Insurance Law – An Indian Perspective

INTRODUCTION

“Insurance should be bought to protect you against a calamity that would otherwise be financially devastating.”

In simple terms, insurance allows someone who suffers a loss or accident to be compensated for the effects of their misfortune. It lets you protect yourself against everyday risks to your health, home and financial situation.

Insurance in India started without any regulation in the Nineteenth Century. It was a typical story of a colonial epoch: few British insurance companies dominating the market serving mostly large urban centers. After the independence, it took a theatrical turn. Insurance was nationalized. First, the life insurance companies were nationalized in 1956, and then the general insurance business was nationalized in 1972. It was only in 1999 that the private insurance companies have been allowed back into the business of insurance with a maximum of 26% of foreign holding.

“The insurance industry is enormous and can be quite intimidating. Insurance is being sold for almost anything and everything you can imagine. Determining what’s right for you can be a very daunting task.”

Concepts of insurance have been extended beyond the coverage of tangible asset. Now the risk of losses due to sudden changes in currency exchange rates, political disturbance, negligence and liability for the damages can also be covered.

But if a person thoughtfully invests in insurance for his property prior to any unexpected contingency then he will be suitably compensated for his loss as soon as the extent of damage is ascertained.

The entry of the State Bank of India with its proposal of bank assurance brings a new dynamics in the game. The collective experience of the other countries in Asia has already deregulated their markets and has allowed foreign companies to participate. If the experience of the other countries is any guide, the dominance of the Life Insurance Corporation and the General Insurance Corporation is not going to disappear any time soon.

The aim of all insurance is to compensate the owner against loss arising from a variety of risks, which he anticipates, to his life, property and business. Insurance is mainly of two types: life insurance and general insurance. General insurance means Fire, Marine and Miscellaneous insurance which includes insurance against burglary or theft, fidelity guarantee, insurance for employer’s liability, and insurance of motor vehicles, livestock and crops.

LIFE INSURANCE IN INDIA

“Life insurance is the heartfelt love letter ever written.

It calms down the crying of a hungry baby at night. It relieves the heart of a bereaved widow.

It is the comforting whisper in the dark silent hours of the night.”

Life insurance made its debut in India well over 100 years ago. Its salient features are not as widely understood in our country as they ought to be. There is no statutory definition of life insurance, but it has been defined as a contract of insurance whereby the insured agrees to pay certain sums called premiums, at specified time, and in consideration thereof the insurer agreed to pay certain sums of money on certain condition sand in specified way upon happening of a particular event contingent upon the duration of human life.

Life insurance is superior to other forms of savings!

“There is no death. Life Insurance exalts life and defeats death.

It is the premium we pay for the freedom of living after death.”

Savings through life insurance guarantee full protection against risk of death of the saver. In life insurance, on death, the full sum assured is payable (with bonuses wherever applicable) whereas in other savings schemes, only the amount saved (with interest) is payable.

The essential features of life insurance are a) it is a contract relating to human life, which b) provides for payment of lump-sum amount, and c) the amount is paid after the expiry of certain period or on the death of the assured. The very purpose and object of the assured in taking policies from life insurance companies is to safeguard the interest of his dependents viz., wife and children as the case may be, in the even of premature death of the assured as a result of the happening in any contingency. A life insurance policy is also generally accepted as security for even a commercial loan.

NON-LIFE INSURANCE

“Every asset has a value and the business of general insurance is related to the protection of economic value of assets.”

Non-life insurance means insurance other than life insurance such as fire, marine, accident, medical, motor vehicle and household insurance. Assets would have been created through the efforts of owner, which can be in the form of building, vehicles, machinery and other tangible properties. Since tangible property has a physical shape and consistency, it is subject to many risks ranging from fire, allied perils to theft and robbery.

Few of the General Insurance policies are:

Property Insurance: The home is most valued possession. The policy is designed to cover the various risks under a single policy. It provides protection for property and interest of the insured and family.

Health Insurance: It provides cover, which takes care of medical expenses following hospitalization from sudden illness or accident.

Personal Accident Insurance: This insurance policy provides compensation for loss of life or injury (partial or permanent) caused by an accident. This includes reimbursement of cost of treatment and the use of hospital facilities for the treatment.

Travel Insurance: The policy covers the insured against various eventualities while traveling abroad. It covers the insured against personal accident, medical expenses and repatriation, loss of checked baggage, passport etc.

Liability Insurance: This policy indemnifies the Directors or Officers or other professionals against loss arising from claims made against them by reason of any wrongful Act in their Official capacity.

Motor Insurance: Motor Vehicles Act states that every motor vehicle plying on the road has to be insured, with at least Liability only policy. There are two types of policy one covering the act of liability, while other covers insurers all liability and damage caused to one’s vehicles.

JOURNEY FROM AN INFANT TO ADOLESCENCE!

Historical Perspective

The history of life insurance in India dates back to 1818 when it was conceived as a means to provide for English Widows. Interestingly in those days a higher premium was charged for Indian lives than the non-Indian lives as Indian lives were considered more risky for coverage.

The Bombay Mutual Life Insurance Society started its business in 1870. It was the first company to charge same premium for both Indian and non-Indian lives. The Oriental Assurance Company was established in 1880. The General insurance business in India, on the other hand, can trace its roots to the Triton (Tital) Insurance Company Limited, the first general insurance company established in the year 1850 in Calcutta by the British. Till the end of nineteenth century insurance business was almost entirely in the hands of overseas companies.

Insurance regulation formally began in India with the passing of the Life Insurance Companies Act of 1912 and the Provident Fund Act of 1912. Several frauds during 20’s and 30’s desecrated insurance business in India. By 1938 there were 176 insurance companies. The first comprehensive legislation was introduced with the Insurance Act of 1938 that provided strict State Control over insurance business. The insurance business grew at a faster pace after independence. Indian companies strengthened their hold on this business but despite the growth that was witnessed, insurance remained an urban phenomenon.

The Government of India in 1956, brought together over 240 private life insurers and provident societies under one nationalized monopoly corporation and Life Insurance Corporation (LIC) was born. Nationalization was justified on the grounds that it would create much needed funds for rapid industrialization. This was in conformity with the Government’s chosen path of State lead planning and development.

The (non-life) insurance business continued to prosper with the private sector till 1972. Their operations were restricted to organized trade and industry in large cities. The general insurance industry was nationalized in 1972. With this, nearly 107 insurers were amalgamated and grouped into four companies – National Insurance Company, New India Assurance Company, Oriental Insurance Company and United India Insurance Company. These were subsidiaries of the General Insurance Company (GIC).

The life insurance industry was nationalized under the Life Insurance Corporation (LIC) Act of India. In some ways, the LIC has become very flourishing. Regardless of being a monopoly, it has some 60-70 million policyholders. Given that the Indian middle-class is around 250-300 million, the LIC has managed to capture some 30 odd percent of it. Around 48% of the customers of the LIC are from rural and semi-urban areas. This probably would not have happened had the charter of the LIC not specifically set out the goal of serving the rural areas. A high saving rate in India is one of the exogenous factors that have helped the LIC to grow rapidly in recent years. Despite the saving rate being high in India (compared with other countries with a similar level of development), Indians display high degree of risk aversion. Thus, nearly half of the investments are in physical assets (like property and gold). Around twenty three percent are in (low yielding but safe) bank deposits. In addition, some 1.3 percent of the GDP are in life insurance related savings vehicles. This figure has doubled between 1985 and 1995.

A World viewpoint – Life Insurance in India

In many countries, insurance has been a form of savings. In many developed countries, a significant fraction of domestic saving is in the form of donation insurance plans. This is not surprising. The prominence of some developing countries is more surprising. For example, South Africa features at the number two spot. India is nestled between Chile and Italy. This is even more surprising given the levels of economic development in Chile and Italy. Thus, we can conclude that there is an insurance culture in India despite a low per capita income. This promises well for future growth. Specifically, when the income level improves, insurance (especially life) is likely to grow rapidly.

INSURANCE SECTOR REFORM:

Committee Reports: One Known, One Anonymous!

Although Indian markets were privatized and opened up to foreign companies in a number of sectors in 1991, insurance remained out of bounds on both counts. The government wanted to proceed with caution. With pressure from the opposition, the government (at the time, dominated by the Congress Party) decided to set up a committee headed by Mr. R. N. Malhotra (the then Governor of the Reserve Bank of India).

Malhotra Committee

Liberalization of the Indian insurance market was suggested in a report released in 1994 by the Malhotra Committee, indicating that the market should be opened to private-sector competition, and eventually, foreign private-sector competition. It also investigated the level of satisfaction of the customers of the LIC. Inquisitively, the level of customer satisfaction seemed to be high.

In 1993, Malhotra Committee – headed by former Finance Secretary and RBI Governor Mr. R. N. Malhotra – was formed to evaluate the Indian insurance industry and recommend its future course. The Malhotra committee was set up with the aim of complementing the reforms initiated in the financial sector. The reforms were aimed at creating a more efficient and competitive financial system suitable for the needs of the economy keeping in mind the structural changes presently happening and recognizing that insurance is an important part of the overall financial system where it was necessary to address the need for similar reforms. In 1994, the committee submitted the report and some of the key recommendations included:

o Structure

Government bet in the insurance Companies to be brought down to 50%. Government should take over the holdings of GIC and its subsidiaries so that these subsidiaries can act as independent corporations. All the insurance companies should be given greater freedom to operate.

Competition

Private Companies with a minimum paid up capital of Rs.1 billion should be allowed to enter the sector. No Company should deal in both Life and General Insurance through a single entity. Foreign companies may be allowed to enter the industry in collaboration with the domestic companies. Postal Life Insurance should be allowed to operate in the rural market. Only one State Level Life Insurance Company should be allowed to operate in each state.

o Regulatory Body

The Insurance Act should be changed. An Insurance Regulatory body should be set up. Controller of Insurance – a part of the Finance Ministry- should be made Independent.

o Investments

Compulsory Investments of LIC Life Fund in government securities to be reduced from 75% to 50%. GIC and its subsidiaries are not to hold more than 5% in any company (there current holdings to be brought down to this level over a period of time).

o Customer Service

LIC should pay interest on delays in payments beyond 30 days. Insurance companies must be encouraged to set up unit linked pension plans. Computerization of operations and updating of technology to be carried out in the insurance industry. The committee accentuated that in order to improve the customer services and increase the coverage of insurance policies, industry should be opened up to competition. But at the same time, the committee felt the need to exercise caution as any failure on the part of new competitors could ruin the public confidence in the industry. Hence, it was decided to allow competition in a limited way by stipulating the minimum capital requirement of Rs.100 crores.

The committee felt the need to provide greater autonomy to insurance companies in order to improve their performance and enable them to act as independent companies with economic motives. For this purpose, it had proposed setting up an independent regulatory body – The Insurance Regulatory and Development Authority.

Reforms in the Insurance sector were initiated with the passage of the IRDA Bill in Parliament in December 1999. The IRDA since its incorporation as a statutory body in April 2000 has meticulously stuck to its schedule of framing regulations and registering the private sector insurance companies.

Since being set up as an independent statutory body the IRDA has put in a framework of globally compatible regulations. The other decision taken at the same time to provide the supporting systems to the insurance sector and in particular the life insurance companies was the launch of the IRDA online service for issue and renewal of licenses to agents. The approval of institutions for imparting training to agents has also ensured that the insurance companies would have a trained workforce of insurance agents in place to sell their products.

The Government of India liberalized the insurance sector in March 2000 with the passage of the Insurance Regulatory and Development Authority (IRDA) Bill, lifting all entry restrictions for private players and allowing foreign players to enter the market with some limits on direct foreign ownership. Under the current guidelines, there is a 26 percent equity lid for foreign partners in an insurance company. There is a proposal to increase this limit to 49 percent.

The opening up of the sector is likely to lead to greater spread and deepening of insurance in India and this may also include restructuring and revitalizing of the public sector companies. In the private sector 12 life insurance and 8 general insurance companies have been registered. A host of private Insurance companies operating in both life and non-life segments have started selling their insurance policies since 2001

Mukherjee Committee

Immediately after the publication of the Malhotra Committee Report, a new committee, Mukherjee Committee was set up to make concrete plans for the requirements of the newly formed insurance companies. Recommendations of the Mukherjee Committee were never disclosed to the public. But, from the information that filtered out it became clear that the committee recommended the inclusion of certain ratios in insurance company balance sheets to ensure transparency in accounting. But the Finance Minister objected to it and it was argued by him, probably on the advice of some of the potential competitors, that it could affect the prospects of a developing insurance company.

LAW COMMISSION OF INDIA ON REVISION OF THE INSURANCE ACT 1938 – 190th Law Commission Report

The Law Commission on 16th June 2003 released a Consultation Paper on the Revision of the Insurance Act, 1938. The previous exercise to amend the Insurance Act, 1938 was undertaken in 1999 at the time of enactment of the Insurance Regulatory Development Authority Act, 1999 (IRDA Act).

The Commission undertook the present exercise in the context of the changed policy that has permitted private insurance companies both in the life and non-life sectors. A need has been felt to toughen the regulatory mechanism even while streamlining the existing legislation with a view to removing portions that have become superfluous as a consequence of the recent changes.

Among the major areas of changes, the Consultation paper suggested the following:

a. merging of the provisions of the IRDA Act with the Insurance Act to avoid multiplicity of legislations;

b. deletion of redundant and transitory provisions in the Insurance Act, 1938;

c. Amendments reflect the changed policy of permitting private insurance companies and strengthening the regulatory mechanism;

d. Providing for stringent norms regarding maintenance of ‘solvency margin’ and investments by both public sector and private sector insurance companies;

e. Providing for a full-fledged grievance redressal mechanism that includes:

o The constitution of Grievance Redressal Authorities (GRAs) comprising one judicial and two technical members to deal with complaints/claims of policyholders against insurers (the GRAs are expected to replace the present system of insurer appointed Ombudsman);

o Appointment of adjudicating officers by the IRDA to determine and levy penalties on defaulting insurers, insurance intermediaries and insurance agents;

o Providing for an appeal against the decisions of the IRDA, GRAs and adjudicating officers to an Insurance Appellate Tribunal (IAT) comprising a judge (sitting or retired) of the Supreme Court/Chief Justice of a High Court as presiding officer and two other members having sufficient experience in insurance matters;

o Providing for a statutory appeal to the Supreme Court against the decisions of the IAT.

LIFE & NON-LIFE INSURANCE – Development and Growth!

The year 2006 turned out to be a momentous year for the insurance sector as regulator the Insurance Regulatory Development Authority Act, laid the foundation for free pricing general insurance from 2007, while many companies announced plans to attack into the sector.

Both domestic and foreign players robustly pursued their long-pending demand for increasing the FDI limit from 26 per cent to 49 per cent and toward the fag end of the year, the Government sent the Comprehensive Insurance Bill to Group of Ministers for consideration amid strong reservation from Left parties. The Bill is likely to be taken up in the Budget session of Parliament.

The infiltration rates of health and other non-life insurances in India are well below the international level. These facts indicate immense growth potential of the insurance sector. The hike in FDI limit to 49 per cent was proposed by the Government last year. This has not been operationalized as legislative changes are required for such hike. Since opening up of the insurance sector in 1999, foreign investments of Rs. 8.7 billion have tipped into the Indian market and 21 private companies have been granted licenses.

The involvement of the private insurers in various industry segments has increased on account of both their capturing a part of the business which was earlier underwritten by the public sector insurers and also creating additional business boulevards. To this effect, the public sector insurers have been unable to draw upon their inherent strengths to capture additional premium. Of the growth in premium in 2004-05, 66.27 per cent has been captured by the private insurers despite having 20 per cent market share.

The life insurance industry recorded a premium income of Rs.82854.80 crore during the financial year 2004-05 as against Rs.66653.75 crore in the previous financial year, recording a growth of 24.31 per cent. The contribution of first year premium, single premium and renewal premium to the total premium was Rs.15881.33 crore (19.16 per cent); Rs.10336.30 crore (12.47 per cent); and Rs.56637.16 crore (68.36 per cent), respectively. In the year 2000-01, when the industry was opened up to the private players, the life insurance premium was Rs.34,898.48 crore which constituted of Rs. 6996.95 crore of first year premium, Rs. 25191.07 crore of renewal premium and Rs. 2740.45 crore of single premium. Post opening up, single premium had declined from Rs.9, 194.07 crore in the year 2001-02 to Rs.5674.14 crore in 2002-03 with the withdrawal of the guaranteed return policies. Though it went up marginally in 2003-04 to Rs.5936.50 crore (4.62 per cent growth) 2004-05, however, witnessed a significant shift with the single premium income rising to Rs. 10336.30 crore showing 74.11 per cent growth over 2003-04.

The size of life insurance market increased on the strength of growth in the economy and concomitant increase in per capita income. This resulted in a favourable growth in total premium both for LIC (18.25 per cent) and to the new insurers (147.65 per cent) in 2004-05. The higher growth for the new insurers is to be viewed in the context of a low base in 2003- 04. However, the new insurers have improved their market share from 4.68 in 2003-04 to 9.33 in 2004-05.

The segment wise break up of fire, marine and miscellaneous segments in case of the public sector insurers was Rs.2411.38 crore, Rs.982.99 crore and Rs.10578.59 crore, i.e., a growth of (-)1.43 per cent, 1.81 per cent and 6.58 per cent. The public sector insurers reported growth in Motor and Health segments (9 and 24 per cent). These segments accounted for 45 and 10 per cent of the business underwritten by the public sector insurers. Fire and “Others” accounted for 17.26 and 11 per cent of the premium underwritten. Aviation, Liability, “Others” and Fire recorded negative growth of 29, 21, 3.58 and 1.43 per cent. In no other country that opened at the same time as India have foreign companies been able to grab a 22 per cent market share in the life segment and about 20 per cent in the general insurance segment. The share of foreign insurers in other competing Asian markets is not more than 5 to 10 per cent.

The life insurance sector grew new premium at a rate not seen before while the general insurance sector grew at a faster rate. Two new players entered into life insurance – Shriram Life and Bharti Axa Life – taking the total number of life players to 16. There was one new entrant to the non-life sector in the form of a standalone health insurance company – Star Health and Allied Insurance, taking the non-life players to 14.

A large number of companies, mostly nationalized banks (about 14) such as Bank of India and Punjab National Bank, have announced plans to enter the insurance sector and some of them have also formed joint ventures.

The proposed change in FDI cap is part of the comprehensive amendments to insurance laws – The Insurance Act of 1999, LIC Act, 1956 and IRDA Act, 1999. After the proposed amendments in the insurance laws LIC would be able to maintain reserves while insurance companies would be able to raise resources other than equity.

About 14 banks are in queue to enter insurance sector and the year 2006 saw several joint venture announcements while others scout partners. Bank of India has teamed up with Union Bank and Japanese insurance major Dai-ichi Mutual Life while PNB tied up with Vijaya Bank and Principal for foraying into life insurance. Allahabad Bank, Karnataka Bank, Indian Overseas Bank, Dabur Investment Corporation and Sompo Japan Insurance Inc have tied up for forming a non-life insurance company while Bank of Maharashtra has tied up with Shriram Group and South Africa’s Sanlam group for non-life insurance venture.

CONCLUSION

It seems cynical that the LIC and the GIC will wither and die within the next decade or two. The IRDA has taken “at a snail’s pace” approach. It has been very cautious in granting licenses. It has set up fairly strict standards for all aspects of the insurance business (with the probable exception of the disclosure requirements). The regulators always walk a fine line. Too many regulations kill the motivation of the newcomers; too relaxed regulations may induce failure and fraud that led to nationalization in the first place. India is not unique among the developing countries where the insurance business has been opened up to foreign competitors.

The insurance business is at a critical stage in India. Over the next couple of decades we are likely to witness high growth in the insurance sector for two reasons namely; financial deregulation always speeds up the development of the insurance sector and growth in per capita GDP also helps the insurance business to grow.

How to Write an Effective Resume – Top Ten Tips From a Recruiter’s Perspective

Your resume is one of your most important marketing tools. But remember, no matter how great it is, your resume will NOT get you a job. If it if written properly, however, the odds are much greater that you may gain a recruiter’s interest and be invited to interview.

As a Senior Recruiter for both small firms and large corporations, I have reviewed thousands of resumes during my 15+ years of recruiting and HR experience. My experience is that applicants often tend to miss these most important aspects that could make their resume more effective in attracting the attention and interest of recruiters and hiring managers.

Resume purpose: to market and sell your background, skills, accomplishments, and experience to those who have a need for your expertise or a problem that you can solve.

Resume role: to create interest, to show that you indeed have the requisite skills and experience, and to get a recruiter and/or hiring manager interested enough to invite you to interview.

Top Ten Tips for Writing an Effective Resume (from a recruiter’s point of view):

1. You can (and should) have more than one resume! Create a separate resume for the top two to three main areas of your expertise. (For example, one resume for marketing, one for sales, one for engineering). Each resume should highlight specific examples of your accomplishments, skills, and experience from your current and previous roles that directly relate to that particular area of expertise.

2. Two Pages in Length, Max. Condense, condense, condense! Pretend that each word costs you $100 and you will write less, enabling you to fit your most important information on two pages. (Exception: doctors and other published professionals often need a few more pages to list their credentials and published works. But even they should keep it as short as possible). Have someone whose opinion you trust proofread your resume and edit where necessary before sending it out.

3. Choose an Appropriate Format. The best and easiest resume format to review is chronological (starting with most recent job and date and working backwards through your job history). However, a functional resume format is often suggested as an option especially for those who have been out of the job market for a while or who want to change careers. But it can raise red flags that could stop your resume from being reviewed further. Recruiters know that a functional format is often used to hide gaps in employment dates. In addition, details for skills and experience are lumped together into separate functional areas, instead of under each particular job held in the past. In many cases, because of the time and difficulty involved in reading a functional resume, recruiters often pass them over and move on to the next one.

4. Focus Your Attention on The Most Important “Real Estate” on Your Resume: the top half of the front page. Why? Because recruiters today are inundated with resumes, especially in these tough economic times when so many are out of work. Often, recruiters are managing anywhere up to 50+ jobs at one time, with each one having hundreds and hundreds of resume submissions. The average time an experienced recruiter spends initially scanning a resume to determine if it is relevant to the position is approximately 7 to15 seconds. If the top half of your resume does not quickly differentiate and sell you as a viable candidate with recent and relevant skills and experience for the specific job for which you are applying, the recruiter will simply move on to the next one.

5. Develop a Keyword Rich Resume. Be sure to add the main keywords for your skills and experience as well as your industry and organizational keywords all through your resume. Recruiters use various types of search tools in ATS (applicant tracking systems) where they type in main keyword terms for the specific job and position qualifications to search for related resumes. They also conduct similar keyword searches online on major job boards and even some social media sites. Only resumes that contain those keywords will appear in their review box and those are the only resumes that they will scan for consideration. If your main keywords are not in your resume, it is very likely that your resume will not be reviewed, even though you may be very well qualified.

6. Create a Brief Bullet Point Summary.  At the top of the front page of your resume, list 5 to 7 bullet point phrases that highlight your most compelling skills, experience, accomplishments, training and education. This summary should be located somewhere within the very top third section of the resume underneath but close to your name and contact information. Critical: avoid “fluff” or trite phrases such as “Good at multitasking” or “Detail oriented”, etc. The reader’s eye should be able to quickly scan the summary section and determine at a glance that your resume is one worth continuing to read through to the end.

7. Quantify and Qualify Your Experience. Recruiters and hiring managers highly value proven accomplishments and results. The more you can quantify or qualify your bullet point statements under each of your position listings, the more strongly you will be perceived as a person of action and results. After each statement, ask yourself, “What did I accomplish?” or “What was the result?”. Try to tie a quantifiable result to the end of each statement if possible, such as, “and as a result, saved the company $X” or “increased revenues by X%”, or “sold the most widgets on the team and was selected as employee of the year”.

8. Focus on Your Most Recent and Relevant Job Information. Recruiters and hiring managers want to know what you have done most recently that is relevant to the position for which they are hiring. Write the bulk of your resume information about your skills, experience and accomplishments for the most recent 5 to 7 years of your job history. Unless your experience past that point is unusually helpful for stating your case, minimize that information to save valuable resume space. Beyond 7 to 10 years of job history, you can just list one or two line entries for each position held. Save the rest of the details of those positions for the application form and interviews.

9. Place Your Key Credentials, Certifications, and Educational Experience Sections In a Conspicuous Place.  A bachelors degree should typically be located near the end of the resume under the educational section heading. However, do you have a job-related advanced degree such as an MBA, PhD, or other certifications or credentials that you want to make sure a recruiter or hiring manager sees?  Place them toward the top front section of your resume, right before or after the summary section. Why?  If you bury them at the end of your resume, they may never be seen. (See Tip #4)

10. List Organizations, Associations and Affiliations of which you are a volunteer or member. Often overlooked, this information can be a great way to show an employer that you stay current with information and contacts in your industry. If you volunteer for positions, especially leadership roles, be sure to list those as well. This information is especially important for those applying for roles in financial services and sales and marketing firms who need to show that they already have an established network. Place this section of information near the end of your resume.

This final tip is a bonus. However, it is THE single most important tip of all in writing an effective resume.

Always tell the truth, the whole truth, and nothing but the truth on your resume…always! Never, ever misrepresent what you did or be tempted to tell a “little white lie” on your resume or to a recruiter – period! Be especially careful with job titles and job responsibilities you list. Make sure that the job title and responsibilities you put on your resume can actually be verified if someone were to call your current or former employer or colleagues and ask about you. Untrue and misrepresented statements, no matter how innocent they may seem, are a breach of integrity and can come back to haunt you many years later. You could even be fired as a consequence! It just isn’t worth it. 

Use these ten tips to tighten and refine your resume and then you can submit it with confidence!

 (c) Copyright 2009  Dresser Search and Consulting, Inc.

Small Businesses – Measuring Business Performance From The Customer Perspective

Measuring your business performance from the customer perspective is a must for any business, regardless of its size. It will pay small business owners to become intimately familiar with the Key Performance Indicators used to measure, monitor and provide the actionable insights needed to readily adapt your business to the changing demands of its customers whilst maintaining a growth trajectory.

Regardless of the industry you are in there are core set of metrics you need to apply to your business. The core customer metrics you need to become familiar with are:

* Market Share/Market Penetration

* Customer Acquisition

* Customer Retention

* Customer Satisfaction

* Customer Profitability

Market Share/Market Penetration

Market Share reflects the proportion of business in a given market (in terms of customer numbers, dollars spent, or unit volume sold) that a business sells. To measure this effectively, you need access to market research which identifies the size of the total market.

These market figures are usually available from your government statistician, industry bodies and trade associations. The government statistician provides high level research and is usually available for free. Industry groups and trade associations may charge non-members, while members may access the information for free, or at a reduced rate.

While these reports usually provide information about the Market Share of each of the competitors, it is usually limited to only those competitors that hold significant share in the market, while small businesses and start-ups are lumped together in a single measure. So until you reach critical mass and are rewarded with recognition in the market research papers, my suggestion is that you substitute the Market Share key performance indicator with the Market Penetration measure.

Market Penetration uses the your business’s customer numbers, dollars spent or units of volume sold and measures them against the total market figures to get some idea as to your performance in this area.

Customer Acquisition

Measures, in absolute or relative terms, the rate at which a business unit attracts or wins new customers or business. Typically, if your business is on a grow path your objective will be to increase your customer base. Usually it is measured by either the number of new customers or the total sales to new customers. Measures could also be applied to each customer segment if you apply customer relationship management principles.

Another key measure that I suggest you apply in relation to measuring customer acquisition is the Acquisition Cost. This measures the performance of your marketing campaign in regards to the achieving the desired outcome – acquiring new customers.

Acquisition Cost is the number of new customers since the campaign started divided by the total marketing campaign cost.

The final measure to add is the Customer Conversion Rate, which measures the total number of leads generated divided by the number who actually made purchases, and expressed as a percentage.

Customer Retention

Tracks, in absolute or relative terms, the rate at which a business retains or maintains ongoing relationships with its customers. Clearly, the best way for increasing market share is to start by retaining your existing customer base. Customer Retention is measured by measuring your existing customer base at the beginning of a given period divided by the number of lost customers during that period. It is sometimes difficult to identify when they are considered to be ‘lost’. I’d suggest that anyone who did not make a purchase for over a year, is a lost customer.

Customer Satisfaction

Customer retention and customer satisfaction are driven by meeting customer needs. A successful business will be looking to provide customers’ innovative products with an excellent value proposition. Research has shown high degrees of customer satisfaction correlate with achieving loyalty, retention and profitability. Today, with competitors only a mouse click away, your focus should be on generating ‘raving fans’ by providing them with exceptional customer experiences. This not only drives repeat custom but creates valuable word-of-mouth recommendations to their family and friends.

You need to derive a satisfaction measure based on direct feedback from your customers. This measure will differ for each business, but should assess each component of the buyer’s experience to garner actionable insights which will act to focus your attention and activities.

Customer Profitability

This measures the net profit of a customer after allowing for the unique expenses required to support that customer. A financial measure like customer profitability, keeps the business from becoming customer-obsessed. Companies should aim to have more than satisfied and happy customers – they should be aiming for profitable customers.

This helps the business to assess whether they should continue in a particular market or,due to the drain on the business, should choose to opt-out.

Implementing core customer metrics in your organisation can help you track your performance and provide the basis for effective, fact-based decision-making in your small business.

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