IF I WERE A MARKETING MANAGER FOR A DAY
by Delbert Hawkins
Once upon a time, a marketing representative was an ex-underwriter who went into the field because he or she was too young to retire, and not good enough at golf to qualify for the P.G.A. tour. A full day of 'stress' began by sleeping until 9 a.m. at a local motel, and being up in time for coffee with a local agent. Then the rep went on to the next agent for a three-martini lunch, and off to the nearest golf course at 2 p.m. with another agent.
Those days are gone forever. In today's demanding, competitive climate, the marketing rep must make the very most of his or her time. You've got to be up-to-date, informed, on your toes. If I were a company field rep, I would:
1) Consider my agents as my customers, and endeavor to treat them accordingly. I would also consider myself a goodwill ambassador from my company, since I am the only one the agency will see during the year.
2) Spend as much time in the home-office as possible, to learn each step of underwriting, claims, bonds, Life insurance, and other market departments. I would achieve a CIC degree and other designations in relevant areas of expertise, to have a working knowledge of the products my company sells.
3) Gather a biography of each agent in my territory before going into the field, to find out all the facts available about each agency.
4) Ask my boss for authority to run my territory and use my own judgment on most matters, with guidance from the home office.
5) Call the agency principal for appointment, in advance of my monthly visits. Most agency owners or underwriters are very busy today-it is important not to waste their time.
6) I would avail my agents of all information from agency reviews. This information would be confidential and kept between agency principals and company only.
7) Aim to make my territory a model for the entire company. Profit would be a high priority. Above all, I would work so that agents in my territory would have respect for the integrity and loyalty of my company and myself. In turn, I would expect agents to do their part: meeting production goals; cleaning up their losses, accounting, and claims acts; and promptly resolving accounts payments.
8) Most importantly, keep the information flowing regularly between agents and the company. I would make a continued effort to eliminate rumors, fears, and disagreements before they begin with agents and my company. And when my company changes the rules, I would be the first on my agents' doorsteps to let them know.