PERSONAL ACCIDENT PLAN

- The Route to Client Satisfaction

We all know the importance of life insurance. It is the cornerstone to all financial planning and should always be the first consideration when helping a client to organize his financial planning.

However, imagine for a moment that you are the client and you received some good advice about life insurance and savings. How would you feel if your advisor could also have protected you against something that was SIX times more likely to happen, and you can be covered for a fraction of the cost of full life coverage?

It would be easy to appreciate that a client might be unhappy with the advice given if he/she discovered these facts after you left. In some countries, this could be regarded as negligence.

So why do some people NOT sell PA as much as they should? There is no doubt that it is far harder to sell two policies to a client if you get an agreement to the first sale and then you try for the second.

The reason for this is that clients, upon agreeing to the first sale, have mentally accepted an amount cost to gain a benefit level. It is very difficult to get them to increase the cost no matter what the additional cost will be. They have now spent all that they wish and it would be like trying to ski uphill to get them to change.

The answer is simple – every sale must include the cost of PA . It is essential, high-value product that every client must be given the option to own. That means that it needs to be presented to clients in a way that helps them accept the additional premium.

You must present the total solution to clients. If the cost is too much it is the CLIENT's responsibility to choose what elements they do not wish to be protected against. We must not make that choice on their behalf.

Start now - earn more by doing a thorough job!!!

Every manag e r should spend time with sales representatives to help them identify their wants and to determine th e means by which to satisfy those wants. You can make objectives real, live, and vital by un d ertaking these five st e ps.

First make objectives specific and definite and commit them to writing. For e xample, “Increase sales by 12 percent by December 31” or “Make X number of calls.” The goals should be reasonable, and they should be set with the person's participation. Prioritize goals so that the person is not overwhelmed into passivity. One oth e r note: Give your staff advance notice of goal-setting meetings so thy can collect the i r t houghts. And do provide essential information on changing equ i pment, functions, staff, products, and services that could affect objectives.

Second, set a deadline for the accomp l ishment of each objective. After all, an objective is only a hope until a definite date for its achievement has been set.

Third, agree on methods and t e chniqu e s, carefully adjusting them to each person's ability.

Fourth, break down each goal into intermediate objectives – by year, month, week, and even day, and by activity (calls, interviews, new prospects, etc.). Your job is to help, instruct, and troubleshoot. You are the coach – stay off the field except for demonstrating the plays.

Fifth, put people on the spot by publicizing their objectives. Putting pressure in their self-respect leads inexorably to achievement because people end to do what others whose opinions they value expect of them.