We have discussed the dangers faced by brokers whohave not developed meaningful value-added, consultancy-basedservices for their employer clients. Those whose value propositionsstill revolve around shopping for products and services are simplywaiting to be disintermediated. They will be disrupted as surely asUber is disrupting the taxi industry. Shopping services involvecollecting, compiling, and presenting data, tasks that can beaccomplished in many different ways.

Employers agree. In one Eastbridge study, only 6 percent ofemployers described their benefits broker's key attribute as beinga “trusted advisor” while 38 percent said their broker's keyattribute was “comparison shopping” and they (the employer) did thedue diligence and made all the decisions. Employers who considertheir broker a “shopper” are likely to consider other ways to getthat task accomplished.

BV (before voluntary), things weresimple. Life insurance was lifeinsurance, and it was very different than disability, which wasdifferent than medical. Selling success revolved around shoppingtasks and relationship building skills. Today, the benefitlandscape is different. Benefits are more intertwined, related, andstrategic. Shopping may still be important, andrelationship-building will always be important, but now knowledgeand consulting skills have joined the list of requirements.