Worst Insurance Customers EVER! Is it Their Fault or Ours?
“Are my customers really screwing me by not keeping the appointment… by not making the “buy” decision… by asking questions which I have answered already?”
If your answer is, “yes” – I agree with you, they probably are screwing you! If your answer is, “no” – I agree with you too
Now, let’s agree that neither one of the above answers is inherently wrong. They are what they are – the sum or our interpretations based on interactions we have with our customers combined with our past experience.
We should address whether these are legitimate questions to ask. Is it really okay to ask if our customers are intentionally messing with us? Some people would say – “NO!” And, in doing so, turn a blind eye to the fact that there are moments when they do feel this way, and by failing to address this they become the agents of their own failure.
Well, as I am sure you can imagine, I believe there is significant benefit to asking these types of questions, and there is tremendous value in our ability to recognize why we are asking this type of question.
The very act of recognition allows us to ask the important question – What should we recognize when we find ourselves pondering how badly our customers are treating us? The point being that we are all different people with varied skills and outlooks which come pre-laden with plenty of baggage & mental blocks, which usually end up being reflections of our own dissatisfaction. However, if we can take ourselves out of ourselves by recognition of something, then we have an opportunity for real evaluation and positive action.
Recently, I spoke with a fantastically intelligent MBA Graduate, who was trying to start a multi-line insurance agency. To his own admission, he was struggling, and blaming his failure on everything and everybody but himself (bad leads, bad telemarketers, bad potential customers – well, you get the picture.)
I finally asked him what his goals and visions were for his agency. His goal was to make as much money as possible, as quickly as possible. Now, a multi-line insurance agency typically requires extensive time investments with each client in order to build the relationships necessary to meet their needs.
So, considering his goals & visions, was he a good fit to start this type of agency?
No.
Would being bound by the inherent requirements of this type of agency make him unhappy?
Yes.
Do these things make him a bad person?
No.
What it made him was, very simply, somebody who needed to re-assess his goals and make a change. He is now a very successful “high powered” life agent.
Remember, it is a good thing to discern and ask questions about how our customers are reacting to us. I would submit, though, it is much more important for us to be able to recognize whether it is the intention of our customers to annoy, and question us or our own projections which cloud our interpretation of their actions.
So, next time you find yourself being eaten away by the apparent idiocy of your potential customers or clients – make an effort to remove yourself from yourself and recognize “why” you are annoyed. Then, if required, be brave and make a change!
If you are looking for more money saving tips and advice regarding car, home, life, & health insurance, visit Mark’s site http://www.QuoteMyAuto.org.
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It would be easier to answer if I knew if the product was group term, paid by the employer, or a payroll deduction plan, paid by deductions from employees paychecks.
I used to sell a lot of payroll deduction life insurance. It's relatively easy.
You want to start by approaching small business owners, with 100 or less employees, such as grocery stores, municipalities, auto dealerships, etc. They are easier to get to talk with.
In a grocery store, or such, environment, you will probably be able to approach the owner, or store manager out on the floor. He/she will talk to you, and allow you a few minutes to explain your reason for being there. (If he doesn't have time to sit down with you at that time, make an appointment to come back. Thank him, and give him a business card with the time and date of you appointment written on it.)
"Mr. Employer, Thank you for taking the time out of your busy schedule to see me. I am really impressed with your store. It must be a very good place to work. You must treat your employees very well, and that's why I'm here."
"To keep good employees, an employer needs to provide all the benefits possible. Would you mind if I asked about the benefits that you provide for your employees?"
"I know you would want to provide more for them, if it weren't for the cost, RIGHT? (Nod head, he will too). It's a delema that a lot of employers face. BUT, I have good news for you. I can show you a way that you CAN increase your employees benefits, without cost to you, the employer. You can do something for them that they can't do for themselves. You can contribute to their families financial security, should an employee die, by allowing them to have the premiums deducted from their pay on a weekly basis. In this day and age, it's hard for a family to come up with another payment. BUT, if it's payroll deducted, their coverage is paid for. What they don't see, they don't miss. Good idea, RIGHT, (Nod yes).
Give him an example of how the plan works. Ask him what the average age is. Show him what 3-4-5-$10 will do for a person of that age.
"I would just ask you to put me on your staff, but not on your payroll, and allow me to talk with each individual in a private setting, to give them the opportunity to participate. I will boost their confidence in you, by letting them know that you are doing this for them. Is that OK?" (Nod yes.)
Ask him for a list of all his employees, and their ages, if possible. This is so you will know who to call in to "your office". You can check the names off as you finish the interviews.
Set the time and date to start.
You'll want to put a notice on their bulletin board in their break room that a benefits specialist will be on the premises on whatever dates.
You might sell some $3.00 – $10.00 a week or more. Let's say that out of 40 employees, 25 decided to participate. Let's say that the average weekly deduction is $5.00. Watch this:
$5.00 X 52 = $260 X 25 = $6500.00 in annualized premium. Let's say the commission is 80%. That's $5200. Not bad for a week's work. Huh? If it's only 50%, that's still $3250. I could live with that.
I hope this helps.
Best wishes. God bless.