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... Manes' biggest challenge in this article is deciding what to explain ...ay because straight rows and a large supply of trees would facilitate...

... in the community by all employees of the agency. ACCOUNTING/FINANCIAL MISSION: To be a Service Department treating departments as clients. Objectives: Elevate level of expertise Enhance mutual understanding Accounting department will have full control of receivables Asset Management Budgets Set Standards of Performance AUTOMATION MISSION: To support each department. Objectives: Elevate level of Expertise Organized Data Base (Usable) Interface Remain "State of the Art" Software & Hardware HUMAN RESOURCES MISSION: To maximize potential of the work force. Objectives: Elevate level of expertise - technical & human relations communications Maximize employee influence - let employees have a voice Develop career path system Situation analysis of work structure Develop A Reward System that Promotes Productivity Develop Effective Performance Appraisal System SALES/MARKETING MISSION: To take the tools Marketing supplies, build and deliver. ... : Elevate level of Expertise Prospect/Client Development Develop Sales Force (Provide Building Blocks for Future Growth) Focus Sales Force Horizontal Selling Setting & Accountability of Goals Motivate Product Development Develop Relationship with Carriers Coordinate from finding prospect to presenting proposal PUBLIC RELATIONS MISSION: To enhance & promote the agency. Objectives: Make Cannon, Powell & Duggan a household word Educate the public Develop a network (Agents, Businesses Professionals) Active leadership involvement (Industry, Community) SERVICE MISSION: To build relationships to promote retention and growth between departments and clients. Objectives: Elevate level of expertise Set the maximum standard & exceed it Establish standard procedures for customer service functions Contract service Develop service staff Data Base loaded "State of the Art" service trends COMMERCIAL LINES MISSION: To fill the client's needs for mutual profit ...

... in the community by all employees of the agency. ACCOUNTING/FINANCIAL MISSION: To be a Service Department treating departments as clients. Objectives: Elevate level of expertise Enhance mutual understanding Accounting department will have full control of receivables Asset Management Budgets Set Standards of Performance AUTOMATION MISSION: To support each department. Objectives: Elevate level of Expertise Organized Data Base (Usable) Interface Remain "State of the Art" Software & Hardware HUMAN RESOURCES MISSION: To maximize potential of the work force. Objectives: Elevate level of expertise - technical & human relations communications Maximize employee influence - let employees have a voice Develop career path system Situation analysis of work structure Develop A Reward System that Promotes Productivity Develop Effective Performance Appraisal System SALES/MARKETING MISSION: To take the tools Marketing supplies, build and deliver. ... : Elevate level of Expertise Prospect/Client Development Develop Sales Force (Provide Building Blocks for Future Growth) Focus Sales Force Horizontal Selling Setting & Accountability of Goals Motivate Product Development Develop Relationship with Carriers Coordinate from finding prospect to presenting proposal PUBLIC RELATIONS MISSION: To enhance & promote the agency. Objectives: Make Cannon, Powell & Duggan a household word Educate the public Develop a network (Agents, Businesses Professionals) Active leadership involvement (Industry, Community) SERVICE MISSION: To build relationships to promote retention and growth between departments and clients. Objectives: Elevate level of expertise Set the maximum standard & exceed it Establish standard procedures for customer service functions Contract service Develop service staff Data Base loaded "State of the Art" service trends COMMERCIAL LINES MISSION: To fill the client's needs for mutual profit ...

... in the community by all employees of the agency. ACCOUNTING/FINANCIAL MISSION: To be a Service Department treating departments as clients. Objectives: Elevate level of expertise Enhance mutual understanding Accounting department will have full control of receivables Asset Management Budgets Set Standards of Performance AUTOMATION MISSION: To support each department. Objectives: Elevate level of Expertise Organized Data Base (Usable) Interface Remain "State of the Art" Software & Hardware HUMAN RESOURCES MISSION: To maximize potential of the work force. Objectives: Elevate level of expertise - technical & human relations communications Maximize employee influence - let employees have a voice Develop career path system Situation analysis of work structure Develop A Reward System that Promotes Productivity Develop Effective Performance Appraisal System SALES/MARKETING MISSION: To take the tools Marketing supplies, build and deliver. ... : Elevate level of Expertise Prospect/Client Development Develop Sales Force (Provide Building Blocks for Future Growth) Focus Sales Force Horizontal Selling Setting & Accountability of Goals Motivate Product Development Develop Relationship with Carriers Coordinate from finding prospect to presenting proposal PUBLIC RELATIONS MISSION: To enhance & promote the agency. Objectives: Make Cannon, Powell & Duggan a household word Educate the public Develop a network (Agents, Businesses Professionals) Active leadership involvement (Industry, Community) SERVICE MISSION: To build relationships to promote retention and growth between departments and clients. Objectives: Elevate level of expertise Set the maximum standard & exceed it Establish standard procedures for customer service functions Contract service Develop service staff Data Base loaded "State of the Art" service trends COMMERCIAL LINES MISSION: To fill the client's needs for mutual profit ...

... in the community by all employees of the agency. ACCOUNTING/FINANCIAL MISSION: To be a Service Department treating departments as clients. Objectives: Elevate level of expertise Enhance mutual understanding Accounting department will have full control of receivables Asset Management Budgets Set Standards of Performance AUTOMATION MISSION: To support each department. Objectives: Elevate level of Expertise Organized Data Base (Usable) Interface Remain "State of the Art" Software & Hardware HUMAN RESOURCES MISSION: To maximize potential of the work force. Objectives: Elevate level of expertise - technical & human relations communications Maximize employee influence - let employees have a voice Develop career path system Situation analysis of work structure Develop A Reward System that Promotes Productivity Develop Effective Performance Appraisal System SALES/MARKETING MISSION: To take the tools Marketing supplies, build and deliver. ... : Elevate level of Expertise Prospect/Client Development Develop Sales Force (Provide Building Blocks for Future Growth) Focus Sales Force Horizontal Selling Setting & Accountability of Goals Motivate Product Development Develop Relationship with Carriers Coordinate from finding prospect to presenting proposal PUBLIC RELATIONS MISSION: To enhance & promote the agency. Objectives: Make Cannon, Powell & Duggan a household word Educate the public Develop a network (Agents, Businesses Professionals) Active leadership involvement (Industry, Community) SERVICE MISSION: To build relationships to promote retention and growth between departments and clients. Objectives: Elevate level of expertise Set the maximum standard & exceed it Establish standard procedures for customer service functions Contract service Develop service staff Data Base loaded "State of the Art" service trends COMMERCIAL LINES MISSION: To fill the client's needs for mutual profit ...

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... much more than this! A referral is the authorization to use the influence attached to that name." Why Don't Agents Ask for Referrals as Often as They Should? Quite frankly, this baffles me. I think that part of the problem is that, until recently, there has been very little real teaching in this area. In 1980, Tom Hopkins came out with How to Master the Art of Selling. Hopkins viewed referral prospecting as the "back bone of prospecting for champions." However, his book devotes less than two pages to the topic. His readers would have benefited from more depth on this powerful way to sell. Sales representatives need to know more about this strategy. Many successful agents know how to generate tons of referrals, but most learned this technique on their ... relationships you form. First, you must be truly committed to using referrals as a major part of your prospecting strategy. You must look beyond the single transactions and revere the lifetime value of each of your clients. Then, you must create trusting relationships with people. This foundation supports your four cornerstones. If you master any one of these four cornerstones, you will come closer to an unlimited supply of high-quality endorsed referrals: The Four Cornerstones of Building a Referral-Based Practice. 1. Exceed Your Clients' Expectations You must serve your clients continuously well. Clients say "thank you" by continuing to do business with you and by recommending you to others. Remember, enough companies are providing such great service these days. Your service will be measured by what your clients know you are capable ...

... much more than this! A referral is the authorization to use the influence attached to that name." Why Don't Agents Ask for Referrals as Often as They Should? Quite frankly, this baffles me. I think that part of the problem is that, until recently, there has been very little real teaching in this area. In 1980, Tom Hopkins came out with How to Master the Art of Selling. Hopkins viewed referral prospecting as the "back bone of prospecting for champions." However, his book devotes less than two pages to the topic. His readers would have benefited from more depth on this powerful way to sell. Sales representatives need to know more about this strategy. Many successful agents know how to generate tons of referrals, but most learned this technique on their ... relationships you form. First, you must be truly committed to using referrals as a major part of your prospecting strategy. You must look beyond the single transactions and revere the lifetime value of each of your clients. Then, you must create trusting relationships with people. This foundation supports your four cornerstones. If you master any one of these four cornerstones, you will come closer to an unlimited supply of high-quality endorsed referrals: The Four Cornerstones of Building a Referral-Based Practice. 1. Exceed Your Clients' Expectations You must serve your clients continuously well. Clients say "thank you" by continuing to do business with you and by recommending you to others. Remember, enough companies are providing such great service these days. Your service will be measured by what your clients know you are capable ...

... much more than this! A referral is the authorization to use the influence attached to that name." Why Don't Agents Ask for Referrals as Often as They Should? Quite frankly, this baffles me. I think that part of the problem is that, until recently, there has been very little real teaching in this area. In 1980, Tom Hopkins came out with How to Master the Art of Selling. Hopkins viewed referral prospecting as the "back bone of prospecting for champions." However, his book devotes less than two pages to the topic. His readers would have benefited from more depth on this powerful way to sell. Sales representatives need to know more about this strategy. Many successful agents know how to generate tons of referrals, but most learned this technique on their ... relationships you form. First, you must be truly committed to using referrals as a major part of your prospecting strategy. You must look beyond the single transactions and revere the lifetime value of each of your clients. Then, you must create trusting relationships with people. This foundation supports your four cornerstones. If you master any one of these four cornerstones, you will come closer to an unlimited supply of high-quality endorsed referrals: The Four Cornerstones of Building a Referral-Based Practice. 1. Exceed Your Clients' Expectations You must serve your clients continuously well. Clients say "thank you" by continuing to do business with you and by recommending you to others. Remember, enough companies are providing such great service these days. Your service will be measured by what your clients know you are capable ...