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Learn more at www.iabgroup.com/CISR or contact us at (717) 795-9100 or(800) 998-9644 for more information.

What’s in a name? The epidemic of non-producing “producers”

Many agency owners try to make producers out of employees simply by givingthem the title “producer.” Even if these employees are not producing, they aregiven the title “producer,” and — voila! — they are magically producers! Here,consultant Chris Burand shares his insight on the common agency disconnectamong titles, work and compensation.

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CISR Program receives a facelift

The CISR Program rings in the new year with a new format. Expanded course offerings now allow participants to customize the designation to meet their needs.

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ContentsP R I M A R Y A G E N T M A G A Z I N E

Copyright 2013. All rights reserved. No material may be reproduced in whole or in part without written consent of the publisher. The information in this publication is general in nature and is not intended to serve as legal, accounting, financial,insurance, investment advisory or other professional advice as to any reader’s particular situation. Users are encouraged to consult withcompetent legal, financial, insurance, investment advisory and or other professional advisors concerning specific matters before makingany decisions and we disclaim any responsibility for any decisions or actions by readers. Statements of fact and opinion in PrimaryAgent are the responsibility of the authors alone and do not imply an opinion on the part of the officers or the members of the IA&B.Participation in IA&B events, activities and/or publications is available on a non-discriminatory basis and does not reflect IA&Bendorsement of the products and/or services.

Subscriptions: Non-member price: $2.25 per copy or $15 per year.

All communications for publications, including news, features, advertising copy, cuts, etc., must reach the editor by 1st of month two monthsprior to publication. Advertising rates furnished upon request.

Address inquiries to:Primary Agent Editor5050 Ritter RoadMechanicsburg, PA 17055-0763Phone (800) 998-9644 or (717) 795-9100 Fax (717) 795-8347

Periodical postage paid at Mechanicsburg, Pa. and additional entry post office. Ride-along enclosed.

Postmaster: Send address changes to above address.Primary Agent (ISSN 1543-3110), Permit # 638-620, Issue # 2013-1 is published monthly by IA&B Service Group Inc., a subsidiary of IA&B.

2 Chair of the Board’s Message3 Member FAQ4 State News6 Preventing E&O8 Coverage Corner15 IA&B Partners

19 Glance at Events20 HR Headquarters22 Technology UpdateIBC Advertisers IndexIBC Classified AdsIBC Last & Least

In every issueMission StatementPrimary Agent delivers ideas to help InsuranceAgents & Brokers’ members negotiate their uniqueposition as guardians of trust between insuranceconsumers and companies while facing thechallenges of maintaining a small business. PrimaryAgent also supports IA&B’s mission to preserve andadvocate the American Agency System.

Get social with IA&B

Driving members to distinction.

OfficersNorman F. Basso, CPCU

Chair of the BoardYork, Pa.

G. Greg Gunn, CICVice Chair of the BoardLemoyne, Pa.

Robert B. Hall, CPCU, CLU, ChFC, ARM, ARM-PImmediate Past Chair of the BoardWest Chester, Pa.

MembersJoyce M. Bailey, CIC, CRM, CPIW

Newark, Del.

Henry “Butch” Bradley, Jr.Forest Hill, Md.

Timothy P. BurrisMifflintown, Pa.

N. Lee Dotson, CIC, AAIWilmington, Del.

Michael P. ErtelColumbia, Md.

John L. FrankenfieldTelford, Pa.

John B. HollisterMilford, Pa.

Diana M. Hornung Hanby, ACSRWilmington, Del.

Jocelyn R. Howard-Sinopoli, CIC, CISRButler, Pa.

Robert S. Klinger, LUTCF, CPIA+

Germantown, Md.

Douglas A. Loesel, CPCUErie, Pa.

Michael F. McGroarty Sr.Pittsburgh, Pa.

Craig S. Mader Gambrills, Md.

Ann Gallen Moll, CICReading, Pa.

April E. Ressler, CICAltoona, Pa.

Scott C. Rogers, CPIA*York, Pa.

David B. Wasson Sr., CICState College, Pa.

Lawrence A. Wilson, CIC, CPIA, CPCU, ARM**New Castle, Del.

* Pa. IIABA National Director** Del. IIABA National Director+ Md. PIA National Director

Board of Directors

[ 2 ]

Norman F. Basso, CPCU

Chair of the Board’sM E S S A G E

Big-picture resolutions

Happy New Year! And welcome to the month of resolutions — atime to make (and all too often to break) promises to ourselves.But this year will be different, right?

This January I invite you to look at the bigger picture. To thinkbeyond salads and StairMasters, calorie counts and pedometerreadings. To make resolutions that benefit more than yourwaistline. In 2013, I encourage you to resolve to improve youragency’s bottom line.

The market is firming, and, as of the writing of this column, theeconomy is rebounding (albeit slowly). So there is no time like thepresent to put your house in order and reap the benefits of both.

Agency management is a great place to start. This month’s featurearticle on page 10 holds up a mirror to employees’ job titles, dutiesand compensation discrepancies and forces agency principals tore-evaluate their decisions. No one said that stepping back andremoving the rose-tinted glasses would be easy. But the payoffs for recognizing mismanagement and making changesare great.

Of course there’s more where this advice came from. Look toIA&B’s rapidly expanding online resource library, award-winningprofessional training, and future issues of Primary Agent magazinefor additional knowledge and resources to support your resolution.

Until next month,

Norm Basso

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ANSWER:The short answer to your question is “No, but….” For thefull answer, it’s probably best to start with New York.

The state of New York did enact a requirement (effectiveJan. 1, 2011) to disclose all compensation received byinsurance producers for transactions conducted with NewYork residents. This came in the aftermath of the bid-rigging scandals of 2005. In addition to the black eye tothe industry, and the various individual settlementsnegotiated by carriers and brokers involved in the scandal,pressure from regulators became substantial, andRegulation 194 eventually passed … causing muchcontroversy within the insurance producer community.For more information on the requirement which appliesto non-resident producers doing business in New York,IA&B has resources on the regulation available atwww.iabgroup.com (log on and go to Industry & Legal,then Industry Affairs).

None of our three states of Delaware, Maryland andPennsylvania have enacted similar regulations. Nolegislation has been passed either. IA&B’s focus whendiscussing the issue with our respective insuranceregulators is that an entire law-abiding segment of theinsurance community should not be adversely affected bythe bad actions of a few.

If nothing passed in our three states, why should youcare? Well, absent a law or regulation placing arequirement on producers, there still could be acontractual duty. As indicated above, as part of thesettlement agreements, some carriers had to agree todisclose the compensation offered to its producers. Ifappointed with those carriers, the requirement could

affect you, directly or indirectly: directly, if your agencyagreement specifically refers to the settlement, or requiresyou to disclose your compensation upon request;indirectly if the disclosure directs the customer to contactyou if he or she has additional questions about yourcompensation.

Finally, irrespective of any contractual duty, you may haveto contemplate whether you are willing to deny a clientthe answer to his or her question …whether your clienthas received notification from the carrier or is simplywondering how much you are making. Most memberswho have been faced with this inquiry have been morethan willing to oblige, feeling that transparency wasnecessary. Those members were generally vindicatedwhen the customer was surprised by how little thecompensation was. On rare occasions, the question couldhide an ulterior motive, such as an attempt to drive theproducer’s compensation down through negotiation. Ifyou feel this might be the case, remind your customerthat anti-rebating laws preclude any kind of discount onan insurance policy. If this is the direction yourconversation is taking, IA&B has information on applicablerebating and inducement prohibitions as well.

DO YOU HAVE A QUESTION? Email it to us at iab@iabgroup.com. Please use “PrimaryAgent FAQ” in the subject line of your message. You canalso fax your question to 717-795-8347. We look forwardto answering your questions!

QUESTION: Are we, as producers, required to notify our clients of the compensationwe receive from carriers? I’ve heard New York requires it. What if a customer specificallyasks us how much we’re making?

Member FAQ

State NewsDelaware’s General Assembly convenesin Dover on Tuesday, Jan. 8 for whatpromises to be a busy year with severalnew faces in the Capitol. The new yearalso brings with it a full legislativeagenda for DAIAB, including:

w Portable electronics insurance – Abill passed the General Assemblylast legislative session grantinglimited lines licenses to businessesin the sale of portable electronics(e.g. cell phones). DAIAB willintroduce amendatory language tolimit the scope of the definition of“portable electronics” so as not toinclude larger, more expensiveitems. It is anticipated thislegislation will have an easy routeto passage.

w Workers’ compensation reforms –Interest has peaked in workers’compensation following the recentproposed rate hikes for workers’compensation coverage inDelaware. DAIAB is includedamong stakeholders for continuedtalks in the next legislative sessionon this issue and how best topreserve a healthy marketplace.

w Health insurance exchange – Thestate has opted for a federal-state

partnership in implementing itshealth care exchange. Althoughmany questions remain on whatthis means for the industry andagents in particular, DAIAB remainscommitted to advocating onmembers’ behalf.

w Perennial issues – DAIAB plans forthe annual legislative attacks oninsurance agents from thelegislature, including bills relatingto credit scoring, increased noticesand the promulgation of limitedlines licenses, among others. DAIABalso advocates on behalf of othergeneral pro-agent legislation, suchas reducing various tax rates in thestate and efforts to addressinsurance fraud.

DAIAB plans to meet with all newlyelected representatives and senators inthe first few weeks of the legislativesession in order to welcome them toDover and brief them on the associationand its legislative goals. Members cantrack DAIAB’s legislative work in AgentHeadlines and Capitol Connectionnewsletters, as well as on theassociation’s online Political ActionCenter, throughout the session.

Primary Agent | January 2013

2013 legislative preview

New MembersW E L C O M E

Metro Insurance and Financial Services LLC

Delaware City, Del.

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License renewalnotices no longermailedMark your calendar now to avoidmissing your Delaware insurancelicense renewal. Commissioner KarenWeldin Stewart recently announcedthat, effective immediately, renewalnotices no longer will be mailed butinstead will be posted online. BulletinNo. 20 details the change.

Renewal notices will be posted on theDelaware Department of Insurance(DOI) home page 90 days prior to therenewal date. Licensees are responsiblefor checking the website to ensure theyare up to date with renewal payments.As a reminder, resident individuals andbusiness entities are required to renewby Feb. 28 of every even year.

Weatherdeductible law onthe booksSenate Bill 202, which grants theDelaware insurance commissionerregulatory power, took effect Jan. 1. Thelaw allows the commissioner topromulgate a regulation establishinguniform policy language regarding theapplicability of wind, hail and hurricanedeductibles, along with the form ofnotice provided under homeowners'insurance policies utilizing a hurricanedeductible program. Delawareinsurance law, regulations and bulletinspreviously provided no guidanceregarding this subject.

Eggs and OJ … with a side of CESave the date: On Jan. 16, Jerry Milton,CIC, will present “Contracts and Leases– What’s Insurable and What’s Not” atthe DAIAB membership meeting.

Attendees will learn:

w Who the indemnitee andindemnitor are based on contractnegotiations

w Ways to guarantee the indemnitorhas the ability to pay for anylosses

w Requirements of the indemnitor topurchase and maintain certainpolicies and provide proof ofrequired insurance

The event will be held at the EmbassySuites in Newark. Registration will begin at 7:30 a.m., breakfast will followat 8 a.m., and the seminar will run from 9 a.m. until noon. The cost is $75 per person.

www.iabgroup.com/meeting_de

Recruiting a fewgood membersSpeak up now to speak out over thenext two years. DAIAB is recruitingparticipants for the 2013-2014 MemberAgent Panel (MAP) cycle.

DAIAB’s MAP consists of approximatelya dozen members – typically agencyprincipals and producers – andassociation leadership who cometogether to informally discuss issuesaffecting agents. MAP meetings areinstrumental in obtaining memberfeedback and, in turn, ensuring thatDAIAB evolves and remains relevant.

Beginning this year, participants willattend one three-hour meeting each April in Dover. A statement-of-interest form is available via the Web address below.

www.iabgroup.com/get_involved

NCOIL passescertificates model lawThe prospect of legislation oncertificates is inching forward. TheNational Conference of InsuranceLegislators (NCOIL) recently passed amodel law to address the rampantmisuse of insurance certificates, due to third parties demandingcertificates that do not properly reflect the coverage in place.

The model act prohibits:

w The request for issuance of acertificate that has not been filedwith insurance regulators or onethat does not accurately reflect theunderlying policy.

w The use of a certificate to warrantthat a policy complies with theinsurance or indemnificationrequirements of a contract.

While a model law is not enforceable, it is a significant indicator to statelegislators that the vetting process hasalready occurred, the model has beencrafted and a consensus has beenreached taking into considerationaffected stakeholders. DAIAB willcontinue its efforts for passage of aDelaware bill based on the model.

[ 5 ]

[ 6 ]

CURTIS M. PEARSALLCPCU, AIAF, CPIA

Curtis M. Pearsall, CPCU, AIAF,

CPIA, president of Pearsall

Associates Inc. and special

consultant to the Utica

National E&O Program,

supplied this article.

Insurance Agents & Brokers

Service Group Inc. is the

exclusive agent for the Utica

E&O program in Delaware,

Maryland and Pennsylvania.

For questions regarding this

article or your E&O coverage,

contact IA&B at 800-998-9644

or iab@iabgroup.com.

Primary Agent | January 2013

Is your agency looking tomeet the competition headon? Providing producers andCSRs with quality salestraining is a practical optionthat can bear positive results.There’s a by-product of thissales training, too: enhancedE&O loss-prevention efforts.Ironically, or magically, thereis a strong connectionbetween solid sales skills andE&O loss prevention.

A significant aspect of salestraining involves education –of agency producers, CSRsand customers. As an agencyeducates customers on keydefinitions, the customersshould better understandwhat coverages provide andwhat they don’t.

Take, for example, theconcept of insurance tovalue. For a businesscustomer to truly appreciateand understand whyproperly insuring property isso important, the agencyshould supply definitions ofrelated insurance terms suchas actual cash value or

replacement cost, blanket oragreed amount, etc.

Because most commercialpolicies will be written on aco-insurance basis, theagency should provide adefinition of this concept withsome claim examples. This

can clearly illustrate howfailing to satisfy the co-insurance requirement couldcause the customer somefinancial consequences.

What else has customereducation accomplished? If acustomer suffers a propertyloss (and a subsequent co-insurance penalty due totheir lack of insuring theirproperty to value), theymight be hard-pressed tosuccessfully bring an E&Oaction against the agency –because the important termsand how they applied tolosses were brought to thecustomer’s attentionbeforehand.

Strengthened defenseIn personal lines, how manyagency customers who ownjewelry understand that themysterious disappearance ofthe jewelry is not covered bythe homeowners’ policy? Ifthe agency wrote to all of itspersonal lines customers toadvise them of this coverageissue, without a doubt somecustomers would purchase ajewelry floater. The result?Increased sales!

Suppose, though, that nocustomers purchased thefloater. Has this customer

ENHANCING SALES SKILLS A GREAT E&O LOSS-PREVENTION TECHNIQUE

PreventingE R R O R S A N D O M I S S I O N S

Ask your CSRs and

producers what

types of questions

customers are

asking them,

and then develop

an educationcampaign around

those issues.

[ 7 ]

communication been a waste of time?Not at all! The letter advising thecustomer of the coverage differenceswould certainly strengthen the agent’sdefense if a problem developed downthe road. While you could wait untilafter a customer has a claim to advisethem of this issue, the conversationwill probably go much smootherbefore a loss.

A proactive positionA recent insurance survey indicatedthat less than 50 percent of rentersactually have the proper liability orproperty coverage. The survey furthernoted that many of the rentersbelieve their landlord’s insurancecovers their personal belongings.With the average renter in the surveyhaving approximately $30,000 ofpersonal belongings, a fire couldcertainly be catastrophic for thosewithout the proper coverage in place.An agency that takes a proactiveposition in reaching out to thissegment of the market could benefitfrom increased sales while minimizingthe likelihood of facing an E&O claim.

The opportunities are virtuallyendless. At your next staff meeting,ask your CSRs and producers whattypes of questions customers areasking them, and then develop aneducation campaign around thoseissues.

Be an agency that educates itscustomers. By doing so, you will beproviding important value to yourprospects and customers, whichshould result in new business salesand high retention.

Popular ways to educate customersinclude:

w Annual account reviews

w Newsletters

w Social media postings

w Proposals that include definitionsof key insurance terms

w Looking for cross-sellingopportunities every time youinteract with a customer

A “silver bullet”An exposure analysis checklist isanother effective sales tool that haspositive sales impact. What’s more,this tool has been called the closestthing to a “silver bullet” to preventE&O claims.

A significant part of a producer’s roleis to determine the needs andexpectations of his or her prospectsand clients. Said another way, thegoal is to help the client/prospectconserve assets and reduce theadverse effects of risk. Exposure-analysis checklists, such as the RoughNotes Producer Online product or theVertafore Producer Plus product,should be in every salesperson’stoolbox.

These checklists offer a tremendousamount of information on more than650 different classes of business andthe various lines of business pertinentfor that class. The detail within thesechecklists is remarkable and theygreatly enhance an agent’sknowledge of the specific class ofbusiness. In addition, checklists givedetails regarding the exposures aparticular type of business presents.

Checklists also include questionnairesdetailing the crucial questions to askthat will ensure a solidunderstanding of thecustomer’s exposures.Including thesequestionnaires with thecarrier submissionhelps the underwriterbetter understand therisk. Providing yourcarriers with full and

unbiased information is a greatmeans to avoid future E&O issues.

Agencies that are truly serious aboutgrowing should take the initiative toeducate customers and sharpen thesales skills of the staff, both internalaccount executives and outsideproducers. By combining educationand sales training, your agency canbenefit from increased sales andsignificantly reduce the potential of anE&O claim. At the end of the day,sales skills and E&O loss prevention istruly a match made in heaven.

Adding a “silver bullet” toyour arsenal IA&B members enjoy discountedaccess to Rough Notes ProducerOnline, which includes the exposure-analysis checklists thatthe author touts.

Del.: www.iabgroup.com/de/rough_notes

Md.: www.iabgroup.com/md/rough_notes

Pa.: www.iabgroup.com/pa/rough_notes

CoverageC O R N E R

[ 8 ]

JERRY M. MILTON, CIC

Jerry M. Milton, CIC teaches

and consults on industry

issues. The legal profession

recognizes him as an

expert on insurance

coverages. He is also the

education consultant for

IA&B, working with CISR,

CIC and continuing

education programs.

Primary Agent | Janaury 2013

Six L’s Packing Company, Inc.(now Lipman Produce)grows, harvests, processesand distributes tomatoesand other produce. In April2002, Six L’s contracted withF. Garcia & Sons to transporttomatoes between awarehouse in Shickshinny,Pa. and a processing facilityin Crisfield, Md.

A truck driver, an employeeof Garcia, was injured in avehicle accident on aPennsylvania highway whiletransporting the tomatoesbetween the abovelocations. The truck driver(“claimant”) filed claimsagainst Garcia and Six L’s,and it was discovered thatGarcia did not maintainworkers’ compensationinsurance.

In the proceedings againstthem before a workers’compensation judge,brought by the claimant, SixL’s testified that it did notown any trucks or employdrivers, but utilized

independent contractors,such as Garcia, to providetransportation services. SixL’s thus took the positionthat it was not the claimant’semployer. The claimantasserted that Six L’s was thestatutory employer perSection 302 of The WorkersCompensation Act (“WCA”).Section 302(a) of the WCA states:

A contractor whosubcontracts all or anypart of a contract and hisinsurer shall be liable forthe payment ofcompensation to theemployees of thesubcontractor unless thesubcontractor primarilyliable for the payment ofsuch compensation hassecured its payment asprovided for in this act.

Six L’s asserted that Section302 liability on the part of anentity may be establishedonly where the claimantproves the following fiveelements set forth in a 1930Pennsylvania case,

McDonald v. Levinson SteelCompany:

1. The entity is undercontract with an owneror one in position of anowner;

2. The entity occupies or isin control of thepremises where theinjury occurred;

3. The entity entered into asubcontract;

4. The entity entrusted apart of its regularbusiness to thesubcontractor; and

5. The injured party is anemployee of suchcontractor.

Six L’s argued that McDonaldwas not satisfied, since theclaimant was injured on apublic highway and not onpremises occupied orcontrolled by Six L’s.However, the workers’compensation judge ruledthat the McDonald test wasmet and found Six L’s liable

EMPLOYEE OR INDEPENDENT CONTRACTOR:IT DOESN’T MAKE MUCH DIFFERENCE IN PA.

for payment of workers’ compensationbenefits to the claimant.

The Workers Compensation AppealsBoard (WCAB) affirmed the workers’compensation judge’s decision,although, since the claimant’s injuryoccurred off premises, the WCAB didnot agree that the McDonald test wasmet. Instead, the WCAB relied onSection 203 of the WCA which states:

An employer who permits the entryupon premises occupied by him orunder his control of a laborer or anassistant hired by an employee orcontractor, for the performance uponsuch premises of a part of theemployer’s regular businessentrusted to such employee orcontractor, shall be liable to suchlaborer or assistant in the samemanner and to the same extent as tohis own employee.

This case moved through thePennsylvania courts, and on May 29,2012 the Pennsylvania Supreme CourtAffirmed the Commonwealth Court’sdecision that Six L’s was the statutoryemployer of the claimant.

Employees of contractors orsubcontractors: You don’t hire themand you don’t control them, but inPennsylvania you could become their employer for workers’compensation benefits.

Uninsured contractors andsubcontractors: If you use them, it will cost you!

Y’all take care!

Editor’s note: All agents, including non-residents, with Pennsylvania-basedcustomers should take note of the SixL’s Packing Company, et al., v. Workers’Compensation Appeals Board decision.

Beyond Pennsylvania, the treatment of independent contractors is anissue nationwide and continues toevolve with case law. While theapplicability varies on a case-by-casebasis, employers and their agentsshould not overlook the concept ofstatutory employer, which is generallybuilt into the state’s workers’compensation statute.

[ 9 ]

Get the complete Six L’s scoopLearn more about the highlypublicized case by reading IA&B’slegal brief online.

www.iabgroup.com/pa/sixl_wcab

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AGENCY MANAGEMENT

What’s in a name?Exposing the epidemic of non-producing “producers”

Chris Burand spoke aboutagency valuations andproducer compensation atIA&B’s 2012 ExecutiveManagement Conference.Here, the respectedconsultant shares his insighton the common agencydisconnect among titles,work and compensation.

Primary Agent | January 2013

Cheech and Chong had a funny comedy routine builtaround the concept, “If it looks like s%!#, if it smellslike s%!#, it’s got to be s%!#.” A similar sentiment isconveyed by the modern version of an 18th century

expression: “You can put lipstick on a pig, but it’s still a pig.”And like putting lipstick on a pig, many agency owners try tomake producers out of employees simply by giving them thetitle “producer.” Even if these employees are not producing,they are given the title “producer,” and – voila! – they aremagically producers!

Excuses, excuses, excusesOnce that title has been bestowed, agency owners will often goto great lengths to rationalize their producers’ lack of success.In some agencies, the rationalization is so obvious it remindsme of Garrison Keillor’s Lake Wobegon sign-off where all thechildren are above average (which is an obvious impossibility).It’s as if once the title is given, the owners have to convincethemselves their producers are successful. Agency owners willrely on conversations they’ve had with people who knownothing about the situation, and they will use the wrongbenchmarks to prove their producers are above average. If thesituation is really bad, they start giving their producers call-inand walk-in business. Then they give their producers businesstheir customer service representatives (CSRs) can handle ontheir own. Then they give them house business. Then they givethem personal lines books.

When agency owners start giving their producers the CSRs’business, they’ll often rationalize it as, “It’ll free up time for theCSRs.” For what? To service more new business the producersare not producing? When agency owners start giving them theirown business, they’ll rationalize it as, “It’ll free up more of mytime.” To do what? Rarely have I seen 55- to 65-year-oldagency owners give away chunks of their book and thenreplace it with all new sales. It happens, but rarely. Or anotherrationalization is, “They just need more experience workingwith clients.” What have they been doing the last 10 years?

One title does not fit allI’ve also found it interesting how many of these same agencyowners want their agencies valued high, like a high-performance agency. But high-performance agencies haveproducers who can sell. Rather than hiding behind a false title,doesn’t it make more sense to manage people better? Doesn’t itmake more sense to give people appropriate titles? This meansgiving the title “producer” only to people who do produce.

C

[ 11 ]

Not all producersare created equal,and the differencesare great, not small.

[ 12 ]

AGENCY MANAGEMENT

A problem with a generic title isit carries expectations and cost.No agency is going to achievetrue success until the ownersrecognize and accept reality. Iftheir producers cannot produce,they should not be producers.Even if the agency cannot findanyone who can produce, veryoften the better solution is toleave the position open. A hugenumber of agency owners thoughwill never accept reality, so theopportunities for those who doget this point are great. For thosewilling to try, a good place tobegin is by recognizing andaccepting that not all producersare created equal, and thedifferences are great, not small.

Money talksNext, recognize and accept thatpeople with very different talentsand skill sets should havedifferent titles and pay scales.Let’s get past political correctnessand deal with reality. Justbecause that’s the way it hasalways been is not a legitimatereason for not changing thingsgoing forward. The fact thatproducers may be paidcommission rather than salary isno excuse either because itignores the following realities:

1. Many producers, especiallypoor producers, are paid asalary whether the agencycalls it that or not.

2. Many producers, especiallypoor producers, are givenbusiness upon which theyearn commissions.

3. Agencies have de facto fixedcosts to cover andproducers have to generateenough of their own salesto cover those costs.

A first string quarterback makesmore than a second stringquarterback. This fact does notmean the backup quarterback isnot important, just not asimportant. So why pay producersas if they all have the sameimportance to the agency? Whygive a $100,000 producer thesame title as a $1,000,000producer? Why give them thesame perks? Are you afraid ofhurting their egos? How much isthis worth to you?

Success storiesThe agencies that get this aredoing much better in thiseconomy than those that do not.The agency owners thatunderstand this reality havehistorically saved enough money(by not wasting it on producerswho cannot produce) so they can

afford to continue to hire peoplewho can produce. Their morale ishigher because everyone in theagency is contributing and theirhigher morale contributes furtherto their success. Even when aproducer who cannot producetries hard to produce, morale isstill injured because everyonesees the person is in the wrongposition. This employee can onlycome into work with a greatattitude for so long.

This does not mean a producerwho can’t produce is notvaluable as a servicing produceror account manager. (Do not letany biases cause you to make the wrong decision just becausethe “producer” is male.) Anagency can be successful withjust servicing producers, but the model and cost structuremust change.

Agency owners that get this havedefined clearly what a produceris in their agencies. They do notgive the same title to employeesbased on what they should do,but based on what they actuallyachieve. To me, a producerproduces at least $300,000 of hisor her own commissions. It isinappropriate to call anexperienced person whoproduces less than this aproducer. Such a distinction payshuge dividends, including theability to attract better people tothe agency. Who wants to go towork at an agency where thefuture is limited because theproducers can’t produce? It is somuch more fun to work on awinning team.

Agency owners that

get this … do not give the same title

to employeesbased on what they

should do, but basedon what they

actually achieve.

Title your people withappropriate titles. Don’t letwishful thinking get in the way.Manage reality, and success will follow.

_________________________________

Chris Burand is president of Burand& Associates, LLC, an insuranceagency consulting firm. Readersmay contact Chris at 719-485-3868or chris@burand-associates.com.

NOTE: None of the materials in thisarticle should be construed as offeringlegal advice, and the specific advice oflegal counsel is recommended beforeacting on any matter discussed in thisarticle. Regulated individuals/entitiesshould also ensure that they comply withall applicable laws, rules and regulations.

Primary Agent | January 2013

[ 13 ]

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Producer Agreement ToolkitProducer agreements are good business practice, but they often fall by the wayside. Member agency owners can learn their rights under common and contract law by accessing IA&B’s Producer Agreement Toolkit.Topics include:

w Trade secrets, restrictive covenants andcompensating plans

w Damage assessment

w Employee versus independent contractorclassifications

w Sample agreements

www.iabgroup.com/patoolkit

Platinum Profile

MMG Insurance, a progressiveregional property/casualtyinsurance company, has been

serving policyholders since 1897.

We believe that behind everyaccomplishment you’ll find hard workand a commitment to excellence. That belief has been a big part of our success.

In 2006 we took steps to diversify intothe mid-Atlantic states and expandedour model into Pennsylvania. Metwith great success and a bright future,we expanded into Virginia in 2011.

To differentiate ourselves from thelarger companies, MMG works toensure top-notch service. We take atremendous amount of pride in beingthere when our agents andpolicyholders need us. We still answerthe telephone in person, which israre, and have empoweredemployees to resolve issues quickly.

We do business exclusively throughindependent agents and live by thephilosophy that people do businesswith people.

MMG management and staff meetface to face with agents to see what

they are dealing with and bringinnovative ideas back, makingchanges where necessary.

We strive to add value to the agents’operations, so our major focus ismaking it easy for them to dobusiness with us, particularly throughcutting-edge automation. It’s thatcombination of high-tech, high-touchthat enables business to flow quicklyfrom the agents to us and back, andultimately benefits the policyholder.

MMG is honored to have recentlyreceived the following awards:

2012 #2 Performing Company inPersonal LinesInsurance Agents & Brokers of PA

2011—2012 Company of the YearMaine Insurance Agents Association

2012 #4 Performing CompanyProfessional Insurance Agents of NH

2012 Interface Partner AwardApplied Systems

2010 Top 5 Nationwide for Ease of Doing BusinessDeep Customer Connections

Insurance Agents & Brokers proudly recognizes

MMG Insurance as one of itsPlatinum Partners.

IA&B Platinum Partners dedicate the highest level of sponsorship to our organization.

FEATURED PARTNERMMG Insurance Company

PRESIDENT & CHIEFEXECUTIVE OFFICER

Larry M. Shaw, CPCU

COMPANY LOCATIONSHome Office, Presque Isle, ME

Concord, NHAllentown, PA

1-800-343-0533

A.M. BEST RATINGA- (Excellent)

WEBSITEwww.mmgins.com

WHAT IS IA&BPARTNERS?The IA&B Partners

program gives company

and allied businesses

the opportunity to

demonstrate their

commitment of support

to independent agents

and receive maximum

market exposure. As an

IA&B Partner, you will

also realize the benefits

of IA&B membership to

help you succeed in

the insurance industry.

DO YOU SEEYOUR NAME?To become an IA&B Partner,

choose the sponsorship

package that matches your

commitment of support.

Contact the Member Sales

Center at 800-998-9644,

717-795-9100 or visit us

online at www.iabgroup.com

to get started.

Listed below are those companies that strongly support the independent agencysystem and Insurance Agents & Brokers.

Thank you for your continued sponsorship.

PLATINUM LEVELACUITYBerkley Mid-Atlantic GroupDonegal Insurance GroupErie Insurance GroupHarleysville InsuranceHM Insurance GroupInsurance Agents & BrokersService Group Inc

MMG Insurance CompanyMillers Mutual GroupMillville Mutual Insurance CoMutual Benefit GroupOhio CasualtyPenn National InsuranceSelective Swiss ReThe Main Street America GroupUtica National Insurance Group

GOLD LEVELProgressive Westfield Insurance

SILVER LEVELAccess Insurance Company Allied InsuranceAmerican Mining Insurance CoCumberland Insurance GroupFrederick Mutual Insurance CoJuniata Mutual Insurance CoPSBA Insurance TrustThe Philadelphia Contributionship

BRONZE LEVELAegis Security Insurance Co

Agency Insurance Company

AmWINS Program Underwriters Inc

Auto-Owners Insurance Company

Briar Creek Mutual Insurance Company

Builders Insurance Group

Chubb Group of Insurance Companies

Countryway Insurance Company

Encompass Insurance

First General Services

Foremost Insurance Group

Goodville Mutual Casualty Company

Guard Insurance Group

Harford Mutual Insurance Co

Hanover Fire & Casualty Insurance Company

Insurance Alliance of Central PA Inc

Insurance House

Insurance Placement Facility of PA

Keystone Insurers Group Inc

Lebanon Valley Insurance Company

Mercer Insurance Group

Merchants Insurance Group

Mercury Casualty

Penn PRIME Municipal Insurance

Reamstown Mutual Insurance Company

Rockwood Casualty Insurance

State Auto Mutual Insurance Company

TAPCO Underwriters Inc

The Brethren Mutual Insurance Company

The Motorists Insurance Group

The Mutual Service Office Inc

Travelers

Tuscarora Wayne Insurance Company

Zenith Insurance

Primary Agent January 2013

EDUCATION

CISR Program receives a faceliftNew year, new look for the designation

The CISR Program rings in the new yearwith a new format.Expanded courseofferings now allowparticipants tocustomize thedesignation to meettheir needs.

Primary Agent | January 2013

Twenty-five years ago a gallon of gas set you back abouta buck. Television remote controls were newfangledthings. Most of us had never seen a mobile phone. Andin an insurance agency, the role of a customer service

representative was tried, true and standard nationwide.

Flash forward to today when we live in a vastly different world.And those changes — economical, technological and social —have impacted insurance agency operations in ways that a late‘80s, shoulder-pad-wearing CISR never could have imagined.

What’s changedIn 1988 the Certified Insurance Service Representative (CISR)Program first came to the state, where the designation caughton quickly.

As the years passed, the traditional customer servicerepresentative role evolved, and today the duties associatedwith it are diverse. The National Alliance, which administersthe CISR Program, recognized that shift and adjusted itsprogram to better meet agency personnel’s changingeducational needs.

As of January 2013, the CISR Program upped its courseofferings from five to nine: three in commercial lines, three inpersonal lines and three on related topics. Participants choosefive, which allows them to specialize in a certain area or mixand match courses to meet their professional or personal goals.

What hasn’t changedThe CISR program remains a practical program open to allagency employees (not to mention those working for insurancecompanies and other related businesses). Participants takeaway increased knowledge of essential coverages andimproved cross-selling ability.

As before, CISR designation requires attendance at five coursesand passing the exam for each within three calendar years. Anannual update is necessary, but attendance at a variety ofcourses — any CISR, William T. Hold, Dynamics of Service, CICor CRM seminar — meets the criteria.

Where to beginIn 2013 IA&B will offer eight of the nine courses at locationsthroughout Delaware, Maryland and Pennsylvania. The finaloption, the Life & Health Essentials course, is available online. Complete descriptions, location/date options andregistration are available at www.iabgroup.com/CISR. Course summaries follow.

T

[ 17 ]

Designation crib sheet

Certified Insurance Counselor (CIC)The program consists of five institutes thatfocus on hands-on, practical application ofinsurance principles. Designation is intendedfor agency owners, agents and brokers.

Certified Insurance ServiceRepresentative (CISR)The completion of five, one-day courses andcorresponding exams are necessary fordesignation. Topics vary, but the consistentgoal is greater understanding of risks,coverages and exposures. The program isideal for customer service representativesand newer agents.

Certified Professional Insurance Agent(CPIA)The program is designed for producers andsales support staff. Participants attend three,one-day seminars and leave with aguaranteed 20 percent increase in personalproduction within six months.

[ 18 ]

EDUCATION

Commercial Casualty I This course improvesunderstanding of legal liabilityand what creates liabilityexposures. The focus is theCommercial General LiabilityCoverage Form, but additionalinsured exposures and coveragesare addressed.

Commercial Casualty IIParticipants strengthen theirability to have productive,assured interactions withcommercial customers in the area of commercial casualty exposures andcoverages. Focuses are theBusiness Auto Policy, Workers’Compensation Policy and Excess Liability policies.

Insuring Commercial PropertyThis course improves cross-selling abilities and reduces E&O exposures by providing up-to-date knowledge ofcommercial property.

Insuring Personal Auto ExposuresAttendees learn to assist clients in identifying theirexposures and to more effectivelyadvise them in analyzing,obtaining and modifying theirpersonal automobile policies.

Insuring Personal Residential PropertyThis course provides theexpertise needed to guidecustomers through the oftencomplex and confusing processof purchasing homeowners’insurance.

Personal Lines MiscellaneousParticipants learn how to designand cross-sell the appropriatecoverages for watercraft, RVs andbusiness activities that havelimited coverage under the ISOHomeowners’ and Personal Auto Programs. The course also provides analysis of Personal Umbrella and ExcessLiability policies.

Agency OperationsAttendees leave this course withself-assurance and a greaterunderstanding of the dynamicswithin insurance organizations.

Elements of Risk ManagementThis course covers the stepsinvolved in protecting anorganization’s assets, missionand brand and looks at insurance as an integral part ofrisk management.

Life & Health EssentialsParticipants learn what clientsneed to know about life andhealth insurance and how toanswer questions and analyzethe need for and placement of policies.

Course Del. Md. Pa.

Commercial Casualty I 8* 8* 8

Commercial Casualty II 8* 8* 8

Insuring Commercial Property 8 GEN 8 PC 8

Insuring Personal Auto Exposures 8 GEN 8 PC 8

Insuring Personal Res. Property 7 GEN, 1 ETH 8 PC 8

Personal Lines Miscellaneous 8* 8* 8*

Agency Operations 7 GEN, 7 PC/LH, 8**1 ETH** 1 ETH**

Elements of Risk Management 8* 8* 8*

* Pending approval from state insurance departments as this issue of Primary Agent went to print** Approved for loss-control credit for Utica policyholders

Date Topic Location

January

15 CISR Agency Operations Mechanicsburg, Pa.

16 William T. Hold: Learning From Losses Reading, Pa.

DAIAB Meeting Newark, Del.

17 William T. Hold: Learning From Losses Philadelphia, Pa.

23 CISR Personal Auto Pittsburgh, Pa.

29 CISR Personal Auto York, Pa.

30 CISR Personal Auto Lehigh Valley, Pa.

31 CISR Personal Auto Wilkes-Barre, Pa.

February

12 CISR Agency Operations Erie, Pa.

E&O Risk Management Seminar Philadelphia, Pa.

12-14 P&C Licensing Study Course Mechanicsburg, Pa.

13 CISR Personal Auto Philadelphia, Pa.

William T. Hold: Learning From Losses Pittsburgh, Pa.

14 CISR Agency Operations Altoona, Pa.

CISR Personal Auto Reading, Pa.

19 CISR Personal Auto Dover, Del.

20 CISR Personal Auto Baltimore, Md.

20-23 CIC Personal Lines Harrisburg, Pa.

21 CISR Personal Auto Mechanicsburg, Pa.

27 William T. Hold: Learning From Losses Salisbury, Md.

Glance at EventsJANUARY & FEBRUARY CALENDAR

[ 19 ]

H.R.H E A D Q U A R T E R S

[ 20 ]

JEFFREY W GERHARTCEBS, MBA

Jeffrey W. Gerhart, CEBS, MBA,

provided this article on behalf of

Mosteller & Associates, IA&B’s

contracted human resources

consulting firm.

IA&B members have access to

HR Solution©, a compilation of

products and services to help

them establish or improve their

human resources program.

Included are base-level

consultation services and

discounted professional services

from Mosteller & Associates.

Learn more at

www.iabgroup.com/hr.

With the widening use ofelectronic media, I have heardthere is increased concern byemployers that individuals areless discrete in the kinds ofinformation shared on theinternet through email, blogs,Twitter, Facebook andYouTube, to name a few. Asan agency owner or officemanager, you are well awarethat what gets mentioned orshown in social media aboutyour agency can have apositive or negative affect onconsumer confidence. Thiscan impact your services aswell as your officeenvironment.

But did you know thatterminations of employees forviolating your social mediapolicies may be subject toaction by the National LaborRelations Board (NLRB)? TheNLRB enforces the NationalLabor Relations Act (NLRA)which covers mostemployees, whether or not acollective bargaining unit(union) is involved. The NLRA

protects employees whoengage in concerted activity,among two or moreemployees, which is theirright to discuss wages andconditions of employmentamongst themselves.

Terminations of

employees for

violating your socialmedia policies may

be subject to actionby the National Labor

Relations Board.

Over the past year, the NLRBhas issued guidance on socialmedia policies by reviewingsome 75 cases anddetermining what was lawfulor unlawful about employerpolicies and resultantterminations. The board is

addressing what it perceivesto be “overly broad” policiesthat may lead employees tofeel their ability to discussemployment issues isdiscouraged or suppressed.

There are two main pointsabout policies addressed inthe Jan. 25, 2012 ActingGeneral Counsel’s secondsocial media report, availableon the NLRB website:

w “Employer policiesshould not be sosweeping that theyprohibit the kinds ofactivity protected byfederal labor law, suchas the discussion ofwages or workingconditions amongemployees.”

w “An employee’scomments on socialmedia are generally notprotected if they aremere gripes not made inrelation to group activityamong employees.”

SOCIAL MEDIA POLICIES AND THE NLRB

Primary Agent | January 2013

If you are adding or revising a socialmedia policy, consider the followingtips in your analysis. (These tips are asummary of a model policy attachedto the May 30, 2012 Report of theActing General Counsel ConcerningSocial Media Cases, pages 22-24, onthe NLRB website. This policy giveslawful governance on social mediawithout restricting employees’ rightsto protected concerted activity.)

w Clearly define what social media is.

w Remind employees they areultimately responsible forcontent and how their actions may affect themselvesand others.

w Talk about the values and rules that govern your policies.Link them to specific policieswhere you can (statement of ethics, information handling, discrimination andharassment prevention).

Treat your employees

fairly andconsistently…. If your

employees are going

to post things about your agency, let it be

about what a greatplace it is to work and

build a career.

w Describe what are inappropriatepostings (harassment, threats ofviolence) and the consequencesof doing so.

w Remind employees to berespectful. Avoid postings thatcould be viewed as malicious,obscene, bullying.

w Remind employees to be honest and accurate whenposting. Never knowingly post anything false. Correcterrors immediately.

w Maintain private or confidentialinformation. Do not post internalreports, policies, procedures orother internal businessconfidential communications.

w Respect financial disclosure laws.

w Express only your personalopinion, and make clear you do not represent the views ofthe agency.

w Consider restricting access tosocial media while on work timeor from company ownedcomputers or equipment unlessauthorized to do so.

w Identify who should speak to the media on behalf of theemployer, and direct anyinquiries to that person (or department).

While having a social media policymay be a good practice, your practiceimproves when you treat youremployees fairly and consistently.Address their concerns or questionsquickly and as impartially as you can.You have the ability to set a positivetone for your agency, and employeesreturn that feeling of trust andgoodwill to you and your customers.If your employees are going to postthings about your agency, let it beabout what a great place it is to workand build a career.

[ 21 ]

Sample socialmedia policyAgents Council for Technology offers a series of resources on agency’s use of social media, including a sample social media policy. Visit the ACT website and select the “Websites & SocialMedia” quick link.

www.iiaba.net/ACT

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Primary Agent | January 2013 TechnologyU P D A T E

At Facebook’s first-ever Marketing Conferencein February 2012, the company released astartling number that quickly found its wayinto social media consultants’ Twitter streamsand new business pitch decks: 84 percent ofbusiness page fans do not see the page’sposts in their Facebook news feeds.

For agencies that are exploring social media’spotential (and asking tough questions about ROI), this number is alarming. Whyshould resource-strapped agents put energyinto creating Facebook content when so fewof their hard-earned fans are seeing the final product?

It’s a fair question, but before you shutteryour Facebook page, you should understandwhat’s behind this number, and what you cando about it. With a few simple changes to

your posts, you’ll be reaching more fans and building more engagement with minimal effort.

Why it happensJust as Google uses an algorithm to pull themost relevant web content to the top of yoursearch results list, Facebook uses analgorithm called EdgeRank to choose whichstatus updates to display in your fans’ newsfeeds. The more friends they have andbusiness pages they “like,” the more postsare competing for limited space. EdgeRankfilters out all but the most relevant, andbusiness page posts often don’t make the cut.

So which posts does EdgeRank usher through, and how do you get your posts onthe shortlist?

KEVIN AMENT

Kevin Ament

(John_K_Ament@progressive.com),

agency marketing manager at

Progressive Insurance, prepared

this article for ACT.

[ 22 ]

BUILDING ENGAGEMENT AND REACH ON FACEBOOK

How it worksTo outsmart the algorithm, it helps to understand it. That’seasier than it sounds. Vendors will often use the followingformula to send you scrambling for your checkbook:

Don’t let the sigma scare you. Put simply, EdgeRank ranksyour post based on three criteria:

1. The relationship between your page and the individual fan(Affinity)

2. The value of the individual post (Weight)

3. The timeliness of the individual post (Decay)

1. AffinityThe first criterion is an individual fan’s relationship with yourpage. Fans who regularly engage with your posts by clicking,liking, sharing or commenting have a stronger “affinity” thanfans who have stopped engaging (or who never engaged)with your posts. Unfortunately, this penalizes Facebook fanswho want to read your agency posts but don’t activelyengage with them. I’ll share some tips for moving more ofthese passive readers into active fans later in this article.

2. WeightThe second criterion – weight – creates a unique value foreach post based on how much and what type of engagementyour fans have with it. As more of your fans click, like,comment and share your post, its weight and reach increase.Higher-value engagement includes sharing and commenting,but even likes and clicks boost post weight.

The type of post can significantly influence fan engagement.Third-party website EdgeRank Checker evaluates posts frommore than 1,000 pages monthly and has found that photosdrive more engagement than any other post type, followedby video, links and text-only status updates.

3. DecayThe third factor, decay, is the most straightforward. Fans who are on Facebook during or shortly after you postare more likely to see your content. Fans who log in hourslater have more (and more timely) content competing fortheir news feed, so there’s a lower chance your posts willbreak through.

Together, these three factors determine which posts show upin an individual fan’s news feed. So how can you use thisinformation to create more impactful posts?

What you can do about itHere are three simple tactics to help you reach more fanswith your Facebook posts.

1. Use more photosThe most common problem I see on active agency Facebookpages is an over-reliance on text-only status updates. Postingmore photos is an easy* way to increase engagement andpost weight. Photos grab audience attention and, given theirsize in the news feed, block out competing posts on thescreen. Consider these two posts that use the same text.Which would you be more likely to read, “like” and sharewith your friends?

2. Ask for likes and sharesA 2011 study from Momentus Media analyzing nearly 50,000status updates found that directly asking fans for a “like”increased post engagement by 216 percent! Yet only 1.3percent of posts include this specific call to action. We’veseen this best practice dramatically increase engagement onour consumer Facebook pages.

Primary Agent | January 2013

[ 23 ]

[ 24 ]

3. Be provocativePosting on topics that people disagree on can drive upengagement, and every like, comment and share increasesaffinity and post weight. Religion and polarizing politicaltopics remain danger areas, but asking for fan opinions ontexting legislation, driving age minimums or limits, car seatage and weight guidelines, or product preferences (Harleyor Honda: Which has the superior engineering?) cangenerate strong opinions on either side. Even sillierquestions that tap into strongly held opinions can have the desired effect.

For example:

Use these three tips together to see the greatest gains inengagement and post reach, and be sure to track how fansare responding. Your Facebook page administrators cansee real-time reach data at the bottom of every post:

Facebook Insights has helpful dashboards so you can trackyour progress and refine your strategy. If you’re not seeingtraction (particularly if you’ve had an idle page for months,have a new strategy and want to give your page a jumpstart), you can ensure all of your fans have an opportunityto see your post in their feed by using the “promote” tool.For a small fee, Facebook will add the post to a largerpercentage of your fans’ news feeds, up to 100 percent.

Keeping up with EdgeRankSites like EdgeRank Checker (http://edgerankchecker.com/)report regularly on any changes in the algorithm andprovide additional tips on how and when to post forgreatest engagement. (Wednesday and weekends are thecurrent leaders. You can even use the post schedulerfeature on the bottom left of the status update window toschedule updates to post when you’re out of the office.)

With a little planning and a few best practices, you should see your Facebook engagement and reach rise over time. That’s the first step to achieving your goals, whether they’re acquisition, retention, publicrelations or a mix. Once you understand how to engagemore of the fans you’ve already earned, take another stepforward by learning to use the additional Facebook tools,like tagging and question, to extend your reach further, to the hundreds and thousands of prospects in your fans’ social networks.

To view an educational video on EdgeRank from Progressive, search“Facebook EdgeRank Overview” on YouTube, and an On Point podcastwith Kevin Ament on EdgeRank and Facebook strategy is available fromInsurance Journal TV (www.insurancejournal.tv/videos/8014/).

More Facebook and social networking tips from Progressive and othersare available on the ACT website (www.iiaba.net/ACT), under the“Websites & Social Media” quick link.

* One important caveat: Pulling pictures from Google Images to use withyour status updates is easy, but many of the images are copyrighted. Toavoid potential legal exposure, consider creating an account with aninexpensive stock photography website like Shutterstock (you canpurchase a quality picture for as little as 24 cents), or take your ownpictures and use a free app like Instagram to create a polished andconsistent look for your pictures.

TECHNOLOGY UPDATE

Coastal Agents Alliance . . . . . . . . . . . . . . . . . . .21

Guard Insurance Group . . . . . . . . . . . . . . . . . .13

IA&B . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .IFC

IA&B Partners Program . . . . . . . . . . . . . . . . . . .15

Interstate Insurance Mngmnt. . . . . . . . . . . . .OBC

Preferred Property Program . . . . . . . . . . . . . . . .9

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No amount of pork and sauerkraut can counteract this bad luck: New Year’s Day is the leading holiday for reported car thefts.

The National Insurance Crime Bureau ranked U.S. holidays bythe number of vehicles stolen and found the first day of theyear highest. Next came Halloween and then IndependenceDay. Christmas Day saw the least number of reported autothefts. Thanksgiving and Christmas Eve ranked next lowest.

Source: Insurance Networking News

----------------------------------------------------------------———————-------The Last & Least column is dedicated to the industry’s oddities — from creative claims and kooky coverages, to (tasteful) jokes and strange stories. Submit yours to iab@iabgroup.com, subject line: Last & Least. The editor will happily protect sources’ anonymity upon request.

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