【文章內(nèi)容簡(jiǎn)介】 aditional auto and general liability business during 1977. Large volume gains have been acpanied by excellent underwriting margins following contraction or withdrawal by many petitors in the wake of the 197475 crisis period. These conditions will reverse before long. In the meantime, National Indemnity’s underwriting profitability has increased dramatically and, in addition, large sums have been made available for investment. As markets loosen and rates bee inadequate, we again will face the challenge of philosophically accepting reduced volume. Unusual managerial discipline will be required, as it runs counter to normal institutional behavior to let the other fellow take away business even at foolish prices. 講到這裡，我們必須再度將殊榮歸予 Phil Liesche，在核保部門 Roland Miller 以及理 賠部門 Bill Lyons 的大力協(xié)助下，國(guó)家產(chǎn)險(xiǎn) 1977 年在傳統(tǒng)的汽車及責(zé)任險(xiǎn)業(yè)務(wù)方面又 大放異彩，保費(fèi)收入不但大幅成長(zhǎng)，相較於其他同業(yè)不堪 197475 年的危機(jī)陸續(xù)退出 市場(chǎng)，其優(yōu)異的核保利益更屬難得，國(guó)家產(chǎn)險(xiǎn)的核保利益大幅地成長(zhǎng)，此外可供投資 的資金亦迅速累積，只可惜這樣的情況維持不了多久，這些業(yè)者又會(huì)再度捲土重來(lái)， 隨著市場(chǎng)緊繃情勢(shì)轉(zhuǎn)為寬鬆，費(fèi)率又將變得失控，屆時(shí)我們又必須回復(fù)過(guò)去冷靜地接 受保費(fèi)收入 銳減的考驗(yàn)，嚴(yán)格的核保紀(jì)律絕對(duì)必須維持，如此我們才能抗拒直覺(jué)，眼 睜睜地看著其他業(yè)者以瘋狂的價(jià)格搶走生意。 Our reinsurance department, managed by Gee Young, improved its underwriting performance during 1977. Although the bined ratio (see definition on page 12) of was unsatisfactory, its trend was downward throughout the year. In addition, reinsurance generates unusually high funds for investment as a percentage of premium volume. 1977 年由 Gee Young 管理的再保險(xiǎn)部門改善了其核保的績(jī)效，雖然高達(dá) 的綜合比率不算理想 (相關(guān)定義請(qǐng)參閱第 12 頁(yè) )，但至少趨勢(shì)是向下，此外再保險(xiǎn)的保 費(fèi)收入依然貢獻(xiàn)大量的資金以供我們進(jìn)行投資。 At Home and Auto, John Seward continued to make progress on all fronts. John was a battlefield promotion several years ago when Home and Auto’s underwriting was awash in red ink and the pany faced possible extinction. Under his management it currently is sound, profitable, and growing. 至於 John Seward 領(lǐng)導(dǎo)的家庭與汽車保險(xiǎn)在各個(gè)方面都有重大進(jìn)展，幾年前當(dāng)該公司 因核保大幅虧損，面臨倒閉危機(jī)時(shí)， John跳上火線，在他的管理之下，公司的營(yíng)運(yùn)漸 上軌道。 John Ringwalt’s homestate operation now consists of five panies, with Kansas Fire and Casualty Company being operational late in 1977 under the direction of Floyd Taylor. The homestate panies had premium volume of $23 million, up from $ million just three years ago. All four panies that operated throughout the year achieved bined ratios below 100, with Cornhusker Casualty Company, at , the leader. In addition to actively supervising the other four homestate operations, John Ringwalt manages the operations of Cornhusker which has recorded bined ratios below 100 in six of its seven full years of existence and, from a standing start in 1970, has grown to be one of the leading insurance panies operating in Nebraska utilizing the conventional independent agency system. Lakeland Fire and Casualty Company, managed by Jim Stodolka, was the winner of the Chairman’s Cup in 1977 for achieving the lowest loss ratio among the homestate panies. All in all, the homestate operation continues to make excellent progress. John Ringwalt 負(fù)責(zé)的 Homestate 業(yè)務(wù)旗下主要包含五家公司，其中堪薩斯火險(xiǎn)在 Floyd Taylor 籌備下於 1977 年底正式營(yíng)運(yùn)， Homestate 1977 年的保費(fèi)淨(jìng)收入達(dá)到 2,300 萬(wàn)美元，三年前不過(guò)只有 550 萬(wàn)美元，其餘四家的年度綜合比率都低於 100， 其中 Cornhusker 甚至只有 ， John在努力管理其他四家公司的同時(shí)，更讓 Cornhusker 過(guò)去七年有六年的綜合比率低於 100，從 1970 年正式營(yíng)運(yùn)以來(lái)，該公司 已順利成為內(nèi)布拉斯加州傳統(tǒng)獨(dú)立經(jīng)紀(jì)系統(tǒng)的領(lǐng)導(dǎo)業(yè)者，至於由 Jim Stodolka 帶 領(lǐng)的 Lakeland 火險(xiǎn)則榮獲 1977 年主席杯的頭銜，因?yàn)槿ツ暝摴镜木C合比率最低，總的 來(lái)說(shuō)， Homestate 集團(tuán)的營(yíng)運(yùn)在去年大有進(jìn)展。 The newest addition to our insurance group is Cypress Insurance Company of South Pasadena, California. This Worker’s Compensation insurer was purchased for cash in the final days of 1977 and, therefore, its approximate $ million of volume for that year was not included in our results. Cypress and National Indemnity’s present California Worker’s Compensation operation will not be bined, but will operate independently utilizing somewhat different marketing strategies. Milt Thornton, President of Cypress since 1968, runs a firstclass operation for policyholders, agents, employees and owners alike. We look forward to working with him. 我們旗下保險(xiǎn)事業(yè)最新加入的成員是位於加州的賽普路斯保險(xiǎn)，至於勞工退休金保險(xiǎn) 則因?yàn)槭窃?1977 年底以現(xiàn)金買下，所以其 1,250 萬(wàn)美元的保費(fèi)收入並未列入我們當(dāng) 年的營(yíng)運(yùn)記錄，賽普路斯與國(guó)家產(chǎn)險(xiǎn)現(xiàn)有的勞工退休金保險(xiǎn)業(yè)務(wù)不會(huì)合併，而會(huì)採(cǎi)用 不同的行銷策略各自獨(dú)立經(jīng)營(yíng)，賽普路斯現(xiàn)任總裁 Milt Thornton，在保戶、業(yè)務(wù)員、 員工及股東方面的營(yíng)運(yùn)管理皆屬一流，對(duì)於能與他一起共事，我們相當(dāng)期待。 Insurance panies offer standardized policies which can be copied by anyone. Their only products are promises. It is not difficult to be licensed, and rates are an open book. There are no important advantages from trademarks, patents, location, corporate longevity, raw material sources, etc., and very little consumer differentiation to produce insulation from petition. It is monplace, in corporate annual reports, to stress the difference that people make. Sometimes this is true and sometimes it isn’t. But there is no question that the nature of the insurance business magnifies the effect which individual managers have on pany performance. We are very fortunate to have the group of managers that are associated with us. 保險(xiǎn)公司提供的制式保單很容易為其他同業(yè)所模仿，他們唯一的產(chǎn)品就是承諾，保險(xiǎn) 執(zhí)照不難取得，而費(fèi)率也是公開(kāi)的，這行業(yè)商標(biāo)、專利、地點(diǎn)、企業(yè)年資、原物料等 都不重 要，消費(fèi)者對(duì)於產(chǎn)品也很難產(chǎn)生特別的偏好，在企業(yè)的年報(bào)中，常?？吹接腥? 強(qiáng)調(diào)自己不同於其他同業(yè)的特殊之處，有時(shí)這樣的說(shuō)法有道理，有時(shí)沒(méi)什麼道理，但 不可否認(rèn)的是，保險(xiǎn)事業(yè)的本質(zhì)使得經(jīng)理人的表現(xiàn)，對(duì)於公司績(jī)效的影響具有舉足輕 重的地位，很幸運(yùn)的是與我們共事的是一群優(yōu)秀的經(jīng)理人。 Insurance Investments 保險(xiǎn)事業(yè)的投資 During the past two years insurance investments at cost (excluding the investment