Fraternity-Testvériség, 1966 (44. évfolyam, 1-12. szám)
1966-02-01 / 2. szám
6 FRATERNITY JOSEPH KECSKEMETHY: ITEMS OF INTEREST "WHAT MAKES FRATERNAL BENEFIT SOCIETIES GROW?" MR. PROBST: “What makes fraternal benefit societies grow? . . . There are no easy shortcuts. There are, however, some basic ingredients necessary for growth.” Among those ingredients are: (1) dedicated leadership; (2) well-trained field force and modern, up-to-date certificates; and (3) fraternal benefits and active lodge activities. In elaborating on these ingredients, Mr. Probst said: (1) “. . . There must be an earnest, sincere desire for growth on the part of top management — the president and the board of directors. This desire must not be merely lip service. It must be an all-consuming desire — yes, a determination in the face of many trials and tribulations — to make our fraternal benefit societies grow. It means that top management must become sales orientated, and that orientation must filter down through every head office department. “The fraternal benefit system, as a whole, has not kept pace with the growth of the life insurance industry . . . (because) all too many of our societies have become lethargic. This way they can make money, increase surplus and dividends, and thus satisfy their membership. But the laws of attrition are at work. Sooner or later . . . these societies . . . will have to merge or go out of business . . Mr. Probst said that during the 30-year period extending from 1934 to 1964 the amount of fraternal life insurance in force has almost doubled ($7.12 billion to $13.84 billion) — but, during the same period, the amount of ordinary life insurance business in force in old line commercial companies increased nearly six times ($70 billion to $419 billion). Furthermore, he said, “the four largest societies today accounted for a growth of in-force insurance equal almost to the entire growth of our system for the past 30 years . . . (2) “The engaging of a well-trained, well-rounded individual . . . is a difficult task, but to grow — it is a must.” It is difficult to find such good sales managers, but they can be found. These men must be adequately compensated, because upon their shoulders “will rest the responsibility of the success of the growth program. Believe me, there is no cheap way to build a field force.” We also need to draw up a plan for marketing our product, to establish new districts, and to hire and train district managers who are able to train others. However, “just hiring men does not make a field force. There are selling aids such as audio visual tools, visual charts, sales manuals, prospecting letters and many other things to be done to create an active field force . . .
