating agency Moody's had indicated that for its public debt in China amounted to 36% of its Gross Domestic Product (GDP), taking into account the share of the debts of local governments for which Beijing assume direct responsibility. A few days earlier, the National Audit Office indicated that the debts of the provinces, municipalities and districts in China amounted to 27% end of 2010 China's GDP, representing a total of 1.163 trillion Euros. The same office was, however, insisted that 63% of this debt would be repaid through revenue budget.

But some of these claims, considered doubtful threaten the banking system so that the Credit Suisse sees the same "time bomb" the most dangerous of the Chinese economy. Much less "alarmist" shall we say politely, the Chinese government estimates for its public debt to about 20% of GDP. But it does not include in its calculation the financial elements of local governments, which are however not allowed to borrow directly.

Now where the rub is that they have borrowed huge amounts from the global financial crisis, via means of ad hoc structures called "financing platforms" or PFL. But according to the National Audit Office, the "ability to pay is low and faces potential risks in some areas and in certain industries." Indeed, in a snowball effect, some local governments have had to make new loans ... to repay debts previously contracted, also depends heavily on land sales to meet their deadlines. According to the auditors of governments of China, 108.3 billion Yuan (11.8 billion) of loans were made or used fraudulently, the money ends up in Banks real estate or stock markets.
A bit worried, Moody's said in turn that the Chinese banks lent 8,500 billion Yuan (905 billion) from a total of 10'700 billion Yuan (1.163 trillion Euros) to local governments ... a situation that causes a high risk exposure. "These debts existed before the global financial crisis, but they quickly accumulated over the past two years while investment by local governments has been used as one of the main tools" to revive the economy, adds Moody's.

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EU companies in search of the Euribor

While the debt crisis in full swing and the European Union - or at least the euro area - appears to be on the verge of bankruptcy, the European Commission tries to make the household among the speculators and "arrangements between friends." The current situation also appears to arise largely from certain financial transactions that some would not Catholic. The European Commission said Wednesday it had raided the eve of the financial companies’ active in derivatives on the benchmark inter-bank euro (Euribor). This indeed suspects that a cartel has been established.

"The Commission is concerned that the companies concerned were able to violate the antitrust rules that prohibit cartels and restrictive business practices," the Commission said in a statement ... without naming the main question. The Commission does not specify whether the inspections were carried out on its own initiative or upon the termination of the cartel by one of its participants.

Recall that the Euribor is, for a given maturity, the fixing calculated each business day at 11am French time, published by the Banking Federation of the European Union (FBE), an average rate at which a sample of 57 large banks established in Europe lend in white (that is to say that without the loan is pledged by securities) to other banks.

Following the release of the Commission, Euribor-EBF was ready to share its data with the authorities.
Cedric Quemeneur, director of Euribor-EBF, institution that compiles the interbank rate also reported apartheid 'confidence in the management of the Euribor. ""With the number of banks that are involved in determining the rate, determine the rate artificially would be impossible. I think the Commission is not familiar with how the reference rates are determined. We are ready to help, "he told Reuters.

According to sources familiar with the matter based in Frankfurt, the offices of Deutsche Bank in London would be part of institutions searched by investigators from the European Commission.

Potential for promoters and brands in co branded Credit cards Part.III

Then, the positioning of retail banking networks will play a key role in the organization of the market around these cards, to date, it remains to be determined. By partnering with offers co-branded, they risk a drop in sales of traditional credit cards, implying a de facto decrease in revenues related to contributions (the co-branded cards being offered at a price much lower). In contrast, waive offer these products may cause a loss of market share when demand for co-branded cards for the benefit of credit card companies 'captive' (subsidiaries of the distribution, automotive ...) or new entrants. The tactics seem to apply the major banking groups is to rely on their own subsidiaries consumer credit to play the complementary offers, while reducing the risk of cannibalization ...

Finally, a technical constraint - but significant - just reduce the potential of these credit cards. The choice of "cash payment" or "credit payment" in cash is not possible outside the network of retail partners, including the lack of standardization of EMV terminals.

This uncertainty is reinforced by the lack of feedback potential. Indeed, the very special place of the bank card in France compared to our European neighbors (almost all of the park to the EMV standard, high number of transactions, psychological ...) renders inconclusive any analogies with the co- branding practiced by our European neighbors. Under these conditions, the first move will engage in enhanced listening market reactions. For their part, the traditional players in the market for payment card will now have to think to optimize their organization in the event of a redeployment of their strategy for success of co-branding.

On a broader front, it is an additional axis to be included in the reconfiguration strategies means of payment that must implement the banks to adapt to new regulatory requirements (SEPA, PSD) and market developments (innovative means of payment for retail, process for STP of corporate cash management ...)

Potential for promoters and brands in co branded Credit cards Part.II

The co-branded cards allow, a technical point of view, to combine:

    * The functions of a card "private" (when used one mode "on us", that is to say in a shopping partners). It opens all the specific services: credit, loyalty ...
    * The functions of a card "banking" (when used on mode "on them", that is to say, outside partner stores). It can then pay for purchases at any merchant equipped with an electronic payment terminal (EPT) or remove hope in vending machines (ATMs).

This device should allow going further in terms of loyalty. Besides disseminating the image of the brand with every new spending set by the wearer, the method allows to increase the accumulation provisions of points and possibly create a new need among customers not yet equipped cards.

More discrete, the arrival of co-branding will also allow retailers to renegotiate rates and commission charged plates with company’s consumer credit outstanding that manage card or to change partners.

Uncertain scope

Many uncertainties remain about the success of this system:

First, the process of replacing a store card with a Visa or MasterCard co-branded (or the systematic use of it if replacement is required by the sign) does not always value added significantly to the holders. This determination should be largely influenced by the potential affinity with the brand or the provision of fringe benefits.

This trend may be in favor of high-potential brands identification of dream or ostentatious (luxury, automobile, travel ...) but less favorable to the everyday consumer brands (supermarkets, health, fast food ...) they may have to pay more benefits to customers will finally convince a "subprime" (involving an increase in the cost and risk is a decline in the commission of the sign by the company credit ...)

Potential for promoters and brands in co branded Credit cards Part.I

After issuing co-branding interest on credit cards for many retailers (supermarkets, car, tour operators, telecom ...). The increase in sales, the new potential of loyalty or the innovative images of the brand are often cited as advantages of the device. However, this new model card is it so attractive it is understood, particularly for carriers that have already greatly expanded an offer for "credit card"?

The provision of means of payment through non-bank is not new. Credit cards say "private", which bear the logo and colors of the sign that the commercial offer, are already widespread (one person in four has at least one store card in Europe). These allow the wearer to pay for purchases in stores of the brand or brands in a community of partners (equipped with specific payment terminals capable of reading the map). End of period, the balance of expenditure is deducted from the customer's bank account specified in the subscription card.

For the wearer, the main advantage of these cards is access to credit facilities in the form of consumer credit. For the merchant, this device allows to increase sales through financing provided to customers. That is why they are often offered free of charge and available direct in store.

These systems of credit cards are designed and managed by the players specialized in consumer credit. Largely in competition in this market segment, they offer innovative and customized services to retailers. Thus, these payment methods usually offer several additional features:

* Choose from several formulas settlement at the time of checkout: cash payment, use of the reserve revolving unique to the card, credit depreciable independent promotional rates (especially during Christmas or birthday of the brand ...)
* Advantages of a traditional loyalty card: accumulation of points, good management and specific reductions, access to targeted campaigns (type balances private ...)
* Insurance and other additional services

In addition, this system is transparent to the user, since these cards are promoted and distributed by the sign at the point of sale.

Micro Insurance and Micro Credit Part.III

In Model "producer-distributor coach," the producer performs all product development activities and sometimes after-sales service, while the distributor is responsible for the act of selling the product that was previously recommended by the attendant.
Networks to aid the economic initiative are well equipped to play the role of accompanist, using the leverage of their existing networks and building on already established relationships of trust with the micro entrepreneurs during assembly files microcredit. The staff of these networks still needs to be trained in insurance products to be able to perform its consulting business.
The coach may also carry out the deed, but more often it is the producer or a third actor playing the role of distributor. Contractors in the supply of the city, networks of support are not selling, they are responsible to the requirements and redirect to the creators of the City Contractors who takes care of distributing (without commission) micro-insurance products through its association and support the service remaining the sole representative of the member. The combination takes advantage of this special role to provide support (including legal) in the Proceedings of the insured.
Conversely, insurance products are better developed, based on specifications developed based on needs and financial capacities of micro entrepreneurs by insurers who have the expertise and capital required.

It is clear that the design of both products presented above are based on models of classic products insurance (liability, property and casualty business,) well understood by insurers and distribution models have proven otherwise. The innovation of this type of product then essentially comes from the mix design "optimized" (an insurance policy and a simplified marketing price equal to the cost of production) and distribution "local" (accompanied by networks of initiative Economic and associations).

The need for micro-entrepreneurs in terms of insurance is not new and it is questionable why such offers micro-insurance have not been developed earlier. According to Mr. Schinzler, Chairman of the Supervisory Board of Munich Re, "the premium income is low administrative costs are relatively high and the infrastructure is lacking, as many arguments as to why the lack of interests of insurers in this market professionals. "
Micro insurance, such as microfinance in general, should not be seen as a vast market of the future with enormous future profits (insurers partners do not profit margin on products and distribution fees are zero). Today, it should rather be seen as an activity to meet the challenges of sustainable development in Financial Services, a theme which is too often accused the professionals of this sector of disinterest. The many recent initiatives in this area indicate the contrary a real desire...

Micro Insurance and Micro Credit Part.II

While microcredit is now well accepted in Europe among the types of funding, micro insurance is currently not among the first its risk management solutions. Yet it is a natural extension of microcredit to secure and sustain the long term activity initiated by the micro-entrepreneur.
The first offer micro insurance launched in Europe by Contractors of the City in December 2006. This "First Insurance Package" provides a standard insurance policy covering the three major types of risks faced by micro entrepreneurs and comprehensive coverage including professional liability, Welfare and Health. This is compounded by a range of options such as auto insurance products or comprehensive home. On a maximum of 4 years duration required for proper insertion into the economic fabric, it is available for less than € 1 per day.
The second offer was launched by AXA and Macif in partnership with the ADIE in May 2007. In part similar to the basic coverage, duration and price, it differs from the previous bid by the additional guarantees specific to the type of activity. Note, for example, guarantees for construction activities (from 1000 € / year) that are legally binding assurances.



It is interesting to note that these offers are based on micro-insurance business model "producer-distributor-coach." To understand this model, return on insurance mechanisms. In an offer of insurance, there are three groups of activities involved: product design, sales and service. The design is related to both the development and pricing to risk management of insurance portfolio and the investment of reserves and annual premiums. The sale includes all activities related to marketing, promotion and sale of the product. The service includes the collection, continuous premiums of the insured and the settlement of their compensation.

International cell phone rental

All of us will generally have a dream to for ever and a day keeps up a correspondence among our friends also with relations who stay at a distant land. On the other hand, in the US there are merely some folks who can pay for a telecommunication gadget which can lend a hand to put together to get in touch with with their beloved ones. Understanding this reality actually happens in their surroundings, a few compassionate folks met to form a step forward. By means of the aid of technology growth, they accomplish something in building their formation and in conclusion and named it as JOJOTALK. The Jojotalk is an innovative corporation whose idea is to provide support meant for people around the globe who long to commune simpler. To say in other words, this corporation offers an International cell phone rental service. In this challenging age, the majority people be acquainted with that it is not reasonable for them to purchase a cell phone of a superior value and to pay out few of their earnings meant for the standard balance. As a result, the subsistence of Jojotalk conveys a bunch of rewards for people, in particular those who reside in the United States. The service from this corporation, the people can save their money more for the reason that it would merely cost them $0.25 cents for each minute. If you are in concerned in this service, do not ever fail to see it! For more information, just log on to their site. Thanks!

Micro Insurance and Micro Credit Part.I

After demonstrating his interest in developing countries, micro-insurance - like micro-credit - investing developed countries. As proof, two offers micro insurance bound for micro entrepreneurs were launched in Europe in the last 10 months. Decryption ...

The importance of micro and vulnerability

Little media coverage, the world of micro, Nonetheless exciting. A study of DCASPL, 1 January 2004 there were in Europe 2,390,000 microenterprises, more than 95% of European  companies. All of these micro-employed 5,798,700 people, that is to say 1/4 of wage employment, and generated the same year more than 8% of  exports. In other words, micro enterprises are businesses that have real economic significance, and more, social.

Interesting phenomenon, according to INSEE figures for 2004, more than 220,000 micro-enterprises were created. And nearly a third of the creators were unemployed (half for more than a year). That is to say that much of the newly created small organizations, which are inherently fragile, are supported by people who are particularly vulnerable.

To address this vulnerability, micro entrepreneurs may find support from actors to promote economic initiatives such as PACE, ADIE  or active Europe. In addition to expert advice, these players offer solutions to meet the needs of the two main creators finance their project and manage risk.

Broadly, there are three main types of risks faced by micro entrepreneurs:

* The damage that the company could suffer in case of disaster;
* The damage that could cause the company to third parties;
* Risks that relate to people (health, disability ...).