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Independent Agency System carriers that rank high on the Gomez insurance Web site index probably congratulate themselves on their achievement - the result of hard work, creativity, and spending in the nine or ten-digit range. But what if these high-ranking carriers are scoring well in the wrong game?
Suppose Gomez and other Web ranking services have no idea what they’re talking about? What if they base their evaluation criteria on an implicit misunderstanding of the insurance business? What if "winning" means embracing a bankrupt business strategy?
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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."
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Most agencies plan, measure and record the sale of new business, but very few take the time to really control the loss of business to the agency. It is the opinion of our firm that no agency really profits if business keeps coming in the front door and going out the back.
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Do you regularly negotiate such contractual issues as commission rates, growth goals, etc. with your companies?
Congratulations to the 57% who responded, “Yes!” Based on those positive responses, it appears that agencies of all sizes are negotiating. Negotiations aren't limited to larger agencies. If these agents weren't succeeding in their negotiations, even in a hard market, they'd be giving up. Although 57% is a good percentage, I'd love to see this number keep growing. If you aren't negotiating contractual issues with your companies, isn't it time to begin?
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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.
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In a small company, the death of the key executive can often trigger a complete business failure. A larger business can take basic precautions,...