“Strictly Sales” is written by the faculty of the Dynamics ofSelling program. This month's column is from David Connolly,ARM.

YOU'VE just landed a new client. The check has cleared the bank.The battle is over, and victory is yours. Now you can settle in tothe routine of delivering great service to your new clientaccording to your agency's schedule.

Not so fast! Don't count your chickens even after the eggs havehatched. The first 30 days after a new sale is a vulnerable timefor a new agent. Many newly won clients have been recaptured byformer agents who never give up and are willing to say or doanything to keep a client. We call this period “shark time.” Thegloves come off, and most of the gentlemanly rules of engagement goout the window. After all, the incumbent/former agent has nothingto lose.

Even after losing a client, the former agent is in a powerfulposition. To your new client, the former agent is a known quantity.He or she may be a friend, colleague or business associate. We, thenew agents, are still virtual strangers. We have yet to deliver anyservices that distinguish us from the former agent, so we are notyet in a position of strength; at best we are neutral. Once clientsfire the former agent, their guard drops and their mentalityshifts. They are only human and are likely to feel remorse andother emotions that may make them vulnerable to an incumbent“comeback.”

We all experience self-doubting buyer's remorse within a fewdays of a large or time-consuming purchase. We revisit the sale inour mind to be sure we made the right choice. Often we becomesuspicious of the person or organization we purchased from andfocus on evidence that seems to discredit our choice. This emotionis so prevalent that most states have laws allowing buyers tocancel major purchases for up to 30 days after a sale. Theinsurance industry allows a 30-day window for clients to changetheir minds without penalty. This can allow the former agent backin, especially if the first 30 days don't go well.

You helped your new client recognize his pain to get him toswitch, and the former agent might use pain to get the client back.People will do almost anything to avoid pain, including the painassociated with guilt. A sharp agent will use guilt, fear, doubtand anything else in his arsenal to create pain and make the clientchange his mind. Remember, you are cutting into the incumbent'spocketbook. When he uses all the emotions at his disposal, it'spretty easy for a new client to cave in and go back to theincumbent.

“Shark-proofing” a new client involves three steps that protectthe client from the incumbent-and from himself.

Insulation: You can insulate new clients from the sharkby helping them mentally prepare for the immediate onslaught ofaccusations from their former agent. You should do this right afterthey agree to give you their business.

• Compliment new clients on their choice and reinforce the ideathat they have made the right decision.
• Explain that good service costs good money, which is why youearn a full commission on their account, and that it only averages10% to 12%, which is why you need every penny to deliver everythingyou promised. This prevents the former agent from accusing you ofcutting commission to get the account and forecasting terribleservice because you can't afford to service the account.
• Explain that your agency has been around a long time, isfinancially stable and fiscally conservative and will be around fora long time to come. Discuss the carrier's financial rating,history and stability, as well as the tenure of any carrierpersonnel you know.
• If you have placed new clients in a special program or nichemarketing plan, make sure they understand that it's a successfulprogram and has been around for several years.

Investment: The more that people invest in arelationship, the more difficult it is for them to leave. Get yournew clients fully invested in their new relationship immediatelyafter the sale.

• Once the deal is done, ask clients to show you around theestablishment and introduce you as “our new agent” to all staffmembers you will be working with. Once clients say, “This is ournew agent,” the relationship becomes real-and once they haveannounced the relationship to fellow employees, it becomesembarrassing to change their minds.
• All financial transactions and logistical tasks-such as signingelectronic-fund-transfer forms and collecting checks-must takeplace at the time of the sale. Money must change hands, andcontracts must be signed. Every signature from a client requiresadditional mental and emotional commitment.
• Service timeliness and contracts must be reviewed in detail,agreed to and signed. This reassures the client that you areserious about proactive service and that you will address your newclient's pain.

Influence: The same day a deal is done, immediatelyafter you leave a new client's office and before the client fireshis old agent, your agency should make a series of phone calls.

• Your agency president, principal, partner or office managermust call to welcome the new client into the fold, give his or herdirect-dial number to the client, reassure the client that servicewill be excellent, and ask if there is anything the client needsimmediately.
• A customer service representative should call to introducehimself or herself and ask how the new client prefers services tobe delivered-by voice mail, e-mail or fax, for instance. The CSRalso should ask for an introduction to the primary day-to-daycontact and be transferred to that person to get acquainted andtake care of any immediate needs.
• Initiate a phone call from the individual who introduced orreferred you to the new client, or a center of influence or mutualcontact, congratulating the client on his decision, and stressingthat he made the right choice.

Any one of these activities will help insulate your new clientsfrom the attack of the former agent. Using all of them in aprofessionally orchestrated process will make your new clientsshark-proof.