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In most agencies, holding customers accountable seems to be one of the bigger frustrations. Have you ever thought or said "why is it always our fault when a customer has a loss that is not covered? They knew that they didn't have that coverage." For agents serious about minimizing the potential of their agency facing an E&O claim, achieving a high level of customer accountability is a great goal to strive for. To achieve this goal may require some hard work and some new initiatives. Documentation is a key but documentation is more than just words in the system. Any agency will be hard pressed to hold their customers accountable without a file that is well documented. However, documentation by itself will not get it done. Agents need to fully understand that when an E&O claim happens, the E&O carrier will look to secure the actual file in question (paper or electronic) to see what it looks like and what it contains. Solid documentation that is handled promptly, is accurate and professional will make the E&O carrier's job much easier. Conversely, a file with sketchy documentation could prove to be a problem in an E&O matter. Effective handling of client interactions is very important. Every day, customers are asking questions, modifying coverages, etc. The questions (and the answers provided) should be fully documented in the agency management system. In addition, requests to delete or decline coverage or to modify coverage in some manner should be documented as well. But documentation only in the system may not be enough. The agency should have a procedure for confirming / memorializing the discussion. Without this, mistakes can occur. Possibly, what the agency heard is not what the customer requested or possibly what the customer advised is not what they really meant. Let's take the scenario that the agency has provided a personal lines umbrella proposal and the customer calls to advise your agency that they are not going to purchase this coverage. W

Do you 'throw away' too many referrals? A producer I was working with was ecstatic one hot summer day because he had just obtained 10 referrals from a client. I was excited too and the producer was going to begin working those new referrals right away. Well, in tracking the success of those 10 referrals, only one got written. Is that good or just normal? Let's just say, both of us felt it should have been better. So, analyzing what took place led to the following results: * 2 were not reachable; the producer never connected with the decision-maker. * 2 were messy businesses that the producer realized would be declined if submitted * 3 had strong to severe loss issues * 1 failed to provide all the needed information * 1 was presented, but not sold * 1 was sold Could this one out of 10 scenario have been prevented? That is what we took it upon ourselves to evaluate. The first evaluation made was really there were only three the producer was either able to, or wanted to, quote. So, of that group, he was really one for three. But, what about the rest of the referrals - the ones not quoted? Preventable? In our analysis, many of those were preventable so that you wouldn't end up with 70 percent being "thrown away." The two that the producer was unable to reach were determined to be a problem based on the "introduction" he got from his client to those two prospects. (Note: You do ask to be introduced, don't you, when you obtain a referral?) The person calling their customer (our prospect) from the business was not someone known to them and thus, the call carried little weight. It was not a powerful introduction; it wasn't even a lukewarm introduction, so it was not surprising the producer couldn't get an appointment following that call. The five that were either messy businesses or had heavy losses weren't quality businesses. Was that the luck of the draw and he just accepted that when he asked for referrals, or could

If a Member accesses a company through Iroquois and subsequently terminates their contract with Iroquois, they are prohibited for a period of two years from seeking a direct appointment with that company. However, they are free to move that company's book to another non-Iroquois carrier. Members also agree that they will not negotiate a direct contract with a carrier that Iroquois has offered to them. If a Member doesn't like Iroquois for any reason, they can terminate the agreement without penalty by giving 90 days' notice. We are often told that our contract is much more user-friendly and less intrusive than other networks' contracts.

A Market Alliance with an Iroquois Carrier-Partner is: 1. A method of maximizing the revenue to your agency from an existing book of business; 2. A means of supporting the growth of an existing book of business; 3. A strategy for increasing commission and profit sharing revenue from all of the business you write through Iroquois Carrier-Partners; 4. Something you should explore with your Iroquois Representative. A Market Alliance occurs when a Member Agent moves an existing book of business under an Iroquois contract in order to improve results and compensation. Because of its size and historic profitability, Iroquois earns "preferred" status with the vast majority of its carriers.

Today merchant accounts are available for a number of financial situations including bankruptcy. Covered under the spectrum of a high risk account, bankruptcy is special type of risk which a regular merchant account provider will not approve.

Today merchant accounts are available for a number of financial situations including bankruptcy. Covered under the spectrum of a high risk account, bankruptcy is special type of risk which a regular merchant account provider will not approve.

What is a Prospect Pipeline Iroquois groupA prospect pipeline is the term loosely used to describe all the contacts a producer is actively working on and moving from one stage in the sales process to another. It typically resides in some form of software program the agency has or is kept in a manual list form. Stages in the sales process are defined differently by different agencies, but generally include terms like "initial contacts, qualified leads, initial diagnostic appointments made, solution proposals delivered, sales won, or sales lost." The prospect pipeline usually shows the potential revenue expected from each sale, the products potentially to be sold, the probability of the sales (as a percentage), the date and explanation for the latest status, and the timing for the next step in moving towards the sale.

A traveler without a map or route guidance will simply wander. The same is true for an agency without a business plan. In this TOOLS article we will discuss how to develop a strategic business plan

Get a student travel insurance policy from HDFC ERGO that covers a student's stay abroad for education, travel, etc. Get your education covered with a student travel insurance policy and enjoy a stress free student life abroad.

Is there a Sales Personality? Yes. That's why it takes a charismatic person to become a good salesperson. And, unfortunately, some sales personalities don't end up in sales roles in their lives. What that means is that most of the salespeople we encounter do not have the unique set of traits that would only make 14 percent of them successful. How did they get into sales? Translate that into our profession. We have a difficult time finding good producers for our insurance agencies. We advertise and interview. We look at resumes by the hundreds. We entertain anyone that the personnel recruiters bring to us.

A Market Alliance with an Iroquois Carrier-Partner is: A means of supporting the growth of an existing book of business; A method of maximizing the revenue to your agency from an existing book of business; A strategy for increasing commission and profit sharing revenue from all of the business you write through Iroquois Carrier-Partners; Something you should explore with your Iroquois Representative.

Inc. magazine recently ranked The Iroquois Group® among the nation's fastest-growing private companies. The Inc. 5000 list represents a comprehensive look at an important segment of the economy-America's independent entrepreneurs. This is the second year in a row that Iroquois has made the list. The insurance agency network that began with a handful of agencies in Western New York is now operating in 41 states, serving more than 2,250 member agencies. "Our growth has been driven by our business model which relies on strong relationships with our Member Agencies and core Carrier Partners," said Laurie A. Branch, president of The Iroquois Group. Inc. unveiled its 2017 list online at Inc.com on Wednesday. Agencies of all sizes and shapes join The Iroquois Group to increase revenue, profits and agency value. For more information, go online to www.iroquoisgroup.com.

Iroquois Midwest honored by Grange Iroquois Midwest, Inc., has earned Senior Partner designation from Grange Insurance agency network, placing Iroquois Midwest in an elite insurance group. The honor, which Iroquois has won for the fourth consecutive year, recognizes Grange's independent agent partners for their excellent performance. Iroquois Midwest has been a Grange partner since 2009. Fewer than 180 of Grange's 4,000 independent insurance agencies attained Senior Partner status in 2014, putting Iroquois in the top 14 percent of all Grange agencies. Iroquois Midwest, headed by Managing Partner Philip Dawson, is part of The Iroquois insurance Group®, one of the oldest and largest networks of independent insurance agencies, with more than 2,200 members in 40 states. The company has recently expanded to include Kentucky into its agency network. Grange Insurance agency network is a regional insurance network provider based in Columbus, Ohio. With $2 billion in assets, the company offers auto, home, life and business insurance protection. Grange, and its affiliate Integrity, operates through a network of independent agents in 13 states in the Midwest and South. Grange is in the business of protecting people's lives when and how they need it. Established in 1935, Grange has grown from rural beginnings to a financially stable enterprise that offers independent agents and policyholders the highest level of service and support. For more information, visit grangeinsurance.com. Insurance agencies of all sizes and shapes join The Iroquois Group to increase revenue, profits and agency value.

Iroquois makes Inc. magazine list Inc. magazine recently ranked The Iroquois Group® 4,884th on its 34th annual Inc. 5000, an exclusive ranking of the nation's fastest-growing private companies. The list represents a comprehensive look at an important segment of the economy-America's independent entrepreneurs. It is Iroquois' first time on the list. The insurance agency network that began with a handful of agencies in Western New York, is now operating in 41 states, serving more than 2,250 member agencies. "Our growth has been driven by our business model which relies on strong relationships with our Member Agencies and core Carrier Partners," said Laurie A. Branch, president of The Iroquois Group. The 2015 Inc. 5000, unveiled online at Inc.com and with the top 500 companies featured in the September issue of Inc. is the most competitive crop in the list's history. The average company on the list achieved a three-year growth of 490 percent. The Inc. 5000's aggregate revenue is $205 billion, generating 647,000 jobs over the past three years. Complete results of the Inc. 5000, including company profiles and an interactive database that can be sorted by industry, region, and other criteria, can be found at www.inc.com/inc5000. Agencies of all sizes and shapes join The Iroquois Group to increase revenue, profits and agency value.

Askins joins Iroquois in South Carolina Mark Askins, a Columbia, S.C. native with more than 20 years of experience in the insurance industry, has joined Iroquois South as a regional manager for South Carolina and western North Carolina. Askins spent more than 20 years with The Hartford, most recently as their Richmond, Va., branch manager. Although finishing his career with The Hartford in Virginia, Askins began it in Columbia, S.C., and he held auditing, underwriting, and management positions in their Charlotte Office. He graduated from Clemson University but is a Gamecock at heart. "Mark has worked for years with Iroquois in Virginia," said Iroquois South managing partner, David Ward "so he knows and appreciates our business model and the ways in which Iroquois adds value to our member agencies. When Mark announced that he was retiring from Hartford about the time our South Carolina Regional Manager announced he was leaving, I jumped at the chance to add Mark to our team." In addition to servicing existing member agencies in the Carolinas and enrolling new ones, Askins will lead a special initiative to further develop Iroquois' capabilities for Middle Market accounts. "Mark brings valuable expertise in the Middle Market arena," said Ward, "and we are excited that he can help our members write and retain more Middle Market accounts." Iroquois South is part of The Iroquois Group®, one of the oldest and largest networks of independent agencies, with more than 2,200 members in 41 states. Agencies of all sizes and shapes join Iroquois to increase revenue, profits and agency value. For more information, go online to www.iroquoisgroup.com