Do Agents Have to Do a Lot of Customer Service/issues?
- Thread starter agent992
- Start date
I'm sorry, I just don't believe someone can write 100 clients in first month in bushiness if done compliantly.
I would have a hard time believing even if it was done not compliantly but that could at least be possible and would explain the customer service overload.
I would have a hard time believing even if it was done not compliantly but that could at least be possible and would explain the customer service overload.
When I first started in this industry -- brand-new -- I did everything myself. I was just starting "a business" and therein lies the problem. Most people don't understand that you are in business for yourself. That said, I was in the life and DI business. Occasionally, a group health plan opportunity would pop up. Let's forget about the latter.
I was prospecting and seeing a lot of people, but only working on a small # of cases/lives per month. I took care of all service related issues -- payments, billing, electronic drafts, changing bank accounts, etc. I was provided "an assistant" who did some basic service work, but for the most part it was me.
As my business grew, more support was provided to me and for me. As it grew more, I hired my own staff person. And then another. At a certain point I handed off everything, all service work, to my staff person. I had to. I was supposed to. At a certain point, you shouldn't be doing that -- as you should be seeing more people, producing more, selling more, etc., and further growing your business. It's the old adage of paying someone to do the stuff you shouldn't be doing so that you can do more of what you should be.
If you are selling 100 people a month, and you are brand new, congratulations. You should be making enough money to hire someone. If you are not, either something is wrong, you are in the wrong market (point of diminishing return), or you need to bite the bullet and hire someone so that it does pay for itself and you can be more profitable.
Lastly, you are not supposed to sell something and never hear from them again. Nonsense no, but service work needs to be done.
I was prospecting and seeing a lot of people, but only working on a small # of cases/lives per month. I took care of all service related issues -- payments, billing, electronic drafts, changing bank accounts, etc. I was provided "an assistant" who did some basic service work, but for the most part it was me.
As my business grew, more support was provided to me and for me. As it grew more, I hired my own staff person. And then another. At a certain point I handed off everything, all service work, to my staff person. I had to. I was supposed to. At a certain point, you shouldn't be doing that -- as you should be seeing more people, producing more, selling more, etc., and further growing your business. It's the old adage of paying someone to do the stuff you shouldn't be doing so that you can do more of what you should be.
If you are selling 100 people a month, and you are brand new, congratulations. You should be making enough money to hire someone. If you are not, either something is wrong, you are in the wrong market (point of diminishing return), or you need to bite the bullet and hire someone so that it does pay for itself and you can be more profitable.
Lastly, you are not supposed to sell something and never hear from them again. Nonsense no, but service work needs to be done.
- 24,964
Having read the first and last paragraphs of a few of your post have you considered a different job? Give it serious concideration.
- 11,274
When you wrap up a sale, do you set expectations at that time?
"You'll get your ID cards in 7 to 10 days and your policy in the mail about 2 weeks from now as well. I'll be calling you in 2 weeks to schedule the policy delivery and make sure you've received your ID cards. In the meantime, here is your temporary coverage receipt."
(Just a guess. I've never sold individual health insurance and only did 1 large group health plan several years ago, so I don't know all that is involved for that.)
But the more that you tell people what they can expect, and you UNDER-PROMISE the dates of deliverables and OVER-DELIVER on your promises, and your 'panic calls' should be reduced.
If you 'over-sell' everything without disclosing what they can expect, then you can expect panic calls and emails from your customers.
This is a sincere question: Did you ask enough questions during your fact-find to ensure that what they want covered would be covered by their new plan? These questions are essentially FEEDBACK that you didn't anticipate certain needs during the fact-finding process. You may need to ask more questions about their medications, etc., to ensure coverage.
At some point, you need to reverse the questioning so that you are asking the questions instead of answering them.
"You're asking a good question. Let me ask you this: let's suppose this plan covered that... what would that mean to you? Would that be enough to help you purchase this plan, or should we keep searching?"
Again, I don't sell health insurance, but you've got to gain control of these situations.
It's the aspect of being a NEW agent and not knowing advanced selling and questioning skills. Some questions help you advance the sales process... while others help you prevent future situations as you're experiencing.
You could probably benefit a great deal by reading this book: Amazon.com: You Can't Teach a Kid to Ride a Bike at a Seminar, 2nd Edition: Sandler Training's 7-Step System for Successful Selling eBook: David Sandler, David Mattson: Kindle Store
"You'll get your ID cards in 7 to 10 days and your policy in the mail about 2 weeks from now as well. I'll be calling you in 2 weeks to schedule the policy delivery and make sure you've received your ID cards. In the meantime, here is your temporary coverage receipt."
(Just a guess. I've never sold individual health insurance and only did 1 large group health plan several years ago, so I don't know all that is involved for that.)
But the more that you tell people what they can expect, and you UNDER-PROMISE the dates of deliverables and OVER-DELIVER on your promises, and your 'panic calls' should be reduced.
If you 'over-sell' everything without disclosing what they can expect, then you can expect panic calls and emails from your customers.
This is a sincere question: Did you ask enough questions during your fact-find to ensure that what they want covered would be covered by their new plan? These questions are essentially FEEDBACK that you didn't anticipate certain needs during the fact-finding process. You may need to ask more questions about their medications, etc., to ensure coverage.
At some point, you need to reverse the questioning so that you are asking the questions instead of answering them.
"You're asking a good question. Let me ask you this: let's suppose this plan covered that... what would that mean to you? Would that be enough to help you purchase this plan, or should we keep searching?"
Again, I don't sell health insurance, but you've got to gain control of these situations.
It's the aspect of being a NEW agent and not knowing advanced selling and questioning skills. Some questions help you advance the sales process... while others help you prevent future situations as you're experiencing.
You could probably benefit a great deal by reading this book: Amazon.com: You Can't Teach a Kid to Ride a Bike at a Seminar, 2nd Edition: Sandler Training's 7-Step System for Successful Selling eBook: David Sandler, David Mattson: Kindle Store
- 4,707
Don't answer your phone..........
- 15,319
This is exactly why I only sell Medicare Plan F. Too much service work for the other plans.
Rick
- 232
The old adage is that 20% of your clients will generate 80% of your work, and vice versa.
Some of that 20% are more pleasant to deal with and have minor service needs in the grand scheme. The trick is weeding out the ones that are major PITA and cost you more than they're worth.
Some of that 20% are more pleasant to deal with and have minor service needs in the grand scheme. The trick is weeding out the ones that are major PITA and cost you more than they're worth.
Part of me thinks its not a bad problem to have, having a minority of clients that are such a drag on your time that they aren't worth the business. I have to think that's a sign that you've made it in this business when you've got so many clients that you can afford to tell some of them to take a hike.
- 977
Then your first concern is to set expectations.
Do it in person. Your confirmation emails will be largely ignored or forgotten. That is a time suck it sounds as if you can't afford anyway.
Do it in person. Your confirmation emails will be largely ignored or forgotten. That is a time suck it sounds as if you can't afford anyway.
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