August 2013 - Primary Agent - MD Edition

in this issue: How to mitigate bring-your-own-device risks Ins and outs of Google+ 5 ways to seize the future

ost there when it matters most there when it matters

Responsive

Donegal understands being responsive to our agents and customers is vital.

That’s why Donegal assigns underwriters to specific agencies to help agents deliver the best value to customers.

Donegal also makes claims reporting easy and we make sure claims are handled fairly, efficiently, and timely.

Being responsive in underwriting and claims service… another way Donegal is “There When It Matters Most.”

To learn more visit www.donegalgroup.com or call Rick Kelley at 1-800-877-0600.

there when it matters most

10

Contents Primary agent MagazinE

Beyond bring-your-own-device Whether planned or not, nearly all agencies have employees bridging the gap between personal and business use of their electronic devices. It’s the natural progression of technology’s growing presence in our lives. But ignoring the security risks won’t make them go away. Read on for suggestions.

16

Page 10 Why and how to embrace Google+ Many people’s impression of Google+ is that it’s a ghost town. But, for those who venture onto the site, it’s one of the liveliest and most stimulating networks available. Beyond the benefits of engaging with others, there is one very important reason your agency needs to embrace Google+ — Google+ Local.

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22 Mission Statement Primary Agent delivers ideas to help Insurance Agents & Brokers’ members negotiate their unique position as guardians of trust between insurance consumers and companies while facing the challenges of maintaining a small business. Primary Agent also supports IA&B’s mission to preserve and advocate the American Agency System.

Get social with IA&B

Five ways agency principals can seize the future Learn the five attributes of the successful agency of the (foreseeable) future, as defined by the Agents Council for Technology’s Agency of the Future Work Group.

Page 22

In every issue 2 3 4 6 8

Chair of the Board’s Message Member FAQ State News Preventing E&O Coverage Corner

15 21 IBC IBC IBC

Glance at Events IA&B Partners Advertisers Index Classified Ads Last & Least

Subscriptions: Non-member price: $2.25 per copy or $15 per year.

All communications for publications, including news, features, advertising copy, cuts, etc., must reach the editor by 1st of month two months prior to publication. Advertising rates furnished upon request.

Address inquiries to: Primary Agent Editor 5050 Ritter Road Mechanicsburg, PA 17055-0763 Phone (800) 998-9644 or (717) 795-9100 Fax (717) 795-8347 Periodical postage paid at Mechanicsburg, Pa. and additional entry post office.

Postmaster: Send address changes to above address.

Primary Agent (ISSN 1543-3110), Permit # 638-620, Issue # 2013-8 is published monthly by IA&B Service Group Inc., a subsidiary of IA&B. Copyright 2013. All rights reserved. No material may be reproduced in whole or in part without written consent of the publisher. The information in this publication is general in nature and is not intended to serve as legal, accounting, financial, insurance, investment advisory or other professional advice as to any reader’s particular situation. Users are encouraged to consult with competent legal, financial, insurance, investment advisory and or other professional advisors concerning specific matters before making any decisions and we disclaim any responsibility for any decisions or actions by readers. Statements of fact and opinion in Primary Agent are the responsibility of the authors alone and do not imply an opinion on the part of the officers or the members of the IA&B. Participation in IA&B events, activities and/or publications is available on a non-discriminatory basis and does not reflect IA&B endorsement of the products and/or services.

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Board of Directors Officers Norman F. Basso, CPCU Chair of the Board York, Pa. G. Greg Gunn, CIC Vice Chair of the Board Lemoyne, Pa.

Norman F. Basso, CPCU

Chair of the Board’s M

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Robert B. Hall, CPCU, CLU, ChFC, ARM, ARM-P Immediate Past Chair of the Board West Chester, Pa.

Members Joyce M. Bailey, CIC, CRM, CPIW Newark, Del. Henry “Butch” Bradley, Jr. Forest Hill, Md. Timothy P. Burris Mifflintown, Pa. N. Lee Dotson, CIC, AAI Wilmington, Del. Michael P. Ertel Columbia, Md. John L. Frankenfield Telford, Pa. John B. Hollister Milford, Pa. Diana M. Hornung Hanby, ACSR Wilmington, Del. Jocelyn R. Howard-Sinopoli, CIC, CISR Butler, Pa. Robert S. Klinger, LUTCF, CPIA+ Germantown, Md. Douglas A. Loesel, CPCU Erie, Pa. Michael F. McGroarty Sr. Pittsburgh, Pa. Craig S. Mader Gambrills, Md. Ann Gallen Moll, CIC Reading, Pa. Joseph R. Pastor, CPCU, AAI Oil City, Pa. April E. Ressler, CIC Altoona, Pa. Scott C. Rogers, CPIA* York, Pa.

A look ahead This month marks my last as chairman of the IA&B Service Group, so I’d like to take this opportunity to share how far we’ve come as an organization — and where we’re poised to go.

The past 12 months have been a bit of a whirlwind on many levels. Member agents have kept their nose to the grindstone: cautiously riding the firming market, picking up the pieces from Superstorm Sandy and working diligently against ever-increasing competition. At the same time, IA&B has been pushing full steam ahead: launching a new Marketing Center, reenergizing professional training offerings and improving the member agency experience through the soon-to-launch new association management system and revamped website.

The bottom line is that, year after year, the pace continues to quicken for independent agents. But they’re not alone. IA&B is in it with them, working harder than ever to meet their needs and help them succeed.

I’m proud to be a part of this organization. And I’m honored to have served as its leader over the past year. As I turn the reigns over the capable hands of my friend Greg Gunn — the incoming chairman — I feel a sense of accomplishment about what we’ve done and a sense of optimism about where we’re headed.

Until we meet at board meetings, at a mutual prospect’s office or on the golf course, I wish you all the best.

Regards,

David B. Wasson Sr., CIC State College, Pa. Lawrence A. Wilson, CIC, CPIA, CPCU, ARM** New Castle, Del.

Norm Basso

* Pa. IIABA National Director ** Del. IIABA National Director + Md. PIA National Director

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Member FAQ QUESTION: Where can we get information on the proper way to complete ACORD forms? Some of the boxes seem a bit cryptic. answer: Luckily, yet unbeknownst to many agents, ACORD provides detailed instructions for every form that is published. When in doubt about a specific abbreviation, acronym or simply on how to write down the answer, agents can look for guidance in the Forms Instructions Guide (a.k.a. FIG), which covers every single box of the form.

How to access the Forms Instructions Guide The instructions are accessible from ACORD’s website free of charge.

However, you will have to register if you do not currently have an account. To do so, go to www.acord. org, and select Register in the top right corner. Once registered, you will receive a response email with instructions on how to sign up for

a program (either complimentary with non-fillable .pdf forms or subscription-based if you want fillable forms).

Next time you’re unsure about how to identify a specific coverage or who should be signing the form, simply consult the FIG.

Once the process is completed, you will be able to look for any ACORD form and its corresponding FIG. All staff members dealing with ACORD forms should be able to access the instructions, either by using an agency account or setting up their own.

DO YOU HAVE A QUESTION? E-mail it to us at iab@iabgroup.com.

Please use “Primary Agent FAQ� in the subject line of your message.

You can also fax your question to 717-795-8347. We look forward to answering your questions!

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Primary Agent | August 2013

State News Meet Essie Hurchalla, Maryland’s Outstanding CSR of the Year Essie Hurchalla, CISR, AAI, got her start in the industry like many do — by accident.

Her goal was to enter the business world, and her first job as a typist with Farmers Alliance, a local insurance company, set her on the path to a now 32-year career in the industry.

Today she is a commercial lines account manager with Avery W. Hall Insurance Inc. in Salisbury.

Office culture often plays a big role in both creating and breaking down communication barriers…. I have recently taken a few steps that have successfully bridged the communication barrier between my clients and me, and these steps are gradually being implemented agency wide. One change is that I’m making efforts to meet the clients I service personally. This has resulted in building sincere trust and true, long-lasting relationships. I have also added my photo card to my emails and other correspondence because experience has taught me that people respond better when they can put a face with a name….

“Insurance is different every day,” explains Hurchalla when asked what kept her in the field. “We’re always learning.”

That experience dovetails into her advice for those CSRs just entering the industry.

Enthusiasm or lack thereof also plays a huge role in either creating or breaking down communication barriers…. I have learned that while it is necessary to ask insurance questions that we need in order to provide the best service, we can and should convey our enthusiasm for clients….

“Think of the job as a career,” she offers.

“Don’t stay the same. Keep learning, be open-minded, and learn from your peers.” And certainly there is a lot to learn from Hurchalla: This spring she was named Maryland’s 2013 Outstanding CSR of the Year.

IA&B congratulates member agent Essie Hurchalla on winning the state award.

She will now move on to a country-wide competition, overseen by The National Alliance. As part of the nomination process, Hurchalla submitted an essay on overcoming communication barriers.

Excerpts follow:

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Another great lesson I have learned is to take some risks and listen, listen, listen! Many times in our busy worlds today, we rush to make decisions, often prejudging the communication at hand. We do not even wait for the person to finish what they are trying to communicate…. Taking time to listen carefully and looking people in the eye help to break down communication barriers because everyone involved becomes more comfortable and at ease with one another….

A closer look at agency-carrier relationships Over 450 members spoke, and the results and analysis of their feedback are in. IA&B’s report on the 2013 Company Satisfaction Index (CSI), which this year gauged members’ experiences with commercial lines carriers, will be released online this summer. Members are encouraged to use the results to benchmark their current carrier relationships and when considering new appointments.

IA&B’s report offers analysis of the results by carrier size (direct premium written and the number of states in their footprint) and by category of survey questions. In addition, members can access an online comparative tool that allows them to examine and compare specific carriers’ results.

Beginning in 2012, IA&B conducts the previously biennial CSI on an annual basis, rotating between personal and commercial lines carriers. www.iabgroup.com/csi

Blow the whistle on certificates abuse Notifying the Maryland Insurance Administration (MIA) of improper requests for certificates is key to curtailing abuse. As of Oct. 1, 2011, it became unlawful for a person to require an insurer or producer to prepare or issue, or a policyholder to provide, a certificate of insurance that contains false or misleading information. The state law includes “third-party reach,” meaning the MIA can enforce improper requests at the producer and contractor level.

The issuance of certificates is a headache for producers nationwide, as inappropriate requests catch them between a rock (their desire to serve, and not lose, the client) and a hard place (regulatory and E&O constraints).

Learn more about the issue and access resources — the law, a letter for requesters, the MIA notice regarding certificates and ACORD FAQs — by visiting the IA&B website. www.iabgroup.com/ md/certificates

Duty to notify on anti-concurrent causation likely to increase inquiries You may soon find yourself engaged in more conversations about the meaning and extent of the anticoncurrent causation (ACC) clause.

A new Maryland law will require homeowners’ insurers to notify policyholders of the ACC provision found in most first-party policies.

The notice must describe the provision and encourage insureds to communicate with the producer or insurer for any additional information.

While IA&B successfully lobbied to remove language from the final version of the bill which would have required agents to provide insureds with “a description, including an example of the manner in which the ACC clause may be applied,” you should nonetheless be ready to respond to inquiries on the subject.

For a refresher on how ACC clauses made their way into everyday contracts, and their impact on losses, review IA&B’s online resource on the topic. www.iabgroup.com/md/acc

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New state law bans forced bundling While bundling is popular among consumers and carriers, it soon will never be required of Maryland insureds. A new state law bars carriers from forcing bundling on their insureds beginning Oct. 1.

IA&B lobbied in support of Senate Bill 446/House Bill 342 which prohibits an insurer, with respect to homeowners’ or renters’ insurance, from denying, refusing to renew or canceling coverage solely because the applicant or policyholder does not carry private passenger motor vehicle insurance with specified insurers. Likewise, the law prohibits an insurer, with respect to private passenger motor vehicle insurance, from taking specified actions solely because the applicant or policyholder does not carry homeowners’ or renters’ insurance with specified insurers.

Similar legislation was introduced in Maryland in 2012 on the heels of Allstate notifying approximately 45,000 North Carolina homeowners’ insurance customers that it wouldn’t renew their policies unless they also purchased Allstate auto insurance. Although the legislation was ultimately voted down last year, it quickly gained momentum after being re-introduced during the 2013 legislative session.

Primary Agent | August 2013

Preventing e r r o r s a n d o m i ss i o n s

How solid is your agency’s personal E&O commitment?

The Utica National E&O Program supplied this article.

Insurance Agents & Brokers Service Group Inc. is the exclusive agent for the Utica E&O program in Delaware, Maryland and Pennsylvania.

For questions regarding this article or your E&O coverage, contact IA&B at 800-998-9644 or iab@iabgroup.com.

Here’s a hypothetical scenario: You manage an agency with 10 staff members, eight of whom have a strong commitment to errors-and-omissions loss prevention. The other two just don’t seem to have the necessary commitment. One day, an E&O claim is made against your agency. If you had to make an educated guess, which employee(s) do you think are alleged to have made the error or omission?

Following the “agencies don’t make mistakes, people do” line of reasoning, a good starting point is for each agency staffer to perform a self-assessment of his or her personal E&O commitment. How strong does each employee feel about their commitment to meeting agency expectations and to doing their job in a professional and ethical manner?

Defining the commitment Self-assessment questions can include:

If you believe one or both of the two employees who are somewhat lacking in their commitment are the likely focal point of the summons and complaint, you are probably right. In some respects, an agency’s E&O commitment is like a chain – only as strong as its weakest link. To improve the overall strength of the chain, it is crucial to strengthen that weakest link.

w Are you confident and comfortable with your knowledge of the products you are responsible for? w Are you honest with your customers and prospects in answering their questions and explaining the coverages they do or don’t have?

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w Do you make a concerted effort to understand your clients’ needs? w Do you promptly advise your customers when you will be unable to provide them with the requested coverage? w Are you using your agency management system in the manner expected by the agency and consistent with how other agency members are using it? w Are you taking the necessary time to ensure all documentation is performed timely and professionally? w If you are not in the office tomorrow and a co-worker looks into one of your files, will he or she understand the notes you entered?

w Are you documenting back to customers the essence of their conversations with you to ensure there are no misunderstandings? w Are you securing the sign-off from customers on those coverages/ options they are rejecting? w Are you following up on direct-bill non-pay notices even though the agency does not want that task performed?

In some respects, an agency’s E&O commitment is like a chain — only as strong as its weakest link.

w When you move a customer’s coverage to another carrier, are you advising the customer of the areas where the “new” coverage is more restrictive than the prior coverage? w If your agency has a procedures manual, are you performing tasks the way they are expected to be performed? w Are you signing a customer’s signature to an application or other key document? w Do you provide advice even if you are unsure it is correct? w Are you looking for ways to educate your customers to help them understand how their insurance program will perform when a loss occurs?

These are just some of the key questions that must be answered by every staff member and includes virtually all levels within an agency.

While many agencies would think solely of the producers and CSRs, receptionists and claims staff are also generating E&O claims through the manner in which they interact with customers and via the way they perform (or don’t perform) various tasks. Thus, any assessment should require these staff members to answer the questions, too. How these questions are answered has the potential to enhance the E&O culture of the agency or detract from it.

A positive result If you had answered these same questions a year ago, how would you have “scored?” Do you believe you made progress over the last year?

A recent industry survey asked the question, “Is your agency’s E&O culture and commitment stronger today than it was last year at this time?”

Survey results indicated that 85 percent of the agencies responding reported an improvement over the previous year, with 70 percent of that 85 percent indicating a substantial improvement was made — a positive result indeed!

Those agencies deserve a huge pat on the back. If you asked each of those agencies how they did it, there’s a very good chance you would hear “one person at a time.” Many agencies probably went through the process of ensuring that staff members were aware of the agency expectations and used tools, such as auditing, to verify how well those expectations were being met.

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No better time An agency’s staff members must be honest with themselves – or this process will not bear much benefit. For the staff that realizes they are in need of improvement, this is a positive step by itself and should be appreciated and rewarded. The key is for those agency staff members to have a plan to improve their commitment. However, bottom line is that it won’t just happen by itself. Their commitment should be memorialized in a document and reviewed to ensure the expected growth and progress are a reality.

Management must also realize the role it plays. As with most businesses, the culture of the organization starts with management/leadership. The staff will follow suit to the degree that management “walks the walk” and “talks the talk.” Thus, where it is readily apparent that agency management is committed to a strong errors-andomissions culture, that message will heavily drive staff behavior.

The E&O world is changing, so there is no better time than now for agencies to understand where they are and what changes are necessary to ensure a greater E&O commitment. Start with the staff by asking them to “look at themselves in the mirror” and make note of what they see that is important.

After all, agencies don’t make mistakes, people do.

Primary Agent | August 2013

Coverage co r n e r

WE INTENDED TO EXCLUDE THAT

jerry m. milton, cic Jerry M. Milton, CIC teaches and consults on industry issues. The legal profession recognizes him as an expert on insurance coverages. He is also the education consultant for IA&B, working with CISR, CIC and continuing education programs.

Just as soon as you think you’ve heard it all, you think you’ve got it figured out, and you think you have all the answers, guess what happens?

As Gomer Pyle used to say on the Andy Griffith Show, “Surprise, surprise, surprise!”

Beginning on March 1, 2004, an endorsement was attached to the Pennsylvania Lumbermens property policy excluding certain properties, including the Pine Warehouse.

On Jan. 28, 2009, the Pine Warehouse was damaged due to the weight of accumulated ice and snow. Smith Flooring submitted a claim for damages to Pennsylvania Lumbermens, which was denied by Pennsylvania Lumbermens on the basis that the Pine Warehouse was not covered.

Smith Flooring, Inc., located in Howell County, Missouri, is a manufacturer and seller of hardwood floors. Their commercial property coverage was written on a blanket basis under a policy issued through Pennsylvania Lumbermens Mutual Insurance Company. Pennsylvania Lumbermens first wrote Smith Flooring’s property insurance on March 1, 2004 and continued to renew this coverage annually through March 1, 2008.

The Pine Warehouse was excluded by endorsement on the March 1, 2004, March 1, 2005 and March 1, 2006 policies.

The March 1, 2007 and March 1, 2008 renewals contained an endorsement that excluded coverage for certain properties.

However, no buildings at Location 1 (Pine Warehouse) were listed as

One of the buildings on Smith Flooring’s property was known as the “Pine Warehouse.”

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excluded. Therefore, the policy in effect on the Jan. 28, 2009 date of loss did not, by its terms, exclude the Pine Warehouse from coverage.

Smith Flooring sued Pennsylvania Lumbermens for breach of contract, and the district court jury agreed with the plaintiff (Smith Flooring). Pennsylvania Lumbermens then appealed this decision.

On April 26, 2013, the Eighth Circuit Court of Appeals, in Smith Flooring, Inc. v. Pennsylvania Lumbermens Mutual Insurance Company, utilized its equitable power and “reformed” the policy to include the omitted endorsement, thereby excluding the Pine Warehouse from coverage.

During the course of the trial, Smith Flooring’s insurance agent testified

that the Pine Warehouse had no value assigned to it and was always meant to be excluded, despite Pennsylvania Lumbermens failure to include the endorsement. A Pennsylvania Lumbermens employee, who prepared the policy, testified that she made a clerical error and overlooked typing the endorsements for the 2007-08 policy. Then, for the 2008-09 policy, she referred back to and copied the 2007-08 policy.

The court found that there was “clear, cogent and convincing evidence” that both parties intended to exclude the Pine Warehouse from coverage, even though the policy did not reflect this agreement.

safeguard for both insureds and insurers in the event of an erroneous omission, and prevents either party from capitalizing on an unintended error.

This was definitely a win for the insurer. However, the decision works both ways. What if an insurer and the insured intend to include coverage for something, but the intended coverage is omitted? Can the insured then say, “I thought that was covered, that was my intention”?

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The effect of this case ensures the insurance policy accurately reflects both parties’ intentions. It acts as a

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[9]

Technology

Beyond BYOD Allowing employees to “bring your own device” is a double-edged sword

Whether planned or not, nearly all agencies have employees bridging the gap between personal and business use of their electronic devices. It’s the natural progression of technology’s growing presence in our lives.

But ignoring the security risks won’t make them go away. Read on for suggestions.

[ 10 ]

Primary Agent | August 2013

O

ne of the hottest topics of 2012, allowing employees to “bring your own device” to work, continues in 2013 as mobile technology improves and employee policies evolve.

For many agency principals, however, the “D” in BYOD is less about the device and more about the “demand” from staff, especially young new ones who come to the agency with different expectations than their predecessors.

I have written about the power shift between buyers and sellers and how changing buyer expectations force businesses to rethink how they market, service and sell to their customers. That same shift is happening within the work environment, where it not only affects workflow, but changes the drivers of some HR strategies.

Current incentives to ensure employees are happy and productive are different from past methods. Financial compensation isn’t always top of the list; often simple things like flexible hours, open access to social media and allowing use of personal devices can make your agency a welcoming environment and a supportive culture.

Being responsive to employee preferences is not the only reason to incorporate personal mobile devices into the workplace. Another benefit is improved customer service and strengthening relationships brought about by the convenience of mobile devices.

Changing expectations over time When I began my career 30 years ago, I worked 9 a.m. to 5 p.m. with 45 minutes for lunch; I earned my one week’s paid vacation, which increased as my years on the job multiplied. Essentially, I was a “working stiff,” glad to have the job. We worked on IBM Selectric typewriters, and the idea of taking home a typewriter to write letters for work outside of the office wasn’t even something to laugh at.

Within the first couple of years, we eventually shifted over to IBM personal computers, with two 5 ¼” floppy drives that held the system applications on one and the documents on the other. Still, the idea that I could afford to purchase a computer for personal use, or that my company would buy an extra computer for my home, was absurd and not anything I would contemplate. Who wanted to work more hours than what they already put in?

Then in the early to mid-1990s, PCs came into the workplace and became an integral element of the workflow. As Murphy’s Law continued and the power of computing increased while the cost for PCs continued to be slashed, the idea of having my own computer at home began to make sense.

It was an easy leap to start leveraging my home computer for work tasks. The workload was growing, so I already was spending more time in the office than I wanted. Working on my home computer would at least allow me to spend more time “at home.”

[ 11 ]

The convenience of using your own mobile device all the time goes beyond just the familiarity and comfort aspects; it points to a society that is finding distinction between work and personal time more difficult to discern.

Technology

By this point, it was impossible to change my boss’s expectations that the growing amount of work would continue to get done, and so the changing expectations were inevitably launched.

The leap to actually having a company-supplied computer at home and laptop for traveling was not that big.

But the constant throughout this evolution was that it was inside a company-controlled environment. It was company hardware and software and completely under the company’s control – from passwords to virtual private networks to periodic reviews of the computer’s security and adherence to company policy.

Even the move to more mobile technology beyond laptops, such as personal digital assistants like the old Palm Pilots, was strictly company supplied, and only after it was thoroughly vetted by IT. There was a point in the blurring of lines between business and personal technologies when many people carried two cell phones: one for personal calls and one for business. For a time it was mutually agreed upon that companies didn’t want to expose their systems to an individual’s personal activities, and the employee didn’t want the company knowing anything about what he or she did after hours.

Then technology continued to evolve, and Apple came along with a “coolness” factor, and we wanted to use iPhones all the time. Eighteen months to two years later, we saw an explosion of devices and an unprecedented uptake of smartphones and

tablets, with businesses struggling to find ways to handle all of the numerous devices accessing its systems. A new acronym was created to reflect the change: MDM, or mobile device management.

MDM isn’t just about managing the different smart devices staffs want to use; it also includes things like point-of-sale mobile systems being employed across businesses of all kinds.

The convenience of using your own mobile device all the time goes beyond just the familiarity and comfort aspects; it points

The challenges businesses face due to the variations of connectivity are very real and shouldn’t be minimized, especially within the insurance industry.

to a society that is finding distinction between work and personal time more difficult to discern.

At the same time, the challenges businesses face due to the variations of connectivity are very real and shouldn’t be minimized, especially within the insurance industry.

steps. From the employer’s perspective, the staff must accept certain criteria. Consider: w Which devices will be supported w What, if any, reimbursement of data plan costs will be borne by the agency w The device must have inherently built in or loaded on an app that allows for remote location and data lock/wipe functionality w Clearly defined understanding of authorized and unauthorized applications Because of the perceived expectations that staff will be accessible to bosses beyond the 9-to-5 time frame, employers must be willing to accept certain behavior from their employees: w Receiving personal calls on company time will happen w Some social media activity will occur while working w Complete control over the device by the employer will be impossible Although the risks are just beginning to be measured and therefore can’t be estimated, I believe that regardless of those risks, we have come too far to turn back the clock.

Security and privacy issues

If your agency is going to allow staff to use their own mobile devices, you should put a few guidelines in place. Among those best practices:

If agencies are going to adopt BYOD practices with a degree of comfort, both employers and employees need to take some

1. Implementing a BYOD policy for employees that clearly explains the procedures and expectations of both sides. It

[ 12 ]

devices. IT can’t be expected to be troubleshooting every issue that arises simply because it occurs on a tablet used for work part of the time.

should be reviewed with the entire staff and included in all new employee handbooks.

2. Keeping a list of all employees and what personal devices each are using.

3. Developing a basic configuration that allows Internet connectivity at work in a secure Wi-Fi environment. The basic setup should include a separate email, contacts and calendar functionality that is apart from the personal data and configured so that remote wiping of data doesn’t impact personal information.

4. Clarifying what level of support your IT can provide to staff on their individual

5. Giving employees some education on the potential risks their device can be exposed to, and therefore the agency information, by some typical activities the device might be used for during personal time.

If you’re thinking that this doesn’t really apply to your agency, think again. Like many business trends, embracing these changes can make the difference between success and irrelevancy. If a recent report by management

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A.M. Best upgrades Harford Mutual to a Financial Strength Rating of

A (Excellent) Financial Strength Rating

A M

BEST A Excellent

FOR THE LATEST RATING, ACCESS WWW.AMBEST.COM

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[ 13 ]

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30

Technology ®

consulting firm Janco Assocs. Inc. is even partially correct, then “more than 90 percent of all corporations will allow BYOD in 2013.”

You may also find that your agency is among those that have allowed personal-use devices in your workplace, but that it happened “organically.” That doesn’t mean it’s too late to put a policy in place.

Use what developed naturally as the beginning of a template for building a BYOD policy that will be more easily accepted by staff.

a Berkshire Hathaway company A strong company just got stronger!

Rick Gilman, APR, CMP, authored this article. He is executive director of the Personal Lines Growth Alliance, a virtual association dedicated to improving the competitiveness of the independent agency distribution channel within the personal lines market. He also is president of RGG Communications, a communications and public relations consulting business specializing in mobile and emarketing solutions.

7.5 x 4.625

We are proud to have joined the Berkshire Hathaway Group – and give you one more reason to consider requesting a GUARD agency appointment.

Visit www.guard.com/apply or call 800-673-2465, ext. 4567!

Property and casualty insurance for small- to mid-sized employers – workers’ compensation coverage is our traditional specialty.

jgs_umbrella_7.4x4.625v1 This article originally appeared in the February 2013 issue of 2012 American Agent & Broker.

Umbrella Programs that Give You More Options Preferred Property Program gives you broader, more flexible coverage with a range of limits Our umbrella liability policies are written by XL Insurance with Chubb Insurance Group for the excess layer—two of the industry’s most highly rated carriers.

We offer four umbrella limits, with coverage you can rely on.

• $5 to $25 Million in umbrella coverage with up to $50 Million in total limits.

• Hi-Rise apartments up to 35 stories eligible, with higher eligible by referral.

• Excess of D&O, General Liability, Auto, Employers Liability, Employee Benefits and more.

• Developer-sponsored boards eligible.

Contact us for a quote:

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960 Holmdel Road, Holmdel, NJ 07733 XL Insurance is the global brand used by XL Group pic’s insurance companies.

Our XL policies are underwritten by Greenwich Insurance Company.

INSURANCE

[ 14 ]

Glance at Events august calendar

Date

Topic

Location

6-8

Life & Health Licensing Study Course

Pittsburgh, Pa.

12-13

James K. Ruble Graduate Seminar

Hershey, Pa.

13

CISR—Commercial Casualty II

Lehigh Valley, Pa.

13-15

Property & Casualty Licensing Study Course

Philadelphia, Pa.

14

CISR—Agency Operations

Pittsburgh, Pa.

CISR—Commercial Casualty I

York, Pa.

15

Dynamics of Service

Pittsburgh, Pa.

19-20

James K. Ruble Graduate Seminar

Hunt Valley, Md.

20

CISR—Personal Residential

Reading, Pa.

20-22

Property & Casualty Licensing Study Course

Pittsburgh, Pa.

21

CISR—Commercial Casualty I

Hagerstown, Md.

William T. Hold Seminar: Learning from Losses

Dover, Del.

27

CISR—Commercial Casualty I

Philadelphia, Pa.

28

William T. Hold Seminar: Learning from Losses

Baltimore, Md.

29

CISR—Miscellaneous Personal Lines

Mechanicsburg, Pa.

Second Ruble in suburban Baltimore Attention CICs and CRMs: August brings another opportunity for advanced learning and networking in suburban Baltimore. IA&B added a second James K. Ruble Graduate Seminar in the region at the Hunt Valley Inn, Aug. 19-20. The agenda includes concurrent tracks on day two to allow agents to focus on either P&C or L&H topics.

The remaining Ruble seminar this summer will be in Hershey, Pa., on Aug. 12-13.

Ocean City will be the destination for Maryland’s final Ruble seminar of the year on Sept. 30-Oct. 1. www.iabgroup.com/ruble

[ 15 ]

Technology

Why and how to embrace Google+

Many people’s impression of Google+ is that it’s a ghost town. But, for those who venture onto the site, it’s one of the liveliest and most stimulating networks available. Beyond the benefits of engaging with others, there is one very important reason your agency needs to embrace Google+ — Google+ Local.

[ 16 ]

Primary Agent | August 2013

I

nsurance agencies are, for the most part, local businesses. As a local business, you want to be found and do business with people who live and work within a small radius of your physical office location(s).

Forty-three percent of Google search queries are local. Seventy-four percent of these local searches are done using mobile devices.

Google has long provided the ability for local businesses to enhance their Google Maps listing (and thus increase the possibility of showing up in a local search result) by completing their Google Places profile.

Google has now replaced the old Places with Google+ Local. You can (and should) also merge your Google+ Local listing with the agency Google+ Business Page.

Benefits of merging your information Your existing Places listing will still show up in Google searches, but without merging it with your Google+ Page, you’re missing out on the increased SEO benefits and customer engagement.

Merging this information extends your Places information to include directions, reviews, photos, videos and other Google+ Page features.

Google+ Local was designed to be integrated with Google+ Pages so not having them merged means you’re missing out on: 1. Improved search results. Google+ Local sites are grouped at the top of search engine results pages.

2. Expanded visuals with Posts, About, Photos and Videos tabs added.

3. Direct interaction with customers by sharing links, posts and videos.

4. Freeing up time by being able to assign multiple people to your Google+ Local Page so they can manage your Business Location data from there.

5. Being able to have multiple Pages for multiple branches or departments (commercial lines, personal lines).

6. Friend recommendations showing up in searches. Any searches made in Google Search, on Google+ Local or in Google Maps will feature results from that user’s Google+ Circle connections.

Things to keep in mind You will be able to merge your Google+ Local and Google+ Business page if the category you selected when you set it up is “Local Business or Place.” If you’re listed as a “product or brand,” “company, institution or organization,” “arts, entertainment, or sports” or “other,” your listing will still appear on a Google+ page but won’t be able to be verified, meaning you won’t have the social networking enhancements.

Note: Your business classification relates to how you set up your Google+ Business Page and not how your Google+ Local Listing is set up.

[ 17 ]

Google+ has over 359 million active users.

And whether you like it or not, the reality is that anyone — an individual or organization — who wants to master an Internet presence has to use Google+ in some capacity.

Technology

Your next steps 1. If you have not already, claim your Google Places listing today.

2. Create, verify and optimize your Google+ Business Page.

3. If you already have a Google Places listing, you also have a Google+ Local page. Make sure you have added as much information as possible.

This should include name, address, phone number, hours of operation, links to other places on the Web where you can be found, as well as photos and videos.

This information was edited and reprinted, with permission, from Steve Anderson. It originally appeared on his Tech Tips blog.

Visit Steve’s blog and sign up for weekly updates at techtips. steveanderson.com.

How to get started on Google+: Fill out your profile Like any social platform, a completed profile helps you have a better chance of showing up when someone is searching for information that you may be able to provide.

Link your website Make sure that you link your website to your Google+ profile. One of the big benefits of using Google+ is search engine optimization.

Start using Circles Circles are the Google+ way for you to organize contacts and connections. You can organize circles by topics, industries, friends, families or coworkers.

Post information Similar to other social platforms, you can post status updates on Google+.

Because it’s a Google property, it’s a high-value place.

Add interesting people to your circles Google+ makes it easy to share each other’s post with links to the original author embedded. Posting comments under the post allows you to engage with the network and may bring new and interesting people to your attention.

Explore communities Communities are a relatively recent addition to Google+. They operate like groups on Facebook or LinkedIn. An interesting insurance community you might want to join is “Insurance Inbound Marketing.”

[ 18 ]

New seminar inspiring marketing success in smaller agencies.

Robert Allan Paul’s unique ability to help independent agencies brand themselves for success was evident at IA&B’s Executive Management Conference last fall. This September, Paul returns with a regional, full-day program to help smaller agencies build a brand that will engage clients, intrigue prospects and inspire staff.

Develop an action plan to build your brand and motivate your marketing

Robert Allan Paul President, Company of One

Your brand is the experience consumers have or expect when doing business with you. Marketing is how you promote your brand. In just one day, Paul will demonstrate how small agencies should be developing their brand vision, defining their brand values, delivering on their brand promise and driving their team to the top. You’ll come away with a better understanding of key concepts AND a complete agency marketing program you can start using immediately.

Dates/Locations: September 17—Pittsburgh September 18—Lancaster September 19—Baltimore

Resources you’ll take back to the agency: w Agency Brand Profile including Vision, Values, Competencies, Attributes and Promise

Cost: Member - $225 Non-member - $265

w Agency Brand Strategy including Key Action Steps and Media Tactics

Read more and register:

www.iabgroup.com/branding

[ 19 ]

w Agency Copy of Paul’s “Company of One” Branding Workbook

Platinum Profile Insurance Agents & Brokers proudly recognizes The Main Street America Group as one of its Platinum Partners.

IA&B Platinum Partners dedicate the highest level of sponsorship to our organization.

Featured Partner The Main Street America Group CORPORATE HEADQUARTERS Jacksonville, Fla. chief executive officer Tom Van Berkel, Chairman President and CEO Northeast Region Headquarters Syracuse, N.Y. Northeast Region President Mark Berger Northeast Region Sales Director John Hwilka Northeast Region Field Representatives Renee Herness (Eastern Pennsylvania) Matt Kilroy (Maryland and Delaware) Dave Roshala (Western Pennsylvania) Northeast Region Markets New York, Pennsylvania, Maryland, Delaware A.M. BEST RATING** Financial Strength: “A” (Excellent) Issuer Credit Ratings: “a+”

T

he Main Street America Group’s rich history began 90 years ago when we formed our company to serve the insurance needs of Grange fraternity members. Today, Main Street America’s affiliated insurance companies provide a full line of competitively priced personal lines and commercial lines products and services to individuals, families and small businesses in 36 states, and fidelity and surety bond products in 45 states.

We annually write nearly $1 billion in premium and have more than $2 billion in total assets.

Through our nine “A” rated property and casualty writing companies — including our largest carrier, NGM Insurance Company — we partner with more than 2,000 independent agents to provide superior, personal service to more than 600,000 policyholders.

As the founding company partner of Trusted Choice®, Main Street America is 100 percent committed to the independent insurance agent, as you

[ 20 ]

Mark Berger Northeast Region President are our sole channel of distribution. We strive to meet the needs of our customers (agents), and our customers’ customers (policyholders), better than anyone else in the market. We are also one of six carriers which invested in the development of the new Consumer Agent Portal (CAP).

To become our customer and represent Main Street America in your market, please visit www.msagroup.com and click on the “Become a Main Street America Agent” link. ** A.M. Best’s rating of “A” (“Excellent”) applies to The Main Street America Group. Ratings listed herein are as of May 1, 2012, are used with permission of A.M. Best, and are subject to changes by the rating service. For more information about ratings, please access www.ambest.com

Listed below are those companies that strongly support the independent agency system and Insurance Agents & Brokers.

Thank you for your continued sponsorship.

What is IA&B Partners?

The IA&B Partners program gives company and allied businesses the opportunity to demonstrate their commitment of support to independent agents and receive maximum market exposure. As an IA&B Partner, you will also realize the benefits of IA&B membership to help you succeed in the insurance industry.

DO YOU SEE YOUR NAME? To become an IA&B Partner, choose the sponsorship package that matches your commitment of support.

Contact the Member Sales Center at 800-998-9644, 717-795-9100 or visit us online at www.iabgroup.com to get started.

Platinum Level

bronze Level

ACUITY Berkley Mid-Atlantic Group Donegal Insurance Group Erie Insurance Group Harleysville Insurance HM Insurance Group Insurance Agents & Brokers Service Group Inc Liberty Mutual Insurance MMG Insurance Company Millers Mutual Group Millville Mutual Insurance Co Mutual Benefit Group Penn National Insurance Swiss Re The Main Street America Group Utica National Insurance Group

Aegis Security Insurance Co Agency Insurance Company AmWINS Program Underwriters Inc Auto-Owners Insurance Company Briar Creek Mutual Insurance Company Chubb Group of Insurance Companies Conemaugh Valley Mutual Insurance Co Countryway Insurance Company Encompass Insurance Goodville Mutual Casualty Company Guard Insurance Group Hanover Fire & Casualty Insurance Company Harford Mutual Insurance Co

gold Level

Insurance Alliance of Central PA Inc

ISU Insurance Agency Network Progressive Westfield Insurance

Insurance Placement Facility of PA Keystone Insurers Group Inc Mercer Insurance Group

silver Level

Mercury Casualty

Access Insurance Company Allied Insurance American Mining Insurance Co Burns & Wilcox Limited Cumberland Insurance Group Farmers Mutual Insurance Company of Western Pennsylvania Frederick Mutual Insurance Co Juniata Mutual Insurance Co PSBA Insurance Trust Selective The Philadelphia Contributionship [ 21 ]

Penn PRIME Municipal Insurance Reamstown Mutual Insurance Company Rockwood Casualty Insurance State Auto Mutual Insurance Company TAPCO Underwriters Inc The Brethren Mutual Insurance Company The Motorists Insurance Group The Mutual Service Office Inc Zenith Insurance Primary Agent August 2013

Primary Agent | August 2013

Technology update

5 ways agency principals can seize the future It’s been about a year since ACT’s Agency of the Future Work Group produced a couple of thought pieces on the emerging consumer and how we believe agents should respond.

Peter van Aartrijk Peter van Aartrijk is CEO of Aartrijk, a marketing-communications firm specializing in insurance.

He also is principal at strategic

Now we’re excited to release a video series to supplement our written work. The first video is entitled “Agency Perspectives on the Future” (http://vimeo. com/65430392) and focuses on leadership, the changing consumer and agency, and the outlook for the future. (Thank you Applied Systems for assisting ACT in producing the video.)

branding firm Chromium and Channel Harvest Research, which conducts studies of independent agency preferences/views on their carriers. He chairs ACT’s Agencies of the Future Work Group.

Peter produced this article for ACT; it reflects his views and should not be construed as an official statement of ACT.

Couple of points on the video: w Watch it at least twice; you’ll pick up new ideas each time. Our industry is blessed to have some incredibly bright, talented and expressive people.

[ 22 ]

w Show it at agency staff meetings to encourage fresh thinking. w Carriers, associations and user groups can show it at employee and agency meetings.

Our work group plans a second video, “Agency Strategies for Growth,” that will focus on using marketing, social media, metrics and automation for future success.

It’s been a year of excellent conversation. And, of course, it’s a cool topic – who doesn’t like envisioning such a bright future?

In the original 2012 reports, we explored what we considered to be attributes of a successful agency of the future – the foreseeable future, to be specific. I’d like to comment on a few of these I find critical for principals to consider: 1. Brand Okay, I’ll admit it: I’m biased here.

But a strong brand is the difference between winning and falling behind, period.

Remember that the agency brand isn’t tangible; it is a set of expectations and memories that reside in the minds of your stakeholders (owners, employees, customers, prospects, business partners and opinion leaders). The objective is a clear/ consistent 360-degree understanding of the brand among all stakeholders.

This will take a while if you haven’t started the process.

The insurance industry creates products and services, but people buy brands. Thus, your agency’s brand is the most valuable asset.

From the owner’s perspective, it will guide employee behavior. From the consumer perspective, the brand will

help them decide where to buy.

That won’t change for the agency of the future.

Strong brands build loyalty — reducing turnover and increasing revenue per customer. You attract talented people to work for you. You attract the best carriers. Your referrals increase.

You can talk more about value than price with prospects. And you can go beyond clients to raving fans.

Thus, it is important for the agency to go through the process of defining and codifying the agency’s brand attributes and personality. What are they today? What should they be?

What could they be? More important, with the proper strategy and investment, what will they be? Agency owners must clearly understand, embrace and communicate a direction for their firms.

A strong brand is something you earn, not something you receive.

Smart firms realize that customer and prospect communications are an investment, not an expense, and they will build agency value. Best Practices agencies consistently are spending 1 to 3 percent of annual revenue on these activities (the larger the agency, the percentage typically drops). Some firms are redirecting more of the annual spend towards younger talent to handle social media initiatives; where in the past they might have directed more to paid media, for example.

Are you just an agency name? Or a brand name? Could it be more crisp, clear, consistent and visible?

2. Leadership Our work group has talked a lot about leadership – specifically, the value of transformational vs. transactional leadership.

[ 23 ]

Organizations need both to succeed, but agencies typically are lacking in transformational leadership. Such a leader: w Always seeks improvement and is more willing to shake things up. w Realizes that the world is dynamic and sees change as an opportunity, not a threat. w Builds a culture that drives customer and employee happiness. w Develops employees, at the right levels and in the right places, and allows them ability to grow. w Has effective listening and communications skills. w Inspires staff to work as a team toward a common goal — and inspires the team to take its own initiative to accomplish goals without management’s handholding.

For an agency, leadership means managing a business, not just being an insurance technician.

Smart agency principals never seem satisfied – they always strive to get better. They have a voracious appetite to learn. Leaders are willing to gain new information and insights from any source — employees, clients, other industries and industry meetings. To that point, “Leaders are readers,” according to author/speaker David Nour. Improving just 1 percent per day in knowledge and skill means that in 70 days you’re twice as good as today, he says.

Does your firm have a good dose of transformational leadership?

technology update

3. Staffing Over the next 10 years, 50 percent of current agency workers will have retired. But the next generation of leaders are ready to get involved now — don’t stand in their way.

Smart agency owners invest in people and training. Some of your new hires may come from outside the industry — a great way to generate new ideas and also get strategic help, which agencies often lack. Many firms have a couple of family generations on board. But now these successful owners are handing over the reins to professional managers who are not part of the family. And if you’re looking for the best talent, be prepared to pay the best salaries — but it’s an investment in your future.

Another trend of which to be very aware: Who works at your firm, what is work, where we work, when we work, how we work — even why we work — is all evolving. It’s an exciting time. Be flexible. Some of your best talent of the future won’t commute to the office 9 to 5 every day. Some will be consultants, some employees; some will work full time, and some part time, and some remotely. And some of those highly talented wouldbe retirees I mention above might continue to contribute to the firm under alternative circumstances.

Flexible work arrangements backed up by slick, enabling technology — such as Internet phone systems — are becoming more prevalent at agencies.

Do you offer a place where insurance professionals want to work? What’s your story to a new recruit? Will you earn your fair share of tomorrow’s talent?

4. Social The successful agency of the foreseeable future isn’t going to dabble in social media marketing — it will be a social business.

Sitting on the sidelines of this incredible consumer revolution isn’t going to cut it. Nor is looking at customer and prospect marketing as a series of projects.

The future agency will be fully engaged, year round, in online and social networking activity. Social is not just an isolated initiative. It must be an integrated piece of your agency’s personality. It defines how the firm communicates and engages with customers and prospects.

Agents say they struggle with creating (a) the time it takes to be a social business, and (b) ideas for content – the “what” and the “how” to do this. It’s easier than you think if you approach it from an honest and authentic standpoint. For example, I find it interesting how every day agents literally “speak” dozens of potential blog entries when they help explain a coverage or handle a claim. Write them down! Or use voice-to-text software.

You don’t have to make this up on your own. For good material on developing and implementing an online, mobile and social policy, go to the ACT website. The reports will help you guide employee behavior. Once you have a system in place to interact and respond to consumers, the rest will be easier.

Relationships are key to the future of consumers and agencies. Everything you do should be about building relationships with employees, business partners, prospects and

[ 24 ]

customers. Software and hardware and cloud technology and social media platforms can be distracting.

Put your work into a strategy, setting goals and building relationships.

The social media platforms — Twitter, Facebook and more — that you use to communicate will be a secondary consideration.

Are you building relationships online?

Do you allow your employees to use these tools as well?

5. Metrics Agencies that measure effectiveness of marketing and sales efforts tend to be much stronger, period. Knowing your numbers is a key differentiator between the growing agency and the one that is not. Key metrics to understand include new business, retention and revenue per client; number of policies per client, and from where the business comes.

Are you measuring your success?

If you’re falling short in some areas, how soon will you know?

In summary, these five areas should be at the top of your list to create or improve your agency of the foreseeable future. What’s your plan?

What’s your dream for the future?

In the words of the late Walt Disney, “If you can dream it, you can do it.”

Classified adve rti s e m e n t s

southeast PA producers & Agencies Professional agency since 1926 located in Feasterville, Bucks County, Pa. Call for confidential information and a review of our services. Contact Ray Reinard at 215-375-8600, Ext. 119.

If you would like to place a Classified Advertisement, simply fax your ad on company letterhead to 717-795-8347, and we will take care of the rest.

The joke’s on us Q. Our insured drove into a shoe store and caused significant damages. Why were there no witnesses to interview?

A. There wasn’t a sole left standing, and their tongues were tied.

Ad Index Atlantic Specialty Lines Inc . . . . . . . 13 Coastal Agents Alliance . . . . . . . . . . . 9 Donegal Insurance Company . . . . IFC EMC Insurance Company . . . . . . . . . 9 Guard Insurance Group . . . . . . . . . . 14

Two old New York shopkeepers meet one day, walking on a Florida beach. The first one says, “Hi! What brings you down here?”

The second one says, “My shop is being rebuilt after a fire, so I get a little holiday. How ‘bout you?”

The first one says, “I’m having a little holiday, too. My shop is being rebuilt after a flood.’”

After walking a little ways, the second one says, “I’d like to ask you … how do you start a flood?”

Harford Mutual Insurance Co . . . . . 13 IA&B Partners Program . . . . . . . . . . 21 IA&B Education . . . . . . . . . . . . . . . . . 19 Interstate Insurance Mngmnt. . . . OBC Mutual Benefit Group . . . . . . . . . . . . 3 Preferred Property Program . . . . . . 14

Source: Insurance Professionals LinkedIn Group ________________________________________________________________

The Last & Least column is dedicated to the industry’s oddities — from creative claims and kooky coverages, to (tasteful) jokes and strange stories.

Submit yours to iab@iabgroup.com, subject line: Last & Least. The editor will happily protect sources’ anonymity upon request.