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... during last-minute negotiations with the car dealer, the insured decided against trading the older car, opting instead to sell it himself. The agency hadn't yet sent the insured a copy of the Change Endorsement, and the insured denies instructing the agency to delete the older car. RECOMMENDATION In this situation, the simplest approach would probably have been to ask to speak directly to the insured. That way, the agency would've been acting on direct instructions from the insured. The burden would then fall on the insured to countermand the original instructions to delete the older car. ACTUAL CASE #2 An insured calls the agency to report receiving a very expensive diamond bracelet. The agency informs the insured that the insurer requires an appraisal in order to schedule the jewelry. The insured states that they will call the jeweler and have them contact the agency. Three months later, the insured calls to report that the bracelet was stolen in a burglary. As it turns out, the jeweler never contacted the agency. Also, the agency didn't suspense the item or conduct any follow up. In addition, the CSR who originally handled the call has since left the agency. The agency manager did, however, find an entry in the insured's database logging in the original call, so there's no doubt that the insured called the agency. RECOMMENDATION In any situation in which coverage can't go into effect until the agency receives additional information, it's critical to inform the insured of this fact, with documented follow up as necessary. Next, any pending transactions such as this must be entered into suspense, and followed ...

... during last-minute negotiations with the car dealer, the insured decided against trading the older car, opting instead to sell it himself. The agency hadn't yet sent the insured a copy of the Change Endorsement, and the insured denies instructing the agency to delete the older car. RECOMMENDATION In this situation, the simplest approach would probably have been to ask to speak directly to the insured. That way, the agency would've been acting on direct instructions from the insured. The burden would then fall on the insured to countermand the original instructions to delete the older car. ACTUAL CASE #2 An insured calls the agency to report receiving a very expensive diamond bracelet. The agency informs the insured that the insurer requires an appraisal in order to schedule the jewelry. The insured states that they will call the jeweler and have them contact the agency. Three months later, the insured calls to report that the bracelet was stolen in a burglary. As it turns out, the jeweler never contacted the agency. Also, the agency didn't suspense the item or conduct any follow up. In addition, the CSR who originally handled the call has since left the agency. The agency manager did, however, find an entry in the insured's database logging in the original call, so there's no doubt that the insured called the agency. RECOMMENDATION In any situation in which coverage can't go into effect until the agency receives additional information, it's critical to inform the insured of this fact, with documented follow up as necessary. Next, any pending transactions such as this must be entered into suspense, and followed ...

... ' You see, people don't buy things; they buy the results that things offer, such as happiness, wealth, popularity, wisdom, comfort, recognition, or safety. Clients buy my marketing and training services for one reason: to make more money. By generating more revenue, they can fulfill their desire to create a better lifestyle for themselves and their families. Make the Most of Your Marketing Efforts Do you know why people buy from you? To get the most from your marketing efforts, you must first uncover what a prospect wants-the bottom-line reason-and then tailor your pitch to communicate specifically how your service or product can fulfill those desires. In my marketing workshops, I frequently tell this story to demonstrate to attendees how they can talk their way right out of a sale: A jeweler walks into a computer store and is confronted by a salesman who immediately launches into a rapid-fire monologue about the technological wizardry of a particular personal computer. The salesman is on a roll as he watches his prey listen patiently. About 20 minutes into his pitch, the jeweler timidly asks, But can I use this computer to create letters and fliers? ' That's all he wants to do, but the salesman had failed to uncover and address the real payoff the jeweler was seeking. He overwhelmed the customer with too much information and ultimately sabotaged the sale. Create the payoff picture in prospects' minds. People don't buy for rational reasons, but for emotional rewards. Your goal is to tap into their subconscious desires. Your materials should help prospects envision enjoying the rewards that you will bring ...

... Be sure to have copies of all your device drivers handy. Store your user names and passwords on paper and keep them somewhere safe. If you forget your Windows password, having it in a file on your PC won't help you. Don't fool with the Windows Registry unless you have some experience using it. Even if you're familiar with the Registry, be extremely careful not to stray from the task at hand or you'll risk severe damage to your system. Did we mention that you should back up your PC? Partition your hard disk. Keep data files on a separate volume from your operating system and programs. Putting a copy of your operating system on a separate hard disk will make backups and re-installation of software much easier. Paste a copy of each program's serial number to its CD jewel case, or use a soft-tip permanent marker to write the number on the CD itself (on the label side!) . If you're on a network, keep a hard copy of all your network settings (IP address, DNS, gateway, network card settings, and so on) handy. If it ain't broke, don't fix it. Unless there's a compelling reason to open the case or upgrade your operating system or applications, don't. No kidding, we really mean it: Backup is essential. 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, increase revenue streams, understand their clients and provide value to their agency. Login or Register (for FREE) to gain access to ...

... requirements for some of Philadelphia's most prestigious institutions- including Comcast Corporation, Temple University, and the University of Pennsylvania. The J&H model was built upon a foundation of intense customer intimacy, impeccable customer service, and a passion to deliver value added resources outside the boundaries of the insurance transaction. Perfection was the standard: "Referability" and customer loyalty the goal. We took great pride in viewing ourselves as the Ritz Carlton of the insurance brokerage community. J&H's client-centric service platform created a unique "customer experience" that included, but wasn't limited to, such tools and strategies as risk management service timelines, quality insurance protocols, action plans, marketing logs, and much more. While each piece of the J&H service platform had a special purpose, the "jewel" was the Stewardship Review. The Stewardship Review was conducted six months after the inception of the insurance program. Its purpose was to confirm that J&H's insurance and risk management strategies, goals, and objectives were aligned with those of our client. Beginning 30 days before the scheduled Stewardship meeting, we would begin a labor intensive process of assembling and analyzing volumes of information ranging from claims management reports through risk mitigation initiatives to insurance program design accomplishments. Charts and graphs were prepared. Schedules of insurance were updated. Industry trends were studied and our client's performance was benchmarked. Countless hours were spent on these prized clients in gathering and researching data, crafting the report, and preparing for the Stewardship Meeting with the Risk Manager and his or her Executive Management Team. A few days before ...

... up Personal Lines producers to write more business. 7) Advertising in the Ottawa Carleton teachers bulletin has commenced. Results will be reviewed for analysis. Same for advertising done in Century 21 bulletin. &# 160 COMMERCIAL LINES OTTAWA MISSION STATEMENT We want to be a department that provides professional and innovative attention to our customers. We want our clients to consider us an important part of their business. We want to create and nurture an environment that is harmonious, supportive, and friendly. We want to work to ensure the ongoing prosperity and growth of our company, as well as that of our insurers, so that we too may prosper. STRATEGY 1) Continue use of sales centre to develop leads. 2) Continue IMMS tapes to help generate sales ideas. 3) Establish an exclusive jeweler block program with Gore (first quarter) . 4) Establish a farm equipment program in January [NEXT YEAR] through Gullivers. 5) Analyze company results and review companies we wish to support. 6) Continue to encourage Personal producers to write Commercial Lines. 7) Continue IIS as a source of income. &# 160 RHODES & WILLIAMS LIMITED (Toronto)  MISSION STATEMENT Rhodes & Williams Limited's mission is to be the very best at helping people and companies protect all their assets. To be a well-recognized insurance brokerage in the province of Ontario for offering professional advice and management of insurance services. To be a well-recognized and profitable insurance brokerage. STRATEGY 1) Continue to account sell. 2) Use more Yellow Pages advertising. 3) Improve service to our existing ...

... , first define your strategic objectives for your coach so you're both on the same page; clearly describe the strategy you plan to use and the techniques you intend to use to achieve your call objective. When you arrive at the sales call, introduce your coach casually: "This is Jack Colligan; he's working with me today," and then proceed to make your presentation. Chances are that the client won't give your "day visitor" a second look. Have your coach take a position out of the prospect's frame of vision where they can observe both you and the prospect. Have them remain silent throughout the sales call. After the call, do a complete "autopsy" of the call — everything from the moment you entered the premises through the exit. Dissect it like a jeweler taking a watch apart; study every move. Listen to your coach. Don't debate. Accept their comments and learn from them. How do you think you did in achieving your objectives? What did you do well? What could you improve? Have your coach give you feedback on the objectives you and they set before the call. This autopsy should take about 2 ½ times as long as the actual call. Now, go make your second call and repeat the process: You either will or won't achieve your objective. This is called practice — like an NFL quarterback or PGA golfer. Move on to your next call and try again. Three coaching calls in one day should give you plenty to learn and think about. Plan to get coaching on an ongoing basis ...