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For years, I worked with large, regional agencies across theMidwest; but, on a handful of occasions, I had the chance to workwith some small to mid-sized (SMB) boutique-style firms.

Full disclosure: My initial impression of SMB firms wasn'tgreat. I’ll tell you about one particular experience. I walked intoa small office in rural Wisconsin—there was dated wood paneling inthe reception-less lobby and a dusty fax machine in the corner. Itwas decorated with wallpaper from the mid-90s, and, worst of all,on the wall was an inspirational poster with the words “Dare toSoar” printed over a picture of a bald eagle flying in front of amountainous backdrop. Needless to say, I wasn’t very encouraged orexcited about the idea of working with SMB firms.

Throughout the past couple of years, my career has afforded methe opportunity to focus on the SMB marketplace and to work withhundreds of SMB-style agencies across the country—all of which hasallowed me to reassess my initial impression of the SMB space. Justlike the time I mistook green wasabi for guacamole, I quicklylearned that appearances can be deceiving. Many SMB firms possessan entrepreneurial spirit and embrace the fact that theyare lean and nimble. In fact, a lot of these organizations haveused their small size to their advantage.

Following are three strategies that I’ve seen SMB agenciesemploy in order to capitalize on their size and level the playingfield with large national and regional brokers.

1. Attack complianceissues and boost your agency value proposition

Don’t let compliance intimidate you. I see too many agenciesavoiding this conversation when they should be embracing it. Getrid of the stale sales pitch—“We have great people and service”—andlead instead with compliance-related issues you know your clients(and prospects) struggle with. Become the expert in your area.We’ve found a growing number of agencies are wrappingcompliance-related topics such as the Patient Protection andAffordable Care Act (PPACA) and the Department of Labor (DOL) intotheir conversations. In turn, they are boosting their valuepropositions and brand reputations by providing a highly soughtafter value-added service.

Want a great sales idea? Search recruiting sites, such asLinkedIn, Indeed, Glass Door and Monster, to find out whichcompanies are looking for HR support. Then, target those prospectsand show them how they can fill the gap without hiring morestaff.

How do you become the compliance expert? Find a good partner tohelp you navigate this space. This could be a technology firm or alocal law firm. A warning to those sticking their heads in the sandon compliance: Expect to lose clients or prospects if you’re notprepared to have this conversation. Other brokers are leading withcompliance conversations and winning business asa result.

2. Recruit millennials and advance your agencyculture

Generation Y, or millennials (25- to 35-year-olds), often get abad rap. However, there are a lot of bright, ambitious individualswho are part of this generation. The tide is turning, and as babyboomers retire, millennials will begin to make up more of theworkforce. So, it’s imperative that you find ways to attract andmotivate this generation.

Millennials are looking to make a big splash. Case in point: Iwas at a career fair in Milwaukee a couple of months ago. Zywavewas one of many companies there looking for bright talent. Many young professionals told me, “I am more interested in workingat a small company than a large company.” I learned that it wasbecause millennials want the opportunity to be involved inmeaningful projects—ones that affect the organization at a higherlevel. They are not satisfied with feeling like they are just a“cog in the machine.”

Lastly, millennials embrace technology and thrive on change.Their flexibility can be an incredible asset to an SMB firm thatneeds to be nimble and adaptive. Targeting this young demographicis a good way to find “non-insurance” talent that can bringdifferent skill sets to your agency—helping you advance yourculture and remain competitive in a changing market.

3. Embrace being a local, boutique firm and find yourstride

Showcase the benefit of not being a national alphabet-houseagency. All too often, large agencies kick small to mid-sizedgroups into the “house account” bucket. Their businessrelationships now spin in the revolving door ofaccount managers. Embrace being a one-man band (or a duo or trio).You can interact with your clients on both the day-to-day andstrategic business decisions. This gives you the ability to provideadvice and make decisions from a holistic point of view, as opposedto a siloed, narrowly focused approach. Being an SMB firm means youhave the unique opportunity to position yourself as a consistentand valued asset to an organization—and this is how you win clientsfor life.

The three strategies I’ve shared aren’t necessarilyrevolutionary or groundbreaking. But, they don’t need to be—theyjust need to be effective. Even if you are an SMB firm (or you workfor one) that still has a dusty fax machine in the corner andmotivational posters hanging on wood-paneled walls, thesestrategies are actionable and can help produce the results youdesire—despite any dated décor.

Andrew Metz is the Regional Manager for Zywave’s small tomid-sized business team. He currently manages dozens of salesreps and has developed the SMB team into a group of topproducers. Andrew has demonstrated success in driving resultsfor a wide variety of brokerages—working with one-person agencies,mid-sized shops, and large regional and national firms. Among hisprevious positions, Andrew served as an Inside and Outside Salesrepresentative at Zywave and also worked on sales teams at Oracle.For more than three years, Andrew has been part of the business andcommunication studies programs at Marquette University.