MY LAST two columns described our agency's efforts to end walk-in premium payments on direct-bill accounts, freeing time for our employees to offer our clients other, more valuable service. Last month I explained how we began communicating to customers why it was not in their best interests to make direct-bill premium payments at our office. We were then ready for the final step in the process-establishing a "termination date" after which we would firmly discourage customers who still brought payments in person.

We were ready for the possibility that some customers might find our new policy inconvenient and thus take their business to another agency. In our initial assessment phase of this plan, we had determined that the loss of business would be tolerable even if all walk-in customers went elsewhere.

To begin the final phase of our plan, we displayed posters announcing that we would no longer maintain a "cash drawer" at the agency after July 1, and thus could not make change when people brought their premium payments in. After our cutoff date, all payments would need to be in the form of checks, money orders or exact change. We explained that part of our reasoning was a concern for the safety of our employees-a claim that gained credibility when we cited the robbery and murder of an insurance agent in the area who was leaving his agency with cash receipts. Every time we explained our new practice to a client in person, we also emphasized the importance of eliminating walk-in payments to allowing our agency to provide new and more useful services to clients.

Some clients responded by stating they had always brought in their payments in person, and would continue to do so because it was convenient for them. Others told us they understood our reasoning but wanted to keep bringing payments in until we "closed" the cash drawer, because change was hard for them to accept. And a small group of clients said they would find another agency if we didn't accept walk-in payments.

As our cutoff date approached, we sent out a fourth newsletter to clients. The newsletter provided such tips as how to reduce auto insurance premiums by selecting higher deductibles, taking safe-driver courses and selecting autos that included certain safety devices that earned premium credits. The newsletter also included a reminder that direct-bill payments should be sent directly to the insurance company for quick posting and the greatest customer convenience.

On July 1, some customers came to our office to make cash payments, without exact change. Despite our year-long education effort, some clients apparently didn't believe we were serious. One client asked, "You don't even have a nickel for change?" When we said no, the client left, and came back later with the exact amount owed. I'm sure that news of our disappearing cash drawer spread quickly through the coffee shop next door.

The results of our process haven't been perfect, but they are encouraging: Through July, we've experienced a 15% drop in the number of walk-in payments, compared with our June numbers. But we're saving more time than that number alone would indicate. Fewer walk-in customers brought cash in July. An increased number brought money orders, which saved us the time of issuing and tracking an agency check. Also, a greater percentage of the payments were for Allstate and Progressive policies, which have "sweep" accounts. All we have to do is deposit the money and electronically notify the company.

Whenever clients bring payments to our office, we continue to remind them that the insurance company prefers to receive the payment directly, and we hand them another copy of our flier explaining the benefits of direct payment. We also instruct new customers to send payments directly to carriers, from the start of our relationship with them. We consider our process successful-so far. We've learned "turning off" walk-in payments on direct-bill accounts is an ongoing process requiring our continuing commitment. But it can be done.