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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 2011

LIMRA MarketFacts

Number 2, 2011

Table of Contents

Helping independent agents succeed during this tumultuous economic recovery means tapping into new sources of business for them. Leading carriers are working to pinpoint new groups of consumers who need to hear the message that life insurance is a key component of their financial safety net. Genworth Financial companies (Genworth) recognize that there is one particular — and huge — group of Americans who are uninsured or underinsured: consumers with household income between $50,000 and $250,000, a group of consumers Genworth identifies as Main Street Americans.

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The sweeping regulation bell tolls for all covered providers of services to ERISA plans. Sweeping and numerous regulatory initiatives — recently introduced by the Department of Labor (DOL) — are scheduled to become effective in 2011 and 2012.

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by Scott R. Kallenbach, FLMI, LIMRA

In business, there are two ways to achieve growth — increase sales force productivity (sell more) or increase sales capacity (hire more). For the past decade, the life insurance industry has relied on increases in sales productivity to fuel growth, as efforts to strengthen sales capacity have stalled.

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Organizational execution needs to be as important as growth. Too many firms are facing costs that are rising faster than revenue. Unless the underlying organization is updated and strengthened it will not be ready to meet the new direction. This article features a 4Ps approach to ensuring organizational growth. The 4Ps approach is a soft technology that can form the underlying foundation for determining a firm’s needs around talent, technology, and business models. It enables the organization to better optimize current resources before evaluating remaining gaps and it therefore increases the likelihood that the investments you do make will succeed and deliver.

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Orphan policyholders, who for a variety of reasons no longer have an agent assigned to them, are both a dilemma and an opportunity for life companies in today’s economy. The recent recession has drawn new attention to orphans as agent attrition levels have been increasing and companies are being merged or acquired. Recruiting new agents remains a major hurdle as costs increase and newer, younger people are simply not attracted to the profession. In the meantime, growing numbers of orphans are being created, representing several types of opportunities for companies, which can lead to higher rates of retention and additional sales.

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by Mary M. Art, LIMRA

Quality service is an important part of any sales process — the financial services sales process is no exception. With more service options online rather than direct through a person, it is even more important to ensure that your company offers a positive service experience that makes customers feel valued.

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When it comes to Internet usage, consumers are now spending almost a quarter of their online time on social media sites. So as you think about where you look for referrals — where you go to engage your clients, it would make sense that you want to be where your customers are located on the Web.

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by James O. Mitchel, Ph.D., CEBS, LIMRA

The premise of the New Normal was that consumers — in response to the massiveeconomic downturn that started in 2008 — would permanently take more financial responsibility, spend less and save more, abandon equities investments in favor of fixedinvestments, and view financial institutions with fear and caution. The easy strategy is tobelieve the premise was just a myth and that change is not needed. However, that is not thecase: Now is the time for innovation.

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by Nilufer R. Ahmed, Ph.D., LIMRA

Families with special needs children have complex financial needs that often require the knowledge of highly trained financial services sales professionals. This article presents strategies for how companies can expand their business in this growing market.

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It should be no surprise that trust is a major factor in consumers’ decision to work with financial professionals. To be effective, financial professionals need to thoroughly understand and connect with today’s consumers.

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by Cecilia M. Shiner, FSRI, FFSI, ALMI, ACS, LIMRA Secure Retirement Institute

Regardless of the substantial socioeconomic advances women have made, most women are not prepared for retirement. Recent LIMRA research has shown that in spite of similar individual and household characteristics, women’s retirement savings lag behind those of men.

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Mary-Beth Selby


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