When my friends Insurance Magazine asked me to develop an article on Marketing Insurer celebrate our 15th anniversary in business as Consultants and Marketing Agency specializing in the field, I thought that the task would be easier.
first thing I did was try to identify a subject on which to develop the article? What issues are now more interest in the Marketing of insurance? What is of interest for most of the audience? and also which of these issues can we contribute more to the sector? In that field, our experiences could bring greater value to our readers?
thinking at this stage I realized I was following the same process of reasoning every day add value, always the same aim, to bring value to our readers, our client ... I see I'm in same predicament all those responsible for Marketing of Insurance Sector "What to do to bring maximum value to my clients'.
I think I have clear the issue on which I develop the article.
"Generate Added Value: strategy to stay in the market"
All readers think so, and if not ... more reason to write it. (I invite you to read http://www.proyectopenelope.blogspot.com/ what may be a proof to this statement)
Generate Added Value , concept known by all, we know what we know its usefulness, many could even write articles on the management of variable value as strategic brand management. It is a pervasive that everything is already invented, without going into making judgments on the appropriateness of the sentence, in my experience, most of the time, the fundamental difference between two activities is the "Do's" but in the "How To" is in the way we do things which is often the key to success or failure of our activities.
traditionally oriented production, the insurance industry every day presents a greater sensitivity towards other goals, capitalize on its customer base, more professional its agency network, finding alternative channels of production, etc. are now real objectives in the strategic plans of the entities.
PRODUCTION AND VALUE ADDED , Both rides, rides well. One requirement for today, the other to stay here tomorrow. It is at this point and with this approach which intend to illustrate some of the findings and experiences have led me to them, how the Direct and Relationship Marketing provides efficient and cost effective solutions in both directions: To generate business and value added to the various branches of the bank and its Public Purpose: Insured, Agents, Distribution Channels, Partners and Sponsors
Business
generation and value added simultaneously requires the availability of assessment tools and management of both outputs.
The insurance companies are well trained and equipped to manage the first output: The production, a sector where the point is the premium, no gaps, production management presents no difficulty, everything is planned, organizational design, systems, tools, etc., ultimately, their culture has been shaped in this direction. However
value management requires additional implications, means having sensibilities, attitudes, systems and tools, which should be defined and implemented in order to coexist with the infrastructure required for production management. Implies, in short the adoption of other values \u200b\u200bin the culture of the organization, while not have to conflict with existing values, if that requires extra effort to the organization.
in Spain when he speaks of Insurance Direct Marketing, most people assume the direct sales side, mostly mail order, insurance. This activity is interpreted as a minority, of little or marginal importance within the organization and sometimes reduced to a small "ghetto" within the entity and which are governed by "other values \u200b\u200bor criteria."
is the focus of an entity that does not participate in the capacity to generate value added of these activities, only perceive its ability to generate raw, nothing more. And, in most institutions, it is estimated that their activities have to be limited must be self sufficient, the agency network of the entity, the organization of offices and branches, the other distribution channels, etc., are untouchable. States that the "direct channel" is synonymous with direct mail, telemarketing, and sometimes Call.Center.
We are therefore faced with a situation of misunderstanding of both the capabilities and value creation potential of marketing and in particular of the tremendous power of the strategies and tools of Direct and Relationship Marketing.
"Big mistake?
Some think so, others are sure.
1 .- + PRODUCTION VALUE ADDED: AGENTS FOR THE RED .
- that can bring added value and Relational Direct Marketing Underwriter as an agency network show business ratios below 60% monthly?
- that could offer added value to a commercial organization whose ratio of dedication Subscription / Prospecting is below 6%.
- What could bring added value to a commercial network with coverage of attention to your portfolio does not cover 50% per year?
- What could bring added value to a commercial organization of a multi-product and multi-entity whose insight into your own portfolio of insured not reach the 1.5 policies per insured.
- that could provide added value to a commercial organization wary of the "Bancassurance and Direct Channels?
2 .- + PRODUCTION VALUE ADDED: FOR THE COMPANY.
- What could bring added value to an organization sensitive to the proximity image presented to its policyholders? Http://todosaporlaprima.blogspot.com
- What could bring added value to an entity that wishes to offer its network Agencial a career plan based on progressive training and professionalization of its activity, increasing management effectiveness through guidance and institutional support?
- What added value could provide to an entity that wants a more effective and efficient when you need to address specific market segments? Http://elnegocioenlacartera.blogspot.com
- What we can offer added value to an organization sensitive to the plight of attract, train, fidel capitalize and show its agency network?
3 .- VALUE ADDED: FOR INSURED FOR PRODUCTION
+ ENTITY (DIRECTLY OR THROUGH YOUR RED)
- "Insurance Fideliza" Who said that? Remember the phrase? Is it true?
In 1985 the owners of a prestigious credit card in Spain, noted as one of the most valued services including receiving, exclusive offers insurance offered periodically. This statement was made both insurance buyers and non buyers of such offers.
high perceived value for the least cost to ... I really believe that the service had cost? How much revenue generated this service? That
our policyholders have different? Would value this service? What about our network?
4 .- VALUE ADDED: FOR CANAL + PRODUCTION FOR CORPORATE ENTITY.
things mentioned in the previous point is the primary basis for the definition of direct marketing programs for insurance through a third party. Insurance as a loyal, encouraging the persistence of the client and even allows a little more, the ability to customize the product as little adapted to the needs of marketing of Sponsor.
free insurance for credit cards, automatic flight insurance, flight even permanent insurance, with coverage for baggage loss, cancellation of outstanding balances, etc.. have been evidence of the malleability of insurance and its suitability as a loyalty for others.
most successful experiences and continuity Marketing Third party insurance have been filed when performed with companies with defined orientation to marketing, where management was considered strategic value, the output in terms of premium and metrics relating to production were considered "mere mandatory requirements" not objective.
attention to the marketing objectives of the Sponsor and their satisfaction with the attributes of our service, in which the product is "just" one of the components was the strategy that was building solid and enduring bonds of cooperation agency and the Bank Sponsor.
focus only on the product, in their coverage of the market offering traditional, albeit with the inclusion of a cherry and a reasonable premium to the sponsor had to consider the entity to be a mere carrier, a provider of risk easily replaceable, and therefore to the insurer, other distribution channels of dubious or no management control and power.
As a climax to this series of questions out loud, compared to cases or situations planteables by any entity, our experience is that it is feasible to achieve, simultaneously, of both goals in parallel we do not mute the degree of feasibility, difficulty and potential outcome is unique and depends on each entity. The surprises are common, not always the leader who gets the upper hand.
