Remedying Common Personal Lines CSR Sales Excuses

Too many customer service representatives (CSRs) have problematic issues when it comes to an essential element of their job. That element is the selling of insurance. Some consider this act to be overly difficult and, at times, demeaning. They refuse to accept that everyone’s job in the office involves sales. This resistance, in turn, generates excuses why they can’t sell. Some are unique, but most are not. This column addresses the ones managers tend to hear the most. Many can be overcome with training, recognized sales advantages, and managerial motivation. Use the following ideas to remedy them, along with a side order of empathy and patience.

Excuse: Outgoing Sales Calls Can Ruin a Client Relationship

Whenever management insists that hesitant CSRs make self-initiated cross-selling calls to insureds, it is already a lost battle. Their inherent resistance to such forced phoning can cost the agency the extra sale, the insured (if contacted by an unhappy CSR), and, ultimately, the employee. Instead, ask reps to only cross-sell insureds who phone or stop by the office for routine policy service. This way, the client is the one who initiates the first contact. No outgoing calls are needed. However, require that the rep take full advantage of the opportunity by checking for missing policies, low limits and needed endorsements.

Excuse: No Time to Sell

This excuse may be valid, depending on the number of insureds that your rep handles, the services provided, and the overall activity of her client base. Propose to review each CSR’s workload and adjust it downward if you determine that it doesn’t allow adequate time for selling. In exchange, ask reps to commit to fill the time freed with cross-sell and upsell actions. Also check each CSR’s client, policy and activity count. Compare these numbers against other agency reps. Shift accounts (based on an alpha-split) as needed to achieve balance. Apply time-saving remedies such as placing two computer monitors on every desk, using Real Time’s online capabilities (www.getrealtime.org), and more. Plus, reassign any non-CSR duties to back office personnel.

Excuse: Selling Is Not Their Job

This excuse may be management’s fault, as it may have already published a CSR job description that excludes selling. Still in most cases, this is more of a defense than an excuse. Respond by restating the obvious, that it’s everyone’s job in the agency to sell. Point out that service is an important by-product of sales. Without a sold policy, there is nothing to service. Plus, in this competitive business, a rep who doesn’t offer needed additional limits, coverages and policies isn’t a true professional. Note that the best job can be performed only when the agency writes all of an insured’s policies. Then cover the last obvious point: That the insurance needs of clients constantly change. It’s the job of the person who is in regular contact with the insured to keep abreast of these changes and suggest ways to protect against exposures.

Excuse: Doesn’t Know How to Sell

Most CSRs have never really been taught how to sell. Their training is focused mainly on insurance, customer service and computer skills. Take some time to teach reps the how-to’s. Provide them with sales tools, closing tips and access to sources of information. Conduct monthly in-house CSR sales training meetings, including role-plays. Bring in skilled sales and service reps from other industries to demonstrate by example. Make this education as prominent as your training for commercial lines producers. Also, assist reps in distinguishing between common coverages and sales and service advantages that are unique to your carrier or agency. Understanding these winning features helps prospects to differentiate your offer from the competition.

Excuse: Not Interested in Sales

A CSR may think: “Hey, if I wanted to sell for a living, I’d be a producer!” Openly accept this. Then point out that they sell every day. They routinely fill out new business apps, write optional coverages like replacement cost coverage, and convince underwriters to accept new accounts. All that you are asking is that they willingly embrace selling as a part of their regular duties. Incentivize this through bonus compensation, additional time off and other desirable sales rewards.

Topics Training Development