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Recommended
Fuzion Seminar PR And Social Media
This presentation - originally given at the Fuzion Marketing Seminar in Windsor, CT - brings together the worlds of PR and Social Media, giving insight into the effectiveness of a well run Social Media plan
UX pearls of wisdom
This document contains notes from an IDEAN UX summit in 2013. It summarizes presentations from various speakers on topics related to user experience design, innovation, and building brand loyalty. Key points include the importance of including the right people in brainstorming, defining goals before finding solutions, conducting user research, and creating products that feel good to use and build relationships with customers. Fear of failing to innovate is seen as worse than fear of failing with innovation. Great ideas may not always find a large market.
Charlotte & The Convention
Social media and mobile technologies have dramatically changed journalism. Journalists must now update their content creation and distribution strategies to share work across multiple platforms. They must become "jacks of all trades" by learning skills like recording audio and video on mobile devices. Engagement with audiences is also expected through social media. Journalists need to establish their own personal brands across different networks to remain relevant as bylines matter less. Understanding constant change is now part of the job as social networks and tools evolve rapidly.
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The document proposes a social media strategy for Cuesent on Facebook. It outlines objectives to promote, educate, engage and listen. It discusses setting up a Facebook page with regular content updates, applications and tabs to showcase products and careers. Contests would be used to engage fans. Content would be moderated to block spam, profanity and negative comments. Targeted Facebook ads would promote the page and Cuesent's solutions based on demographics.
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Southern Crescent Technical College serves nine counties in central Georgia. It has two main campuses and three centers, offering 100 technical certificates, 38 diploma programs, and 29 associate's degree programs. In fiscal year 2012, the college enrolled over 5,000 credit students, with over half attending full-time. The college aims to provide workforce training and promote economic development through traditional and online education programs. It has partnerships with local schools and universities to help students continue their education after completing programs at Southern Crescent Technical College.
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http://www.wix.com/sbtyagi/iciss
I actively encourage you to join ICISS Group at ‘LinkedIn’ and also
motivate other security professionals likewise. I am confident that by
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http://www.linkedin.com/groups?home=&gid=4413505&trk=anet_ug_hm
Insurance journal 101 sales and marketing ideas
This document provides tips for insurance agents to improve sales and marketing. It includes tips such as:
1. Know your clients well and build positive relationships by learning details about them and their businesses.
2. Ask commercial clients for permission to include links to their websites on your agency's website to strengthen relationships.
3. Make the customer's problem your problem by taking their concerns seriously and helping however you can.
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The document outlines a four step process for holding producers accountable in order to meet organizational growth goals. Step one is to build realistic goals by setting defined tiers based on historical data. Step two is clear communication of goals through involvement in planning and regular check-ins. Step three is providing tools to support success like training and systems. Step four is establishing a sales process and message for producers to follow. By setting expectations, communicating goals, providing tools and processes, organizations can embrace a true sales culture of accountability needed for growth.
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The document discusses different approaches to producer compensation used by insurance agencies. It summarizes the findings of a study that found compensation incentives do not generally drive producer behavior unless they are perceived as unfair. It then provides examples of compensation approaches used by several agencies, including tiered commission rates, bonuses for growth, and reducing renewal commissions for producers who do not meet new business requirements. The goal of these approaches is to align producer compensation with agency growth objectives.
Insurance journal feb 2013 agency compensation
This article discusses compensation strategies for insurance agency employees. It reports the following key points:
1) Agency compensation should be tied to agency performance and growth, not just longevity. Incentive-based models are better than raises based solely on years of service.
2) Most agencies still use traditional models that reward longevity over performance. Incentive-based models for all employees, not just producers, are becoming more common.
3) Tougher economic times led more agencies to change producer compensation, such as eliminating renewal commissions on small accounts. This recognizes agencies cannot afford to pay staff and producers on unprofitable small accounts.
4) A survey found management salaries increased an average of 2.
Are you a producer or reducer
This document discusses strategies for insurance agency sales managers to develop "million dollar producers" within their teams. It defines different categories of producers based on experience level and book of business size. The document encourages managers to plot their individual producers against these categories and set goals to move producers into higher percentiles of new business production. It also advertises upcoming sales management seminars to help executives build high-growth sales cultures and develop high-performing producers.
Ftr6 6-reinvigorating yourproductionstaff-jbjw-v2
High-growth insurance agencies are writing new business at a rate of nearly 20% higher than the previous year. These agencies have implemented effective sales management practices like cutting ties quickly with underperforming producers and focusing resources on top producers. They also use rewards programs to incentivize behaviors that drive new business, such as setting a higher percentage of producers to meet sales goals compared to average agencies. Successful programs recognize achievements regularly and hold all producers accountable to clear expectations.
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The document discusses Sirris' SMALL (Smart Miniaturization Application Lab) facility. SMALL focuses on miniaturizing products and adding smart capabilities through microfabrication techniques like micro-machining, replication, surface functionalization, and printed electronics. These techniques allow for embedding sensors and creating multifunctional, customized solutions. Examples highlighted include a smart micro-needle patch, microfluidic devices, and printed electronics applications.
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Pattern Languages are spoken by every screen we view, everything we see out our windows. There are new patterns to learn with regard to social software. Becoming aware of these new patterns is important.
Post from channel 123
The document discusses using social media monitoring and analysis to provide business value and calculate return on investment (ROI). It outlines common misconceptions around ROI calculation and provides case studies of companies that have successfully used social media insights. The case studies demonstrate how insights informed marketing campaigns, new product development, competitive evaluation, and messaging strategies. Calculating ROI involves determining costs of the social media program and quantifying related benefits in terms of increased sales, cost savings, market expansion, and other metrics. The document advocates setting up a formal social media monitoring program to continuously analyze insights and inform business decisions.
How do you create a more effective board?
This document discusses using board portals to deliver board materials more effectively and securely. It provides an overview of board portals and their advantages over traditional paper delivery methods. However, it also notes that board portals could potentially increase the volume of materials directors receive. The document advocates thinking critically about what materials directors truly need and focusing on concise, timely delivery of essential information so that board portals improve rather than hinder the decision-making process. With thoughtful implementation, board portals can significantly enhance board processes through faster, more secure dissemination of necessary materials.
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This document discusses NoSQL databases and key value stores that are schema-less. It mentions that key value databases are useful for caching and common ones include memcached. It also lists some web 2.0 technologies like RSS, Twitter, Facebook, and companies that use key value stores like Ning and Litt.
News letter oct 12
You will be happy to know that this e-zine goes to more than seven thousand select security professional in the world as direct mail and is also placed in our web-site of ICISS. The link of the web-site is given below –
http://www.wix.com/sbtyagi/iciss
I actively encourage you to join ICISS Group at ‘LinkedIn’ and also
motivate other security professionals likewise. I am confident that by
becoming active member of the ICISS Group, not only you professionally will be benefitted; the profession itself will be benefitted by your active support and contribution. The link to the ICISS Group at LinkedIn is given below –
http://www.linkedin.com/groups?home=&gid=4413505&trk=anet_ug_hm
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This document provides tips for insurance agents to improve sales and marketing. It includes tips such as:
1. Know your clients well and build positive relationships by learning details about them and their businesses.
2. Ask commercial clients for permission to include links to their websites on your agency's website to strengthen relationships.
3. Make the customer's problem your problem by taking their concerns seriously and helping however you can.
Recipe for Producer Accountability
The document outlines a four step process for holding producers accountable in order to meet organizational growth goals. Step one is to build realistic goals by setting defined tiers based on historical data. Step two is clear communication of goals through involvement in planning and regular check-ins. Step three is providing tools to support success like training and systems. Step four is establishing a sales process and message for producers to follow. By setting expectations, communicating goals, providing tools and processes, organizations can embrace a true sales culture of accountability needed for growth.
Ia april 2013 what really motivates producers
The document discusses different approaches to producer compensation used by insurance agencies. It summarizes the findings of a study that found compensation incentives do not generally drive producer behavior unless they are perceived as unfair. It then provides examples of compensation approaches used by several agencies, including tiered commission rates, bonuses for growth, and reducing renewal commissions for producers who do not meet new business requirements. The goal of these approaches is to align producer compensation with agency growth objectives.
Insurance journal feb 2013 agency compensation
This article discusses compensation strategies for insurance agency employees. It reports the following key points:
1) Agency compensation should be tied to agency performance and growth, not just longevity. Incentive-based models are better than raises based solely on years of service.
2) Most agencies still use traditional models that reward longevity over performance. Incentive-based models for all employees, not just producers, are becoming more common.
3) Tougher economic times led more agencies to change producer compensation, such as eliminating renewal commissions on small accounts. This recognizes agencies cannot afford to pay staff and producers on unprofitable small accounts.
4) A survey found management salaries increased an average of 2.
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This document discusses strategies for insurance agency sales managers to develop "million dollar producers" within their teams. It defines different categories of producers based on experience level and book of business size. The document encourages managers to plot their individual producers against these categories and set goals to move producers into higher percentiles of new business production. It also advertises upcoming sales management seminars to help executives build high-growth sales cultures and develop high-performing producers.
Ftr6 6-reinvigorating yourproductionstaff-jbjw-v2
High-growth insurance agencies are writing new business at a rate of nearly 20% higher than the previous year. These agencies have implemented effective sales management practices like cutting ties quickly with underperforming producers and focusing resources on top producers. They also use rewards programs to incentivize behaviors that drive new business, such as setting a higher percentage of producers to meet sales goals compared to average agencies. Successful programs recognize achievements regularly and hold all producers accountable to clear expectations.
Hit Your Numbers In2012 Jb
The document discusses key drivers of organic growth for insurance agencies. It finds the top 25% of agencies in organic growth apply negative consequences for producers who miss sales goals, provide well-defined sales training, utilize pipeline management systems, have sophisticated staff, and provide differentiated client offerings. These agencies outperform the average agency in applying these growth strategies. The document encourages agencies to measure themselves on these metrics to develop a plan to hit growth numbers in 2012.
Planning To Plan Your Growth
This document discusses the importance of incorporating an annual budget into a business plan using a validated budget model. It notes that while most successful agencies update their business plan yearly, only 59% of average agencies do. The traditional approach of simply adding 10% to the previous year's revenue is inaccurate. Instead, a validated budget model requires collaboration between leaders to balance organic revenue growth expectations with past production results to set achievable goals. This allows accurately predicting revenue over two to three years by considering retention rates and historical new business performance by producer. The validated budget model helps understand capabilities and growth drivers while identifying changes to achieve sustainable growth.
Reinvigorating Your Production Staff
High-growth insurance agencies are writing new business at a rate of nearly 20% higher than the previous year. They implement effective sales management practices like cutting ties quickly with underperforming producers and focusing resources on top producers. Successful agencies also use rewards and recognition programs to drive desirable sales behaviors, such as holding sales contests that incentivize activities like setting qualified appointments rather than just final sales goals. These programs see more success when they set clear expectations, allow for immediate achievement, and celebrate progress along the way.
Understanding A Sales Process
The document summarizes a sales process model with 7 stages: 1) Suspecting, 2) Forum, 3) Establishing Credibility, 4) Identifying Needs, 5) Determining Solutions, 6) Presenting, and 7) Closing. It describes the Suspecting and Forum stages in detail. For Suspecting, the key is differentiating suspects from prospects. The Forum stage involves 6 methods for initial contact with suspects, such as cold calls, associations, and social media. High-growth agencies are more likely to provide pre-qualified leads and cross-selling goals.
Setting Realistic New Business Growth Goals
This document discusses establishing an attainable growth budget. It recommends using a "budget validation model" which starts from the bottom up by estimating new business from each producer and factors in retention rates. This often shows the existing staff cannot meet growth targets. The model should then identify how to "bridge the gap", such as hiring new producers or expanding territories. Most high-growth agencies incorporate this model into planning to create achievable growth budgets rather than reactive ones.
Insuranc Producer Gender Diversity
The document summarizes statistics comparing the performance of male and female insurance producers over time. It finds that while women currently match men's average book of business, they do so about a year earlier in their careers as producers. The pool of women producers was still limited, so as more women are hired for these roles, their performance is expected to continue improving. Overall, opportunities for women in insurance production have expanded greatly in recent decades.
Driving Growth All Hands On Deck
The document summarizes statistics on new business production by insurance producers in 2009. It shows that producers in the top 20% typically focus on larger accounts and were most impacted by lower commission sizes in the soft market. However, producers in the bottom 40% increased new business sales due to agencies improving training, coaching, and sales techniques. The document encourages agencies to continue strengthening sales culture and using the statistics to align producer goals for 2010.