The document discusses data from MarshBerry showing that high-growth insurance agencies have a higher percentage of younger producers under age 40 compared to average agencies, with 41.1% of producers under 40 at high-growth agencies versus 28.4% at average agencies. This focus on continually hiring new young talent positions high-growth agencies to remain viable long into the future as they perpetuate their businesses through the selection and training of future agency leaders. The next two issues of the publication will examine average book of business and new business by producer age groups.
Insurance carriers play a crucial role in the insurance distribution system by providing a market for agencies to sell products. Agencies and carriers have a close, symbiotic relationship where agencies distribute carriers' products. As a result, carriers often help agencies achieve business objectives. A survey asked agencies what assistance they most want from carriers. Subsidies like producers and sales leads/prospects ranked highest, as both agencies and carriers desire organic growth.
This slide deck gives an overview of findings from ZDNet's Big Data Priorities 2013 research study on the present state and future direction of analytics and big data in North America.
The document discusses how top performing marketing organizations are leveraging social media more effectively than others. It finds that the best-in-class are more likely to actively engage and monitor social media conversations, have executive support for social media initiatives, dedicate resources to managing social efforts, and deploy tools to measure customer experience data from social media. The best-in-class also focus on metrics like new sales leads to establish a strong business case for social media investments and drive greater marketing performance results.
1) Agencies that offer ownership to younger employees tend to have higher growth rates and profitability than agencies with older average ownership. Data shows that as weighted average owner age decreases, total commission/fees growth increases.
2) Younger owners, such as producers early in their careers, are more driven to continuously build their books of business in order to increase agency value and see returns from their ownership.
3) Agencies with broader ownership that includes key younger employees have higher organic growth rates than agencies with narrowly held older ownership which can foster more complacency among producers.
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.
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.
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.
By benchmarking producer behaviors and results, we were able to determine the driving forces behind this high
growth. While non-performing producers continue to be the biggest hindrance to agencies that are trying to grow organically, our
analysis enabled us to pinpoint what high-growth agencies are doing differently than average agencies to drive revenue. High-growth
agencies have implemented sales management best practices that enable a higher percentage of producers to reach their minimum
new business goal.
Insurance carriers play a crucial role in the insurance distribution system by providing a market for agencies to sell products. Agencies and carriers have a close, symbiotic relationship where agencies distribute carriers' products. As a result, carriers often help agencies achieve business objectives. A survey asked agencies what assistance they most want from carriers. Subsidies like producers and sales leads/prospects ranked highest, as both agencies and carriers desire organic growth.
This slide deck gives an overview of findings from ZDNet's Big Data Priorities 2013 research study on the present state and future direction of analytics and big data in North America.
The document discusses how top performing marketing organizations are leveraging social media more effectively than others. It finds that the best-in-class are more likely to actively engage and monitor social media conversations, have executive support for social media initiatives, dedicate resources to managing social efforts, and deploy tools to measure customer experience data from social media. The best-in-class also focus on metrics like new sales leads to establish a strong business case for social media investments and drive greater marketing performance results.
1) Agencies that offer ownership to younger employees tend to have higher growth rates and profitability than agencies with older average ownership. Data shows that as weighted average owner age decreases, total commission/fees growth increases.
2) Younger owners, such as producers early in their careers, are more driven to continuously build their books of business in order to increase agency value and see returns from their ownership.
3) Agencies with broader ownership that includes key younger employees have higher organic growth rates than agencies with narrowly held older ownership which can foster more complacency among producers.
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.
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.
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.
By benchmarking producer behaviors and results, we were able to determine the driving forces behind this high
growth. While non-performing producers continue to be the biggest hindrance to agencies that are trying to grow organically, our
analysis enabled us to pinpoint what high-growth agencies are doing differently than average agencies to drive revenue. High-growth
agencies have implemented sales management best practices that enable a higher percentage of producers to reach their minimum
new business goal.
Setting Realistic New Business Growth GoalsJustin Berry
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.
The document discusses content-based marketing and best practices. It finds that most companies have a content marketing strategy or are developing one. Best-in-class companies dedicate more resources to creating content and measuring its effectiveness than other companies. Content should be aligned to the buyer's journey, from awareness to post-sales. Measuring the impact of content on metrics like website traffic and conversions is important for success.
The document discusses the role of the business analyst (BA). It provides statistics on BA demographics such as company size, industries, team sizes, and tools used. A typical BA's day involves activities like requirements gathering, facilitation, and modeling. Key challenges for BAs are vague requirements, unrealistic timelines, and finding time with business stakeholders. Best practices include identifying all perspectives, understanding impacts, considering alternatives, and maintaining traceability of requirements.
The document discusses the role of a business analyst (BA). It provides an overview of what a BA is, why it's important to understand your organization's BA, demographics of the BA field, a typical day for a BA, and challenges BAs face. It also outlines best practices for BAs, such as identifying stakeholders, understanding the scope of change, considering alternatives to meet goals with minimal effort, and ensuring requirements traceability. The presentation resources include surveys from Forrester, IIBA, and others on topics like BA company size, preferred industries, team sizes, and tools used.
Three Reasons Investors Want You Off Spreadsheets; Risk Management Alternativesimaginesoftware
The document discusses the challenges of using spreadsheets in capital markets. It summarizes research finding that thousands of business critical spreadsheets are commonly used, but rarely audited, by financial organizations. Spreadsheets are heavily relied on for tasks like modeling financial instruments despite issues around operational risk, functionality, performance, and transparency. The document proposes migrating from spreadsheets to more robust enterprise platforms to gain controls, scalability, and satisfy increasing regulatory demands. It outlines Imagine Software's integrated solution approach using cloud-based software and comprehensive data management services to address the operational and transparency issues that motivate investors to move away from spreadsheets.
State of the Online Marketing Services Industry ReportHubSpot
This document summarizes the results of a survey of 750 online marketing agencies. It finds that:
1) Most agencies have dedicated teams for specific functions like sales, design, and technology. The top 3 services offered are web design, brand marketing, and social media.
2) The biggest challenges agencies face are variable cash flow, not generating enough leads, and signing new clients.
3) Agencies that derive a higher percentage of their revenue from retainers rather than projects report fewer challenges overall. Adopting a retainer model is recommended to improve stability.
The document discusses reducing costs through automation, error control, and optimizing operations. It outlines challenges to cost reduction and industry trends showing opportunities in digital printing, variable data, and print outsourcing. The presentation proposes that the company can help assess needs, implement solutions, produce quality output, and continuously optimize processes to reduce costs over time.
Environmental Sustainability: The Business Case for Small and Medium Sized En...Nerissa Clarke
This project, conducted by four graduate students at New York University’s Wagner Graduate School of Public Policy (NYU Capstone), examines the business case for sustainability, with special consideration for small and medium-sized enterprises (SMEs). By examining underlying motivations, information sources on sustainability, and how companies make decisions, the report suggests strategies for assisting SMEs in implementing sustainability programs. From September 2011-April 2012, NYU Capstone performed a literature review and conducted a series of interviews with associations, industry experts, and seventeen businesses in the United States, most of which were SMEs.
Stay Relevant: Map Your Interactive White Papers to the Buyer's JourneyAlinean, Inc.
The basic white paper is still one of the most important pieces of marketing content used and trusted as the key buying decision tool by over 60% of IT buyers (SiriusDecisions 2010).
The document discusses key drivers for organic growth at insurance agencies. It finds that the top 25% of agencies in organic growth regularly apply negative consequences for producers who miss sales goals, provide sales training, use pipeline management systems, employ sophisticated staff, and offer differentiated client products. The average agencies lag in these areas. The document encourages agencies to measure themselves on these metrics and implement a solid sales plan to hit growth numbers in 2012.
Financial Planning Best Practices and IBM Cognos TM1 DemonstrationSenturus
Learn about best practices for financial planning and analysis (FP&A) solutions that are independent of software platform. View the video recording and download this deck: http://www.senturus.com/resources/ibm-cognos-tm1-demo-and-financial-planning-best-practices/.
Senturus experts demonstrate use of IBM Cognos TM1, a high-performance enterprise planning software for budgeting, forecasting and analysis.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
Best practice in sales and marketing alignment B2B Marketing
The B2B marketing world has changed dramatically. Today's marketer must be technically proficient, possess strong analytical skills and be innovative in their approach to aligning effectively with their sales counterparts. They must determine how they will increase demand creation through effective lead generation, inbound marketing and more impactful sales enablement with the sales organisation.
In his keynote, John Neeson will review five best practice strategies that are leveraged by high growth organisations for better alignment and effectiveness. Specifically, he will address the following:
•A best practice demand creation framework
•Strategies that best practice organisations are using to effectively align marketing and sales
•A marketing model for inbound, outbound and sales driven demand creation
•Best practice demand creation for the channel
•Identification of buying cycle phases and alignment of marketing activities and budget according to sales requirements in each phase.
1. Introduction to CRM - Cloudforce AucklandStu Jones
Salesforce is the world's #1 sales application. It allows companies to grow revenue along every major metric by providing a cloud, mobile, and social platform. Customers report average improvements of 27% in sales, 32% in pipeline and lead conversion, 32% in sales productivity, 25% in rep performance, and 44% in completing insights when using Salesforce. The presentation provides a demonstration of Salesforce's capabilities. It thanks partners for their support.
Pentaho Business Analytics for ISVs and SaaS providers in healthcarePentaho
The document discusses how business analytics capabilities are important for healthcare ISVs and SaaS providers to compete in the industry. It recommends that ISVs evaluate embedded business intelligence platforms to lower costs of goods sold over five years, improve customer adoption and satisfaction, and deliver more compelling products. The Pentaho OEM program is presented as an option for ISVs to gain world-class analytic capabilities for their offerings in a cost-effective manner through flexible business terms and a technology partner experienced in the healthcare sector.
IACCM recently asked its members to nominate the companies that they admire most for their negotiation capabilities. This worldwide survey resulted in the nomination of hundreds of companies and today we publish the top 100.
The IACCM Top Companies in Negotiation 2009 Report provides the results of that survey.
dgm | Online Retailer Expo Sydney 2012 | Chris GarnerChris Garner
We have all read the news, we all know the facts on how fast the ecommerce industry is growing, and we all know how much Australians' spend online is growing every year. Let’s dig deeper around what are the successful digital strategies being deployed in the online marketing industry to power this phenomenal revolution. We will show you the inside story on which clients are making it look easy. We will show you the levers that can be pulled to influence the flow of the customer journey. These levers can increase conversion and lifetime value, and decrease wastage of your marketing dollars. We will show you practical ways that you can use these proven ideas in your business, to help garner incremental customers cost effectively.
Cloudforce Essentials 2012 - Intro to Salesforce CRMSalesforce_APAC
This document introduces Salesforce CRM and provides a safe harbor statement for any forward-looking statements. It discusses how Salesforce CRM can help companies grow along major metrics like sales by over 27% on average, according to a customer survey. It notes that many companies struggle with issues like not enough pipeline, reps underperforming, and limited insights. Traditional systems are holding companies back with manual processes and disconnected systems. Salesforce CRM can help grow revenue through its cloud, mobile, and social capabilities by improving metrics like the sales pipeline by 32% and sales productivity by 32%.
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...iStrategy
The volume and complexity of digital data today often paralyses companies. With so much to be observed and so many insights to be generated, where should strategic marketers start? According to Jason Juma-Ross, Accenture's Australian Interactive lead, success lies not in generating the 'best' answer, but in getting to a better answer faster than your competitors. Here, he explains how customer relevance, delivered at scale and speed, is the next frontier for competitive advantage.
The document discusses cross media optimization and the relationship between paid, organic, and affiliate marketing. It provides examples showing that properly tagging landing pages allows for measurement of performance at the keyword level, and can reveal that 15-20% of paid search spending is mis-targeted. Another example shows affiliate marketing driving a 50% revenue increase and 34% increase in conversion rate. The challenges of cross media optimization are testing expertise, flexible measurement, governance, and incentives. It proposes starting with investments in web analytics, experimentation strategy, and digital centers of excellence before scaling programs.
Setting Realistic New Business Growth GoalsJustin Berry
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.
The document discusses content-based marketing and best practices. It finds that most companies have a content marketing strategy or are developing one. Best-in-class companies dedicate more resources to creating content and measuring its effectiveness than other companies. Content should be aligned to the buyer's journey, from awareness to post-sales. Measuring the impact of content on metrics like website traffic and conversions is important for success.
The document discusses the role of the business analyst (BA). It provides statistics on BA demographics such as company size, industries, team sizes, and tools used. A typical BA's day involves activities like requirements gathering, facilitation, and modeling. Key challenges for BAs are vague requirements, unrealistic timelines, and finding time with business stakeholders. Best practices include identifying all perspectives, understanding impacts, considering alternatives, and maintaining traceability of requirements.
The document discusses the role of a business analyst (BA). It provides an overview of what a BA is, why it's important to understand your organization's BA, demographics of the BA field, a typical day for a BA, and challenges BAs face. It also outlines best practices for BAs, such as identifying stakeholders, understanding the scope of change, considering alternatives to meet goals with minimal effort, and ensuring requirements traceability. The presentation resources include surveys from Forrester, IIBA, and others on topics like BA company size, preferred industries, team sizes, and tools used.
Three Reasons Investors Want You Off Spreadsheets; Risk Management Alternativesimaginesoftware
The document discusses the challenges of using spreadsheets in capital markets. It summarizes research finding that thousands of business critical spreadsheets are commonly used, but rarely audited, by financial organizations. Spreadsheets are heavily relied on for tasks like modeling financial instruments despite issues around operational risk, functionality, performance, and transparency. The document proposes migrating from spreadsheets to more robust enterprise platforms to gain controls, scalability, and satisfy increasing regulatory demands. It outlines Imagine Software's integrated solution approach using cloud-based software and comprehensive data management services to address the operational and transparency issues that motivate investors to move away from spreadsheets.
State of the Online Marketing Services Industry ReportHubSpot
This document summarizes the results of a survey of 750 online marketing agencies. It finds that:
1) Most agencies have dedicated teams for specific functions like sales, design, and technology. The top 3 services offered are web design, brand marketing, and social media.
2) The biggest challenges agencies face are variable cash flow, not generating enough leads, and signing new clients.
3) Agencies that derive a higher percentage of their revenue from retainers rather than projects report fewer challenges overall. Adopting a retainer model is recommended to improve stability.
The document discusses reducing costs through automation, error control, and optimizing operations. It outlines challenges to cost reduction and industry trends showing opportunities in digital printing, variable data, and print outsourcing. The presentation proposes that the company can help assess needs, implement solutions, produce quality output, and continuously optimize processes to reduce costs over time.
Environmental Sustainability: The Business Case for Small and Medium Sized En...Nerissa Clarke
This project, conducted by four graduate students at New York University’s Wagner Graduate School of Public Policy (NYU Capstone), examines the business case for sustainability, with special consideration for small and medium-sized enterprises (SMEs). By examining underlying motivations, information sources on sustainability, and how companies make decisions, the report suggests strategies for assisting SMEs in implementing sustainability programs. From September 2011-April 2012, NYU Capstone performed a literature review and conducted a series of interviews with associations, industry experts, and seventeen businesses in the United States, most of which were SMEs.
Stay Relevant: Map Your Interactive White Papers to the Buyer's JourneyAlinean, Inc.
The basic white paper is still one of the most important pieces of marketing content used and trusted as the key buying decision tool by over 60% of IT buyers (SiriusDecisions 2010).
The document discusses key drivers for organic growth at insurance agencies. It finds that the top 25% of agencies in organic growth regularly apply negative consequences for producers who miss sales goals, provide sales training, use pipeline management systems, employ sophisticated staff, and offer differentiated client products. The average agencies lag in these areas. The document encourages agencies to measure themselves on these metrics and implement a solid sales plan to hit growth numbers in 2012.
Financial Planning Best Practices and IBM Cognos TM1 DemonstrationSenturus
Learn about best practices for financial planning and analysis (FP&A) solutions that are independent of software platform. View the video recording and download this deck: http://www.senturus.com/resources/ibm-cognos-tm1-demo-and-financial-planning-best-practices/.
Senturus experts demonstrate use of IBM Cognos TM1, a high-performance enterprise planning software for budgeting, forecasting and analysis.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
Best practice in sales and marketing alignment B2B Marketing
The B2B marketing world has changed dramatically. Today's marketer must be technically proficient, possess strong analytical skills and be innovative in their approach to aligning effectively with their sales counterparts. They must determine how they will increase demand creation through effective lead generation, inbound marketing and more impactful sales enablement with the sales organisation.
In his keynote, John Neeson will review five best practice strategies that are leveraged by high growth organisations for better alignment and effectiveness. Specifically, he will address the following:
•A best practice demand creation framework
•Strategies that best practice organisations are using to effectively align marketing and sales
•A marketing model for inbound, outbound and sales driven demand creation
•Best practice demand creation for the channel
•Identification of buying cycle phases and alignment of marketing activities and budget according to sales requirements in each phase.
1. Introduction to CRM - Cloudforce AucklandStu Jones
Salesforce is the world's #1 sales application. It allows companies to grow revenue along every major metric by providing a cloud, mobile, and social platform. Customers report average improvements of 27% in sales, 32% in pipeline and lead conversion, 32% in sales productivity, 25% in rep performance, and 44% in completing insights when using Salesforce. The presentation provides a demonstration of Salesforce's capabilities. It thanks partners for their support.
Pentaho Business Analytics for ISVs and SaaS providers in healthcarePentaho
The document discusses how business analytics capabilities are important for healthcare ISVs and SaaS providers to compete in the industry. It recommends that ISVs evaluate embedded business intelligence platforms to lower costs of goods sold over five years, improve customer adoption and satisfaction, and deliver more compelling products. The Pentaho OEM program is presented as an option for ISVs to gain world-class analytic capabilities for their offerings in a cost-effective manner through flexible business terms and a technology partner experienced in the healthcare sector.
IACCM recently asked its members to nominate the companies that they admire most for their negotiation capabilities. This worldwide survey resulted in the nomination of hundreds of companies and today we publish the top 100.
The IACCM Top Companies in Negotiation 2009 Report provides the results of that survey.
dgm | Online Retailer Expo Sydney 2012 | Chris GarnerChris Garner
We have all read the news, we all know the facts on how fast the ecommerce industry is growing, and we all know how much Australians' spend online is growing every year. Let’s dig deeper around what are the successful digital strategies being deployed in the online marketing industry to power this phenomenal revolution. We will show you the inside story on which clients are making it look easy. We will show you the levers that can be pulled to influence the flow of the customer journey. These levers can increase conversion and lifetime value, and decrease wastage of your marketing dollars. We will show you practical ways that you can use these proven ideas in your business, to help garner incremental customers cost effectively.
Cloudforce Essentials 2012 - Intro to Salesforce CRMSalesforce_APAC
This document introduces Salesforce CRM and provides a safe harbor statement for any forward-looking statements. It discusses how Salesforce CRM can help companies grow along major metrics like sales by over 27% on average, according to a customer survey. It notes that many companies struggle with issues like not enough pipeline, reps underperforming, and limited insights. Traditional systems are holding companies back with manual processes and disconnected systems. Salesforce CRM can help grow revenue through its cloud, mobile, and social capabilities by improving metrics like the sales pipeline by 32% and sales productivity by 32%.
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...iStrategy
The volume and complexity of digital data today often paralyses companies. With so much to be observed and so many insights to be generated, where should strategic marketers start? According to Jason Juma-Ross, Accenture's Australian Interactive lead, success lies not in generating the 'best' answer, but in getting to a better answer faster than your competitors. Here, he explains how customer relevance, delivered at scale and speed, is the next frontier for competitive advantage.
The document discusses cross media optimization and the relationship between paid, organic, and affiliate marketing. It provides examples showing that properly tagging landing pages allows for measurement of performance at the keyword level, and can reveal that 15-20% of paid search spending is mis-targeted. Another example shows affiliate marketing driving a 50% revenue increase and 34% increase in conversion rate. The challenges of cross media optimization are testing expertise, flexible measurement, governance, and incentives. It proposes starting with investments in web analytics, experimentation strategy, and digital centers of excellence before scaling programs.
2. MarshBerry Solutions
Information Management
Exchange Networks M&A Advisory
Services Consulting
Benchmarking Services Sales Management Strategies Agency Peak Performance Deal Process
Perspectives for High Performance (PHP) Cultural Alignment EXchange (APPEX) Acquisition Planning
Sales Tracking, Accountability and Operational Guidelines Over 115 Agencies Buy/Seller Representation
Results (STAR) Producer Coaching Over $1.4 Billion Revenue Agency Search and Screen
Confidential Employee Morale Survey Sales Manager Training Agency Fair Market Valuation
Services, Tracking and Timeline Updating Value Added Platform Construction Bank Agency NetworK (BANK) Deal Benchmarking
System (STATUS)
Over 25 Banks
Business Planning Over $1.0 Billion Revenue Deal Execution
MarshBerry.com Corporate Strategy
Transaction Negotiation
Performance Calculators Execution Procedures
Forms & Documents
Total Agency Sales Culture Letter of Intent Development
Strategic Options Analysis
Position Descriptions (TASC) Network Cross-Marketing Analysis
Perpetuation Plans Over 35 Agencies IRR, ROI, EPS Analysis
Discussion Groups
Agency Valuation Services Over $1.1 Billion Revenue Intangible Asset Allocation
Research Studies
Perpetuation Planning Nation’s leading organic growth agencies Diagnostic Due Diligence
Market Data
Transfer Enhanced new business production and Confirmatory Due Diligence
On-Line Value Estimator
retention strategies Fairness Opinion
Published Articles a. Stock
b. Leadership Contract Recommendations
The MarshBerry Letter c. Books of Business Standard Partner Services
Monthly Publication Peer Exchange / Networking Post-Closing Management
Surveys
Financial Consulting Semi-annual Conferences Goodwill Impairment
Financial Controls Benchmarking Services Post-Deal Integration
a. Market & Financial
b. Agency Compensation Compensation Consulting MarshBerry.com Operational Consulting
c. Agency Operations Value Enhancement Planning MarshBerry Letter Incentive Compensation
Priority Consulting Opportunities
For The Record Operational Consulting Exclusive Programs
Monthly Publication Workflow and Procedures Distance Learning Groups (DLG’s)
Statistical Analysis E&O Audit, Policies and Procedures
E&O Market Access
Public Speaking Engagements Customer Service Goal Setting
Keynote/State of the Industry
Topical education Recruiting
Position profile, search, screen, hire
Carrier Services Compensation development plan
Distribution System Management Technical and sales training year one
Field Personnel Training and Development MARSHBERRY
Agency Management Symposiums Exceeding the Standard