Ten ways to thrive as an international life company
By Mark Battersby, 3 Nov 15
In the latest in a series of viewpoints from prominent life industry figures, Sean Christian, executive director – offshore of Canada Life International, sets out what it takes to thrive as an international life office.
Successful life companies recognise that long gone are the days of broker consultants calling on advisers trying to “sell” products. Advisers now demand an entirely different relationship – one that is likely to see the adviser having a number of key contact points into the life company, rather than just by way of the company’s relationship manager.
Those relationships may be as far reaching as into the company’s technical support teams, proposition development teams, investment governance teams, tax and estate planning teams, as well as direct contact with the senior executive team of the company.
Through these relationships client solutions are discussed and developed rather than products being “sold”. Advisers must receive added value from engagement with life companies and so the life company must offer a service proposition that is flexible and adaptable to the changing needs of advisers and their clients.
A solution-led, customer-centric service model helps build long standing, strategic relationships with adviser firms and provides the opportunity for life companies to differentiate their proposition in the market.