The changing marketplace is presenting several new pressures and challenges for the owners of independent agencies. The success...

AGENCY TEAM BUILDING by Eric Moberg The internal workings of every agency depend on the employees interacting effectively on a daily basis. Cooperation and communicat...

BUILD YOUR CAREER SECURITY by Emily Huling In this document, Emily Huling provides a list of career-security strategies ...

Ten years ago it took $5 million in total agency revenues and about $30 million in Property/Casualty premiums to land on the top 100 agency list. Now an agency needs to have in excess of $10 million in revenues and $60 million in premiums to make the cut. Ten years ago the average independent agency in the country had $250,000 in total revenues with six to seven people. Today the average is close to $600,000 in revenues, also with six to seven people. To use a phrase from Bob Dylan, "the times, they are a changing."

Agents who’ve experienced a hard market know that claims are often scrutinized much more closely than they are in a soft market. Unfortunately, circumstances sometimes lead to the denial of claims that are covered regardless of market conditions. This document by the Virtual University faculty provides an example of what you might see more of in the months to come.

CLAIMS MANAGEMENT: AN IMPORTANT PART OF A SUCCESSFUL INSURANCE PROGRAM by Elizabeth Shaw, CPCU This writing is based on one simple premise: The integration of claims management into a commercia...

One of the most common questions we hear during consultation involves compensation for owner/producers, existing producers, and new producers. The principal question is how much and how to pay for production that compensates salespeople fairly and gives them incentives for continued growth.

The answer is complex because the same compensation models don't fit all producers.

How do you know what to change to make your agency run better? You're proud of your accomplishments, but can't seem to make the progress you desire year-by-year. In this document, Al Diamond recommends that during your planning process, instead of focusing outwardly on your competitors, the industry, or the economy, try focusing inwardly instead.

FRIENDLY COMPETITION by Don Phin In his book No Contest: The Case Against Competition, Alfie Kohn stresses that competition in an organization can become destructive unless it results in ...

HARD MARKET STRATEGIES by G. Edward Kalbaugh During this hard market, some agencies have been forced to sell, merge, or reduce operations considerably. Other agencies are making the most ...