As originally appeared in NU ONLINE NEWS SERVICE, MARCH 26, 1:35 P.M. EDT

NASHVILLE, Tenn.--Success strategies for independent insurance agents should include community involvement and providing value-added services, consultants advised at an industry conference.

That counsel came during a session at the 34th national conference of the AMS Users Group here, which also dealt with redefining agency branding and cultural fit and improving a firm's reputation.

(See an article on "AMS users' group gets a makeover")

One session, titled "Tips for Customer and Prospect Branding," found two consultants from Aartrijk discussing how agents can win new customers despite the challenges they face.

In the past, agents relied on their community connections to develop and maintain a customer base, explained Laurie Donohue, executive director, I-Marketing Management with Aartrijk, but the advent of electronic media and competition from direct writers has undermined those personal relationships, making it more difficult for producers to generate new business.

(See an article by Laurie Donohue, "Communication prevents E&O and grows business.")

What this has created, explained Peter Van Aartrijk, chief executive officer and managing director of the Springfield, Va.-based firm, is a less personalized atmosphere, commoditizing products where the value is placed on price and not the consumer and agent relationship. The object for agents, he said, is to go beyond "a customer list to raving fans for your firm."

What this requires, they both explained, is for agents to do the things that will make them both unique and valuable in the eyes of their customers and create a bond the consumer wants to keep.

The two laid out several strategies agencies can employ to achieve this goal and build a brand that accomplishes two goals: one, improve an agency's appeal among its current and potential customers; two, make the insurance agency business more appealing to a younger generation who may join the business and perpetuate the agency.

(See an article about the AMS users group, "The war on keystrokes.")

One strategy is to raise the profile of the agency by becoming uniquely involved in the community. This could mean becoming the sole sponsor of a community program or raising money for charity. But the success also includes marketing that involvement to make the community aware of what the agency is doing.

This will not only appeal to potential customers, they noted, but also young people who are looking for careers that offer rewards besides making a profit.

Value-added services are an important component to creating a deeper and richer customer relationship, Donohue noted. This, she said, means doing more than just selling a policy. It can involve assessing risks, arranging security services, connecting with customers through online chat programs, or offering a one-stop-shop for all of your client's financial services needs.

Van Aartrijk said that while agents may believe their investments should be in the commercial lines area, there is a vast market for personal lines they can conquer. With advances in technology, agents can offer clients policies just as quickly as their competitors, and offer a choice of carriers direct writers cannot, he explained.

"The game has changed, and I encourage you to go after it," remarked Van Aartrijk.

While traditional advertising methods have their place, they noted, new electronic medium, such as Web sites, e-mails and social networking, are becoming important tools agents cannot ignore.

Utilizing technology can also be appealing to a younger generation of producers who can be more attracted to a business they see as current, they advised.

On another aspect of what makes an agency work, a consultant explored what it takes to change an agency's culture and make it a happier and more productive workplace. The session with this focus was titled, "Why are my people so fat, broke and busy?" conducted by Jeff Gaines, an emotional intelligence speaker and consultant.

Generally, Gaines observed, the overall picture of the U.S. populace is not a happy one as people are increasingly overweight and fail to plan for their future, instead seeking short-term gratification.

What this means for an agency, he explained, is that when employees are unhappy it results in a less productive workplace. Changing that culture, and improving the health and well-being of all the agency's members, means an improved working environment.

He said a poor work environment is unsustainable, and the heads of agencies have the power to make the necessary changes and make the agency a vehicle that can benefit all.

"We can get better," he said, adding that the agency can be "more than just a place to go to work."
Among some of his suggestions to accomplish these goals, he said an agency can aim to educate employees on improving their health, changing their lifestyle and improving their financial picture. He also suggested that showing gratitude for the work employees do is an excellent way of promoting positive feelings in the workplace.

"Make the future more important than the current disagreeableness," he said.