featureThe Canadian Experiment:a Precursor for U.S. Agencies?BY JIM FISHIIn an astonishing move that hasshaken, rattled and roiled its agents inCanada, <strong>Allstate</strong> Insurance Company <strong>of</strong>Canada has announced a bold initiativethat strips agents <strong>of</strong> their renewal books<strong>of</strong> business and closes 256 agent locationsthroughout Canada. The company’s planis to consolidate these locations and replacethem with what it calls “<strong>Allstate</strong>Insurance Agency” <strong>of</strong>fices.The new <strong>of</strong>fices will all have the samelook and will be strategically locatedin areas <strong>of</strong> high visibility. According tosources familiar with the plan, the companyintends to open 103 such locations.While the details <strong>of</strong> this initiativeare sketchy, it appears that the companyhopes to staff each <strong>of</strong> these <strong>of</strong>fices withbetween three and five producers, most<strong>of</strong> whom will be recruited from its pool<strong>of</strong> displaced agents. On the P&C side,each producer will have a specializedrole within the agency. Each agency willbe staffed with one or more “BusinessDevelopment Agents”, a “RelationshipDevelopment Agent” and a “CustomerCare Agent.”Business Development Agents will beresponsible to develop centers <strong>of</strong> influencefor new business generation, handleincoming quote calls and work leads andreferrals. Relationship DevelopmentAgents will be charged with expandingexisting relationships by working priorquotes and obtaining life and P&C referrals.And, finally, Customer Care Agentswill work the agency’s renewal book tostrengthen and enhance customer relationshipsand look for cross selling or upselling opportunities.When the company made its announcementin July, agents were stunned.The magnitude <strong>of</strong> the change, for some,was too much to digest in one day. Otherssimply could not believe what theyheard. But, as the disturbing details beganto sink in, they began to feel betrayed bythe company and grew angry over the loss<strong>of</strong> their renewal commissions. Agent moralehas hit “rock bottom,” lamented oneagent. “I have built my customer base formore than 20 years and now they’re takingit all away from me,” he added. But, whilethe company’s move is highly unpopularamongst many, if not most agents, thereare some who have taken a more pragmaticapproach. “This is the hand we’vebeen dealt. It’s time for us to decide to stayor to go, because there is no in-between,”said one such agent.Under the new program, agentshoused in the new <strong>Allstate</strong> InsuranceAgency <strong>of</strong>fices will become part <strong>of</strong> thatagency’s “team.” While the bulk <strong>of</strong> agentcompensation is expected to come fromnew business writings, agents will alsohave an opportunity to earn quarterlybonus dollars if their team reaches certainobjectives. The bonus measurementwill include factors like loss ratio, retention,pr<strong>of</strong>itability and new business production.As one agent put it, “You betterpray that you don’t have any slackers onyour team because no matter how hardyou work, you’ll never make the bonus.”Policy renewals in Canada will mostlikely be divided by Postal Codes, the Canadianequivalent <strong>of</strong> U.S. Zip Codes, andthen assigned to the nearest <strong>Allstate</strong> InsuranceAgency <strong>of</strong>fice. Our understanding<strong>of</strong> these accounts is that they will notpay renewal compensation to individualproducers, are not available for capture30 — Exclusivefocus <strong>Fall</strong> 2007
y individual producers, but are availablefor cross sale opportunities. The only rewardfor servicing these policies appearsto be in the quarterly bonus calculationdescribed in the preceding paragraph. It isbelieved that the company may disregardthe relationships established by the originalagent <strong>of</strong> record and assign the policiesto the most convenient location for thecustomer. “It’s probably for the best sincewe won’t have an ownership interest in theaccount anymore,” said one agent.If there is a silver lining, it is the company’s<strong>of</strong>fer to provide a base salary fortwo years beginning September 1, 2007.The salary is based on each agent’s 2006average earnings. As we understand it,agents can earn more than the base salaryonce their monthly new businessproduction exceeds the guarantee. Accordingto one agent, however, there isa caveat; “In order to qualify for the salary,you have to produce 70% <strong>of</strong> the unitaverage.” That means that if the unit’saverage P&C premium is $50,000 permonth per agent, an agent would haveto produce $35,000 in P&C premiumseach month in order to receive the guaranteedsalary. As <strong>of</strong> this writing, we donot know if the salary would be proratedif the 70% requirement is not met.Once the two year time period expires,the guarantee disappears and the agentwill only be compensated for new businessproduction plus any shared bonusesthe <strong>of</strong>fice team achieves.The agent population in Canadanumbers less than 500. If <strong>Allstate</strong> everwanted to test market a totally new concept,Canada is the place to try it out.The downside is minimal, but the upsidecould have a huge affect on <strong>Allstate</strong>’sbusiness model here in the U.S.It’s no secret that the company continuesto re-evaluate its distributionchannels. A successful launch in Canadacould cause the company to try the sameor a similar model here. Should the Canadianmodel ever come to pass in theU.S., there would be no market for agentsto sell their books, so the company wouldlikely buy back agents’ books <strong>of</strong> businessfor TPP (Termination Payment Provision).The company is currently paying1.5X for TPP eligible policies. Thisamount is guaranteed in agent contractssigned before November <strong>of</strong> 1999. Insubsequent contracts, the TPP languagewas removed from the contract and isnow part <strong>of</strong> the “Supplement.” Anyonewho signed an agent agreement afterNovember 1999 should be concernedbecause the TPP can be changed at willor, worse yet, eliminated altogether.Let’s say the company did changethe TPP formula from 1.5X to 1X, whatwould that mean on a million dollar book<strong>of</strong> TPP eligible policies? Under the currentformula <strong>of</strong> 1.5X, the company would paythe agent $150,000. Under the 1X formula,however, the agent would only receive$100,000. That’s a pretty big difference.While it is unlikely that the companywill introduce the Canadian model here inthe U.S. anytime soon or totally eliminatethe TPP, these possibilities do exist. Likeother companies, <strong>Allstate</strong> will explore allpossibilities that can add to its bottomline. That is the nature <strong>of</strong> business. Theagent distribution channel is simply anoption on a table full <strong>of</strong> options. Whenthe company finally figures out a betterand cheaper way to deliver products andservices to its customers—and it will—therole <strong>of</strong> the agent will diminish. It is thenthat the company will lower commissionsand/or change contracts.We don’t know how the Canadianexperiment will play out, but we believethe change has already caused significantangst and stress for agents there. In additionto the psychological trauma, there isa good possibility that they could sustainsubstantial economic losses, once the salaryguarantee runs its course.NAPAA supports <strong>Allstate</strong> agentswherever they are. We will follow thesituation in Canada as it unfolds in thecoming months. 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