Insurance Agent Web Power

What is it that makes Apple’s iPhone, iMac, iTunes, and other products so wildly successful and easy to use.  One suggestion, quoted in a recent NY Times article, is that they are ‘disease’ free; that is, none of these devices is afflicted with ‘featuritis’.

“A defining quality of Apple has been design restraint,” says Paul Saffo, a technology forecaster and consultant in Silicon Valley…They are edited products that cut through complexity, by consciously leaving things out — not cramming every feature that came into an engineer’s head, an affliction known as “featuritis” that burdens so many technology products.

We see insurance agents struggling under the weight of management system features; independent agents have the freedom to represent any insurance company that will sign a contract; to launch a facebook page or twitter feed; agents can build and manage their own websites without worrying about restrictions imposed by one mother-ship product supplier.  But does all this freedom of choice lead to featuritis?  What is the minimum feature set delivering maximum benefit for independent insurance agents?  What do they need from the companies they represent, the marketing programs they choose, website solution and social media options…what is that minimum set of features that is super simple to use and provides the most important set of benefits in such a way that it would make Apple wish they had come up with the answer?

A lot of insurnce agencies I talk to are uneasy about customer reviews that might show up on the public web. The fact is, most business owners are nervous about losing control over customer commentary, but I tend to talk mostly to insurance agents. The local search components of all the major search engines have a place for reviews, and services like Yelp exist pretty much for the purpose of sharing customer reviews. You don’t have to draw your customer’s attention to these review services; sooner or later, they will find them on their own.

Unscrupulous ‘web marketing’ service providers will sometimes post false, negative reviews (or positive reviews on a competitor site they are ‘optimizing’). You should be monitoring your insurance agency’s reviews on these services, as well as those of competitors. Search providers are generally responsive to dealing with false reviews, as long as they can be proven false (e.g., the same ‘reviewer’ providing essentially the same review, to multiple insurance providers across the country, and posting all the reviews around the same time). If reviews are legit, however, or if you cannot prove them to be false, they stay.

The best way to offset negative reviews is by out weighing them with positive reviews. Happily, the evidence seems to indicate that there are a lot more good reviews than bad. Geoff Donaker, COO at Yelp, noted that the ratio of positive to negative reviews is 6:1*. If your agency is delivering real value, let go a little and encourage your customers to spread the word.

*From http://allthings.womma.org/2009/05/18/recap-yelp-presentation/, May 13, 2009

I saw a press release yesterday about Allstate providing mental/visual acuity exercises via software from www.positscience.com. It is geared toward helping older drivers process more visual info – something that deteriorates with age. Interesting, proactive, and forward thinking. In the grand scheme of my script/consultation program, this is a product an agent might suggest, and a conversation to be had when a customer reaches 50 or 60. That’s an age when your driving skills haven’t deteriorated much, but you are completely sober about the reality and inevitability of the decline. Waiting until a customer hits 70 is too late; by then they are in denial. Or maybe you have the conversation with customers who are in their 30’s about their parents.

(note: at the time of the press release, I could not find anything on the allstate website about the service. oops!)

I was doing some light research while drafting copy for target market website landing pages, and once again, allowed the internet to pull me into a digressive side alley. So of course I have to drag you in with me.

The cover article in a periodical widely read by agents and companies, Rough Notes, caught my eye. The September, 2008 issue features an agency that is able to provide high levels of service thanks to technology: Technology Backs High-Service Approach at 7-Person Agency.

What is instructive about the article is that all the ‘technology’ referenced in the piece is internally focused: insurance company-to-agency via download and real time rating, internal efficiencies gained going paperless (that can mean several different things, but that is a post for another day). There are a handful of platitudes about ‘service’ in article: ‘customer-focused’, ‘service “through the internet’; ‘Technology has allowed us to communicate with the younger generation…through email’; ‘We’re able to meet with clients more frequently, assist with claims, and provide them with quotes from other companies if that’s what they want’. These are the same kind of general, ‘service’ claims agents have been making since eight seconds before the advent of dust.

My point is not to cast doubt on the featured agency’s ability to deliver these service generalities better than other agencies. The point is that too often we assume internally focused technology and efficiencies result in better service. There is an old and well validated axiom: work expands to fill the time available. If we create time through efficiencies, but do not explicitly fill that time with measurable, customer focused activities, the void is often back filled with more internally oriented work.

What caught my eye about the article’s title was the juxtaposition of the words ‘technology’ and ‘high-service’. My mind leapt to the assumption that some kind of customer facing technology was at work in the featured agency. That I made the assumption is my problem, but it does raise another point. Technology for pushing data around the agency, or to and from the company, is not technology that consumers care about. Too often I still see agency websites touting a ‘state of the art computer system’ when all there is to brag about is an agency management system and some kind of comparative rater. That will engender a great big, consumer yawn every time. If a consumer is to care about technology, direct benefits need to be described – that is, here is how you will save time, or here is why your protection will be better. Indirect benefits – we’re more efficient so we might be able to spend more time with you – just don’t resonate.

There is nothing to suggest that the featured agency is using technology to systematically develop their customers and differentiate their agency. It’s all about saving time, and putting that time savings to work in an ad-hoc way will result in’higher-service’ that is inconsistent at best.

I don’t mean to suggest that efficiency is not important; it is a key to profitability and sanity. But having more time is not the same as providing value-added service (which the Rough Notes cover suggests the article is about). That is a point we felt was being missed too often when we conceived Confluency Solutions four years ago, and the point is still being missed, I’m afraid.

I have been ruminating lately on a tale of unusual personal service, and have found myself considering the lessons for local, independent agents in a wired world.

I traveled across the country recently, and was able to catch up with an old friend. During my visit, we started swapping stories about kids becoming teenage drivers and he shared with me a service provided by his insurance agent that, more two years after the fact, still engendered a sense of wonderment in the telling.

His agent called dad and lad in for an hour long meeting about the nuts and bolts of liability and driving responsibility. It seems that this particular agent used to counsel the kids solo, but she was so effective that many of the new drivers tossed their keys to their parents on their return home, muttering they weren’t ready for the responsibility.

A lot of us think that ‘risk management’ isn’t really part of personal insurance, but this is an example of risk management at its finest. Not only that, the teen driving counseling story has been told countless times to friends, neighbors, co-workers, and… me. Two years later, the story is still going strong. You can’t buy word-of mouth referrals like that. And what about the improvement in retention resulting from this kind of service? (For more on that, take a look at the August 2008 National Auto Insurance Study, published by JD Power, and the effect improved loyalty has on price sensitivity. 36 percent of auto insurance customers have actively shopped for a new insurer in the past year – how many of your agency customers actively shopped for a new insurer or agent?)

Too often we are tempted to compete head-to-head with GEICO by providing online quotes, leaving a personal insurance prospect or customer to figure out their own needs, and manage risk on their own. There is nothing wrong with having articles, videos and helpful information on your agency website to help mitigate teen driving accidents. But when those web resources can be combined and promoted along with personal counseling service, a value is created that is unassailable by blandishment of quick quotes and arms-length relationships – even in the face of massive advertising.