Agency Sales Analysis

Calculate your Sales Index

Analyze and score your prospecting and sales system in four key pillars and their related impact areas. Read each slide and select the score that best illustrates your current situation. You’ll receive your Sales Index score when you complete the Analysis. We recommend retaking the Analysis every six months to track your progress.

SALES PILLARS

PIPELINE
ENGAGEMENT
IMPACT
DISCIPLINE

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Agency Sales Analysis

PIPELINE

ENGAGEMENT

IMPACT

DISCIPLINE

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Impact Areas
Defined goal
Healthy pipeline
Effective prospecting
Strategic growth

Impact Areas
Sales process
Sales cycle
Assertiveness
Timing

Impact Areas
Problem solving
Buyer understanding
Solution support
Cost of inaction

Impact Areas
Time management
Personal marketing
Professional development
Accountability partners

Too often, producers don’t have specific sales goals. Even when they do, it is often some arbitrary target only intended to satisfy the sales manager. The most successful salespeople have well-thought-out sales goals based on relevant criteria and details of the opportunities they will pursue to achieve the goal. How do you set your annual sales goals?

1 2 3

I don’t have defined goals.

4 5 6 7

I have goals, but no real thought was put into them.

8 9 10

I have very strategic goals, including the number and size of accounts.

I don’t have defined goals.

I have goals, but no real thought was put into them.

I have very strategic goals, including the number and size of accounts.

While there is no one definition of a healthy pipeline, every salesperson has their definition of what a healthy pipeline looks like for them. The common thread of a healthy pipeline is that, if maintained, it will ensure the producer achieves their sales goal. How would you describe your current pipeline?

1 2 3

A healthy pipeline is nothing but a pipe dream.

4 5 6 7

It’s okay, but I do need better quantity and quality.

8 9 10

My pipeline is my greatest source of confidence.

A healthy pipeline is nothing but a pipe dream.

It’s okay, but I do need better quantity and quality.

My pipeline is my greatest source of confidence.

Not all prospects are created equal, and often, the difference is how the opportunity is created in the first place. An opportunity created through a client introduction or another center of influence (COI) is five to seven times more likely to close than if the same opportunity was generated through a cold call. How are most of your opportunities generated?

1 2 3

I mostly wait for opportunities to find me.

4 5 6 7

I ask for referrals, but they rarely happen.

8 9 10

Every prospect is a specific referral I request from clients and other COIs.

I mostly wait for opportunities to find me.

I ask for referrals, but they rarely happen.

Every prospect is a specific referral I request from clients and other COIs.

Nothing will cause a producer’s book of business to plateau quicker than filling it with the wrong opportunities. In a book of business built in an undisciplined manner, the bottom half of the book, by case count, will only generate about 7% of total revenue, and the bottom 25% typically generates 2% of total revenue. How do you determine which opportunities to pursue?

1 2 3

I’ll pursue any opportunity that can fog a mirror.

4 5 6 7

Maybe half of my opportunities meet my target-client definition.

8 9 10

Every opportunity meets my target-client definition.

I’ll pursue any opportunity that can fog a mirror.

Maybe half of my opportunities meet my target-client definition.

Every opportunity meets my target-client definition.

A sales process is critical for both seller and buyer. As the seller, you need a process to have consistent conversations, control the conversation, and systematically move your prospects forward. Buyers need a process to make the buying decision less overwhelming. How would you describe your sales process?

1 2 3

We work on renewal dates for prospecting and provide multiple quotes.

4 5 6 7

We quote on most opportunities and provide a few value-added services.

8 9 10

We compete on aligning specific solutions to address uncovered needs; no quoting.

We work on renewal dates for prospecting and provide multiple quotes.

We quote on most opportunities and provide a few value-added services.

We compete on aligning specific solutions to address uncovered needs; no quoting.

Producers often claim acquiring a new client takes two to three years. If so, their sales process isn’t creating a sense of urgency. But one thing more dangerous than an empty pipeline? One that is full but stagnant; it creates a false sense of security. Moving opportunities forward in a timely manner is critical. How quickly do you move opportunities forward?

1 2 3

A majority of my opportunities are stagnant.

4 5 6 7

The only thing that keeps prospects moving forward is renewal dates.

8 9 10

Others marvel at the speed and consistency of my pipeline movement.

A majority of my opportunities are stagnant.

The only thing that keeps prospects moving forward is renewal dates.

Others marvel at the speed and consistency of my pipeline movement.

According to The Challenger Sale, from early in conversations, the most successful salespeople establish a target that, when hit, will likely result in them getting the sale. Along the way, they challenge the buyer’s thinking, giving them a new perspective on their situation and the motivation to improve their outcomes. How assertive are you with prospects?

1 2 3

The customer is always right, and we do nothing that may upset them.

4 5 6 7

We occasionally hear, “Hm, I’ve never thought of it that way before.”

8 9 10

We intentionally introduce healthy tension into the sales conversation.

The customer is always right, and we do nothing that may upset them.

We occasionally hear, “Hm, I’ve never thought of it that way before.”

We intentionally introduce healthy tension into the sales conversation.

When competing for the role of advisor, the three most important things are timing, timing, and timing. The renewal date is about choosing a carrier and plan. The choice of an advisor should be a separate decision made off-renewal. When are you typically competing for new business?

1 2 3

We almost always find ourselves competing at the prospect’s renewal date.

4 5 6 7

We provide quotes more than we’d like, maybe half the time.

8 9 10

With the rarest of exceptions, we only compete for business off-renewal.

We almost always find ourselves competing at the prospect’s renewal date.

We provide quotes more than we’d like, maybe half the time.

With the rarest of exceptions, we only compete for business off-renewal.

Buyers are rarely interested in learning about the products you offer until they understand they have a problem that makes your products necessary. You’ll move from vendor to advisor in the eyes of the buyer when they understand your ability to diagnose and correct their problems. Are you more of a vendor or advisor?

1 2 3

We have deep insurance knowledge but don’t venture much further.

4 5 6 7

We can communicate the features and benefits of several solutions.

8 9 10

We are adept at identifying and solving many problems beyond benefits.

We have deep insurance knowledge but don’t venture much further.

We can communicate the features and benefits of several solutions.

We are adept at identifying and solving many problems beyond benefits.

An advisor’s job is to help buyers make the best buying decision. This is impossible if you don’t take the time to understand what motivates the buyer and uncover what is holding them back. To what degree do you understand the unique circumstances of your buyers?

1 2 3

We tend to focus on telling our story and why we feel we’re a better option.

4 5 6 7

We ask discovery questions specific to their insurance needs only.

8 9 10

We ask impactful questions so buyers understand themselves better.

We tend to focus on telling our story and why we feel we’re a better option.

We ask discovery questions specific to their insurance needs only.

We ask impactful questions so buyers understand themselves better.

Buyers need help in ways they never have before. Ensuring you can provide solutions to meet these needs has become the ante in the game. However, ensuring clients use the resources effectively is the real goal. How effectively are you using your available solutions?

1 2 3

Our only solutions are insurance products.

4 5 6 7

We have several solutions that aren’t utilized as much as we’d like.

8 9 10

We have a robust collection of HR/benefits solutions that clients fully utilize.

Our only solutions are insurance products.

We have several solutions that aren’t utilized as much as we’d like.

We have a robust collection of HR/benefits solutions that clients fully utilize.

It’s easy to identify the cost of action, of spending the time or money to fix a problem. However, whether it’s making a change to a medical plan or implementing a new solution entirely, the cost of action must be weighed against the cost of not addressing the problem. How effective are you at helping your buyers evaluate both sides?

1 2 3

We limit the discussion of our solutions to a capabilities presentation.

4 5 6 7

We have a few case studies of solutions, but they are surface-level.

8 9 10

For every solution, we ID the financial/ operational impact, evidence of results, and a plan of implementation.

We limit the discussion of our solutions to a capabilities presentation.

We have a few case studies of solutions, but they are surface-level.

For every solution, we ID the financial/ operational impact, evidence of results, and a plan of implementation.

Committing to prospecting as a priority activity that drives sales success is a great first step. However, priorities must be scheduled into your calendar with dedicated and uninterrupted time to ensure successful and efficient execution. How would you describe your approach to time management of your prospecting activities?

1 2 3

I just “don’t have time” to prospect.

4 5 6 7

Prospecting is sporadic and usually the result of reaching a desperation point.

8 9 10

Uninterrupted prospecting time is the first thing I schedule on my calendar.

I just “don’t have time” to prospect.

Prospecting is sporadic and usually the result of reaching a desperation point.

Uninterrupted prospecting time is the first thing I schedule on my calendar.

We do business with those we know, like, and trust. Building a personal brand of trust and familiarity via social media and outreach creates a competitive advantage during the sales process. How effectively are you building your brand?

1 2 3

I have no social media or marketing presence and rely on word-of-mouth.

4 5 6 7

I’m on LinkedIn but mainly observe and don’t have an impactful presence.

8 9 10

My online brand is so strong I have prospects contacting me.

I have no social media or marketing presence and rely on word-of-mouth.

I’m on LinkedIn but mainly observe and don’t have an impactful presence.

My online brand is so strong I have prospects contacting me.

You’d never go to a doctor who doesn’t remain current on prescription and treatment options. You’d never work with a CPA who doesn’t stay on top of tax strategies. Your buyers deserve the same from you; you must remain current with HR, benefits, and business topics to best serve their needs. How would you describe your professional development plan?

1 2 3

I make sure I get enough continuing education credits to renew my license.

4 5 6 7

I read a few books, occasional webinars, and maybe an annual conference.

8 9 10

I track the skills and behaviors I need and create plans to develop them.

I make sure I get enough continuing education credits to renew my license.

I read a few books, occasional webinars, and maybe an annual conference.

I track the skills and behaviors I need and create plans to develop them.

Average performers avoid accountability, while high performers seek it out and are energized by the discipline it drives. Accountability is a sign that what you do is important enough to declare your intentions and then ask someone to provide a friendly kick in the ass if you fall short. How accountable do you make yourself?

1 2 3

I’m what you’d call a “lone wolf.”

4 5 6 7

My team members know my goals, but I don’t regularly report my progress.

8 9 10

I have an accountability group, set firm goals, and regularly report my progress.

I’m what you’d call a “lone wolf.”

My team members know my goals, but I don’t regularly report my progress.

I have an accountability group, set firm goals, and regularly report my progress.