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Sample Agency Sales

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Prioritize Submissions regardless of expiration date. Provide non-administrative , proactive service support to clients and prospects RM & LC program ... – PowerPoint PPT presentation

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Title: Sample Agency Sales


1
(No Transcript)
2
Business Plan Implementation
Development Integration of the
Cross-Functional Plan
3
Strategy Development
Positioning Statement
ABC Agency provides superior Risk Management
Services, Comprehensive Insurance Programs, and
Award Winning Expertise to Client Relationships
based upon an unparalleled standard of value,
integrity and trust.
4
Strategy Development
Goals
  • Total Agency Revenue 2004 3.0 M, 2005 4.3 M,
    2006 5.75 M.
  • Retention for new market segments 98.
  • Revenue per employee 156.
  • Profit per account of 7,500 - 10,000.
  • Implement Banner/Polestar production and
    retention business model for new markets.
  • Create and implement long-term, staggered
    marketing plan with Banner/Polestar.
  • Partner with one additional national or large
    regional carrier partner in 2004, another in
    2005.
  • Populate new agency organizational chart with
    selected specialists build agency staff and
    valuation while maintaining the no hired guns
    strategy.
  • Cross-sell all appropriate accounts based on need
    and the desire to truly take care of each client
    on all fronts.
  • Create and populate Top 100 client portfolio and
    increase qualification requirements over time.
    Build the book by adding larger accounts and
    removing smaller, less profitable ones.

5
Sales Plan Development
SWOT
Strengths
Opportunities
  • Unconventional approach to sales no hired
    guns or commission only employees.
  • Ability to offer comprehensive, multi-line,
    complex programs.
  • Legitimate consultative approach to new business
    development.
  • A team-based, organizational approach to client
    development.
  • Unusually high-level of expertise and experience
    among the staff and principals.
  • Agency easily differentiates against competitors
    based on integrity and the strength of their
    value proposition.
  • Technology Industry
  • Manufacturers specifically complex/difficult
    to write accounts that need to be rehabilitated.
  • Printers Publishers
  • Accounts currently placed in the State Fund that
    can be rehabilitated and written conventionally.
  • Affinity programs from targeted industry
    associations.
  • Networking and referral harvesting opportunities
    from alliance partners such as legal firm.
  • Continued hands-off development of the
    contractor market.

Threats
Weaknesses
  • Execution depends upon the Principals ability to
    manage agency priorities and opportunities while
    remaining healthy physically, emotionally, and
    spiritually.
  • Additional staff must be culturally compatible
    with team and added very strategically.
  • Implementation schedules must consider the size
    of the organization which can be easily
    overwhelmed by too much too soon.
  • Failure to maintain commitment to Hartford while
    supplying new markets with business flow may
    spark punitive action.
  • Opportunities must be developed and serviced to
    ensure an adequate ROI. Principals must be
    willing to walk away.
  • Limited appetite of existing markets and limited
    availability of new markets.
  • Existing marketing protocols are not appropriate
    for new target markets. Traditional
    telemarketing will not work.
  • Business mix is heavily weighed toward small
    accounts and large premium accounts may be scarce
    in the Tech industry.
  • Funding for all sales and marketing initiatives
    must be managed carefully to avoid impacting cash
    flow.
  • The organizational transition to the new model
    will be challenging and disruptive to staff due
    to the volume of business currently being managed.

6
Sales Strategy Development
Agency Dynamics
POSITIVE
NEGATIVE
  • Cultivating Relationships
  • Reputation
  • Corporate Culture
  • Capabilities
  • Progressive Thinking
  • Technology
  • RM LC Approach
  • Contacts Affiliations
  • Commitment to Integrity
  • Geographic Limitations
  • Legacy Based Marketing
  • Limited Markets
  • Existing Business Mix
  • Perpetuation Plan
  • Corporate Identity
  • Corporate Positioning

7
Strategy Development
Market Dynamics
POSITIVE
NEGATIVE
  • Carrier Partnerships Commitment
  • Average Premium Values are ?
  • Tainted Buying Habits
  • Lack of Carrier service
  • Uneducated consumers
  • Perception of Product/Price
  • Target Market Selection
  • Ability to Differentiate
  • Agency Value Proposition
  • Client Communications
  • Excellent Referral Base
  • Can Compete Against Price/Product Sale
  • Holistic Approach to client Development


8
Department Plan Development
Critical Success Factors
  • The creation and implementation of a
    step-by-step, carefully coordinated, and fully
    integrated marketing, sales, and service plan.
  • Branding, packaging, and merchandizing that
    differentiates all service, product, and agency
    offerings and harmonizes with the positioning
    statement.
  • Ability to staff strategically, affordably, and
    proactively for growth.
  • Must strategically partner with another prominent
    carrier with an appropriate appetite.
  • Should maintain strong base of contractor
    business and continue to support the production
    machine in this market segment. However,
    Principals must become hands-off all but the
    largest and most valuable accounts.
  • Agency Priorities must revolve around four
    critical objectives Production, Retention,
    Efficiency, and Profitability.
  • All marketing and sales initiatives must be
    evaluated for ROI and measurably contribute to
    the bottom-line.
  • A segmentation strategy for all market segments
    based on minimum account size, cost of doing
    business, and cultural compatibility must be
    adhered to as the Top 100 group is created.
  • The Agency cannot be entirely dependent on
    Principals for production and client
    relationships. A working perpetuation plan will
    be created and followed.

9
At-A-Glance Performance Map
OBJECTIVES
STRATEGIES
TACTICS
ACTION STEPS
  • Research target companies and develop
    personalized target marketing plans for the CEO
    of each top-20 account
  • Research and enroll in a minimum of one trade
    association for each target market and subscribe
    to the emailing lists of at least three per
    market.
  • Conduct at least one seminar or round-table for
    each target market per year.
  • Attend one trade show and give workshop for each
    target market per year.
  • Ask for a minimum of two referrals per week from
    industry contacts, associates, etc.
  • Target one large affinity marketing program per
    year.
  • Implement off-ex-date marketing strategy that
    focuses on needs assessment and unique sales
    model.
  • Conduct at least one prospect assessment per
    week.
  • Develop complete list of value-added service
    offerings for each market and segment based on
    size of account.


Establish markets and build a unique
value-proposition for each
Identify top 20 targets in each market based on
size need. Join Industry Associations and
actively participate. Create educational
programs to inform about unique risks. Create
referral prospecting list for each
market. Construct Sales Kit Construct Needs
Assessment Construct Client Management
Plans Create Agency Positioning
Statement Develop Agency Corporate ID Create a
list of client-centric marketing events that
differentiate Agency. Uniquely brand package,
the value-proposition. Create and present two
year sales agency growth plan to staff
carrier partners.
Total Agency Revenue (M) 2004 1.0 2005 1.3
2006 1.75
  • Technology
  • Printers Publishers
  • Manufactures
  • Wholesalers


Create and implement long-term, staggered
marketing plan with Banner/Polestar.
Retention for new market segments 98
Partner with national or large regional carrier
in 2004, another in 2005.
Revenue per employee 156.00

Populate new agency organizational chart with
selected specialists.
Profit per account of 7,500 - 10,000

Create and populate Top100 client portfolio and
increase qualification requirements over time.
10
At-A- Glance Performance Map
OBJECTIVES
STRATEGIES
TACTICS
ACTION STEPS
  • Review existing book for Top 100 accounts and
    initiate client retention plans immediately
    including quarterly client performance report
    cards, annual OSHA audits, reserve audits, MOD
    reviews and forecasts, etc..
  • Turn over management of remaining contractor book
    to account managers and sales center.
  • Scrub residual market list for Top-100 clients
    and initiate marketing touches focused on RM LC
    expertise. Create S.W.A.T. team impression.
  • Turn over management of remaining contractor book
    to account managers and sales center.
  • Conduct at least two joint EPLI or substance
    abuse seminars with Law Firm associates by year
    end. Invite clients, prospects, and referrals.
  • Launch Full Sail like website with client
    resources that educate and train.
  • Develop quarterly RMLC newsletter for each
    target industry.
  • Broaden current geographical boundaries for
    greater prospect access.
  • Conduct carrier sales plan presentations with
    Hartford Citizens on June 21.
  • Continue to use telemarketing program for
    contractor business until no longer desirable.


Implement Banner/Polestar production and
retention business model for new markets.

Create and implement staff training, coaching,
and support program for all initiatives. Develop
value-added sales plan for existing clients that
proactively identifies x-selling
opportunities. Establish hiring schedule, job
descriptions, candidate profiles for new
positions. Determine minimum account
profitability requirements and segment existing
book. Create base-line sales and service plans
for all non-top 100 accounts Custom build
value-added service plans for all top-100
accounts
Total Agency Revenue (M) 2004 1.0 2005 1.3
2006 1.75

Cross-sell appropriate accounts based on need and
the desire to truly take care of each client on
all fronts.
Retention for new market segments 98
Build agency staff and valuation while
maintaining the no hired guns strategy.
Revenue per employee 156.00
Continue to improve Agency Infrastructure for
maximum efficiency.

Profit per account of 7,500 - 10,000

Build the book by adding larger accounts and
removing smaller, less profitable ones.
11
Action Plan Development
Integrated Model
z
STRATEGY 1
Establish target markets and build a unique
value-proposition for each Technology, Printers
Publishers, Manufactures, Etc.
END RESULTS
Profile Opportunities, Evaluate Impact of Each,
Segmented Prospect List, Created Personalized
Strategic Approach for Each Prospect.
KEY ACTION
Primary Research Conduct Market Assessment
SUPPORTING ACTIONS
Responsibility Start Finish Support
Identify top 20 targets in each market based on
size need. Join Industry Associations and
actively participate. Create educational
programs to inform about unique risks. Create
referral prospecting list for each market.
ABC/BP 5/1 6/10 ?
Staff/BP Pat Walt 5/1 7/31
? BP Pat Walt 5/1 10/1
? All ABC 5/1 6/15
0 All
Q1 Q2 Q3 Q4
KEY RESULTS MEASUREMENTS
X
X
X
X X
X
Research target companies and develop
personalized target marketing plans for the CEO
of each top-20 account Research and enroll in a
minimum of one trade association for each target
market and subscribe to the emailing lists
of at least three per market. Conduct at least
one seminar or round-table for each target market
per year. Attend one trade show and give workshop
for each target market per year. Ask for a
minimum of two referrals per week from industry
contacts, associates, etc. Target one large
affinity marketing program per year


12
Action Plan Development
Integrated Model
z
STRATEGY 2
Implement Banner/Polestar production and
retention business model for new markets.
END RESULTS
Coordinated, cross-functional, and proactive
strategic marketing, sales and service plan that
truly differentiates ABC.
KEY ACTION
Create Tool Box of offerings with new look and
feel
SUPPORTING ACTIONS
Responsibility Start Finish Support
ABC/BP 5/1 7/1
? Staff ABC/BP 5/1
6/1 0 BP/Staff Pat Walt
5/1 10/1 0
Staff/BP BP/ABC 5/1
6/1 0 All BP/ABC
5/1 6/15 ? All
Construct Sales Kit Construct Needs Assessment
Construct Client Management Plans Create ABC
Positioning Statement Develop ABC Corporate ID
KEY RESULTS MEASUREMENTS
Q1 Q2 Q3 Q4

  • Implement off-ex-date marketing strategy that
    focuses on needs assessment and unique sales
    model.
  • Conduct at least one prospect assessment per
    week.
  • Develop complete list of value-added service
    offerings for each market and segment based on
    size of account.
  • Develop quarterly RMLC newsletter for each
    target industry.
  • Broaden current geographical boundaries for
    greater prospect access

X X
X
X
X
13
Action Plan Development
Integrated Model
z
STRATEGY 3
Create and implement long-term, staggered
marketing plan with Banner/Polestar.
END RESULTS
Coordinated, cross-functional, and proactive
strategic marketing, sales and service plan that
truly differentiates ABC.
KEY ACTION
Establish ABC value, integrity, trust in key
markets
SUPPORTING ACTIONS
Responsibility Start Finish Support
ABC/BP 5/1 7/1 ?
Staff BP/ABC 5/1 7/1 ?
All BP/ABC 4/1 8/1
? All
Create a list of client-centric marketing events
that differentiate ABC. Uniquely brand, package,
merchandise the ABC value-proposition. Launch
Full Sail like website with client resources
that educate and train.
Q1 Q2 Q3 Q4
KEY RESULTS MEASUREMENTS
X
X
X X
  • Initiate prospect marketing touch schedule for
    all top 20 accounts with the goals of
    differentiation and client education.
  • Scrub residual market list for Top-100 clients
    and initiate marketing touches focused on RM LC
    expertise. Create S.W.A.T. team impression.
  • Conduct at least two joint EPLI or substance
    abuse seminars with Law Firm associates by year
    end. Invite clients, prospects, and referrals.
  • Continue to use telemarketing program for
    contractor business until no longer desirable.



14
Action Plan Development
Integrated Model
z
STRATEGY 4
Partner with national or large regional carrier
in 2004, another in 2005.
END RESULTS
Co-develop market opportunities and develop
two-year business development plans based upon
ABC strategic plan.
Sell the new ABC Strategy to true carrier
partner not focused on short-term commitments.
KEY ACTION
SUPPORTING ACTIONS
Responsibility Start Finish Support
ABC/BP 5/1 6/15
0 Staff ABC/BP 5/1
6/15 0 Staff ABC/BP
5/1 6/21 ? Staff
Create Carrier Partnership Profiles for each
target market segment Identify 3-4 Prospective
Carrier Partners that fit Partnership
Profile Create and present two year sales
agency growth plan to staff carrier partners.
Q1 Q2 Q3 Q4
KEY RESULTS MEASUREMENTS
  • Develop Carrier Promotional Program for New
    Corporate ID
  • Create Carrier Specific Marketing/Sales/Service
    Plans for Targets
  • Conduct Carrier Day Seminars
  • Create detailed Partnership Proposals For Each
    Prospective Carrier
  • Secure Signed Partnership/Business Plans with
    Key Carriers


X
X X X
X

KEY DEPARTMENTS FOR COORDINATION
15
Action Plan Development
Integrated Model
z
STRATEGY 5
Cross-sell appropriate accounts based on need and
the desire to truly take care of each client on
all fronts.
END RESULTS
A strategic cross-selling and account renewal
strategy that proactively diagnoses gaps in
coverage and rounds-out client portfolios.
Create and implement a comprehensive
renewal/cross-selling checklist.
KEY ACTION
SUPPORTING ACTIONS
Responsibility Start Finish Support
ABC 5/1 6/10
0 Staff/BP ABC
5/1 6/15 0
Staff/BP ABC 5/1
6/21 0 Staff/BP ABC
6/21 7/15 0
Staff/BP
Analyze current book and establish cross-selling
objectives by product Create a one-page renewal
checklist Create a pre-renewal needs
assessment Develop value-added sales plan for
existing clients that proactively identifies
x-selling opportunities.
KEY RESULTS MEASUREMENTS
Q1 Q2 Q3 Q4
  • Turn over management of remaining contractor
    book to account managers and sales center.
  • Create and implement a mid-term client
    assessment schedule indicating phone, email, or
    face-to-face contact.
  • Determine minimum account profitability
    requirements and segment existing book.
  • Create base-line sales and service plans for all
    non-top 100 accounts


X

X
X
X

16
Action Plan Development
Integrated Model
z
STRATEGY 6
Populate new agency organizational chart with
selected specialists build agency staff and
valuation while maintaining the no hired guns
strategy.
A specialized team-based approach to client
development and client management that promotes
agency expertise.
END RESULTS
Align organizational structure to maximize
visibility and viability of team approach.
KEY ACTION
SUPPORTING ACTIONS
Responsibility Start Finish Support
ABC 6/1 8/1
0 Staff ABC/BP
5/1 6/21 0 Staff/BP
Establish hiring schedule, job descriptions,
candidate profiles for new positions. Create and
implement staff training, coaching, and support
program for all initiatives.
Q1 Q2 Q3 Q4
KEY RESULTS MEASUREMENTS
  • Train Implement Banner/Polestar Training
    Consulting Program
  • Create and Maintain Recurrent Training Program
  • Initiate Team Approach to Sales Process
    Client Management Strategy
  • Establish Recruiting Strategy

X
X
X
X
17
Action Plan Development
Integrated Model
z
STRATEGY 5
Create and populate Top 100 client portfolio and
increase qualification requirements over time.
Build the book by adding larger accounts and
removing smaller, less profitable ones.
END RESULTS
A strategic growth strategy focused on carefully
targeted accounts
A high touch, high visibility, efficient,
targeted strategy to building agency value
KEY ACTION
SUPPORTING ACTIONS
Responsibility Start Finish Support
ABC 51 6/1
0 Staff ABC
6/10 7/5 0
Staff/BP ABC 7/1
8/30 0 Staff/BP
Determine minimum account profitability
requirements and segment existing book. Create
base-line sales and service plans for all non-top
100 accounts Custom build value-added service
plans for all top-100 accounts
KEY RESULTS MEASUREMENTS
Q1 Q2 Q3 Q4
  • Develop complete list of value-added service
    offerings for each market and segment based on
    size of account.
  • Initiate prospect marketing touch schedule for
    all top 20 accounts with the goals of
    differentiation and client education.
  • Review existing book for Top 100 accounts and
    initiate client retention plans immediately
    including quarterly client performance report
    cards, annual OSHA audits, reserve audits, MOD
    reviews and forecasts, etc..
  • Turn over management of remaining contractor book
    to account managers and sales center.

X

X X
X


18
Action Plan Implementation
Integrated Model
ACTION QTR 1 QTR 2 QTR 3 QTR 4 COORDINATOR TEAM MEMBERS
Identify top 20 targets in each market based on size need. 6/10
Join Industry Associations and actively participate 7/31
Create educational programs to inform about unique risks. 10/1
Create referral prospecting list for each market. 6/15
Research target companies and develop personalized target marketing plans for the CEO of each top-20 account 6/30
Research and enroll in a minimum of one trade association for each target market and subscribe to the emailing lists of at least three per market. 7/15
Conduct at least one seminar or round-table for each target market per year. 9/15
Attend one trade show and give workshop for each target market per year. 9/30
19
Action Plan Implementation
Integrated Model
ACTION QTR 1 QTR 2 QTR 3 QTR 4 COORDINATOR TEAM MEMBERS
Ask for a minimum of two referrals per week from industry contacts, associates, etc. 6/1
Target one large affinity marketing program per year 12/1
Construct Sales Kit 7/1
Construct Needs Assessment 6/1
Construct Client Management Plans 10/1
Create ABC Positioning Statement 6/1
Develop ABC Corporate ID 6/15
Implement off-ex-date marketing strategy that focuses on needs assessment and unique sales model. 6/1
Conduct at least one prospect assessment per week. 6/1
Develop complete list of value-added service offerings for each market and segment based on size of account. 5/20
Develop quarterly RMLC newsletter for each target industry. 7/31
Broaden current geographical boundaries for greater prospect access 11/1
20
Action Plan Implementation
Integrated Model
ACTION QTR 1 QTR 2 QTR 3 QTR 4 COORDINATOR TEAM MEMBERS
Create a list of client-centric marketing events that differentiate ABC. 7/1
Uniquely brand, package, merchandise the ABC value-offering 7/1
Launch Full Sail like website with client resources that educate and train. 8/1
Initiate prospect marketing touch schedule for all top 20 accounts with the goals of differentiation and client education. 7/15
Scrub residual market list for Top-100 clients and initiate marketing touches focused on RM LC expertise. Create S.W.A.T. team impression. 7/1
Conduct at least two joint EPLI or substance abuse seminars with Law Firm associates by year end. Invite clients, prospects, and referrals. 7/15
Continue to use telemarketing program for contractor business until no longer desirable. 1/1
21
Action Plan Implementation
Integrated Model
ACTION QTR 1 QTR 2 QTR 3 QTR 4 COORDINATOR TEAM MEMBERS
Create Carrier Partnership Profiles for each target market segment 6/15
Identify 3-4 Prospective Carrier Partners that fit Partnership Profile 6/15
Create and present two year sales agency growth plan to staff 6/21
Develop Carrier Promotional Program for New Corporate ID 6/30
Create Carrier Specific Marketing/Sales/Service Plans for Targets 6/15
Conduct Carrier Day Seminars 6/21
Create detailed Partnership Proposals For Each Prospective Carrier 6/30
Secure Signed Partnership/Business Plans with Key Carriers 7/30
Analyze current book and establish cross-selling objectives by product 6/10
Create a one-page renewal checklist 6/15
Create a pre-renewal needs assessment 6/21
22
Action Plan Implementation
Integrated Model
ACTION QTR 1 QTR 2 QTR 3 QTR 4 COORDINATOR TEAM MEMBERS
Develop value-added sales plan for existing clients that proactively identifies x-selling opportunities. 7/15
Turn over management of remaining contractor book to account managers and sales center. 10/1
Create and implement a mid-term client assessment schedule indicating phone, email, or face-to-face contact. 7/30
Determine minimum account profitability requirements and segment existing book. 6/1
Create base-line sales and service plans for all non-top 100 accounts 7/15
Establish hiring schedule, job descriptions, candidate profiles for new positions. 8/1
Create and implement staff training, coaching, and support program for all initiatives. 6/21
Train Implement Banner/Polestar Training Consulting Program 5/15
23
Action Plan Implementation
Integrated Model
ACTION QTR 1 QTR 2 QTR 3 QTR 4 COORDINATOR TEAM MEMBERS
Create and Maintain Recurrent Training Program 9/1
Initiate Team Approach to Sales Process Client Management Strategy 6/15
Establish Recruiting Strategy 10/1
Custom build value-added service plans for all top-100 accounts 8/30
Develop complete list of value-added service offerings for each market and segment based on size of account. 6/1
Initiate prospect marketing touch schedule for all top 20 accounts with the goals of differentiation and client education. 6/30
Review existing book for Top100 accounts and initiate client retention plans immediately including quarterly client performance report cards, annual OSHA audits, reserve audits, MOD reviews and forecasts, etc.. 9/1
24
Carrier Roll as a Partner
  • Prioritize Submissions regardless of expiration
    date.
  • Provide non-administrative, proactive service
    support to clients and prospects RM LC
    program design and management assistance.
  • Engage in strategic renewal strategy.
  • Co-develop new opportunities UWs participate in
    assessments presentations new and renewal.
  • Participate in non-traditional joint marketing
    efforts seminars, newsletters, dead-file looks,
    orphans, etc.
  • Focus on agency growth not short-term results
    using a three-year relationship management plan.

25
ABC Agency Roll as a Partner
  • Deliver Quid Pro Quo.
  • Maintain strict guidelines to all Production,
    Retention, Efficiency Profitability Objectives
  • Provide market exclusivity to target segments.
  • Pre-select market and proactively participate in
    underwriting process.
  • Represent value, integrity, and trust of program
    not price.
  • Abide by all submission standards and respond
    immediately to requests for additional
    information.
  • Commit to true partnership and conduct
    performance reviews quarterly.

26
3119 Pelham Place Doylestown, PA 18901 P
215-794-0117 800-795-3553 F
215-794-0118 gopolestar.com
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