Just when we think we've grasped what's happening in business, something changes to disrupt the precarious balance. It may occur in the economy, an industry, a region, a particular market, or technology that alters even the most flexible business plan.

Establishing a strategy, then staying with it, was possible for most businesses until the last decade. Planning a year or more in advance was relatively easy. Ups and downs would occur but with a high degree of predictability. Hitting sales and revenue targets was almost a natural outcome.

ARE YOU A GOOD BOSS? by Maribeth Kusmeski Are you a good boss? Really? I know when I ask myself that question, I come to the conclusion that I could be better. So what makes a good...

BE A PR PRO: THINK LIKE A JOURNALIST! by Mike Maynard Why do so many journalists cringe when they receive phone calls, faxes, and e-mails from public relations professionals? Becaus...

BROCHURES: TELL IT TO THE PRESIDENTby Patricia Sheppard You've got to hand it to David Collins of Collins Insurance, Longmeadow, MA. His brochure demonstrates imagin...

I have always been a believer that the best salespeople we have working for us are our clerical staff. The biggest problem seems to be our lack of proper motivational tools to excite them into selling. I have attempted to change their method of thinking, and although our program is in its infancy, it appears to be a step in the right direction.

CSRS: WHATS IN A NAME? by Jack Burke After considering this topic for years, Ive finally screwed up the courage to put it into words. The specific name that I&...

CUSTOMERS: COMPLEXITY, INTANGIBLES, AND INSURANCE by Chris Burand During the past few months, regulations have been proposed that would require agents and brokers to provide clients co...

FIND A CHALLENGE AND IMPROVE MORALE TODAY by Grace Bauer With agencies trying to keep up with renewals, remarketing everything, and j...

It used to be the $1 million ceiling. That was the level of revenue at which an individual performing agent with a few helpers had to become a business with different people handling different clients and responsibilities. Everyone still worked for the agent, but the agent no longer made every decision.

However, running an agency as a business doesn't automatically result in growth and a high quality of professional service. By the time the agency reaches $2 million, it runs into another "invisible ceiling."

NICHE MARKETING: ATTRACTING ASSOCIATIONS GOING CAPTIVE by Raymond T. King, Jr. The letter below recently was received from the executive director of a trade assoc...