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The old marketplace selection process is futile. There simply aren’t enough carriers to go around, it’s not in the client’s best interests, and it doesn’t allow a firm to differentiate itself. To make matters worse, the average hit ratio is a whopping 15%! Rob Ekern recommends (and explains) the Brokerage Selection Process for developing and retaining revenue.
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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.
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Occupational illnesses suffered by telemarketers have risen from 18% of all illnesses in 1981 to 62% in 1992. You may have heard complaints of stiff or sore necks, backs, hands, wrists, arms, elbows, and shoulders. Or you may have seen an increase in Workers Compensation claims from insureds who have their own telemarketing or call centers.
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I think of management as a puzzle: Put the pieces together in the right order, and you have a beautiful picture ? jumble them, and you have a pile of pasteboard. In this document, Mike Manes offers guidelines that will help you assemble a masterpiece.
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We all know the value that cross-selling brings to agencies. According to industry statistics, profit margins on the second sale are two to three times higher than the first and retention is 60% higher. Yet the average independent agency’s number of policies per customer hasn’t changed in 20 years. How can such a vital, well-publicized goal remain so elusive for so long? It’s as if we all know how to become millionaires but ignore the facts. The truth is that cross-selling is a complex process that can fail for a number of reasons.
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Many marketing managers and representatives may ask: "Why is a sales center important to me? Isn't it designed for niche- or target-marketing? How would this fit into my company, that wants Main Street business?"
Having a marketing-representative background provides me with a unique perspective on sales centers. I know that the marketing representative is much more than a "go-for" problem-solver, running down endorsements, acting as portable shrink between underwriters and agents, or being "the official news agency TAS," spouting party line. I know that marketing is the precursor to selling.