Who's brokers and consultants who?
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000nab a2200000 i 4500 | ||
| 001 | MAP20071029250 | ||
| 003 | MAP | ||
| 005 | 20080418121925.0 | ||
| 007 | hzruuu---uuuu | ||
| 008 | 980122e19970201usa|||| | |00010|eng d | ||
| 040 | $aMAP$bspa | ||
| 084 | $a213 | ||
| 100 | 1 | $0MAPA20080198374$aLevin, Michael R. | |
| 245 | 1 | 0 | $aWho's brokers and consultants who?$cby Michael R. Levin |
| 520 | $aBrokerage firms face several obstacles in competing for consulting work. First, delivering high-quality consulting services requires more than ability to analyze problems and render practical advice. Second, many consulting firms understand the pressures that brokerage firms now face and have observed first-hand how brokerage firms seek to provide consulting services. As a result, consultants find themselves competing with brokers on these new terms. Third, and most important, brokers need to overcome the pervasive perception that they are deal-makers who live for the next transaction. Therefore, the fundamental difference between consultants and brokers lies in how they create core competencies that benefit their clients. The client should choose between the two based on its specific needs | ||
| 650 | 1 | 1 | $0MAPA20080605193$aConsultoría de seguros |
| 650 | 1 | 1 | $0MAPA20080600600$aCorredores de seguros |
| 650 | 1 | 1 | $0MAPA20080591182$aGerencia de riesgos |
| 650 | 1 | 1 | $0MAPA20080557591$aCompetencia |
| 740 | 0 | $aRisk management | |
| 773 | 0 | $tRisk management$dNew York$gnº 2, February 1997 ; p. 43-48 |