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...ogressive, by comparison, uses a modified DRP model and maintains an arising-p...

... an Umbrella, especially with a different carrier than the primary, check that the necessary underlying limit requirements are being satisfied. Adding or deleting the wrong vehicles from a policy. With a Commercial Auto fleet of significant size, maintaining an accurate list can present a challenge. When the customer contacts you to add or delete specific vehicles, get the request in writing. This will help ensure that you're modifying the policy correctly, not only for the vehicles, but also for the coverage specific to those vehicles. Because the policyholder might have two vehicles of the same year and make, ask them to provide the vehicle identification number (VIN) for each vehicle being modified. When you mail the policy or endorsement to your customers, include a cover letter advising them to check the policy to make ... On the other hand, symbol "7 " is only for vehicles listed on the policy. There would not be coverage for leased or non-owned vehicles with this symbol. Consequently, getting answers to these questions from your customer will help when requesting that coverage be structured appropriately. Symbol "9 " is only for non-owned vehicles. Other items to consider "Named Insured" status/"Drive Other Car" coverage. It should be standard practice to offer the owners of the business (where the business is the named insured) additional "Named Insured" status or "Drive Other Car" coverage. If a business owner suffered an injury as a pedestrian or as a passenger in another vehicle, he or she would need this coverage to collect uninsured motorist (UM) or underinsured motorist ( ...

...ber (VIN) for each vehicle being modified. When you mail the policy or endorse...le, injuring four people in two other cars. The value of the four Bodily Injur...

... made. Was a "prospect standard" established? Was the standard given each producer so that compliance could be measured? Did management measure and evaluate the selling skills and product knowledge of each producer? Was the potential of each producer measured and evaluated, establishing and measuring the progress toward this potential? If no such checks exist, create them. If you have checks, scrutinize each item and modify it to obtain the desired results. It's essential to do a total review of all components, not just some of them. The next step is to implement needed changes; this task isn't always feasible without outside help — either consultants or company people. Another good source for input is an associate in the community who's active in sales or sales management. Self-education through reading and community involvement can ... sending to prospects and clients. What message do they see? What message do they hear? What message does the agency ask them to think about? It might come as a surprise, but people generally do what you ask them to do for at least three seconds. They'll also do what you ask them not to do. For example, telling someone "Don't think about your very first car!" will probably bring a picture of that car to the person's eye. If this thought lasts more than a few seconds, the picture will turn into a movie in the mind and keep running, as the person compares this car to the vehicle that you own now. Prospects react the same way: see, hear, and think. 2. Does your agency meet the objectives ...

... made. Was a "prospect standard" established? Was the standard given each producer so that compliance could be measured? Did management measure and evaluate the selling skills and product knowledge of each producer? Was the potential of each producer measured and evaluated, establishing and measuring the progress toward this potential? If no such checks exist, create them. If you have checks, scrutinize each item and modify it to obtain the desired results. It's essential to do a total review of all components, not just some of them. The next step is to implement needed changes; this task isn't always feasible without outside help — either consultants or company people. Another good source for input is an associate in the community who's active in sales or sales management. Self-education through reading and community involvement can ... sending to prospects and clients. What message do they see? What message do they hear? What message does the agency ask them to think about? It might come as a surprise, but people generally do what you ask them to do for at least three seconds. They'll also do what you ask them not to do. For example, telling someone "Don't think about your very first car!" will probably bring a picture of that car to the person's eye. If this thought lasts more than a few seconds, the picture will turn into a movie in the mind and keep running, as the person compares this car to the vehicle that you own now. Prospects react the same way: see, hear, and think. 2. Does your agency meet the objectives ...

...etermine whether coverage can be modified to save the account. Perhaps high de...

...rn done) remained unchanged, you modified your emotional commitment to the goa...

...ons on it with information about modified expiration dates, coverage types, an...

... weeks after the instruction. Ask, by mail or by telephone: if they've been able to use the information you gave them if there's anything else they would find helpful that you could provide if they know of others who may benefit from your consumer education program A positive response indicates that you're on the right track. A negative response uncovers flaws in the customer literacy plan - which enables you to modify the plan. Educating and following up with clients lets them know you care about their well-being. At the same time, it provides a measure of the value and effectiveness of your efforts. Customer literacy goes beyond the basics of insurance knowledge; it demonstrates the full array of service and expertise your agency has to offer. Login or Register (for FREE) to gain access to thousands of ... customers should buy it from you) - i.e., they are purchasing financial protection against major types of disasters. DEFINE what customers want. Help them know what they're getting, then make sure they get what was promised. This encourages longevity in the relationship. On a regular basis, clarify exactly what the prospect or customer does not want to be without in the event of a loss (cars, home, building, employees, etc.) . ACCLIMATE customers. Within a few days of the prospect making a buying decision, offer to meet him or her individually. If you have a group of clients with similar concerns - say, churches or dry cleaners - conduct a short, educational seminar for the group. Also, introduce clients to others in the agency who may work ...

... sales efforts will be enhanced by offering unique combinations of insurance protection and target-focused services, instead of simply selling off-the-shelf policies. Use your knowledge, experience, and contacts to build a database of mother-child' targets. Then  solicit them aggressively. Don't ever expect to attain the perfect program. Ask each prospect which of your services are important to them and which are not. Modify your list of services as the marketplace requires. Remember, since your program is completely in-house, you can make key changes on a moment's notice! Portions of this article are reprinted with permission from Agency Ideas newsletter. 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 ... , building replacement cost appraisals, and 24-hour claims service, can be packaged easily, even though they're not unique to your agency. After all, in its TV commercials, Allstate lays claim to the safe driver discount' as if it were the only insurer to offer it! Veteran agents might recall that Allstate used this same successful marketing device in the 1970s when they claimed the universally available compact car discount' as their own. In contrast to your routine offerings, prospect-specific services must vary for each one of your targeted groups. For example, a seasonal contractor will appreciate a payment plan that will not bill him while he's temporarily out of business and out of funds. A computer reseller will relish an agent taking the time to review his insurance limits periodically to account for the volatile value ...