The Virtual Business Model vs The Traditional Insurance model. THERE IS NO COMPARISON! VIRTUAL 10,000 x Better for a Business Person

1. Blockbuster turned down an offer
to buy Netflix for $50 mill
Netflix has over 64 mill subscribers

2. Excite rejects offer to buy
Google for $750,000

3. My Space tried to be
profitable too soon and
allowed facebook to
take over the market

4. Why do smart people
make bad decisions?
Your successful past will block your visions
of the future.
Joel A. Barker

5.  Paradigms- Intelligent / Say no to
good ideas
 NO DOWNSIDE RISK
 Is the ladder of success you are
climbing on the right wall? Passive
income steam?
 World Class Leaders deal in Objective
reality

6. Are you optimizing your
greatest asset?

7. Are you optimizing
your greatest asset?
Time Magazine’s “Person of the Century”
Reality is merely an illusion-Albeit a very persistent one.
To be able to lift your perspective from traditional thinking to
direct contact with a reality usually obscure to most human
beings.
Transition from scarcity-based independence to abundance
based interdependence
He believed that
sometime soon
everyone alive would
be able to live like a
“billionaire”

8. Are you optimizing
your greatest asset?
It becomes obvious if we want to
make minor changes in our lives
we can focus on attitudes and
behaviors.
But if we want to make significant
quantum change , we need to work
on our basic paradigms- the way we
view ourselves and the world
around us.

9. Are you optimizing
your greatest asset?
Each of us has many maps in our heads.
We interpret everything we see through
these mental maps.
We seldom question their accuracy ; we
are usually even unaware we have them.
Each of us tends to think we see things
as they are, that we are objective, But
this is not the case.We see the world not
as it is, but as we are- or as we are
conditioned to see it.

10. Are you optimizing
your greatest asset?
 The more we are aware of these basic
paradigms, maps, or assumptions and the
extent we have been influenced by our
experiences, the more we can take
responsibility for those paradigms, examine
them and test them against reality, change
them if necessary, and listen to others and
be open to their perceptions, thereby
getting a larger picture and far more
objective view.

13. • 75 percent of all insurance purchases will be online by 2020.
Google concludes that insurance is among the top five product categories in which the web is the
dominant purchasing channel in addition to travel, digital media, ticket purchases and books
magazines.
Common for the first four product categories is that the traditional sales channels have long been
redundant as a result of digital disruption.
The same report predicts that 75 percent of all insurance purchases will be online by 2020.
History shows that it requires a "new mindset" when an industry is exposed to disruptive
innovation.
For the insurance industry this poses a number of challenges at a time when much of the focus
and resources are tied up in compliance with the regulatory requirements. 13

14. 14
Generations Y, Z Set Tone for Life Insurance Distribution Innovation
We are dealing with a new life insurance customer, unlike any before, and differentiation and
"survivability" in the future will be linked directly to the use of innovative technologies that simplify,
streamline, and improve the user and buyer experience.
Our industry has come a long way during the past five years, but the pace at which technology is being
deployed and adopted in insurance lags behind that of other industries. Generation Y, the largest cohort
since the Baby Boomers, is extremely sophisticated, technology-wise, and immune to traditional
marketing and sales pitches. What worked with earlier generations of customers won't work with them.
Generation Z is even more media-, computer-, and Internet-savvy. Are any of these potential customers
going to embrace paper-based processing and signing applications across the kitchen table?
The platform of the future will deliver everything needed to market, sell and process life products (as well
as annuities) and be accessible via a single sign-on. It will minimize the keying of data, leverage reuse
throughout the entire buying experience, and feed both legacy and emerging back-office systems,
ensuring data integrity.
We are well on our way as an industry, but even the best of innovative solutions
will fall short of goal in the absence of industry commitment to leverage the benefits of technology.
Tim Wallace CEO of iPipeline // March 22, 2014

15. 15

16. 16

17. 17

18. 18

22. $325 Per Month Plus Set up Fee vs
$0 Monthly
No Name Carriers vs World Class Carriers

23. 100% Payout with No Renewals & No
Advance on Submission vs
126% Payout with 5.85% Renewals &
100% Advance with 40% on Submission

24. $325 Per Month Plus Set up Fee vs
$0 Monthly
Mom & Pop shop vs 300 Full Time
Transamerica Employees

25. 1 City vs The Entire USA & Canada

28. $1111
$379 Per Month Plus Set up Fee vs
$19.95 Monthly

29. $125 Per Month vs
$19.95 Monthly

30. $324 Per Month vs
$19.95 Monthly

31. $52 Per Month Plus $139 Upfront vs
$0 Monthly $30 monthly/$30 rebate

32. $125 Per Month Plus Postage vs
$0 Monthly

34. $125 Per Month Plus Set up Fee vs
$19.95 Monthly
$875 Per Month Plus Set up Fee vs
$19.95 Monthly

35. • Convention Costs
• Brochures Cost
• Travel Costs
• Gas Costs
• Wardrobe Costs
• Office Costs
• Staff Costs
• Copier/Fax/
• Paper
• Phone Bill
• Meals out
• Desks/ Décor/
• Furniture/
• Chairs Costs