What we say does matter. Unfortunately, most of us don't listen to the words that we use. They might seem harmless, but what messages are we sending to others about ourselves and how we perform our jobs? In this article, John Graham looks at some of the words and phrases that we all utter on occasion. Very often, we use these phrases as excuses about why something didn't get done.

EMPLOYEE SHORTAGES by Chris Burand According to US Banks December 2000 Simply Business, the U.S. will have 151 million jobs, but only 141 million workers by 2006. Other forecasts...

ITS TIME TO HIRE PRODUCERS! by Preston Diamond With so many people unemployed and others hanging on to jobs with which theyre dissatisfied, it should be easy to find new su...

COMMERCIAL LINES INSURANCE CHECKLIST by Jack Fries Use this checklist by Jack Fries to see which Commercial Lines coverages your clients have, those that they need, and those that you write. ...

Dear (Customer Name): BECAUSE YOU'RE AN IMPORTANT MEMBER OF OUR AGENCY FAMILY . . .I'd like to take a few minutes to discuss your ( ) policy...

Call it branding. Call it marketing. Call it whatever you want. But it has the singular objective of motivating the right customer to want to do business with a particular company or to buy a particular product or service. In this document, John Graham lays to rest some common misconceptions on the role of marketing.

Where's your business headed this year? This article by John Graham offers recommendations on setting your priorities.

If we listen to half the politicians, everything will be coming up profits this year. They tell us to stop worrying about the economy. We're heading towards a new sunrise, they say. The other politicians paint a darker and far less optimistic picture. Where does that leave us? What are we to believe in 2004?

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.

The major goal of any agency or brokerage can be expressed in just one word: survival.
The mounting failures involving seemingly strong, well-established businesses that have been around for 15 to 75 years are of great concern.
The time has come for agencies and brokerages to take immediate action in order to survive a protracted economic downturn that may extend for several more years in some sectors of business or regions of North America.

Marketing may be second-nature in large companies, but smaller firms often have a tough time implementing, managing, and monitoring an effective marketing strategy. The 'marketing director' title is often conferred on the person designated to answer requests for sales literature, or given as an afterthought to the sales manager (who thinks that marketing is just another way of spelling s-a-l-e-s).