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... question. The insurance agency already has signed up for the next landscapers trade show! By making the promotional product fit what you want to accomplish, you actually build business. By the way, the auto dealer could have accomplished the goal of impressing the customer by using a leather key holder imprinted with the customer's name and placing it in a presentation case. 2. Build your promotion around a theme. More often than not, it isn't the promotional product itself that turns out to be the problem. It's the way it's used that renders the item ineffective. A bank in Miami, did it the right way. When the bank moved one of its branches, the marketing director realized that most of the customers were senior adults who might be wary of going to the new location, ... had spent more than $30,000 for the car and the dealer had diminished the importance of the sale by giving him a 19-cent key ring. On the other hand, an aggressive insurance broker offered custom T-shirts at a landscape contractor trade show for completing a brief information form. The shirts went like hotcakes because the company had invested time, effort, and money into creating a shirt with attractive, colorful artwork with an appropriate, creative message: We dig landscaping. Every contractor wanted a shirt. It could be worn any time, anywhere, because it told the contractor's story, and, by implication, it sent the landscapers a message about the insurance agency. At a very small show, these insurance people wrote five new accounts and received an additional 26 qualified leads. Each shirt ...

... smaller competitors. "We wanted to get away from a price-driven posture and have customers choose us because they see us doing a better job protecting their assets," said the vice president in charge of marketing. After adopting a marketing message that fit its objective, this brokerage set out to position itself as a knowledge-based broker. Although its budget is limited, each marketing activity serves to reinforce the theme of competence. MYTH #8 : MARKETING ONLY WASTES MONEY There are good reasons to hold this view because many so-called marketing decisions do waste financial resources. For example, the person in charge of "advertising" at one community bank didn't know that the radio spots he purchased were running through the night. "I thought they were on at drive time," he said. When the ... a number of tactics at the same time to create a cost-effective impact. MYTH #5 : WE DON'T NEED RESEARCH; WE KNOW OUR CUSTOMERS It's easy to assume that we know our customers. We're so confident because we've been serving them for years. But times change and so do customer demands and expectations. A marketing consultant was asked to review a series of help-wanted ads that had failed to attract candidates for insurance salespeople. The consultant reported that the ads, aimed at the "recent college graduate" and those seeking "a good career," offered little more than "a golden opportunity." This provides a perfect example of how even a modicum of research of recent college graduates who fit a sales profile would have been helpful in designing an employment package and an advertising campaign that ...

... When the employee retires or leaves, they'll be paid the value of their phantom interest, usually over the same period of time and under the same terms that apply to the owners of the real stock. The contract can also include a provision for converting the phantom stock into actual stock in the future by mutual agreement of the parties. Agencies can use a number of variations on the phantom stock theme to reward past performance by tying the individual's eventual payout to the future success of the agency as a whole, or to the results of a specific department. For example, the agency can grant performance units based on commissions, revenues, profit, or some combination of measurable results. These units would either be valued at a fixed dollar amount (with the number of units varying based on ... x No Thanks Loading.. Is Employee Ownership Right For Your Agency? Part Ii 4/30/2013 by CompleteMarkets Editor , Carol Hammes This content has not been rated yet. IS EMPLOYEE OWNERSHIP RIGHT FOR YOUR AGENCY? PART II by Carol Hammes Offering your employees the opportunity for agency ownership can help attract and retain quality people. Sooner or later, most agency owners will need to decide whether to give their employees the ultimate incentive: The opportunity to obtain equity. This article (the second in a two-part series) will focus on two agency ownership incentives: Phantom stock and vesting in a book of business. PHANTOM STOCK/PERFORMANCE UNITS When such third parties as financial institutions, real estate firms, or the largest client-owned insurance agencies, sharing ownership with the employees might not be ...

... The Best Practices Study, it's sometimes a temptation to become so focused on the data associated with Best Practices agencies that the larger picture of these firms becomes obscured. I recently had an opportunity to participate in several two-day roundtable discussions with 12 large clients (each having average revenues higher than $25 million) . As I listened to this group of the very best of the best, ' several themes emerged, and they may explain why this group of agencies and many of the Best Practices agencies are so successful. It was an opportunity to step back for a moment and hear firsthand the philosophies that precede and make possible the Best Practices results. Here are a few observations regarding these top organizations: These agencies really value their employees. This may seem a trite observation given the focus today ... are helping the organization create and understand a vision of what they want to accomplish. In words and actions, they are setting the course and creating an environment in which the organization succeeds-and so may each of the employees. These leaders make tough decisions and set high standards for themselves and for the organization. They invest a great deal of time in recruiting efforts and are instrumental in successfully identifying and attracting talented people to their organizations. These agencies are excited about the future. These organizations are obviously planning to be around for some time. The agents don't sound defensive, lament the demise of our industry, or discuss exit strategies. The much-discussed threats to the agency ranks aren't causing them to lose any sleep. They speak of opportunities and possibilities, not fear for the future. These agencies ...

... the ideas of those around you. Most companies are poor marketers because they're preoccupied with the image of themselves they see in the mirror: "We're the best, Our service is great, We have terrific people." On and on it goes. Our firm reviewed a file folder full of marketing materials from a substantial company. Each piece whether a newsletter, mailer or brochure had the same theme: the company. There was nothing about what customers might want. There was no reference to customer expectations. In fact, there was nothing about customers. Companies, like people, can become so self-absorbed that they fall into the trap of seducing themselves. Here's the point: If it isn't all about the customer, it's worthless. 9. Guard the brand. Difficult times and pressure ... . Dig out the gold. Read business and trade journals; and not just those of your own industry. Get your hands on as many as possible. Read the table of contents. That's where you'll find the real gold. Editors are good at identifying hot topics and problems their readers are having. If you can come up with solutions that make sense, you have a leg up in attracting customers from particular business sectors. 8. Don't get seduced by your own ideas — or the ideas of those around you. Most companies are poor marketers because they're preoccupied with the image of themselves they see in the mirror: "We're the best, Our service is great, We have terrific people." On and on it goes. Our firm reviewed a file folder full of marketing ...

... . These employees are called telecommuters, a term coined in 1973 by Jack Nilles, a professor at the University of Southern California. A 1990 study estimated that 33 million people were telecommuting at that time, and the number continues to increase. To succeed in the highly competitive global economy, companies must adapt quickly to change. This includes creating assignment-oriented jobs rather than 9-to-5 jobs. Flexibility is the theme of business in the 1990s-and in the next millenium. A virtual office environment allows you and your business to perform in infinitely flexible ways. Let's review the pros and cons of creating a virtual office in the insurance industry. BENEFITS OF A VIRTUAL OFFICE TO THE AGENCY/COMPANY/VENDOR Generates greater productivity. Studies show that employees working in a virtual office are 15% to 30% more ... . For example, three or four producers may use the same desk and computer in rotation, each one having separate password-protected files in the system. Enhances recruiting. As you interview new employees, you can be more flexible in the selection process. Since the physical location of your recruits is not as great an issue, you can avoid relocation costs. The option of telecommuting makes your company more attractive to prospective employees. Chances are good that you will even reduce employee turnover by providing a work environment that adapts to a variety of circumstances. Saves money. You are guaranteed to save money with your telecommuters. The quality and quantity of work increase, office expenses decrease, and you retain productive, satisfied employees. BENEFITS OF A VIRTUAL OFFICE TO THE EMPLOYEE Offers flexibility. People are searching ...

... of XYZ consists of more than 30 professional employees." "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 ... It reads like a consultant's report, not a sales document. Avoid first-person references such as "we," "our," or "us." The executive summary is usually the first section of the proposal. In some cases, it's wise to prepare several stand-alone copies of it for easy distribution. If you plan to create these separate copies, make certain that each one has an attractive cover. Here are some guidelines regarding the layout of an executive summary-but it should be noted that each deal may be different. Consultative brokerages should use their knowledge of the target client's issues to customize the executive summary. The opening paragraph should provide the reader a brief introduction to your firm. Demonstrate what makes your firm unique-for example: "XYZ Insurance is one of the largest providers of insurance ...

... Longmeadow, MA) hooks the prospects into reading its brochure, Collins Auto Insurance Tune-Up. The front of this two-fold brochure features a cartoon-like drawing of a befuddled couple watching a mechanic work on their car. Who hasn't been in this situation? Underneath it reads, Key Checkpoints For Making Sure You Have the Right Coverage, At the Right Cost. The inside of the brochure sticks to the tune-up theme, listing㺋 key questions to determine if you have the right Auto insurance. The friendly graphics and straightforward copy stress the fact that Collins has the answers. The brochure also contains a motor vehicle identification card for the reader to fill out, with Collins' driving tips on the reverse. The copy and graphics present clever enticements to get the reader ... does the agency rate? How fast has it grown? How fast is its claims service? If statistics are kept, quote impressive ones in the brochure copy. Fourth, what can your clients tell about the agency? Consider putting together a focus group to test a new brochure design or to measure the success of an existing one. Do clients determine the agency's focus, or does the agency attract clients based on a solid image? Once these questions are answered, you'll probably want to use a professional copywriter and designer to get the best results. Do you want to go for a four-color multiple fold or a simple one-color pamphlet? Whichever suits your taste, pocketbook, and agency's image, insurance marketers recommend getting the help of outside professionals. However, you might not need a large ...

... and experience. Offer examples of other employees who have climbed the corporate ladder and the path they had to follow. Have those employees act as spokespeople for career motivation. 3. Help them belong to something larger than themselves. A classic example is Service Master: They don't just clean buildings; they provide service. A sense of belonging enhances cohesiveness and communication, whether it comes from a corporate theme, company uniforms, team sponsorships, or community activities. By the way, don't assume that you know what your employees want to belong to. Ask them. Don Phin, JD, CPCM is president of HR That Works, Inc (San Diego, CA), a firm specializing in management, employment law, and risk management. He serves as the Human Relations Key Consultant for ... motivation, creating a classic Catch-22 for employers. If it's true, as the saying goes, that "I'd rather have ignorance on fire than knowledge on ice," how can you turn up the burners on low wage earners without increasing turnover? Here are three suggestions: 1. Pay them a bit more. There's no better example than the In-N-Out hamburger chain located throughout the Southwest. They attract the best in terms of low-wage talent, largely by advertising that they pay at least a dollar per hour more than their competitors. Because low wage earners are motivated by survival, security, and the need to belong (in that order) the extra pay makes far more difference to them than it might to someone earning three to five times that amount. Pay them the extra money with ...

... to the owners of the real stock. A provision can also be placed in the contract that the phantom stock can at some time in the future be converted into actual stock at the mutual agreement of all parties either by setting it up as a stock appreciation right in the beginning or simply by treating it as a conversion privilege later on. There are a number of variation on the phantom stock theme, all of which can be used to reward past performance by tying the individual's eventual pay-out to the future success of the agency as a whole or to the results of a specific department. Performance units can be granted that are based upon commissions, revenues, profit or some combination of measurable results. These units would either be valued at a fixed dollar amount with the number of units varying ... employee's contribution to the ESOP will also be based upon performance. The ESOP can therefore provide an incentive program that rewards both individual and group results. ESOPs were popular in the 80s more as an internal perpetuation mechanism than as an employee incentive program. Although changes in the tax laws have restricted some of the benefits inherent in the use of such a plan for perpetuation financing they can still be an attractive ownership transfer option for agencies meeting certain stringent criteria. First, the principals of the agency must be philosophically in favor of employee ownership. Second, the agency has to have a large enough profit potential (20%) and high enough eligible payroll costs (at least $400,000) to fund the ESOP and the relatively high administrative costs. Third, agencies in which revenues and ...