In the January following an election, there's an inauguration, followed by inevitable speculation about what the new president will accomplish during the first 100 days in office. These 100 days are essential to setting the tone for the presidency, and in establishing a pattern of achievement for the new administration.
Lucky for the president, elections are every four years. But in the business of selling benefits there is a "first 100 days" with every new case.
January is the month when more new cases are written than in any other. The first 100 days for a benefit plan are perhaps even more critical than they are for newly elected presidents. In the first 100 days, all the key service areas in plan installation are tested. Computer records are being set up. The employer's group contracts and employee certificates or policies are underwritten (if not guaranteed issue) and coverage is issued. The first bill for coverage is established and, for voluntary products, deductions start. If enrollment of new hires is to be ongoing, that commences as well.
What should be done to get a case off to a good start? You can begin setting up success even before a plan begins.
First, the insurance companies you recommend should have efficient processes. You should know this from your own experience or, if this is a new carrier, from interviews with producers who have used the carrier in the past. Second, as cases are sold, make sure you and your team know what function each team member is to play in case installation.
A benefit program starts with plan installation, and it is amazing how often things get off to a bad start because the most basic information, plan design, is not properly confirmed with the employer. When a client says, "the insurance company issued a contract that is not what we agreed to," the program is off to a bad start. So always take time to confirm plan details on both ends, with the insurance company and the employer. Many insurance companies have new case installation processes and forms. Make sure they are using them and setting up the case correctly. The best practice is to double-check all product and underwriting details on all cases.
Then as contracts, booklets, certificates and policies are issued, and as the billing process commences, it's time to shift attention to communication with your employer's staff. Make sure they check all documents and that if there are any questions they are to be communicated through your team. This assures that the employer will know you want to be involved and are their advocate, even if there are no problems.
The first bill is often crucial to the ongoing success of a benefit plan, since contracts are only issued once and billing takes place monthly (or by payroll deduction). So set aside time, if possible, to go over the bill as the insurance company sends you a copy and, again, make sure the employer knows they can report any questions or issues to you.
As I often observe, a good case is always a good case (resulting in repeat purchases, great references and long-standing customers), and a poor case well, a poor case usually ends up being lost at renewal. And the service test of the first 100 days is the time when a good case becomes good, and a poor case gets off on the wrong foot. Take care to focus during that period to assure success later by communicating relentlessly with the employer and their insurance carriers during the crucial first 100 days.
