Frontline Performance Management-What​ it means to the top-line, bottom-line ​ and organizational ethos!​


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An organization and its performance are dependent on the day-to-day functioning of its frontline employees who generally make up the bulk of its workforce. The tactical stewardship of execution is in the hands of the frontline staff that reflect the company culture and its values to the customer. And generally, these associates who are the majority of an organization’s workforce are the ones affected by several challenges across industries – low levels of motivation, economic and emotional stress, stressful work goals and management pressure to meet them, poor growth prospects, all of which result in high levels of attrition.

Today’s organizations are moving toward building their future prospects on customer experience. According to a recent article I was reviewing, an estimated 90% of all organizations are expected to craft themselves around customer experience by 2025. With customer experience becoming such an integral part of an organization’s success, it’s important to re-focus on the frontline staff who are the face of the organization to the end consumer. Although technology in its various forms is making in-roads into customer experience, the human element is still very much an integral part of the value an organization provides to its customer base. Be it retail, airlines or business process outsourcing, frontline employees play a major role in day-to-day activity and customer interaction.

With customer experience playing such a vital role in the performance and growth of any business, productivity and progress of the frontline staff becomes that much more important and its imperative to focus on them to ensure that there is a fair exchange of value going on.

With a slew of challenges, from financial wellbeing, poor work environment, boredom, and lack of challenges to stimulate creativity, poor growth prospects and high-pressure micromanagement to reach goals established by management without any space to induce their own personalities in what they do, the frontline employees continue to paint a poor picture of the organization to the end consumers, and move between jobs frequently trying to find a suitable position and organization to work for. As a result, management challenges include finding the right associates, coaching and training them to only lose them and work on the next while also battling work goals that need to be met. Dealing with the revolving door continues to be an impediment that affects operational and financial goals of organizations.

How can an organization double down on and tackle this issue, especially in these times of renewed focus on consumer experience to drive the engines of an organization?

That is where building a culture of empowerment comes into play. The frontline employees are the visible face of the organization. Development of a culture of performance through focused drive, clarity of mission and vision, and imparting value individually and as a team, should become the tenets of frontline management.

Better pay and employment conditions are the first tenet. It’s important for organizations and management teams to understand that the first line of employees on the job is the most vital arm of an organization and its long-term success. Since these employees are on the lowest rung of the ladder, doesn’t necessarily mean that they should be the lowest paid, more importantly, they should be paid to have a decent living base, without the worry of day to day financial challenges in their personal lives which tend to have an impact on their performance at work. All employees should be treated as an extension of one work family. Equanimity of base pay and benefits go a long way in improving employee morale. Pay for performance, whether positive or negative has some implications on performance, but not necessarily long term.

Next, support through training and coaching is important to ensure clarity of purpose for frontline employees. Each individual needs to understand, not just their work but also the impact it has on the larger scheme of things. They need to understand their contribution and value they bring to the organization, to own it and impart it on a daily basis to their best. Coaching, especially through peers or managers on a one on one basis reflects the investment the organization is willing to make in them, as valued employees, to learn about their strengths and weaknesses and help them cope to get better, and more importantly to advance in their careers. Frontline employees should be coached to look at their roles, less as jobs and more as careers where they have opportunities for advancement, provided they work on their specific strengths to take the lead as opportunities come up within the organization.

Empowerment is also a vital aspect of this puzzle. Generally, frontline roles are treated as jobs with high attrition and to be easily replaced with the next person coming in. It is also assumed that the role is a set of repeated tasks to be performed thus boxing in the role. That notion has to change. These are probably, the most important roles within an organization as the first line of customer interaction. Empowering the frontline employees garners multiple benefits for the individuals in the roles as well as for the organization. By empowering the employees to identify challenges, think creatively and come up with ways and means to interact with consumers, find and execute solutions to the challenges, the organization gains to improve upon its frontline as well as other specific challenges, finds new ways of interacting with consumers, thus raising customer satisfaction and loyalty with the organization and also helps identify the difference makers within the employees and offer them better career growth prospects. This empowerment also boosts employee morale as they feel challenged and in control of their work execution, thus bringing the best out of them. Productivity boosts can be seen in employee work ethic and improved influence on organizational performance resulting in higher revenue at the same or lower costs and better profit margins allowing the organization to experiment further and provide better opportunities to its employees. Further, the brand recognition and goodwill gained in the market is invaluable.

All of the above alleviates stress from the work environment, focuses on training, coaching and empowerment than micromanaging, using positive and negative motivators that have a limited shelf life and more importantly, brings the employees and management closer as one work family out to succeed together, working on a unified mission and vision, that they all take pride in.

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Rules of Engagement and Realm of Influence


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It’s the people, human resources that are the most important asset of any organization. It is these associates, employees, contractors and those engaged in various capacities that turn the wheels of the organization every single day in the direction of its aspirational mission. These associates come together in various roles, manning several myriad functions that together create the structure of the organization.

The roles and responsibilities of such associates, often times are overlapping and most definitely closely inter-twined to form the fabric of the organization. That is where rules of engagement and the sphere of influence come into play. Rules of engagement vary for every role within an organization and are based on their core responsibilities toward the organization. The job description lays a framework of expectations from a role & its associated responsibilities as well as expectations from the incumbent. However, rules of engagement are unique and evolve based on several factors. The role and its connectivity to other roles as well as the overarching organization are crucial. But what makes it unique, is the personalities occupying those roles. Every person is unique and is a sum total of their experiences at a given point in time. Their understanding of the role, responsibilities and inter-personal dynamics are unique as well. Their interpretation of this has an impact on their framework of rules of engagement. They engage and act based on all that they are influenced by.

In order to succeed at a role, it’s a given that one has to have clarity of vision of their role’s expectations and responsibilities, but more importantly, they need to develop a keen insight into the unique organizational dynamics at play and learn to shape their transactions accordingly, to the benefit of what they are set out to achieve as a part of their role with an eye on the big picture mission of the organization. This helps them maneuver well in reaching their professional as well as personal goals. Rules of engagement and the realm of a role’s influence, although have a rough framework; they are extended, expanded and emphatically executed by the unique personalities occupying these roles. The incumbent’s unique understanding and engagement with these rules, which, predominantly is influenced by their personalities, shape the fluidity and flexibility of a role’s influence. It is for this reason that several factors are looked at when recruiting people to occupy roles. It’s never just about the role that is vacant. It’s also about organizational fit. Beyond that, it’s the organic evolution of Darwinism within the organization, evolution by natural selection.

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Fostering Team Camaraderie – It’s NOT always about the mission!


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Fostering team camaraderie is no easy task. For many, the team leader-member relationship is that of someone who leads and directs and others who follow. Nothing can be farther from truth than that. You can argue that a good leader leads from the front, is empathetic and so on and so forth. But, that’s not what I am here to discuss today.

I am here to discuss how to invigorate, spread and share the same essence of doer ship and direction across the team, to do one’s best to ensure that each team member is touched by it and dwells in that spirit, so that ultimately, the whole team moves in one direction toward one mission. That’s the stuff great teams’ and great organizations are made of. It takes them over and above individual needs and wants, the organizational benefits and aspirations and toward pure execution to attain a unified mission as one team. It’s an experience par any for the proud members of that team which they cherish forever.

Like I said, getting everyone on the team to think like one is not an easy task. Not easy, but definitely possible! While all individuals have different hot buttons that motivate them and it’s the job of the leader to ensure that they are being actively responded to, its these individuals that come together as a team, to act on one unified objective. The leader and the team members have shared responsibility in helping each other align closer with that mission. And that comes about in several forms of interactions from group to individual settings. Not everyone needs to see the big picture but everyone does need to see the picture from where they stand and understand very clearly their part in fulfilling it. At the same time, team dynamics play a crucial part in how effectively a team performs. This is where the unique differentiator between teams lies. Team dynamics is not strengthened, just by focused concentration on the work at hand. It gets stronger and more effective when the team interacts socially and participates in activities besides work. I am not talking about hitting the bar and sharing silly jokes. For some, that might work to an extent. I am talking about doing things besides work that strengthens their bond and fosters mutual respect and awe for each other. This could mean, sharing hobbies and other skills, connecting to discuss and act on social and volunteer projects, opening each other to new avenues and opportunities, thus fostering learning and cultivating new horizons for the team.

This goes a long way in forming true friendships and bonds between teammates. It takes the relationship to the next level where they draw inspiration from each other. It helps members recognize new strengths and skills in each other, allowing them new found respect for their peers. All of this comes through eventually, when the team acts as one and takes on a challenge head on, in not just successful accomplishments, but accomplishments of a greater quality and higher caliber. This elevates their professional interactions to a new level, helps them find better and more capable personalities within themselves, and most important of all, true happiness in what they do and who they work with everyday.

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Sales, Marketing and Client Management – Influence of the Art and Science of it


Sales, Marketing and Client Management are key functions that, when done right, help with continued sustenance and healthy growth of an organization.

What makes someone a great sales person or passionate client management professional?

While having the aptitude to truly enjoy the responsibility of these functions is a given, the blend of having an upbeat attitude, charisma and innate traits that go with being convincing and having superior negotiation skills go a long way. Certain traits are a part of the personality and other skills can be attained or rather, fine-tuned through training.

Generally, future performance in sales and client management roles are judged based on past performance. Considered a predictable indicator, there is only so much reliability you can attribute to this.

Coming back to the art of sales, marketing and client management, prowess in these areas is based on aptitude, attitude, personality-based traits and learned skills.

When you consider using the art side of sales, marketing and client management, decisions are made and acted upon based on gut reactions, and end results rely much on personality traits and learned skills to help drive closure.

However, when we come to the science of it; that is where you see an impact of the industry and solution/ product knowledge, technical prowess, understanding of competitive landscape, market dynamics and more.

In today’s world, data plays such an important role in not just decision making, but facts based decision-making. Efforts are made to understand and simulate client needs, in many a case even before, the clients themselves know of their needs! That’s where the science of marketing comes into play to educate clients about their unforeseen needs and then, propose solutions to fulfill such needs.

The science of it all helps differentiate impactful marketing, trusty and inspired relationships with prospects and clients and helps further build on pure transparency of relationships as true partners engaging in solving the same problems, and not as two counter intuitive entities playing the roles of a buyer and seller, where the relationship is based on individual organizational interests and revenue plans than working together as partners to solve problems to the benefit of both.

In the latter scenario, there is true cross pollination of ideas and experimentation of new solutions as true partners.

In summary, an understanding of market dynamics, competitive landscape, true customer needs, product and solution specifics in relation to solving customer needs go a long way in closing deals and maintaining long term reference able clients as true partners that mutually thrive. This knowledge differentiates true sales, marketing and client management professionals as trusted partners from those that rely purely on the art of it. It also has a very profound impact on industry and organizational acceleration in their respective realms of pursuit and immensely influences their success.

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It takes a village to raise a child!


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It takes a village to raise a child, they say.

Whether on a job, running a business, when in school or even when raising a family, any pursuit demands constant self-analysis in comparison to the environment around to assess where and how you fit in, to make the most effective impact on what you have set out to do. I have come across many that pay more attention to what they do not know or aren’t the best at than what they do and rock at.

For instance, those with strong technical skills question the business acumen they possess while those with a strong business background, question their technical knowledge. Financial whiz’s’ are uneasy with specific business domain knowledge they work in. Operations stalwarts tone down when it comes to business development.

This is something that I have seen to be very dominant in our times. Being aware of your shortcomings is wise and essential. But, to fret over it is not. Not everyone can be a star at everything they do. What is important is that they make an effort to know about things the best they possibly can so they are, in the least informed, when it comes to understanding how that fits in the big picture and this gives them the ability to make good decisions, many a time in their own work realm.

When you know your preferences, likes and strengths, focus on being the best at them. Do not worry about the rest. In fact, find the best possible help you can get on things that you are not very good at. It’s smart to surround yourself with people who are better than you so that you have that part of what you want to do covered. Now, you can focus on what you are excel at and trust others to focus on what they are good at so, all around, you come out successful. Remember, everything in life is a team effort; no one person did it all!

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Spontaneity in innovation – Does unbridled exuberance lead to success?


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Spontaneity, that eureka! moment, when it seems that the whole universe is prodding you to succeed, is a key factor in innovation. However, it’s not that it comes to you right out of the blue. Behind it is years of research, struggle, experience, application, trial and error, call it whatever you want. Whether active or passive, much has gone into bringing on that one idea with which you shall change the world.

However, the debate has been whether innovation thrives in an unstructured environment where you let it come to you unannounced or in a more structured environment where you create the ambience for innovative work focused on revealing what the next big thing is. Perhaps in a step-by-step fashion and eventually, it will unfold and show returns.

Studies have shown that with more formal innovation structures and processes, there is higher satisfaction and better outcomes. However, there needs to be some chaos, the ability to imagine and dream, even within formal structures in order for the unconventional to reveal itself, break the mold and set a trend. It’s important to have a product management and development structure within organizations but, its more important to separate the people focused on current products and releases that follow schedules to meet current client needs from those whose role is to imagine, dream, try to test out new things without the pressure of supporting ongoing business needs. Ensuring there is an open line to receive client feedback on current products can help influence the direction of research to keep it close to the markets being served. However, there is a balance that needs to be drawn here to ensure that the influence is not so much that the team ends up serving client custom needs but is actually focused on creating better products with better outcomes, sometimes in a sense that may even create a new pivot.

High cross functional collaboration, greater risk tolerance appetite, research driven organizations with supportive eco systems tend to do better than those that are narrowly focused on bottom lines. The truth is that true innovation results in improved employee morale, spontaneity and better bottom lines naturally.

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Zenefits – The “Compliance” Fall Guy


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Its all over the “Benefit” news. Patrick Conrad has resigned as Zenefits CEO this past Monday and is also off the Board. One more startup, that too a unicorn where the founder and CEO bites the dust, having let go for various reasons. What’s ironic is, that a CEO who is known as aggressive, brash and outspoken hasn’t said a word yet on the latest turn of events.

The reason quoted for what transpired is “Compliance”. Due to insurance sales done over the past couple of years, through unlicensed sales agents on behalf of Zenefits, state regulatory bodies are coming down heavily upon the company. As a result, David Sacks, the COO of the company for about a year, has taken on the reins as CEO and is trying to assuage investors, clients, insurance carriers, employees and regulatory bodies by letting go of the current CEO and re-inventing the organization as one that will change intrinsically from a culture standpoint, to be an organization that is compliant and will grow in a mature manner.

There has been quite an interest from the investor community in Zenefits. For a company that grew from zero to $1M in 8 months and then, to $20M by next year, it has attracted a lot of attention. With huge investments flowing in, the last being about $500M in May 2015, the expectations were poised to rise. With that kind of money in the kitty, what is there to hold back? $100M in revenues by Jan 2016 was the target that came out, perhaps a little too aggressive, knowing that scale is important but there is the need to give time to set processes in place to form a strong foundation for that growth.

With the commitment to hit $100M in revenues by Jan 2016, and $500M to tap into to make that happen, the management of Zenefits set into action. Among other roles, a hiring spree of sales staff was on. However, what lacked was putting the infrastructure and processes in place to bring the right kind of staff, provide them the needed training and ensure they conducted themselves in a compliant manner.

Its not just Patrick Conrad that is liable for Zenefits’ current issues, but their entire management team. Of course, Patrick may have stepped down taking responsibility as the CEO or may have been the fall guy, but, David Sacks was around as COO for an year leading operations, finance and product. Having been brought in for his seasoned experience, he came in to help manage a company that was in hyper growth mode. The Sales VP, Sam Blond who ran the sales organization is also as responsible.

Josh Stein has been appointed this week as the Chief Compliance Officer by David Sacks. Why did it take so long to bring in a Compliance Officer? Everyone in the company knew they were in a highly regulated industry. It was basic. As hiring began to meet the ambitious revenue target, why wasn’t a Compliance Department put in place? Why were the checks and balances that are so innate to the health insurance business ignored?

The $100M in revenues by Jan 2016 was perhaps very aggressive, given the lapses in the organization to get there. However, all is not lost. It’s a matter of a few more months before Zenefits hits the target, going by its business model, given that it fixes its way of doing business and keeps in the good books of the state regulatory bodies. However, it’s not the magic number that should matter anymore. What should matter is the need to have a sound sales management infrastructure and related processes in place including compliance, on which the organization can continue to build. Once that is established, reaching any targeted revenue number within a meaningful timeframe should not invite so much attention.

Recent history has shown that startups are allowed to make mistakes and then, correct themselves. In many cases, they have stood up to conventional laws and helped reshape them, in light of a new economy. Zenefits has shown the same in case of Utah. In other cases, the law just cannot be ignored or broken.

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Making Things Work…..


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In the most trying of times, those that come out, probably tired, exhausted and even with a few chinks in their armor but definitely, triumphant are the ones that work together as a team.

After all, we have all heard that when the going gets tough, the tough get going.

In business or personal life, working together is inevitable. After all, no monumental accomplishment was due to a single person’s effort. Working together can mean tremendous pressure, but if the pressure is faced and the energy channelized to build on the effort, it can mean great experiences, stronger bonds and finally impressive accomplishments for those involved.

With generations to come, and the need for instant gratification, there is less patience in those that interact. Just a tad bit of perseverance; restraint and focus can make things work through interaction, than personal gripes and would mean so much more for everyone together and individually.

Yet, this is hardly understood in colleagues working together or families working on their relationships. Personal egos get the better of everyone and as a result, everyone collectively and individually suffers whether they acknowledge the latter or not.

No matter who you are and what your role, the end goal has to be upheld over personal goals. And eventually, success in togetherness reflects on individual success as well.

So, teams out there that are working on projects 24×7 because, that’s what they demand to get accomplished, work together with complete trust of each other. There will be a time to reflect, work things out between colleagues and gather lessons to improve the next interaction. For now, focus on resolving tasks at hand to accomplish the end goal.

Families and friends, the relationships you cherish are a blessing. Happiness is in giving. Give of your time and attention to nourish and strengthen these relationships. All those tasks that you pile up to get done and seem so urgent vying for your attention can wait a tad bit. You will always have the time in the world to get them done. What you will not is the time to interact with your family and friends. Put them before your chores. Better yet, spend quality time on doing stuff together. You will enjoy such time and tasks get accomplished before you know of the effort put in.

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Zirtual – A Startup Story Gone Wrong


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Unless you learn to get comfortable with failure, you cannot aspire and look forward to success.

By now, most of you have heard of Zirtual, an on-demand personal assistant company founded in 2011 that went out of business last week and laid off more than 400 employees. The employees received an email on Friday, 08/14 notifying them that the company was shutting down due to financial issues. And the clients received their notifications too.

According to Zirtual’s now, ex-CEO, Maren Kate Donovan, the business was on an $11 million run rate, and was burning $400,000 a month.

There were various causes that frothed up for what happened.

Maren Kate Donovan blamed it on “burn” which is more money being spent than what came in. She also regretted not having a full-blown board in place. Another reason given was the conversion of 1099 contractors into full-time employees without considering the implications of the 20-30% employment expense increase. The lack of a full-time CFO although the size of the organization demanded one, was another factor that came up as well.

The irony is that Zirtual raised about $3.2 million in just this past June and July. Although it might look surprising that a company that just weeks ago, raised funding went under, there is more to the truth than that. Zirtual’s SEC Form D filings show that they tried to raise $5.75 million in June and July – but got only $3.2 million in total. And mind you, this is debt with its own contractual obligations.

Startups.co, depending on how you see it, came to Zirtual’s rescue or gobbled it up post the disaster and acquired it. Startups.co CEO Wil Schroter, negotiated a cash-and-stock deal and added Zirtual to his company’s portfolio of online services for entrepreneurs. In fact, Zirtual, apparently resumed services this past Monday and Startups.co re-hired 60 former employees on a contract basis and looks forward to re-hire more. Startups.co has also initiated efforts on bringing back some of Zirtual’s clients, while the competition is also pursuing them.

Meanwhile, Zirtual has its own set of issues post going out of business. A few former employees filed a class-action lawsuit against Zirtual Inc. in U.S. District Court in the state of Delaware, questioning the company’s violation of labor laws by not giving effective notice of termination. The transfer of that liability to the new owner is still in question. On the other end, there are clients who are hurt by the breach of trust and are hesitant to go back or for that matter, doubt the industry as well.

Lots of lessons here for entrepreneurs. Here are a few:

  • Make sure you raise money way before you need it and raise enough so you and your team are not eclipsed with that worry while you pursue your vision.
  • Debt Financing is great with predictable cash flows; else it can very soon become a nightmare!
  • Do not penny pinch when it comes to finding the right talent and bringing it in when you need it. Find your savings somewhere else.
  • Check, double check and triple check everything. You can never go wrong with overanalyzing operational finances.
  • Proactive and quick decision-making is important, but be wise about your decisions.
  • Your customers and employees come first, everything else comes after them for without them, there is no business.

Learn from them and go find your success!

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The conventional world of health insurance brokers – redefined by ACA


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“Commissions are either low or gone!”

“Healthcare.gov – Like it or not, you have to deal with it.”

“Plan choices, Private Exchanges, Benefits Administration, don’t know what else we will have to learn and do.”

These are some of the statements that you get to hear from health insurance brokers now days. The Affordable Care Act, by bringing in Federal and State governments to the center of the healthcare debate, has totally changed the landscape of health insurance distribution. And with it, come myriad changes as to how employers, individuals and brokers deal with it.

Let’s focus on brokers today.

Right from the CEO of Healthcare.gov, it has been reiterated time and again that brokers are an integral part of the post ACA world.

But, how do brokers need to mold and change in order to take advantage of the opportunities at hand in this new world?

  1. Move from being a sales agent to a benefits advisor – Healthcare has always held a top slot among government, politics and economy. Healthcare consumption is inevitable. In these new times of higher transparency, newer technology, better consolidation and decision making choices moving more into the hands of end consumers, brokers do not necessarily have to play the role of selling more, but of being a confidant, of being someone who can help a consumer move through choices, compliance and legislative requirements, the myriad intricacies, the new healthcare landscape has to offer. Sales are there to happen, and will happen more. But, are you prepared to service your consumers before you expect to sell?
  2. Expand into new product lines – Besides medical insurance, there are other products individuals and employers seek in order to provide a wholesome benefits experience. Voluntary products are popular choices and with them, come opportunities to expand and grow your business. Private Exchanges are stocking these on their shelves to sell alongside medical insurance products. And, especially with choice moving into consumers’ hands, these help round out and provide a better benefits experience. 
  3. Expand into third party exchanges – Talking about private exchanges, there are numerous avenues of product distribution available now. The public exchanges, several private exchanges, each with its own niche. Similar to health plans, brokers need to evaluate the choices available to their target markets and adhere with some that they expect to make the best impact for their customers with. Again, all this is overwhelming for individuals or employers and hence, they seek broker expertise to guide them to the right choices that aligns with their needs. With these exchanges also comes the need to understand benefits administration. The role of a broker no longer ends with completing a sale. It further continues with being there to guide their clients through the use of technology, being there to help answer their compliance and administrative questions and ensuring that they have a rewarding benefits experience throughout the year until next time.
  4. Embrace Technology – The new age healthcare world is technology driven. Its time brokers get comfortable with it, learn how to leverage it and use it to their advantage. Digital storefronts are a reality of the post ACA world. With exchanges coming out, consumers have learnt to expect to see their brokers on the web. Though in person interactions and telephonic conversations are important, providing self-service mechanisms to their clients who are very savvy now days, becomes as important. Consumers are connected and expect to reach their brokers any time, any day, however they wish. Additionally, it provides brokers the opportunity to grow bigger, faster.

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