Today, we’re giving you a gift to help you prepare to make 2016 the best year yet for your benefits practice.
Here’s a copy of our Strategic Portfolio Diversification white paper…
There are four key areas that drive (or suppress) growth within any benefits firm: Portfolio, Marketing, Selling, Management
This report’s focus is on Portfolio reveals the exact process we use with our top-level clients to help them go from quoting to consulting – from selling products to truly solving problems. Many benefit firms call themselves “advisors” or “consultants” but very few actually understand how to actually become a true consultant to their clients.
The first step in this process is the development of a robust, and properly structured portfolio that supports your key value proposition and attracts your ideal prospects. This white paper will you identify the specific role you play in the marketplace – one that is differentiated from competitors and yet, still attractive to preferred prospects. In addition, it will give you the four key questions to ask to ensure your product/service portfolio has been optimized.
Too often, benefit firms simply try to “one-up” their competitors to win the business. The problem is that this is a race to the bottom – “we’ll do more for you for the same cost”. Of course that “cost” is most often just brokering the medical insurance. A true consultant is focused on improving the condition of the client, not just giving them more stuff that may or may not actually be valuable to the employer.
For next generation benefits practices, the days of closing accounts with the infamous “capabilities binder” are dead.
Next generation firms are acting as consultants, not focusing on bringing any solutions until the specific problems have first been identified. Thus, their portfolios represent an understanding of the specific challenges, needs, problems, etc. of the specific market they serve.
Those benefit agencies who are still selling primarily via a list of “what we do’s” and “what tools we provide” are in for a rude awakening as they will consistently see accounts snatched out from under their noses by true consultants offering meaningful solutions to the prospect’s current and future needs rather than selling the “shine and sound” of fancy bells and whistles that do very little to affect real positive change for the employer-client.
This doesn’t mean you don’t need certain capabilities, but rather that your focus must be on providing desired and needed value and then presenting THE solution to your most ideal prospects in terms of your services and capabilities.
Let this Strategic Portfolio Diversification report show a proven model to develop a robust toolbox of solutions that is alignment with your firm’s key value proposition and attracts your ideal prospects.