The Oregon Agent, Spring 2016

Official Publication of the Independent Insurance Agents and Brokers of Oregon

Spring 2016

Beware of the Top Seven Agency Myths The Inevitable Destination of Price-Focused Direct Insurance Sales To Notary or Not to Notary?

That is the Question Sales, Like America, is Rigged in Favor of the Hard Workers and Self-Disciplined

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The Oregon Agent • Spring 2016

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Spring 2016 • The Oregon Agent

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OREGON

Agent

CONTENTS

SPRING 2016

Page 14

Page 28

Page 20

IIABO Office 5550 SW Macadam Ste 305 Portland, OR 97239 Phone: 503-274-4000 Fax: 503-274-0062 Toll Free: 866-774-4226

Page 24

IIABO Staff Directory

Sr. Vice President Marketing & Communications Barb Demings barbd@insureoregon.org Vice President Education & Finance Tyra Dressel tyra@insureoregon.org Asst. Vice President Agency Products & Services Abby Kahl abbyk@insureoregon.org IIABO Lobbyist Roger Beyer roger@rwbeyer.com

The Oregon Agent is a publication of the Independent Insurance Agents and Brokers of Oregon and is published quarterly by Blue Water Publishers, LLC. IIABO reserves the right in its sole discretion to reject advertising that does not meet IIABO qualiďŹ cations or which may detract from its business, professional or ethical standards. IIABO and Blue Water Publishers, LLC do not necessarily endorse any of the companies advertising in the publication or the views of its writers. The publisher cannot assume responsibility for claims made by advertisers, content provided by the editor, or for the opinions expressed by contributing authors.

For more information on advertising, contact : Jim Aitkins Blue Water Publishers 22727 161st Avenue SE Monroe, WA 98272 360-805-6474 fax: 360-805-6475 jima@bluewaterpublishers.com

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The Oregon Agent • Spring 2016

6

Letter from the President, Trish Fulwiler

8

IIABO 2015 - 2016 Leadership

Page 10

10 To Notary or Not to Notary? That is the Question!

14 Beware of the Top Seven Agency Myths 20 The Pressure to Get Bigger 22 The Inevitable Destination of Price-Focused Direct Insurance Sales 24 IIABO 2016 Annual Forecast Breakfast 25 Using Technology to Drive a Community-Based Marketing Strategy 28 Sales, Like America, Is Rigged in Favor of the Hard Workers and Self-Disciplined 30 Continuing Education: Risk Management - Behind the Scenes of Edgefield ADVERTISER INDEX

Executive Vice President Jim Perucca jimp@insureoregon.org

AmTrust 15 Anchor Bay 16 Anderson and Murison 18 BCE Consulting 12 Burns & Wilcox 11 EMC Insurance 3 Grange Insurance Association 5 Griffin Underwriting 2 Imperial PFS 29

Liberty Mutual 32 Mutual of Enumclaw 19 Preferred Property Program 17 Quirk & Co. 23 RT Specialty 13 Risk Placement Services 31 Ron Rothert Ins Services 27 WSRB 23 Western National Ins Group 7

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FROM THE IIABO PRESIDENT

Trish Fulwiler J.D. Fulwiler & Company

O

On April 14, 2016 the Independent Insurance Agents and Brokers of America (IIABA) will host their annual Legislative Conference in Washington D.C. During this event, over 1,400 agents from across the country will converge for a “Day on the Hill”. All 50 states and the District of Columbia will be represented and will be scheduling visits with their respective legislators.

The IIABA is a powerful lobby for independent insurance agents, and the Legislative Conference allows us to display the depth of our grass roots.

Agents begin the day with a breakfast briefing and insights from a variety of legislators, both Republican and Democrat. Over the years, the breakfast audience has heard from Presidents Clinton and Bush, and key leaders such as former Senate President John Boehner. You don’t attract this caliber of speaker unless your organization is recognized as a major influence in congress.

Later that day, up on the Hill, the Oregon delegation will conduct meetings with each of our state’s national representation. Last year we spent considerable time with Representatives Walden, Bonamici, Schrader and DeFazio. We also met with the senior staff at the offices of Senator Wyden and Merkley.

We tell our legislators about the importance of state regulation, and how state regulation kept insurance companies solvent during the financial meltdown of 2008. We will also talk about the role of the agent in the distribution of crop insurance and how the flood insurance program needs further reform. We will also thank our legislators for extending TRIA and passing the national licensing law.

The IIABO will constantly remind legislators of the important role the independent agent serves as advisor, advocate and expert. The purchase of even the most basic policy is complicated and requires the services of a trusted advisor. Putting a “face” on our business and educating legislators and staff is one of the most important things the IIABO does for its membership.

This year Oregon will be represented by our National Director, Ed Davis (Salem), IIABO President Elect Kay Hunkapillar (Pendleton), board member John Timm, Executive Director Jim Perucca and myself.

If you would like to learn more, or to get involved in the IIABO, give me a call. I’d love the opportunity to hear from you.

Trish Fulwiler President, IIABO 503.293.8325

Your association staff: Executive VP

Jim Perucca

503-274-0583

jimp@insureoregon.org

Sr. Vice President

Barb Demings

503-274-4000 ext. 26

barbd@insureoregon.org

Vice President

Tyra Dressel

503-274-4000 ext. 31

tyra@insureoregon.org

Asst. Vice President

Abby Kahl

503-274-4000 ext. 23

abbyk@insureoregon.org

Toll Free Numbers:

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The Oregon Agent • Spring 2016

1-866-77-IIABO or 1-866-774-4226

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2015 - 2016 IIABO LEADERSHIP The IIABO Board of Directors is a diverse group of insurance professionals representing the varied interests of agents throughout the State of Oregon. We would like you to learn more about these volunteer leaders and the years of experience they bring to the association.

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Trish Fulwiler President, IIABO President, J.D. Fulwiler & Co. Portland, Oregon - 24 years

Kay Hunkapillar President Elect, IIABO President, Wheatland Ins. Ctr., Inc. Pendleton, Oregon - 46 years

Brett Slater Vice President Chief Operating Officer, Slater & Assoc. Insurance, Inc. Tualatin, Oregon - 26 years

Ed Davis Past President & National Director, IIABO Maps Insurance Services Salem, Oregon - 49 years

TJ Sullivan Legislative Chair, IIABO Huggins Insurance Services Salem, Oregon - 18 years

Keith Blackerby Finance Chair, IIABO Chief Operating Officer, Bisnett Insurance Offices throughout Oregon - 28 years

Mark Atkinson Board Member President, Atkinson Insurance Group Portland, Oregon - 25 years

Steve Fitzwalter Board Member President, Rogers, Fitzwalter & Powell Portland, Oregon - 40 years

Debbie Flores Board Member KPD Insurance, Inc. Springfield, OR - 29 years

The Oregon Agent • Spring 2016

Gary Githens Board Member Data Breach Specialist Brown & Brown NW Bend/Portland, Oregon - 35 years

Adam Harris Board Member Vice President, LaPorte & Associates, Inc. Portland, Oregon - 18 years

Greg Horner Board Member Commercial Lines Producer, Insurance Partners, LLC Portland, Oregon - 20 years

Joe Hubbard Board Member Managing Partner, The Protectors Insurance Medford, Oregon - 31 years

Marty Kantola Board Member Owner, Chet Hill Insurance Portland, Oregon - 30 years

Debbie Krambeal Board Member President, CAL/OR Insurance Specialists, Inc. Brookings, Oregon - 32 years

Matthew Pidcock Board Member Co-Owner, Valley Insurance LaGrande, Oregon - 17 years

Steve Smelley Board Member Chief Operations Officer, PayneWest Insurance Beaverton, Oregon - 25 years

John Timm Board Member President, Timmco Insurance, Inc. Portland, Oregon - 39 years

Insurance carriers and service providers do not serve on the IIABO board of directors, but support the association as Associate Members, Sponsors and Exhibitors. If you want to learn more about the IIABO, or if you would like to get involved, please contact any of these individuals. If you are not a member, please email Jim Perucca, jimp@insureoregon.org for information on membership.

Spring 2016 • The Oregon Agent

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By Richard F. Lund, J.D., Vice President, Senior Underwriter, Swiss Re*

I

In William Shakespeare’s “Hamlet”, the title character famously ponders, “To Be, or not To Be, that is the question”. He reflects on the unfairness of life, yet knows that it is better than the alternative. Such is the notary’s dilemma. In most instances, a person who takes on the noble mantle of ‘Notary Public’ chooses it for himself knowing that the best way to avoid a ‘sea of troubles’ is not to become one. Still, they choose to do so in order to provide a valuable service to society – and their customers.

But with that service, as with most things of value, comes risk.

And the primary risk is the possibility of not doing the job correctly, which could ultimately lead to some error that may be of great cost.

So what is a “notary”? In ancient times a notary was simply a scribe who wrote in shorthand. Over the course of time, notaries became able to draft legal documents and other written instruments. To commemorate their work, they used wax seals and ribbons to show that the document had a semiofficial status.

Eventually, governments saw the need to regulate their actions and to give notaries the purpose that is bestowed upon them to this day: to act as “a person of proven integrity by the state to act as an impartial witness” (National Notary Association Home Study Course). By being in such position, the notary is most commonly called upon to acknowledge that a signature placed on a legal document was, in fact, put there by the person to whom it is ascribed, and that the person signed the document in their presence. The notary does not pass judgment on the legality of the document or guarantee its truth, only that the named signatory did so in their presence.

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The Oregon Agent • Spring 2016

To Notary or Not to Notary, That is the Question….

(With apologies to William Shakespeare)

While being a notary public may seem relatively innocuous, an error committed while exercising ones duties can be quite significant, both monetarily and emotionally. That is why the Swiss Re Corporate Solutions Insurance Agents Professional Liability (E&O) insurance policy provides coverage for several ancillary acts that an insurance agent or agency staff may undertake, including that of a notary public under the “Other Related Services” section of the policy. (Coverage is also provided for teaching a formal insurance course, testimony as an expert witness, advertising, or services as a claims adjuster. Please see the policy itself for details or contact your state E&O administrator.)

For a proper notarization to occur, it must include the following: 1. The signature of the individual 2. A notarial certificate stating the document was signed before the notary 3. The signature of the notary as commissioned 4. The notary’s seal or stamp While these steps seem simple enough, the claims that occur can be complex because of the parties that may be involved.

The most common error associated with being a notary public is notarizing the signature of a person who later claims they did not appear in front of the notary and, in any event, the signature

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is not theirs. This will most likely occur when the document is a bond or some other financial guarantee that is later called into question. While it is not a claim that happens with great frequency, the severity can be quite sizable -- especially when a bond is at stake. In most such cases the bond involves some type of construction project in which there is some defect causing the entire amount of the bond to come due. Difficulty arises when the signature on the bond application is called into question. A claim in this situation is not unheard of to be in the value of 6 or even 7 figures. That’s right, millions of dollars over something as simple as a signature.

Another common scenario involves real estate transactions.

Sometimes the property in question is sold outright, while in other cases there is a partial grant of ownership, e.g., selling mineral rights. Did both husband and wife sign the deed? All of the siblings with an ownership interest? Every owner of the business?

Gathering all of the busy parties to these transactions in one place just to scribble a quick signature can be a challenge. ‘Is it really necessary that [the notary] watch everyone sign in person?

I can vouch for the signature of my wife/brother/partner…’

Faced with significant pressure from all concerned to cut a small corner or two, what must one do to avoid being put in the position of having a claim made against them while acting as a notary?

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Simple! Begin by following the guidelines set out by the American Society of Notaries, National Notary Association, and your state government. As a general rule notaries are commissioned by the state government (most commonly by the Secretary of State), but also by state licensing boards, or possibly even the governor.

In virtually every state, in order to be a notary the person must be at least 18 years of age, be a resident or have a place of employment in the state, read and write the English language, complete a notary training course, not been convicted of a felony or a crime involving fraud, dishonesty or deceit, and pass a state exam. A background check by state law enforcement may also be conducted.

After the minimum steps are completed, each state is different as to its requirements for term of office, continuing education, having a notary bond, notary record book or journal, seal, and other requirements. Each state also prescribes what authority the notary may have including taking acknowledgments and proofs, administration of oaths and affirmations, certifying copies, and performing any other acts permitted by law. An excellent resource that provides information about each state’s requirements can be found on the American Society of Notaries State Information page: http://www.asnnotary.org/?form=stateinfo. The National Notary Association also introduced “The Notary Public Code of Professional Responsibility” in 1998, which provides a detailed code of ethical and professional conduct for notaries public. A copy of the code and additional information about it can be found on their website: http://www.nationalnotary.org/knowledge-center/reference-library/notarypublic-code-of-professional-responsibility.

Having gone through all the proper steps to become a notary, what else should you do to protect yourself from the ‘slings and arrows’ of an E&O claim? The following tips may not be required by individual state law, but they are essential to being able to defend a notary claim: •

Strategic, succession and contingency planning Business growth and development Market feasibility studies Education, sales training and professional development Operational efficiency and process improvement For further information or details please see our website: www.bceconsulting.co or contact:

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The Oregon Agent • Spring 2016

•

Journal or record book: As with any E&O claim, proper documentation is the first line of defense. Your journal/ record book should be permanently bound with numbered pages. The book should include the month, day and year of every notary activity; the type of activity, such as an acknowledgment or jurat; the type of document being notarized; the printed name and address of the person whose signature is being notarized; the identification used by the signer, such as a driver’s license or passport; the signature; the notary’s countersignature; a witness’ printed name and signature; and any fee associated with the notary. These journals are available from local office supply stores and from the two associations mentioned previously.

Protect your seal: Most states require the use of either an engraved embosser seal or an inked rubber stamp seal on every notary certificate to serve as verification of your witnessing a transaction. The seal usually must include the

•

notary’s name as given on their commission certificate, their commission number, and phrases including, but not limited to, “Notary Seal” or “Notary Public”, and the state issuing the notary commission. The seal is available from the same places as the journal. Given its importance, your seal must be protected from loss, theft or ‘borrowing’. There are unscrupulous people who would readily take advantage of someone who is cavalier about protecting this piece of equipment and would not hesitate using it for their own suspect purposes. Locking it in a safe or other secure location is important to protect yourself from the ‘less-than-honorable-persons’ who may put your seal to improper use. If your seal is lost or stolen, you should immediately contact the entity that awarded you a commission so proper steps can be taken to protect you and any others who may become a victim of an unauthorized act.

Stand firm on the rules. Yes, it can be problematic to have all parties sign a document in person with proper identification. That does not make it your problem. The drafter of the document can often make provision to have the parties sign different copies at different times/locations. If she chose not to do so? Cut no corners. Never agree to notarize a signature unless all of the rules regarding personal presence, ID, etc., are followed to the letter.

Remember that the designation of ‘notary public’ is an official position that is appointed by the state for good reason. While it may be ministerial in nature, not regulatory or judicial, it is an important role nonetheless. The person who acts as a notary is a true professional, recognized by the state as being a person of integrity and impartiality. When that status is called into question, the challenge will become more personal because it calls into question that you value most as a professional: your integrity.

The simple steps outlined above can help ensure that you do maintain your integrity and don’t become an E&O claim statistic.

If you have chosen “To Be”, you should “Be” the best you can.

This article is intended to be used for general informational purposes only and is not to be relied upon or used for any particular purpose. Swiss Re shall not be held responsible in any way for, and specifically disclaims any liability arising out of or in any way connected to, reliance on or use of any of the information contained or referenced in this article. The information contained or referenced in this article is not intended to constitute and should not be considered legal, accounting or professional advice, nor shall it serve as a substitute for the recipient obtaining such advice. The views expressed in this article do not necessarily represent the views of the Swiss Re Group (“Swiss Re”) and/or its subsidiaries and/ or management and/or shareholders. *Richard F. Lund, JD, is a Vice President and Senior Underwriter of Swiss Re/Westport, underwriting insurance agents errors and omissions coverage. He has also been an insurance agents E&O claims counsel and has written and presented numerous E&O risk management/ loss control seminars, mock trials and articles nationwide since 1992.

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Copyright 2014 Swiss Re Spring 2016 • The Oregon Agent

13

Beware

By Roger Sitkins

Agency I Myths of The Top Seven

If you hear the same things often enough, repetition becomes reality. And through the years in our industry, certain ideas have been repeated so often that they’ve become widely accepted as the truth when in fact, they’re nothing more than myths. As a result, many people in the agency business have made some very serious mistakes caused by believing in these myths. Here’s my list of the top seven myths to avoid.

Myth #1: Every Account is a Great Account Most think that every account is a great account, which simply is not true. This is especially true with you newer producers, who tend to confuse activity with results.

In their minds, anyone who can fog a mirror and pay in U.S. dollars is a great account. These are normally order-taking accounts. Typically, the prospect will call for an insurance quote after seeing an ad or will click to receive a “Free Quote” through the agency’s web site.

So the producer follows up and provides a quotation and winds up taking an order on about 2 out of 10 opportunities. They sell just one policy that the prospect had requested, with the plan to round them out someday. The problem is, that day never comes. If it did, we’d certainly have a smaller percentage of single-policy accounts. But the reality is that more than 50% of personal lines and small commercial lines are single-policy accounts. You wind up with low revenue per customer and lower retention. No wonder the average agency loses money on 80% of their customers!

I’m a firm believer that you have to know your numbers.

You may recall my comments in past articles about “Knowing versus Guessing”. It’s important to complete a profit-center analysis on your various types of clients. For example, if all you had were personal lines, what would be your income and expenses? Most agencies — not all, but most — will lose money on the vast majority of their customers because they don’t even take a look at it, they don’t “know”.

Myth #2: Hire People with Insurance Experience When most agencies have an opening, because they say they don’t have time to train, or any New Employee On-Boarding process, they look to hire people from inside our industry. Typically, they want service people who are already licensed and producers with experience at another agency. But when you go that route, in most cases, all you’re really doing is hiring a bunch of baggage!

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The Oregon Agent • Spring 2016

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If someone is going to move to your agency, you should be questioning why. Assuming they’re not working for a terrible agency, you have to wonder why they’re leaving their current employer if they’re really that good.

two grandsons will attest to that — once they learn how to talk (they’re only two weeks old). Right now they know nothing about insurance. And at some point in their life, even the most successful producers in the industry didn’t, either.

I remember one of the early interviews I conducted as an agency owner in Michigan. The prospective employee was working for a reputable competitor in town and had applied for a personal lines CSR position with us. Naturally, I asked her why she wanted to change jobs. Her reply: “ If I can make a few bucks more per hour, that would be great! I’ll move.” Wrong answer! What happens next year when someone else offers her a few dollars an hour more?

Similarly, seek out service people with the qualities that can’t be taught. Look for customer service people with empathy; those who truly enjoy helping people and have a “customer-first” attitude. Don’t hire someone who’s rude just because they know insurance.

I mentioned above the importance of knowing vs. guessing your numbers. It’s equally important to know your people, both existing and future employees.

Hire Attitude and Aptitude. I believe in hiring attitude and aptitude first. I also believe in hiring to match your overall agency culture. If we can hire great people and train them, we’re better off. OK, I realize that it’s not that easy, but you can always teach insurance.

With producers, look for sales talent first. You can always teach them insurance. In fact, at one point, everyone reading this article knew nothing about insurance! You’re not born with innate knowledge of the insurance business — you have to learn it! My

Get Profiling Assistance. Work with a profiling firm such as Omnia. Profiles can help you take a closer look at people so that you’ll know what you’re getting. What’s interesting about this service is they ask nothing about insurance, yet they can tell you very clearly what it takes to be successful in this business.

Their profiles tell you how the candidates’ characteristics match up against the traits needed to be successful at a specific job.

It’s really remarkable how accurate profiles can be, so if you are working with a reputable profiler, listen to them. If they advise you not to hire a certain candidate, believe them. No matter how much you like that prospective employee; it’s never a good idea to hire against the profiler’s recommendation.

Myth #3: You Can’t Have Too Many Insurance Carriers Are you proud that your agency represents so many companies?

If so, you’re not alone. I’m amazed at the number of carriers the

We Haven’t Raised Our Rates in 10 Years...

Restaurant, Bar & Tavern Program Can your current pub, tavern & sports bar market make that claim?

We’ve had a restaurant, bar and tavern program for ten years and right now – today – it is Since 2000, have written program restaurants, pubs,accounts, taverns &wesports morewe competitive thananit exclusive has ever been.

Onon “target” (preferred) have bars beenin Alaska, Oregon,consistently Washingtonable and,tomore recently, in Colorado.

We've written over 10,000 policies and $50 beat expiring pricing by 20% and more and our bind-to-quote ratioover is more million inthan premium 70%. in this class of business.

We’re stable. We’ve been with the same carrier for over 10 years and our loss and loss expense ratio is the–six priorfor to submitting this advertisement, we have only lost two renewals and right at In 40% so weeks we’re here the long haul. our written premium versus the same period in 2009 has more than doubled. Our application We have great rates. Because we have been so profitable, we haven’t been forced to take the big rate flow is up more than five-fold. Most accounts are quoted within 4 to 48 hours. increases that have plagued our competition.

We haveOur a strong form.

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Battery is of usually included We are endorsement. growing rapidly.WeWe a very high “hit ratio” and, inAssault the first&six months the year, our written without limitation or sublimit on target accounts.

We offer Food Borne Illness coverage with premium is up almost 40% over last year. We do rushes. sublimit. Our commission level is generally much higher than our competition’s.

Regrettably, we are unable to consider nightclubs, adult entertainment, accounts with liquor serving issues or, in Oregon only, about accounts moreincluding than 75%program liquor. No or distressed business For details the with program, andsubstandard target account eligibility criteria, andplease. an application, please visit: http://www.surpluslines.com/products/restaurant-bar-tavern.asp

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The Oregon Agent • Spring 2016

average agency has. But what’s even more amazing is when they figure out how many they have! In reviewing their “insurance company accounts payable,” most agencies are shocked to see how many carriers are listed. Sometimes, when looking at all companies and E&S Brokers, it’s in excess 75.

Often, agencies will take a contract with one company or one E&S lines broker for one piece of business.

We always talk about the 80/20 Rule, but were you aware that it applies to your carriers also? Basically, 80% of your premium volume is written with 20% of the carriers that you represent.

Take a look at your own book if you don’t believe me.

Today more than ever, you need relationships and clout with your carriers. That way, you’re more apt to get their cooperation when you need help with a client who is high-risk or hard to place. Chances are you won’t enjoy that benefit if you’re trying to “spread the wealth”.

7.5X4.625 General JGS Umbrella adYou may not agree with First, you’ve got to know Program your numbers.

the 80/20, but go ahead and find out if it applies to you. Just look at all the carriers that make up the bottom 80% and ask yourself: “Why do we have this carrier? Who else could take this premium volume? Who could we take this premium volume to, continue to do a great job for the client but more importantly, be negotiating better deals because we have the clout to do

so,” etc. Currently, there are a few major companies that allow the business that you place with E&S business lines to count towards your premium volume requirements on your contingency income contract because they own the E&S business also.

Myth #4: 90% Retention is Great Everyone thinks this is such a great business because 90% of your customers stay with you. As wonderful as that sounds, here’s another area where you have to know your numbers. For example, let’s say that you have 1,000 customers and a 90% retention. Here’s how that would play out over a five-year period.

Year 1: 1,000 clients Year 2: 900 Clients Year 3: 810 Clients Year 4: 730 Clients Year 5: 660 Clients Basically, in four renewal cycles, you’ve lost one-third of your business! And when you look at it that way, if you’re not growing by 33% every four years, you’re going backwards. So the fact is, 90% retention is terrible.

There are several keys to retaining clients, starting with taking a hard look at writing full-time clients only (for the 10 millionth time). Also, you should have formal relationship management programs in place for your A&B customers and do stewardship reports for them, as well. Finally, if you’re really serious about

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17

retention, then you won’t start treating every customer like a VIP customer?

Myth #5: We Can’t Compete with GEICO and Progressive GEICO & Progressive each spend $1 billion a year on advertising.

When was the last time you watched TV and didn’t see a gecko or Flo? Geico’s gimmick has been that customers who spend 15 minutes can save 15% on their insurance. Now Esurance is saying that 15 minutes is too long! They claim they can save you just as much on your insurance in half the time — just 7.5 minutes. You really can’t compete with that (and I hope that you don’t want to) because it’s strictly a commodity-based business! However, you can compete — and you will win — if you decide that you want a relationship-based business and everybody is a VIP. A couple of questions to ponder: Have you ever been the lowest price and not won the account? Have you ever been a higher price on a renewal but you still kept the account? That should tell you that relationships are important, and it’s not always about price.

Granted, some buyers only care about price. But again, those are the commodity buyers that will leave you for $100 a year. Since you can’t build a career or an agency around them, let them go — you’re not making money on them anyway!

Myth #6: You Can’t Earn a 25% Operating Profit People are constantly refuting the idea that it’s possible to earn a 25% operating profit, but the truth is, yes you can! How? (And here comes the big trick) You simply can’t spend more than 75%!

Seriously, I could earn a 25% operating profit if I truly managed to a financial model designed with that in mind. In that case, the bottom line would become the top line and you would live by the 25-50-25 Financial Model (a 25% operating profit; 50% service and administrative expenses, and 25% on sales expenses).

What’s your Financial Model? At some point, you have to draw a line in the sand and commit to earning a 25% profit. Make it a defining moment!

Myth #7: A Website and Social Media Will Solve All of Our Problems I can’t believe how many agencies will spend $50,000 on a website and expect the public to knock their doors down. Apparently, their theory is “Build it and they will come.” But after seeing some of these sites, I wonder how much time (if any) the agency owners actually spend on them. Some of the sites are atrocious. What’s worse is the owners are often oblivious to what’s on them. They don’t visit them and don’t realize that their website is their brand, that they need to protect. Instead, they’re using their website for automated practice quoting: “Click Here for a No-Obligation, Free Quote.”

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The Oregon Agent • Spring 2016

While that may seem like a great way to get leads, those leads are only as good as the follow-up. Usually, agencies respond to automated inquiries either with an automated online reply or a phone call, or in rare cases, both. But more often than not, they do none of the above, which understandably doesn’t sit well with most prospective customers. After all, if they can’t follow up there, I’d hate to see how they service their accounts.

Social media is another arena to approach with caution. Be especially careful about what you and your employees post on Facebook. If you don’t want your customers to see it, don’t post it.

For instance, if you’re asking customers to “like” your page, don’t be posting wild and crazy party pictures on it. And speaking of pictures, if you’re part of an online professional networking group such as Linked In, make sure that your profile photo looks professional. I’m often invited to connect with other professionals and am frequently surprised by the poor quality and casual, “after-hours” look of some of the photos. Do you really think that a photo of you partying on a boat projects the appropriate professional image?

THE BOTTOM LINE Obviously, myths abound in our business and these are just a handful of the most prevalent. It’s your job to avoid them. Don’t make them the future of your agency. Prove them wrong! Or you can ignore what you’ve just read, continue buying into them and watch what happens. your choice.

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19

The Pressure to Get Bigger

By Chris Burand

B

Being the owner of an average independent insurance agency can be fun but maybe not as fun as it used to be. Agents are feeling considerable pressure to grow, to compete harder, to advertise more, to offer more services, and to invest more in their futures than ever. The days of building an annuity type business and then sitting back, taking company trips and making golf course sales are bygone. The demands for more, more, more of everything creates insecurity, anxiety, sometimes paralysis, and often frustration.

Another result I am seeing frequently is more business mistakes. The pressure to get bigger and perform at higher levels more consistently is causing agencies to make significant, occasionally fatal, mistakes. Any time someone tries harder more mistakes should be expected. To paraphrase the well-known quote, “How do I define a mistake free day? As a day I didn’t try hard.” Congratulations to all those people making mistakes because they are trying hard.

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The Oregon Agent • Spring 2016

Some mistakes are better than others though. One bad mistake being made with some regularity is how agencies are focused on getting bigger for bigger’s sake. I’ll be clear. Bigger is absolutely not, in and of itself, better.

Bigger without quality is just a bigger disaster finding a place to happen. Bigger requires more quality because by definition, bigger agencies will have more pieces and people, more to go wrong, so if quality systems are not built in front of size occurring, failure is far more likely. Not the right kind of mistake to make.

Companies and agencies are focusing on bigger partially because they are both making a huge communication error, internally and externally. Both are using the term, “volume” when they really mean “growth.” I consult for insurance companies, clusters, and agencies and I see all of them making this mistake. Even at the highest levels I see executives and leaders making this mistake. I hear these people saying they need more volume from agents when what they really mean is they need more growth.

More volume is the result of more growth but volume comes second. Volume is denominated in dollars. Growth is denominated in percentages. The terms are not, whatsoever, interchangeable.

Think of a cow. The stockyard says it needs a 1,000 lb. steer in six months. A 1,000 lb. steer does not just materialize. The rancher begins with a calf and grows the calf to 1,000 pounds.

The pounds are the volume. The speed with which the calf gains weight is growth.

The pressure to get bigger and perform at higher levels more consistently is causing agencies to make significant, occasionally fatal, mistakes.

A company may say it wants more volume but volume does not just materialize either (though I truly am not sure some company people understand this because some seem to think agents can just snap their fingers and place $1 million volume whenever they want). Volume is created by growing sales, one sale at a time.

A serious problem has been created by the misuse of the word “volume.” When companies say they want more volume, agency owners form clusters to “give” companies more volume. Agency A with $1 million with Company Z, Agency B with $500,000 with Company Z, and Agency C with $750,000 with Company Z form a cluster and “give” Company Z $2.25 million in volume. $1 million goes to $2.25 million with three signatures and the changing of agency codes. The agencies gave the company volume, exactly what the company requested. The company obviously is no better and arguably worse because now the cluster may have some leverage and may qualify for more profit sharing, and the company does not get a dime for better results. But, they got what they requested.

Agency owners are “solving” their “volume” problem but not their growth problem. Companies need growth regardless of their volume today. The reason is because surplus is at an all-time record. Based on the official books, this industry has never had so much surplus. In some ways and in some markets, not enough business exists to absorb all the surplus. Ignoring the solutions of giving surplus back to shareholders or mutual policyholders, wasting the money on acquisitions, or throwing amazing parties, the only way a company can use the surplus is to grow premiums more quickly. Insurance companies today are not that different from private equity. Private equity gets to lock up investor funds for so long and if they do not use that money on acquisitions, they need to give it back. Since they’re paid for investing the money, some might have a conflict of interest since investing in bad ac-

quisitions might pay better than returning investor funds when good acquisition targets do not exist.

A cluster never solves the growth problem. Put a bunch of agents that cannot grow on their own in a cluster and odds are growth will deteriorate even more because now with “volume” they feel less pressure to grow. Over and over I see clusters creating complacency but they give the companies “volume.” Sooner or later companies will finally figure out they have been asking for the wrong results. I am already seeing isolated instances where they are canceling contracts. For agency owners who absolve their completely understandable fears by joining clusters for volume’s sake, the comfort is false, kind of like alcohol – good while it lasts.

The situation really is no different for agencies buying other agencies. They give the carriers volume but not growth and my data shows their actual growth goes to zero or worse too.

Take four agencies that cannot grow on their own forming a cluster for volume’s sake. They will represent more companies than they did when on their own but the total volume does not change.

Best Practices and every study I’ve seen for 25 years shows that agencies with too many companies grow more slowly and are less profitable. Less growth and profit result in a lesser agency value.

I really do feel for agency owners in this tumultuous time of companies demanding ever more and using the wrong language in their demands. Because surplus is so high, they need growth and they want the same growth rate, the same growth percentage whether the book is $500,000 or $5,000,000. This is because they need X% growth on their total book. This leads to more mistakes in their communications. Think about the $2.25 million cluster example. They could not grow on their own but they did not need to grow that much either because their books were small. 5% on $500,000 is only $25,000. But 5% on $2.25 million is $112,500. How much is each of the four going to contribute to that requirement?

In the face of pressure, mistakes are made. Doctors have to be sure they treat the illness and not the symptoms. The one mistake to not make is treating the symptom, inadequate volume, as the illness. The illness is lack of growth. Growth cures the volume.

Related Article from Chris: “Is Bigger Better?”

Chris Burand is president of Burand & Associates, LLC, an insurance agency consulting firm. Readers may contact Chris at (719) 485-3868 or by e-mail at chris@burand-associates.com.

NOTE: None of the materials in this article should be construed as offering legal advice, and the specific advice of legal counsel is recommended before acting on any matter discussed in this article. Regulated individuals/entities should also ensure that they comply with all applicable laws, rules, and regulations.

Copyright 2015 by Chris Burand. Reprinted with permission.

Spring 2016 • The Oregon Agent

21

The Inevitable Destination of

PRICE-FOCUSED Direct Insurance Sales

I

By Bill Wilson

I recently read an article about “digital insurance stores.” The article made some good points, though this was not one of them:

“Agents need to go beyond their traditional roles as sellers of auto insurance because auto is fast becoming more commoditized.” [emphasis added]

Once again, we’re told that auto insurance is a commodity. In articles (see the “Price Check” article, for example) and webinars, we’ve communicated why auto insurance in particular, and personal lines insurance in general, is not a commodity, nor is it “fast becoming more commoditized.” If anything, the opposite is true. In his paper, “Reevaluating Standardized Insurance Policies,” University of Minnesota Law School professor, Daniel Schwarcz, writes about homeowners insurance:

“The current personal-lines insurance marketplace is largely organized around a myth. That myth is that personal-lines insurance policies are completely uniform. This myth explains regulatory ruled that do nothing to promote insurance contract transparency….”

“Different carriers’ homeowners policies differ radically with respect to numerous important coverage provisions. A substantial majority of these deviations produce decreases in the amount of coverage relative to the presumptive industry standard….”

“If regulators do not act to substantially improve consumer protection in this domain, then it can be expected that coverage will continue to degrade for most carriers, in a modern-day reenactment of the race to the bottom in fire insurance that triggered the first wave of standardized insurance policies….”

Most of the agents I know recognize the demonstrated marketshare threat of direct insurance sales, but don’t fear it. Trans-

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The Oregon Agent • Spring 2016

parent competition is generally a good thing. Historically, intensified industry competition has, more often than not, resulted in more broadened, innovative products. That’s no longer the case given the lack of transparency in the marketing of direct/online insurance products.

Given a focus almost entirely based on low-price, “painless” marketing by increasingly data-driven, tunnel-visioned and shortsighted financial bean counters, what were likely seeing now is the beginning of a lemming-like stampede over a coverage oblivion cliff. Too many carriers today couldn’t care less about the role their products play in protecting American families from financial ruin…they’ve convinced themselves (and much of America) that what consumers really want and need is fast, cheap and funny and the way to sell that is through lizards with Australian accents and box store clerks who’ll sell you a generic brown paper packaged insurance product at whatever price you tell her.

So-called experts and researchers who likely have never read their own auto policies and almost certainly have never compared two or more policies tell us that car insurance is a commodity where the best deal is the cheapest price that can be quoted in 2 minutes (yes, one market implies that they can ascertain your unique exposures and quote you the right product in 2 minutes, not 15, 7.5, or 5). They tout the efficiencies of the Internet as the marketing channel that can bring even greater riches to insurers, as they predict the imminent demise of ignorant, unhip Baby Boomer insurance agents who foolishly believe that consumers need consultation and advocacy. Note, too, that virtually all of these research reports focus on the advantages to the insurance company, with almost complete disregard to the obvious disadvantages to the American consumer.

But let’s say they’re right, that the Internet provides efficiencies that traditional marketing and sales channels cannot compete

with. When all you can offer is “fast and cheap,” at some point you can’t provide that product any faster or cheaper. You’ve become as efficient as you possibly can be. So, when price is your only value proposition, what do you do at this point when you can’t cut the expense ratio any closer? Presumably, you’d look to, by far, the biggest component of premium – losses and loss adjustment expenses. So, how do you reduce that 75-80% or more premium component in order to continue to compete on price?

One way would be to actually return to underwriting. But you can’t do that when you’re quoting in 2 minutes. So, what does that leave?

Reducing coverage and/or becoming more restrictive in claims handling practices. After all, who will know? Everyone agrees that “car insurance” is a commodity, so no one is considering what the policy actually covers or doesn’t cover. Until claim time. And, on average, that’s only once every 7 years or so. So, again, no one much will notice…other than the families who lose just about everything they own because they bought an inferior product.

As Mr. Schwarcz opines, that’s exactly where the industry is headed in auto insurance unless agents make their case to the consuming public about the value of consultative selling and claims advocacy.

And unless regulators return to carefully vetting the products they approve for the marketplace to ensure that they do not leave unreasonable, potentially catastrophic coverage gaps for insureds and that they reasonably protect the public from becoming victims to overly restrictive policy exclusions and limitations.

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23

IIABO 2016 Annual Forecast Breakfast

I

IIABO hosted over 300 insurance professional, Thursday, January 7, 2016 at the Multnomah Athletic Club, Portland, OR. Everyone enjoyed and informative presentation, “Future Forecast” by renowned economic forecasting expert John Mitchell, PHD. He provided well-researched information and an accurate feel for the ups and downs of the economy for the coming year. Mark your calendars for next year’s event, same location, Thursday, January 12, 2017! You won’t want to miss it!

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The Oregon Agent • Spring 2016

Using TECHNOLOGY to Drive a Community-Based MARKETING Strategy In this ACT article, WA-based Independent Agent Claudia McClain discusses her agency’s use of blending technology and marketing to ‘win’ locally - with both consumers and her customers. Claudia discusses her strategies around community involvement, and how this integrates with automating her agency’s online & social presence with their management system. Claudia’s agency leverages industry resources, and also consistently uses process review to proactively implement ‘lessons learned’. The McClain Insurance Services agency’s results for retention rate, Net Promoter Score, and community involvement are a great example of what can be gained from direct writers by effective local action (or potentially lost by inaction).

TECHNOLOGY MARKETING

TECHNOLOGY

By Claudia McClain

I

It’s a great time be an independent insurance agent. Technology lets us reach, engage and retain customers in ways we couldn’t have imagined even a dozen years ago. It’s also a great time to live in the Seattle area. Last month, our Seahawks capped a stellar season by winning the Super Bowl.

Recently, we were able to combine these two “greats” — our industry role and our local NFL franchise’s accomplishment — to engage the community and bolster our visibility. Here’s how: Several days after the Seahawks won the NFC championship, I was contacted by PEMCO, a Seattle-based mutual insurer that helped me get my start in the business. Our agency was chosen to host what PEMCO was calling its “12th Fan” banner signing.

We reached nearly 1,900 clients with an email that pointed them to our website and a football-themed customer survey. The email enjoyed a 44.6% open rate. We picked up 20 great testimonials through the survey. And we earned an average grade of 4.95 out of five and a Net Promoter score of 95%, which means that more than 9 out of 10 clients are loyal enthusiasts who will keep buying and will refer others.

We programmed the video sign in front of our office to announce the evening event and rented portable lighting to illuminate our parking lot. We ordered pizza, salad and Skittles — the favorite candy of Seahawks running back Marshawn Lynch — to feed McClain team members working the event.

PEMCO has promoted the 12th Fan — its take on the term, “12th man,” which refers to fans that support the 11 players on the field — throughout the season. It was leveraging that promotion by creating a 100-by-40-foot banner. Fans were invited to sign the banner, which would fly over North Jersey’s MetLife Field during Super Bowl weekend.

During the event, we gathered 1,632 banner signatures — including the 12,000th one. We took lots of photos, which we’ve shared with local media and posted on our site and social platforms. We raffled off a signed Seahawks jersey. We generated buzz that continues to this day. And then our entire team went home and crashed.

With less than four days to promote the event, our six-person agency went into high gear. We issued a press release that was picked up by our newspaper, two radio stations and a local blogger. We tapped social media to promote the event with photos and video. We created a Facebook event, invited fans to attend, and paid to promote the event, boosting our reach to nearly 20,000 Facebook users.

As frantic and hectic as things were, we could pull this off very quickly because of what we’ve learned — through ACT and some wonderful friends and partners in the business — and what we already had in place to engage prospects and clients.

We built a website landing page for the event and placed a button on the home page pointing to it. We created and distributed to local businesses 2,000 postcards they could share with employees and customers, and repurposed postcard artwork to build an online ad for a local independent blog.

INDUSTRY RESOURCES Some years ago, I was blessed to meet ACT’s Jeff Yates when I served on Progressive’s National Agency Council. Staying in touch with Jeff led to opportunities to help on various ACT projects addressing agencies of the future, the social web, business intelligence and, our latest endeavor, the customer experience.

The white papers and articles these and other work groups generated have been especially useful to our agency. Frankly, Spring 2016 • The Oregon Agent

25

TECHNOLOGY

I wish more agents knew of and used them. It’s a living research center for things we encounter every day in our agencies.

The exposure through ACT to future-facing visionaries — fellow agents, associations, consultants, carriers execs and vendors — has helped us immensely as we bolster our technology and marketing capacity. These individuals focus not just on what we’re doing today, but what we must do tomorrow. Being surrounded by innovative thinkers like that — people I would not have met otherwise — gets my imagination going faster and more deliberately.

Particularly valuable are ACT discussions and resources on today’s — and tomorrow’s — insurance buyer. When we talk about how the new consumers will want to do business, my attention piques. As agents, we must stop doing transactional things consumers can do themselves. We must focus on building stronger relationships. Good technology frees up time to do this. I get especially inspired at ACT meetings by some younger agents in the group and by vendors who are helping to make us more accessible to clients. I just wish more agents were listening to the conversation.

COMMUNITY-BASED APPROACH The conversation has helped us grow organically. Today, we enjoy a 95-96% retention rate. By sustaining strong client relationships, we can grow much more effectively. Many agents say their biggest source of growth is referrals, but do they know why they are getting them? Do they have a strategy for increasing referrals beyond what just might normally trickle in? For me, community involvement and customer engagement are foundations of our growth strategy.

I frequently ask my team, “What must we do to be worthy of referrals?” There has to be a reason clients feel so bonded with our agency that they want their close friends and relatives to do business with us, too. To be worthy of referrals, we need to continue to find ways to give back to the community. We need to show a concern for things outside of insurance — things more important to our clients than insurance.

Community involvement has been part of our agency’s existence for some time. Years ago, we got involved with our local police department’s National Night Out activities. We evolved from that into sponsoring our parks department’s outdoor movie series. Before long, we were hosting our own events, including an e-cycle day — held just after Christmas — when folks come to our parking lot and safely dispose of televisions, computers and other electronics.

As an agency, we aim to do a community event every six weeks or so, but because we’ve done many of them before, it’s not that difficult to manage. When agents say they couldn’t maintain such a schedule, I suggest they start small. Master one event, learn what it entails, and then add a new event down the road. That’s how our community activities evolved. For example, each Flag Day, we do an American Flag exchange. I pull out last year’s press release, email, newsletter article and video sign, update them to promote it, and people show up.

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The Oregon Agent • Spring 2016

AUTOMATING ACTIVITY Several years ago, we began to capitalize on technology to expand our reach, promote events and build stronger relationships in the community. Of course, we had been using our agency management system to handle policy- and account-based relationships for years, and this still is the centerpiece of our business.

In the mid-2000s, we ventured online to better reach an increasingly digital insurance-buying public. We brought on a high school student, who stayed on after graduation and through college, to launch our social media presence. We partnered with a digital marketing company that designed a new site and provided a marketing engine that operates behind the scenes. Now, when people click to “get a quote,” their information is sent to us by email, and they are subscribed to various marketing sequences we designate in that engine.

Our agency management system talks to the marketing engine several times a day. This conversation eliminates rekeying. If someone requests an auto quote, they’re in our marketing engine database as a prospect. If they don’t convert right away, they become a warm lead. If we write them, they become active in the agency management system, and the marketing engine realizes they’re no longer a prospect. Once they sign on, we trigger a welcome sequence that begins with a video from me and involves a series of communications over the course of the year. It’s all done seamlessly.

We rely heavily on social media and digital community engagement to drive website traffic. I have a part-time person, Nathalie, who has worked with me since 2006. Between the two of us, we pretty much handle all of the online and other marketing. She works on everything from social media and newsletters to graphic design and programming our electronic sign.

Everyone else is encouraged to participate in social media, too.

Often, employees or their spouses share items we can promote or take part in. And whenever we come up with a hair-brained idea like, “Wouldn’t it be fun if we got a 12th man flag signed?” or “We need help with a shredding event,” they give their time willingly.

We’ve got a great team.

LESSONS LEARNED Part of the reason we could pull off the 12th Fan event so well was experience gained — and processes in place — from earlier initiatives. We had done press releases for other events, so we had that down. We are active in social media, of course, so that was a natural. Our experience with landing pages and relationships with a printer and local media let us turn on all the faucets and get the word out quickly. We have a marketing calendar for the year, which we post in our break room, that helps keep us — all of us — in the know and on track. Technology, of course, helps manage it all.

Use of the various platforms and tools helped us reinvent the agency. They give us a forward motion and a clear view of where we need to go. Knowing that automation delivers a thought-through outcome that will happen every time a situation occurs is very

freeing. It has definitely made our agency life and marketing a lot better.

It also has made customer and community lives better. Today, there are so many ways we can communicate with customers and prospect questions. Our speed of response is up; we can connect pretty much 24/7. Technology helps us communicate our agency brand and be raving fans of our community. We even leverage the tools to help local nonprofits.

MEETING THE CHALLENGE The biggest difficulty we’ve faced in our journey is sorting through which tools may not deliver as much value. It’s the typical agent bandwidth issue. Do we do as good a job on some platforms as others? Probably not. But as a personal lines agency, we focus on those we should and try to make the best possible use of them.

When fellow agents say they could never manage such an active campaign, I say, “First, get over the idea you don’t need to do it. Consumers expect us to be in these places. If you don’t have the energy or bandwidth, bring somebody in who understands the platforms and emerging technologies and can manage them.”

There are a lot more vendors now than before that can make life so simple. For example, we just launched a new iPhone app with a vendor I met at the ACT / AUGIE /AIMS Society meetings a few weeks ago. Our earlier app took us an amazing amount of time to get developed, approved and implemented. The new app has much more functionality and was launched in a matter of minutes.

My closing advice is simple: It’s easy and affordable to be in the game. Follow the trade magazines and blogs and get involved with groups like ACT; that’s where we get some of our best ideas. If you’re feeling overwhelmed, choose something, master it, and go on to the next thing. And I think you’ll agree it’s a great time to be an independent agent, wherever you are.

Claudia McClain is owner and principal of McClain Insurance Services, an Everett, Washington-based independent insurance agency she founded in 1977. Her team of four licensed agents, a receptionist and a part-time “communications director” specializes in preferred personal lines protection and serves more than 2,500 clients. The agency was named Better Business Bureau of Western Washington Business of the Year in 2012 and Everett Area Chamber of Commerce Employer of the Year in 2010. Active in her local community, Claudia is a member and past president of Everett Public Schools Foundation. She also is active in a number of insurance industry initiatives, serving on a number of national and regional carrier agency and technology councils and on the Independent Insurance Agents & Brokers of Washington Government Affairs Committee. She has been a member of various ACT work groups and currently co-chairs the Customer Experience Work Group. In addition, she is a facilitator for the HawkSoft User Group and has spoken or served as a panelist at a number of industry events, including ACT meetings and the Quantum Club Summit. Claudia was named Agent of the Year by the Independent Insurance Agents & Brokers of Washington, which presents the award “to the member agent who has rendered the most outstanding service to the insurance industry in the past year.” She can be reached at claudia@autohomeboat.com.

This article reflects the views of the author and should not be construed as an official statement by ACT.

Spring 2016 • The Oregon Agent

27

SALES,

LIKE AMERICA, IS RIGGED IN FAVOR OF THE HARD WORKERS AND SELF-DISCIPLINED

By John Chapin

L

Lately I’ve heard several politicians saying that America is rigged so that only the rich can win. They’re dead wrong.

America is still rigged for the people who are willing to roll up their sleeves, work extremely hard, and sacrifice shortterm pleasure today for long-term gain tomorrow. It’s rigged for those willing to stick a hand out to help others versus those looking for a handout. In the largest economy ever created on the planet, America is still the land of opportunity.

And life will still pay whatever price you ask, but it’s not just going to hand you the prize without you earning it, without you deserving it. Yes, America is still a do-it-to-yourself and for-yourself proposition. Sales mirrors America in this way.

If you’re willing to work hard, stay disciplined, and do what needs to be done every day, whether you feel like it or not, you can be extremely successful in sales. All of that said, it will be helpful to keep the following sales rules in mind.

THREE SALES SUCCESS RULES TO REMEMBER Rule #1: You can’t shortcut your way to success.

I recently saw a quote someone created on social media that read, “You say you work 40 hours a week? Yes, I remember my first part-time job too.” If you’re looking for a 9 to 5 job or an easy way to make money, don’t get into sales.

Sales is the lowest paying easy work and the highest paying hard work, and to be successful, you simply have to put in the hours. There is no magic bullet or secret that will make you a superstar overnight. While you want to work smart in addition to hard, in the beginning, when you are just figuring things out, hard work and long hours are required.

Especially when you are just starting out in sales, or if you are struggling, you’re objective is to be the hardest working salesperson in the organization. When I was failing miserably early in my career, what kept me around was the fact that I was the first one in the office, the last one out, and when they pulled the Tels Report, which kept track of phone calls, I was always number one on the list. Whenever I have a new salesperson struggling, I look for two things: attitude and 28

The Oregon Agent • Spring 2016

activity. Are they persistent? Are they still getting out there and swinging away with their chin up? Are they coachable and continuing to learn from their mistakes? Finally, are they going above and beyond in terms of effort? Are they outworking everyone else to learn the business and make the calls?

Rule #2: You can’t cheap your way to success.

To be successful in sales is going to require a large investment of time, effort, energy and yes, even money. You’re going to have to invest in books, audio and video programs, seminars, and other learning tools. You need to have your own personal library of educational and motivational materials. You also need to invest in the tools of your trade and other items. I remember borrowing money from my parents to buy clothes, a couple of nice pens, and office supplies so I could look the part of a successful stockbroker. I also borrowed money from them for several educational and motivational programs. This was extremely difficult for me to do. It shook my confidence and dented my ego but I had to do it if I was going to make it. Most top salespeople have a similar story about borrowing money from a friend or family member, maxing out a credit card, or taking some other huge risk when they were just starting out. Winners are always willing to place a bet on themselves.

short-term sales, and perhaps even appear to be successful to others, both of these scenarios always end badly in the long run.

The only way to sell is with complete honesty and integrity. Yes, following the rules and doing things the right way may take longer and be harder, but at the end of the day, your character and reputation will still be intact and you’ll still be able to look at yourself in the mirror. In the end, any short-term gain by cheating the system will always lead to long-term pain and a shortened career. The tried-and-true path to long-term sales success is one of honesty, integrity, and ethics.

John Chapin is a sales and motivational speaker and trainer. For his free newsletter, or if you would like him to speak at your next event, go to: www.completeselling.com John has over 28 years of sales experience as a number one sales rep and is the author of the 2010 sales book of the year: Sales Encyclopedia. For permission to reprint, e-mail: johnchapin@completeselling.com. # 1 Sales Rep w 27+ years’ experience, Author of the 2010 sales book of the year: SALES ENCYCLOPEDIA (Axiom Book Awards) - The largest sales book on the planet (678 pages).

508-243-7359 - 24/7 johnchapin@completeselling.com www.completeselling.com LINKEDIN: once logged in find me under: johnchapin1 FACEBOOK: http://www.facebook.com/johnjchapin TWITTER: http://twitter.com/johnjchapin

The truth is, if you are not investing in yourself, you’re not serious about your career and you’re not committed to success. After I do a speaking engagement or training, the first people who approach me about investing in my book, CDs, and other items are the most successful people. They have an abundance mentality and they know that even one new idea will more than cover their investment. On the other hand, I also run into the struggling salespeople with a scarcity mentality. I once had a new salesperson come up to me and say, “I don’t have $40 for your sales book. Can I just pick your brain and learn what I need to know to make it in That’s why Imperial PFS®, the leading source of funding for the IIAO membership, has sales?” That’s someone with no combeen located in the Pacific Northwest for more than 30 years. In addition to a strong mitment looking for something for nothlocal presence, we shape our business around the things that will benefit you the ing. I can’t help that person because he most—Service, Technology, Reliability and Affordability. won’t help himself.

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Rule #3: You can’t cheat your way to success.

I’ve seen people who walk in the gray areas and justify cutting a few corners to make more money faster. I’ve also seen the people who overtly lie and misrepresent their product to make some quick sales. While the first scenario isn’t as bad as the second, both of these are an attempt to “cheat” the system and bring success more quickly. And while you may make some

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Spring 2016 • The Oregon Agent

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The Oregon Agent • Spring 2016

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Spring 2016 • The Oregon Agent

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