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This editorial may take the award for Cluelessness of the Year. Almost every sentence reveals a complete lack of understanding of the issues and processes being discussed.
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When Blue Cross and Blue Shield of Montana recently pared back its planned health insurance premium increases from 65.4 percent to 58.4 percent after a state analysis found them to be too high, it begged an important question: If the company can get by with lower rate increases now, why was it demanding so much in the first place? (When you know you are entering a situation where negotiation will happen, do you go in with your bottom dollar offer and leave no room to negotiate, or do you come in higher so that you can compromise?)
And how much less could it gel by with and remain profitable? (BCBS of Montana is a non-profit company.)
This editorial may take the award for Cluelessness of the Year. Almost every sentence reveals a complete lack of understanding of the issues and processes being discussed.
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When Blue Cross and Blue Shield of Montana recently pared back its planned health insurance premium increases from 65.4 percent to 58.4 percent after a state analysis found them to be too high, it begged an important question: If the company can get by with lower rate increases now, why was it demanding so much in the first place? (When you know you are entering a situation where negotiation will happen, do you go in with your bottom dollar offer and leave no room to negotiate, or do you come in higher so that you can compromise?)
And how much less could it gel by with and remain profitable? (BCBS of Montana is a non-profit company.)