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.
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.
October 20, 2010 Santa Clara University Leavey School of Business speaker slides for the Mktg 551 MBA course, presented for discussion with Professor Ravi Shanmugam's class.
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.
Amit Jain has 15 years of experience providing marketing consulting services to entrepreneurs and small businesses. He helps clients develop marketing strategies, plans, collateral, and budgets. Notable services include competitive analysis, strategic planning, partnership development, and project management. Past clients represent various industries like real estate, software, biotech, and franchising. The case study highlights how he helped a tax preparation franchise increase revenue and fees through an integrated social media marketing plan.
Amit Jain provides business consulting services including business planning, financial modeling, and strategic mapping. He has experience writing hundreds of business plans for startups seeking funding. His process involves market research, strategy development, financial modeling, and creating deliverables like marketing plans and financial projections. He works with clients across various industries to develop scalable growth strategies. Referral sources receive 10% commission on client fees.
The document provides an overview of DVIRC's strategic planning services to help clients grow their business value through increased sales, profitability, and execution success. It outlines DVIRC's strategic planning process which includes defining the current state, vision, gaps, and policy deployment matrices for the first year. The process is designed to answer key strategic questions and create actionable implementation plans through follow-ups over the next year.
The document discusses key analyses that can help managers drive growth, including a MAP analysis to understand where growth is occurring compared to plans, a capacity vs opportunity analysis to determine if the sales organization is properly sized and structured to capture opportunities, and a territories gains vs losses analysis to identify high performing territories. The analyses require strong data and provide insights to adjust sales strategies, organizations, and execution.
Chris scafario's marketing and sales tools for successChris Scafario
Chris Scafario’s market development approach helps companies build a competitive edge resulting in top-line growth and improved margins, custom designed to meet individual client needs and tracked for a maximum return on investment.
In this presentation Chris Scafario shares a variety of marketing and sales programs, from strategic marketing solutions to tactical approaches for lead generation to support sales efforts.
If you ever wanted to learn more about: Strategic Planning, Competitive Benchmarking, Porter’s Five Forces, the Ansoff Model, Boston Matrix Analysis, Conducting Primary and Secondary Market Research, and Best Practice Marketing for Small Businesses Chris Scafario has put this presentation together to help you on your way.
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.
October 20, 2010 Santa Clara University Leavey School of Business speaker slides for the Mktg 551 MBA course, presented for discussion with Professor Ravi Shanmugam's class.
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.
Amit Jain has 15 years of experience providing marketing consulting services to entrepreneurs and small businesses. He helps clients develop marketing strategies, plans, collateral, and budgets. Notable services include competitive analysis, strategic planning, partnership development, and project management. Past clients represent various industries like real estate, software, biotech, and franchising. The case study highlights how he helped a tax preparation franchise increase revenue and fees through an integrated social media marketing plan.
Amit Jain provides business consulting services including business planning, financial modeling, and strategic mapping. He has experience writing hundreds of business plans for startups seeking funding. His process involves market research, strategy development, financial modeling, and creating deliverables like marketing plans and financial projections. He works with clients across various industries to develop scalable growth strategies. Referral sources receive 10% commission on client fees.
The document provides an overview of DVIRC's strategic planning services to help clients grow their business value through increased sales, profitability, and execution success. It outlines DVIRC's strategic planning process which includes defining the current state, vision, gaps, and policy deployment matrices for the first year. The process is designed to answer key strategic questions and create actionable implementation plans through follow-ups over the next year.
The document discusses key analyses that can help managers drive growth, including a MAP analysis to understand where growth is occurring compared to plans, a capacity vs opportunity analysis to determine if the sales organization is properly sized and structured to capture opportunities, and a territories gains vs losses analysis to identify high performing territories. The analyses require strong data and provide insights to adjust sales strategies, organizations, and execution.
Chris scafario's marketing and sales tools for successChris Scafario
Chris Scafario’s market development approach helps companies build a competitive edge resulting in top-line growth and improved margins, custom designed to meet individual client needs and tracked for a maximum return on investment.
In this presentation Chris Scafario shares a variety of marketing and sales programs, from strategic marketing solutions to tactical approaches for lead generation to support sales efforts.
If you ever wanted to learn more about: Strategic Planning, Competitive Benchmarking, Porter’s Five Forces, the Ansoff Model, Boston Matrix Analysis, Conducting Primary and Secondary Market Research, and Best Practice Marketing for Small Businesses Chris Scafario has put this presentation together to help you on your way.
Online marketing involves promoting products or services over the internet. It includes both organic methods, such as search engine optimization (SEO), and paid methods like pay-per-click advertising. Social media marketing is also a key part of online marketing, allowing businesses to engage with customers on platforms like Facebook, Twitter, and YouTube. Tracking conversion rates and analytics is easier for online marketing compared to traditional offline marketing.
The document discusses how best-in-class marketers use customer analytics and insights to drive more revenue. It finds that fewer than half of best-in-class marketing organizations employ tools like lead management dashboards and campaign management tools. Best-in-class performers were found to utilize website visitor tracking (86%), track and report on all marketing campaign results (82%), and have processes to test campaign content effectiveness (64%). The document recommends that to achieve best-in-class performance, marketing organizations must deploy web analytics to understand prospects and customers, and support campaigns with testing, evaluations, and sharing access to performance metrics.
Laird Enterprises is a boutique advisory firm that provides strategic planning, leadership training, and operational improvement services to small and mid-sized businesses. It helps clients enhance performance and increase shareholder value. The firm's team of advisors have over 80 years of combined experience in business ownership, operations, and consulting. Laird Enterprises offers services in management consulting, executive training, strategic planning, best practices identification, performance metrics, and M&A preparation and integration to help clients strengthen their businesses.
STIA-LAN:Balance.Score.Card on Strategic.ManagementDjadja Sardjana
This document discusses strategic management tools like the balanced scorecard, scenario planning, and strategic maps. It provides an overview of:
1) Common strategic purposes and frameworks like analyzing the organization's position, resources, and developing simple rules.
2) Tools for strategic analysis, design, and implementation including external mapping, decision trees, scenarios, and internal assessments.
3) The challenge of developing strategies in an uncertain world and how to identify trends, opportunities, and plan for turbulence.
4) How the balanced scorecard can be used for strategic management by translating strategies into measurable objectives across key perspectives.
The document profiles Amit Jain, a sustainability consultant and expert. It outlines his credentials and experience in management consulting, sustainability consulting, marketing strategy, and course instruction on sustainability. It provides examples of current and past engagements with various organizations. The document also lists his affiliations with sustainability organizations and networks. It introduces his approach to sustainability consulting and provides examples of case studies and sample deliverables.
The document discusses creating a unique brand identity to differentiate a business and spark growth. It emphasizes that branding is about consistently delivering a core promise based on internal strengths. A strategic branding approach defines the brand's essence, aligns marketing and strategy, and ensures the culture authentically expresses the brand. Building an authentic brand focused on core competencies and passions can ignite business growth.
The marketing plan summarizes Lawrence Samuels' analysis and recommendations for marketing a newsletter and operations for a nonprofit organization. Key points include conducting customer surveys and segmentation, targeting specific customer segments through various communication channels, and creating a customer database to gather information. The goal is to effectively manage processes, gain customer commitment, and treat different clients uniquely to create a competitive environment and maximize results.
1. The document discusses strategies that high-growth insurance agencies use to build a successful sales culture and high-performance sales engine, including producer recruiting, sophisticated service staff, defined agency value propositions, and clearly communicated producer expectations.
2. It recommends agencies focus on recruiting proven sales professionals from other industries, use personality testing and accountability tracking to identify the best candidates. Having a sophisticated service staff allows producers to focus on new sales.
3. Defining the agency's value proposition and communicating producer expectations are also discussed as important elements of success. The overall message is that agencies need to take control of growth rather than being passive in today's challenging economic environment.
Ebg Qualifications Info And Case Studies 7 12 12valpeck
East Bay Group is a marketing and CRM consulting firm with over 20 years of experience. They focus on developing marketing and CRM strategies and ensuring execution through tactical implementation. Their approach involves assessing clients' organizations, creating customer journey maps, developing initiatives to close gaps, and generating requirements and managing bid processes for marketing technology solutions. They help clients improve processes, leverage data insights, and drive growth through optimized marketing and customer relationship programs.
This document discusses digital marketing communications and corporate strategy. It covers identifying an organization's strategic direction and digital marketing opportunities based on strategy. It defines strategy, introduces the classical strategic management framework, and discusses how strategy may change in the digital economy. Key topics covered include strategic objectives, analysis, creating competitive advantage, and the impact of digital forces on Porter's five forces model.
The document discusses how to turn clients into advocates by getting more and better referrals. It outlines key learning objectives around differentiating marketing from sales, identifying the right clients, articulating value, and turning more clients into advocates who provide referrals. The workshop then covers topics like developing a client profile, crafting an effective value proposition, using attraction marketing, exceeding client expectations, and implementing a Client Advocacy Process to tap into clients' circles of influence and become a stronger advocate.
Confessions of a Marketing Automation Usergetinfo12345
Marketing automation is a great software tool. To make it shine for everyone, you need to build on solid marketing practices, align with people/groups and employ strong demand generation processes.
This document discusses how insurance marketing is transforming with marketing automation. It outlines the goals of firms in brand development and retention, and how the focus has shifted to ROI, leveraging new opportunities, and positioning for growth. Marketing automation provides software tools to accelerate the sales funnel through increased revenue, lead conversions, and lower cost per lead. It enables managing complex marketing tasks like campaign management, website monitoring, content delivery, and lead scoring. The "right environment", "right content", and "right tools" are key building blocks, including content tailored to prospects' stage in the buying cycle. Lead scoring helps determine sales-readiness and filter non-leads. Nurturing involves guiding prospects through awareness, research, preference, and
The document provides details on the person's two most recent roles and key accomplishments. As Director at Sanofi, they led new culture and value rollouts. As Associate Director at Merck, they led sales incentives, commercialization strategies, and operational excellence projects. Their accomplishments include rapid market share growth, strategy changes that increased revenue, and improving engagement survey metrics within their teams.
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
El documento describe el programa de un evento titulado "PerspecTIvas: Construyendo el Futuro del Clúster" que se llevará a cabo el 18 de febrero de 2014 en el Salón eJalisco en Guadalajara. La agenda incluye una conferencia sobre la estrategia PROSOFT 3.0 del gobierno federal para impulsar las tecnologías de la información en México, un panel sobre tendencias tecnológicas macro y su impacto, y un panel sobre los retos y oportunidades para el clúster de TI de Jalisco, con
El documento presenta 5 preguntas sobre un taller basado en el libro "El presente Histórico" que trata sobre la globalización y su impacto en la historia y sociedad. Las preguntas exploran cómo el autor define la globalización, cómo afecta las condiciones sociales, si la Primera Guerra Mundial fue un ejemplo de globalización temprana, cómo varía la temporalidad entre entornos geográficos, y cómo eventos históricos han llevado a cambios en la actual globalización.
El documento describe el papel importante que juega el ambiente en el desarrollo de la conducta y personalidad de los niños. Explica que el estudio del funcionamiento bio-psico-social de un individuo se desarrolla a través de la interacción con el medio ambiente. También discute cómo las teorías sobre la influencia del ambiente han evolucionado, pasando de considerar al ambiente como no influyente a reconocer que tanto factores internos como ambientales afectan la conducta de una persona. Concluye que un ambiente favorable es crucial para el desar
Online marketing involves promoting products or services over the internet. It includes both organic methods, such as search engine optimization (SEO), and paid methods like pay-per-click advertising. Social media marketing is also a key part of online marketing, allowing businesses to engage with customers on platforms like Facebook, Twitter, and YouTube. Tracking conversion rates and analytics is easier for online marketing compared to traditional offline marketing.
The document discusses how best-in-class marketers use customer analytics and insights to drive more revenue. It finds that fewer than half of best-in-class marketing organizations employ tools like lead management dashboards and campaign management tools. Best-in-class performers were found to utilize website visitor tracking (86%), track and report on all marketing campaign results (82%), and have processes to test campaign content effectiveness (64%). The document recommends that to achieve best-in-class performance, marketing organizations must deploy web analytics to understand prospects and customers, and support campaigns with testing, evaluations, and sharing access to performance metrics.
Laird Enterprises is a boutique advisory firm that provides strategic planning, leadership training, and operational improvement services to small and mid-sized businesses. It helps clients enhance performance and increase shareholder value. The firm's team of advisors have over 80 years of combined experience in business ownership, operations, and consulting. Laird Enterprises offers services in management consulting, executive training, strategic planning, best practices identification, performance metrics, and M&A preparation and integration to help clients strengthen their businesses.
STIA-LAN:Balance.Score.Card on Strategic.ManagementDjadja Sardjana
This document discusses strategic management tools like the balanced scorecard, scenario planning, and strategic maps. It provides an overview of:
1) Common strategic purposes and frameworks like analyzing the organization's position, resources, and developing simple rules.
2) Tools for strategic analysis, design, and implementation including external mapping, decision trees, scenarios, and internal assessments.
3) The challenge of developing strategies in an uncertain world and how to identify trends, opportunities, and plan for turbulence.
4) How the balanced scorecard can be used for strategic management by translating strategies into measurable objectives across key perspectives.
The document profiles Amit Jain, a sustainability consultant and expert. It outlines his credentials and experience in management consulting, sustainability consulting, marketing strategy, and course instruction on sustainability. It provides examples of current and past engagements with various organizations. The document also lists his affiliations with sustainability organizations and networks. It introduces his approach to sustainability consulting and provides examples of case studies and sample deliverables.
The document discusses creating a unique brand identity to differentiate a business and spark growth. It emphasizes that branding is about consistently delivering a core promise based on internal strengths. A strategic branding approach defines the brand's essence, aligns marketing and strategy, and ensures the culture authentically expresses the brand. Building an authentic brand focused on core competencies and passions can ignite business growth.
The marketing plan summarizes Lawrence Samuels' analysis and recommendations for marketing a newsletter and operations for a nonprofit organization. Key points include conducting customer surveys and segmentation, targeting specific customer segments through various communication channels, and creating a customer database to gather information. The goal is to effectively manage processes, gain customer commitment, and treat different clients uniquely to create a competitive environment and maximize results.
1. The document discusses strategies that high-growth insurance agencies use to build a successful sales culture and high-performance sales engine, including producer recruiting, sophisticated service staff, defined agency value propositions, and clearly communicated producer expectations.
2. It recommends agencies focus on recruiting proven sales professionals from other industries, use personality testing and accountability tracking to identify the best candidates. Having a sophisticated service staff allows producers to focus on new sales.
3. Defining the agency's value proposition and communicating producer expectations are also discussed as important elements of success. The overall message is that agencies need to take control of growth rather than being passive in today's challenging economic environment.
Ebg Qualifications Info And Case Studies 7 12 12valpeck
East Bay Group is a marketing and CRM consulting firm with over 20 years of experience. They focus on developing marketing and CRM strategies and ensuring execution through tactical implementation. Their approach involves assessing clients' organizations, creating customer journey maps, developing initiatives to close gaps, and generating requirements and managing bid processes for marketing technology solutions. They help clients improve processes, leverage data insights, and drive growth through optimized marketing and customer relationship programs.
This document discusses digital marketing communications and corporate strategy. It covers identifying an organization's strategic direction and digital marketing opportunities based on strategy. It defines strategy, introduces the classical strategic management framework, and discusses how strategy may change in the digital economy. Key topics covered include strategic objectives, analysis, creating competitive advantage, and the impact of digital forces on Porter's five forces model.
The document discusses how to turn clients into advocates by getting more and better referrals. It outlines key learning objectives around differentiating marketing from sales, identifying the right clients, articulating value, and turning more clients into advocates who provide referrals. The workshop then covers topics like developing a client profile, crafting an effective value proposition, using attraction marketing, exceeding client expectations, and implementing a Client Advocacy Process to tap into clients' circles of influence and become a stronger advocate.
Confessions of a Marketing Automation Usergetinfo12345
Marketing automation is a great software tool. To make it shine for everyone, you need to build on solid marketing practices, align with people/groups and employ strong demand generation processes.
This document discusses how insurance marketing is transforming with marketing automation. It outlines the goals of firms in brand development and retention, and how the focus has shifted to ROI, leveraging new opportunities, and positioning for growth. Marketing automation provides software tools to accelerate the sales funnel through increased revenue, lead conversions, and lower cost per lead. It enables managing complex marketing tasks like campaign management, website monitoring, content delivery, and lead scoring. The "right environment", "right content", and "right tools" are key building blocks, including content tailored to prospects' stage in the buying cycle. Lead scoring helps determine sales-readiness and filter non-leads. Nurturing involves guiding prospects through awareness, research, preference, and
The document provides details on the person's two most recent roles and key accomplishments. As Director at Sanofi, they led new culture and value rollouts. As Associate Director at Merck, they led sales incentives, commercialization strategies, and operational excellence projects. Their accomplishments include rapid market share growth, strategy changes that increased revenue, and improving engagement survey metrics within their teams.
The document provides a situation analysis and recommendations for Cirque du Soleil to expand its resident show business. It identifies the key issues of lack of a clear market expansion strategy, need for a new partnership model, and developing effective market penetration strategies. The recommendations include: 1) Pinpointing London, New York, and Sydney as priority markets; 2) Developing partnerships with entertainment complexes to replicate the successful MGM Mirage model; and 3) Developing culturally relevant content and marketing strategies to gain a strong foothold in the new markets. The strategies aim to expand into new markets in a controlled manner while maintaining Cirque's creative control and brand value.
El documento describe el programa de un evento titulado "PerspecTIvas: Construyendo el Futuro del Clúster" que se llevará a cabo el 18 de febrero de 2014 en el Salón eJalisco en Guadalajara. La agenda incluye una conferencia sobre la estrategia PROSOFT 3.0 del gobierno federal para impulsar las tecnologías de la información en México, un panel sobre tendencias tecnológicas macro y su impacto, y un panel sobre los retos y oportunidades para el clúster de TI de Jalisco, con
El documento presenta 5 preguntas sobre un taller basado en el libro "El presente Histórico" que trata sobre la globalización y su impacto en la historia y sociedad. Las preguntas exploran cómo el autor define la globalización, cómo afecta las condiciones sociales, si la Primera Guerra Mundial fue un ejemplo de globalización temprana, cómo varía la temporalidad entre entornos geográficos, y cómo eventos históricos han llevado a cambios en la actual globalización.
El documento describe el papel importante que juega el ambiente en el desarrollo de la conducta y personalidad de los niños. Explica que el estudio del funcionamiento bio-psico-social de un individuo se desarrolla a través de la interacción con el medio ambiente. También discute cómo las teorías sobre la influencia del ambiente han evolucionado, pasando de considerar al ambiente como no influyente a reconocer que tanto factores internos como ambientales afectan la conducta de una persona. Concluye que un ambiente favorable es crucial para el desar
El documento explica que la Ley 1607 de 2012 implementó la tasa de interés simple para el pago de obligaciones tributarias vencidas, en lugar de la tasa de interés compuesto previamente utilizada. Establece las fórmulas para calcular los intereses de mora simple y compuesto. También señala algunas incoherencias entre la Circular Externa 03 de 2013 de la DIAN y su instructivo sobre la aplicación de las tasas de interés para obligaciones anteriores a 2006.
Este documento describe las diferencias entre los impuestos a las ganancias en Colombia antes y después de la Ley 1607 de 2012, incluyendo varias tasas impositivas para diferentes regímenes. También explica que para propósitos contables, las diferencias temporarias deben identificarse y medirse usando la tasa aplicable a cada tipo de impuesto, dependiendo del régimen fiscal correspondiente. Se proveen tres ejemplos ilustrativos de cómo calcular las diferencias temporarias para activos, pérdidas y depreciaciones fiscales.
Este documento resume los cambios en la retención en la fuente para empleados, trabajadores independientes y otros a partir de 2013 según la Ley 1607 de 2012. Explica que a partir de enero de 2013, los trabajadores independientes ahora se clasifican como empleados y están sujetos a dos tablas de retención: la tabla del artículo 383 del Estatuto Tributario hasta marzo de 2013, y la nueva tabla del artículo 384 para contribuyentes declarantes a partir de abril de 2013. También aclara algunos puntos específicos sobre la aplicación de
El almacenamiento en la nube es una tendencia creciente que permite a usuarios personales y corporativos almacenar y acceder fácilmente a grandes cantidades de información desde cualquier lugar a través de Internet, reduciendo costos de hardware y espacio físico, y facilitando la colaboración. Existen numerosos servicios gratuitos y de pago como Google Drive, SkyDrive, Dropbox y Mega, que permiten almacenar archivos en la nube y sincronizar carpetas para un acceso como si estuvieran localmente.
Este documento presenta una serie de tareas de álgebra que involucran factorizar expresiones algebraicas, incluyendo productos notables, trinomios cuadrados perfectos, diferencia de cuadrados, suma y diferencia de cubos y factorización de polinomios. Contiene más de 50 problemas que deben resolverse usando métodos de factorización vistos en clase.
El documento resume la primera visita a la empresa Espumas y Colchonetas del Valle en febrero de 2014. La empresa ha estado operando durante 7 años como una empresa unipersonal que produce espuma, colchonetas y colchones. Aunque cuenta con los permisos legales necesarios, la empresa carece de una misión, visión y objetivos formales, así como de un organigrama y otros documentos clave. El propietario es Efrain Gomez y el administrador de la sede en Bogotá es Juber Rodriguez. Hace 2 años hubo un incendio en la
La Clerecía es una obra arquitectónica barroca ubicada en Salamanca que data de 1617 a 1754. El autor la valora positivamente ya que se encuentra en una ciudad que conoce bien y siempre le ha parecido que posee un gran valor.
Lyft provides services and consulting to assess and improve organizational sales effectiveness. Their approach focuses on identifying an organization's current capabilities and potential, developing a vision for success, and implementing changes to talent, processes, and tools to significantly enhance sales results. Lyft's solutions target improving sales force and client-facing personnel through recruitment, assessment, training, coaching, and performance management. The goal is to transform organizations by driving more of the sales team to achieve "trusted advisor" status with clients, resulting in higher win rates, margins, loyalty, and financial impact that is at least 10 times the investment in Lyft's services.
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.
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
Improving Business Insights - How Technology Can HelpTone' Shelby
Meet current business challenges & emerge stronger! Transform your business with Microsoft Business Intelligence. How Technology can help manage performance management more effectively.
Lead Lifecycle Management: Finding, Creating and Managing Your LeadsLeadLife Solutions
Discover how to accelerate top of the funnel lead creation, qualification, nurturing and conversion. Also see real-world examples and learn, helpful suggestions and recommendations on all aspects of lead lifecycle management.
Are you trying to make sense out of this fast-changing marketing automation environment? Or, better yet, are you trying to find ways to deliver on that long-term lead nurturing strategy that you so eloquently sold to your execs last year? Then, join us as we tackle some of the great myths about automated lead nurturing. Using real-world examples
of Pardot in action, you will see how to overcome the hurdles that stand in the way of executing effective automated marketing and offer sage advice to help generate the promised results from your marketing automation system.
The document provides an overview and sample report of a business performance measurement tool called The Business Mirror. The tool allows businesses to [1] analyze key areas of their operations in a short period of time, [2] critically assess their performance by benchmarking against industry standards, and [3] identify areas for improvement to help their business grow. The sample report shows performance metrics and targets across various business functions including sales, operations, finance, protecting the business, and people.
Taking your program global will increase the depth and breadth of your reference offerings, and will accelerate the sales cycle by influencing customers through the use of relevant third-party validation.
Five keys to extending your reach:
Understand the business etiquette.
Understand the culture.
Understand the importance of group and social hierarchies.
Build strong business relationships
Comply with regional privacy laws.
Recorded webinar from Sales Benchmark Index: Designing organizational models for inside sales. Links, downloads and registration for future presentations are included.
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.
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.
The document provides an overview of the marketing services offered by the Delaware Valley Industrial Resource Center (DVIRC). DVIRC is a non-profit economic development organization that helps businesses in the region grow through services like market research, sales and marketing support, and database development. The overview describes DVIRC's holistic approach to helping clients identify growth opportunities, build targeted databases of decision-makers, and support sales efforts through marketing outreach and sales calls.
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It explains the four perspectives of a balanced scorecard - financial, customer, internal process, and learning and growth. Strategic objectives are identified for each perspective to help organizations achieve goals and track key performance indicators.
eDynamic is a digital consultancy that helps clients with marketing automation. Their services address skills gaps, process gaps, organizational readiness, and technical readiness in deploying and using a marketing automation platform. This includes developing strategies, designing campaigns, managing day-to-day operations, and implementing marketing automation technology. Their goal is to help clients acquire and engage customers through cutting-edge interactive solutions.
This document provides an overview of online marketing strategies including search marketing, social media marketing, email marketing, and analytics. It discusses setting goals for digital campaigns, optimizing websites for search engines, managing paid search campaigns, engaging audiences on social networks, designing effective email promotions, and measuring campaign performance through analytics. The document also lists related services such as creative design, application development, online marketing support, and localization.
We will examine how to create a cost benefit analysis document that clarifies your customer’s problem, explains your intended solution, and details the work required. We will break down costs of the current state and future state compared to forecasted benefits to show payback of the solution over time. This session will guide you through a simple process to help you understand how to calculate and communicate the business value of your SharePoint solutions.
Software Product Management in Web 2.0Suhas Kelkar
This document outlines the course objectives and content for a 12-hour course on software product management. The course will introduce students to key concepts like requirements gathering, writing business cases, product pricing, branding, and innovation. It will also cover frameworks for managing and marketing technology products. The course is divided into four 3-hour sessions that will address topics such as pricing models, prioritizing features, creating product roadmaps, and product management in agile and web 2.0 environments.
Marketing science at Dell: modeling investment trade-offs; George Sadler, Director, Social Media & Marketing Insights; Mu Sigma Customer Summit 2012, Half Moon Bay, CA, February 27, 2012
The document discusses how best-in-class marketers use customer analytics and insights to drive more revenue. It finds that fewer than half of best-in-class marketing organizations employ tools like lead management dashboards and campaign management tools. Best-in-class performers were found to utilize website visitor tracking (86%), track and report on all marketing campaign results (82%), and have processes to test campaign content effectiveness (64%). The document recommends that to achieve best-in-class performance, marketing organizations must deploy web analytics to understand prospects and customers, and support campaigns with testing, evaluations, and sharing access to performance metrics.
Similar to Reinvigorating Your Production Staff (20)
Insurance journal 101 sales and marketing ideasJustin Berry
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.
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 producersJustin Berry
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 compensationJustin Berry
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.
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.
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.
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.
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.
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.
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.
2. 2012 Market and Financial Survey
Included with this month’s newsletter is the Annual Market & Financial Survey. To see how your agency is performing relative
to peer agencies, we encourage you to take a few minutes to answer the survey questions. Your responses will provide
valuable insight into agency finances and how agencies are managing these turbulent economic times.
Only through your active participation can we provide meaningful results that you can use to improve your operation. The
results of the Market & Financial Survey will be published in the September, October and November 2012 issues of The
MarshBerry Letter
All participants will receive complimentary issues of each of these newsletters.
To complete the survey, please visit our secure website where all entries will remain confidential.
To participate online, please visit: http://www.marshberry.com/marketfinancialsurvey
Deadline for participation is July 10, 2012
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