June La Voz 2009

Page 2 Independent Insurance Agents of New Mexico - www.iianm.org - * June 2009

http://www.iianm.org


La Voz

IIANM Staff

2008-2009 Officers

“La Voz is a monthly publication of the Independent Insurance Agents of NM

1511 University Blvd. NE Albuquerque, NM 87102.

(505) 843-7231. Fax (505) 243-3367. Web site www.iianm.org.

President/CEOThom Turbett, CIC

VP Of Membership ServicesLorri Gaffney

Director Of CommunicationsRachel Sheffield

Director Of Insurance ProgramsCarmen Reese Porter, ACSR, CISR

Director Of Education Jeff Straight, CIC, LUTCF

Receptionist / Member Services Associate

Renee Trujillo

ChairAngela VasquezVice-ChairAlma Franzoy-CapronSecretary/TreasurerKathy YeagerNational DirectorPatty Padon, AAI, CIC, LUTCFImmediate Past ChairSam Conlee

Big I Advantage 02

Tech Talk 08

IIANM's Annual Convention Incentive 12

Fraud News & Reviews 25 Partners Program Company Listings 26

Southern Seminar Registration 30

Education Edge 33

June's Clickable Calendar 34

Odds n Ends 35

Features

This publication is intended to provide ac-curate and authoritative information on the subject matter covered, but is distributed with the understanding that neither IIANM, nor any contributing author, publisher, contributor or advertiser is rendering legal, accounting or any other professional service and assume no liability whatsoever in connection with its use. Further, the electronic links to our advertisers and/or contributors found in this publication are provided as a courtesy to our readers and do not necessarily indicate an endorsement by IIANM.

News items from members of Independent Insurance Agents of New Mexico and the general insurance industry are encouraged. The advertis-ing deadline is the fifteenth day of the month, preceding publication.

Advertising rates are available upon request.Please contact Rachel Sheffield at [email protected] for details

Improving Personal Lines Loss Ratios 05

New Delay in Enforcement of Red Flag Rule 06

Position Your Agency to Prosper 10

L&H Trends - Estate Tax in Sharper Focus 15

Rate Increases Expected in Early 2010 17

Young Agents Talk About Generational Differences & Technology 19

The Softest Market Ever 21

Health Care Reform Debate Heats Up 22

One Agency's Tip for Selling on the Internet 23

Insurance Companies Can Add Value to Agencies 24

Flood Insurance: Behind the Numbers 27

Shake Those Laptops 29

Win an iPod Shuffle! 30

Allstate Workplace Division 28

American Mining 11

Burns & Wilcox 18

Colonial General Insurance Agency, Inc. 16

InsurBanc 07

Market Finders, Inc. 14

National Lloyds 04

NCMIC Finance Corporation 23

New Mexico Mutual 36

Risk Placement Services (RPS) 20

Transwestern General Agency 11

Trucker's Insurance 22

Advertiser Index

Monthly



mailto:[email protected]











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[email protected]@natlloyds.com

[email protected]@[email protected]

[email protected]@natlloyds.com

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Independent Insurance Agents of New Mexico - www.iianm.org - * June 2009 Page 5

• Insured to value• Jewelry/Fine Art Floaters• Limits of liability (should have a minimum of $300,000)• Times late making payments• Number of calls to agency within the last 18 months (hopefully you track all client contacts)• Deductibles• Claims

From this list, decide what is acceptable to your agency. Then, start your pruning process. You will find that the accounts that need to be some place besides a preferred carrier will become very clear.

In the last six months, we've completed two agency re-un-derwrites. This is a process similar to a carrier re-underwrite but triggered within the agency based on loss ratio problems. It involves analysis of losses to determine whether they are unique, severity related or frequency related. The end result is a combination of deductible adjustments, non-renewals and "'watch list" clients. This can be done for an individual carrier or can be done across a line of business or a book of busi-ness. This pro-active approach certainly impresses carriers with an agency's desire to engineer his/her book of business to a profitable status in favor of company partners.

This could be a polite way of the company saying the agent should consider steering their personal lines book somewhere else.

The agent should evaluate when and why he uses this carrier versus other carriers. Sometimes, an agent will steer an auto policy to one company and the HO to another because of...price, commission, incentive, ease of something. Some agents will write the Homeowners and not ask for the auto, and vice versa. Also, look at the limits being sold, are they state mini-mum or higher limits? Does the agent fit the insured to the company product?

These are all part of front line underwriting. They all can im-pact book profitability.

Based on my experience as a personal lines homeowners un-derwriter many, many years ago, I suggest auditing the book. We found that, as books aged, we were losing lots of premium dollars through underinsurance.

Improving Personal Lines Loss Ratios

VU Faculty Abstract

With the beating that many carriers have taken over the past few years in personal lines, it is more important than ever to improve loss ratios. In this article, our agency management gu-rus will offer some suggestions to improve agency underwriting of personal lines accounts.

--------------------------------------------------------------------------------

Recently, our "Ask an Expert" service received the following question:

Can you help me? One of our preferred carriers has asked me to "do what agents know how to do" to improve the loss ratio on a homeowners book of business. They say they are not agents and therefore have no suggestions other than to increase deductibles, ask the client to move their business elsewhere, or let them renew the client in a higher priced tier. They say that I should know as an agent how to make the book of business profitable. Do you have any suggestions?

To their credit, the carrier recognizes that no one is in a better position to improve the quality and performance of their per-sonal lines book of business than the agency itself. Let's take a look at the issue, along with some suggestions of our agency management faculty.

Over the years, I have advised my clients to do some pruning on their books of business. Just like with trees, bushes etc. take out the deadwood, rotten parts and you have a much healthier tree or plant. The same holds true with a book of business. Instead of waiting until it is going bad, prune it every year.

This process requires that the agency develop guidelines on the type of business they want in their "healthy" book. Things to consider: claims activity, service activity, late payments, and anything else that requires ongoing attention to the account. It is okay to let a client know that you will be moving them. In most cases, the cost will be higher and they will probably seek out another agent.

Now for your current situation - develop a checklist and USE IT.

• Location of home• Age of Dwelling• Value of home

Response #1:

Response #2:

Response #3:

Response #1:



Enforcement will begin Aug. 1 for agencies that engage in activities covered by the rule.

The Identity Theft Red Flag Rule became effective Jan. 1, 2008, with mandatory compliance for financial institutions and creditors beginning Aug. 1, following an initial enforcement delay of six months that was extended another three months. In short, the rule requires financial institutions and creditors that hold “covered accounts” to implement a written program to detect warning signs or “red flags” of identity theft so that identity theft can be prevented and mitigated.The Federal Trade Commission (FTC) indicated that dur-ing the initial six month delay period, it planned to engage in outreach and provide education about the application of the rule, and that the additional three month delay was to allow for the development and implementation of written theft preven-tion programs by financial institutions and creditors. On April 2, the FTC unveiled a Web site about the rule and on April 30 it announced it would release a template on that Web site to help entities with a low risk of identity theft comply with the law, such as businesses that know their customers personally.

Some key definitions under the rule, in general terms, include:

Financial institutions - state/national banks, state/federal savings and loan associations, mutual savings banks, state/federal credit unions or any other entity with an account from which the owner makes payments/transfers.Creditor – a person, business or entity that provides goods or services in advance of receiving payment (e.g., arranges, extends or renews credit).Credit - the right granted by a creditor to a debtor to defer payment of a debt or to purchase property/services and defer payment for them.Covered account – an account used for a personal, family or household purpose involving multiple payments (e.g., credit card accounts, checking accounts, car/home loans).

The FTC appears to be taking a broad view of what activities meet the key definitions under the rule. That raises questions from insurance agencies about whether they need to comply with the rule and, if so, the nature of the compliance. Since each

insurance agency operates differently, there is no single answer to that question that applies across the board for all agencies. Each agency needs to assess the key definitions under the rule carefully in light of its own unique operations and activities. An insurance agency only needs to comply with the rule it if acts as a creditor or financial institution and has covered accounts, not merely because of its status as an insurance agency. For example, if all of an agency’s business is direct billed by carriers, then it appears the agency would not be a creditor or have any covered accounts and thus would not be subject to the rule. On the other hand, if an agency provides or arranges premium financing for any insureds, then the FTC could take the position that the agency is acting as a creditor with covered accounts and needs to comply with the rule.

While the rule does not appear to be targeted at addressing the basic activities of many insurance agencies, it is impossible to predict whether the FTC will try to characterize some of those activities as covered by the rule. Being a creditor under the rule requires that goods or services be provided in advance of pay-ment, such as occurs when retailers arrange credit for consum-ers to purchase goods. But since insurance is a continuous ser-vice over a period of time, it arguably is not generally provided in advance of payment for all the service provided.

Agencies with questions about whether the rule applies to their activities can seek guidance from local counsel. In addition some agencies in this position, out of an abundance of cau-tion, may choose to comply rather than spend time or money seeking a definitive answer to a question that may, by virtue of the way the rule is written, be unduly complex.

Insurance agencies that do not fall within the definition of a financial institution or creditor under the rule are not required to comply. The acceptance of credit card payments alone does not make an entity a creditor under the rule, nor does merely referring a customer to an entity that is a financial institution, such as for a loan. However, if a business, including an insur-ance agency, has “covered accounts” and conducts business in a way that meets the definition of a financial institution or creditor under the rule, compliance is required.

For an agency owned by an entity that meets the rule’s defini-tion of a creditor or financial institution and that has covered accounts, the entity that owns the agency should be aware of the rule and may determine the program to be implemented.

For entities subject to the rule, there is no standard program to adopt, as the program must be customized to the entity’s size, complexity, organizational structure and business operations/activities. Any such program must include reasonable policies and procedures to detect red flags of identity theft in covered accounts, and prevent and mitigate identity theft in connection with the opening and maintenance of covered accounts.

A program must enable the entity subject to the rule to:

1. Identify red flags (described below) relevant to the entity’s experience, industry and likely risks;2. Detect the red flags identified;3. Respond appropriately to red flags that are detected in an effort to prevent and mitigate identity theft; and4. Update the program periodically to reflect changes in risk.

Red flags or warning signs of identity theft may come from

New Delay in Enforcement of Red Flag Rule

by Debra Perkins


mailto:debra.perkins%40iiaba.net?subject=


past incidents of identity theft, reports in industry publica-tions and information published by regulators like the FTC. Examples of red flags can include warnings/alerts from credit bureaus, presentation of suspicious documents (such as those with suspicious personal identifying information or a suspicious address change) and notice from a person who believes he/she has been a victim of identity theft.

An entity required to have a program must have the initial pro-gram approved by its board of directors or an appropriate com-mittee of its board of directors. In addition, the board of direc-tors, an appropriate committee of the board or someone from senior management must be involved in the oversight, devel-opment, implementation and administration of the program and the entity’s staff must be trained to implement the program.

An entity subject to rule can face civil penalties by the FTC for failure to meet its requirements. It is uncertain whether private

lawsuits are permitted for rule violations.

Insurance agencies can adopt an identity theft program even if not required to do so by the rule. The program requirements under the rule may provide a good starting point for these agencies seeking parameters for what is important to consider in such a program.

A summary of the rule is included in a memo entitled “Over-view of the Fair Credit reporting Act, the Fair and Accurate Credit Transactions Act and the Drivers Privacy Protection Act” starting on page 10 at letter G. That summary is available to members at www.independentagent.com by selecting Legal Advocacy and then Memoranda and FAQs.

Additional information on the rule is available from the FTC here.



http://www.ftc.gov/bcp/edu/pubs/business/alerts/alt050.shtm



Drobo: A Disk Drive You Can LoveAll hard disk drives die, sooner or later. Sort of like people,

except you don't have to put on a suit when it happens.

Over the years I've bought many hard disk drives. Fortunately,

they keep getting larger in size and less expensive. As I write

this, the cost for hard drives is somewhere slightly north of

$100 for a one-terabyte (TB) drive.

In my shop, we actually have around 200GB of data, and we

use these files all day long. In the grand scheme of things,

that's not a lot of data. We always have it backed up in several

places (backups run as often as every 15 minutes for critical

directories), and we also keep "snapshot" copies (a full backup

of what exists every Saturday), so the total is much more. Still,

it isn't a lot, and our primary network drive easily holds the

200GB in one volume.

So, when our drive decided to die an unusually early death,

we didn't lose any data. What we lost, however, was a day and

a half of my time and my assistant's time. I'd been looking at

installing RAID (Redundant Array of Inexpensive Disks) tech-

nology—the Drobo, specifically—so I decided to bite the bullet

and do it. As it turned out, my decision was one of those "Why

did it take me so long to make this decision?" kind of things.

RAID

In overly simplistic terms, RAID gives you a bunch of cheap

drives that back each other up. So, when one eventually dies,

the system keeps going without it, with no down time and no

loss of data. For small offices, Drobo is the clear leader in this

field. There is more to RAID than cheap drives: there's the

software that controls it and IT management required to inte-

grate it into the office computer network.

Before explaining the Drobo and why I love it, here are the two

reasons that I was initially hesitant. The first is that I don't have

an IT department, or even an IT person in my five-person busi-

ness. When I need work done, I call a contracted IT guy who

I pay on an hourly basis with a daily minimum. I'm too busy

running my business to attempt to do these tasks myself. Plus,

I don't have the skills.

The second reason is that I felt that such sophisticated tech-

nology would be overkill. Although you can put any size drives

in a Drobo, the most common starter unit (which is what I got)

comes with four 1TB drives. Four terabytes, for only 200GB of

data? In the end, I decided that it didn't matter if it used 10%

of its capacity or even 1%; what I was getting was the fact that

it would still be up and running when the next drive dies. So I

went for it.

Note that I didn't mention cost as a concern. I knew that the

cost was reasonable, and the total cost actually came to just

$1,000 for everything, including tax and shipping, for the most

current version of the fully-automated Drobo unit and the four

1TB drives.

Drobo officially means "Data Robot," and the company's actual

name is Data Robotics. They have a pre-purchase toll-free ho-

tline, and their support person assured me that although there

is a software control panel (originally for PC and now also for

Mac), for the most part, all you have to do is plug it in. They

promised that they would be there for support, and they were.



G. Barry Klein is a former insurance agent who maintains UltimateInsuranceLinks.com as an industry service. He can be reached at [email protected].


I asked a lot of questions, but easily configured everything

myself. My contracted IT guy wasn't needed at all. The original

setup was easy, and all ongoing management is totally auto-

mated. I rarely ever even look at the software control panel.

Drobo close up

The "cool" factor of the Drobo, on a scale of one to 10, rates

a solid 10. It's a sleek black unit, with four green lights on the

right, one for each drive bay that has a drive in it. A green

light means the drive is working correctly. In actuality, the four

1TB drives self-configured as one 2.6TB volume. The differ-

ence in size is the data redundancy that Drobo uses to keep

all the data spread across all the drives, so any drive can be

swapped out if it starts to fail (orange light) or has already

failed (red light). There is a manual, of course, but they must

be familiar with people like me, who often don't read manuals

or can't find them… because the front panel has all the instruc-

tions you need (not many) printed on the inside.

Across the bottom of the front panel are

10 blue lights that indicate how full the unit

is. Each blue light represents 10% of used

capacity. If the Drobo starts to fill up, all you

need to do is pop out the smallest drive and

replace it with a larger drive, and it will re-con-

figure itself—on the fly—and you'll have more

capacity. Based on current drive technology,

I believe the four-drive unit currently has a

maximum capacity of 16TB (four 4TB drives),

and they make an eight-drive unit good for

32TB. And, of course, you can daisy chain the

units, if you really need more than that.

Out of the box, the Drobo is set up to be a

USB drive (or, if you're an Apple shop, it also

supports Firewire). It appears as if it was a

single drive, and you can plug it into any com-

puter with a USB port. In our shop, I plugged

it into the USB port of our wireless router so all the machines

in our office can see it, which was the way our dearly-departed

drive was set up. If you have a network, Data Robotics sells

an inexpensive drive that allows you to connect the Drobo to

a network to operate as an NAS (Network-Attached Storage)

device.

Stability notwithstanding, our office is still subject to fire and

theft, so we still back up all our data, daily, to two other office

drives and two different online backup services. The Drobo is

our primary shared drive, with a ton of capacity that is easily

expandable, and with the stability to keep running in the event

of a drive failure.

(And it really does look cool.)


http://www.UltimateInsuranceLinks.com

mailto:barry%40barryklein.com?subject=



Independent agents certainly have a lot of challenges right now. They are dealing with a property-casualty market that is not growing. Many commercial lines clients have had to scale back or have closed their doors permanently and invest-ments have taken a severe hit. Agents are also understand-ably concerned about whether they will continue to have a role in the health insurance market as national health care proposals are being developed.

During this time of challenge, it is easy to become fixated upon the problems and to overlook the huge opportunities that are staring agents in the face. The number of agencies who are continuing to grow even in this tough market contin-ues to be impressive; some have even been able to double their premium volume with the same number of employees. How are they doing it?

A common thread among these agencies is a determined focus to take advantage of the new technologies available to enhance their productivity. This focus is driven by the agency principals and they are using the time and cost savings they achieve to build their sales power. These agency leaders understand that technology has finally improved to the point that it can deliver significant benefits far outweighing the costs, provided they fully utilize the technology’s capabili-ties. Carrier representatives are finding technology-savvy, disciplined agencies to be their best business partners and performers.

Consider this quote from Daniel Burrus, the author of the newsletter Technotrends, who is known for his forward think-ing and ability to identify significant trends and opportunities:“We are now at the dawn of a profound technology-driven transformation that will make the changes we have experi-enced over the past 25 years seem small and slow. We are about to transform how we sell, market, communicate, col-laborate, innovate, watch TV, learn and as you might guess, much more. This is a once-in-a lifetime opportunity for you personally, and for your organization,” he said.

So how are these agencies using technology to enhance their productivity and how is it benefiting them? These agen-cies are moving to an electronic model as completely as they can, eliminating paper wherever possible. Their agency management systems provide the hub for their information, and their other systems, if needed, integrate with their man-agement system as much as possible. These agencies are active in their user groups, taking advantage of the excellent classes and online services provided by these groups to help them get maximum benefit out of their systems. They also drive continued improvements in their software from their

vendors through these user groups.

Productivity-minded agencies provide their servicing and processing employees with at least two monitors, and some-times three. The additional monitors pay for themselves in added productivity in less than one year. The capability of their systems to generate automated letters to clients is used to the maximum extent possible. The objective is to automate processing wherever possible, so that employees can con-centrate on more productive servicing and sales activities. Employees are trained on written procedures and workflows that are implemented consistently throughout the agency and compliance with the procedures are consistently monitored. As a result, the agency’s E&O exposures are reduced.

Agents who take advantage of available technologies realize this is absolutely the best time to be an independent agent, be-cause of their unique ability to provide customers with choices; to engender trust; and to make changes to adjust to new mar-ket conditions and take advantage of new opportunities.

Position Your Agency to

During tough times, successful agencies make the most of technology.

by Jeff Yates

Jeff Yates will be traveling to New Mexico and heading a seminar geared towards your agency’s workflow.

Next Major Advance in WorkflowAlbuquerque, NM - June 18, ‘09 - 9:00 - 4:30pm

Save time! Save money! Deliver top service!

Discover why Real Time tools are THE future for agency cus-tomer service and operational efficiency. Jeff Yates and a panel of industry experts will show you how you can put Real Time technology to work in your agency.

This seminar features a demo of actual transactions done in Real Time by real people-You’ll learn how your agency can move toward a single workflow-give employees more time for what’s important-how you can serve customers the way other industries do it (quickly and accurately)-and how you can boost revenue and profitability - all at the same time. You’ll walk away with answers to your questions and enough information to get you started.

See Flyer for Additional Information and Registration!

Approved for 6 hours of Continuing Education.


mailto:jeff.yates%40iiaba.net?subject=

http://nm.iiaa.org/Education/rtworkshopflyer.pdf

Page 10 Independent Insurance Agents of New Mexico - www.iianm.org - * June 2009 Page 11 Independent Insurance Agents of New Mexico - www.iianm.org - * June 2009 Independent Insurance Agents of New Mexico - www.iianm.org - * June 2009 Page 11

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Attention All Agency Members!

Page 20 Independent Insurance Agents of New Mexico - www.iianm.org - * September 2008

www.marketfindersnm.com

Since 1977New Mexico’s Locally Owned Managing General Agency

Representing some of the most financially strong and innovative insurance companies in the specialty marketplace!

Top-Tier Markets For:

Commercial / Public AutoGeneral LiabilityProperty / VacantsGarage / DealersLiquor LiabilitySpecial EventsInland MarineDirectors & Officers LiabilityProfessional Liability / E&OCommercial UmbrellaWatercraft / Motorcycles / ATVsPersonal UmbrellasHomeownersMobile HomesDwelling Fire / Vacants

At Market Finders, Inc., our mission is to professionally provide quality specialty markets and service to the Agents of New Mexico.

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Estate Tax In Sharper Focus

Be aware of current legislation to help clients avoid unnecessary taxes.

Ever since the 2001 Income Tax Act became law, there has been anxiety regarding the outlook for estate taxes. This is because the 2001 legislation passed with fewer than 60 votes in the Senate, triggering a 10-year “sunset” of the law’s provisions.

The Republican leadership at that time indicated they would work to repeal the “death tax” permanently. How-ever, the attack on the World Trade Centers, the war in Iraq and Democratic gains in the House and Senate thwarted the permanent repeal of the estate tax.

Under the current Senate and administration, insurance agents and financial advisors have been looking for clues indicating the level of the estate tax exemption and the tax rate when the law sunsets in 2010. However, Presi-dent Barack Obama has made it clear that he wants to freeze the current rules and not eliminate estate taxes in 2010. In fact, the Obama administration’s budget reso-lution, recently passed by Congress, would freeze the estate tax at the 2009 level, with a $3.5 million per indi-vidual exemption and a 45% maximum tax rate indexed for inflation.

Whether this development is good news or bad news depends on one’s vantage point. For people with larger estates who had hoped for the eventual repeal of the estate tax, it will be bad news as it means estate and gift taxes are here to stay. However, once the 2001 law sunsets, beginning in 2011, the estate exemption would only be $1 million per individual with a maximum tax rate of 55%. If the Obama administration proposal can be extrapolated into an exemption level and rate that will suffice during his administration, insurance agents are in a position to help their affluent clients with estate plan-ning, and the goal of having adequate liquidity and the necessary funds to meet the estate tax obligation.

While it may seem that a $3.5 million exemption threshold per individual is fairly high and won’t impact many people, the reality is the estate taxes will ensnare more Americans than just the very wealthy. Without adding planning, life insurance proceeds can be included in a decedent’s estate. So, take an example of a small business owner with a $1 million dollar life insurance policy, a house worth $800,000 (jointly owned), a business interest worth $2 million and $1 million in his retire-ment account. Let’s assume he dies a year after his spouse and that his includable estate is $4.8 million. Subtracting the $3.5 million exemption leaves a taxable estate of $1.3 million which, at a 45% estate tax rate, creates a $585,000 federal estate tax liability. This example’s outcome is regrettable because with adequate time and planning, such as moving the life insurance policy to an irrevocable life insurance trust (ILIT) and using the applicable estate credit available upon the death of the first spouse, federal estate taxes could have been eliminated.

Now is the time for agents to contact their clients and seek new clients to discuss how to deal with the proposed estate tax limits. In order to eliminate the proceeds of a life insurance policy from the includable estate of the decedent, all incidents of ownership need to be removed and a three-year period must have passed. Networking with attorneys and accountants to discuss the proposed limits and how best to position a cli-ent’s estate is a strategic move that should occur now. And, if agency principals have a potential estate/perpetuation problem created by the proposed limits, they should take action to ad-dress the agency’s needs.


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Founded in 1985, Colonial General Insurance Agency, Inc. is a wholesale General Agency providing quality insurance products to the Independent Insurance Agent.

Colonial General specializes in both standard and non-standard business. Our Property and Casualty business includes:

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Avoid monthly or annual membership fees, use Colonial General for your Preferred Business Owners Policies. We have several markets available to give you the best quote possible. For additional information contact your underwriter.

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Progress expected to be slow and tempered by economy.

Independent agents awaiting the hard market’s return may have to wait a little longer than expected.Prices aren’t likely to rise until early 2010, according to a recent report from New York-based industry analyst Advisen. The report indicates insurer supply is current-ly decreasing faster than consumer demand, so prices will eventually turn; however, the effect on the industry will be weakened by the recession.

In an oft-quoted statement, Brian Duperrault, CEO of Marsh & McLennan Companies, called the cur-rent pricing cycle an “invisible hard market,” citing a phenomenon where premiums lag behind insurance pricing because industry exposures, such as sales and payroll, continue to fall. In a recent webinar discussion of Advisen’s report, Eric Andersen, chief executive of Aon’s U.S. retail business, said a more accurate description might be “still a soft market.” He believes prices in many industry sectors are still falling and con-sumers are in no position to pay more for insurance.“Insurers are having a hard time pushing increased pricing needs onto customers suffering economically,” said Andersen. “I’m expecting that to continue at least through the rest of this year.”

Even once rates bottom out, likely toward the end of 2009, Advisen does not project significant rate increases will occur right away. The climb back to a hard market will take place very gradually, in fits and starts, unlike the period following the Sept. 11 attacks when the industry saw what Advisen co-founder David

Bradford called “a boomerang effect where rates shot up suddenly.” However, Steven Weisbart, chief economist at the Insurance Information Institute, said during the discussion that the rate of pricing increases will depend on whether the federal government adopts proposed reforms to the financial services industry. If reforms are enacted, Weisbart foresees stricter company capital requirements that may drive a hard market push, similar to the industry’s situation following Hurricane Katrina in 2005.

Weisbart also noted that much of the industry’s ability to increase pricing will depend on when the money from the recent stimulus package is fully distributed. Refer-encing a recent report from the General Accounting Of-fice, Weisbart said that to date only $60 million of $450 million earmarked for Massachusetts highway repair has been distributed, illustrating the fact that much of the stimulus money has yet to flow into the economy.

“Next year, not this year,” said Weisbart of when prices will begin to firm up. “The cost of capital is still very high, and there are not a lot of alternative capital sources. “The coming hard market will also differ from previ-ous hard markets in its duration and ultimate effect on insurers and brokers. Advisen predicts the coming rate increase will last longer than in the past, but the impact of firmer prices on the industry will be tempered by the recession.

Of course, future pricing trends are largely contingent on 2009 catastrophe losses. Panelists said the industry could become strained if catastrophe losses exceed those seen in 2008; however, heavy losses are unlikely since 2009 is expected to have only mild to moderate catastrophe activity. If current predictions hold true, Ad-visen says the average premium will begin to creep up by early 2010, and by 2011 the stage should be set for a rebound in earned premium and an improved combined ratio.

Rate Increases Expected in Early 2010

by Veronica DeVore


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Discussion highlights what younger generations seek as agency employees.

Last fall, the Agents Council for Technology (ACT) sponsored a technology forum during the Big “I” Young Agents Leadership Institute to discuss generational dif-ferences and technology preferences from the perspec-tive of young agents. The group of more than 70 young people was predominately comprised of generation X (under age 46) and millennials (under age 28).

Young agents suggested the best way to describe the difference in generations was to look at how they greet their friends: baby boomers will usually ask, “How’s your job?” Gen X’ers will ask, “How’s your family?” And mil-lennials will ask, “What did you do this weekend?” While everyone in the room smiled this generational distinc-tion, there was no dispute that the different generations need to understand each other and work together effectively.

The young agents encouraged agency principals to foster a discussion of gen-erational differences within the agency and adopt flexible employee policies that are results-driven and reflect the needs of the different generations. After all, generations are evolutionary and each will change its perspectives based on the life cycle of graduating from college, getting a job, getting married, starting a family, buying a home, furthering a career and beginning preparations for retirement.

Young people are well-suited for the insurance industry because they enjoy working in teams and working with peo-ple. They also have a keen insight into how other young people think and are more adept at soliciting young people as clients. With the profound changes in marketing from the emergence of social networking on the Web (Facebook, Twitter, LinkedIn, etc.), younger

generations can teach established agencies how to be visible in cyberspace where the young and young-at-heart do their research, purchase prod-ucts and network. Agents have a wonderful oppor-tunity to begin to use these tools not only to learn about new ways to communicate and network but to establish a marketing presence to attract new clients.

The young agents also pointed out that social me-dia enables them to do virtual networking in a simi-lar way to the in-person networking baby boomers have excelled at in their communities. In fact, social networking is putting a personal touch back into the Internet, which promises to put relationship-oriented agents into a stronger position than when the Inter-net was dominated by large corporate direct-writing companies.

Young Agents Talk About Generational Differences and Technology Needs


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Agents feel the historic pressure on pricing.

P&C net written premiums are down for the second year in a row—something the insurance industry hasn’t seen since

the Great Depression.

In April, A.M. Best and the Insurance Information Institute (III) released their initial summaries of 2008 year-end,

property-casualty industry results. Both industry watchers cited the decline in p-c net written premiums of about 0.5%

for 2007-2008 and a decline of 1.5%

for 2009.

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context. For example, $15 in 2009 is

the equivalent of about $1 in 1933, a

1,300% difference. Assessing chang-

es in premiums year-by-year and

ignoring the impact of price changes minimizes a more dramatic effect.

The current soft market actually feels a lot softer than two years of overall

decreases in net written premiums indicate.

Examining the chart above, the same written premiums cited by A.M. Best and III are adjusted for inflation to equiva-

lent dollars based on the year 2000, which is a year economists typically use to “normalize.” Then, to provide a more

accurate sense of what prices feel like on an account-by-account basis, the adjusted NWP is divided by population

estimates for the United States in each year. The graph clearly indicates that the current soft market is not only the

steepest in history, on a per capita basis, but is also just as long as any soft market thus far.

Source: A.M. Best Aggregates and Averages, U.S. Census and U.S. Dept of Labor

The Softest Market Ever



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It’s Big. It’s Powerful.

Health Care Reform Debate Heats UpBig “I” readies grassroots initiatives for health care reform debate.

With the health care reform debate in Congress quickly esca-lating, the Big “I” has readied its nationwide grassroots initia-tives to counter potential efforts to eliminate the role of agents and brokers in the sale and delivery of health insurance. Health care reform legislation could have major implications on independent insurance agents as well as consumers. Any gov-ernment effort to replace or supplant the private industry in the sale and delivery of health insurance will have disastrous ef-fects on the health insurance marketplace. A recent survey of the Big “I” national membership indicated that 62% of member agencies sell health insurance, and health insurance products account for more than 14% of agencies’ revenues.To put in perspective the danger the independent agency system faces, consider these recent comments by Nancy-Ann DeParle, counselor to President Barack Obama and director of the White House Office of Health Reform:“A public plan is something that’s sponsored by the govern-ment, and therefore has very low or almost nonexistent admin-istrative costs, compared to others. It doesn’t have the need to have brokers out selling; it wouldn’t have the need to have a lot of costs and profits, the way private plans would. So it has that advantage,” she said.

Independent insurance agents have earned a role as a trusted advisor in helping individuals and employers navigate the chal-lenges of the market to find and implement the best coverage to meet their needs.

An agent’s role does not start and end with the sale. Agents provide a wealth of resources to their clients. These services are not a duplication of the efforts of other health care pro-viders or insurance companies but are necessary to help consumers with the complexities of the system. Independent insurance agents help their clients understand the market, not the reverse. Any effort by the federal government to cut agents out of the process will cause great harm to consumers, who depend on independent agents to be their advocate in the marketplace.

Your participation in the Big “I” grassroots effort is crucial. Only through our strength in numbers will we be able to preserve the independent agent’s role in the sale and delivery of health insurance that benefits so many consumers.Joe Wall ([email protected]) is Big “I” senior director of federal government affairs.




Despite his slogan “lowest prices on the Internet,” Savelli has discovered that it isn't the lowest price that closes the deal, but the promise and delivery of superior service that distin-guishes him from his online competition.

"I would say 50% of people I quote have also checked elsewhere on the net,” says Savelli. “When I come back with superior personal service, quick response via e-mail, have a toll-free number for them and tell them I can place cover-age instantly in most cases, I get the sale. One way not to be successful on the net is to deliver the 'ordinary.' My average client is shocked that I know their names when they call, and sometimes even where they live or what car they drive. I am firmly committed to this point: Insurance on the Internet will never be fully automated, certainly not for the average broker or agent. People need to talk to someone who cares, and when you merge a personal touch with a technical edge, you have a winner."

To visit one of Savelli’s's low-tech and low-cost, but highly effective Web sites, go to www.basicwest.com. To learn more about how Savelli sells on the Internet, visit his marketing site just for independent agents at www.insurance-web-sales.com.

Superior service is the key to online sales success.

Gary Savelli is an agent who really "gets it" when it comes to Internet sales. He understands why the Internet can be a valuable sales tool, and he also knows how to use it to its full potential.

Recently, Savelli’s conservative estimate of commission income just from his Web site was in excess of $100,000; most agencies probably aren't netting 10% of that amount in premium income from their Web sites. In just a few months, Savelli's four-person agency booked more than 100 policies and, since he likes being a small agency, he has cut back to about 50-75 policies a month by not updating his Web site on popular search engines.

Savelli launched his Web site by marketing non-standard auto coverage. Since that time, he has targeted homeown-ers, special event coverage and bonds, finding success in each market by learning how to build content that interests a particular market segment and becoming an expert in "ma-nipulating" search engines to drive traffic to his Web site.

One Agency’s Tips for Selling on the Internet



I wrote an article several years ago refuting the idea that a specific company contract could significantly increase an agency’s value. I wrote the article because one or two insur-ance companies were advising their agents that having their contracts would increase the agency’s value by 50 to 100 percent. My position still stands. No company can increase an agency’s value by that much. Specific companies however, do provide competitive advantages which can help agencies grow faster, become more profitable, and hence, increase their value. How do they do it?

1. Great competitive advantagesCompetitive advantages come in many shapes and sizes. Some companies have better pricing which is certainly a great competitive advantage. Some companies offer great products. Others are willing to write tougher classes of business. Some companies offer great service and great underwriting capabili-ties thereby enabling agencies to improve their productivity. Most companies however, do not offer anything particularly or consistently special. They may offer a good price now and then, they may write a tough piece of business once in awhile and they may have a couple outstanding products. But to add appreciable value, a company must offer that something spe-cial on a consistent basis to truly provide a competitive advan-tage and some very successful companies do just that.

2. Limited representationAn insurance company can offer a great product and a super price, but both are totally inadequate if every agency in town represents this same company. For a company to deliver value to an agency, the company must offer something special to the agency. A great company represented by every agency adds value, but not extra value. For example, if every woman had Manolo shoes, Manolos would not be special, but because every woman does not own a pair (or two), those who do feel they have something special.

If a company is represented by everyone, no one has a com-petitive advantage. Even if the company has the best price and the best coverages every time, all the other agencies repre-senting that company can offer those same prices and cover-ages making, each agency indistinguishable. This may work for companies, but it fails agencies. Agencies can have greater success if they represent a good company that few others represent because their sales become more proprietary which can add to an agency’s value.

If an agency takes advantage of the opportunities presented by their limited representation of a great insurance company, their sales can grow more quickly. This results in not only a higher multiple, but the multiple is applied to larger commis-

sions resulting in an even greater impact.

Insurance companies that are selective in choosing their repre-sentation may find they grow faster too. I’ve seen companies that are very selective when appointing agencies significantly outgrow other companies with reputations for appointing almost any agency. Even with fewer agents representing them (fewer by thousands), the selective companies still grew much faster because of the competitive advantages available to their agents.

3. Pay for PerformanceWhile the fate of contingency contracts as we currently know them is unclear, agents and companies can still benefit from the lessons we’ve learned as we move forward into a new era of performance pay. A fair and well-designed bonus contract can greatly increase an agency’s value, particularly if it em-phasizes loss ratios. A smart agency will improve its upfront underwriting to capture bigger bonuses. I have seen agencies achieve substantial bonuses year after year in these situations. There is no doubt their value and profits are higher as a result.

4. Real UnderwritingReal underwriting increases an agency’s value because it en-ables an agency to write more accounts. An agency can cre-atively (in a good way) find ways to write and price an account. Every account can be insured at a price, but unfortunately, a lot of business is left on the table because of slot underwriting.

5. Great Claims ServiceThe average agency has a retention rate of 89% according to the APRS’s 2006-2007 Growth and Performance Standard study. After taking into account businesses being sold and people moving, the average retention rate is very high. This means most agencies do not lose many accounts to competi-tion unless the renewal price they obtain is very high, they provide poor service, or the client receives poor claims re-sponse. Hurricane Katrina revealed which companies provided great claims service and which offered horrible service, at least in New Orleans. Preliminary anecdotal evidence indicates that

Insurance Companies Can Add Value to Agencies



Fraud News & ReviewSOURCE: North American Training Group

LEARN MORE ABOUT INSURANCE

FRAUD AND SIMULTANEOUSLY

EARN CE CREDITS, VISIT THE BIG

"I" VU FRAUD TRAINING CENTER

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To read more on Fraud Convictions, Verdicts, Government Updates & Related News, click the following links and check out last months editions of NATG Fraud News WEEKLY:

Volume 29 Volume 30 Volume 31

To receive this publication directly, simply email your request to [email protected]

Fraud Making News

Dishonesty is getting a big vitamin boost from the recession, with a variety of insurance claims

rising in the first quarter of last year compared to the first quarter of 2008, says a report by the

National Insurance Crime Bureau (NICB). Suspicious disappearances or losses of jewelry rose

39 percent, slip-and-fall claims jumped 60 percent and suspicious vehicle fires spiked 27 per-

cent. Insurance hail claims took the biggest hit, rising 407 percent. Material misrepresentations in

depositions or recorded interviews were up 55 percent, NICB says. “Desperate times sometimes

cause people to take desperate measures,” said Joe Wehrle, NICB’s CEO. “Unfortunately, com-

mitting insurance fraud is not the solution to anyone’s problems. It only leads to more problems if

you’re caught.”


companies with bad claims service have resulted in the filing of E&O claims against agents. This obviously is not good for an agency’s value.

6. ConsistencyA company that demonstrates consistency in who they are and what they do can increase an agency’s profitability and value, albeit subtly. Some companies are known far and wide for their changing appetites. “What are they willing to write this year, or even this week?” is the common question many agents ask. Having to move business around because a company changes its direction or appetite can be very expensive. Being able to legitimately keep accounts with the same company year after year decreases an agency’s expenses and increases its sales capabilities because producers save many hours not having to rewrite existing accounts. They can focus on finding and securing new accounts—accounts lost by agencies possibly representing inconsistent carriers.

Six powerful ways a company can increase an agency’s value. Introducing any of these strategies is rather simple and inexpensive. Companies that offer these advantages tend to be more profitable too. The toughest part is the philosophical change required by the insurance company’s top manage-

ment. The focus must shift from quantity to qual-ity. They must trust employees and their carefully selected agencies to do a great job. The companies that do this have great results.

by Chris Burand is president of Burand & Associates,

LLC, an insurance agency consulting firm. Readers may

contact Chris at (719) 485-3868.

NOTE: None of the materials in this article should be con-

strued as offering legal advice, and the specific advice of

legal counsel is recommended before acting on any mat-

ter discussed in this article. We have never and would not

ever recommend that an agent and/or agency implement

a policy of or otherwise advocate increasing its contingen-

cy income ahead of the insureds= interests. Regulated

individuals/entities should also ensure that they comply

with all applicable laws, rules, and regulations.


http://bigivu.learn.com/learncenter.asp?id=178517

http://nm.iiaa.org/LaVoz/Fraud%20News/2009/vol29bigi.pdf



mailto:swells%40fraudeducation.com?subject=Subscription


mailto:chris%40burand-associates.com?subject=






A story of progress emerges.

This past year, flooding events have received major media attention --- and with good reason. The devastation from floods can cause significant financial burdens, but as our industry and agent colleagues in the upper Midwest deal with the recent flood situation, there is some reassurance in knowing the National Flood Insurance Program (NFIP) is now in a much better position to help society manage its way through large scale flooding events. Not everyone will agree the NFIP approach is the optimal one, but the numbers show meaningful progress has been made in the past 30 years.

The graph below shows the premium and paid loss ratio history of the NFIP since President Jimmy Carter moved oversight of the flood program from Housing and Urban Development (HUD) to the Federal Emergency Manage-ment Association (FEMA). The graph shows the flood program has grown dramatically, and that, with the excep-tion of Hurricane Katrina, the flood program has absorbed large flood events with less loss ratio impact. Compare the impact of Hurricane Opal at 51,000 paid claims in 1995 or Hurricane Alison with 42,000 with the impact of Hurricane Claudette in 1979.

The NFIP has grown at an annual average compound rate of 11.5%, while the overall economy for the same period grew at a compound rate of 5.5%. Readers may recall an Insurance News & Views article on the subject of captive/direct writers of insurance outpacing IAs in flood insurance sales. Big “I” members need to be continuously aware of not only the oppor-tunity presented by the growth of the NFIP, but also that failing to write flood insurance at every opportunity can bring with it insurance agency errors & omissions exposures.

The Big “I” and its state associations have endeavored to make it easy for members to learn about flood insurance and access one of the largest and fastest-growing writers of flood insurance in the U.S., Selective Insurance Company. In fact, the Big “I” Flood Program has exceeded the NFIP annual com-pound growth rate by nearly four times at 40.6% since 2005.

For more information on Big “I” flood resources, go to www.iiaba.net/flood. For technical resource information go www.iiaba.net/vu and, if your agency’s E&O is insured with Westport or First Specialty, go to www.iiiaba.net/eohappens.

Source: www.fema.gov/business/nfip/statistics/sign1000.shtm. Note: The blue boxes indicate the most significant flooding event affecting the year’s paid loss ratio (in thousands), followed by the name of the most significant flood events affecting the loss ratio that year.

Behind the NumbersFlood Insurance:



Get your e-mail database assembled and ready for action.

As the economy seesaws back and forth on the road to recovery, the need to maintain maximum touch at minimum expense remains critical to the nurturing of client and prospect relationships.

One of the best, and most economical, methods is a regular, ongoing electronic newsletter. Not one that blatantly promotes your agency or company, but one that provides needed and useful information to your cli-ent base. However, there is one major glitch. You need to have the e-mail addresses of the people with whom you do business.

When I ask most agencies the state of their e-mail database, they initially say that it is good. When I ask what percentage of clients is in it, they quickly say 75-80%. Unfortunately, the reality is usually quite a bit lower than these enthusiastic estimates. Upon auditing most agencies, I generally find that they have captured into a single, usable system only about 35-40% of the e-mail addresses they should have.

There's a legitimate reason for this. Historically, au-tomation systems within the insurance industry were slow to adapt to e-mail inclusion. Even today, many are lacking from a utilitarian standpoint of managing broadcast e-mails. Some only slot a single e-mail ad-dress per account that can actually be managed for bulk e-mail. And some allow for storage of additional e-mail addresses, but it is extremely difficult to actually use them in a campaign.

As a result, most agencies that are maximizing the ef-fectiveness of broadcast e-mail are maintaining a sepa-rate e-mail database in a proprietary system, an Excel spreadsheet, or they use Outlook (which has become dramatically more robust in recent years).

CAPTURING E-MAILS

The first problem is getting the e-mail addresses from your automation system into an e-mail management system. Once you manage to export them either di-rectly into a separate program or into Excel, that's just the beginning.

The problem, again, is the limited entries in your automation system. Your account profile may show one, two, or three e-mail addresses, when there may be eight or nine people (or more) at the account who should receive the newsletter.

For instance, let's say you insure a small municipality. Your system may have the e-mail addresses for the city administrator, purchasing agent, and claims man-ager. But wouldn't it be beneficial to send your newslet-ter to the mayor, city council members, departmental managers, and members of the insurance or risk man-agement committees? One account might have 15 or 20 recipients who should receive your communications.

At this point, many agency owners throw up their hands and say it's too much work to manage all of these e-mails. They can't afford to pay people to make calls to get all of the necessary e-mail addresses. And they don't have to: they already have 95% of the addresses they need!

ASK YOUR PRODUCERS

Those addresses exist in their producers' laptops. Just turn the laptops upside down and "shake out" those ad-dresses! In other words, require producers to export their e-mail addresses into a file that can be merged into the agency communications program, whatever it might be. And don't forget to check with your CSRs too. Many of them maintain separate e-mail addresses for your clients outside of your management system. Once this is done and (hopefully) segregated by client, a simple purging should eliminate duplicates before you conduct a "hu-man" review.

Most major e-mail fulfillment companies (I personally like and use Cooler Email) accept e-mail databases uploaded from Excel spreadsheets or Outlook address books.

These same fulfillment companies also offer a wealth of resources to manage the information captured by your newsletters. Based on article click-through, you can determine what is really on the minds of your clients and prospects. Additionally, you can see which people (and their e-mail addresses) are showing interest in specific articles.

For instance, let's say you run an article on employee lawsuits. Sure, some people may seek additional informa-tion by accessing the e-mail hyperlink at the end of the article. But many, despite their interest, won't take the time. Wouldn't it be nice to have an EPLI prospect list based on everyone who clicked through to that article? Then cross-reference those people with their accounts to determine whether they have EPL insurance from you. If not, disperse the leads to producers who can call and talk about that particular coverage. Electronic newsletters can be a cross-selling bonanza—and without blatant advertis-ing. Newsletter articles "pre-condition" prospects so that you know they are interested in what you have to say about managing the specific risk.

Shake Those Laptops

by Jack Burke



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Ethics

4:00 – 5:00 pm / Both Days, July 15th & 16th

“Commercial Lines: related coverages” Betsy Carlson, CIC, RPLU, ASLI with Western Assurance Corp.8 to 12 noon / 4 CE hrs

Betsy will discuss Related Commercial Lines Cover-ages: DIC, Ordinance of Law, Hired/Non-Owned Auto, Fiduciary, Travel Accident, Intellectual Property, Cyber Security, D&O, and EPLI to assist agents in protecting clients from excluded perils in standard insurance poli-cies. This class will identify the exclusions and what policy form is appropriate to cover the exposure. It will give the agent practical tools to identify companies of-fering coverage and estimated premium.

“Implied Coverages”

Betsy Carlson, CIC, RPLU, ASLI with Western Assurance Corp.1 to 4 / 3 CE hrs

This class is designed to expose insurance agents to the potential of mis communication and alleged misrepresentation of a product. The result is that the courts are claiming that the agent represented the cov-erage and thus constituted coverage when the insur-ance company did not intend to cover such a loss.

“Group Health Insurance”

Carole Henry with Lovelace Health Plans8 to 12 noon / 4 CE hrs

The purpose of this class is to take an in depth look at Group Health Insurance including the basic concepts. The discussion will include the features and benefits of the various Health plans and how they are under-written and priced. Additionally, it will investigate the impact of New Mexico regulations have on pricing and underwriting for small employer groups. The case studies will look at underwriting submissions and com-mon mistakes which are made.

“BLT of Annuities” - (Basic Life Training)

Manny Mansour, LUTC, AAI with Nationwide Insurance1 to 4 / 3 CE hrs

Does the word annuity bring fear and dread to your heart? Come to this class and learn everything you ever wanted to know about annuities. A basic but much needed for anyone dealing with annuities “101” class plus issues that seasoned and new agents are interested in when starting a basic approach in selling Annuities.

“A Renewed Look at the CGL”

Jack Cleary, CPCU, ARM with Cleary & Associates8 to 12 noon / 4 CE hrs

Has it been a while since you took a close look at the CGL? Perhaps it is time to dig into it again. Jack will discuss the basics plus cover some of the “finer” points of the CGL. Come and spend some time with our old friend – CGL.

“Certficates of Insurance & Additional Insureds”

Jack Cleary, CPCU, ARM with Cleary & Associates1 to 4 / 3 CE hrs

This class will discuss types of insureds such as Named Insured, Additional and Miscellaneous Insureds under the CGL, Commercial Auto, Umbrella, and Workers Compensation policies. Other topics include: Intercompany Products Suits, Separation of Insureds, Subrogation among Insureds, Cross Liability, Additional Insured Endorsements, Application of Exclusions to Insureds, Forms of Business Organizations, Ownership and Insurance Problems, and Discontinued Operations Problems.

“COBRA Updates”

Sue Bisbee with Infinisource 8 to 12 noon / 4 CE hrs

Sue will bring us to date on COBRA. The penalties and Enforcement, TAMARA, Who Must Comply, Qualified Beneficiaries, Qualifying Events, COBRA Extensions, COBRA Coverage, COBRA Notifications, Election and Time Frames, Terminating Events, COBRA Premiums and lots more.

“Consumer Driven Health Care (CDHC)”

Sue Bisbee with Infinisource 1 to 4 / 3 CE hrs

CDHC – what is it and how does it work? Sue will explain this and more. She will review CDHC basics, trends, and tools: FSA, HRA, HAS and Wellness pro-grams. Plan design options, comparison charts, and decision making framework discussion will help you work with your clients.

We would like to invite everyone in the Association to celebrate our collective success in this endeavor, so throughout 2009, we will be announcing a number of fun and informative initiatives to

commemorate this milestone year.Every month La Voz will feature a trivia question where the answers can be located on

our web site and Membership Directory.

This month's trivia question is:

"Can you name all nine IIANM Board of Directors?"

Win an iPod Shuffle!!

Email your answers to [email protected] by June 15, 2009. On June 18, there will be a drawing for the winner from the correct entries.

Look out for next month issue of La Voz for your next chance to win!

From the Wild, Wild West to the Best of the Best!IIANM Celebrates our

75th Anniversary in 2009!

Last month's WINNER!!Peggy Bradley Armstrong Coury Insurance, Farmington, NM

HINT: If you do not have access to a hard copy of our Membership Directory, you can find it online on our site. Look for “Member Resources”, then “Member Directory”.


http://www.iiaba.net/NM/05_MemberProductsServices/NAV_MPSMemberResources1?ContentPreference=NM&ActiveState=NM&ActiveTab=STATE&ContentLevel1=MEMPROD&ContentLevel2=MEMRES1



Full Name:

First Name for Badge:

Agency / Company:

Address:

City, State, Zip:

Telephone:

Fax:

The pre-licensing classes are designed to be a review for the state licensing examination. We recommend that students be familiar with the study material prior to attending class.

Study materials are NOT included in class prices.

Pre-Licensing Classes

E-Mail:

Method of Payment:

Bill Agency (Members Only)

Check Enclosed (Payable to IIANM)

M/C Visa Disc Amex

Amount: (all prices include tax)

Card No:

Exp. Date:

Signature:

( )

Send in your registration:

Fax in:(505) 243-3367

Mail in:1511 University Blvd. NEAlbuquerque, NM 87102

Give us a call:(505) 843-7231 (800) 621-3978

Go on-line:www.iianm.org or E-mail:

The FINE PRINT: IIANM reserves the right to cancel/reschedule classes. Please call ahead to verify when classes will run. Decisions will be made three days prior to class. Cancellations received after 5 business days, will be assessed a $50.00 cancellation fee. Cancellations received on or after deadline and ‘no shows‘ will forfeit the registration fee altogether. A substitute is always welcome, with no extra fee, but prior notification would be appreciated.

Class Name/Date:

( )

Instructor: Kitty Leslie - June 9 - 10 8am - 5pm Instructor: Jack Cleary - July 7 - 8 8am - 5pm

Property & Casualty Review Class (2 days)

Regular Price: $150 Member Price: $120

Click here for a full listing of our education program.

Life & Health Review Class (1 day)

Regular Price: $115 Member Price: $90

Instructor: Bob Ouellette - June 11 8am - 5pm Instructor: Manny Mansour - July 9 8am - 5pm

Insurance Education Programs in New Mexico are critical to a successful and profitable career in the insurance industry. Every year, we offer exciting opportunities to expand your professional horizons. All of these education programs are designed to help insurance agents thrive in the most competitive of marketplaces.

EducationEDGEIIANM’s

[email protected]

Pre-Licensing Study MaterialsTo see a list of what is available and to purchase your study materials online, click here.



http://www.iiaba.net/main/CB_Website/Affiliated/StateAssociation/NM/03_Education/NAV_EDUEducation?ContentPreference=NM&ActiveState=NM&ActiveTab=STATE&ContentLevel1=EDUCTN

mailto:jeff%40iianm.org?subject=

http://www.iiaba.net/cbsupx/education/evtpreview.aspx?evt=6523



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Looking to fill a position within your agency? Trying to find a job but don‘t know where to look?

Whether you are looking for somewhere new to share your special skills or an employer looking for quality, professional employees, we are there to lend a helping hand.

The staff at IIANM knows that ‘Teamwork Makes Us Stronger‘ and we want to help all interested individuals find that perfect fit.

Click here to take advantage of IIANM‘s Job Bank.

Where Will You Find Your Next Great Hire?

- Click on a class to register online - CE = continuing education hours

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June's Clickable Calendar

AAI 83/APrincipals of

AgencyManagement

8 CE

ACSRPersonal Lines

Update8 CE

E&O / Loss Control

ACSR #48 CE










http://www.iiaba.net/NM/08_AgencyBusinessResources/08_JobBank/NAV_AGNCYJobBank?ContentPreference=NM&ActiveState=NM&ActiveTab=STATE&ContentLevel1=AGNCYBUS&ContentLevel2=AGNCYBNK
















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PO Box 27825 • Albuquerque, NM 87125-7825

1.505. 345.7260 • to l l f ree 1 .800.788.8851

www.NewMexicoMutual .com

S A F E T Y @ T H E J O B S I T E

PEACE OF MIND @ THE OFFICEC U S T O M E R S E R V I C E @ I T S B E S T

Insuring New Mexicans @ work for over 17 years

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Documents

June La Voz 2009