Where to place your agency logo 

As a recent www.btobonline.com article (May 5, 2008) pointed out, your logo is not your brand…but it a symbol and a most important one.  

How should it be handled in your print ads and sales literature?  We have worked with many clients who have insisted that their logo be HUGE, a dominating element.  When that happens, readers immediately get the impression that the advertiser’s ego and pride in its services is more important than the benefits offered to the consumer! 

Conversely, we have seen ads where the agency logo is buried or so small that it fades from view in the midst of photos and text. 

We continually see logos that are misplaced in ads.  The rule is: place your logo in the bottom right of ads in a vivid color, accompanied by your tagline. Make sure it is not too big, not too small.  Why the bottom right?  Because tracking studies confirm that the eye naturally tracks in that direction.    

Long letters work 

How often have you heard (or said):  Nobody reads long letters these days. 

Wrong assumption.  Long letters are read IF what you are selling requires a bit of description, and if your letter is well-written, includes compelling subheads that pull the reader through your message all the way to your closing call to action, and perhaps includes visual elements. 

Short letters work fine when you have enclosures that include the benefits of your product or service in text and visuals…and perhaps a coupon or business reply card (BRC) enclosure.   

Short letters work fine when your objective is to convince the recipient to accept a follow up call for an appointment or further personal discussion of your service.  Usually these types of letters open right up with an emotional “pain” statement followed by potential “medicine” to cure the pain. 

Crafting sales and customer service letters that get the results you want is a special skill---part science, part art.  With some bias and ego, may we suggest is an assignment for professional writers who have been there, done that, with success.    

Building sales staff with part-timers  

Building sales muscle with retired men and women who have sales experience could make a lot of sense if your objective is aggressive growth.   

There is a burgeoning resource of vital people who are looking for ways to stay active, supplement their retirement income, and get involved with endeavors that they consider worthwhile.  Helping individuals, families and businesses enjoy the peace of mind from knowing they are well-protected would seem to fit the grid! 

We know from experience working with topflight agents that one sales position that is often missing in agencies involves the implementation of marketing support programs.  Getting materials out the door and into the hands of prospects and customers in a timely fashion, following up mailings, measuring results, adjusting to what is working and what isn’t requires good strategic thinking, some bull-work, and persistency.   

Another sales void: making “howdy calls” with commercial accounts,  in-person and by phone, during the period between a sale and renewal time. 

Another: a sales support person dedicated to developing the agency’s e-mail contact capability and keeping the Web site up-to-date and interactive. 

Wouldn’t these be good part-time positions, flex-time positions for an active retiree?  Just a thought.  

The Accountability Ladders 

LACK ACCOUNTABILITY LADDER 

Victims don’t acknowledge reality 

1. I didn’t know. (unconscious, unaware)

2. I’m not to blame.

3. I can’t do it.

4. I’ll wait and hope for the best. 

HAVE ACCOUNTABILITY LADDER 

Activists acknowledge reality 

1. I knew it.

2. I own it; I messed up.

3. I will find a solution.

4. I will make it happen. 

MANAGEMENT ACCOUNTABILITY 

Setting the right example 

Employees don’t always do what their employers demand.

Employees most often do what their employers do.   

Truism 

If you try to do your best to reach a goal and don’t make it, you are not a loser.  Losers are people who are so fearful of failing that they never try. 

Things I learned from Jack Fries 

In 1997 I attended an Agency Management Camp sponsored by a client (The Worcester Insurance Company).  It featured Jack Fries as the “camp director.” 

I recently pulled out one of the pages from Jack’s playbook.  It is entitled, Ticket to Success.  It features nine critical success points.   

.  Employees are Number 1.  The way you treat your employees is the way

   they will treat your customers. 

.  Think small and grow big. 

.  Manage in the good times for the bad times. 

.  Irreverence is OK.

.  Have fun at work.  Take the competition seriously, but not yourself. 

.  It’s difficult to change someone’s attitude, so hire for attitude

   and train for skill. 

.  Think of the company as a service organization that happens to

   sell insurance. 

.   Do whatever it takes. 

.   Always practice the “Golden Rule,” internally and externally.  

THANK YOU, JACK!