R&R Insurance Blog

Strategies For The Family Owned Business

Few people have more estate planning issues to deal with than the family business owner. The business may be the most valuable asset in the owner's estate. Yet, two out of three family owned businesses don't survive the first generation due to poor planning.

Following are three concerns all small business owners should address as that plan their estates.

Who will take over the business if you die?

Owners often fail to develop a management succession plan. It is vital to the survival of the business that successor management, in the family or otherwise, be ready to take over the reins.

Who should inherit your business?

This may not be an asset you should split equally among your children. For those active in the business, inheriting the stock may be critical to their future motivation. To those not involved in the business, the stock may not seem as valuable.

Perhaps you entire family feels entitled to equal shares in the business. Resolve this issue now to avoid discord and possible distaster later.

How will the IRS value your company?

Because family owned businesses are not publicly traded, it's usually impossible to know the real value of the business. The final value placed on the business for estate purposes is often determined only after a long and tidious battle with the IRS. It is critical that the owners plan ahead and make sure there is enough liquidity in their estates to pay estate taxes and provide support for their heirs.

Topics: Business Insurance

Why You Need A Will

Posted by Resource Center

If you think wills are only for the rich, you're wrong. A will is an essential part of any estate plan. It is the primary document for transferring your wealth upon your death. If you die intestate (without a will), state law controls the disposition of your property. Without a will, settling most estates is more troublesome - and more costly.

We can't cover all the critical elements of an effective will but there are three major provisions your will should include:

Guardian for your children. The will should name a guardian for your minor children in case both you and your spouse die. Selecting a guardian to care for your children deserves a lot of thought. Name someone whose ideas on raising children are similar to your. Also, be sure the person you select is willing to accept the responsibility.

Personal Property Memorandum. The will should reference your personal property memorandum. Wisconsin statutes permit you to detail the distributuion of personal property to your beneficiaries in accordance with intentions described in your personal property memorandum. The memorandum enables you to change the disposition of items of personal property without revising your will.

Creation of trusts. All a will can do is direct the disposition of your estate. To accomplish longer term goals, such as funding a child's education or providing for an elderly parent, you must include instructions for the creation of trusts. Throughout this article, we will show how trusts can be used to achieve various objectives.

One importand aspect to consider in any trust, however, is selecting your trustee. A good trustee shares many of the characteristics we discuss in the next section Keys To Selecting A Personal Representative.

Naming a Personal Representative. You personal representative has several responsibilities, including:

Marshalling the assets and distributing the estate assets to your beneficiaries.
Making certain tax decisions.
Paying any debts or expenses of your estate.
Ensuring that all life insurance and retirement plan benefits are received.
Filing the necessary tax returns and paying the appropriate federal and state taxes.

Topics: Business Insurance

Six Reasons To Plan Your Estate

Posted by Resource Center

Estate planning is an easy thing to put off. Maybe you think it's too early; maybe you think your estate is too small. Here are six good reasons why you should plan your estate now:

With a Plan:

You decide who receives a share of your assets.
You decide how ans when your beneficiaries will receive their inheritance.
You decide who will manage your estate (executor, trustee, etc.)
You can reduce state taxes and administrative expenses.
You select a guardian for your child.
You can provide for the orderly continuance or sale of a family business.

Without a Plan:

State laws determine who inherits your assets - they could pass to an estranged relative.
The terms and timing are set by law. Your children could be left unfettered control of a sizeable estate.
The court appoints administrators whose ideas may not be compatible with your own.
Costs are usually greater, due to required administrative expenses and unnecessary taxes.
The court appoints a guardian for your child.
Financial loss and family hardships may result from an untimely forced sale.

Topics: Business Insurance

The Buy- Sell Agreement

Posted by Resource Center

A powerful tool to help you control your destiny is the buy-sell agreement. This is a contractual agreement between shareholders and their corporation or between a shareholder and the other shareholders of the corporation. (Note: Partners also can enter into buy/sell agreements.) The agreement control what happens to the company stock in the event of a "triggering" event, such as the death of the shareholder. For example, the agreement might provide that, at the death of the shareholder, the stock is bought back by the corporation. As an alternative, the agreement might provide that the other shareholders buy the decedent's stock.

Benefits of a Buy-Sell Agreement:

It provides a ready market for the shares in the event the owner's estate wants to sell the stock after the owner's death.
It sets a price for the shares. In the right circumstances, it also fixes the value for estate tax purposes.
It provies for a stable continuance of the business by avoiding unnecessary desagreements caused by unwanted new shareholders.

A well-drafted buy/sell agreement can solve several estate planning problems for the closely held business owner.

Topics: Business Insurance

Amazing results for R&R Insurance and its Wellness Program!

Posted by Bonnie Tulach

It all started with the red team vs. blue team. The competition between employees seems to work!

Twenty-eight employees made a personal commitment to a healthy lifestyle for six weeks! Exercise, healthy eating, and a personal coach helped each member attain their personal goals. To make it even more fun, each Tuesday night, after work, a personal coach lead a grueling exercise program that included aerobic, weight lifting, and intense strength exercises. The end of the competition was Friday, November 4th.

In just six weeks, 100 % of the participants attained their personal goals!!! The group lost a total of 350 inches and 186.4 pounds! The "Blue Crew" won the challenge with the largest percent of body weight lost.

Peak Performance, who sponsored the challenge said; “We are proud to say R&R Insurance had the best results of any other Corporate Fit Challenge we have ever run!”

It’s no surprise that R&R employees excelled in this program. R&R strives to be recognized as a culture that promotes the health and well being of all its employees. The R&R wellness program continuously educates, supports and empowers employees to improve and maintain their overall health and well-being through healthy lifestyle choices.

Topics: Business Insurance

The Seven Questions to Ask About Machine Safety in Your Workplace

Posted by Resource Center

According to the Industrial Accident Prevention Association (IAPA), machinery is involved in one in four workplace deaths.

To protect your workers from the many hazards surrounding machinery, the IAPA urges supervisors to ask themselves these questions:

1) Is guarding in place and used properly?
2) Is machinery in good repair and used properly?
3) Are lockout procedures clear and understandable?
4) Are workers trained before work starts on machines?
5) Are written job procedures available to workers and are they understood and followed by them?
6) Is required personal protective equipment (PPE) in good repair and used properly?
7) Are incidents and injuries investigated to find and eliminate the root cause?

If you answered "no" to or were unsure about the answers to any of those questions, you should review your machine safety program right away before someone becomes hurt on the job.

At R&R Insurance Services, we assist our clients in developing programs to combat machinery-type injuries.

Topics: Business Insurance

Top 10 Survival Tips for Manufacturers

Posted by Resource Center

Under intense cost pressures, quality is at risk at many manufacturers. These 10 tips by Guy Morgan, the managing director of BBK Southfield, can help you survive the competitive challenges ahead. This article was created on December 8th, 2011.

With rising cost pressures and intense global competition, the very survival of many manufacturers is still at stake three years after the financial meltdown of 2008. Many companies haven't completely recovered. The pressures to innovate and lower costs are immense.

Unfortunately, manufacturing quality has suffered in the process. In fact, quality is one of the key areas that companies must address to improve their chances for success, as you can see in the following 10 survival tips aimed at helping you navigate through your next round of challenges.

1. Maintain your focus.

Make a decision about the kind of company you are and stick with it. Over the past decade, flush with infusions of new capital, many manufacturers moved in too many directions at once. They were in poor shape when the crisis hit in 2008 and 2009, while the smart ones kept their eye on the ball and used loans and investment money wisely to develop their core businesses. As a result, they emerged the strongest from the downturn.

2. Reinvent your products regularly.

Suppliers who sharply differentiate their products fare the best. Their success may relate as much to their mindset as to the money they invest in new technology. In other words, a little creativity and outside-the-box thinking can go a long way. A few years ago, who would have thought that the technology used in a rearview mirror could surpass the sophistication of a car's headlamps?

3. Maximize your productivity and increase your speed through enhanced product and process design.

Lean manufacturing focuses on production and its associated costs from a component's conception. Your manufacturing and product design teams should communicate and work closely together from the outset. A "production-friendly" component can go a long way toward holding down labor costs and production time. Solicit design ideas via "crowdsourcing" and apply manufacturing techniques to compress production time. As the economy improves, there will be immense pressure to ramp up production without sending labor costs skyward and lean manufacturing can help solve this problem.

4. Pay attention to your supply chain.

You must know about any risks, financial or otherwise, that threaten your suppliers. You don't want to be surprised by a supplier that suddenly disappears. Think of the headaches and costs involved in replacing them on a moment's notice. Are your suppliers focusing on quality, research and development -- not just the component's price? Are you considering the "global cost footprint" when sourcing parts? If not, chances are good you will pay more in the end.

5. Offshoring vs Onshoring.

You must know the total cost of products. Due to the poor quality of parts, often sourced from low-cost countries, your employees may have to inspect a shipping container full of components piece by piece to identify those that can be repaired or must be scrapped. Logistics is also an issue that must be accounted for when determining the total cost of a product. Long voyages from Asia wreak havoc on just-in-time delivery because they require maintaining parts inventories rather than sequencing them into production. To help determine the total cost of ownership, a new, complimentary software tool compares the costs of manufacturing parts and tools in 17 countries based on 29 factors. It is being offered by The Reshore Initiative on its website.

6. Improve quality.

Companies need to improve their first-time through-rates to reduce scrap and rework. While first-time through-rates of 90% are common, that's unacceptable. Get something made right the first time and you'll increase your productivity and reduce costs significantly. Root cause analyses identify the source(s) of the problem(s) and are far less costly than paying for ongoing defects and repairs. Improving a 90% first-time through-rate to 97% is very doable.

There are still too many manufacturers delivering components with high defect rates. Successful companies gain a competitive advantage by whittling these down. In some cases, the current defect rate is at 50 parts per millions, when 2 or 3 parts per million is achievable. Companies should have detailed action plans to improve the quality of the components they produce; their Six Sigma teams should make it a priority.

7. Diversify your customer base.

This may involve segmenting your industry or going outside it. Over the last decade, a number of top suppliers in the auto industry have succeeded at entering new markets, whether it was a non-U.S. supplier hooking up with a Detroit automaker or a U.S. supplier with an Asian or German transplant. Some also diversified successfully outside the auto industry. A product for Detroit's Big Three could have applications in military vehicles, heavy equipment or in aviation. Pursue the lines of business that are within your core competency.

8. Embrace globalization.

Acquisitions, consolidations and diversification can help suppliers achieve economies of scale. It will prove difficult for many firms to compete without them. With overcapacity rampant in many industries, competition will be cutthroat for many components -- even the highly sophisticated ones. But if firms consolidate, they may be able to achieve the critical mass they need to succeed. Private equity firms can play an important role in bringing companies together in larger, stronger configurations.

9. Invest in your employees.

Suppliers who paid higher wages and made bigger investments in training and equipment came through the downturn better than those who didn't, according to a recent study by Case Western Reserve University. They also experienced 11% less sales loss than the firms that were least inclined to do so, the study found. Employee empowerment is a good thing.

10. Facilitate total productive maintenance.

While this concept has been around for decades, some manufacturers are still not training machine operators to perform many of the day-to-day tasks of simple maintenance and fault-finding. If operators understand the machinery and identify potential problems, they can correct them before they affect production -- reducing both downtime and production costs.

Finally, there is a common thread that weaves each of these tips together like a quilt: a never-say-die, take-no-prisoners attitude toward your business. The best performers today don't know the meaning of the word defeat. After all is said and done, it could be the one factor that makes all the difference.

Topics: Business Insurance

Business Insurance Rates Rising - Slightly

Posted by the knowledge brokers

In a recent article by Erik Holm from MarketWatch, he confirms that we are seeing the most aggressive insurance premium increases since 2004. At R&R Insurance, we have seen this slight uptick in renewal prices which indicates to us that 2012 will be a prime opportunity for businesses to review their coverages and their rates.

Here is the article from MarketWatch dated December 6, 2011.
NEW YORK (MarketWatch) -- Chief Executive Jay Fishman said his company had increased prices for business insurance clients by 5.2% in October and 5.8% in November, the largest rates increases in several years.

The data from Travelers are the latest evidence the market for commercial insurance is hardening after years of declining prices. That's good news for property-casualty insurers and their shareholders, but will translate into increased costs for the businesses that buy the coverage.

Travelers has often painted a rosier picture on prices than others in the insurance industry, and the latest data are no exception. But the company triggered a rally in property-casualty stocks in October when it reported it had managed to increase prices in the third quarter, and the new figures disclosed by Fishman Tuesday show the trend had continued.

"Our principal tactic right now is to drive rate," Fishman said at a Goldman Sachs financial services conference Tuesday. "This is at the very least [a case of] so-good-so-far, but actually it's beginning to feel even better than that. There is a sense of optimism building around this, and a notion that we can continue to drive this strategy successfully."

There have been other indications of an industrywide price turn in recent days. MarketScout, a Dallas-based insurance exchange, said its data show commercial insurance rates up 1% in November, the first time its market barometer has shown an increase in nearly seven years. Insurance broker Marsh Inc. said Friday that commercial property-insurance prices had increased 1.7% so far in the fourth quarter.

Pricing data released by insurers or by the brokers that arrange the coverage offer a glimpse into what is otherwise an opaque market. The details of individual commercial insurance contracts aren't disclosed by the parties involved, and the buyers, sellers and middlemen are the only ones who know the exact prices of specific policies.

The price increases are coming at a time when insurers have struggled to earn worthwhile returns on their investment portfolios. In years past, insurers could count on their investments to make up some of the difference if they underpriced a policy, but ultralow interest rates mean the margin for error is shrinking.

In addition, property insurers have paid out billions in claims from natural disasters in the past year. Ratings company A.M. Best put the pre-tax tally from catastrophes through the first nine months of 2011 at $38.6 billion in the U.S. alone. That figure doesn't include still mounting losses from the record-breaking earthquake in Japan and massive flooding in Thailand.

Previously, Travelers had said it increased business-insurance prices by 2.3% in August and saw a 4.2% price hike in September on returning customers. At the time, executives said the increases were the most aggressive the company had been able to push through since it reached its current form through a merger of Travelers and St. Paul in 2004.

The figures exclude Travelers' largest accounts, but the bulk of its commercial insurance business involves midsize and small accounts. The figures Fishman supplied Tuesday showed that a sub-segment comprised primarily of midsize accounts saw rate increases of 8.2% in November.

"You apply that against the sizable business and you begin to see a fairly meaningful increase in revenues," Fishman said.

Fishman also said Travelers had repurchased $803 million of its own stock in the quarter through December 5, and now expected to buy back between $1.1 billion and $1.2 billion by the time the quarter ends. Previously, the company said it was targeting about $1 billion in buybacks in the quarter.

Even if the company hits the top end of the target, buybacks for all of 2011 would be down more than 20% from the previous year. The company reduced its repurchase activity for part of this year as claims poured in from the natural disasters.

Wisconsin businesses, if you would like a review of your commercial coverage, please contact a knowledgebroker.

Topics: Business Insurance, MarketWatch, business insurance rates rising

85% of Companies Experience Supply Chain Disruption

Posted by Scott Brookes

A recent survey indicates that a significant percentage of companies were affected by supply chain disruption over the last 12 months. In the survey sponsored by Zurich Financial Services Group and conducted by the Business Continuity Institute (BCI), 85% of companies say they experienced at least one supply chain disruption.

Adverse weather was cited as the main cause of disruption by 51% of respondents. Weather was also a prominent cause of disruption in a similar survey last year. Some of the other findings from the article are listed below.

The earthquakes and tsunami experienced in Japan and New Zealand this year, affected 20 percent of responding organizations, which were headquartered in 18 different countries.
Cyber attacks became a top three source of disruption in the financial services sector.
Supply chain incidents led to a loss of productivity for almost half of businesses along with increased cost of working— 38% of respondents—and loss of revenue—32% of respondents.
Longer term consequences of disruption in the supply chain included shareholder concern, 19% of respondents, damage to reputation—17%—and expected increases in regulatory scrutiny—11%.
For 17% of respondents the financial costs of the largest single incident totaled a million or more Euros. This figure almost doubles to 32% where less resilient supply chains are evident in the research.
Loss of talent or skills rose from 14th place in 2010 survey to 6th place in 2011. This represents a warning that lay-offs among supply chain partners is leading to increased disruption, the report says.
Seventy-four percent of respondents either strongly agreed or somewhat agreed with the proposition that outsourcing and just-in-time/lean strategies were making their organizations more vulnerable to supply chain disruption.

If you have questions on how to evaluate your business income exposure including evaluation of dependent properties, interdependencies between locations, and how to develop an adequate limit, please contact Scott Brookes. I have taught courses in business income including how to evaluate your exposures, develop a limit, and possible risk management solutions to minimize the exposure.

Topics: Cyber Liability, Scott Brookes, Business Interruption, business continuity institute, Business Insurance, disruption in the supply chain, how to evaluate your business income exposure, Supply Chain Disruption, evaluation of dependent properties, how to evaluate your exposures

Traci's Showing

Posted by the knowledge brokers

Ted_Story

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Commercial Pieces

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Don_Review_Coverage

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Jay Zahn
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Jay_Re-evaluate_Bonding

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John Brengosz
John_1st_Common_Mistake

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John_Age_Of_Building

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John_Distracted_Driving_Policy

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John_Driver_Selection

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Mike Geldreich
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Nancy McMurry
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Bill_Safety_Concerns

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Bill_Transportation_Issues

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