Lifetime client revenue stream and the power of the right-fit client
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The value and experience you plan to provide to your customers, and how you plan to achieve your goals.
A successful customer strategy includes the following components:
Target customer definition
Who are your ideal customers?
Value proposition
What unique value does your agency offer customers?
Customer experience
What will your customers’ journey with your agency be?
Channels and touchpoints
What are the most effective ways to reach and engage customers?
Operating model
How will your agency deliver on its customer strategy?
The
Do you have an effective customer strategy?
How to get new clients
While it’s common knowledge that it costs less to retain clients than it does to garner new business, new business is vital to an insurance agency’s success. A good benchmark is a 10–25% growth each year.
The best way to get new clients is to:
1. Ask for referrals
2. Network
Ask yourself what you can do for others rather than what they can do for you
3. Offer incentives to new clients —be mindful of your state’s rebating laws
4. Reach out to old clients six months to a year after they leave
5. Update your website
This will keep your SEO updated and keep your agency at the top of internet searches
6. Partner with other businesses
Not only will you reach possible clients, but you might also develop a niche
7. Promote your expertise —just be mindful of what you promise. You don’t want to be caught in an E&O claim
8. Use online reviews
New clients are more likely to work with your agency if they see other people praising it
9. Be at community events/give talks at schools
Just because people might not be in the market for insurance today, doesn’t mean they won’t be looking for a policy (or two) tomorrow
difference between upselling and cross-selling
When you upsell, you encourage your insureds to purchase more insurance coverage at a higher price, which should offer them better protections. When you cross-sell, you encourage your insureds to buy related insurance products to help balance out their insurance portfolios, which also should offer them better protections.
Upselling points out the value of how additional insurance coverage would benefit insureds if they were to have an insurance claim. Cross-selling points insureds in the direction of insurance products they would have purchased anyway—and maybe from a different insurance agent or company.
TIPS
1.Understand your clients’ needs
• Practice active listening
• Ask questions
• Tailor recommendations to individual clients
2.Offer options
• Provide choices
• Highlight value
• Offer side-by-side comparisons
3.Use social proofs
• Highlight popularity
• Share client testimonials
a SOLID RETENTION RATE
Build meaningful relationships with your clients by personalizing their experience with your agency. Use your customer data to make sure your clients feel special, heard and understood. This will remind them of why they continue to do business with you year after year.
Ways to keep your retention rates up:
•Provide excellent customer service
•Personalize the customer experience
•Gather customer feedback, respond to it, and make changes if necessary
•Offer omnichannel support (e.g., phone, email, chat, social media)
•Create a positive brand experience
•Build strong relationships
•Show gratitude
CUSTOMER BEHAVIOR
Customer behavior encompasses the actions, attitudes and decisionmaking processes of consumers when they are interacting with a product, service or brand.
By understanding your clients’ behavior, you will be able to:
1.Improve products and services
2.Enhance customer satisfaction
3.Improve marketing and sales efforts
4.Increase customer retention and loyalty
What factors influence customer behavior:
Personal factors
Personality, Background and Upbringing influence values, attitudes and preferences.
Psychological factors
Perception and Attitude, which can change quickly and be difficult to predict.
Social factors
Peer Recommendations, Trends and Social Norms can influence decision-making.
Cultural factors
Values, Beliefs can shape customer behavior.
Types of customer behavior:
Complex-buying behavior
When customers are highly involved in the decision, and they have a high level of perceived risk.
Dissonance-reducing buying behavior
When customers are moderately involved in the purchase decision, and they have a low level of perceived risk.
Habitual-buying behavior
When customers are not really involved in the purchase decision and they have a low level of perceived risk.
Variety-seeking buying behavior
When customers are not involved in the purchase decision, but they constantly seek new and different
HOW TO ANALYZE CUSTOMER BEHAVIOR
1. Divide your customers into segments —demographics, psychographics or purchasing behaviors
2. Conduct surveys and focus groups —gather feedback about their experiences
3. Review your website analytics —track how users navigate your website
4. Monitor your social media —which will help you understand your customers’ opinions
5. Review the data in your CRM system —track your client interactions and their purchase history
Create a customer strategy that leads to success
The best strategies can be broken down into essential parts that can be tackled in a systematic way, which will help garner maximum success.
So, when you develop a customer strategy for your agency, you need to focus on the following key points.
Target customer definition
This is when you want to ask yourself: Who are your ideal clients? Review your current client list to identify who you’ve had the most success with and look for patterns and common characteristics. When you are building your prospect lists, try to come up with more leads that fit this description.
Using the same technique, also identify your challenging clients. By identifying what makes them difficult to work with, you can possibly avoid retaining similar clients moving forward. Regardless of the breakdown of your client base, make sure you focus most of your time and energy on your ideal current and prospective clients.
Value proposition
What unique value does your agency offer clients? Make sure it’s truly unique. Most business leaders will say they offer great customer service, but what does that mean for your agency? Does your agency offer niche insurance products, and can everyone on your team answer a client’s question about those products accurately and succinctly? Getting the right answer the first time they ask the question can mean more to clients than friendly staff people—although everyone should still be friendly when clients call. Do you take the time to get to know your clients and to ask the right questions the first time you speak with them? Rather than asking clients about the insurance they are looking to buy, you should ask exploratory questions to determine what your clients’ expectations are if they have an insurance claim. Explicit questions can get clients to think beyond the price of a policy—58% of customers are willing to pay more for a better experience, according to an article in Forbes.
Customer experience
How do your clients feel about your agency’s brand? From their first initial phone call, to hopefully their 20th renewal—and every experience in between—what will your clients’ journey be with your agency? A positive experience builds satisfaction, loyalty and a willingness to recommend your agency to others. Whereas, 1 in 3 customers (32%) will leave a brand they love after just one bad experience, according
to a PwC report—and other reports have found that the percentage can be as high as 73%.
Your relationship with your client doesn’t end when he or she signs the insurance policy. It must be nurtured to make sure it is retained.
Touchpoints and channels
Touchpoints are the moments when clients interact with your agency’s brand (e.g., browsing a website, receiving a call from your agency, seeing an advertisement); channels are the mediums used to create those actions (e.g., your agency’s website, social media platforms, emails, phone calls, in-person interactions).
What are the most effective ways to reach and engage clients? By analyzing your agency’s touchpoints and channels you can understand how your clients interact with your agency and identify areas for improvement.
Operating model
An operating model is a framework to outline how your agency functions to deliver value to your clients. It helps you answer the question: How will your agency deliver on its customer strategy? To do this you need to define the structure, strategy, processes and technologies that your agency requires to produce a valuable product or service.
To make your operating model client-centered, prioritize your clients’ needs and experiences across all aspects of your agency. You can do this by aligning your business processes and technology to deliver exceptional customer experiences and drive your agency’s growth. For your business processes, look to establish omnichannel experiences, to collect customer feedback, and to encourage employee empowerment. When you are developing your technology tools look for ways to help you deliver personalized experiences and to help you gather data so you can look for ways to improve.
Why all this matters
You already understand why it’s important to create a great customer experience for your clients. Insurance agents promise to be there for their clients on their worst day—so working with an agent they know and trust is paramount to that process.
However, it’s also good for your agency’s bottom line: Businesses that prioritize customer experience, see an 80% revenue increase, according to research by the career-planning site Zippia. It’s a practice that benefits everyone.
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BRADFORD J. LACHUT, ESQ. Director of government & industry affairs, PIA Northeast
People over logos: Grow organically, get personal
Don’t let the bowtie fool you—I’ve fully embraced the world of athleisure. My entry point into elastic waistbands and stretchy material? A pair of shorts from a high-quality workout brand, gifted by my younger brother. Before that, I was a loyal customer of the bargain bin—buying cheap gym shorts that disintegrated after a few months. But those shorts my brother sent? Five years later, they still look brand new, despite countless workouts.
Now, my closet is full of gear from that same company. Why? Not because I saw a flashy ad or targeted social media post. It’s because someone I knew and trusted vouched for them. The quality sealed the deal, sure—but I never would’ve tried the product without that personal recommendation. And, I’m not alone.
Let’s face it—if you had to choose between following a company on social media or a person who works there, you’d probably click “follow” on the person. Why? Because people trust people, not logos. It’s not exactly a groundbreaking insight, but it is one that insurance agents often overlook in their marketing strategies.
That might be because we love control—scripted messaging, branded graphics, the whole nine yards. But today’s consumers are savvy. They want to know who they’re doing business with. They want authenticity, relatability, and yes, maybe even a glimpse into your office dog’s latest nap position.1
So, how do you embrace this people-first principle without turning your insurance agency into an episode of The Office? Glad you asked.
People trust people, not corporations
There’s actual psychology behind this. Social media platforms are built around personal connection, not corporate communication. Even when you’re scrolling through a business’s content, the posts that get engagement—the ones that get liked, shared and commented on—are usually the ones that feel personal.
We respond emotionally to other people’s experiences. When your agency’s feed looks like a brochure, it gets the scroll-past.
That’s because humans are wired for storytelling and faces. There is a reason Homer’s The Odyssey is still relevant two thousand years after its oral tradition started. We respond emotionally to other people’s experiences. When your agency’s feed looks like a brochure, it gets the scroll-past. However, when you post a team photo at a community cleanup or spotlight a staff member delivering donations, suddenly it’s real—it’s relatable.
In short: we’re more likely to trust “Susan from the agency who volunteers at the animal shelter,” than we are “ABC Insurance Agency LLC.”
Put a face to the name (and the policy)
One of the easiest—and most effective—ways to build organic reach is by showing off your team being awesome in the real world. The good news is, many agencies do this already. The better news is that most aren’t doing enough of it consistently.
Have a holiday toy drive? Snap photos of your team loading boxes into the car and tag the nonprofit you’re supporting. Organizing a Thanksgiving food drive? Share pictures of the food table or post a quick team selfie at the collection site. Bonus points if someone wears a turkey costume.
The beauty here is twofold: You’re doing something good for the community, and it’s content gold. The organization you’re supporting is likely to reshare it, your employees will too—and the audience suddenly sees your agency as more than just a place that sells insurance. You become a part of the community fabric. And spoiler alert: That’s when loyalty grows.
The right way to involve employees
Now, a word of caution. This strategy only works if it’s authentic. Your employees shouldn’t feel like they’re contractually obligated to post a #bestplacestowork selfie on social media every time they volunteer.
Encouraging your team to share agency content is great—but forcing them to do so? Not so much.
Instead, create a culture in which employees want to engage with others. Make it fun. Offer small incentives for social media participation (e.g., a free lunch for the person whose post gets the most likes that month). Give them shoutouts on the agency’s page. Let them be themselves, not just brand ambassadors in khakis.
And here’s a biggie: respect personal boundaries. Not everyone is comfortable mixing work and personal social media. That’s okay—participation should be encouraged, not expected.
What not to do
While we’re here, let’s cover a few common missteps. Don’t make it all about you. Social media should be a two-way street. Engage with community posts, comment on local events and share others’ good work too—especially those of your clients!
Don’t fake it. People can smell performative content from a mile away. If
you’re posting about a cause, make sure your agency is genuinely involved. Don’t script every interaction. Some brand consistency is good, but real people talk like real people. Let your employees use their own voices. Think of your agency as a community member at a block party. Nobody wants to talk to the person handing out business cards like candy. But the ones who help to set up the tables? They probably are getting referrals without even asking.
Easy wins: Tips to get started
So, where do you start? The good news is, you don’t need a production crew or a six-month content calendar to make your agency feel more human. A few simple, consistent touches can go a long way.
Employee spotlights. Once a week, pick a staff member and share something fun about that person—maybe a favorite lunch spot, a recent vacation or what the person wanted to be when he or she grew up (spoiler: it probably wasn’t an insurance agent).2 It’s a small thing, but it helps clients and prospects see the real people behind the policies.
Everyday office moments. Then, there are those everyday office moments that might seem mundane to you, but they are gold on social media. A quick photo of the team setting up for a community event, decorating the office for the holidays or indulging in the Friday morning donut run3 adds a layer of personality that polished brand messaging just can’t match.
Partner highlights. Partnering with local organizations is another great avenue. When you collaborate with schools, shelters or nonprofits, don’t just write a check—instead, show up, take part and tell that story. Highlight the people you’re helping, and the shared effort behind it.
Milestones. Don’t overlook the simple joy of celebrating milestones. Birthdays, work anniversaries and new hires are all easy opportunities to bring warmth and energy to your agency’s feed. People love seeing those slices of real life and they are more likely to engage and reshare the content.
Testimonials. Finally, if you have happy clients who are willing to share their stories (with permission, of course), those testimonials can be incredibly powerful. Not because they praise your coverage limits or claim handling, but because they reflect the trust and connection you’ve built.
The best part? None of these efforts need to be overly polished. In fact, the less produced it feels, the more authentic it comes across. That’s the whole point—real people, doing real work, in a way your audience can relate.
Be the person, not the logo
At the end of the day, your agency is full of people—real, interesting, generous people. And, that’s what your community wants to see. The more you show your human side, the more relatable and trustworthy your agency becomes.
Insurance might not be the flashiest industry on the block, but it is personal.4 Your agency protects homes, livelihoods and futures. That’s powerful stuff—and it’s worth sharing in a way that feels just as personal.
So, the next time you’re wondering what to post on the agency’s page, skip the stock photo. Show us your people. That’s what we came for anyway.
Lachut is PIA Northeast’s director of government & industry affairs.
1 Please send all cute dog photos to govaffairs@ pia.org.
2 I wanted to be Batman. One day, Brad. One day.
3 I will take a cruller while you’re out.
4 Or commercial! Get it?! Ok I will see myself out.
Technology driven. People focused.
Today, Independent Insurance Agents need access to meaningful data, analytics, and information. That’s a major reason joining SIAA is the smart choice. We are a technology driven organization that realizes the outputs of systems and processes should empower agents to achieve more and support their success.
Wherever you are on your journey as an independent insurance agent, or on your journey to become one, we provide access to the tools, knowledge, and support you need to further your success. It’s why we exist – and why we take pride in what we do. SIAA realizes it’s about what you can and will achieve.
Learn how joining our community can make the difference in your long-term success as an independent insurance agent.
siaa.com info@siaa.com
CURTIS M. PEARSALL,
President, Pearsall Associates Inc.
AIAF,
When was the last time you read your E&O policy?
Most agents’ errors-and-omissions carriers report that commercial-lines policies generate most E&O claims. However, a significant number of E&O claims arise from the sale and service of personal-lines policies. For agents selling personal-lines policies, understanding the risks and knowing how to minimize the potential of an E&O claim are vital.
While most agents have an E&O policy, it is questionable whether they have the time to review it and truly know how to use it. Sometimes the situation is obvious, such as if you are presented with a summons and complaint. Other times it may be questionable whether it is appropriate to contact your E&O carrier. Because any two situations are rarely exactly alike, there are some good rules to go by—do’s and don’ts—that can help in these instances.
Do …
Read your E&O policy. This is great way to understand what your E&O policy covers and what it doesn’t. Every E&O policy has exclusions, so review them to determine to what degree those exclusions are of concern for your agency. Ensure you are covered for what you do and what you sell. There have been many situations in which the agent found out—after being presented with an E&O claim—that the agency didn’t have the coverage the agent thought it did.
Know your limits and how they work. Typically, agents only have one time a year to modify their limits—at renewal time. In determining the right limit for your agency, realize that the size of the agency is not a determinant of the potential size of an E&O claim. Big claims happen even with small agencies. While E&O claims arising from personal-lines policies tend to be smaller, big E&O claims happen with all types of agencies. [EDITOR’S NOTE: For more information on choosing the right limit for your agency E&O coverage, see the January issue of PIA Magazine.]
Understand how the deductible works. Are you only required to pay the deductible if your agency is determined
to be liable—or are you responsible for defense costs on claims even when your agency is absolved of any wrongdoing? Unsure? Contact the policy carrier, with which you’ve secured the coverage. Don’t wait for an E&O claim to occur to find out your responsibilities.
Use the resources/expertise of your E&O carrier. Your E&O is more than just a policy. Some E&O carriers provide their agent-customers with resources to help them manage their E&O exposure. In most cases, this involves the usual articles and tips. However, the staff of some E&O carriers (typically the claims and underwriting representatives) are available to answer questions on procedures or a multitude of other E&O matters. If a potential E&O matter surfaces, do not hesitate to contact the claims staff for their perspective. They can help guide you regarding your future actions.
Report any claim, error or concern promptly. The earlier the agent advises the E&O carrier of an issue, the quicker the carrier can begin its discovery to determine what happened.
Don’t …
Don’t admit liability or commit to a payment. There have been situations in which after an agent committed an error, he or she presumed the E&O policy would pay automatically. This is not always the case. An E&O policy is based on the concept of legal liability. If the agent made a mistake, legal liability still would need to be proven before the policy will pay.
There are many defenses E&O carriers can apply to eliminate or reduce the degree of the agent’s legal liability. For example, in most states, the client has a duty to read his or her policy. By doing so, the client would be able to determine—hopefully before the claim—that coverage was not what he or she thought it was. If it was determined that the client did not read the policy, any eventual settlement could potentially be modified.
It might be natural for an agent to want to admit he or she made a mistake, and to advise a client that the agency’s E&O
policy will pay. However, just as an agent advises a customer not to admit liability if the he or she is involved in an auto accident, agents should follow their own advice.
If a client suffers a loss only to find out he or she will not be fully paid or not paid at all, the agency should contact its E&O carrier immediately for guidance and direction. An admission of liability could impair the ability of your E&O carrier to settle the claim at the best possible terms. In some situations, it could jeopardize your E&O coverage.
More don’ts …
• Don’t approve any recorded or written statements concerning the alleged error or omission.
• Don’t alter or make changes to any records pertinent to the claim.
• Don’t discuss the matter with anyone other than your own personal counsel or E&O carrier representative.
• Don’t allow the inspection, copying or removal of any records without discussing it with your E&O carrier.
In many respects, the decisions you make regarding your E&O coverage—carrier, limit, deductible, etc.—are among the most important decisions you will make during the year,
and they can only be made before the claim. Yet the other set of decisions—those made after you have been presented with a claim—are equally important.
Work with your E&O carrier to make sure you understand your coverage and how it works. This can give you the peace of mind to help you sleep better at night.
s your client acquisition process passive—waiting for the phone to ring in hopes that new clients will find you? Do you have a proactive marketing strategy to consistently attract new clients and drive growth? When was the last time you reviewed your strategic objectives?
TAMMY KOHL and DOUG BROWN
Understanding your current revenue, the percentage of repeat or referral business and setting clear growth goals for each fiscal year are essential steps in determining your client acquisition strategy and making meaningful progress toward business expansion.
Growth through new client acquisition requires a methodical approach. Here are some marketing techniques to help elevate your agency.
Build a strong brand identity
A strong brand identity distinguishes your agency from competitors and leaves a lasting impression on clients. Consistency in branding, messaging, and customer experience is crucial for long-term success. Communicating your unique value proposition effectively across all marketing channels ensures that potential clients recognize the specific benefits of working with you.
Position yourself as a thought leader
Agency leaders position themselves as thought leaders through speaking engagements, writing industry-relevant articles, and sharing valuable insights within their professional communities. Being acknowledged as an expert enhances credibility and trust, drawing in clients and industry peers. Here’s how to accomplish this:
Speaking engagements and business organizations. Are there business organizations, such as chambers of commerce or professional associations, that offer speaking opportunities? Participating in these events can showcase your expertise and the value your agency brings to businesses and individuals. Engaging with the community through speaking opportunities allows you to connect with potential clients and establish authority in your field.
Expert panels and community events. Consider organizing expert panels that bring together professionals from various industries to provide insights on business-related topics. Collaborating with a local bank and hosting a monthly Lunch and Learn event is a great approach. Bringing together industry professionals—such as a bank representative, a local attorney, a CPA, and a leader from your agency—provides valuable knowledge to attendees while positioning your agency as a key resource.
Customer education sessions. Another innovative idea is to host customer events at your agency or another selected venue. Serve light refreshments and create an agenda focused on policy reviews. Many people understand they need insurance, but few actively review their policies to ensure optimal coverage. Hosting periodic policy review
sessions allows you to deepen relationships with your clients, educate them on their coverage options, and increase client retention and satisfaction.
Content creation and digital presence
Your website is your digital storefront. To build credibility, it must be user-friendly, visually engaging, and rich with relevant information. Search engine optimization increases visibility and drives organic traffic.
Showcasing real client success stories and testimonials provides powerful social proof. Featuring these across your website and social media platforms enhances trust and reinforces your agency’s reputation.
Establishing a strong digital presence requires consistent, high-value content. Blogs, articles and social media posts that share your expertise help position your agency as a trusted adviser. Assigning a dedicated team member to curate, schedule and manage this content ensures a steady stream of insight-driven engagement.
Use a media calendar to organize content distribution and maintain consistency. Platforms like LinkedIn offer opportunities to share thought leadership and invite participation in virtual roundtables or video conference-based discussions—extending your reach beyond local markets.
Video is another high-impact tool. Educational clips, client testimonials and brief policy explainers can showcase your agency’s unique value effectively and drive deeper engagement.
Reward customers for referrals
Referral-based leads are among the highest-quality prospects a business can receive. Often, they come with a built-in level of trust and credibility because they originate from satisfied and loyal clients.
What steps are you taking to encourage clients to refer others? Consider implementing a structured referral program that rewards insureds for bringing in new business. Rewards can be as simple as gift cards to popular local restaurants or charitable donations in the referrer’s name. (Just be mindful of your state’s rebating laws.) Engage your team to brainstorm creative incentives and personalize the program to resonate with your clientele.
Enhance customer engagement
Beyond direct rewards, nurturing client relationships through personalized outreach can drive referrals. Remain top of mind. Sending thank-you notes, anniversary emails
or small tokens of appreciation strengthens client connections and increases the likelihood of them recommending your services. Encourage satisfied insureds to leave positive reviews online, building trust among potential clients.
Incentivize your team
Your team plays a vital role in driving new business. Establish clear targets and provide ongoing support to foster a proactive sales culture. Motivate them with incentives aligned with business goals to encourage proactive client acquisition efforts.
Have you developed a bonus structure that rewards team members for generating new business? While financial incentives are effective, alternative rewards (e.g., additional paid time off, office celebrations or team outings) also can enhance motivation.
Later in this article, we discuss how to train your team to identify upselling and cross-selling opportunities within existing client relationships that can drive additional revenue, as well as how to equip them with the knowledge and tools needed to offer solutions tailored to each client’s needs.
Leverage technology for growth
In today’s digital landscape, independent insurance agencies and their carrier partners face unprecedented opportunities to expand their reach, enhance operational efficiency and accelerate revenue growth. Success hinges on how effectively these organizations utilize technology— particularly customer relationship management systems, data analytics and artificial intelligence—to strengthen client relationships and inform smarter business decisions.
personalize outreach and automate campaigns. For example, agencies can deploy email workflows that proactively inform clients about policy changes, promote relevant services or announce upcoming events—all without manual intervention. This continuous, targeted engagement fosters trust, strengthens relationships and cultivates long-term loyalty.
Strategic priorities to maximize technology
A well-implemented CRM system acts as the engine driving this transformation. By centralizing client data, tracking interactions, automating follow-ups and organizing communications, CRM platforms empower agencies to nurture leads, boost retention, and provide timely, personalized service at scale.
When integrated with AI, these systems become even more robust. AI tools can analyze client behavior, create content,
To fully harness the benefits of CRM and AI, agencies and carriers should focus on three strategic priorities:
Integrate data sources. Link CRM platforms with policy management, marketing and communication systems to create a unified, 360-degree view of each client.
Automate routine tasks. Employ technology to manage repetitive workflows such as follow-ups, appointment reminders and marketing campaigns—which allows producers and staff to concentrate on higher-value activities.
Monitor performance in real time. Utilize CRM dashboards to track key performance indicators, evaluate campaign effectiveness and adjust strategies based on real-time insights.
Clean, comprehensive data
Analytics are only as robust as the data underpinning them. Agents must emphasize the collection and continuous maintenance of high-quality client information, including:
• Communication preferences (e.g., email, phone, text, in person)
• Engagement metrics (e.g., response rates, service utilization, satisfaction indicators)
Ensuring accuracy and consistency enables agents to develop tailored solutions and enhance every client touchpoint.
From data to insight: Smarter analytics
Collected data must be converted into insights that inform action. Modern CRM platforms feature integrated analytics and AI tools that assist agents to:
Identify trends and patterns. Uncover common policy groupings, risk profiles or service gaps across client segments. Apply predictive analytics. Forecast future needs—such as renewal triggers or upsell opportunities—based on historical behaviors.
Conduct sentiment analysis. Track feedback to reveal satisfaction levels, concerns and areas for improvement. These capabilities equip agents with the intelligence necessary to anticipate, rather than merely respond to, client needs.
Transform insights into action
Insight alone doesn’t create value—execution does. Agents should use analytics to:
Personalize marketing. Tailor messages and campaigns to reflect clients’ unique profiles, behaviors and preferences.
Enhance client experience. Proactively engage clients during important milestones, such as policy anniversaries, significant life events or product eligibility periods.
Optimize internal processes. Streamline service workflows, focus on high-impact client interactions and minimize operational friction.
Your offerings, reach enhanced engagement
To achieve sustainable growth and stand out in a crowded and competitive marketplace, agents must focus on two essential strategies: creating comprehensive, compelling packages and implementing effective follow-up and customer engagement tactics.
Diversifying your offerings can attract new clients and retain existing ones. Identifying complementary or specialized coverage options expands your agency’s market reach. Encourage clients to explore bundled policies for added convenience and cost savings.
Consider offering niche insurance products tailored to specific industries or demographics, identify underserved markets that still whet carriers’ appetites and provide
customized solutions to position your agency as a leader in specialized coverage areas.
Collaborating with other businesses—such as real estate agencies, financial planners or legal firms—can open doors to new client segments. Strategic alliances create mutual referral opportunities and enhance credibility within the community.
Comprehensive service packages
Bundling products and creating customizable packages can be a game changer for agents looking to attract new clients and retain existing ones. Convenience and cost savings are top priorities for many customers. By providing a holistic approach that meets their diverse needs under one umbrella, agents can set themselves apart from competitors.
No. 1: Assess clients needs. Conduct a thorough assessment of your client base to identify common insurance needs across various demographics or business sectors. Understanding these trends enables you to create relevant and appealing packages.
No. 2: Design tailored packages. Create packages that combine complementary products—such as bundling home, auto and life insurance for individuals or providing comprehensive business insurance packages that include liability, workers’ compensation and cyber security coverage. Ensure these packages remain flexible enough to allow customization based on the client’s unique requirements.
No. 3: Price strategically. Emphasize cost savings and value by offering clear comparisons between bundled packages and individual products. Transparency in pricing enhances credibility and trust.
No. 4: Market the packages effectively. Use targeted marketing campaigns to showcase the benefits of bundled packages. Incorporate client testimonials, case studies and special promotions to capture attention. Utilize your website, social media channels and CRM tools to broadcast these offerings to current and potential clients.
No. 5: Leverage analytics. Monitor the performance of your service packages continuously. Use data analytics to refine your packages over time to ensure they remain attractive and competitive.
Follow-up, customer engagement tactics
A well-designed package is only as valuable as your ability to communicate its benefits effectively and nurture relationships with clients. Implementing consistent, proactive
follow-up and engagement strategies is critical for both retention and new business acquisition.
No. 1: Consistent follow-up. Maintain a systematic approach to following up after initial consultations, policy renewals or claims processes. Automated reminders and touchpoints can help keep your agency top-of-mind without being overly intrusive.
No. 2: Email marketing. Regular newsletters, targeted promotional emails and personalized messages can keep clients informed about new service packages, industry changes or policy updates. Ensure messaging is relevant and tailored to specific client segments.
No. 3: Personalized check-ins. Incorporate individualized outreach efforts to enhance rapport. Whether through periodic phone calls, handwritten notes or tailored emails, personal engagement helps foster loyalty.
No. 4: Surveys and feedback collection. Gather client feedback to help improve service, and to demonstrate your agency’s commitment to provide superior experience. Use surveys to gauge satisfaction with packages and follow-up processes.
No. 5: Automated follow-up sequences. CRM systems can streamline follow-up processes through automated workflows that trigger based on client interactions, such as inquiries, policy renewals or claims. This approach ensures consistency and prevents opportunities from slipping through the cracks.
Upsell and cross-sell
Let’s discuss how agents can improve their upselling and cross-selling capabilities.
No. 1: Establish clear objectives and metrics. Setting the right objectives is foundational. Clearly outline your goals, whether it’s increasing revenue per customer, improving retention or expanding product penetration. Establish key performance indicators to measure success, such as:
• percentage of clients with multiple policies (cross-sell rate);
• average revenue per policyholder;
• retention rates for bundled versus nonbundled clients; and
• response rates to upsell and cross-sell offers.
No. 2: Assess current client portfolios. Effective upselling and cross-selling starts with understanding your current client base. Segment your clients by product ownership, demographics, buying patterns and policy renewal history.
Identify opportunities by pinpointing clients who:
• hold only single-line coverage;
• haven’t updated their coverage in years; and
• fit the profile of high-value clients, but who maintain minimal coverage.
Mapping these opportunities helps differentiate between upselling (increasing coverage or upgrading policies) and cross-selling (adding complementary products).
No. 3: Develop tailored product bundles. Rather than offering unrelated products, develop logical bundles that meet specific client needs. For instance:
• Personal lines. Combining auto, home and umbrella policies.
• Commercial lines. Bundling general liability, property and cyber security insurance for small businesses.
Collaborate with carriers to offer attractive discounts for bundled packages, which can enhance the perceived value for clients.
No. 4: Leverage technology for personalized offers. Technology plays a pivotal role in making upselling and cross-selling seamless and personalized. Implement strategies such as:
• Automated alerts. Trigger alerts when clients experience life events (e.g., marriages, home purchases) that indicate upsell or cross-sell opportunities.
• Predictive analytics. Utilize AI tools to predict client needs based on policy ownership, claims history and engagement trends.
• Customization tools. Equip agents with systems to generate tailored proposals quickly and accurately.
No. 5: Train & equip the team for success. Effective training goes beyond product knowledge. It involves developing consultative selling skills that help agents understand client needs and suggest relevant coverage options:
• conduct role-playing exercises to simulate real scenarios; and
• provide scripts, FAQs and case studies to illustrate successful upsell and cross-sell efforts.
No. 6: Educate clients continuously. Proactively educating clients can enhance upselling and cross-selling opportunities significantly.
• Ongoing communication. Deploy newsletters, webinars and social media content about coverage options and their benefits.
• Risk awareness campaigns. Create content that illustrates how additional coverage can mitigate specific risks.
• Annual policy reviews. Encourage agents to conduct regular reviews to assess evolving needs and suggest appropriate enhancements.
No. 7: Implement effective sales processes. Standardize the sales process to ensure consistency and efficiency. Establish procedures for presenting upsell and cross-sell options during:
• policy inception;
• renewal conversations; and
• claim resolution discussions.
Encourage coordination between underwriting, sales and customer service teams to ensure a unified message.
No. 8: Utilize marketing campaigns strategically. Targeted marketing efforts can drive upsell and cross-sell opportunities.
• Campaigns. Use email, direct mail and social media to showcase bundled offers and special promotions.
• Personalization. Tailor messages based on client profiles and past interactions.
• Incentives. Provide limited-time discounts or benefits for bundling policies to encourage prompt action.
No. 9: Measure, adjust and optimize. Assess upsell and cross-sell performance metrics regularly. Analyze which approaches work best and refine strategies accordingly.
• Conduct surveys to gauge client satisfaction and perceived value.
• Continuously improve based on feedback and sales data.
No. 10: Foster long-term relationships. Building lasting relationships is essential for ongoing upselling and cross-selling success.
• Stay in regular contact with clients throughout the policy lifecycle.
• Develop individualized client success plans that outline how evolving needs will be met.
• Demonstrate genuine commitment to protecting clients’ interests, not just selling more products.
Conclusion
Independent insurance agents and their carrier partners that fully leverage data, analytics and CRM technology are positioned for long-term, scalable growth. By systematically capturing and acting on client insights, they can anticipate needs, tailor offerings and deliver more targeted, effective marketing—resulting in a personalized client experience, deeper relationships and a distinct competitive advantage. Enhancing revenue, strengthening retention and expanding client value require more than basic sales tactics. Strategic upselling and cross-selling demand data-driven planning, personalized engagement and consistent follow-through.
Agents who align data insights with thoughtfully designed service packages and proactive outreach elevate both reputation and market position. They become indispensable partners in their clients’ success when they understand client priorities, offer tailored solutions and build trust through consistent value delivery.
Sustainable growth stems from integrating five critical elements: strategic planning, proactive client engagement, team alignment, smart technology adoption and intentional branding. Successful agents assess and refine these elements continuously to create a clear, adaptable roadmap for staying ahead in a fast-changing industry.
In doing so, they don’t just survive—they lead.
Kohl is a partner in Trusted Advisors Network, which supports 225 independent consultants and coaches. Reach her at (484) 507-9641. For more information, visit www.trustedadvisorsnetworkllc.com. Brown is chairman/CEO of Paradigm Associates LLC. Paradigm Associates can add value to your business through strategic, executive, and sales development processes, whether you are on the insurance industry’s agency or carrier side. Visit Paradigm Associates on the web, www.paradigmassociates.us, or call (908) 276-4547.
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Lifetime client revenue stream and the power of the right-fit client
In the fast-paced world of insurance, in which new business quotes and sales velocity often serve as key measures of growth, a quieter—yet more potent force—drives true agency growth and profitability: lifetime client revenue. It is not flashy. It does not make headlines. But, it is the bedrock of sustainable, scalable success—and most insurance agents are leaving a fortune on the table by failing to leverage it fully.
If you are serious about growth, profitability and increasing your agency’s value, understanding and maximizing lifetime client revenue—especially from long-term, right-fit clients— is one of the most important strategic shifts you can make.
What is lifetime client revenue?
Lifetime client revenue refers to the total amount of revenue a single client generates throughout his or her tenure with your agency. It includes:
• initial policy commissions,
• renewals,
• cross-sells and upsells,
• fees (when applicable),
LYNN M. THOMAS, ESQ. CEO, Thomas Consulting Inc.
• ancillary services, and
• referral-driven new business.
It is not about the short-term boost from a one-time sale. It is about the long-term compounding value that comes from trust, loyalty and continuity. One client. Multiple policies. Many years. Big revenue.
Example:
A personal-lines client who pays $750 in annual commission and stays for 12 years = $9,000.
A small-business client pays $3,500 annually for 10 years, totaling $35,000.
Add just one umbrella policy? Another vehicle? A referral that leads to a commercial lead? The number keeps growing.
Now imagine this across 100, 500 or 2,000 right-fit clients. You are sitting on a goldmine— if you know how to tap into it.
Right-fit clients are the secret
Not all clients are created equal—every agent knows it. Some clients consume your time, argue over price and treat your team like a commodity. Others respect your advice, value your services and remain loyal to you, even when competitors try to lure them with attractive discounts.
We call these the right-fit clients. And, they are not just easier to work with—they are far more profitable in the long run.
Characteristics of right-fit clients
• They value relationships over price.
• They listen to your recommendations.
• They buy multiple policies.
• They stay loyal through market cycles.
• They refer other right-fit clients to you.
• They do not nickel-and-dime your staff. These clients are not just good clients—they are your ideal clients. When you attract, retain and multiply right-fit clients, your business transforms from reactive to proactive, from transactional to relational, and from a high-churn grind to a high-margin enterprise.
The cost of losing the wrong clients
Many agents measure success in terms of new business written. However, how often do they measure what they are losing through the back door?
Consider this:
• The average cost to acquire a new client is 7–13 times higher than the cost to retain an existing one. The insurance industry has the highest client acquisition cost of any industry.
• Every time clients leave, you lose not only their current revenue, but also their future lifetime client revenue and any potential referrals.
• Many agents replace loyal clients with discount-driven, low-loyalty clients, which increases the service workload and decreases profit.
• A 1% increase in client retention will generate a 25%–85% increase in profits!
So, yes—it’s not just about getting more clients; it is about keeping the right ones longer. When you know which ones you want to keep, it is easier to provide what they want and how they want it. By nature, we are loyal. No one wakes up and thinks, “I hope my dry cleaners ruin my pants today, so I can spend the little free time I have to find another service provider.” If anything, we are hoping and praying that everything works well. The same applies to your clients; they do not want to leave. We literally push them out the door by not showing that we care and continue to neglect them.
The compounding effect of retention
The reason lifetime client revenue is so powerful is because of compounding—the same principle that fuels investment
growth. The longer clients stay, the more valuable they become, not just in revenue, but in predictability and business stability.
Let’s break it down:
You are not just collecting renewals—you are deepening relationships, adding value and expanding your footprint within the client’s world. As you grow with your client, your lifetime client revenue increases exponentially. Unlike marketing spend, which fluctuates year by year, lifetime client revenue becomes a predictable, stable and reliable revenue engine that drives organic growth and increases your agency’s valuation.
Why most agencies miss this opportunity
There are several reasons agencies underutilize lifetime client revenue:
Incentives are misaligned. Often producers are compensated based on new business, not client retention or growth over time.
Data is not tracked. Many agencies lack visibility into the lifetime value by client segment or account type.
Retention feels passive. There is a perception that “if the client renews the policy, we’re good.” However, retention requires a strategic approach, effective communication and deliberate intention.
No segmentation. Agents who treat all clients the same miss the chance to invest more in the right-fit clients who generate higher lifetime client revenue and are the engines for growth.
This is when a strategic shift can create a massive competitive edge.
How to maximize lifetime client revenue
If you want to grow profitably, retain right-fit clients, and build a business with staying power, here is your playbook:
No. 1: Define your right-fit client profile. What makes a client ideal for your agency? Go beyond revenue and consider objective criteria:
• Industry (for commercial)
• Number of policies
• Responsiveness to advice
• Claims behavior
• Pays on time
• Has referred others
• Attitude and alignment with agency values
When you move from being a vendor to a valued adviser, you elevate your agency’s position and pricing power.
Create a client profile that your whole team understands. Build your marketing, service and sales strategies around attracting more of these right-fit clients.
No. 2: Segment and track your book. Your book of business is not a single, comprehensive list—it is a portfolio. Segment it by:
• Client type (personal, small commercial, large commercial)
• Revenue per client
• Longevity
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Look for patterns. Identify your most profitable segments. Then ask: How do we replicate these clients?
No. 3: Build a proactive retention strategy. Retention does not happen by accident. It is strategic and engineered. Here is how to make it a strategy:
• Onboarding. Set expectations, educate clients, and build early trust.
• Annual reviews. Reinforce value, identify gaps and strengthen coverage.
• Cross-selling. Offer bundled solutions that protect more and stick better.
• Proactive outreach. Check in before the renewal— not after it.
• Loyalty rewards or VIP programs. Recognize tenure and referrals.
• Client education. Provide updates on coverage changes, market trends and protection strategies. Clients who feel seen, served, cared for and supported are less likely to shop elsewhere. They will stay.
No. 4: Train your team to think long-term. Your staff members have the most contact with clients—make sure they are not just answering questions but also reinforcing value. Train them to:
• Spot upsell and cross-sell opportunities
• Reinforce the agency’s advisory role
• Use language that increases stickiness (“We are building a long-term plan.”)
• Document and act on client preferences
When your team is aligned on maximizing lifetime client revenue, small conversations turn into big wins.
This tells you where you are strong—and where you are losing revenue.
The advantage you did not know you had
In today’s marketplace, where consumers can compare quotes in minutes and switch carriers with a click, your true differentiator is not the lowest price—it is the relationship. When you move from being a vendor to a valued adviser, you elevate your agency’s position and pricing power.
And here is the bonus: Right-fit clients do not want to shop. They want to trust someone. They want to feel protected
In an age of automation and digital disruption: Humanity wins.
Personal connection wins. Long-term thinking wins.
and cared for. They want someone to call when things go sideways. If you provide that consistently, they will not leave.
From volume to value
When agencies adopt a lifetime client revenue mindset, everything changes: You stop chasing cheap clients, and you start attracting quality ones. You prioritize depth over width, and you deepen your book of business without expanding your headaches. You start seeing every client as a long-term asset, not a one-time sale. And, you move from firefighting to building a future.
Lifetime client revenue is not just a metric. It is a business philosophy. And once you adopt it, you will never go back.
Growth without retention is just treadmill work
Here is a reality check: If your agency loses 15% of its book of business every year, you must grow by at least 20% in new business to stay ahead—that is only a 5% growth. That is exhausting. But if you retain the right clients longer, your growth compounds naturally.
In the next decade, the most successful agents will not be the ones who write the most policies. They will be the ones who retain and grow the most valuable relationships.
So, ask yourself: Who are your right-fit clients? What are you doing to keep them? How are you measuring their lifetime value? And, are you treating them like the future of your business?
Because they are.
Thomas is the country’s leading employee and client retention expert with over 35 years of experience, mostly in the property/ casualty insurance industry. Thomas Consulting uncovers novel and innovative ways for businesses to attract and retain fiercely loyal employees and clients, and help them build high-retention, and high-lifetime client revenue client bases. Reach her at Lynnthomas@thomasconsuilitngwins.com or (781) 899-4210.
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DAVE KAHLE President, Kahle Way Sales Systems
Are you focused or fuzzy?
Most people operate in the Fuzzy Zone. However, learning to focus can make everything better. Let’s begin with some definitions.
Fuzzy refers to the way many people think about things and decide what to do. Fuzzy means that their observations, concepts and decisions are vague and general. Focused means that their ideas, their observations and their decisions are more precise.
Here’s some examples. In my world, I often teach B2B salespeople how to sell better. One module teaches the practice of asking better questions. After the module, when I ask the salespeople to make a commitment to put that practice into their routines, I’ll often get something like this: “Asking better questions is a good idea. I’ll try to do that.” That’s a good intention, but it’s too fuzzy to translate into changed behavior. You could neglect to put any effort into it, and watch it fade away and never turn into changed behavior.
However, if that same salesperson were to commit like this: “I’ll spend time before every sales call creating at least three good questions I want to ask,” then that commitment is focused—precise and verifiable. As you consider each of these responses, it is obvious which would more likely be transferred into changed behavior. One thought is fuzzy, the other is focused. A little bit of mental work—moving from fuzzy to focused—can make the difference.
Beyond sales
While the example I used speaks to salespeople, I find examples of fuzzy thinking at every level of an organization. And, I find it to be the rule, not the exception. Often, I’ve thought of my work as a consultant as helping people move from fuzzy to focused.
Here’s an example from sales management. Let’s say a manager wants his sales team to spend more time acquiring new customers. The fuzzy way would be to give a direction like this: “Guys, we need new customers. So, I want you to spend more time cold calling and developing prospects.”
Whether it is a strategic planning meeting, a community meeting or anything in between, asking for a focused commitment will enhance the likelihood of positive action to follow.
Because the direction is fuzzy, it likely won’t make a bit of change. However, that same sales manager could energize the team by being more focused, saying: “We need new customers. A new customer is someone who has not purchased from us in two years and spends at least $1,000 in a two-month period. In the next quarter, I’m expecting to see two new customers from each of you.”
Not only does the more-focused direction stimulate the kind of behavior you want, but the opposite also is true. Fuzzy directions lead to differing expectations, frustration and conflict. For example, our fuzzy sales manager may be confronted with a difference of opinion about what constitutes a new customer. Or, what “more time cold calling” means. The fuzzy direction encourages misunderstandings and conflict.
Here’s another example: Often, I’ve been asked how to help reactive, customer-service-type, inside-salespeople become more proactive. This will not happen if you ask the salespeople to, “Spend some time every day making outbound calls.” It is far more likely to stimulate the behavior you want
if you say, “I’m expecting you to make 10 outbound sales calls to existing customers each day, and to record the calls and results in the customer relationship management system.” Again, one direction is fuzzy, the other focused. This concept can apply to many different situations. I facilitate small group meetings. I’ve found that beginning with a focused question impacts the quality of the interaction dramatically. For example, in one CEO roundtable meeting, the host announced that he wanted “to discuss employee engagement.” At the fuzzy request, the group sat silently. I suggested that we focus on the question, “What are some things we have done—or seen done—to promote employee engagement? Let’s create a list.” The group jumped right in and began a spirited discussion. In any group discussion—which has the objective of coming to a decision
or creating an action plan—the more focused the starting point, the more likely there is a positive outcome. Not only that, but the ending direction can make all the difference in stimulating positive action. Whether it is a strategic planning meeting, a community meeting or anything in between, asking for a focused commitment will enhance the likelihood of positive action to follow.
Get focused
The process of setting goals is fertile ground for moving from fuzzy to focus. “I’m going to lose weight” is a good intention, but too fuzzy to prompt any changed behavior. “I’ll weight 200 pounds on Sept. 1,” is focused and much more likely to stimulate positive action. Learning to move from fuzzy to focused makes everything better. I challenge everyone to start by creating a commitment that begins with the words: “I will
…,” and describes a specific, verifiable behavior. Then, focus on turning your fuzzy goals into focused objectives, which should lead to positive action. Kahle is one of the world’s leading sales authorities. He’s written 12 books, presented in 47 states and 11 countries, and he has helped enrich tens of thousands of salespeople and transform hundreds of sales organizations with his various programs, such as Menta-Morphosis® Learning System and the Kahle Way® Selling System programs. Sign up for his free weekly Ezine (www.davekahle.com/ ezine-subscribe). His book, How to Sell Anything to Anyone Anytime, has been recognized by three international entities as “one of the five best English language business books.” Check out his latest book, The Good Book on Business.
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Electronic records, website accessibility and more
Conn.: Agent’s rights
Q. What rights do I have when an insurer wants to terminate our contract?
A. Your rights begin with the contract itself. Generally, the insurer must adhere to the terms of your agreement with it. In addition, certain restrictions are placed on contract terminations in Sections 38a-709 and 710 of the Connecticut Insurance Law.
The insurer must give no less than 90 days’ written notice of termination. Policies normally qualifying for renewal must be renewed for 18 months following termination at the rate of commission afforded the agent during the 12 months prior to the notice.
Further, no agency contract may be terminated (or amended) solely because of adverse underwriting experience for the two years preceding the date of cancellation (or amendment).—Danielle Caswell, Esq.
N.H.: Fees and commissions
Q. What is the interplay between fees and commissions in New Hampshire? Can a producer receive both?
A. A producer can receive commissions (as per New Hampshire Revised Statutes, Section 402-J:13), and a consultant can receive fees (as per Section 405:44-a). A person who acts in both capacities can receive both types of compensation. However, a producer may not act as a consultant and a producer on the same transaction; to do so would constitute double dipping—a prohibited trade practice.—Bradford J. Lachut, Esq.
Vt.: Electronic record retention
Q. Can I keep electronic records and dispose of the originals? How long do I have to maintain records?
A. According to the Department of Financial Regulation’s Regulation 99-01 INS 2000, records that are required to be preserved and retained may be maintained in paper, pho-
tograph, microprocess, magnetic, digital, mechanical or electronic media. They also can be stored in or by any other information storage device or process that forms a durable medium, and provides reasonable assurances against tampering and degradation of any reproduction of the original record. They also need to be able to be transferred to paper—in an accurate and legible written form—within a reasonable time.
Any record that has a signature must be retained in such a manner that if reproduced/copied the signature is present.
For example, if you have a Word version and a hard-copy signed version of a document, the hard-copy signed version must be retained in some format so if a copy is requested the original bears the signature.
Additionally, for records required to be maintained by an insurer or related entity, the following retention periods shall apply:
1. Policy records shall be maintained for the longer of:
• five years from the expiration date of the policy, or
• until such time as the insurer is no longer required to maintain a reserve to pay claims under the specific insurance policy.
2. Declined applications shall be maintained for at least one year.
3. Claims records shall be maintained for two years from the settlement of the last claim filed.
4. Rate and form filing records must be maintained for at least two years after the expiration date of any policy that uses the rate or form, for approved filings, and for six months, for disapproved filings.
5. Financial records shall be maintained:
• by domestic companies, until they have been subject to an examination and a report of the examination has been made by the department; or
• by foreign insurers, as required by the laws of their jurisdiction of domicile.
6. All other records required to be maintained by this regulation shall be maintained for five years. In the case of records required to be maintained by producers under Section 4.B of the regulation, records shall be maintained for three years after completion of a personal-lines transaction and five years after completion of a commercial-lines transaction. For purposes of the regulation, completion shall occur at the expiration or cancellation of the policy. —Bradford J. Lachut, Esq.
When a client purposefully takes action to avoid reporting losses
to carriers
Q. My client is trying to change ownership of a house to avoid reporting losses. Could I be liable for fraud, misrepresentation and breach of contract if I don’t report this to the carrier?
A. Carriers look for the losses on a property itself, so it would not make a difference who is listed on the deed. Despite potentially changing ownership of a property, if a loss is reported on the property itself, a carrier will be interested in this information.
In many cases, carriers request loss history reports, which are records of insurance losses associated with a home or a vehicle, so when a carrier requests this information from you or your client in connection with a property, most likely it is asking for any losses associated with the property itself unless otherwise indicated.
Trying to conceal a loss by changing ownership is unwise—a carrier will most likely find this out in its underwriting process, so transparency with a carrier in all cases is of utmost importance to avoid any insurance fraud accusations.
In terms of your duty of care to your client, there is no obligation to aid a client in breaking the law or committing fraud, so to best protect yourself in an instance in which you find out that a client is purposefully trying to conceal information to a carrier, it would be best to report it. Not to mention, you may have a contractual obligation to the carrier per your agency agreement with it that requires you to make such a disclosure or otherwise risk a breach of contract claim.
For more information on what you can do to prevent fraud in the insurance industry, PIA Northeast members can access The wide reach of insurance fraud (QS90391) in the PIA QuickSource library.—Danielle Caswell, Esq.
Website accessibility
Q. Does my website have to be accessible to people with disabilities?
A. Yes, or you have to offer an equivalent alternative.
The U.S. Department of Justice has said that public accommodation includes access to websites. Since a lot of business is conducted via the internet, lack of access for people with disabilities puts them at a distinct disadvantage. Thus, your website needs to be reader accessible so that those who are blind or have a visual impairment can access your services online.
If you do not have an accessible website, you must offer an equivalent alternative. For instance, if your services are accessible 24/7 via your website, you would have to offer a 24/7 call center that would offer the same services.
For more information, PIA Northeast members can access Is your agency’s website accessible to the blind? (QS90945) or read the Americans with Disabilities Act Title III Regulations.—Bradford J. Lachut, Esq.
Liability if a customer harasses an employee
Q. Am I liable if a customer harasses one of my employees?
A. Yes. In Freeman v. Dal-Tile Corp., the Fourth Circuit Court found that the employer failed to take action to stop the harassment of an employee, and the employer was held responsible. Complaints from an employee about harassment by a customer should be handled in the same manner as you would handle a complaint from an employee about harassment by an employee.
Employers have the responsibility to ensure a safe work environment for their employees—and that includes protection from abuse by customers. Even if you do not receive a direct complaint from an employee, you still can be held liable if it is found that you “should have known” about the harassment.
For more information about liability standards in your state, check your state’s laws on workplace violence and harassment. For more information about how to prevent and respond to workplace harassment, PIA Northeast members can access Workplace harassment: What it is, how to prevent it (QS90428) in the PIA QuickSource library.
Connecticut and New York have specific sexual harassment prevention laws. PIA Northeast members can learn more about them in Connecticut’s sexual harassment prevention requirements (QS06138) and New York’s sexual harassment prevention law (QS31415), respectively, in the PIA QuickSource library.—Bradford J. Lachut, Esq.
PIACT 2025 – 2026 Board of Directors
OFFICERS
President
Kevin P. McKiernan, CIC, CPIA Abercrombie, Burns, McKiernan & Co. Insurance Inc.
484 Post Road, Ste. A Darien, CT 06820-3651 (203) 655-7468 kmckiernan@abmck.com
Lisa Nolan, CPCU Cross Insurance 1100 Elm St. Manchester, NH 03101-1500 (603) 669-3218 lnolan@crossagency.com
John Obrey Obrey Insurance Agency Inc. 1B Commons Drive, Unit 13A PO Box 1018 Londonderry, NH 03053-1018 (603) 432-3883 john@obreyinsurance.com
DIRECTORS
Anthony Inverso North American Insurance Alliance 234 Lafayette Road Hampton, NH 03842-4105 (207) 831-4837 anthony.inverso@naia-consulting.com
Erik Liguori Brown & Brown of New Hampshire Inc. 309 Daniel Webster Hwy. Merrimack, NH 03054-4116 (603) 424-9901 erik.liguori@bbrown.com
Paul Riley Safety Insurance
20 Custom House St., Ste. 400 Boston, MA 02110-3516 (617) 951-0600 paulriley@safetyinsurance.com
Lori Sherman New England Indemnity Co. 10 Corporate Drive, Ste. 2203 Bedford, NH 03110-5956 (330) 412-5534
lsherman@neindemnity.com
NEW ENGLAND COMPANY PARTNERS
As of publication date. For more information go to pia.org.
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