Here's a letter I received recently:
Dear Dave:
I am the manager of a four-person Life/Benefits department of a P/C agency. The agency is set up with profit centers such as Personal Lines, Commercial Lines, Surety, and Life/Benefits. Each profit center shares in the common overhead of the agency office supplies, salaries, etc.
I have no problem having my department pay for what it uses.

Dear Dave:

Our agency has hired a full-time Life producer to handle Personal Lines only. We believe we have enough accounts to justify that move. She tested well for personality and potential, but she is fairly new in the Life business. She is closing about one out of four presentations, which sounds fine for a relative beginner, since the closing average for all agents is about one out of three. But since she deals with many Mortgage policies and writes reducing Term policies at fairly low premiums, the bottom-line dollars are low. We need to create more cash flow. What can you suggest?

SELECTING THE RIGHT LIFE PRODUCER Dear Dave, As president and sole stock- holder of a $3 million P/C agency, I have decided to set up a Life/Benefits department, probably as a sep...

Here's a letter I received recently:
Dear Dave:
I work for a $3.5 million P/C agency with about 60% Commercial and 40% Personal in premium volume. One in-house Life producer handles Commercial and Personal lines, sometimes with outside help. But she doesn't write any Disability policies at all; she considers Disability insurance a specialty that she doesn't want to sell. Should I try to talk her into it, pressure her into it, or just let it go? I don't want to add another full-time Life agent unless he/she would become profitable early on; it took two years for my present Life agent to reach profitability. What are my alternatives?