For your seven trillion dollars in the tongue call twice that there is risk 90
percent are from SMEs that generate 80 cis Give me 20 minutes of your time
and I, in return, would give you information on the most relevant issues
in foreign trade, tax and customs. With a human touch and let'
s make a Truk, a podcast of maga TVs and Mexica chi Hello.
How about a good afternoon, welcome, let' s barter like I was
at a telesemagas event in Mexico. We' re asking for an apology today,
because, well, the Internet Gito made us theirs. He cut off
the Internet. There I know and, therefore, did not let us share,
finish sharing the video that we were projecting. But here we are with
a lot of love. You know, in the month of August with our
special guests to make a barter And because today a subject the truth that is
very interesting, joins us today the engineer José Sánchez Nuño, whom I allow
to present. If I may, I' ll read your face. Engineer
José Sánchez Nuñoz, leader in insurance and financial services, with more than thirty
- three years of experience as president and yes or of Grupo Nuño, José
Sánchez Núñez, has taken the company to the top of the insurance and financial
services market for more than three decades. It is considered to be a brook
of excellence, providing comprehensive solutions, nationally and internationally renowned companies with a focus
on corporate governance implementation and the adoption of strategic committees. Or has been promoted
organizational development, sustainability innovation in all areas. Grupo Núñez, as a strategic
ally in the logistics and business sector, has been a coffer in important forums,
addressing vital issues such as the importance of transit goods insurance and credit insurance,
thus driving business growth. His experience also includes the digitization of Grupo Nuño,
expanding our offices throughout Mexico and collaborating with international insurers to provide specialized options
to our clients. José Nuño is an industrial engineer from the University of Guadalajara
and his professional training and constant updates, including graduates and courses in risk management
and insurance marty prime, support his knowledge and vision in the field of insurance
and financial services. So, I want to welcome the engineer. How are
you engineered, good afternoon welcome to barter. Yes, very well, Daniela,
very well. It' s a pride for me to be here Let
' s have a barter and then very interesting the subject we' re going
to be dealing with today. Yeah, it' s actually very interesting.
Today' s barter is corporate credit insurance. The truth is that it is
a subject of great importance, especially those of us engaged in foreign trade,
because here we can have with you a solution that we want you to discuss
a little more. And well, for this I' d like you to
share the screen. If I may, Caesar, you can now share the
screen for the presentation. And, well, while I greet the ultimate carvajal
doctor, the engineer how they are. I' m very glad to have
them. And well, as we work, it' s forty- five
minutes of presentation, about fifteen minutes of questions and answers, in which the
panelists will also be able to participate. Right, first that record won'
t let me. He' s still showing up without permission to see.
Allow me a little bit to see what you can try again and well,
I also thank those who are connecting from all over, also on YouTube.
I' m being greeted here by YouTube on social media. Now you can
share. Yeah, make the presentation. Yeah. Thank you very much,
Daniela. Before starting the presentation, we also thank Traide low Coston, associated
FTAs and, above all, go with that battle phrase flourishing and strengthening knowledge.
I can not read it very well there the knowledge of the active training
of legal and customs tells me. I don' t go too far with
it. Also tell them what a nuño group. Last year we had on
the distinctive day of socially responsible enterprise, which forces us to declare our code
of ethics. Among other things, I recommend that, when you can see
it on our page on ww the group one point forward with the video.
To begin with, with that video, it' s a corporate video,
and we' ll follow you through with the presentation of the crento insurance.
You see, the video doesn' t run, okay, and it'
s running, but you don' t listen. He' s already running.
You can' t hear the sound, but it' s running.
Well, then, we move on to the presentation you can share with me.
Please. Okay, let' s see what credit insurance is. Credit
insurance covers non- payment, including late payment of exporters' accounts, importers
any industry company. The main assets of companies are accounts receivable. When such
accounts receivable are properly protected, there is certainty to continue to grow and not
to be startled by defaults that might arise over a twelve- month period.
It' s a policy that has three servils, that' s an insurance
policy. Like I said. It helps companies expand their business safely. And
the first service we have for companies is risk prevention. Here we will assess
the risks of buyers. It' s the first step we' re going
to take. We will make a continuous evaluation for twelve months, where we
will see the financial and operational structure of the company and we will give it
a value, a risk value that goes from one to ten, being the
one the lowest risk, being ten the dangerous risk. Then, when we
warn our insured, our company and exporter or importer, which is the customer,
where he has that confidence to sell he will already be able to dar
creak in those buyers or customers that were rejected. He' s going to
serve you that information too because you' ll be able to do contact negotiations.
Once we validate that it can be sold to you on credit if the
customer fails within the time limit given by the exporter and or industry. We
speak of seven days, fifteen days of credit, thirty, sixty days,
ninety days, one hundred and twenty days, even one hundred and eighty days.
We can take a turn. Then we do the recovery when the insured
the exporting industry, the customer who is exporting, did its collection work and
in his client tells him because I will not pay you. Do or just
wear it that will pay you next month. Next month and we don'
t pay you we go in to do the recovery later, we' ll
see wider what we do at each of these three points. We do the
recuperation by warning him. Obviously, the Bank at credit to other suppliers that
that customer owes us invoices and also in some cases we pressure other suppliers not
to sell it until they pay the exporter or industry their bills. Then the
buyer looks cornered and like magic, the money appears and pays. But let
' s see cases where the company' s really broken. He had a
difficult situation and that' s why we' re the insurers to take risks.
And here we' ll pay your bills. Each of your actions,
one or several we will pay to eighty, eighty- five and ninety percent.
Of course what these percentages depend on. These percentages sell out of how
their customers were rated in the first base, if they were if they had
pure first- rate, first- rate customer. Well, we' re
probably gonna pick him up. We almost always try to pay ninety percent this
if you have if they are customers who are in the rayita, well we
will pay you eighty and maybe. We' re not going to authorize you
the entire credit line and we' re not going to authorize you all the
credit you' d like to give, or if depending on whether it'
s not very long the term, we' re not expanding a little bit
more on the first service we' re giving to evaluate the customer. It
' s a rating given to customers to measure the likelihood that that customer will
stop paying us in twelve months. Well, yes, ahead and the insured,
it will give you a view a broad spectrum where the financial health,
of your customers, of your buyers, and with it you will be able
to make a decision at the time of generating your sales on credit, that
this is an important tool that will strengthen the internal policies of the importing exporter
of any industry, minimizing that risk, risk inflation, expanding a little bit
the information of the first that we are really doing in this relationship, what
we are trying to do is to help companies develop their business, their business
model, with more accurate information, nothing more, with reports of traditional credit
bureau and their investment in this product, which can be contracted independently of the
policy, is really very cheap. The entrepreneur, the SME, can enter
with one with a prepaid thousand dollars. That is, this$ 1,
000 prepaid can analyze from twenty- five to thirty clients, either in Mexico
or abroad. We are talking about the United States, Europe, Asia,
South America and of course there are some countries that are excluded, but we
can give the credit opinion. So, maybe we won' t be sure,
but we can give the credit opinion. We would be talking about the
fact that in making this assessment we have certain products. One is a comprehensive
report, in- depth analysis of the credit risk that that customer has abroad
or in the country. Selling on credit. We also make that assessment of
where we' re going to tell you. This risk is assessed at level
four, level five, level one or level ten, and it is a
period because today a customer enters and at the best of the three months,
changes his risk and greatly increases his risk to continue selling him on credit and
to continue giving him his limit of Creen then comes that we can give an
advanced evaluation. This is where we tell you. You know this client just
gives him this percentage, give him that term and give him that amount of
limit to believing in recovery. When we get into the billing loop, here
you' re asking me a good afternoon question, how are the company'
s risks measured? It is already an internal mechanism that has the insurer where
it is studied, its payment behavior is studied with different suppliers, it is
studied what to start, how the company works financially operationally, if it has
demands, what problems it has with the SAT. It' s a series
of sets where they' re being analyzed and that risk is being given to
the right client. Thanks to you John in recovery we do all the proactive
management of accounts receivable in a friendly manner. We do this in an out
- of- court way, that is, in a pre- legal way,
and we have already begun to contemplate credit and commercial consequences because of the
reports we raised to the banks, the credit bureau and other suppliers. What
hurts the buyer the most that you burn with other suppliers. There are even
companies that tell the supplier listen, but why, why don' t you
want to sell me to you and I don' t owe you. I
owe a client in Mexico and then, because that supplier says yes. But
I' m having authorized lines with the insurance company that if I sell you,
they can protect me a thousand lines and I don' t want them
to protect me. So yes, I can stop paying you to sell if
you don' t pay the company, whether it' s already the company
that' s in Mexico. It doesn' t matter that the customer is
in Germany, in France, in the United States, in Latin America,
and there is a risk in Latin America. You know that there is currently
a philosophy of progressive p- governments, formerly called socialists, which, therefore,
are trying to protect domestic production a lot and strengthen their currencies, which
force industries to pay with their own currencies, which they still do. That
affects him because they say no so I pay in dollars or euros, which
are the dominant currencies. Once that payment cannot be made, we enter the
legal area where all the management and legal processes they carry out and with our
own lawyers are done. The lawyers themselves are local. I mean, if
I' m going to make a drive or I' m going to make
a charge in Germany, I do it, I don' t do it
with lawyers from Mexico, but I do it with lawyers from the region of
the country, which is what gets a lot of strength and lowers the costs
in the collection, because what really interests the insurer in the first instance is
that the client pays, that our insured does business with reliable people. Second,
let him pay and if he doesn' t pay, then I charge.
Because if I don' t have to pay the claim, of course,
if I can' t collect, then I pay the claim, I
have no problem. Well, once I did the collection, I had 120
days to make all the collection arrangements. Here I do all the steps I
took earlier from when I am notified of the accident or when I see a
threat of sin which, for example, I already lift the curtains, which
does not answer the phone that wants to ask me for a discount of forty
of fifty percent this if you want me to pay myself there already for the
cinema, I have hundreds twenty days to manage that charge. Once if I
charge in those 120 days, let' s assume that a client owes me
$ 200, 000 of that$ 200, 000. I charge the two
hundred. Our insured, our seller is going to recover ninety- eight percent
of these two hundred thousand. Even when it says the policy I' m
going to get paid ninety percent. But why are they going to pay me
why I' m going to get back ninety- eight percent, because the
company is doing the collection work and two percent won' t bill it to
collect. What is charged is never deposited in the insurer' s accounts.
The insurer only manages the payment and all the money goes to the account of
the exporter, importer or industry. But let' s assume that nothing else.
He recovered a hundred thousand, not the two hundred, but a hundred
thousand, and a hundred thousand were left flying because he could not pay the
client because he had not, and those one hundred thousand were already bankrupt.
If I' m going to pay them at ninety percent. That' s
already a risk and I, as an insurer, will sue, sue that
client and if I get him back. Well, if I don' t
get it back, then that' s my risk, that' s why
they' re not kind of hedges and policies. We have two types of
coverages, or two types of policies, the national coverage, the domestic coverage
that covers the sales of Mexican companies that see in the national territory. This
gives a lot of guarantee because if I am in the south of the country
or in the north of the country and I want to sell it from end
to end of the Mexican Republic I can do it. It doesn' t
matter that I don' t have branches in those areas, because I'
m not going to do it. He' ll pay me the moment he
knows he' s insured. He' s going to pay me and if
he doesn' t, the company' s going to be the collection and
country if he doesn' t get paid, he' s going to pay
me. So it' s a policy that really helps us grow. Then
comes the export policy. Here we will cover all sales of companies that are
established in Mexico. It doesn' t matter if they have Mexican or foreign
capital, but they do have to be established and they have sales abroad.
We will cover those sales as long as they are not to excluded countries,
for example. I don' t know everything, but there' s Cuba,
there' s Ukraine right now for the war. There' s Russia,
there' s North Korea, and there' s some countries attached.
What do we cover with both policies. Did we cover the commercial risk?
What does commercial risk mean? Commercial risk is any pretext the insured company takes
away to not pay. Hey, they took me with the collection. I
didn' t already get a cheaper supplier than you or give me a discount.
Hey the owner passed away and not here left no one ready to pay
for it. She' s immobilized. The company can' t pay you.
Or just a defiant attitude from that buyer that sues me and I have
a law department and see how that risk touches us. This is on deck.
There are also companies that are well structured and dedicated to financing themselves with
the money of the suppliers, and they, because they are well structured,
adhere to the commercial contest, in fact, because they declare themselves in insolvency.
And this allows them not to be sued, not to be sued.
And that' s also covered by the forces. We also cover the extended
arrears, the commercial arrears when the company, because it brings you month by
month that will pay you and that will pay you and it does not pay
you, in fact, when they do not enter the commercial contest and the
company refuses to therefore faster the payment, because we already started to make the
arrangements to pay. But what happens when you export When you export, I
always say the United States had a good rating Germany, but we already started
seeing companies that stop paying. And we have very strong companies, as in
Ron Black Baster, as is the car company that now breaks the name and
take many suppliers in Mexico and we have, for example, what was the
commercial, what was giant, suppliers that spent twenty- five years, thirty
years selling them never went bad only in the last two years and made them
break because listen I always paid you well wait for me Mexican aviation, took
you hotels, took away travel agencies. So, in international risk we cover
the non- transferability of currency. The company does have money, but the
government forbids it to pay in hours or the embargo is no longer the same
owner. Already the company is no longer part of the government and they say
we cancel the debts, cancellation of import licenses war, among others. For
example, we had insured customers in Ukraine. When the war came, we
suspended the credit limits and but everything that had already been billed was covered.
But we already alerted our customers. Hey, you can' t do negotiations
with Ukraine anymore. Even we had insured companies in Brussels, in Russia,
where there was a very famous brand of candy here, selling a supermarket in
Russia. And obviously, with the war, because you came to attack this
protection and the Mexican company said no. I' m not risking that anymore.
No better I' m looking for another Netkub. This credit insurance program
can be seen from different views. We are seeing this from the commercial point
of view of an SME, an exporter, an industry. Having this accounts
receivable program, you will have a better selection of your futures, your current
customers and your future customers that you will sell to you here. It will
also allow you to give credit advantages to your customers by trusting them and taking
a step ahead of their competitors. So this will allow you to eat a
little market, whether foreign or domestic and, above all, that I all
sales no longer care if the customer is well studied. Just let the company
authorize me, let the company do the study, the insurer, and if
it authorizes me on my portal, because among all this we do it through
a digital way. We give you a portal, where we deliver is from
a user, a key and there all your customers go up to authorize them.
Or you' ll see which ones are rejected. And of course,
they' re putting on twelve executors, three executives. There are two executives
who are monitoring this portal, who are uploading client, who are authorizing credit
lines or the same, who are being rejected. Because I can authorize a
client right now in August and February. The company can say listen to this
company no longer buys. It' s already risk seven. Then I must
be careful not to sell him anymore. All that information. It' s
going to be on the portal and, obviously, the company that hires the
insurance must hire one, must have an executive on it. In the other
we' ll support you with twelve runs and we' ll help you.
We' re gonna be seeing if customers are going up or we' re
getting customers up, because the policies and you' ve already hired them,
because you have to use them. If you don' t use the portal,
you don' t upload your customers, because that' s where I
' m going to authorize each client. Also to authorize a client, it
' s not like we took three months, two months, one month,
because I' ve already lost the client. Not really, the evaluation of
customers in domestic market takes us three to five days. I mean, it
' s really fast. Authorization of customers in international customers. The authorization goes
from five to eight days and I say there will be customers who reject you.
But knowing that that client can' t sell him on credit is a
big advantage, because if I sell him, I' m gonna lose him.
Sure, there may be flaws in the evaluation because we don' t
have the information. That can be arranged. It can be arranged in the
sense that you can be dismissed financial statements, two- balance statement and tax
status, payment histories, and you can qualify those customers and give them a
rating, as appropriate to be able to sell them to credit. Now,
if we saw this program from the financial point of view, because the profitability
of our company to have this polita becomes much better protects its radio. It
' s also going to save on managing customer management, because if in a
moment to give credit, I had several people in the credit department and external
aborados to be able to give it, that I can already save it,
because it' s a job that we' re going to do. You
don' t have to ask the client for information. We ask him,
except when the trien refuses, because they already see how insecurity is. You
have to tell them we' re going to call them and we' re
going to ask them for that information. But if he feels safer about giving
the information to you and sending it to us, we have no problem qualifying
you. It also allows you to better manage your cash flow. This cash
flow can be used for operating expenses to grow the company. You are no
longer going to have to set up a reserve for uncollectible accounts because you will
no longer see them and, of course, it offers greater risk control for
credit clients who do not fall into default. But companies have liquidity needs and,
for example, when they give very large deadlines of 120 days or 180
days, because it affects their liquidity. They can combine this business credit insurance
program with ele. The factoring goes to inject short- term liquidity and be
sure to protect you from being paid. We can pay it to the company
or the bank. With you don' t ask, we move on to
the next or how we do that rating, that client evaluation. We give
them a numbering. The one is a client with an extremely low risk.
He' s an exceptional customer, two is a very low risk. He
' s a solid client, the three is a low risk and sun.
The four is a lower risk. On average. It is still considered a
good company to sell to. I believe risk five is an average risk that
we are already beginning to see hear how much you are asking me about the
credit limit, what time frame it is given if it is not credit limits,
especially very high, because we give them. Not or, for example,
a risk five in Argentina, that we do cover Argentina, because already
there we begin to see more in detail how the company is. No,
because Argentina' s problem is the political risk that there is a risk six,
because we are already more cautious here. We analyze that client more,
we analyze it, we see its financial situation, details and it brings demand,
if it brings payments and six, which is a risk with great caution,
we no longer assure. The risk higher than the average that a six
already assures you, but we inform you. I mean you can qualify because
I can bring a customer at risk six, but because your information is not
up to date. And remember that a client can go from six to four
if we update the information or from four to six. It all depends.
Not risk seven is a weak confirmed risk. We can also improve it,
which we already hardly improve. It' s a risk eight, which is
a high risk. It is a risk nine that already the customer brings several
difficulties and a ten is a perch. He owes half the world already.
Sometimes these customers stay because they keep paying their main provider. But sooner or
later they will stop paying because they already owe the bank, they owe several
suppliers and they do not owe that customer because there are customers we want to
do to. No, but look. I' m 20 years old and
he doesn' t pay me. Yeah, I know it' s fake,
but he pays me, but that' s why he' s the
main provider of his operation. What important reminders I must have to keep my
policy working. And if you pay me, here are some important reminders,
very simple, very logical. You pay the premium. You know that all
recibuses have a payment period, but sometimes the lack of good administration is not
paid in time. We have a system, an even software, that is
in the cloud and we make it easy for you to see the status of
your policies and your outstanding collection, because it is important that you pay it.
And I understand that many companies, because they want to use the last
day or longer term for liquidity issues. Another important thing is that I must
notify the company of the late payment of one of my clients the default of
one of my collectors. All this depends on the deadline I have to notify.
There are companies that give you sixty days, ninety days to warn this
thirty days and if I will ask for a new decision to extend that term.
I can do it and you have to do the modification online and on
the credit line in the portal. You have to pay the credit limits in
order not to have that problem to declare the threat of accident in time and
way remember that there we had a period to inform the insurer that a customer
will pay us. There are insurers who give the ninety others the sixty other
thirty days to give him the bizza. And of course, in these notices,
I can ask for an extension to extend them if the customer, if
he is a good customer and the customer did not pay because he is on
vacation or because he asks me that he will receive a flow in about twenty
or twenty- five days, something very simple and very logical. It'
s asking for coverage for new buyers. I, because I already hired the
policy, think that all the new prospects are already going to be insured.
And it' s not like that. I' ve got to get them
up to the porter. I have to upload your complete documentation, your RPC,
your tax situation, your phone number, your contact, and there the
risk department is going to evaluate that prospect or that client you' re going
to sell to you there and there on the portal will give you the authorization
to give that client coverage. And so also before sending any product, any
service, because you have to make sure that the company does not authorize it.
Well, I already have my policy, but I have to meet a
certain requirement. One of them is to declare the sales credit. There are
insurers who ask me to declare it monthly, which is a little complicated,
because it attracts more operational work on the part of the insured, other quarterly
others ask you to plant just two sales declarations. Some ask you to be
detailed bill collection by invoice, others tell you nothing more about the amount for
the customer. For we study this and make the costume tailored to the SMEs,
the bearer or the industry. Not doing it, not doing it,
I run the risk of not getting paid a sin. That is why the
importance of the operational executives, of the operational objectives that are in charge of
the portal, that one of them must be of the exporter or of the
SME or of the industry, and those monthly declarations must be made in the
first fifteen days of each month, according to the period of time that it
put me good, as is so important the last point that we saw.
There are also important things in the sales declaration that we had already seen,
which can be monthly, which can be semi- annual, quarterly or the
last at the closing of the vapolio. This report must be reported according to
the currency my policy marks. I can' t make a sales report and
it' s because I can ask for my poroli in dollars or pesos and
in some cases in euro because I can' t present my sales report in
pesos because there' s going to be confusion for the company. Well,
Bancomex is a company that gives for gera. It is a company that gives
credit to exporters and the relationship they have, they give letters of credit and
sometimes they give factoring with resources where they can cover and, well I do
not manage Bancomex, someone can also expand the information. That' s not
it. Another important thing we must have is that all the statements I must
make, not by mail, not by telephone, but I must do them
through the portal, as we had already spoken after the fifteen days of each
month depending on the time given to you by your quote. And the third
point that we must, which is a reminder, an important hip, the
non- declaration of sales or incomplete declaration or inadequate currency declaration, can be
reached the termination of the contract of the company and is a causal to not
paying anymore in the end we will see, when it presents, that the
line of time of polyx of policy paid. We will also do there then
at some points that should be taken into account and that should be done good.
This credit insurance is going to happen a little bit later. Let'
s do what it takes to quote. A request must be made. There
is no way to give an estimate, because in that estimate we can fall
into several errors. What we' re going to ask in that singleness that
after the video, we' re going to file a request for how it
fills out, because they' re also important things to fill out correctly the
request. Or a request for credit is like a psychopedagogical for a person who
is going to enter the faculty you don' t know the answer and if
you answer wrong that psychopedagogical because you won' t go into high school.
Here also a badly filled request for not having the right understanding can prevent us
from having a good quote, a good cost or even that has been rejected
in our business. So, within the abbreviated things of what you' re
going to need, we' re going to need the sales volume or the
budget, which is the same for the next twelve months and let' s
see that the higher the volume the rate is going to be lower. Many
entrepreneurs think that if they give a sum a low sales budget, they will
save premium is the other way around, because if you hire a policy with
a low premium. But it happens that on the way you' re authorizing
customers every time. When you' re charged, it' s going to
be a high rate. So the best thing is to make an estimate,
a budget as real as possible. Nor is it about inflating something that we
are not going to sell and if it happens that I was wrong and that
I am doing too well, because we have to review the policy at six
months and cancel that policy and issue a new one so that I don'
t get so clear why, because I bring a expensive fee on that request
we will ask for the number of customers that stopped paying you in the last
three years. That' s very important, because those debtors who stopped paying
you, they started with an established debt. This one has to bolish them,
you have to have them on the list so that other companies also take
care of themselves and, above all, to see if we help you to
make the collection, although it has already gone to bull past were not insured.
But if they' re three years old, we can help you make
the collection with our system. Of course, because they weren' t insured,
the percentage rises to fifteen percent. A contract is made and that fifteen
percent is charged only from what is recovered. That which is not rebuked.
I don' t carry as any commitment either, but I' m not
asking you for equals or I' m not asking you for certain contributions for
the judge or the secretary. It' s not just what he recovers from.
We' re going to ask you for the number of late customers,
too. For us, a loving client is a client who takes you less
than 180 days, but more than 90 days. It' s important to
have that information here too. We' re not gonna ask you for credit
ties. Ah, behold, I have a term of credit of seven,
fifteen, thirty, forty- five, sixty ninety, one hundred, twenty,
one hundred, eighty, one hundred, forty- five days. That
' s important that' s going to be asked. It also influences cost,
not longer, as the risk is much more. We are going to
ask you how many customers and how much you sell, to customers of the
industry or commerce, to distributors, to challenge wholesalers, to natural persons and
everything is in this request that we will see. It' s the same
thing in the end. Two applications have to be filled, one for the
domestic market and one for the export market. Well, here' s the
sinister timeline. Or put another way, the time line of the 100 bills
paid, the bills the client stopped paying me. And here it' s
very important to see the times. The purple arrow means the term I give
giving the enterprise seven, fifteen, thirty, sixty, ninety, one hundred,
twenty- two, etc. The yellow arrow means the deadline given to
me by the company to give warning of casualties. That' s very important.
There are companies that give me ninety days, another sixty days and thirty
days, but these deadlines are optional. I don' t necessarily have to
use this term that gives me why they get so long and I can give
you I can give you notice to the insurer five days after the expired invoice.
Yeah, this one, but it' s given this deadline because a
lot of people go on vacation, get sick There' s staff turnover and
those things keep the insurance company from being notified and this is a cause for
not getting paid. Then we prefer that you have a lot of time,
even if you don' t use it, but that' s not a
pretext. A second after you' ve expired, the deadline is not safe
even when you' ve put it in the porpa, Ahorita, let'
s see the fine points you need to take care of. Apart from the
recommendations we had seen before. Once you give notice of the accident, once
you give notice in the clint, you can' t sell it on credit
or count. That' s where he' s coming in. The company
asks 120 days, it will do all the steps on credit, where it
will warn banks, where it will go to suppliers all the steps it will
do in the hundred one hundred and twenty days. This is where the insurer
will be able to collect 100% of your debt or a percentage. If
he owes you two million pesos and cashed them, you get back ninety-
eight percent. But if he took a million of that million, he gets
back ninety- eight percent. The other million I can' t collect,
so he' s gonna pay it to the percentage we gave you the quote
A that percentage. He' s gonna pay you, but, well,
of what. You must take care of yourself in the first, in the
in the in the maximum billing step, in the in the purple arrow.
You have to make sure your bill brings the due date. If it doesn
' t bring an expiration date, the insurer won' t pay it because
it immobilizes it. Don' t love his hands, he can' t
do anything. You can' t sue the debtor, the buyer, you
can' t do anything. Then, yes, you have to be careful.
And one says it' s not that it' s very easy.
Missover already manages that because we realized that in the pandemic, like the people
of the system, he was putting his hand in the systems, because suddenly
the deadline was coming and taking off. You have to have that supervision.
You have to monitor that in the automatic extension, where you' re going
to give the casualty notice of what you have to take care of, you
have to take care that you have to have a voucher, that your buyer,
your client did receive the merchandise, or he who doesn' t tell
us hears how he wants me to pay him if he didn' t deliver
the product, I can' t pay you then. That' s an
important point. Another thing you need to prevent at this automatic extension point.
You must take care to notify the insurer to you within this period. The
other point you must take care of at this extension point is that you don
' t sell him on credit or count. You already reported it to the
insurance company. Leave it all to the insurer. If you sell him in
cash and already tell him to jasugurate, you lose the service of paying you
in college. Now, when you go to the cinnietro and the company asks
you 120 days after the presentation of the cinnietro notification, what you should decline
about when the customer begins to see that he is getting too much pressure from
his suppliers, what it hurts him the most is going to try to reach
a negotiation with you. He' s gonna tell you, look, take
the company away from me. I' ll make you a deposit. I
' ll give you a deposit. You and I manage is more like the
next purchases. I' m gonna buy them for you more, 20 percent
more, 10 percent more. But get me out of here, get the
insurance company off me. You can' t come to negotiations if he presents
you with an option. Listen to that choice. I want you to introduce
the insured. Give it to everyone by means of the insurance company. At
the end of the account, it reminds them the insurer is not going to
receive any money. The insurance company is going to deposit in your account.
Then you won' t have it. You' re not going to have
this problem to I' m seeing that time is running out and after that
comes in compensation, which is thirty days, because those minutes we leave them
for some questions or doubts they have. Obviously, we also handle other kako
account risks, commodity insurance and well we move on to doubts and questions.
There was a video left, but I think the explanation is more than enough
with what I gave them the presentation. Yeah, good afternoon. Yes,
we have a question here, I think it is the one that comments on
how the risks of the company are measured or if you determine it, we
determine the risk of the company that there is, that is, we determine
the insurer. There is a risk department where you will assess the financial situation
of the company' s payment history with other suppliers, with the SAT there
are even lawsuits. It is an internal process and about the resolution of that
internal process is the qualification that they will give you. And they ask us
here too. Yes, you have some relationship with Bangumex regarding credit insurance.
No. I don' t count on Bankmex En. Actually, I don
' t drive Ban Comet. Credit insurance companies are highly specialized companies and there
are not many credit insurance companies. There aren' t many. And I
know the main ones and I work with the main ones, because I have
a certain handle, because I am thirty years running this and production allows me
to get special conditions. And so, as it is a service policy.
We have the whole structure, but I have no relationship with Nexo Bank.
All right, good And we just got here. Another question that Miguel tells
us that if they have a supplier risk assessment service, that is only from
suppliers today, that is a requirement to validate that the supplier abroad exists and
that such a report would also be a mechanism to demonstrate that it is a
supplier that meets legal tax requirements. Yes, yes, we have that service
and it' s very fast and it' s really cheap, it'
s not expensive that service. All right, well, for a matter of
time. I' m also going to give the use of the voice to
the panelists. If you want to comment to José Sánchez, then thank you,
Luvita. I hope José Sánchez, I say what interesting topic has just
been raised and how impressive this whole insurance thing is. I do not say
suddenly, we do not know how to proceed with all this, how it
is handled, but how interesting it is and what good practice it has just
given us. Many congratulations and a hug and thank you for this information.
I have to take it into account and we have to think this through very
carefully so that many times a lot of people take it safe and go for
the free. I think it' s very necessary to be assured of all
this. Thank you for the information, thank you for all this practice and
how interesting this is. Thank you very much. Engineer indeed, many congratulations.
Thanks, okay. We see the maximum doctor. Thank you, ordinary
Guadalupe, your talk, Adolf Sanchez, really nuño, because they are things
as Enrique said, that we rarely value and that you have explained them in
a very logical and, moreover, very orderly way. Step by step,
what needs to be and how to prevent risks and how you do evaluations and
what hurts the customer. As he said at some point, then I believe
that to our audience, today, this talk has served you much and to
us, of course, that we are here constantly, because it opens up
an extraordinary panorama, little analyzed, little seen that you have done it splendidly
and in a masterful way. Thank you so much for your presentation. An
affectionate hug anyway, doctor. Thank you very much for the maximum doctor,
a strong hug for everyone. Thank you. Thank you. Well, now
let' s, if I may give you a recon. Yes, in
everything in the name of Hamos un barreque grants the present recognition to the engineer
José Sánchez Nuñoz for bartering in the virtual conversation with the topic of the business
credit insurance, on the 9th of August of two thousand twenty- three and
our President, Dr Ocravio of the tower and teacher Daniela Martínez of telese Maga.
Thank you very much, and we thank you all for being here.
We' ll see you next week on another Wednesday. I don' t
know if we have the calendar in hand around there and it' s the
14th. Well, we' ve got some topics around here about your hiring
with Master Filberto Martínez. On the 16th we have teacher Samantha Lada. We
will, by the way, have something very interesting. The twenty- first
day comes the teacher Karen Anaya, with the changes in the OAS certification,
so that they are very on the lookout and spread the word. We will
also have Master Gabriel Cordero, with fiscal discrepancy. Dr Francisco burga will also
be coming to the eighth in Nienda truth that he will not always know of
classification. On the 30th will also be teacher Brianda Ramirez. So, well,
we' ll see you out there next week a greeting for everyone and
they' ll be fine later. Later, arm. Thank you. Thank
you all very much. Come on, Toreo. Thanks Fels frique By Sopita.
We' ve reached the end of today' s barge. Thank you
so much for joining us. This was let' s do a barter over
there. They are an event tes tels Magas and Mexico. If you liked
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