As this is written, it is the interminable period of time before the Super Bowl, and those of us who are sports fans have doubtless heard the truism “defense wins championships.” As I pondered this, it came to me that there is a defensive side to selling benefits, one we might overlook as we arm our offense with products, services, and PowerPoint presentations.

The defensive side is managing to retain and build on our current client base. This is not just a matter of delivering renewals. Defensive thinking starts with a strategy for client management and continuing development. Elements of a customer management strategy might include:

• Post-campaign wrap-up sessions to evaluate the success of enrollment campaigns, to assess employee reaction of to any new benefits, evaluate possible problems with the process of having coverage underwritten and issued, and whether there are any billing/deduction start troubles. It is always best to identify problems early, and you may not find out about them until it's too late if there is no immediate wrap up of each campaign. Rick Cass of EOI Service Co. (subject of a recent Benefits Selling cover story) has identified that over 90 percent of all dissatisfaction with voluntary benefits plans takes place within the first three months after enrollment. That's the time to address issues so the customer has a positive picture of your service.
• At the end of the wrap up there should be a “first take” on plan design ideas the customer should consider for the next benefit cycle. There is a broad range of ideas you will want to be ready to discuss. There may have been employee feedback during a campaign that provides guidance on changes to consider in current benefit design. There may be additional products to consider, especially if the employer has a limited voluntary product package.
• Naturally, there will be further meetings set as “milestone dates.” If problems are uncovered, immediate follow-up sessions are scheduled to make sure they are resolved properly. If new products or features are being contemplated, you will want to set a timetable for decisions so there is sufficient time to add them to the next campaign. If the enrollment process did not go as well as planned, follow-up idea generation/planning sessions will be scheduled.
• Ideally, you will give the customer a schedule listing the dates you plan to meet on the next renewal for core benefits, final enrollment dates for next year, and a timetable for decisions on benefits to be shopped or added in the next cycle.

In essence, defensive thinking in benefits is customer-centered thinking. Your purpose is to retain customers and build the folio of benefits you provide to them. You are defending against a client feeling neglected. You are defending against others offering additional benefits. You are also able to use your defense as an offense by having your customers so satisfied with your level of service and support that they are willing sources of referral and endorsement.

There is an old story about the difference in the way vendors treat prospects and customers. The defensive mindset understands that prospects are potential sources of value whereas customers are assets. In fact, your customer base is your most important business asset. Defense not only wins championships; it also wins more benefits business by growing the value of that asset.