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... to assist your Commercial Lines clients and prospects in this defense. Agents who learn more about CyberSecurity and establish relationships with network security firms that offer cyber-risk assessment and mitigation services will profit from additional fees and enhanced customer relationships. G. Edward Kalbaugh is a partner in Allegent Growth Strategies. Allegent is a full-service consulting firm specializing in services to the insurance industry. It is located at 100 Crossways Park Drive /, Ste. 104, Woodbury, NY 11797. The company can be reached by phone (516) 364-7034, fax (516) 364-7036, e-mail [email protected] , or visit www.allegentgsi.com . This article originally appeared in Rough Notes magazine and is reproduced by permission. Login or Register (for FREE) to gain access to thousands of other great articles. Need more reasons to ... CyberSecurity will receive a significant portion of these funds. G. Edward Kalbaugh discusses cyber-risk issues and what role insurance agents can play in addressing these risks. &# 160 Federal funding for CyberSecurity is important to insurance agents for a number of reasons. Before discussing these reasons, let's define CyberSecurity as any product or action that attempts to secure a wired or wireless network. These networks encompass a wide range of communication infrastructures, including wired and wireless internal office networks, external private networks, traditional public networks, the Internet, and the various networks used by local, state, and federal governments. Among the various CyberSecurity products or services, virus protection is the most familiar to computer users. But for most businesses, CyberSecurity can provide a complete spectrum of risk identification, mitigation protection, and ...

... to assist your Commercial Lines clients and prospects in this defense. Agents who learn more about CyberSecurity and establish relationships with network security firms that offer cyber-risk assessment and mitigation services will profit from additional fees and enhanced customer relationships. G. Edward Kalbaugh is a partner in Allegent Growth Strategies. Allegent is a full-service consulting firm specializing in services to the insurance industry. It is located at 100 Crossways Park Drive /, Ste. 104, Woodbury, NY 11797. The company can be reached by phone (516) 364-7034, fax (516) 364-7036, e-mail [email protected] , or visit www.allegentgsi.com . This article originally appeared in Rough Notes magazine and is reproduced by permission. Login or Register (for FREE) to gain access to thousands of other great articles. Need more reasons to ... CyberSecurity will receive a significant portion of these funds. G. Edward Kalbaugh discusses cyber-risk issues and what role insurance agents can play in addressing these risks. &# 160 Federal funding for CyberSecurity is important to insurance agents for a number of reasons. Before discussing these reasons, let's define CyberSecurity as any product or action that attempts to secure a wired or wireless network. These networks encompass a wide range of communication infrastructures, including wired and wireless internal office networks, external private networks, traditional public networks, the Internet, and the various networks used by local, state, and federal governments. Among the various CyberSecurity products or services, virus protection is the most familiar to computer users. But for most businesses, CyberSecurity can provide a complete spectrum of risk identification, mitigation protection, and ...

... to learn about their market niche to determine the best methods of advertising and communication. They accomplished this by surveying the student body as to what they looked for in a car, what price range they could afford, and whether they knew about the Todey dealership. Survey results were interesting. Few had heard of the dealership. All seemed to have champagne tastes and beer budgets: They preferred to drive more expensive sports models, but accepted the financial reality of a $12,000 price limit for a car. The survey also learned that the target market (the student body) represented a wide range of ethnic and cultural backgrounds-and the students told the dealership how important it was to appreciate these cultural differences. As one student put it, It is more important to be culturally sensitive to ... goals: Approaching the college students as first-time new car buyers, and Increasing the dealership's name recognition on campus. The dealership funded the effort with $2 ,500. The students felt that first they needed to learn about their market niche to determine the best methods of advertising and communication. They accomplished this by surveying the student body as to what they looked for in a car, what price range they could afford, and whether they knew about the Todey dealership. Survey results were interesting. Few had heard of the dealership. All seemed to have champagne tastes and beer budgets: They preferred to drive more expensive sports models, but accepted the financial reality of a $12,000 price limit for a car. The survey also learned that the target market (the student body) ...

... reserved for exceptional agencies. So, perhaps it's time to reconsider the story of bank-agency acquisitions. Despite their relatively short history in the insurance distribution business, banks are financially sophisticated organizations and experienced acquirers. Most are conservative, disciplined capital investors that are accountable to boards of directors and to shareholders. As a growing component of the insurance distribution system, banks will continue to rely on agency acquisitions to drive their commercial lines strategies. And most will continue to acquire agencies in a thoughtful, strategic and disciplined manner. The expression "win-win transaction" is overused and often misapplied. But successful acquisitions enable both buyer and seller to realize their objectives. James M. Campbell is a principal and senior vice president of Reagan Consulting, Inc., an Atlanta-based management consulting firm that serves the insurance distribution ... Leading Banks in Insurance." Of the 407 participating banks from throughout the U.S., 52 reported on their most recent agency acquisition. Most of these transactions are current, including 58% that closed in either 2002 or 2003. Findings from the analysis of these transactions included: Price multiples paid by banks are in line with the current market. In today's market, agencies typically sell within a range of 5.5-to-8-times pro forma EBITDA (earnings before interest, taxes, depreciation and amortization) . A majority (53%) of the transactions reported by banks were priced below 7-times EBITDA ? well within the current market range — and 45% were priced below 6-times. Only 12.5% of theses deals exceeded 8-times EBITDA. Translated into a multiple of revenues, 47.9% were priced below 1.5-times agency ...

... to learn about their market niche to determine the best methods of advertising and communication. They accomplished this by surveying the student body as to what they looked for in a car, what price range they could afford, and whether they knew about the Todey dealership. Survey results were interesting. Few had heard of the dealership. All seemed to have champagne tastes and beer budgets: They preferred to drive more expensive sports models, but accepted the financial reality of a $12,000 price limit for a car. The survey also learned that the target market (the student body) represented a wide range of ethnic and cultural backgrounds-and the students told the dealership how important it was to appreciate these cultural differences. As one student put it, It is more important to be culturally sensitive to ... goals: Approaching the college students as first-time new car buyers, and Increasing the dealership's name recognition on campus. The dealership funded the effort with $2 ,500. The students felt that first they needed to learn about their market niche to determine the best methods of advertising and communication. They accomplished this by surveying the student body as to what they looked for in a car, what price range they could afford, and whether they knew about the Todey dealership. Survey results were interesting. Few had heard of the dealership. All seemed to have champagne tastes and beer budgets: They preferred to drive more expensive sports models, but accepted the financial reality of a $12,000 price limit for a car. The survey also learned that the target market (the student body) ...

... stay on the cutting edge There was a time when stability, strength, and vast resources were the major factors influencing buying decisions. Although they still play a role in decision-making, technology has changed buying patterns. Today, companies want to make certain that what they're buying is on the leading edge. No business wants a Pentium IV chip when there's something faster. The technological bells and whistles often drive today's buying decisions. "State-of-the-art" disappeared because it describes what can be mistaken for a static situation, while "cutting-edge" conjures up an image of action, progress, and excitement. Cutting edge gets the purchase order. 9. Failure to do the research When Daimler Chrysler's PT Cruiser hit the showrooms in 2000, the funky little vehicle sold at above the sticker price. Why has ... team's request for a marketing program. The return-on-investment issue is a common query when marketing dollars are at stake. Why is marketing often perceived as being unable to deliver the desired results? Why are marketing programs often disappointing to those who pay for them? Here are 10 possible reasons: 1. Failure to direct the correct message to the correct audience For at least two decades, the IBM message rang throughout American business with undisputed clarity: You can't go wrong buying IBM. While IBM was praising itself, along came a kid from Texas with his own message: "Just take it out of the box, plug it in and go to work. If you need help, give us a call." The Dell Computer message spoke to the customer. The IBM story spoke to its ...

...telematics devices measure actual driving patterns. Is the customer commuting ...ovement recommendations for specific driving behaviors. This creates accountab...

...stimated at $40 billion and drunk driving at $110 billion. WORKPLACE FATALITIE...

... x No Thanks Loading.. Defeating Customer Loyalty 4/30/2013 by Jack Burke This content has not been rated yet. It's not the big things that will cost you customers. Quite frequently, it's the small things that drive people into the arms of your competition. Jack Burke shows you how to treat your customers as you know they want to be treated. One credit card company has built an entire advertising campaign around the difficulty of accessing awards that people earn through "loyalty" programs. Instead of building loyalty, it seems that many companies are losing customers because of poor performance in such programs. Recently, my mother and her husband had finally achieved their goal of getting enough points on their Delta Airlines program to get a free flight. Trying to make the arrangements ( ... purchases on their loyalty program. Ironically, I did stop by my local Office Depot to pick up some ink last night. Despite my aggravation over their program, the local store has always treated me well; it has convenient parking, and as a registered business customer, I don't have to show identification to pay by company check — the information is already in their system. A new clerk rang up the sale and asked for a picture ID when I presented a company check. When I asked why, he said that no system is perfect and he didn't want to be penalized for taking a bad check. As I provided my identification, I made mention of the fact that I quite frequently don't have it with me when I shop there. He flippantly commented that if that was ...