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Focuses on the life insurance business in the U.S. Observation that the Armstrong Committee in New York brought about major reforms in the insurance laws throughout the country; Inauguration of Massachusetts system of savings-bank life insurance; Growth in the insurance business in the past years; Result of a recent study that between 11 to 19 percent of the relief received by families living on charity goes for premiums.

The article offers information on the growing popularity and trends of bancassurance in the life insurance industry and mentions topics including factors that contributes to its strong demand, recommendations for insurers in Asia, Europe, and Latin America, and market share.

This article discusses strategies for improving the volume of life insurance sales made through banks. Research indicating low levels of consumer awareness that life insurance policies are available through retail banking outlets is considered. The training of sales representatives at banks to promote life insurance sales is presented as one approach to increasing sales.

The article discusses how life insurance companies and financial institutions can offer protection products to consumers. The author suggests that simplified issue insurance products offered by banks are not always appropriate for consumer needs due to high premiums lack of proper insurance coverage. Internet connections offer access to product information and quotations. Customer referrals from tellers and bank loan departments and viral marketing can increase customer base.

Addresses a consumer conundrum of buying life insurance through banks. Advantages and disadvantages of buying life insurance from a bank; Recommendations on how banks can sell life insurance to consumers.

The article discusses how the intervention of the Insurance Regulatory Development Authority (IRDA) which clamped down on the misuse of unit-linked insurance plans (ULIPs) improved the net yield to the customer and focuses on productivity and efficiency. It notes that mindless expansion was stopped as companies try cost-effective channels like the European-styled Bancassurance model which sell insurance policies through banks' branches. It indicates a shift from ULIPs to traditional products.

The article focuses on issues related to banks' life insurance business. A recent community banking conference of the Bank Insurance and Securities Association in Oak Brook, Illinois, panelists suggested that smaller banks should work through their problems to take advantage of everything life insurance offers. Trey Wall, Uvest's national sales director says that life insurance policies often generate repeat business, whether or not the customer has bought a life insurance product from a particular bank. INSET: 10 Steps to Building Insurance Business.

The author discusses the growing trends of bancassurance in the life insurance industry due to advancement and changes occurred in the industry including regulatory impact, market demand, and financial risk.

This article discusses the marketing of insurance and financial services through banks, which is sometimes called bancassurance. Research into the marketing of investment and financial risk management products by banks is considered. The relationship between consumerism, increasing affluence, and sales strategies that integrate marketing techniques in the promotion of investment products through banks is considered.

The article focuses on British life insurance. Equitable Life, a mutual, nearly collapsed four years ago after promising policyholders more than it could pay. The mess is still being sorted out. Standard Life, another mutual, is also floundering. Indeed, the whole British market has been contracting. Regulators are trying to restore confidence in the British life industry, the world's third-largest. It boomed in the 1990s as Britons poured money into endowment policies. Then came the Equitable Life debacle and, as investment returns tumbled, a scandal about the mis-selling of endowments. Now regulators are trying to prevent companies skimping on capital. On July 2nd, the Financial Services Authority published the final version of new rules, to take effect by the end of the year, that will oblige big life insurers to count their assets and projected payments to policyholders more carefully, and hold more capital accordingly. Amid the pressure to get sums right, many funds have closed to new business, as Equitable Life did in 2000.

Discusses the implications of Great Britain-based Abbey National offer to acquire a medium-sized life assurance company called Scottish Mutual in September 1991. Abbey National's decision to join other banks underwriting and selling its own life-assurance policies; Commission income made by Abbey National from selling another company's life assurance policies.

The article presents Fitch Ratings Ltd.'s outlook on the market of non-life insurance sector in Great Britain. It mentions that difficult economic environment and low-cost offers are more attractive to policyholders. It focuses on the importance of bancassurance channel in the non-life sector. It mentions that pricing play a vital role preserving profitability.

This article focuses on Citigroup's sale of its life and annuities division to Metropolitan Life Insurance. On January 31, 2005 Citigroup said that it was selling its life and annuities division to MetLife, America's second-biggest life insurer, for $11.5 billion. The price is hardly dear. MetLife is paying less than 13 times last year's earnings for a vast book of business and access to Citigroup's huge distribution network. Citigroup clearly wants to be rid of insurance. Having spun off a property and casualty arm in 2002, it has largely dumped a business that not long ago it sought to expand. Citigroup says that insurance has worse growth prospects and a lower return on capital than its other businesses. Fine--but that argument implies that it should concentrate on credit cards, Smith Barney and consumer finance, and quit everything else, including retail banking. The question is why Citigroup should frown on insurance in particular. Both Citigroup and MetLife pointed to the consolidation of America's insurance industry as a justification for the deal.

Reports on BancorpSouth Inc.'s expansion of the company's branch-based life insurance offering. Features of the company's life insurance services; Benefits provided by the service to bank customers; Sales of the company's branch-based annuity effort.

The article discusses changes in the U.S. life insurance industry that have brought it closer to banking. Topics addressed include technological, medical underwriting, and product development advances in the life insurance sector, the similar sales cultures of the two industries, and shared concerns of helping customers preserve and grow their wealth. Also mentioned are the benefits of including life insurance in a bank's product mix and ways for insurers to make their products more attractive.

Focuses on banks and the trend for "simple-issue" insurance. Discussion of single-premium life insurance; The top underwriters of single-premium life policies; Comments of bankers, including Kenneth Kehrer and John Falk, about sales and revenue from this type of insurance; Why term life policies are purchased.

Discusses how banks continue to make substantial progress in building their life insurance business, producing $1.60 of life insurance revenue per bank customer household in 2003, up 31% from 2002. Importance of measuring the relative success of life and health insurance sales by banks; Statistics related to life insurance sales of banks to its existing customers; Challenges faced by banks in the life insurance market.

The article focuses on the challenges in life insurance sales for banks. The two main challenges are: mismatched distribution models and misunderstood products have led to disappointing insurance sales at banks. First, financial institutions have approached the overall distribution of life insurance incorrectly. They have been trying to distribute life insurance by using their simple transaction-based, customer-driven model that works well for annuities, mutual funds and brokerage services. Second, life insurance is not like an investment product, nor should it be sold as one.

Focuses on the potential of single-premium life insurance for growth if banks take proper steps to identify customers and sell to them effectively. Reason for the growth in the potential market; Efficiency of single-premium life insurance; Benefit of the single-premium life's efficient wealth transfer for banks.

Reports on the opportunities for banks and insurance companies in the variable-annuity and life insurance markets. Kenneth Kehrer Associates President Kenneth Kehrer's views on the growth of the markets; Outlook of banks' insurance products; Sales of variable annuities.

The article reports that sales of life insurance policies by banks have continued to increase at a far higher rate than sales of such policies by life insurance companies. New premiums on bank life insurance policies increased by 59 percent in the third quarter of 2009 compared to the same period of 2008. The increase in stock prices improved the rates offered by fixed annuities.

In this article the author discusses the lack of enough life insurance for the middle-income market. He is critical of a successful life insurance including the integration of life insurance as part of the bank product mix, a compensation program that makes selling insurance attractive to the agents and managers, and an ongoing training and wholesaling program supported by the insurance carrier. Also investigated is consumers' preference of buying insurance with a life insurance sales agent.

The article discusses the features of separate account bank-owned life insurance (BOLl) programs. Separate account BOLI separates investment management and book value protection portions of the program. Interest crediting rates are modified based on a published formula. Separate account programs are held at book values and qualify for lower risk-based capital investment.

The article reports that Hartford Financial Services Group Inc. of Simsbury, Connecticut, plans to expand distribution to increase sales in its individual life insurance business. As of February 26, 2007, the unit's new director is executive vice president Brian Murphy, who stated that banks have been Hartford's fastest-growing channel for individual life sales. Last year Hartford launched a private wealth management initiative targeted to individuals with a net worth of at least $25 million.

The article describes the decision of insurance agency KenBanc Insurance to select VantisLife Insurance Co. to provide life insurance for its customers. KenBanc is the insurance agency for Kentucky Bankers Association. The members of the association will use VantisLife's online quote and submit solutions to sell life insurance.

The article reports that MetLife Investors Distribution Co., which sells through banks and other intermediaries, has reorganized its insurance sales team to boost annuity, long-term-care, and life insurance sales. The annuity and long-term-care sales group, led by Paul Sylvester, has been divided into five channels: Wirehouse, independent planner, broker-dealer, financial institution, and long-term care .

States 1st Mariner Bank will sell VantisLife Insurance Co.'s product line. Indication from Craig Simms of VantisLife that 1st Mariner will get a tailored comprehensive life insurance product; Information about 1st Mariner, including the amount of assets held; The business name that VantisLife uses in Connecticut.

Comments on the problems facing the banking industry in the U.S. Assertion on the lack of suitable sales infrastructure in most banks; Lack of trained consultants to sell insurance products; Reference to a recent study which showed the need for a joint business plan between banks and insurance companies.

Reports that Federal regulators support bank-owned life insurance (BOLI) as an appropriate product for banks and thrifts to offer, as long as they take steps to measure the risks associated with it. How banks and thrifts must now conduct a risk analysis before purchasing life insurance; Analysis of BOLI programs.

Discusses how Hartford Financial Services Group Inc.'s new head of individual life insurance distribution, Jeffrey Carleton, sees many opportunities for the product in the bank channel, but expects major growth to take time. Profile of Carleton and a description of his responsibilities with the company; Profile of the company, the largest seller of life insurance through banks, based on weighted premium.

Discusses how Aviva Life Insurance Co. aims to boost bank sales with new products that allow simple underwriting. Description of the company's new line, AvivaGo, which uses one application for a group of products including term, whole life, and single premium universal life; Comments by Mark J. McVeigh, the head of financial institution marketing for Aviva, on the advantages of the product line for banks.

Announces that Jackson National Life's variable annuity sales through banks rose in the first six months of 2004. How the company's results were better than the industry's in both annuity sales and fixed sales; Details of the company's financial report through the second quarter, which reflects industry trends; Profile of the insurance company and its sales system.

Reports that VantisLife Insurance Co., of Connecticut, is aggressively seeking to form alliances with banks and credit unions to increase its distribution nationwide. Details of a recent agreement between VantisLife and GTE Federal Credit Union; List of states where the company is seeking to enter the market; Description of the insurance company's bank relationships in Connecticut.

Focuses on an announcement by the banking company Blue Ball National Bank that it has begun selling a third-party marketer's life insurance policies. Policies to be sold by the various units of the bank; Basis of the choice of policies.

Reports that Hartford Financial Services Inc. plans to offer its Stag Universal Life Plus fixed-based universal life insurance product through the bank channel in September 2002. Company's success in the variable annuities market; Reasons why the company decided to offer the product through banks; Target market for Stag Universal Life Plus.