- Book Options and Supplements
- About the Authors
- Acknowledgments
- Dedications
- Preface
- Chapter 1: The Nature of Risk: Losses and OpportunitiesPrint Chapter|
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- Chapter 2: Risk Measurement and MetricsPrint Chapter|
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- Chapter 3: Risk Attitudes: Expected Utility Theory and Demand for HedgingPrint Chapter|
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- Section 1: Utility Theory
- Section 2: Uncertainty, Expected Value, and Fair Games
- Section 3: Choice Under Uncertainty: Expected Utility Theory
- Section 4: Biases Affecting Choice Under Uncertainty
- Section 5: Risk Aversion and Price of Hedging Risk
- Section 6: Information Asymmetry Problem in Economics
- Section 7: Why Corporations Hedge
- Section 8: Review and Practice
- Chapter 4: Evolving Risk Management: Fundamental ToolsPrint Chapter|
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- Section 1: The Risk Management Function
- Section 2: Beginning Steps: Communication and Identification
- Section 3: Projected Frequency and Severity and Cost-Benefit Analysis—Capital Budgeting
- Section 4: Risk Management Alternatives: The Risk Management Matrix
- Section 5: Comparisons to Current Risk-Handling Methods
- Section 6: Appendix: Forecasting
- Section 7: Review and Practice
- Chapter 5: The Evolution of Risk Management: Enterprise Risk ManagementPrint Chapter|
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- Chapter 6: The Insurance Solution and InstitutionsPrint Chapter|
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- Chapter 7: Insurance OperationsPrint Chapter|
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- Section 1: Insurance Operations: Marketing, Underwriting, and Administration
- Section 2: Insurance Operations: Actuarial and Investment
- Section 3: Insurance Operations: Reinsurance, Legal and Regulatory Issues, Claims, and Management
- Section 4: Appendix: Modern Loss Reserving Methods in Long Tail Lines
- Section 5: Review and Practice
- Chapter 8: Insurance Markets and RegulationPrint Chapter|
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- Chapter 9: Fundamental Doctrines Affecting Insurance ContractsPrint Chapter|
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- Chapter 10: Structure and Analysis of Insurance ContractsPrint Chapter|
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- Chapter 11: Property Risk ManagementPrint Chapter|
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- Chapter 12: The Liability Risk ManagementPrint Chapter|
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- Chapter 13: Multirisk Management Contracts: HomeownersPrint Chapter|
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- Chapter 14: Multirisk Management Contracts: AutoPrint Chapter|
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- Chapter 15: Multirisk Management Contracts: BusinessPrint Chapter|
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- Chapter 16: Risks Related to the Job: Workers’ Compensation and Unemployment CompensationPrint Chapter|
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- Chapter 17: Life Cycle Financial RisksPrint Chapter|
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- Chapter 18: Social SecurityPrint Chapter|
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- Chapter 19: Mortality Risk Management: Individual Life Insurance and Group Life InsurancePrint Chapter|
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- Chapter 20: Employment-Based Risk Management (General)Print Chapter|
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- Section 1: Overview of Employee Benefits and Employer Objectives
- Section 2: Nature of Group Insurance
- Section 3: The Flexibility Issue, Cafeteria Plans, and Flexible Spending Accounts
- Section 4: Federal Regulation Compliance, Benefits Continuity and Portability, and Multinational Employee Benefit Plans
- Section 5: Review and Practice
- Chapter 21: Employment-Based and Individual Longevity Risk ManagementPrint Chapter|
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- Chapter 22: Employment and Individual Health Risk ManagementPrint Chapter|
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- Section 1: Group Health Insurance: An Overview, Indemnity Health Plans, Managed-Care Plans, and Other Health Plans
- Section 2: Individual Health Insurance Contracts, Cancer and Critical Illness Policies, and Dental Insurance
- Section 3: Disability Insurance, Long-Term Care Insurance, and Medicare Supplementary Insurance
- Section 4: Review and Practice
- Chapter 23: Cases in Holistic Risk ManagementPrint Chapter|
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- Appendix A
- Appendix B
- Appendix C
- Appendix D
There are no key terms for this page.
Review and Practice
What are the adverse consequences of risk? Give examples of each.
What is a common process of risk management for property exposure of a firm?
How was the traditional process of risk management expanded?
The liability of those who own a corporation is limited to their investment, while proprietors and general partners have unlimited liability for the obligations of their business. Explain what relevance this has for risk management.
What are the three objectives of risk mapping? Explain one way a chief risk officer would use a risk map model.
Define the terms loss prevention and loss reduction. Provide examples of each.
What are the types of risks that are included in an enterprise risk analysis?
What has helped to expand risk management into enterprise risk management?
Following is the loss data for slip-and-fall shoppers’ medical claims of the fashion designer LOLA for the years 2004–2008.
Year Number of Slip-and-Fall Claims Slip-and-Fall Losses 2004 700 $2,650,000 2005 1,000 $6,000,000 2006 700 $7,000,000 2007 900 $12,300,000 2008 1,400 $10,500,000 Calculate the severity and frequency of the losses.
Forecast the severity and frequency for next year using the appendix to this chapter.
What would be the risk management solution if Lola’s results are above the median of severity and frequency for the industry of the geographical location?
Brooks Trucking, which provides trucking services over a twelve-state area from its home base in Cincinnati, has never had a risk management program. Shawana Lee, Brooks Trucking’s financial vice-president, has a philosophy that “lightning can’t strike twice in the same place.” Because of this, she does not believe in trying to practice loss prevention or loss reduction.
If you were appointed its risk manager, how would you identify the pure-risk exposures facing Brooks?
Do you agree or disagree with Shawana? Why?
Devin Davis is an independent oil driller in Oklahoma. He feels that the most important risk he has is small property damages to his drilling rig, because he constantly has small, minor damage to the rig while it is being operated or taken to new locations.
Do you agree or disagree with Devin?
Which is more important, frequency of loss or severity of loss? Explain.
Rinaldo’s is a high-end jeweler with one retail location on Fifth Avenue in New York City. The majority of sales are sophisticated pieces that sell for $5,000 or more and are Rinaldo’s own artistic creations using precious metals and stones. The raw materials are purchased primarily in Africa (gold, platinum, and diamonds) and South America (silver). Owing to a large amount of international marketing efforts, Internet and catalog sales represent over 45 percent of the total $300 million in annual sales revenue. To accommodate his customers, Rinaldo will accept both the U.S. dollar and other foreign currencies as a form of payment. Acting as an enterprise risk manager consultant, create a risk map model to identify Rinaldo’s risks across the four basic categories of business/strategic risk, operational risk, financial risk, and hazard risk.

Citation Information
APA Format:Baranoff, Etti., Brockett, Patrick Lee., and Kahane, Yehuda., Risk Management for Enterprises and Individuals. Retrieved Sep 2, 2010 from http://www.flatworldknowledge.com/node/29698 .
MLA Format:Baranoff, Etti, Brockett, Patrick Lee, , and Yehuda Kahane. Risk Management for Enterprises and Individuals. 1969 . Flat World Knowledge. 2 Sep, 2010. <http://www.flatworldknowledge.com/node/29698> .
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