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...___________ B. Personal Lines clerical support ___________ ___________ C. ...riers? If so, which ones and for what lines? _________________________________...

...e the Executive Salary, only the clerical salaries. Let's assume that an agenc...00 files. Correspondingly, commercial lines produces $630 v. $250 respectively...

...rsonnel, dedicated data entry or clerical personnel who work in the department... Personal Lines: ...

... functions while trainees tackle clerical functions. This type of stratificati...

... 2. $ _____ 3. $ _____ 4. $ _____ 5. $ _____ 6. Staffing: Total Number Includes Principals NUMBER % OF TIME SPENT A. Personal Lines customer service representative or underwriter ____ ____ B. Personal Lines clerical support ____ ____ C. Commercial Lines customer service representative or underwriter ____ ____ D. Commercial placer ____ ____ E. Commercial clerical support ____ ____ F. Data input ____ ____ G. Receptionist/secretary ___ ... policies ____ Commercial Lines accounts ____ Commercial Lines policies ____ 5. Commercial Accounts: Five Largest, written Premium 1. $ _____ 2. $ _____ 3. $ _____ 4. $ _____ 5. $ _____ 6. Staffing: Total Number Includes Principals NUMBER % OF TIME SPENT A. Personal Lines customer service representative or underwriter ____ ____ B. Personal Lines clerical support ____ ____ C. Commercial Lines customer service representative or underwriter ____ ____ D. Commercial ... ___% Crime/Fidelity/Glass ___% ___% ___% General Liability ___% ___% ___% CPP/BOP/Package ___% ___% ___% Commercial Auto ___% ___% ___% Workers Compensation ___% ___% ___% Other Commercial Lines ___% ___% ___% Personal Auto ___% ___% ___% Homeowners ___% ___% ___% Other Personal Lines ___% ___% ___% TOTAL 100 % 100 % 100 % &# 160 3. Estimated Agency Overall Loss Ratio 19_ 19_ ...

...nd time spent on administration, clerical support, and technical activity for ...-liability exposures and thus surplus lines risks. The property may be a very ...

...a entry must be done manually, a clerical back-up person could be used for the...st agencies are now handling Personal lines leads this way and, although the t...

...lated functions, accounting, and clerical jobs such as mail, filing, and switc...-related functions, accounting, and clerical jobs such as mail, filing, and sw...

... , condition of equipment and furniture; existing automated systems and compatibility with or superiority over buyer's systems; organizational structure and personnel policies (vacation, holidays, benefits, salary administration, and performance evaluation); effectiveness of procedures for handling insurance-related functions, accounting, and clerical jobs such as mail, filing, and switchboard. In situations where an existing operation is going to be maintained and sometimes also in fold-in arrangements, other aspects of the agency must be included in the evaluation, such as: location and appearance of the office ... 18% or more than 22% of total revenue? What does this indicate about the overall efficiency of the operation and the level of servicing that is currently being provided? What impact will this have for the future? If the agency is overstaffed or understaffed or staffed with the wrong types of people, you may have to address personnel issues right after the transaction has been completed. What other expenses have been significantly below or above the standards? Why does the variance exist? When evaluating another agency, determine where the expenses ... assigned? Does the average size of the accounts written coincide with the size of accounts already handled by the buyer, or does it satisfy a need identified in the business plan? An agency accustomed to handling large commercial accounts may have difficulty assimilating small commercial and personal lines accounts on a cost-effective basis, so the expense factors in the projected cash flows used for setting a price will have to be adjusted accordingly. Likewise, an agency with little technical expertise among the existing personnel will need to add staff (and payroll cost) ...

... compare apples to apples in this chart you must decide how many people to allocate to each department. Our measurements include all of the service and support people in the department, not just the service representatives. Managers, supervisors, marketing personnel, dedicated data entry or clerical personnel who work in the department should be included in the head count. In smaller agencies where people wear a number of hats, it may be necessary to determine how much of each person to allocate to each department. Use commissions, not premiums, and ... process under the current workflow system the quality of output from these people will suffer and morale will deteriorate, making it next to impossible for the agency and its producers to meet the aggressive but necessary sales goals. Many agency managers have tried to solve this problem by staffing for growth, ' adding more people in anticipation of the increase in revenues that had been projected. Overstaffing then often occurs when the expected growth did not materialize and the extra' number of service employees was not reduced accordingly. Almost miraculously, the workload stretches ... to $450,000 during the next 12 months! When setting growth objectives for the agency as a whole, or for individual departments and producers, agency principals must make sure that the goals have a reasonable chance of being accomplished. In the soft market commercial lines environment a 35% hit ratio of sales to quotes is pretty good. To write $55,000 in new commissions, a producer would therefore have to quote on accounts producing close to $160,000 in commissions. Assuming that the agency's geographic marketing ...