IIAK Magazine - March/April 2014

kentucky ia March/April 2014

Positioning Young Agents For Success Becoming A Social Business A Model for Success - p.22

KESA_KIAad_2013.pdf

1

10/1/13

7:26 AM

S T R E N G T H

C

I N

N U M B E R S

M

Y

Our 'Strength in Numbers' comes from our dedicated and highly-skilled employees

M

along with over 33 years of our strong commitment to be a fiscally responsible fund.

Y

Y

Everyday at KESA, we come to work with one goal in mind - to be the best. We want

MY

K

to provide the best service, underwrite accounts with precision, care for injured employees with clear and accurate communication, answer every question quickly and knowledgeably, and be the unequivocal first choice for workers' comp in Kentucky.

Contact us about our SAFETY W.O.R.K.S program at www.kesa.org.

200 Executive Park, Louisville, KY 40207 502.894.8484 | 800.367.5372 | www.kesa.org

MarApr14_IFCIBC.indd 1-2

KRFSIF full page ad 2014.indd 3

4/7/14 7:58 1/29/14 3:59 PM PM

Page 11

Page 22

Page 30

In the Spotlight 6 Young Agents Committee – Building the Future

In Every Issue 4 From The Chair Benefits Spotlight: 12 Big Benefits for Small Business with Anthem

of the Independent Agency System

8 Recognizing our PAC Contributors 10 Student Affairs 11 Cover Story: Tap Young Talent 19 Train Smarter, Not Harder 20 Avoid the Crash and Burn with Young Producers 22 Becoming a Social Business: A Model for Success 26 Electronic Policy Delivery – A Game Changer 29 2014 Agents Legislative Day 30 How to Create Healthy Workplace Competition

Group Health

15

Trusted Choice:

New Ad Campaign – Free To Do What’s Right For You

16 Industry Partners 21 People In The News 21 Welcome New Members 28 Education & Events Calendar 28 Classified Ads

THE KENTUCKY INDEPENDENT AGENT is the official magazine of Independent Insurance Agents of Kentucky, and is published bi-monthly. Editorial offices are located at 13265 O’Bannon Station Way, Louisville, Kentucky 40223, telephone (502) 245-5432; E-mail IIAK@iiak.org; FAX (502) 245-5750.

Officers

Directors

Staff

John Funkhouser, CIC, CWCA Chair; Danville (859) 236-5922

Chip Atkins Louisville, (502) 585-3600

Peggy P. Porter President/CEO

Michelle L. Love Chair-Elect; Owensboro (270) 926-2806 David M. Houk Vice Chair; Horse Cave (270) 286-2724 James D. England, AAI Treasurer; Pikeville (606) 437-7361 Stephen R. Kinkade, CPCU, AAI National Director; Leitchfield (270) 259-5465 William S. Latta, Immediate Past Chair; Henderson (270) 827-3543

Jason D. Billington, CIC Murray, (270) 753-4751 Allen J. Crawford, CIC Somerset; (606) 679-6311 Diana G. Hunt, CIC Barbourville, (606) 546-4132 Michael G. Johnson, CIC Lexington, (859) 233-1461 Aaron LaRue Bardstown, (502) 348-0050 Skip McGaw Madisonville, (270) 821-3122

Arlene Adonis-Hawkins Director of Communications Crystal Brown Administrative Assistant Katie Freshley Education & Events Director Tara Purvis Marketing Director Kristie Weyer Insurance Services Manager

Mark “Ross” Richey Bowling Green; (270) 754-4881 Ray A. Robertson, CIC Mt. Sterling; (859) 498-3410

The Kentucky Independent Agent welcomes all advertising and editorial submissions. Inquiries for advertising, news releases and editorial contributions can be directed to: Arlene Adonis-Hawkins, 13265 O‘Bannon Station Way, Louisville, Kentucky 40223, Ph: (502) 245-5432, Fax: (502) 245-5750, Email: aadonishawkins@iiak.org

Mission Statement

The mission of the Independent Insurance Agents of Kentucky, working in the public’s best interest, is to be the preeminent advocate for Kentucky Independent Insurance Agents and support their business and professional development needs.

www.iiak.org

Kentucky IA

| March/April 2014 | 3

From the M

Chair

arch Madness is upon us. We have “sprung” forward, but someone forgot to tell Mother Nature. Kudos go out to the IIAK staff on their own version of “Bracketology” (see below). I hope that you took the time to fill out your IIAK bracket. Maybe, just maybe, you saw something in one of the pairings that sparked an interest.

To my theme this year of keeping the Mission Statement out in front of the membership, the brackets help to bring this to life. “Be the preeminent advocate for the Independent Insurance Agent and support their business and professional development.”

My money went on Trusted Choice. I will be anxious to see the actual results. More importantly, I want to read the Tie Breaker Testimonials for the Champion Benefit.

To me the brand is everything. If not for the Trusted Choice Brand, we would have no need for the rest. It would be like “Proctor” without “Gamble’ or G without E. Think how strong our brand would be if all 27,000 independent agencies across this great land would co-brand Trusted Choice with their own personal brand.

Trusted Choice is the one tool that we have to help educate our clients and potential clients of why an independent agent is a better choice. Trusted Choice will help the consumer doubt their “One Size fits all” captive agent and realize it’s not the answer.

John Funkhouser 2013 - 2014 IIAK Chair Soon all Trusted Choice agents will have the opportunity to converge on D.C. for National Legislative Day. This is such a great opportunity to voice your opinion in Washington, D.C. Telling our legislators the Trusted Choice story helps us in our daily businesses.

IIABA’s staff works diligently on our behalf on a daily basis. They will be the first to tell you that while their work is important, it is your voice that matters to the lawmakers. If you can’t join us in D.C, please reach out to your representative when called on for grass roots efforts.

Don’t sit on the sidelines. Get involved in your association. Take advantage of the many benefits IIAK/IIABA offers.

Remember, membership doesn’t cost, it pays to belong.

4 | March/April 2014 | Kentucky IA

www.iiak.org

www.iiak.org

Kentucky IA

| March/April 2014 | 5

young agents

Young Agents Committee – Building the Future of the Independent Agency System

T

he Young Agents Committee of Kentucky (YAC) was established to encourage participation by those under 40 years of age or with less than

five years’ experience. YAC was created for young agents to be involved in programs and activities of IIAK and IIABA; and provide support and help foster their growth as insurance professionals.

Chair Ross Richey, AAI, CWCA Lawton Insurance Agency – Bowling Green/Central City Email: rrichey@lawtoninsurance.com

More than forty years later, the YAC has continued that mission by offering opportunities for young agents to be involved in: government affairs, professional development/education and networking. “Initially, my exposure to the Young Agents Committee while interning at Lawton Insurance allowed me to see firsthand how rewarding a career in our business could be,” says current YAC of Kentucky Chair, Ross Richey.

Chair-Elect “Being around our industry’s best and brightest helped me develop a vision for what I wanted for life upon graduation. Since that time I have

Adam T. Murphy, CISR, CPIA, CIC Lake Barkley Insurance Agency –

developed personal relationships and connections through the YAC that

Cadiz

are among the first I reach out to for advice whether it’s an opportunity or

Email: adam@lbinsurance.net

a challenge I’m facing.”

Central to the success of the YAC is support from agency principals, owners and seasoned independent agents. “While a career in insurance is very rewarding, it doesn’t come without challenges, particularly early on as you’re getting started when competing against others who are more experienced,” said Richey. “Agency Owners understand the return they

Vice Chair

can achieve by investing in the future but the YAC can help insure their

Neel Ford, AU, CPIA

investment by surrounding them with peers that will one day serve as our industry’s leaders.”

E.M. Ford & Company, LLC. – Owensboro Email: nford@emford.com

Providing young agents with the training to survive and direction to persevere, can sometimes present challenges for agency owners. “The YAC can help fill in the gaps. Sign them up for the Big “I” Sales and Leadership Conference…even drive them there and drop them off if you have to,” says Richey. “On your way, encourage your young people to dream, give them responsibility, empower them and then get out of their way. They will recognize your commitment and reward you with effort. Let the YAC help

Immediate Past Chair

YOU in doing its part and furthering our future.”

Moe Dugger, AAI Arthur J. Gallagher Risk Management

If you are a young agent and interested in finding out more information

Services, Inc. – Lexington

about participating in the YAC of Kentucky, please contact Katie Freshley

Email: moe_dugger@ajg.com

at kfreshley@iiak.org or call (502) 245-5432.

6 | March/April 2014 | Kentucky IA

www.iiak.org

young agents

Eric Harden

Nicholas Rolf

Insuramax, Inc. –

Gross Insurance Agency, LLC. –

Louisville

Fort Thomas

Email: erich@insuramax.com

Email: Nicholas.Rolf@gross-ins.com

Ex-Officio Danny Neely

Matt Meyer

Neely, Taylor, Wade Insurance, LLC –

Risk Placement Services, Inc. –

Winchester

Lexington

Email: danny@neelytaylorwade.com

Email: matt_meyer@rpsins.com

Ex-Officio Matt O’Brien

Diana Norwood, CIC, CPIW, DAE

Insuramax, Inc. –

Liberty Mutual Insurance –

Louisville

Lexington

Email: mobrien@insuramax.com

Email: Diana.Norwood@libertymutual.com

Jared Pursley

Katie Freshley – YAC Staff Liaison

Pedigo-Lessenberry Insurance Agency,

IIA of KY

Inc. – Glasgow

Email: kfreshley@iiak.org

Email: jpursley@plinsurance.com

www.iiak.org

Kentucky IA

| March/April 2014 | 7

government affairs

Recognizing our PAC Contributors Each year the voluntary contributions of individuals to the Kentucky Agents Political Action Committee (KAPAC), make it possible for independent agents to provide support to candidates serving in the state legislature. The same rings true for contributions made by individuals to InsurPAC which is the political action committee of independent agents on the national level. Together with the lobbying efforts of IIAK and IIABA’s government affairs teams and contributions from these PACs, the voice of the industry is able to be heard by our decision makers.

2013 KAPAC Contributors Charles Adams Tommy Adams Donald Anderson, Jr. Todd Anderson Philip Anderton Chip Atkins Joe Barnes Toni Beard Jason Billington Brad Blain Sandra Blain Marion C. Blair Malcolm P. Blane Logan Brewer Bryan Buchanan Barbara Buckman Brian Burkhead George Burks, II Chad Carter David Clarke Robert H. Clarkson Tim Conder Allen J. Crawford Steve Crawford Ron Crimm Gary Criscillis Thomas C. Dawson Dennis Desmond Dave Dietrichson Jim Downing Moe Dugger James England Stuart Ferguson Whitney Floyd Neel Ford Steve Ford John Funkhouser Virginia Goff William Gorman, Jr. Bill Greenwood

Frank Gross Joseph Hall, III Norman Hatter Michael Hazelwood Chad Hennessey Michael Hepp Sharon Hill Miller J. Hoffman David Houk Helen Houlihan Danny House Diana Hunt Phillip Hunt Andrea Hurley Terence Hyland Brett Ison John Ison Michael Johnson Spencer Kilijian Anna Kinkade Stephen Kinkade Aaron LaRue William Latta John Lavelle James Lavelle, Jr. Rachel Liford David Livingstone Stanley Logan, Jr. Michelle Love Glenn E. Martin, Jr. Lynn McCandless Michael McCandless Ryan McCarty William McCarty Joseph B. McClain Skip McGaw Gregory McNutt Matthew Meyer Carolyn Moran Don Mucci Adam Murphy Tim Murphy

8 | March/April 2014 | Kentucky IA

If you would like to support either of these PACs please visit www.iiak.org. or call (502) 245-5432.

The association would like to recognize those who contributed to KAPAC and InsurPAC in 2013.

Steve Nassau Diana Norwood Matt O’Brien Robert Palmer Lisa Petty Glenn Pike Charles Polin Peggy Porter Larry Powell Warren L. Pulliam Jared Pursley Reginald Rand Carolyn Reynolds Mark Richey R.C. Riley Robert J. Roberts Ray A. Robertson James Roe Bart Rowland Charles Rudd Larry Schaffer Gerald Schott Ryan Schott Morris A. Smith Brian P. Smith Gergory Souder Mark Stephens Jesse Stout Alisa Sutman Carolyn Thomason Stephen B. Thompson Steve Turner Steve Vaughn Matt Warye Robert Werner Thomas Wheeler Buddy Wilson Grady Wilson David Wiseman Laura Yount

2013 InsurPAC Contributors Charles Adams Tommy Adams Philip Anderton Chip Atkins Joe Barnes Jason Billington Brad Blain Sandra Blain Jeffrey Brown G. R. Burks David Clarke Robert Clarkson Tim Conder Allen Crawford Steve Crawford John Delpont Dennis Desmond James Downing Moe Dugger James England Bruce Ferguson Whitney Floyd Neel Ford John Funkhouser Steven Garrett Virginia Goff Bill Gorman Bill Greenwood Tim Hafling Joe Hall Eric Harden Linda Hardison Norman Hatter David Houk Diana Hunt Phillip Hunt John Ison Mike Johnson William Kantlehner Spencer Kilijian

Anna Kinkade Stephen Kinkade Aaron LaRue William Latta John Lavelle Michelle Love David Livingston Jerry Mauzy Lynn McCandless Ryan McCarty Joseph McClain Ted McClain Skip McGaw Jeff McGowan Thomas Mitchell Matt Meyer Don Mucci Adam Murphy Tim Murphy Matt O’Brien Glenn Pike Thomas Phipps Charles Polin Peggy Porter Alex Rankin Carolyn Reynolds Ross Richey Keith Riley Jim Roe Steve Roeding Allen Rudd Gerald Schott Brian Smith Bill Stiglitz Steve Thompson Steve Turner Robert Werner George Wilson Laura Yount

www.iiak.org

ROOFING

MARINE

CONSTRUCTION

Some Agents Have Seen It All. That's When They Call On Us. WORKERS' COMP INSURANCE American Interstate Insurance Company Silver Oak Casualty Inc. Toll Free: 1.800.317.0876

OIL & GAS

www.iiak.org

MANUFACTURING

|

Fax: 1.800.450.1091

|

Amerisafe.com

AGGREGATES

Kentucky IA

| March/April 2014 | 9

human resources

Student Affairs

By Katie Butler

A

for a program to qualify for unpaid status. While businesses may believe they have met all the necessary guidelines, they may be wrong.

n energetic intern works the summer away at your independent agency. They help with social media, revamp your website and sit in on agency strategy sessions. By fall, they have received valuable career training and mentoring. And you receive…a lawsuit?

It’s not as far-fetched as it sounds. According to ProPublica, more than 20 internship-related lawsuits were filed in 2013 alone. While employing interns is a standard business practice today, companies that do not adequately assess their risk exposure stand to face both reputational and financial losses.

As your agency—and your commercial clients—begins the search for a summer intern, Roy Tyson, vice president at Chubb Specialty Insurance, recommends: t

Reviewing the Fair Labor Standards Act (FLSA). Seek legal counsel and make sure your internship programs comply with the FLSA. The Department of Labor outlines specific criteria required

10 | March/April 2014 | Kentucky IA

t Formalizing your internship program. Use legal counsel to establish clear documentation regarding what your internship program provides, including a detailed description of the internship; the training experience the interns will receive and acknowledgement that the program complies with labor laws.

Upon hiring, provide all interns with a copy of an employee handbook explaining your harassment and anti-discrimination policies to help mitigate the risk of a liability lawsuit against the company. t

Assessing academic credit. Many unpaid internships provide academic credit in exchange for an intern’s work. But this is no longer enough. In the landmark “Black Swan” internship lawsuit (Glatt, et al. v. Fox Searchlight Pictures), Judge William H. Pauley III ruled that academic credit and unpaid internships are not mutually exclusive, paving the way for significant changes in the ways many organizations must compensate interns.

Katie Butler is IA editor in chief.

www.iiak.org

cover story

Tap Young Talent

by Victoria Goff

arren Hasson had never considered an insurance career until he was injured in a car accident in his early 20s. Hasson, of Encino, Calif., didn’t D know who to call about his auto insurance or what his coverage limits were. So, he says he studied his own case and took such a great interest in it that he became a licensed insurance professional.

A talent agent with a communications degree, Hasson shifted his career to work in sales at 21st Century Insurance and American International Group, Inc. before starting his own independent firm, Whins Insurance Agency, with his cousin three years ago when he was 28.

He says he strives to be a better agent than the one he had at the time of his accident by making sure his clients understand their coverage. “The reason I became a broker was to educate people on what they need,” he says.

It’s common for young professionals, like Hasson, to enter the insurance industry by chance, according to The Young Producer Study, a report produced by Reagan Consulting, which also produces the Best Practices study with the Big “I.” But the insurance agency business is “one of the best kept secrets out there as far as where young people can go and do extremely well,” says Bobby Reagan, CEO of the research firm that penned the young producers report in 2009. More agencies and brokerages need to work harder at attracting the next generation of producers, customer service representatives and agency managers, he adds.

The insurance sales agent profession is projected to grow 22% from 2010 to 2020—faster than the average rate of 14%, compared to other industries, according to the U.S. Bureau of Labor Statistics.

“The best agencies are going to be the ones that are able to attract folks for many years to come,” Reagan says. “If they don’t do that, then most of these agencies are going to end up having to sell and are not going to be in a situation to perpetuate. Even if [agencies are] not at a point of sale, they’re not going to be able to grow without attracting the next generation of talent.”

Hiring young professionals is a significant investment, which is why it’s important for agencies to have an effective a plan for recruiting, hiring and training new employees, Reagan says.

Recruitment efforts can include offering student internships, networking in the community and reaching out to entry-level professionals in other finance or sales industries, he says. In addition, agencies also need to evaluate the type of employee that they’re seeking for a job to make sure they hire the best fit.

That doesn’t mean that agencies should only look for producers. Lindsey Shank is an assistant agency manager/vice president of BB&T Insurance Services in St. Petersburg, Fla. While she doesn’t sell policies, her work includes handling administrative tasks specific to insurance, marketing the agency in the community and supporting two agency managers for the office’s overall operations.

Shank, a certified insurance counselor who has a finance degree and a 2-20 insurance license, says the industry’s range of opportunities beyond sales is appealing. She first became interested in insurance during high school when she took business courses that used curriculum from InVEST, the www.iiak.org

Big “I” program for insurance education and career development.

Her classes featured guest speakers from local agencies, field trips and other hands-on activities, exposing her to a career path that she had not previously contemplated.

After graduating from high school in 1999, Shank says she contacted one of the guest speakers about any job openings at the speaker’s agency, Iler Wall & Shonter. It hired Shank, who worked part-time through college.

Today she’s still at the agency, which was purchased by BB&T in 2004.

“I thought I would really just be there for those three months and it’s been 13 years now,” she says.

Beyond hiring, Reagan says agencies should make sure they provide adequate support for new employees, such as providing training on insurance technicalities, time management, public speaking and agency procedures.

An agency mentor program can also be an effective way to develop young hires, he adds.

The same is true for helping young agency owners launch their own firms.

Hasson credits his mentor, an established agency principal who he met through the Independent Brokers & Agents of the West, to the success of his company. He says his mentor helped show him the ropes, meet others in the industry and develop his agency.

Both Hasson and Shank say it’s important to debunk myths about working in the insurance industry. Reagan also acknowledges it’s a challenge for agencies to overcome, noting the perception of the insurance industry is that “it just has not been a real sexy profession.”

Still, Hasson and Shank say the industry can appeal to a younger generation.

Hasson says he’s also been able to integrate some of his interests into his work, such as insuring high-end homes and using technology and social media to expand his clientele. He also liked the challenge of cultivating his own business.

Meanwhile, Shank says she enjoys promoting the agency and fostering a culture of exceptional client service. She adds that her role enables her to be involved in the community and that her work has no “routine repetitiveness.”

“There’s something new every day,” she says.

Victoria Goff (victoria.goff@iiaba.net) is IA online editor.

Kentucky IA

| March/April 2014 | 11

benefits spotlight

A

Big Benefits for Small Business with Anthem Group Health

s a member of the Independent Insurance Agents of Kentucky, your

anywhere they travel – on business or on vacation – even if it’s out-of-

agency has access to quality, affordable health plans from Anthem

network. It’s all part of the Blue Cross and Blue Shield Association’s

Blue Cross and Blue Shield.

network called BlueCard. That means members have access to more than

Your company may be eligible for savings on Anthem health plan if it meets the requirements.

Choose from several valuable plans with the strong local presence that Anthem is known for.

Healthy employees can save you money You spend wisely to keep your business running.

You probably know that there’s nothing smarter

ENTHUSIASM IT’S CONTAGIOUS

than keeping your employees healthy and working.

And a sick employee can cost you hundreds of precious dollars every day.

Every Anthem plan includes important preventative care services such as: t

Yearly routine physicals

t

Well baby and well child care

t Immunizations t

Routine eye exams

t

Various routine cancer screenings

t

Members-only savings for healthy lifestyle programs

t

“I am passionate about underwriting Personal Lines. That enthusiasm gives me the ability to brighten a customer’s day and let the agent know that I really do care about the account they are sending me. They know I will get the job done for them.”

Calvin McNamara Personal Lines Manager

Personal health information and tools at anthem.com

Better options lead to better decisions Only you know which type of plan best fits your

Call me for a quote today!

888.916.7158

agency. And only your employees know which doctor or hospital best fits their personal needs.

You’ll have your choice of plans, from industryleading consumer-driven health plans (HSAs, HRAs, HIAs), to traditional PPOs, HMOs and point-of-service products.

Your employees have even more options with Anthem’s network. Try over 14,000 primary care doctors and 49,000 specialists in the Midwest

Managing General Agency Since 1920

800.666.5692

jmwilson.com

Property/Casualty • Professional Liability Commercial Transportation • Surety Personal Lines • Premium Finance

alone. And, your employees are covered almost

12 | March/April 2014 | Kentucky IA

www.iiak.org

benefits spotlight

681,000 doctors and 5,800 hospitals across the U.S. as well as access to

Complete your benefits package with:

providers in more than 200 countries. Bottom line? Everyone has the flexibility to make smart choices.

t Dental

Your total health solution

t Vision

You’ll also benefit from our health and wellness programs, which combine cutting-edge innovation with access to high-quality, personal coordinated

t

Life insurance

t

Long-term and short-term disability

t

Employee assistance programs

care. Programs put all aspects of care coordination, health improvement and preventative care together in one user-friendly resource to keep your employees healthy and productive.

Coverage that sets you apart This is what can separate you from competitors. You can offer a full

Get started today!

benefits package and take advantage of the convenience of working with

For a free quote, call Kristie Weyer at IIAK at (502) 245-5432 or email her

one carrier.

at kweyer@iiak.org.

A A new new logo logo for for aa new new era. era.

BERKSHIRE HATHAWAY

GUARD

INSURANCE COMPANIES

Upon Upon our our acquisition acquisition by

by National National Indemnity Indemnity Company/Berkshire Company/Berkshire Hathaway Hathaway in in October October of of 2012, 2012, aa new new and and improved improved GUARD GUARD emerged. emerged. A A year year later, later, we we are are pleased pleased to to introduce introduce aa new new logo logo that that better better reflects reflects our our ENHANCED ENHANCED GUARD GUARD BRAND. BRAND. As As you you can can see, see, we we highlight highlight the the immense immense resources resources available available to to us us through through our our ultimate ultimate parent parent as as we we continue continue climbing climbing to to the the top top of of our our industry industry .. .. .. while while retaining retaining reminders reminders of of the the steps steps behind behind us us – – an an assurance assurance that that the the best best of of our our old old values values still still remain. remain.

Join Join us us as as we we reach reach new new heights: heights: visit visit www.guard.com/apply www.guard.com/apply

Berkshire Berkshire Hathaway Hathaway GUARD GUARD Insurance Insurance Companies Companies are are rated rated A+ A+ (“SUPERIOR”) (“SUPERIOR”) by

by A.M. A.M. Best Best Company Company and and specialize specialize in in smallsmall- to to mid-sized mid-sized accounts accounts – – featuring featuring Workers' Workers' Compensation Compensation coverage coverage in in 35 35 states states and and complementary complementary Businessowner's Businessowner's Policy Policy (BOP), (BOP), Umbrella, Umbrella, and and Commercial Commercial Auto Auto products products in in select select jurisdictions. jurisdictions.

www.iiak.org

Kentucky IA

| March/April 2014 | 13

MADE FROM THE HIGHEST CALIBER Our Partners Are A Cut Above The Rest.

Al Torstrick Insurance Agency Barger Insurance Agency CM Moore Insurance Agency Cambridge Insurance Durrett Insurance Agency Hall & Clark Insurance Agency Harbor Insurance Agency Hayes, Utley & Associates Houk Insurance Agency Insuramax Insurance Service Center of Corbin Ison Insurance Agency

PARTNERING WITH KEYSTONE INSURERS GROUP MEANS PUTTING THE FIFTH LARGEST PRIVATELY HELD PROPERTY AND CASUALTY AGENCY IN THE NATION TO WORK FOR YOU. THE POWER OF KEYSTONE IS NOT ONLY EVIDENT BY OUR STRONG OFFERING, BUT ALSO BY THOSE INDEPENDENT AGENCIES REPRESENTING KEYSTONE INSURERS GROUP IN KENTUCKY:

Jessie Insurance Johnson & Pohlmann Insurance Latta Insurance Services Lexington Insurance Agency Limestone Agency Linville Agency Moore Insurance Agency Mountain Valley Insurance Peel and Holland Financial Group Rowland Insurance Agency Rudd Insurance Wooten Insurance Agency

Bringing the Best Together IN KENTUCKY

Call Nancy Tehan at 888.892.5865

ntehan@keystoneinsgrp.com | www.keystoneinsgrp.com | Northumberland, PA ©2014 Keystone Insurers Group ®. All rights reserved. This does not constitute an offer to sell a franchise in any state in whi ch the Keystone Insurers Group franchise is not registered.

trusted choice®

New Ad Campaign: Free To Do What’s Right For You

Trusted Choice® has launched its new advertising campaign – the “Freedom Campaign”.

T

hese days, people are looking for an insurance agent to help them find the right coverage at the right price. What they don’t realize is that not all agents are created equal. An independent agent is not trapped by one company, but can pick and choose from many to get more customized coverage and a better value. This concept is foundation of the “Freedom Campaign”.

Eye-catching humor The campaign uses humor to draw attention to this startling realization, and celebrates the advantage of the independent agent. Trusted Choice® company partners can find examples of the new advertising materials (print, online, direct, and radio) can be found in the Company Collaboration Center. To access the artwork, log-in, and go to the File Cabinet under Freedom Campaign. A presentation about the campaign presented by MARC USA, the advertising agency that created campaign and strategy, is also available. If you’re not already a Trusted Choice® company partner, learn more about the campaign.

Effectiveness by the numbers Consumer research conducted during the development of the campaign yielded compelling results: t

86% of consumers said they liked the new ads

t

84% agreed that independent agents are better suited to fulfill their insurance needs

t

78% would be more likely to use a Trusted Choice® independent agent

In addition to the new advertising materials, the elements of the campaign will also be featured on the Trusted Choice® Facebook page, as well as TrustedChoice.com. For more information on the campaign, contact Kevin Brandt at kevin.brandt@iiaba.net.

Acquisition Strategy

#4

LIGHT MANUFACTURERS

“ Light manufacturers

like our heavy-duty insurance program.”

Tanya Wentzel, Des Moines Branch Marketing Manager

With a range of insurance coverages including errors or omissions, extensive loss control resources, expert claims knowledge and local service from an independent agent like you, EMC offers an insurance program designed specifically for light manufacturers.

It’s just one of the many reasons why you and your commercial clients Count on EMC ®.

Cincinnati Branch: 800.732.5595

|

www.emcins.com

Home Office: Des Moines, IA

© Copyright Employers Mutual Casualty Company 2014. All rights reserved.

www.iiak.org

Kentucky IA

| March/April 2014 | 15

industry partners

Calling All Companies, Wholesalers and Vendors – Support Independent Agents Today!

The Independent Insurance Agents of Kentucky invites your company to become an Industry Partner.

T

The value you receive as a Partner for the year far exceeds the cost and the

receive year-round exposure to members of the Independent Insurance

of participation available: Premier, Diamond, Platinum, Gold, Silver,

Agents of Kentucky through a wide range of benefits and signifies you as

Bronze and Sterling. Each level has a sponsorship value, with benefits

a supporter of the Independent Agency System. Your backing makes it

allocated to it.

he Industry Partners program allows insurance companies, wholesalers and vendors, to support IIAK on an on-going basis. IIAK Partners

benefits you receive are exclusive only to Partners. There are seven levels

possible for IIAK to develop affordable, quality programs that enhance the professionalism of Kentucky’s independent insurance agents.

“IIAK Partners receive yearround exposure to members of the Independent Insurance Agents of Kentucky through a wide range of benefits and signifies you as a supporter of the Independent Agency System.”

Benefit to you: Year-round exposure and access to member agents of the Independent Insurance Agents of Kentucky.

Savings: The value you receive from the benefits of your participation as a Partner, far exceeds the cost.

Exclusive: Many of the benefits you receive as a Partner are not available to other companies, wholesalers and vendors—at any cost!

Convenient: This is an annual, one-time solicitation. No hassle.

Questions?

Contact IIAK by phone at (502) 245-5432 or email iiak@iiak.org

16 | March/April 2014 | Kentucky IA

(as of 3/31/2014)

Premier Level Liberty Mutual Insurance Safeco Insurance Platinum Level Arlington/Roe & Company Gold Level

Bolton & Company KEMI Progressive Risk Placement Silver Level Keystone Insurers Group Bronze Level Auto-Owners Insurance KESA

www.iiak.org

<RX·UH DQ LQGHSHQGHQW DJHQW

*RW \RXU OLIH MDFNHW RQ"

7KH %LJ ´,µ 3URIHVVLRQDO /LDELOLW\ 3URJUDP 3UHYHQW 2XU ULVN PDQDJHPHQW

UHVRXUFHV NHHS \RXU DJHQF\ IURP PDNLQJ FRPPRQ SUHYHQWDEOH PLVWDNHV

3URWHFW 2XU VXSHULRU FRYHUDJH DQG

3URVSHU :KHQ \RX NQRZ \RX KDYH

H[SHUW FODLPV WHDPV DUH LQ \RXU WKH EHVW ( 2 SURWHFWLRQ \RX FRUQHU LQ WKH HYHQW RI D FODLP FDQ IRFXV RQ JURZLQJ \RXU PRVW LPSRUWDQW DVVHW²\RXU EXVLQHVV

7KH %LJ ´,µ DQG 6ZLVV 5H DUH MRLQWO\ FRPPLWWHG WR SURYLGLQJ ,,$%$ PHPEHUV ZLWK OHDGLQJ HGJH DJHQF\ ( 2 SURGXFWV DQG VHUYLFHV 7KH ,,$%$ DQG LWV IHGHUDWLRQ RI VWDWH DVVRFLDWLRQV HQGRUVH 6ZLVV 5H·V FRPSUHKHQVLYH SURIHVVLRQDO OLDELOLW\ SURJUDP

ZZZ LQGHSHQGHQWDJHQW FRP (2

,QVXUDQFH SURGXFWV XQGHUZULWWHQ E\ :HVWSRUW ,QVXUDQFH &RUSRUDWLRQ 2YHUODQG 3DUN .DQVDV :HVWSRUW LV D PHPEHU RI WKH 6ZLVV 5H JURXS RI FRPSDQLHV DQG LV OLFHQVHG LQ DOO VWDWHV DQG WKH 'LVWULFW RI &ROXPELD Â&#x2039; 6ZLVV 5H

www.iiak.org

Kentucky IA

| March/April 2014 | 17

© 2013 SECURA Insurance

Let’s make sure they’re safe at home.

Covering all the bases since 1900 Commercial • Personal • Farm-Ag • Specialty

Train Smarter, Not Harder

human resources

by Peter L. Miller

he smartest thing an independent agency can do is recruit the brightest Tcareers. employees—and keep them by fostering education throughout their While this is important in every organization, it’s especially so for small agencies with fewer employees, where every person wears multiple hats. More often than not, the difference between succeeding and floundering often boils down to employee engagement.

front of industry expertise and customer service.

Peter L. Miller is president and CEO of Malvern, Pa.-based The Institutes, a premier provider of educational resources and professional designations for the risk management and property-casualty insurance industry.

The “2013 Kelly Global Workforce Index,” a worldwide survey of 122,000 people commissioned by workforce solutions firm Kelly Services Inc., asked what could best improve manager-employee relationships. More than half of respondents selected training opportunities, second only to salary and benefits. Opportunities for personal growth also ranked second among reasons employees would recommend their employer, just behind company culture.

Quantum Workplace’s “2013 Trends Report: The State of Employee Engagement” presented similar findings: Regardless of experience level, new training and learning opportunities ranked as one of the most important forms of recognition.

So how does employee engagement rank in the finance and insurance industry? According to Quantam, levels are slightly below the national average. But with a clear roadmap and plethora of education tools to motivate employees, insurance agencies should view this as an exciting opportunity to advance—especially considering the insurance industry has one of the broadest selections of professional designations among all industries, with new programs developed every day.

800-226-3224 www.fcci-group.com

LOCAL KNOWLEDGE. PERSONAL SERVICE. “I’m a safety nerd and my license plate proves it – it says “R U SAFE.” I love to find trends policyholders aren’t aware of, then give them a variety of ways we can work together to reduce the losses. It’s fun to see the lightbulbs go on!”

As employees fine-tune their skills and become more engaged, they propel your agency to the fore-

How to Put Education Front and Center

Linda Hudson, CSP Loss Control Consultant Midwest Region Kalamazoo, Michigan

• Require managers to include a professional development goal in annual performance objectives.

• Appoint an education coordinator in each major department or office.

• Schedule annual or semiannual company-wide education days, and encourage local offices to schedule their own “e-days.”

• Give cash awards for course and program completion.—P.M. www.iiak.org

Now, let’s talk about your business.

General liability t Auto t Property t Crime Workers’ compensation t Umbrella Inland marine t Agribusiness t Surety Coverage available in 18 states. © 2014 FCCI

KYIA14_Hudson_4.875x7.5.indd 1

Kentucky IA

3/25/14 12:00 PM | March/April 2014 | 19

young agents

Avoid the Crash and Burn with Young Producers

By Lance Cooper

M

illennials enter the nation’s sales teams as the most “parented” generation in history. This upbringing often leads to crash-landing when millennials try to take on the demanding responsibilities of monthly sales production. Sales managers are not prepared for this new generation of sales reps, and as a result, often encounter the following three scenarios.

Fast Start Fades: A sales manager hires an engaging millennial who seems full of fire and enthusiasm. The producer’s early success makes the sales manager feel good about the hire. But then it happens: he or she watches the new recruit’s enthusiasm and production fade.

Roller Coaster Rep: A new hire works hard to sell enough to meet assigned production numbers, and then falls short the next month. Back and forth, up and down. The producer sells just enough to get close to budget and then misses for two months—only to rise again, hit budget and survive being fired.

Character Losses: Despite their helicopter parents, many millennials enter a sales team without the basic character traits necessary to make a positive social impact on new customers. If they do meet their production goals, they may do so with poor customer satisfaction and unfulfilled co-worker needs.

New producers with these performance issues foster a poor sales culture with low referral rates and repeat business. This brings inconsistency to monthly sales production, creates high turnover and may impact the agency’s reputation and brand.

Building a productive sales team from new millennial candidates requires paying attention to two important areas: recruiting and coaching.

Keep young producers from crashing and burning by using these steps: 1. Screen candidates using structured questions and validated profiles designed to identify the character and sales competencies possessed by a successful sales hire. These might include honesty, strong work ethic, a desire for independence and strong listening skills, as well as the ability to present solutions and meet deadlines. Look for candidates with a motivational center— meaning they have a specific reason to excel.

2. During the first 90 days, have the producer complete a lifestyle goal-setting sheet, which details the amount of money they need to survive as well as the additional money required to fulfill a better lifestyle (building savings accounts, paying off debt, saving

20 | March/April 2014 | Kentucky IA

for new homes, etc.). You will discover some of their motivating influences; both you and the producer will know what income is important and why.

3. Get to know the producer and customize your coaching approach.

Interestingly, even helicopter-parented millennials do not often feel authority figures listen to them or that anyone has really tried to get to know them. What you learn will help you tailor your coaching for each producer. Ask coaching and mentoring questions. Start with anchor questions like, “What do you want?” followed by layered questions like, “Why is ____ important to you?” “What difference will not being able to pay for ____ make in your life?”

4. Help each producer develop a sales plan and show them the activity levels necessary to reach their lifestyle goals. Focus your producers on the activity levels (identifying prospects, making appointments and giving presentations), and then the character traits that will maintain these levels: hard work, perseverance, discipline, adaptability, inquisitiveness and good listening skills. As a mentor, teach producers how to handle setbacks and challenges.

Many millennial employees have been taught that they deserve trophies and results merely by showing up. Recognize and reward effort, courage, persistence and self-discipline. For example, reward behaviors like meeting prospecting and appointment goals or handling tough customer problems with great service. Do not harangue new producers for results in the absence of a process.

5.

Operate your sales team with standards in areas such as honest and ethical behavior, activity level, appropriate dress, customer follow-up and minimum sales results. Always explain why standards exist and how they help people. If standards are not met, make sure you enforce them at once; do not wait to make it clear what is acceptable and what is not. Then, make sure the producer knows that you believe they have what it takes to improve.

You can develop a high-performance sales culture with a millennial sales force through better recruiting and coaching. You will teach people to sell beyond quota, above survival and at the activity levels necessary for the income they want.

Lance Cooper is a keynote speaker and author of “Selling BEYOND Survival: The Essential System for High-Activity Sales Professionals.” www.iiak.org

people in the news

ACT Leader Retires after 39 Years; Berg to Succeed as New Executive Director Jeff Yates, a 39-year veteran of the Big “I” who most recently served as Agents Council for Technology (ACT) executive director, is retiring.

Since 1975, Yates served in numerous capacities within IIABA. “The Big ‘I’ is tremendously grateful to Jeff Yates for his innumerable contributions to the association and the independent agency system,” says Robert Rusbuldt, Big “I” president & CEO. “Jeff has been an amazing leader, mentor and industry trailblazer. His countless efforts, dating back to when he joined the association in 1975 as assistant general counsel to his service as CEO and his role in developing ACT, have been instrumental to the independent agency system. We will greatly miss him on our team and wish him happiness in his retirement.”

“We are also excited to have Ron Berg onboard to succeed Jeff as ACT executive director,” Rusbuldt continues. “Ron has been an active volunteer in ACT from almost the beginning and is the right person to lead this critical initiative into the future.”

Yates served in the general counsel’s office from 1975 to 1982 (as executive vice president and general counsel for most of that period).

Welcome New Members We welcome the following to membership in the Independent Insurance Agents of Kentucky since our last report: Agency Members

Pearson & Barnes Insurance, LLC. – Somerset Storm Insurance, LLC. - Owensboro

The Independent Insurance Agents of Kentucky, its officers and staff look forward to serving these new members with the best membership benefits and related products and services available.

Jeff Yates ACT Executive Director

In 1989, he spearheaded the association’s move from New York to its current headquarters in Alexandria, Va. In 1998 he was promoted to CEO and first retired in 2000. In 2001 he returned to the Big “I” to lead the ACT program as executive director.

New ACT executive director Ron Berg previously worked with MetLife Auto & Home for almost 20 years, advising on technology strategies and advocating for effective Real Time agent workflows.

He has long been involved with industry work groups and associations such as ACT, AUGIE, the Real Time/Download Campaign and numerous other user group conferences. Berg earned a degree in computer science at Alexandria College in Alexandria, Minn.

Van Zandt, Emrich & Cary Celebrates 100th Anniversary On March 19th, Louisville based agency, Van Zandt, Emrich & Cary celebrated 100 years of business. The agency was founded in 1914 and currently employs 50 professionals and serves business and individuals around the country and globally.

“We’re committed to maintaining our agency’s strength as a thriving independent, while maximizing our growth internally and externally,” said agency CEO, Mike Arnold.

IIAK congratulates Van Zandt, Emrich and Cary on a tremendous milestone.

www.iiak.org

Kentucky IA

| March/April 2014 | 21

agency management

Becoming a Social Business: A Model for Success

By Rick Morgan

“Neither do men put new wine into old bottles: else the bottles break, and the wine runneth out, and the bottles perish: but they put new wine into new bottles, and both are preserved.” (Matthew 9:17, King James version of the Bible) This parable accurately identifies the dynamic our industry grapples with as it tries to adapt, stay relevant, and make sense of the many challenges it faces in today’s rapidly evolving business environment. More often than not, agencies try to make social and mobile technologies work within the constructs of outdated business models, organizational structures and traditional processes. The result is an effort that fails. For example, social media is treated simply as a marketing tactic; a Facebook Page is launched and an administrative employee is put in charge. Disruption in day-to-day office procedures results with little if any real benefit.

Clearly, there is a difference between organizations that simply engage in social activity and execute social media tactics, and those that actually become social businesses.

What is a Social Business?

A Google search will turn up hundreds of definitions. Understanding what a social business model is and how it differs from a traditional business model is not all that simple. The concept of social business is new and still evolving. Yet, the definition below is a good start. I have followed Amber Naslund on several social channels for the past four years and consider her to be a pioneer and thought leader in this space: “Social Business is the creation of an organization that is optimized to benefit its entire ecosystem (customers, employees, owners, partners) by embedding collaboration, information sharing, and active engagement into its operations and culture. The result is a more responsive, adaptable, effective, and ultimately more successful company.

Social business can encompass using external social media, but it’s not a requirement. Technically, an organization can be a social business without engaging publicly in social media at all.” (Amber Naslund, President, Sideraworks) The concept of social business is more than theory. A growing number of agencies realize the need to adapt and understand that their business must be transformed or reinvented. They realize the need for a comprehensive social strategy that is clearly aligned with business goals. (Too often this is not the case. An Altimeter survey of nearly 700 social media professionals and executives found that only 34% of businesses felt that their social strategy was connected to business outcomes.)

Further, these agencies have senior management involvement, organizational alignment and operational processes in place that enable execution of their social strategy. They also understand the need to integrate social methodologies into their organizations in order to enable their businesses to adapt to the fast and ever changing business environment.

These agencies know that use of new technology, as well as social and mobile initiatives, will only be successful if there is an organizational and cultural transformation that changes the way employees work, interact with one another and communicate with customers and prospects – in essence, a reinvention of the agency.

22 | March/April 2014 | Kentucky IA

The concept of reinvention is not new to our industry. When we first started installing agency management systems, we found that there was a big difference between just using “automation” vs. becoming an “automated agency.” Only when agencies reinvented operational processes and procedures (remember Transactional Filing?) did their investment in technology start paying off. Only when management became involved did agency management systems transition from being primarily accounting systems to tools that supported agency service, sales, and marketing activity.

As difficult as process change is – changing an agency culture and the “people” part is even harder. It all starts with leadership.

Leadership

Charlene Li, founder of Altimeter Group, and Keynote speaker at the 2013 ACORD Insurance Systems Forum said this about social business adoption: “The biggest determinants, by far, of whether you will be successful at social business are leadership and culture.”

As mentioned above, all the technology in the world is useless if operational processes and organizational behaviors aren’t changed. Change starts from the top and an agency’s senior management and leaders are the ones responsible for facilitating this change. That is, success depends on change management initiatives being driven by agency leadership and practiced at every level from senior management down to customer service and support personnel. Thus, executives must not only talk about changing the organization; they must also become involved and demonstrate the behaviors that drive change.

This is often referred to as “transformational leadership” where the leader provides employees with an inspiring mission and vision for the organization and encourages them to challenge the status quo and to alter the landscape in which the business competes.

What does a Social Business look like?

It is difficult to understand exactly what a social business is and how it is different from a traditional business by a definition alone. Perhaps looking at some examples of the operational and organizational changes a growing number of agencies are making will make it easier to understand what becoming a social business means.

Trust Employees

Empower and trust your employees to participate on social sites on the agency’s behalf and trust that they will do the right thing. Consider starting a blog and use it to educate your customers and prospects and demonstrate your subject matter expertise. But also use it to build and strengthen your brand personality.

Agency staff will be the foundation for building a fully collaborative social business. A shift in employee behavior becomes a key success factor in driving organizational change. Encourage your employees to build personal brands on social sites. Thus, opting out of social networking activity is not an option.

Successful social businesses depend upon a team effort. They create processes that support organizational consistency. For example, when a new employee joins the agency and wants to start blogging or Tweeting on www.iiak.org

agency management

Responsive Marketing

Most personal lines and small commercial customers are interacting with agents and insurers across the full range of channels: in-person, by mobile device, by phone, and even through services like Skype or Google Hangouts.

behalf of the agency, a process should be in place that governs employee training and certification in the social media policy that the agency has in place. (See ACT’s guide to creating a social media policy.)

Flexible and responsive work

The definition of work changes – the incoming workforce will demand a more open and flexible work environment. Options as to how, when, and where work happens are expanded. For example, new models in the form of small virtual offices, expanded geographic locations, flexible work hours, 24/7 availability, outsourcing, niche or expertise-driven agents are transforming how we define work.

For example, becoming a social business means producers – in addition to using social tools to create personal brands – spend less time behind desks and more time in the field making “real life” contact, meeting in places like Starbucks.

Collaborative work environment

Develop a collaborative (vs. hierarchical) organizational structure. The new social and connected cultures have set new expectations when it comes to speed of communication and response. Traditional hierarchically structured agencies will not be able to adapt to this new standard of consumer expectation. Further, information must be available and shared – not horded, restricted or reside in silos. In fact, many agencies are inviting customers to participate in agency decisions. For example, they have customers sit on the agency’s board of directors or participate in advisory councils.

Become transparent in your communication. Customers and employees expect to communicate more seamlessly and develop personal relationships. Agencies have found that this is one of the best ways to build trust.

Community Involvement

Become personally involved in your real-life community, including active involvement and support of charitable initiatives. The profiles of successful agencies reflect social values that are embedded in the core of the organization. This is also a key value for customers – they want to do business with a company that is socially responsible.

Technology

Deploy technology that facilitates collaboration. Technology will not change an organization’s culture. However, having a strong understanding of your agency’s cultural objectives will have an impact on your technical requirements, choice of technology and how to implement and configure it. Clearly, there will be need for agency management system technology to support the new social business model. www.iiak.org

It is necessary to understand your customer and adjust your marketing and communications accordingly. For example, shift marketing dollars from traditional marketing channels to digital ones. (i.e., Yellow Page ads to digital/on-line marketing). Keep track of the communications preferences of your clients and be prepared for communications of differ types from a wide variety of devices.

Reinvention of Agency Processes

In addition to organizational and cultural changes, many traditional processes are also in need of reinvention. We need to think through how many of our everyday processes might and should change, enabled by the new technologies available to us. Everything from managing passwords, e-signatures, certificates of insurance, ID cards, online self-service, mobile options, policy delivery, billing and payment options, and even coverage offerings must change to meet current customer service expectations.

Summary

It is important to remember that consumer expectations are set by the culture, not the industry. The culture is shaped by new technologies and innovative applications of those technologies by other industries and social institutions. We have become a “social culture” and a “connected society,” where consumers are increasingly connected and empowered through changing technology to interact with and shape the world around them.

Local agents are not on the verge of extinction, but we do need to change and adapt. We are past the theoretical stage – there are a growing number of agencies that have started to make the shift/transformation. Agencies that are able to make the transition and become social businesses will be well positioned to meet the challenges of the new business landscape and the demands of the new social culture and connected society. Tying this to the opening parable, they are putting new wine in new bottles.

Additional Resources

For additional examples as to how agencies are reinventing themselves for the future, please see the following by visiting the ACT website at http:// www.independentagent.com/Resources/AgencyManagement/ACT/: t ACT’s “Agency Perspectives on the Future” Video t ACT’s “Agency Strategies for Growth” Video t 5 Ways Agency Principals Can Seize the Future by Peter van Aartrijk t Agency Strategies to Manage Change Successfully by Jeff Yates Rick Morgan (rick@Aartrijk.com), in addition serving as a consultant to ACT and chairing the ACT Social Web Work Group, is senior vice president with branding consultancy Aartrijk. He has four decades of experience in innovative technology, marketing, and publishing in the independent insurance agency system. Rick produced this article for ACT (www.independentagent.com/act). It reflects the views of the author and should not be construed as an official statement by ACT.

Kentucky IA

| March/April 2014 | 23

People who run a business know. The most valuable things

are also the hardest to get.

Your customer’s business didn’t grow overnight. It came from years of hard work, confidence in what they could do, and making smart decisions.

That’s why an insurance policy from West Bend makes sense. It protects these valuable and hard-earned businesses so your customers can focus on doing what they do best: making sure their clients look and feel their best.

And with West Bend, it’s backed by your knowledge and experience.

West Bend. Insurance your customers buy when they can’t afford anything less.

Relax...

You’ve offered each of your clients a personal umbrella policy.

Right?

It might not be quite as relaxing as a day at the beach, but knowing you’ve done everything in your power to protect the customers who trust you to help them will go a long way towards easing your mind.

Offering each and every client an umbrella not only protects those who choose to purchase the coverage. It protects your agency from liability. And it protects your book of business, since studies show that customers who have multiple policies are less likely to move their business elsewhere.

As a Big “I” member, you have access to a stand alone personal umbrella program from A+ rated carrier RLI, featuring: Limits up to $5 million available Excess UM/UIM available in all states You can keep your current homeowner/auto insurer New drivers accepted - no age limit on drivers Up to one DWI/DUI per household allowed Auto limits as low as 100/300/50 in certain cases

Competitive, low premiums for increased limits of liability Simple, self-underwriting application that lets you know immediately if the insured is accepted E-signature and credit card payment options Immediate coverage available in all 50 states plus D.C.

So cover your clients... protect your agency... and profit from umbrella sales!

Contact Jennifer Hopper, your RLI Administrator at: Email: jhopper@arlingtonroe.com Tollf Free: (800) 878-9891, ext. 8639 Local Fax: (317) 554-8551 Toll Free Fax: (888) 552-9891

technology

Electronic Policy Delivery – A Game Changer

by Susan LaBarre, CPCU, AU, AIM, PMP

bout this article: This article discusses how electronic policy delivery from Aefficiency carrier to agent, as well as from carrier or agent to insured, can heighten for both agents and carriers and create improved agency and

customer experiences. The article summarizes the recommendations of ACT’s Policy Delivery Work Group and provides helpful guidance to both agencies and carriers as they make the transition to electronic policy delivery. Following ACT’s recommendations will promote more consistency in how carriers deliver policies to their agencies electronically, and what is included in those policies.

The insurance industry is a paper hog. I dare say that insurance carriers probably generate and distribute more paper than any other industry, second only to publishers of books, magazines and newspapers. But even publishers are migrating more and more towards electronic platforms, and carriers are adapting, too.

When you compare our own industry’s dependence on paper documents five years ago to today, you generally see that most organizations have reduced their reliance on paper. With the introduction of dual monitors, smartphones and tablets, slowly we are adapting and realizing that we can effectively function without hitting “print” as often as we used to.

It simply requires changing our mindsets and getting creative about how we exchange the information, while still remaining our client’s “trusted advisors.” If technology continues to advance as it has in the last five years, think about how delivery will likely change in the next five years.

Benefits of Electronic Policy Delivery

Moving to electronic delivery is good for our planet. The average tree makes 16.67 reams of copy paper or 8,333.3 sheets, according to Conservatree.com. Increasingly, society is recognizing the need to reduce its carbon footprint, from individual consumers on up to corporations. The insurance industry generates billions of pages of paper documents annually at a significant cost. Reducing expenses by delivering policies electronically will enable us to reduce the cost of our policies, as well as preserve vital natural resources.

But it’s not all about carriers just wanting to save money. Dozens of agents tell me that when they “do the math,” reducing dependence on paper saves them time and money. These agencies want to receive their policies electronically, so they can easily enter them into their agency management system and deliver them electronically to those clients who have agreed to receive them this way.

Electronic Policy Delivery – a Game Changer for Agencies

Many agencies have turned electronic delivery into a “game changer” for their firms. How do they do this? Methods vary; however, typical agency workflows include: (1) Adopting ACORD® Activity Notes to receive policy copies electronically from their carriers directly into their agency management systems (2) Implementing a new process to obtain and retain the approval of clients to accept electronic versions of their policies and other insurance documents (3) Employing secure and registered email or an e-Signature tool to send these electronic documents to their clients securely, or providing access to these documents through a secure, password-protected portal that the agency has set up for the client.

26 | March/April 2014 | Kentucky IA

Combined, these solutions enable the typical agency to: • Eliminate scanning and indexing paper copies of many documents • Significantly reduce printing and mailing costs • Reduce the “cycle time” to deliver a policy from weeks down to days or even minutes • Increase renewal retention • Be alerted to transactions before clients are (for example, non-payment of premium or claim settlements) • Free-up staff to acquire new business, cross-sell, and service existing accounts • Compete more effectively with direct carriers.

Increasingly, consumers are demanding online access to their insurance information including auto ID cards, certificates of insurance, and copies of their insurance policies. This concerns some agents as they feel it will encourage consumers to “shop” for a better deal at renewal. However, many agents indicate that offering documents electronically has actually increased renewal retention and customer satisfaction.

Some agents also fear that many consumers are not ready to accept electronic delivery. But in reality, when agents proactively offer policyholders the choice, many agents indicate that seven out of ten actually prefer electronic documents.

Stepping Up to the Challenge

Times are changing and our industry needs to step up to this challenge by setting a positive example while at the same time positioning ourselves to compete with direct carriers. Independent agents, brokers, carriers and vendors all need to work together in order to offer our customers an electronic experience that is better than paper, if we are going to continue to thrive as an independent, value-added distribution channel.

Just think about it: we have the opportunity to offer a first-class interactive online experience to our clients, while at the same time setting an example as good “corporate citizens” by preserving our planet’s resources for future generations.

ACT’s Electronic Policy Delivery Work Group

ACT is working to bring all stakeholders together to provide recommendations and guidance on how our distribution system can transition from paper to delivering documents electronically. ACT formed a work group in early 2013 to focus on issues associated with electronic document delivery, both from the carrier to the agent, as well as from the carrier or agent to the insured. Agents, brokers, carriers and vendors all participated in the work group and spent the better part of a year considering the issues before publishing its report, “Best Practices” Recommendations for Delivery of Insurance Policies to Agents & Insureds.

Highlights of ACT’s Report

The work group hopes that the recommendations in its report will provide useful guidance to both carriers and agencies, and drive more consistency with respect to how carriers deliver electronic policies to their agents and what content and navigation capabilities they include in these policies.

The highlights of the ACT report include: •

Full copy of insured’s policy at new business and renewal www.iiak.org

technology

Historically, carriers have only sent complete policies at new business issuance to reduce the cost of printing and mailing. However, with electronic delivery, this restriction is no longer necessary. Agents want to receive a complete copy of the insured’s policy at both new business issuance and at each subsequent renewal. In addition, the insured should be sent the entire policy whether it is new business or a renewal.

•

“Agent” copies are no longer required with electronic delivery Agents should be provided, however, a full copy of what the insured receives, along with any “agent only” documents like information on commission or premium worksheets.

•

Print and delivery preferences for personal and small commercial policies differ from mid to large commercial

This is probably the most controversial part of the ACT recommendations because agents currently differ on whether small commercial policies will go the way of personal policies and be delivered directly to the policyholder through the carrier. This means the carrier would also be responsible for keeping track of which small commercial clients have elected to receive their policies electronically. Of course, even if the carrier takes over responsibility for delivering small commercial policies to an agency’s insureds, the agent can still personally deliver a copy of the policy to those clients when it is important to the relationship.

The agents participating in the work group agreed with the consensus that the carriers be responsible for the electronic delivery for both personal lines and small commercial policies, as well as the tracking of policyholders’ preferences.

The work group also agreed that the responsibility to deliver mid to large commercial policies to clients should remain the responsibility of agents and brokers. They would also be responsible for keeping track of those clients who have elected to receive their policies electronically. This enables the agent to check these policies for accuracy and to meet with clients to review and explain coverage.

Carrier delivery of small commercial policies directly to insureds may not happen overnight since many agents disagree on this point.

The important take-away here is that carriers offer their agents flexible delivery options and that we all work towards migrating to electronic delivery by proactively offering this as an option to our policyholders.

•

Document delivery to policyholders needs to be done securely and in compliance with ESIGN & UETA laws

These methods include using secure registered email, E-Signature tools that include the document as a secure attachment, a password protected client portal or storing the document on a portable form of electronic media (CD, flash drive), which is hand delivered to the client.

The agent or carrier should also: • obtain the policyholder’s written consent to receive the policy electronically and confirm that he or she is able to access the

www.iiak.org

• • •

electronic documents in the file format that is being used advise the insured that he or she can change this election at any time or request a paper copy at no cost deliver the document securely and receive acknowledgement of receipt that the policyholder has received the electronic policy.

•

Electronic delivery options need to be easy to use and navigate, as well as be mobile compatible

We have the opportunity using the technology that exists today to build an electronic “document” that offers our clients real value, peace of mind, and financial security. At a minimum these electronic policies should have a hyperlinked Table of Contents and be searchable, so that they are easy for agents and insureds to navigate. In this way, the electronic version starts to add more value than the paper copy. Of course, electronic policies should be sent in a form that permits saving and forwarding to another party.

But let’s think about creating a whole new customer experience that helps consumers understand their policies better than ever before and gives them the capability to access this insurance content through their mobile devices in innovative ways. Think of the electronic “document” with built-in “widgets” that can be used to explain coverage, limits, deductibles, exclusions and special conditions, including audio and video options. The possibilities are endless.

The migration from paper to electronic documents is an “evolution” not a “revolution.” By working together, we can do this right and create “winwins” for carriers, agents, vendors and create a value-added experience for our clients. This will take some time for all to agree and to modify systems and workflows to fully support electronic delivery. Some consumers may never fully embrace electronic documents, but the overwhelming majority will, and they will receive their documents faster and at much lower cost. So, let’s treat the exceptions as just that – exceptions.

The time is now to prepare for this inevitable direction and turn it into a competitive differentiator. It will be important for agents, brokers and carriers to work together and be proactive in encouraging their policyholders to move to electronic document delivery.

Editor’s Note: Please go to http://www.independentagent.com/Resources/ AgencyManagement/ACT/Pages/webinars/recorded-webinars/recordedwebinars.aspx to access ACT’s full report, “Best Practices” Recommendations for Electronic Delivery of Insurance Policies to Agents & Insureds, along with the work group’s recorded webinar reviewing its recommendations.

For more information on the ESIGN & UETA laws, please see ACORD’s Guidelines for e-Signature and e-Delivery in the Insurance Business, written by the law firm Locke Lord.

Susan LaBarre, CPCU, AU, AIM, PMP is Director Agency Automation & Quoting, Customer Experience, at Liberty Mutual, Commercial Insurance.

She also is Chair of ACT’s Policy Delivery Work Group. Susan wrote this article for ACT and can be reached at Susan.LaBarre@LibertyMutual.com.

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

| March/April 2014 | 27

education

Classified Ads Acquisitions

Established Louisville agency interested in acquiring insurance agencies in Jefferson and surrounding counties. If you are interested in selling, merging or need assistance with perpetuation, we would like to talk with you in confidence. Call R. Alex Rankin, CPCU or Steve B. Thompson, CPCU, at Sterling G. Thompson, Co. at (502) 585-3277.

Looking for Producers

Independent with top best markets looking to expand presence in Jefferson, Oldham or Shelby counties. Wanting Personal lines, Producer or book of business to move or purchase.

All arrangements possible, in strict confidence. Please send inquiries to Turner Insurance Agency, 2460 Shelbyville Road, Shelbyville, KY 40065 or call Kurt Turner, CPCU at (502) 633-6060.

Producer Wanted

Louisville Insurance LLC has producer opportunities with flexible compensation plans while offering ownership in book of business produced. Confidentiality provided to all interested parties. Contact Glenn Pike at 502-473-5454 or glenn@ louisvilleins.com.

To place a classified ad please contact IIAK at IIAK@iiak.org or (502) 245-5432.

28 | March/April 2014 | Kentucky IA

upcoming events www.iiak.org

You can register for these events and education seminars or find out more information by visiting www.iiak.org. You can also call IIAK by phone at (502) 245-5432 or email iiak@iiak.org. www.iiak.org

government affairs

Protecting the Industryâ&#x20AC;&#x201C; 2014 Agents Legislative Day Mother nature may have thrown a few curve balls during this yearâ&#x20AC;&#x2122;s Agents Legislative Day, held on February 5th at the Capital Plaza Hotel in Frankfort, however it did not deter the many agents and company representatives from coming out to show their support for the industry.

This yearly event brings together members and fellow industry professionals throughout Kentucky, including members of the Kentucky Association for Health Underwriters (KAHU) and the Kentucky Association for Insurance and Financial Advisors (KAIFA).

Despite being unable to meet with legislators at the Capitol on the day due to the hazardous weather conditions, attendees were able to hear from a number of speakers. Chip Atkins, IIAK board member and vice chair of

www.iiak.org

the Health Benefits Committee, along with Marcus Woodward, Navigator/ Agent subcommittee chairman of the Kentucky Health Benefit Exchange Advisory Board, provided an update on the implementation of the Affordable Care Act in Kentucky. Also speaking to attendees was Rep. Jeff Greer (D-Brandenburg) who is the chair of the 2014 House Committee on Banking and Insurance. He reiterated the importance of agent involvement in the legislative process.

Kentucky IA

| March/April 2014 | 29

agency management

How to Create Healthy Workplace Competition

Diane Rusignola

and ties it [into work] as appropriate.”

Again in your column, you discuss three approaches to creating worthwhile office competitions—make it simple, make it fun and make it social. Which is most important and why?

KA: “There are three elements of competition: One, there has to be an agreement on the rules; two, there needs to be an understanding of the stakes; and three, a way to keep score. These are key elements that have to exist. Simple and fun are critical; social is important but will come if the other two are there. I think people think [the prize] needs to be highvalue, but that’s not the case. Recognition is a huge driver of creativity.

“We’re big fans of drawings [at Progressive], even if it’s small—that keeps [employees] motivated. Because we have social media these days, you don’t have to necessarily orchestrate it. Even something as low-tech as a bulletin board is an amplifier.”

Humans are hardwired for competition, and smart companies recognize that and bring it to the workplace where appropriate, says Kevin Ament, director of communications at Progressive Insurance.

Ament, who authored Independent Agent magazine’s June Insurance Views column, “Friendly Competition Can Make Business Ideas Stick,” tells us how independent agents can successfully introduce competition at their firms—and walk away with happier, more engaged staff.

Talk a bit about your background and how you ended up in your current position.

The underlying theme in your story is getting agents to rise to the occasion when their principal may have a new objective that needs buyin. What are the hottest trends in leadership right now, and beyond creating friendly competitions, how can independent insurance agents respond to it in their own small businesses?

“It’s treating your employees like your customers. We treat our agents the same way—they are the face of more than 60% of our business, and treating them correctly is the first step to success. Put the same effort and time into something you use internally as you would externally. It’s a trend we see in the marketplace, but it’s often overlooked—[companies tend to] see employees as an extension of [themselves].

KA: “Out of college, I started as a PR and marketing consultant for a boutique agency. We focused on national restaurant content. Most of our clients did little or no advertising, and several of them were fairly well-known and didn’t feel like they needed to be spending money on [it].

I did a lot of work to help build loyalty for the brand. I [later] did a stint teaching high school marketing. Classrooms are inherently complex environments; one big challenge is students don’t see how their short-term activities will pay off in the long-term.

“Crowd-sourced engagement is also important. [At Progressive], we all vote on ideas and work on them to make them better—like My Starbucks Idea. We see that some of our best ideas internally come from someone who is not necessarily tasked with that area.”

“[After that], I went back to consulting and started working with Progressive. In 2010, I moved my family from Atlanta to Cleveland. More recently I’ve added PR, social responsibility and employee engagement to my responsibilities.”

KA: “[There are] a few things that have continuously been successful for me. A challenge for agents is that there is a lack of measurement that happens in the market. We believe at Progressive [it’s important] to have very clearly stated metrics and to track that regularly. We tend to hear agents say, ‘We just don’t know where to spend our money.’ In an age of online, there’s a lot to do out there to see if what you’re doing in the market is leading to results.

In the column you wrote for IA magazine, you talk about instituting friendly competition into the workplace. Do you think it’s a natural human inclination to enjoy competition, and not specific to the workplace?

KA: “Humans are absolutely hardwired for competition. From childhood to adulthood, every element that we do has a competitive element to it.

Children compete for parents, athletes compete on the field, and we compete in the marketplace. I think it is very much a human thing, and it’s in the workplace already, but it tends to be more centered around compensation. The smart company recognizes that this is who we are as humans

30 | March/April 2014 | Kentucky IA

If you could give independent insurance agents one piece of advice on anything related to leadership or running a small business, what would it be?

“The other is socializing success and failures. In my communications group, we’re always looking for a way to [track open-rate success]. We opened it up to the marketing team to come up with better headlines to boost our open rates. That’s a very simple thing for a principal to do and have that A/B test: setting clear objectives and measuring against them.

It’s really important.”

Diane Rusignola is IA associate publisher. www.iiak.org

KESA_KIAad_2013.pdf

1

10/1/13

7:26 AM

S T R E N G T H

C

I N

N U M B E R S

M

Y

Our 'Strength in Numbers' comes from our dedicated and highly-skilled employees

M

along with over 33 years of our strong commitment to be a fiscally responsible fund.

Y

Y

Everyday at KESA, we come to work with one goal in mind - to be the best. We want

MY

K

to provide the best service, underwrite accounts with precision, care for injured employees with clear and accurate communication, answer every question quickly and knowledgeably, and be the unequivocal first choice for workers' comp in Kentucky.

Contact us about our SAFETY W.O.R.K.S program at www.kesa.org.

200 Executive Park, Louisville, KY 40207 502.894.8484 | 800.367.5372 | www.kesa.org

MarApr14_IFCIBC.indd 1-2

KRFSIF full page ad 2014.indd 3

4/7/14 7:58 1/29/14 3:59 PM PM

/RXLVYLOOH .<

13265 Oâ&#x20AC;&#x2122;Bannon Station Way Louisville, KY 40223

Having trouble writing vacant homes? Call us today! â&#x20AC;˘ No restrictions on length of vacancy

â&#x20AC;˘ Buildings undergoing improvements also eligible

â&#x20AC;˘ Online rating at our website: www.boltonmga.com

â&#x20AC;˘ Coverage to $4,000,000

â&#x20AC;˘ Policy terms of 3, 6 or 12 months available

â&#x20AC;˘ Very competitive rates

Tracking down the right coverage for over 47 years.

2400 Waterfront Plaza â&#x20AC;˘ 325 West Main Street â&#x20AC;˘ Louisville, Kentucky 40202 Telephone 502.583.8361 â&#x20AC;˘ 800.292.6597 â&#x20AC;˘ Fax 502.584.6131 â&#x20AC;˘ www.boltonmga.com