If proactive service is to be a profit center for your business, you should decide how much you are willing to budget for the client services you offer above and beyond routine policyholder service, and compare that to the business you expect to get from existing clients and policyholders.

Try this!

The following exercise is part of the "Client Building Strategy" form at the end of this unit.

I plan to spend ____ hours each month on proactive client service activities.

Client Service Cost Projections from _____ to _____.

$_____

Projected New Business from Current Clients or Policyholders from _____ to _____.

$_____ Premium
$_____ NAFYC
_____ % of my total production for this period.

Assuming your acquisition costs and projected return from business and professional market cases is greater than personal market cases, you might want to adjust your financial commitment proportionately. Cost projections should include your time, as well as materials and other non-reimbursable expenses incurred. Check your projections against actual results periodically.

Will this effort help proactive client service become a profit center for my business?

[ ] Yes     [ ] No

Check Your Results:

You should ask yourself this question periodically throughout the year:

Are my client-building efforts helping proactive service remain a profit center for my business?

[ ] Yes     [ ] No

If not, why?

________________________________________
________________________________________
________________________________________
________________________________________

Additional proactive service plans and comments:

________________________________________
________________________________________
________________________________________
________________________________________

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