In the realm of technology, Don Tapscott, keynote speaker for ACORD Technology Conference '97, holds the crystal ball. His book, The Digital Economy, has influenced the direction of automation in the corporate world. Excerpts from an interview with Tapscott, published in In ACORD magazine, follow.

Today we are witnessing the early, turbulent days of a revolution as significant as any other in human history. A new medium of human communications is emerging, one that may prove to surpass all previous revolutions, including the printing press, telephone, television, computer, in its impact on our economic and social life.

Although the technology is in place to sell insurance via the Net, consumers aren’t giving up the one night a year when they sit in their living rooms and listen to their agent pontificate about the advantages of "Plan A" versus "Plan B."

This dynamic might be changing. Insurers have cleared a huge hurdle for online sales — the need for a customer signature — either by using credit cards to bind coverage until the policy can be issued or by legalizing electronic signatures. Despite this advance, a very low percentage of insurance transactions are being handled online.

It's amazing to think that the first commercial radio station didn't go on the air until 1920 -- KDKA in Pittsburgh for trivia buffs. From that modest beginning, radio has grown to be a ubiquitous presence in our lives.

It wakes you up in the morning and gives you the news. You get in the car, and you probably turn on the radio. It goes to the beach, the ballpark, and the office. It gives everything from "heavy metal" to talk shows to Bach.

In the next few years, you'll probably be devoting more time and resources to Life and Health insurance products - that is, if you're at all like the estimated 2,000 independent agents who participated in the "Future One Agency Universe Study."

The study shows that independent agents are increasingly aware of the need to be full-service insurance providers. Agents who have traditionally focused on Property/Casualty insurance see the need to expand more aggressively into Life and other types of insurance products. In fact, slightly more than half the agencies surveyed said that over the next three years, they'll devote a higher proportion of agency resources to Life and Health products.

An agency valuation I completed recently came in considerably lower than the agency owners expected. The reason? Their balance sheet was very poor and they were materially out of trust: Meaning that their ratio of Accounts Receivable + Cash to Accounts Payable was less than 1. The agency principals were quite upset that I would decrease their value for this reason. They retorted, “We always pay our companies on time, our companies have never been hurt by this, our customers have never been hurt by this, and our CPA has never found fault with this practice. You're the only one who thinks it matters!”

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.

Most insurance agencies would like to be driven by a regular flow of new business from their producer force. However, most agencies find that their producers (owners or not) spend most of their time caring for existing customers, with production relegated to a secondary position. They only have time to prospect and sell when they can break away from service tasks.

However, the producers feel that they should be making more money, whether for non-sales tasks they perform for the agency, for servicing existing customers, or from sales to new customers. Unfortunately, if an agency isn’t growing through the efforts of its producers, it has little additional income available to further compensate these key employees.

A few days ago, I received a call from one of our Referral Boot Camp graduates, Greg, who was experimenting with Referral Events and not having the success he’d hoped for. Although many clients attended his events, they didn’t always bring a guest for him to meet — even though it was requested on the invitation. Greg didn’t feel that he could turn down his clients’ desire to attend his events, even though they didn’t have a guest to bring.

[NAME OF COMPANY HERE]

Presented by:

Producer's Name Here

Date

ABOUT YOUR PROPOSAL

We ask that you do not accept our brief description of the insurance coverages as a complete explanation of the policy terms. A narrative description can never replace a policy. The actual policy language will govern the scope and the limits of the coverage provided. You may wish to consult your attorney concerning this.

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."