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For 30 years, LIMRA MarketFacts has been the premier publication for financial services executives worldwide. Our mission is to bring the latest, most pertinent industry information to our readership — whether it is derived from industry research, company best practices, or insightful thought leadership. LIMRA MarketFacts offers unmatched content by inviting authorship from representatives of companies in LIMRA’s vast member roster, as well as from LIMRA’s internal subject matter experts and global thought leaders impacting the financial services arena.

Why is LIMRA MarketFacts different from other industry trade publications? Because we concentrate on developing in-depth, insightful articles devoted to the critical issues of the day impacting financial services industry decision-makers. By blending exclusive perspectives from LIMRA’s renowned research team and marketing experts with the industry’s top thought leadership, LIMRA MarketFacts provides the latest information on how companies can maximize their marketing and distribution effectiveness in an ever-evolving environment.

In these turbulent times, it is imperative that you have access to the best thinking on the forces driving change in the financial services industry. LIMRA MarketFacts is the vehicle that industry executives turn to most for LIMRA’s longstanding brand in research excellence.

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Summer 2008

LIMRA MarketFacts

Summer, 2008

Table of Contents
by Lowell Aronoff, CANNEX Financial Exchanges Limited

LIMRA reports diverging trends in the single premium immediate annuity (SPIA) markets in the United States, where sales are increasing faster than any other annuity markets, and Canada, where sales appear to be falling off a precipice. This leads to three questions: Why is there a difference between the two countries? What are U.S. companies doing to create increasing sales? What can Canadian companies do to change the sales slide?

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by Andrew L. Gentile, Prudential Insurance

It is ironic but true that the best test of successful agency leadership is how well the agency is prepared for the next generation to take over. One of the most important jobs for an agency manager is to make sure that there is an ample supply of talented, well-trained future leaders, at least one of whom will be able to do a much better job of running the firm than the current boss. Without an ethic of continually developing new leadership, the agency and the firms are in serious jeopardy.

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by Ashley V. Durham, LIMRA; Karen R. Terry, FLMI, LIMRA

High face policies (at least $500,000 in permanent coverage or $1 million in term) represent a small subset (less than 10 percent) of individual life policies sold in a given year. However, they generate at least 40 percent of annualized premium dollars. As a result, the people who buy them are a highly sought-after group — a source of heavy competition for both insurers and producers.

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by Linda Reed, DMW Worldwide LLC

The mature market — broadly defined as consumers age 50 and over — is changing radically. As baby boomers transition into the so-called “senior” market sector, an already diverse audience is becoming increasingly fragmented. For financial services marketers to effectively mine this market requires a deeper understanding of these consumers than the media presents — who they are, what they buy, where they buy, and why they buy.

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by Nilufer R. Ahmed, Ph.D., LIMRA; Mary M. Art, LIMRA

For decades, companies have focused their attention on baby boomers, a substantial market segment of almost 80 million people born between 1946 and 1964. As important as the baby boomer market is, younger, more tech-savvy generations are here. Companies that have not already built a connection to Generation X and Generation Y need to expand marketing practices to reach them.

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by Andrew H. McCollum, Chatham Partners

For good or bad, retirement plan providers will soon be required to alter their current fee disclosure practices. With concurrent efforts under way at the U.S. Department of Labor and inside the halls of Congress, not to mention numerous class-action lawsuits proceeding through the court system, industry cognoscenti now accept the hard truth that increased fee disclosure is regulations requiring increased fee disclosure are imminent.

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by Elizabeth H. Schwarz, ACS, LLIF, LIMRA

Most companies today recognize the Internet as an integral mode of communication for customers, prospects, producers, and employees. To make the most of their online initiatives, solid Web metrics strategies help carriers keep a pulse on online activities.

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by David Fox, Advise Centre Consulting

There is a broad range of business models that are currently considered successful in the Australian financial advice industry. If, however, we are to believe the predictions of U.S. opinion leaders in the financial services industry, these models will be severely challenged to survive profitably in the next five to seven years, and a series of unstoppable forces will change forever the economics and structure of advice businesses.

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by John D. Fleming, Fleming Advisors International

A disturbing trend is being experienced in the North American life insurance industry. The number of people providing face-to-face advice to the consumer is shrinking. More important, new blood is being infused at an alarmingly slow rate. While company leaders are aware of this situation, there are few concrete signs of companies doing something to address this problem.

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by John R. Graham, Graham Communications

There’s no absence of words to live by. They range from offering good advice to the deviously practical. Sales and marketing professionals, who must do battle in an economic environment where all types of buyer are bedeviled by financial pressures, can benefit from words to live by. This article offers eight words that send the right message to today’s customers.

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by Denise C. Marvel, CLU, ChFC, FLMI, LIMRA

Companies that distribute insurance and investment products are certainly familiar with the rapid pace of changes needed to keep up with changes in distribution brought about by increased competition. Improvements in technology over the past decade or so have changed how we do business today. This has led, at least in part, to the emergence of a new business model, particularly in the independent channel.

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Mary-Beth Selby


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