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... : I need to see where you're going first. Salesperson: OK, I'll show you the global view. Executive: Great. Salesperson: Of course, you're the only one who knows if this will work for you.. ' Executive: Yes, I like to see for myself. Salesperson: Good. I'll keep that in mind. What an interesting exchange. For many people, the conversation above might've seemed commonplace, even mundane. For a good communicator, the conversation went a long way toward closing the sale. The salesperson can now tailor the presentation to two of the executive's most important Meta Programs, or filters. The first question the salesperson asked elicited the learning style of the executive. In this example, the executive preferred a global view. Then the salesperson confirmed that the executive used an internal frame of reference to make decisions — other people's opinions weren't important. BIG PICTURES OR DETAILS? We learn by chunking' information. Studies indicate that the average person learns best when given information in groups of three. Professional presenters have used this knowledge for years — most well constructed visual aids have three ideas or objects. It's important to break down complex information into bite-sized' chunks. To really make this effective, it's important to know one additional fact about the other person. Some people make sense of new material by seeing how it relates to their world, then looking for details. That's called chunking down. They need to see a global overview of the material. Others prefer to examine details first, then construct a larger picture from them. That's called chunking up. This difference is crucial ...

... for murdering him honorably. 'Re-framing' is the process of putting an action...

... wants a product, service, or opportunity delivered to them. Ask, "What do you want it to do for you? How would you want it to feel? What are the key decision criteria you'll use to buy this product or service in the future? What are your most important priorities?" This helps prospects see a vision of what they want. The clearer the picture, the easier it will be to help them find it, even if you don't offer it. Remember, trusted advisors are always looking out for the best interest of the client, and must be detached enough to recommend solutions even when they don't have them. The universal law of cause and effect will always bring something good back to you if you do good by others. Step 5. Time Frame for Action: When Do You Want It? This is arguably the most important piece of information you'll get from a person. "When do you want that result, solution, benefit, feeling, or outcome? How soon do you want to make a change?" The answer helps you determine your next step. Many people never ask the all important "when" question. They often assume that because a person is interested, they'll actually do something about it right now. Nothing could be further from the truth. People take action when they're ready to buy, not when the seller is ready to sell. Fish eat when they're hungry, not when you drop the line. Just because someone is interested today doesn't mean they'll act today. A trusted advisor helps a person ...

... , so I look for a policy that exactly meets my needs. In the first example, the executive preferred to examine a wide range of possibilities. This is the person who asks for ten different options, including a range of coverages and deductibles. These people are possibility' thinkers. In the second example, the executive talked about necessity and needs. This person bases decisions on what they should do. They probably don't care about a wide range of options. Just develop the best quote you can, emphasizing what they should have. What we've just contrasted are two different views of the world that come from a Meta Program that stresses possibilities or should. Like the other Meta Programs we've talked about, this one has a great impact on how people make decisions. Understanding it helps us frame our presentations in exactly the language that a prospect or client wants to hear. POSSIBILITIES Ask someone how they decided to buy insurance last year and listen for one of two answers: either they looked at a range of options, or they did what they had to do. Those who needed options are the possibility' thinkers. They ask for quotes with every option possible. They're the Commercial producers interested in working with you because it's a new experience. They're the risk managers who ask you to explain a number of different approaches for designing an effective insurance plan. However, some possibility' thinkers can be hard to work with because it's difficult to get a decision from them. Don't present a single solution and expect it to work for them. Remember that they require options and choices ...

... x No Thanks Loading.. Homeowners Questionnaire 4/30/2013 by CompleteMarkets Editor , Jack Fries 1 Verified Reviews - 5 of 5.0 1 2 3 4 5 Have your producers use this questionnaire from Jack Fries to garner needed information from Homeowners prospects: HOMEOWNERS INSURANCE QUESTIONNAIRE Producer: ____ Date: ____ INSURED Name ____ Phone ____ Address ____ City ____ State ___ Zip ____ Occupation ____ PRESENT HOME Homeowners Carrier ____ Exp. Date____ LIMITS Dwelling ____ Year Built ____ Brick or Frame Additional Structures ____ Liab. ____ Contents ____ Medical ____ Loss of Use ____ Deductible ___ Prior Claims ____ Premium ____ Credits - Alarm, etc.____ Guaranteed Replacement: Home Contents Additions/Alterations All Risk' Contents Theft Ext. Sewer Backup Subsidence Earthquake Extended Liability Scheduled Items Limits: Jewelry Furs Fine Arts (Breakage) Silver Coins Stamps Guns Boats Computers ___ Photo Equipment COMMENTS Are your autos insured with the same company? ____ Expiration Date: ____ RECOMMENDED Dwelling ____ Company ____ ­ LIMITS Liability ____ Deductible ____ Premium ____ Guaranteed Replacement Home __ Contents All Risk' Contents Sewer Backup __ Other REPLACEMENT Number of families Year Built ____ Sq. Ft ____ COMPUTATION Brick Frame Garage Cars Brick Frame Attached Balcony Porch Deck Sq. Ft. # of Fireplaces __ # of Chimneys Inside Outside # of Baths Full 1/2 Basement? Finished? Central Air? __ Wiring:- Year Update: ____ Heating Construction Type I, II, III, IV Plumbing: ...

... 18 months in order to continually provide renters with new vehicles. With that many vehicles to sell, our first reaction was to wring our hands in despair. After all, the used vehicle industry was built on the principle of " buyer, beware" — not disclosure. How could we possibly sell cars by telling the truth? After much reflection, we finally came to terms with the requirements of the agreement. We could either hang our heads while begrudgingly offering up this information to potential buyers — or we could make the proverbial lemonade from lemons. We chose to make lemonade. To make a long story short, we turned the restrictive covenants into a marketing campaign that proactively positioned us as unique and honest purveyors of used cars. The agreement stated that we couldn't retail any vehicle with frame damage repair exceeding $100. Regardless of frame damage, we couldn't retail any vehicle that had had body repairs in excess of $1 ,000. We also had to make available the entire service history of the vehicle upon request. Our marketing campaign used this message: See the entire history of the vehicle you want to purchase — before you buy it! We will sell no vehicle that has sustained more than $100 in frame damage! We will sell no vehicle that has had major collision repairs! Then, to safeguard against future complaints, we added our kicker: If anyone felt that they had purchased a lemon, we would allow them to bring it back and either pick out another vehicle or get their money back. Consumers loved our new marketing and policies. The ...

...ond response, of course. Framing the response to give yourself author...

... for routine communication, not exchanges that take place only when a problem has developed or has escalated to potentially serious proportions. Meaningful communication requires an ongoing relationship between the parties, which is difficult to establish under the duress of frustration on both sides. Communication leads to smoother claims handling and a more satisfied insured. The second advantage of a claims management understanding is that it can specifically provide a means for the insured's input. The role of the insured or the group in the claims management process should be designed around the goal of advancing the appropriate and effective management of the losses under the program. Some of the obvious activities in that role are delineated in the Conditions sections of a standard insurance policy, such as reporting losses promptly to allow the investigation process to begin within the earliest possible time frame. Although especially important in Workers Compensation claims because of statutory time frames imposed on those responsible for paying benefits to injured employees, prompt reporting is important in every line of coverage. Another activity is to cooperate fully with the investigation efforts, including relaying all the facts as they are known, allowing access to knowledgeable personnel, and encouraging an open interchange of information as claim facts develop. An insured attempting to control the scope of the investigation by withholding pertinent information, regardless of the motivation, could limit the ability of the claims person to structure a competent defense. Claims people make their living investigating, evaluating, and resolving losses and complying with statutory requirements and court procedures. The insured person or group is rightfully concerned with the challenges, opportunities, and limitations for furthering the business purpose ...

... , through the customer screens. Customer Service Agent: My agency, which is automated with a fully loaded customer database, has determined that this method works best for us at this stage of our development. Claims can be processed quickly and efficiently by the person with whom the client is familiar. Communication The claims-handling process MUST be fully explained to the client. Since our job is to take the information and forward it to the company, we normally verify address and telephone numbers. (It would greatly delay contact with the insured if the system's existing information were outdated, and then the form were faxed, electronically transmitted, or mailed to the company.) After the claims information is completed, the agent needs to follow the agency's procedures, then consulting the company matrix to determine the time frame involved and when the client should expect a call from the adjuster. It is imperative that the client understand that, to serve them better, a professional adjuster will be handling their claim. We ask clients to call us if they have any problems or if the adjuster does not contact them within the allotted time frame. Our philosophy requires us carefully to put clients in touch with the person who will handle the claim while letting them know we are always there for them should a problem occur. We don't get involved before the company has a chance to settle the claim properly. Saying too much or having an agent inject personal opinions could jeopardize our further relationship with the carrier, as well as with the customer. People Skills Each agent handling claims must be thoroughly trained in people skills ...

... ." "Some of the firm's key clients include [clients' names] ." The next section should identify issues of importance (which you've developed throughout the prospecting process) to the client or prospect. The development and presentation of these issues are what defines your firm as a consultative brokerage, rather than as insurance salespeople. They constitute the themes of your presentation. After the key issues, indicate your organization's solution to them. Show the expected results of these solutions and how the client will benefit. This could take the form of a simple display. Refer to the body of the proposal for details and an in-depth demonstration of these benefits. After all, the executive summary simply sums up the facts. Finally, restate what your organization is proposing for the client, the time frames, and your unique qualifications for providing these solutions. Avoid making this closing too sales oriented. As a consultant, you need to be perceived as a partner, not as someone looking for a commission. Use statements such as: "XYZ recommends this course of action to client." "XYZ is prepared to implement these actions in the following time frames and with these expected results. Effective use of stewardship reports and executive summaries is a critical skill that independent agents and brokerages must master. These techniques will allow an organization of any size to improve its perception in the buyer's eyes. The result will be improved success in the large-account marketplace. The goal of the CompleteMarkets editor is to bring valuable content to the CompleteMarkets members. Providing content to insurance professionals to enhance their sales process ...