Making a movie requires several types of people: Directors, Producers, Actors, and Crew Members Each have specific roles to play in expediting the desired outcome.
In the insurance industry, the agency and customers also have specific roles to play to achieve a desired result. But service consumers, not agency staff members, are the players that determine results.
Service consumers play varying roles, depending on certain personality traits. Some like to direct, some like to control from afar, some like to follow. Service consumers can be categorized into three distinct types: producers, directors, and camera operators.
The role of a customer service representative (CSR) is that of the assistant director-the person who interacts with and takes care of others to ensure the operation runs smoothly and efficiently. To do so, the CSR/assistant director must first determine which categories customers fall into in order to know how best to interact with them.
Awareness of personality types and their corresponding roles allows a CSR to maximize the time and energy required to satisfy customer needs. Check past call records to find out who has called, how often, and why. Call records provide excellent clues to character. Then establish a proactive service contact schedule accordingly.
The three types of customers along with appropriate handling strategies are:
- THE DIRECTOR: This type of service consumer is a 'regular' caller, a constant complainer. Directors are the ones who need constant attention, who know the agency (or the company) is going to cause problems so they maintain continual contact.
Directors demand precision and speed and usually have a back-up in case a mistake is made. But while they typically demand a lot of attention, they are willing to pay for it. Directors are very concerned with quality and appreciate first-class treatment.
The Plan: Because directors require a lot of recognition, pampering, and notice, plan to provide precisely that. Call them before they have a chance to call the agency. Plan, by writing on your calendar, to call this type of customer at least quarterly; for some, you may want to make a monthly 'How are things going?' call. Directors may call the shots, but you'll gain points by anticipating their needs.
- THE PRODUCER: At the other end of the spectrum are those people rarely heard from, who pull the strings from a distance. They're concerned about price and tend to buy insurance for convenience. These clients will quietly leave-often without stating a reason, unless asked.
Producers don't really trust anyone to do things right, or at least as well as they think they can handle it personally. They try to maintain control of nearly everything-from a distance.
The Plan: Make periodic telephone calls to producers, or at the very least, maintain contact by mail. Ask for response or feedback. Use informational materials (newsletters) or concise messages on postcards to show appreciation for their patronage and concern for their continual protection. While producers may still choose not to respond to your overtures, at least you've made a genuine effort to let them know they run the show.
- THE CAMERA OPERATOR: This is the consumer in the middle-the most easy-going type of client. These are insureds who go with the flow, who can both give and take suggestions. They have high expectations but realize that perfection is an exception and not the rule.
Camera operators like to be well-informed and assured of their worth. They work with others to achieve goals.
The Plan: A quarterly or semi-annual contact with camera operators will probably ensure their loyalty for a long time.
Obviously, not all customers will fit exactly into one of these three categories, but they'll resemble one closely enough. The important point to remember is to identify the type of service consumer you're dealing with, then schedule contacts accordingly to produce the desired results.
A word of caution: Though it's useful to categorize service consumers, each person should be treated with respect, and each problem or question addressed with individual care and concern. The roles people play are vital to ensuring that their standards are met.
Evaluate Sales/Service Potential
Quantitative measures (numbers and percentages) and qualitative measures (skills and abilities) are necessary for evaluating an individual's sales potential. But personality factors are also key.
An agency typically measures sales in terms of policies in force, clients on the books, premium volume generated, or commission income produced. Perform a similar analysis of personal skills and qualities that underlie sales and service potential.
Look at the form included in the supplementary material called 'Sales Potential Evaluation'. Use this evaluation as a foundation for developing your future plan for personal growth.
Sales Potential Evaluation
Producing new business is only one aspect of selling. Additional opportunities exist for capitalizing on your sales and service potential: participating in community organizations, public relations activities, and increasing profit margins with current customers.
Here are several factors that reveal your potential value to the business of selling through service. Rate each on a scale of 1 to 10, with 1 denoting a need for improvement and 10 denoting excellence:
_____ Personal Qualities (Grooming, body language, and demeanor are impeccable.)
_____ Procedural Knowledge (Prospecting, new business, renewal, endorsement, audit, billing procedures, and so on are conducted exactly as established by the agency.)
_____ Product Knowledge (Types of coverage, policies, and companies represented are fully comprehended.)
_____ Selling Skills (Listening, empathy, presentation, closing, and service contacts are admirable.)
_____ Organization Skills (Time management, planning, work-unit arrangement, and follow-up are excellent.)
_____ Relationships (Co-workers, company representatives, prospects, and clients can always count on me to do what is right.)
_____ TOTAL (Goal is 60 points.)
Give yourself 5 points for each of the following YES statements:
_____ I look for new business every day.
_____ I am committed to enhancing my knowledge through formal and informal education (whether the agency pays for it or not.)
_____ I am competent and capable of handling client concerns promptly and courteously.
_____ I am ready, willing, and able to assist co-workers when they need it.
_____ I cooperate with others who work in this business.
_____ I am positive in my response to constructive criticism.
_____ I am a genuine advocate to my clients and my companies.
_____ I am resourceful. If I can't personally help prospects or clients, I will refer them to someone who can.
_____ TOTAL (Goal is 40 points.)
Highlight the items that didn't earn 10 points in the first part of the evaluation, or those less than five points in the second part. Then choose one of the highlighted items to master in the coming month.
Review these questions at the beginning of each month, when evaluating last month's results and establishing your goals for the coming month.
Continuously evaluate your service and sales potential to keep abreast of skill levels. Use this evaluation as a foundation for developing a plan for professional growth.