ELIMINATE CUSTOMER SERVICE NIGHTMARES WITH 'CARRE' by Jack Fries Wouldnt it great if you could get all of your customers to come back every year? For starters, you should put '...

E-MAIL MARKETING: BOON OR BANE? by Jack Burke E-mail is fast, direct, and inexpensive. Whether youre an e-mail marketing novice or veteran, this document by Jack Burke will give you tips f...

E-MAIL: THE CARDINAL RULES by Ellen Lubin-Sherman One of the secrets of modern life lies in knowing how to handle todays online technology (combining high tech with high tou...

E-MARKETING STRATEGIES THAT ARE MORE BRICKS THAN CLICKS by John Graham Although every business should be taking full ad...

EMPLOYEES SHOULD BE YOUR FIRST CLIENTS by Jack Burke Businesses spend billions of dollars every year to attract and retain clients. On a daily basis, owners and managers shout, Wha...

ENHANCE YOUR AGENCY'S WEB SITE! by Steve Brightbill In the impersonal marketing environment of the Internet, injecting your agency's personality into your Web site enhances you...

E-SURVEYS: SELF-SERVING PABLUM by Jack Burke Most questionnaires aren't worth the paper they're printed on because they're designed to elicit only positive responses. Companies are afrai...

'We were all raised by mothers who told us we had one chance to make a first impression,' Sen. Christopher Dodd of Connecticut once said. He added, 'And a first impression can last you awhile.' It’s all about first impressions making them and responding to them.

Why all the concern with first impressions? Why do we believe that the first contact makes such a difference? 'No one gets a second chance at making a first impression' — true, or just popular business lore? John Graham looks for the answers in this document.

To embrace — and benefit from — change, follow these guidelines.
Unrelenting and increasingly rapid change demands that the insurance industry rapidly uncover new ways to evaluate and respond to its marketplace.
I’ve worked with many highly successful insurance companies and agencies, helping them achieve higher levels of profitability through more sales, customer and employee loyalty, and retention. However, in many of these organizations, management remained blind to the dire need to change, despite its apparent desire to achieve higher profits. Managers can’t see the compelling need to change from the ways that allowed the organization to be successful in the first place.