Hey All,
So I'm having some issues figuring out the best way to implement this potential purchase and would love your advice! This will be kind of a long read, so I've labeled the sections.
Background
I currently own an insurance agency with 4 total people. We are a mostly ethnic agency and ~80%+ of our client base is Russian speaking. Everyone who works with me speaks great English, but do have slight Russian accents (except myself) and the name of our agency is ethnic Russian. My office is very up to date technologically and can handle pretty much everything electronically. We have clients all over the state.
There is an opportunity to buy another agency about 40 minutes away from my current office. It has good carriers, great loss ratios, manageable size, etc. The clientele are typical Americans.
The current owner lives about 1.5 hours away from her own office. She's willing to work for ~6 months to help ease the transition, and after that said she would be potentially willing to work from home. She is the only employee. Her office is not really up to date aesthetically or technologically and will require some work with integration. Their website is horrendous.
Ideally I'm trying to buy this for the book of business and carriers appointments. I don't really care about keeping the location open other than retention.
Problems
I'm not sure how to best integrate/absorb or run this new agency. I can't commit my personal time more than once a week to be at the new location and manage there, and I don't *think* I can just roll it into my agency because people will be scared off by the ethnic name and accents.
I'm worried about retention issues due to the general transition, potentially closing that location, and because of the fact that I think my agency name and accents of my CSRs would scare them away if the other agency just got absorbed.
Potential Solutions
1. I'd love to just roll the agency into my own.
Have her work here while she transitions her clients to us (closer to her house too) and then if she proves to be good let her work from home, servicing the book and/or hire a CSR to take her place. I'll be able to supervise and train/integrate.
The problem with this solution, is that involves changing the name of her agency to mine, as mentioned above I think this will cause additional retention issues in addition to the normal transitory ones.
2. Keep her agency open and operational.
The issue with this (besides additional costs of running a new location) is that it's pretty far from me. I won't really be able to be around to manage it and make sure she's doing her job of easing the transition or of supervising/training new hires. Her office is also kind of..basic. I'd have to integrate the office structure/processes into my systems. I'd be able to get her in line technologically and running on my systems pretty easily, but she'd have to be trained. Not sure how much motivation she'll have if she's only working 6 months.
3. Keep her agency name/entity but have it operate out of the same location as mine.
The problem with this idea is implementation. She'd need to have a different telephone (cell/land) so only that one rang when her agency's number is dialed. Problems if she's sick or on vacation. New RMV stamps, envelopes, forms, paperwork, etc. Not just a money issue too, but also organizational. If people came to her "new office" they'll find an office with my sign on it and walk in to hear a bunch of people speaking Russian. She will probably get pretty sick of sitting in an office and hearing Russian all day and so would any English only speaking employees. I'd have to hire another to keep her company.
4. Your ideas?
Purchase info
Roughly $1.5M agency with $240k in revenues. The three primary carriers, making up about $1.2M, have historical loss ratios of ~ 55%, 40%, and 20%.
I am thinking about making two offers.
One would be significantly lower and have no retention clause. If she proves to be a diligent worker and seems to want to be active from home after her 6 month transition, I would offer her a commission based position based on her current book for her have an incentive to keep up retention.
The other would be higher, but with a 2-year, 90% retention clause. Meaning, I'm willing to take a 10% hit, but anything beyond thought will be deducted from my offer by an equal percentage.
TL;DR First time agency buyer, have my own already. Looking for ideas on the best way to integrate/absorb the agency or run a second location.
Request
Any advice whatsoever on my purchase structure, on implementation, on your experiences, anything at all you can give me I'd love to hear it. Thanks so much!
So I'm having some issues figuring out the best way to implement this potential purchase and would love your advice! This will be kind of a long read, so I've labeled the sections.
Background
I currently own an insurance agency with 4 total people. We are a mostly ethnic agency and ~80%+ of our client base is Russian speaking. Everyone who works with me speaks great English, but do have slight Russian accents (except myself) and the name of our agency is ethnic Russian. My office is very up to date technologically and can handle pretty much everything electronically. We have clients all over the state.
There is an opportunity to buy another agency about 40 minutes away from my current office. It has good carriers, great loss ratios, manageable size, etc. The clientele are typical Americans.
The current owner lives about 1.5 hours away from her own office. She's willing to work for ~6 months to help ease the transition, and after that said she would be potentially willing to work from home. She is the only employee. Her office is not really up to date aesthetically or technologically and will require some work with integration. Their website is horrendous.
Ideally I'm trying to buy this for the book of business and carriers appointments. I don't really care about keeping the location open other than retention.
Problems
I'm not sure how to best integrate/absorb or run this new agency. I can't commit my personal time more than once a week to be at the new location and manage there, and I don't *think* I can just roll it into my agency because people will be scared off by the ethnic name and accents.
I'm worried about retention issues due to the general transition, potentially closing that location, and because of the fact that I think my agency name and accents of my CSRs would scare them away if the other agency just got absorbed.
Potential Solutions
1. I'd love to just roll the agency into my own.
Have her work here while she transitions her clients to us (closer to her house too) and then if she proves to be good let her work from home, servicing the book and/or hire a CSR to take her place. I'll be able to supervise and train/integrate.
The problem with this solution, is that involves changing the name of her agency to mine, as mentioned above I think this will cause additional retention issues in addition to the normal transitory ones.
2. Keep her agency open and operational.
The issue with this (besides additional costs of running a new location) is that it's pretty far from me. I won't really be able to be around to manage it and make sure she's doing her job of easing the transition or of supervising/training new hires. Her office is also kind of..basic. I'd have to integrate the office structure/processes into my systems. I'd be able to get her in line technologically and running on my systems pretty easily, but she'd have to be trained. Not sure how much motivation she'll have if she's only working 6 months.
3. Keep her agency name/entity but have it operate out of the same location as mine.
The problem with this idea is implementation. She'd need to have a different telephone (cell/land) so only that one rang when her agency's number is dialed. Problems if she's sick or on vacation. New RMV stamps, envelopes, forms, paperwork, etc. Not just a money issue too, but also organizational. If people came to her "new office" they'll find an office with my sign on it and walk in to hear a bunch of people speaking Russian. She will probably get pretty sick of sitting in an office and hearing Russian all day and so would any English only speaking employees. I'd have to hire another to keep her company.
4. Your ideas?
Purchase info
Roughly $1.5M agency with $240k in revenues. The three primary carriers, making up about $1.2M, have historical loss ratios of ~ 55%, 40%, and 20%.
I am thinking about making two offers.
One would be significantly lower and have no retention clause. If she proves to be a diligent worker and seems to want to be active from home after her 6 month transition, I would offer her a commission based position based on her current book for her have an incentive to keep up retention.
The other would be higher, but with a 2-year, 90% retention clause. Meaning, I'm willing to take a 10% hit, but anything beyond thought will be deducted from my offer by an equal percentage.
TL;DR First time agency buyer, have my own already. Looking for ideas on the best way to integrate/absorb the agency or run a second location.
Request
Any advice whatsoever on my purchase structure, on implementation, on your experiences, anything at all you can give me I'd love to hear it. Thanks so much!
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