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Why do smart people make dumb business decisions?


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The Virtual Business Model vs The Traditional Insurance model.
VIRTUAL 10,000 x Better for a Business Person

Published in: Career

Why do smart people make dumb business decisions?

  1. 1. Blockbuster turned down an offer to buy Netflix for $50 mill Netflix has over 64 mill subscribers
  2. 2. Excite rejects offer to buy Google for $750,000
  3. 3. My Space tried to be profitable too soon and allowed facebook to take over the market
  4. 4. Why do smart people make bad decisions? Your successful past will block your visions of the future. Joel A. Barker
  5. 5.  Paradigms- Intelligent / Say no to good ideas  NO DOWNSIDE RISK  Is the ladder of success you are climbing on the right wall? Passive income steam?  World Class Leaders deal in Objective reality
  6. 6. Are you optimizing your greatest asset?
  7. 7. Are you optimizing your greatest asset? Time Magazine’s “Person of the Century” Reality is merely an illusion-Albeit a very persistent one. To be able to lift your perspective from traditional thinking to direct contact with a reality usually obscure to most human beings. Transition from scarcity-based independence to abundance based interdependence He believed that sometime soon everyone alive would be able to live like a “billionaire”
  8. 8. Are you optimizing your greatest asset? It becomes obvious if we want to make minor changes in our lives we can focus on attitudes and behaviors. But if we want to make significant quantum change , we need to work on our basic paradigms- the way we view ourselves and the world around us.
  9. 9. Are you optimizing your greatest asset? Each of us has many maps in our heads. We interpret everything we see through these mental maps. We seldom question their accuracy ; we are usually even unaware we have them. Each of us tends to think we see things as they are, that we are objective, But this is not the case.We see the world not as it is, but as we are- or as we are conditioned to see it.
  10. 10. Are you optimizing your greatest asset?  The more we are aware of these basic paradigms, maps, or assumptions and the extent we have been influenced by our experiences, the more we can take responsibility for those paradigms, examine them and test them against reality, change them if necessary, and listen to others and be open to their perceptions, thereby getting a larger picture and far more objective view.
  11. 11. • 75 percent of all insurance purchases will be online by 2020. Google concludes that insurance is among the top five product categories in which the web is the dominant purchasing channel in addition to travel, digital media, ticket purchases and books magazines. Common for the first four product categories is that the traditional sales channels have long been redundant as a result of digital disruption. The same report predicts that 75 percent of all insurance purchases will be online by 2020. History shows that it requires a "new mindset" when an industry is exposed to disruptive innovation. For the insurance industry this poses a number of challenges at a time when much of the focus and resources are tied up in compliance with the regulatory requirements. 13
  12. 12. 14 Generations Y, Z Set Tone for Life Insurance Distribution Innovation We are dealing with a new life insurance customer, unlike any before, and differentiation and "survivability" in the future will be linked directly to the use of innovative technologies that simplify, streamline, and improve the user and buyer experience. Our industry has come a long way during the past five years, but the pace at which technology is being deployed and adopted in insurance lags behind that of other industries. Generation Y, the largest cohort since the Baby Boomers, is extremely sophisticated, technology-wise, and immune to traditional marketing and sales pitches. What worked with earlier generations of customers won't work with them. Generation Z is even more media-, computer-, and Internet-savvy. Are any of these potential customers going to embrace paper-based processing and signing applications across the kitchen table? The platform of the future will deliver everything needed to market, sell and process life products (as well as annuities) and be accessible via a single sign-on. It will minimize the keying of data, leverage reuse throughout the entire buying experience, and feed both legacy and emerging back-office systems, ensuring data integrity. We are well on our way as an industry, but even the best of innovative solutions will fall short of goal in the absence of industry commitment to leverage the benefits of technology. Tim Wallace CEO of iPipeline // March 22, 2014
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  17. 17. $325 Per Month Plus Set up Fee vs $0 Monthly No Name Carriers vs World Class Carriers
  18. 18. 100% Payout with No Renewals & No Advance on Submission vs 126% Payout with 5.85% Renewals & 100% Advance with 40% on Submission
  19. 19. $325 Per Month Plus Set up Fee vs $0 Monthly Mom & Pop shop vs 300 Full Time Transamerica Employees
  20. 20. 1 City vs The Entire USA & Canada
  21. 21. $1111 $379 Per Month Plus Set up Fee vs $19.95 Monthly
  22. 22. $125 Per Month vs $19.95 Monthly
  23. 23. $324 Per Month vs $19.95 Monthly
  24. 24. $52 Per Month Plus $139 Upfront vs $0 Monthly $30 monthly/$30 rebate
  25. 25. $125 Per Month Plus Postage vs $0 Monthly
  26. 26. $125 Per Month Plus Set up Fee vs $19.95 Monthly $875 Per Month Plus Set up Fee vs $19.95 Monthly
  27. 27. • Convention Costs • Brochures Cost • Travel Costs • Gas Costs • Wardrobe Costs • Office Costs • Staff Costs • Copier/Fax/ • Paper • Phone Bill • Meals out • Desks/ Décor/ • Furniture/ • Chairs Costs