In a recent edition of The National Underwriter, Editor Sam Friedman recommended that risk managers begin to explore the capabilities of sophisticated regional and local brokerages. This recommendation was based on recent broker megamergers and the growing lack of choice available to buyers.

For an independent agency or brokerage to take advantage of this opportunity, it should adopt the consultative brokerage style. In particular, its managers must learn the techniques that these sophisticated buyers have come to expect. The stewardship report and the executive summary are two techniques that firms must master to be successful in large accounts.

Are two salespeople better than one? Sometimes yes and sometimes no.

Well-planned, well-executed joint sales calls can impress customers, add additional value to the product or service you sell, close sales, and retain business. But when a joint call goes bad, the results can be disastrous.

Deadlock is to dealmakers what cliffhangers are to TV couch potatoes — frustrating yet compelling, as the impasse challenges each side’s negotiating maturity, skill, and acumen. This document by Patricia Berry offers 10 key methods for jump-starting a stalled exchange.

Ask the Experts: "Please describe the ad campaign that worked most effectively for your agency. What made it so successful?"

We can all use tips for preventing computer catastrophes. In this document, Patricia Berry provides safeguards to keep your systems error-free.

Roughly defined, disintermediation means removal of the middle man. Do a linear projection based on historical forces and you'll conclude that the disintermediation of the agent from the Personal lines process is inevitable. After all, when Warren Buffet, Conning & Company, banks, large insurance companies, and others agree on something, they must be correct, right?

AGREEMENT made this ____ day of __________, 19__, by and among PURCHASER INSURANCE AGENCY, INC., a Massachusetts corporation having a principal place of business in Boston, Massachusetts, hereinafter referred to as the "Buyer," ROGER A. ABLE of Lexington, Massachusetts, hereinafter referred to individually as "Able," and JOHN B. BAKER of Newton, Massachusetts, hereinafter referred to individually as "Baker"; both Able and Baker being referred to hereinafter jointly as the "Sellers."

Sometimes I think that the best thing that could happen would be for someone to take away the computer printer. Why? Because, every time I send an E-mail out to a large group, a third of the group will print the message even before reading it, a third will read it and then print it, and only the last third will simply read and delete it.

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."

Motivating support staff to help generate sales expands the network of potential customers. Here are some tips for putting together and operating an effective lead-generation campaign.

Reward them for leads as quickly as possible. If the payoff is quick, non-sales employees will be more motivated to provide leads.