Analytics Are For Selling

Those of you who have written large accounts, as I have, know that you are always under the sword of proving your value. Whether it’s a new member of the C-Suite, an investment banker or change of ownership. And that doesn’t include the competitive pressures your fellow brokers exert when they want your position on the account!

For decades you have worked under the banner of “Value Added” services, showing clients how you have done an excellent job in reducing placement (insurance) inefficiencies, improving coverages and compressing losses.

But here is the truth (and you know it.) If push comes to shove, you really are hard pressed to answer the question: “How have you improved our business model?”

Now look, let’s not kid each other. If you actually believe you are in the selling business, shouldn’t you be able to show a buyer how much better off they are by doing business with you? Isn’t that an essential component of any selling strategy?

For years you have talked about the importance of differentiation. But then you go back to the same strategy that was developed 327 years ago at Lloyds Coffee House (circa 1688) and talk about coverage, terms and price.

And speaking of coffee, it's time for the insurance brokerage industry to wake up and smell it!

You now have the ability to actually call on a client and show them how your firm will impact their cost structure, earnings, ownership valuation and productivity, to name a few. Isn’t this what you have always wanted to do?

Imagine the power of calling on a new account and KNOWING that your firm will improve their outcome and business results. How does that change your entire new business approach? What about your hit ratio and income?

Now you would say, “How is that possible? Because, if that is true, I want it on every new business call I make!”

Not only is it possible, but it is currently being done by selected Analytic Brokers™ across North America.  

So, if you want to not only smell the coffee, but be able to make it, here is what you must accept RIGHT NOW:

  1. The world of Analytics is changing business at a speed that we have not seen since the adoption of the computer.

  2. Your Analytics must be around your impact for clients and include much more than simply the insurance costs and loss ratios.

  3. Your Analytics must be in real-time and change with the improvement of your results for clients.

  4. Your Analytics must be attached to the actual results of the prospect with their current broker.

  5. Your improvement must be translated to the buyer’s Key Performance Indicators (KPI’s) - They all have them.

  6. You must have the ability to replicate this method with all clients and prospects.

Notice I said RIGHT NOW. That is because if you don’t, the industry will pass you by. As will your clients. They want you to work this way, as they have set up their business to measure results with dashboards that keep them advised in real-time. They are looking for brokers who can help them impact these results and help them measure them.

Analytic Brokers™ are now providing their clients and prospects with all that I have mentioned above. Through TCORCalc®, they have the client data they need in real-time to ALWAYS compete on a basis of Broker of Record. They know their own Metrics and Analytics and are able to project and present them to a new prospect. They are guaranteed a future in the large account buyer’s world, while their competitors move into obsolescence.  

Best Regards to Analytic Brokers™

Rob Ekern, CAB (Certified Analytic Broker™)

Chairman, TCORCalc®

Writing Large Accounts Using Big Data

For the past year or so, you have been inundated by insurance carriers and service providers endlessly discussing their “Big Data” strategy with you.  But, when you look deeper into it, you are learning that the vast majority of it is about underwriting information, management benchmarks or exotic marketing strategies that most don’t have the ability to implement.

As we used to say... ‘That’s all great, but what does it have to do with the price of tea in China?’  In other words, ‘What do we need in order to compete at a higher level and actually grow our market share over our competition?’

Property Casualty brokerage firms have been extremely slow to adopt meaningful analytics, metrics and outcomes that show a client how they have impacted their profits, EBITDA, productivity and other important business goals.  The Property Casualty brokerage industry is woefully behind every other industry in this regard.

Yet, virtually every one of your C-Suite buyers operates their business based upon metrics, KPI’s and analytic performance.  If you don’t believe that, ask your top clients what KPI’s they use to judge their performance.  Then hold on because you will hear everything from turnaround time to CAPEX, shop rates to shareholder valuation, EBITDA to revenue per item, etc.

Then ask yourself this question:  'How have we really impacted their important business metrics?'  Then throw in one more: 'Can we actually prove it with data-driven results?'

Some of you have invested hundreds of thousands of dollars in resource capabilities. Yet, you can’t answer those two important questions.  A bit frustrating isn’t it?

Oh, you can tell them about the reduced loss ratios or the reduced claim costs and even about how you have impacted their risk financing structure.  If you are lucky you can even show them how you have reduced costs around the collateral on a self-insured program.

But, here is what you probably can’t tell them... the specific impact your firm has had on their business goals and what it has been for all your top clients.  In a new business presentation you probably can’t provide Business Intelligence that will predict what the prospect’s results would have been.

So, it is time for the insurance brokerage business to join the rest of the business community in actually providing a quantifiable value that is based upon credible data and outcomes.   Up until now, it was not your fault.  The capabilities and data standards did not exist for middle and upper-middle market accounts.

But now they do.  TCORCalc® has changed the way that Analytic Brokerage firms attract and retain middle/upper-middle market accounts.  The TCORCalc Members and Analytic Brokers have access to information and client delivery tools that are broker-based.  TCORCalc members have a huge advantage over their competitors.

They know not only the price of tea in China, but exactly what their client results have been.  They are able to translate it to buyer KPI’s, metrics and analytics.  A strong currency in any language!

Learn More About TCORCalc Now

Best Regards to Analytic Brokers™

Rob Ekern, CAB (Certified Analytic Broker™)

Chairman, TCORCalc®

How to Make $1,200 a Minute

For the past year or more we have been speaking to you about the power of Analytics and KPI’s in your large account production.  Our brokerage and agency clients are developing a very specific plan, discussion and process for the implementation of important business metrics inside their large account practice.  They are able to provide buyers a basis of “decision support” that is differentiating them well beyond simply risk financing placements.

Here is a true recent experience from one of our Analytic Broker™ clients.  He is a successful producer in a major Southeastern-based insurance brokerage.  In short, he produced a $110,000 revenue account after a 90 minute meetingwith the President of the prospect organization.

Our intrepid Analytic Broker™ met with the President of a rapidly growing Southeastern manufacturing organization.  This buyer had been recently hired by the owners of the firm to help them expand their business in a professional manner.

In the initial part of the conversation, our hero asked the question:  “Are there any specific analytics and KPI’s that you use to manage your business?”

This triggered the buyer to explain some of the KPI’s that were most important to him.  The successful broker tells it this way.  “As soon as I asked the question, I could tell he was a KPI guy.  He proceeded to explain some of the most important metrics and analytics he uses in measuring their business performance.”

What happened next will endure in the Analytic Brokers Hall of Fame for eternity.

“The President and I spent the remainder of the meeting drawing out Analytic Measurements on how we can help him improve his business organization.  We passed a magic marker between us with a whiteboard as we drew them up.  I brought out my notebook of our existing KPI measurements and we tailored them to fit his management requirements.”

Not once in 90 minutes was the subject of insurance placements, carriers or coverage discussed. The entire meeting became about how the resources and capabilities of the brokerage firm could be used to improve the prospect’s financial results . . . and how they would be created, measured and quantified.

Five days later, after never even speaking about the insurance placement, the President called the broker and awarded him a mid-term Broker of Record Letter.  When asked about the main reason for the decision, the buyer told the broker...  “The previous brokerage firm did not understand how we work, and I don’t have the time to teach them.”

Of course the broker has since spent a considerable amount of time understanding the coverages, making recommendations and improving the placements.  But, and this is the point... The Analytic Broker is already being paid to do this work!

One other thing to note.  In the coming years of their business relationship, this Analytic Brokerage™ firm and the client have a common language to judge the effectiveness of their relationship.  It is now about the results that the firm can bring them.  This will never change and any broker who attempts to pierce that relationship will likely fall short as the Analytic Broker is already deeply embedded inside the buyer’s business organization.

So here are a few thoughts for those of you who want to supercharge your large account production.  I sincerely hope that you will take this advice to heart.  Those of you who ignore it will find yourselves relegated to obsolescence in consistent large account production (This is a 100% guarantee!)

  1. Understand your own analytic results for your client base.  When you are asked the question, “Why should we appoint you as our Broker?”, you will need to provide specific results and outcomes in terms of the financial impact that your clients have experienced. Across your entire large account book of business, not just a few isolated examples.

  2. Understand how your analytic results attach themselves to your client and prospect’s KPI’s.  This requires that you have the data and results of your clients and prospects, and then project how they would improve the buyer’s business outcome.  This is the main part of the sale, not the discussion of the process.

  3. You must quickly accept the fact that building and understanding Analytics, KPI’s, Metrics and Financial outcomes are the most important thing you must do in 2015.  Your best clients and prospects are ALL rapidly adopting them and you will not survive in the large account production business without being really good in that area.

Now, as a long-time reader of the C.R. Ekern & Company publications, you may have noticed several new trademarked terms, Analytic Broker™ and Analytic Brokerage™ .  We are retiring the Consultative Broker™ and Consultative Brokerage™ monikers in lieu of these more appropriate terms for the age of “Big Data” and certified client results.  Through the implementation of the Major Account Development System® and TCORCalc® our firm has the ability to support brokers who are interested and willing to implement this most important business result.

To see how TCORCalc will provide you with the Metrics, Analytics and Quantifiable Data you need to succeed in the age of Big Data, check out our recently-unveiled website.

All the best to Analytic Brokers,

Rob Ekern
C.R. Ekern & Company