https://completemarkets.com/Article/article-post/2634/The-Sales-Center-Systematic-Marketing-and-Selling/
...ith a unique perspective on sales centers. I know that the marketing represent...
https://completemarkets.com/Article/article-post/959/CENTRALIZING-CUSTOMER-SERVICE/
...oney. INSURANCE COMPANY SERVICE CENTERS The ultimate in centralization is f...bout which insurance company service centers to use. A company that gives the ...
https://completemarkets.com/Article/article-post/951/PROFIT-CENTER-APPROACH-TO-SALES/
...handled separately, set up profit centers for them as well. Management will be... decide not to develop formal profit centers for sub-lines or teams, it's poss...
https://completemarkets.com/Article/article-post/1916/ONEAL-DELHOMME-TOMS-AND-DELAHOUSSAYE-%E2%80%94-A-GOOD-FIT/
... x No Thanks Loading.. O'Neal, Delhomme, Toms, And Delahoussaye — A Good Fit !4/30/2013 by CompleteMarkets Editor , Michael Manes This content has not been rated yet. O'NEAL, DELHOMME, TOMS, AND DELAHOUSSAYE — A GOOD FIT ! by Mike Manes This is the second in a series of articles by Mike Manes on managing organizations and leading people. The first article created a management "Jambalaya" using various ingredients: "Leftover" ideas that apply in the world of people and work. The articles that follow will use the same ingredients and a fresh approach to create an entrée : Nutritious food for thought. &# 160 DISCLAIMER I don't often use sports analogies, but on occasion they're the best way to create a visual image ... crosses language, cultural, and other barriers. I believe that this example warrants their usage. THE INGREDIENT/ENTRÉE : HOW TO ATTRACT AND RETAIN VALUABLE EMPLOYEES You're accountable for results. You need talent. You want the best people you can find — ready, willing, and able to get the job done. Shaquille O'Neal (center, LSU/L.A. Lakers), Jake Delhomme (quarterback, Carolina Panthers), David Toms (golfer, LSU), and Eddie Delahoussaye (jockey, New Iberia, LA) — in addition to being "home boys" — are all highly talented. At the top of their game, they're as good as it gets. They're winners! If you were responsible for creating a dynasty, you'd jump at the chance ...
https://completemarkets.com/Article/article-post/2588/Sales-Center-Part-1/
...ales Center concept and how Sales Centers have brought increased profitability...
https://completemarkets.com/Article/article-post/488/Wrestling-Profits-From-Small-Commercial-Accounts/
... accounts.
Using carrier service centers is one example. I recently spoke wit...
https://completemarkets.com/Article/article-post/2421/Framework-For-Agency-Success-Part-II/
... Two addresses the various profit centers. This group concentrates on the goal measures of the different centers: Personal, Commercial, and Life. The...with the goal measures of the profit centers, successful profit-center plans w...
https://completemarkets.com/Article/article-post/1908/Planning-For-A-Merger-Filling-In-The-Blanks/
... pieces tucked in their pockets. What will be the result? It's gonna be a mess. That's what can happen when two agencies merge. Each organization has its own plans, hopes, strengths, and expectations. Each may try to position itself to recreate the picture it's accustomed to seeing. Individuals in each agency often cling tightly to their individual piece, ' because they're unsure of how they'll fit into the new picture. The first step in creating a comprehensible new design must be a clear articulation of the new company's values - its foundation for the future. The vision and mission must also be carefully defined and explained. These factors become the new finished picture. It's then possible to take pieces (people and functions) from both organizations and start filling in the blanks. It'll be ... to reshape themselves for the future. This kind of process is the fairest to employees - it provides full disclosure and full opportunity. Plan your the new system before the merger, not after. If you wait, it'll be like building your puzzle on a roller coaster. You'll be riding in a two-headed car that's out of control! Don't try to build the organization of the future from the center out, one piece at a time. Instead, start with the finished picture and the border, then fill in the blanks. Michael Manes can be reached at Square One Consulting, 8674 Quarters Lake Rd., Suite 10, Baton Rouge, LA 70809, (225) 922-9138, fax (225) 922-9106, e-mail [email protected] , Web site www.squareoneconsulting.com . Login or Register ...
https://completemarkets.com/Article/article-post/1403/FOR-THE-FUTURE-PRODUCER-RECRUITING/
...candidates, you've flattered your centers of influence and given them the impr... operating. Choose your centers of influence carefully to develop...
https://completemarkets.com/Article/article-post/1893/MAXIMIZE-PERSONAL-LINES-PROFIT-WITH-BEST-PRACTICES-TIPS/
... service representatives (CSRs) . Regardless of the method you choose, remember that the person succeeding in a sales' role will probably have different aptitudes and characteristics than those fulfilling a service' role. This difference will require different approaches to training and rewards. Generally, the successful sales personality will be motivated by competition and financial reward. Utilize third-party screening or testing to find someone with a good fit for the sales role, then establish individual production goals, with compensation directly tied to sales. If you ask CSRs to fill the sales role, make sure you train them appropriately. Detailed instructions or a list of questions to use when interacting with the customer are helpful. Use role-playing to practice what the person needs to say. Provide noncritical feedback, since the service personality generally has a ... in time to qualify for profit sharing. Try to get reserves reduced on larger claims that have been closed, if appropriate. Finally, treat your companies with respect and honesty. All these steps can lead to more profitable Personal Lines operations. This article was originally published in The National Underwriter and is reprinted with permission. Shirley Lukens can be reached at Reagan Consulting, Inc., 7 Piedmont Center, Ste. 417, Atlanta, GA 30305, (404) 233-5545, fax (404) 237-5996. Login or Register (for FREE) to gain access to thousands of other great articles. Need more reasons to join? Need insurance for you, your business or your family? Get quality appointments - Save yourself a whole lot of time & money when you use our directory of ...