#jackson annuities customer service

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Things That Make You Love And Hate Jackson Annuities | jackson annuities

A great example of the growth of insurance-based investment funds can be found in the world of Jackson Annuities. Jackson National Life, Inc. is an American company that offers fixed annuities and annuity products to both institutional and retail investors. Jackson subsidiary and affiliated companies offer specialized asset management, investment advisory and retail brokerage products.

The primary goal of Jackson is to create investment products that are designed to provide financial stability for seniors. These products include Life, Annuity, and Variable Annuity plan, and the company also provides many different types of annuity products, including Guaranteed Income Annuity. The company also offers other types of insurance including life and health.

Annuity products are designed to provide seniors with a steady income from a source of money they already own. A typical retirement benefit may include an annual annuity, which pays the recipient a specific amount throughout the retirement period. The annuity is guaranteed by an interest payment that the company pays into the plan. Another common type of annuity product includes an income stream.

Investment advisors offer products such as cash value, variable annuities, and indexed annuities to help you buy and sell securities. Variable annuities pay a certain amount every month to the investor, while fixed annuities allow the investor to lock in the same monthly amount for the rest of their lives. They also allow the investor to choose the level of income received and to change this amount at any time during their life.

Some investment advisors also provide an advisory service. These advisors review your financial documents and determine whether or not the plan would be a good fit for your individual circumstances. They will also advise you on investments for your specific situation. They can even provide you with a personalized financial plan. Many of these types of advisers also provide financial planning services to their clients.

Overall, Jackson Annuities is one of the largest independent insurance companies in the United States. They have offices in California, Connecticut, Delaware, Florida, Illinois, Maryland, Massachusetts, Nevada, New Jersey, Pennsylvania, South Carolina, Texas, Virginia, Washington DC, and Wyoming.

If you are interested in investing in annuity products, you may want to take a look at some of the services that the company offers. One is called the Annuity Asset Protection Company, which offers an advisory service to their clients. This type of service works to help their clients make informed decisions when it comes to purchasing annuities. Their fee for this service is around two percent.

The other advisors that the company provides are not advisory, but rather investment. One of their products is an automatic savings account, and another is an automated stock market trading system. Both of these products have made for excellent investments. In addition to these products, they also provide advice about what stocks are currently available, and how much money they will provide their clients with each month.

Investing in annuities is a good way to supplement your retirement income. If you are looking for a way to get some financial security, you may want to consider using the services of a professional investment advisor. Some of the top companies in the field of annuities today are Fidelity Investments, J.P. Morgan, Vanguard Investments, and Aetna. All of these firms offer affordable and reliable investments.

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The post Things That Make You Love And Hate Jackson Annuities | jackson annuities appeared first on Insurance.

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Prudential Plc shares full-year financial results Metric 2020 result 2019 result Life new business profit from continuing operations $2.8 billion $4.4 billion Operating free surplus generated from continuing operations $2.89 billion $2.86 billion Adjusted operating profit from continuing operations $5.5 billion $5.3 billion IFRS profit after tax from continuing operations $2.2 billion $1.95 billion   “With COVID-19 continuing to have a major impact on many of our markets, I would like to pay tribute to all my colleagues for their dedication,” stated Prudential group chief executive Mike Wells. “These efforts are reflected in our operational performance in Asia. Our agents and other distribution partners are employing virtual tools with ever-increasing confidence. “APE (annual premium equivalent) sales in the second half of 2020 were 20% higher than in the first half of the year. Overall, Asia APE sales fell by 28% compared with 2019, largely as a result of a significant reduction in sales in Hong Kong, where the border with Mainland China was closed for much of 2020.” Citing the uncertain times we’re in, Wells described the group’s Asia results as “a great achievement,” as well as evidence of the high value placed by customers on Prudential’s services. Meanwhile, the group’s proposed demerger from its US business Jackson – which delivered a 13% increase in variable annuity sales in 2020 – is on track. The CEO noted: “We are making good progress on the proposed separation of Jackson from the group. Committed term loan facilities are in place to ensure Jackson has certainty that its targeted level of debt will be in place at the time of the demerger, and we continue to expect to complete the demerger in the second quarter of 2021, subject to shareholder and regulatory approvals.” Wells added that the split will complete Prudential’s “structural shift” from a diversified global group to a growth business focussed exclusively on what he called people’s “unmet” health, financial protection, and savings needs in Asia and Africa. Prudential, meanwhile, is considering raising new equity of around $2.5 billion to $3 billion after it completes the Jackson demerger, to enhance financial flexibility. Source link Orbem News #Financial #fullyear #Plc #Prudential #Results #shares

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🔥Comment: Prudential should tell activist Loeb to go lobby someone else🔥

US activist Dan Loeb will doubtless crow that the Pru’s share price leap today proves his attack on the company’s strategy last night was right.

Well, not quite. The shares may have jumped a couple of per cent, but only after yesterday’s 5% coronavirus meltdown. Loeb’s impact has been muted at best.

It’s a fitting market reaction to a manifesto that, while being a bit right, is mostly misguided.

First, the bad stuff: Loeb says the Pru should scrap its London HQ and move it to Asia. While that might make sense on an egghead’s spreadsheet, it misses the Pru’s unique selling point in Asia — its Britishness. In countries where financial services are blighted by self-destructing Ponzi schemes and poor customer service, a long-established firm governed by British rule of law is a big draw. 

Loeb also wants the Pru to be less generous in its dividends and invest more in growth. But while this seems sensible on the surface, it ignores the fact that Loeb’s fellow shareholders rather like their divi payments. Also, a hell-for-leather dash for cash into Asia may make the Pru’s creditors queasy.

Where Loeb is right is in the mismatch of the Pru’s mature US business, Jackson Life, with go-getting PruAsia. Split ’em up, says Loeb. The thing is, the Pru was probably going to do this anyway. It hasn’t yet because it first had to hammer M&G and Pru UK together, flog its £12 billion annuities book and split the remainder into two FTSE-100 businesses. No small task.

Now it’s through all that, hiving off Jackson Life is the next natural step. It should press on with it, then shoo Loeb off on his way.

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3 Good Closing Lines, 3 Bad Closing Lines

When you’re stuck, a great closing line may get things moving. (Photo: iStock)

Here’s another installment in our effort to bring time-tested sales, marketing and product knowledge articles to the eyes of new readers

The original version of this article ran on Aug. 4, 2016. In it, Ed McCarthy talked about the art of starting and ending effective sales conversations.

Sometimes clients and prospects get stuck. They agree that your proposal makes sense and would benefit them, but whether it’s for an annuity, insurance product or investment account, they just can’t get to “yes.”

Related: 7 Ways to Convert Community Involvement Into Leads

Good closing lines can make the difference in those cases. They let the client see the situation from a different angle and work through their hesitancy, which helps them get unstuck. There are risks with closing lines, though. Many of them have been around for so long that they have become wince-worthy clichés. Use them and prospects might see you as a hard-sell hack. Other lines are so tacky that they border on rude and offensive. Even well-intentioned humor can backfire.

It’s also important to tailor closing lines for the prospect’s generation. Boomers usually don’t mind a direct close so it’s OK to flat out ask for their business. Millennials are different, though. The ABC (Always Be Closing) model turns them off; they prefer the ABH (Always Be Helping) approach. These clients came of age with much greater access to pre-purchase research resources than boomers had. Consequently, they are often well-informed about product features and instead want to learn how a financial product or advisory relationship meets their needs.

Good closing lines

“It’s OK if you decide not to work with me.”

Advisor Darin R. Shebesta, CFP with Jackson/Roskelley Wealth Advisors Inc. in Cave Creek, Arizona, makes this offer to prospects. It sounds like an anti-close but it’s effective from several perspectives. First, it shows that Shebesta is not going to hit them with a hard sell for his services. That realization can make prospects more comfortable and it improves Shebesta’s image as a professional in their eyes. Think about it: When was the last time your doctor tried to sell you something? Second, it reassures prospects that the firm is sufficiently successful that its future doesn’t depend on signing up every person who walks in. “It’s almost like a weight is lifted off their shoulders because they don’t like having to make a difficult decision like this,” says Shebesta. “The majority I have said that to have opted to work with me.”

“Whatever reason you give me for not doing this today will sound pretty ridiculous to your widow.”

Clark Randall, CFP with Financial Enlightenment in Dallas, Texas, uses this blunt line with existing clients. He explains that most of his clients go through an initial financial planning process before he recommends any products and planning first usually eliminates any significant pushback to his recommendations. But when he does make a recommendation for an insurance product, he uses these phrases as a call to action. “If they are backing off long-term care or disability insurance, which is a more likely scenario, I would say, ‘If not this, then what?’” he adds. “We are looking for solutions–don’t mix the two up.  The insurance is not the problem; it is the solution.”

“If I’ve answered all your questions, are you ready to (fill in the blank)?”

Sometimes the best closing line is to simply and directly ask the customer if he or she is ready to buy. Boomers in particular prefer straight talk to multiple soft closes and other jaded approaches. Like millennials, many of them do extensive background research on important purchases and don’t need to be sold. Demonstrate that you are a knowledgeable professional, answer their remaining questions and then ask for the business. If they’re ready to buy your product or retain your services, they’ll say so.

Maybe she needs to rethink what she’s saying to the clients. (Photo: iStock)

Bad closing lines

“Do you want your kids changing your diapers?”

As far as long-term care insurance closing lines go, this one always makes me cringe, says Craig Roers, marketing manager, Newman Long-Term Care. This approach tends to shut people down immediately. Instead of discussing all the positives a long-term care policy can provide, it focuses on one of the crudest situations imaginable. Rather than talking about the positives for a caregiver—the financial and physical resources—it focuses on the recipient only and tries to get them to buy to avoid embarrassment.  Roers adds that he has yet to hear of this line working. 

“You’ll be dead by the maturity date, anyway.”

Years ago I worked for several brokerage firms and overheard this line. Another broker was trying to sell a long-term annuity by phone, but the prospect was balking because he believed the annuity’s surrender charges extended too far out for someone his age. Advisors know this can be an irrational objection because the products allow for no-charge withdrawals so they’re not completely illiquid. The broker was attempting to make a joke of the objection with this line but it backfired. Throwing someone’s inevitable demise back at them is insensitive and ineffective, though, and most people don’t appreciate the reminder.

“If you don’t buy this, you’re stupid!”

Another gem from my brokerage days. When the firm’s bond traders wanted to move an issue out of inventory, management would slap on an additional commission for a limited time to generate sales interest. If you’ve seen the hilarious Charles Schwab 2002 commercial with the line, “Let’s put some lipstick on this pig,” you get the picture. (The video is on YouTube.) A broker was pitching the hot bond to a client in a voice sufficiently loud to carry through the office. After delivering this bullying closing line, she slammed the phone down and hung up on the client. Maybe the pig needed a different shade of lipstick.

— Read 7 Ways To Sell More By Presenting Better on ThinkAdvisor. 

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8 New Thoughts About Jackson Life Insurance That Will Turn Your World Upside Down | jackson life insurance

Jackson National Life insurance Company is an American company that provides annuities to senior citizens and retail investors. Most of their insurance products are marketed as individual plans or group annuities, which is an excellent way for new or small investors to get started investing in their insurance portfolio. There are also specific programs that are designed to suit a particular group, such as a senior retirement plan or those designed to assist individuals with disabilities.

Jackson subsidiaries and affiliates offer specialty retail brokerage and asset management services. They have a wide variety of investment products, such as fixed annuity and universal life annuity. The fixed annuity offers guaranteed payments to the policyholder at a fixed rate of interest on the initial principal balance.

Universal life annuity is a deferred maturity contract which provides the policyholder with regular periodic payments without regard to the policyholder's age. The cash value of these contracts is determined by the formula used to compute the initial premium for the policy. These annuity policies are designed to provide the policyholder with regular monthly payments, at the time of maturity, in excess of the cost of the premium. In the event the policyholder is unable to pay their premium amount, the company will distribute the excess payment to the policyholder.

There are two types of universal annuity contracts: the fixed annuity and the variable annuity. The fixed annuity guarantees that the payment of the initial premium will be made at the time of maturity. A percentage of the initial principal balance is deferred to account for the fact that the policyholder may be able to delay paying the premium until a later period of time.

The variable annuity, like the fixed annuity, does not pay out a guaranteed monthly payment and has a set amount at maturity. The company makes payments to the policyholder at specified intervals and also determines the amount to be paid out on death, if the policyholder is unable to continue making premiums.

Because of these features, the Jackson life insurance business is one of the most well-known in the insurance industry. Jackson Life, Inc. is listed on the New York Stock Exchange under the symbol “JLL”.

For many years, JLL was one of the largest providers of group life insurance in the United States. In the late 1970's, JLL decided to stop providing group life insurance and focused their attention on individual life insurance policies. They have maintained a firm commitment to provide their customers with competitive rates and a superior product.

Other companies also manufacture a range of insurance products, but JLL is considered one of the leading providers. With a large and diversified client base, JLL can provide competitive rates to all its clients, regardless of age, medical status or financial circumstances. JLL is one of the most respected companies in the world in the insurance industry and enjoys excellent customer satisfaction.

If you are looking for insurance that gives you a high level of protection and security, then JLL is one of the best choices for purchasing your insurance needs. JLL has a variety of affordable options that can make your life insurance experience easy and stress-free.

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Eye on the MetLife spinoff: Will it live up to billing?

Brighthouse Financial will begin marketing several MetLife-manufactured life insurance and annuity products under the Brighthouse Financial brand. (Photo: Thinkstock)

MetLife Inc.’s months-long transformation advanced a step forward this month, when a soon-to-be spun-off business unit unveiled several products under its own brand. The question for industry-watchers is whether MetLife’s over-arching strategy will yield the desired results — more agile, focused and growing companies serving separate markets — or something akin to “divestiture remorse.”

The question isn’t an idle one. For hundreds of millions of dollars in sales of individual life insurance and annuity products are riding on the outcome. The success of the strategy could significantly sway the product orientation of thousands of insurance and financial service professionals long affiliated with the 149-year-old insurer.

Related: MetLife hit with $50 million class action lawsuit

Swapping brands

On March 6, MetLife’s operating segment, Brighthouse Financial, disclosed that it would begin marketing several life insurance and annuities under the Brighthouse Financial brand. The products include Brighthouse Shield Level Selector Annuities, Brighthouse Variable Annuities with FlexChoice and Premier Accumulator Universal Life.

A company press statement says that Brighthouse Financial will continue to as an operating business of MetLife “for the time being.” MetLife initiated the separation in January 2016 and anticipates completing the transaction in the first of 2017.

The Brighthouse divestiture represents a significant move in MetLife’s efforts to shed businesses outside of its target U.S. markets: group, voluntary and worksite benefits (GVWB), as well as corporate benefit funding. Internationally, MetLife — which since its founding in March 1868 has become a $70 billion behemoth with over 58,000 employees and 90 million customers in some 60 countries — will continue to operate through units serving Asia, Latin American, Europe, the Middle East and Africa.

Related: MetLife profit falls 52% on costs of retail unit’s spinoff

By narrowly focusing on core competencies, MetLife’s leadership is betting, the two companies can strengthen their competitive positioning in their respective markets. MetLife Chairman, President and CEO Steven Kandarian repeatedly stressed this point in recent months.

“As a separate entity, Brighthouse will benefit from greater focus and more flexibility in products and operations,” he said in a July 2016 press statement announcing the rebranding of MetLife’s U.S. retail business. “At the same time, this separation will also bring significant benefits to MetLife, as we focus even more intently on our group business in the U.S., where we have long been the market leader, as well as on our international operations.”

For now, analysts who closely track the insurer are giving MetLife a two-thumbs’ up. The consensus recommendation of 7 stock analysts as of March 14 remains a “strong buy,” but some question whether the Brighthouse spin-off will have much upside for MetLife’s earnings. Among the skeptics is Sanford Bernstein Senior Research Analyst Suneet Kamath. Citing “negative EPS revisions,” he noted in January that MetLife has “consistently unperformed [industry] peers over the last 7 years.”

Related: Eye on sale of a crown jewel: MetLife’s Premier Client Group

The sale of MetLife’s Premier Client Group called for the insurer to develop annuities for MassMutual, a task that may now fall to Brighthouse Financial (Photo: Thinkstock)

Keeping the Feds at bay

Financial performance and competitive dynamics weren’t the only factors underpinning MetLife’s decision to spin off Brighthouse. Also weighing on the insurer was a September 2014 decision of the Financial Stability Oversight Council (FSOC) tagging MetLife as a systematically important financial institution. That designation entailed stiffer regulatory requirements, including annual “stress tests” by the Federal Reserve and increased capital reserve requirements that can crimp profitability and limit the company’s ability to borrow.

Related: The top 4 life insurance brands of 2016

To be sure, the SIFI designation didn’t impact MetLife to the extent it did three other companies the FSOC initially determined to be non-bank SIFIs: AIG, Prudential Financial and GE Capital (General Electric Co.’s lending arm, which shed the SIFI designation in June 2016 by selling off businesses). As a New York-based insurer, MetLife has to meet steeper minimum capital and surplus requirements than do insurers domiciled in other states.

Nonetheless, The SIFI label didn’t sit well with MetLife. Kandarian noted during a January 2016 press briefing unveiling the planned separation of its U.S. retail business that complying with the capital reserve requirements risked putting the carrier at a “significant competitive disadvantage.”

MetLife thus opted to take the FSOC to court over the too-big-to-fail label. In March 2016, a U.S. District judge for the District of Columbia sided with MetLife, characterizing the FSOC determination as “fatally flawed.”

Related: MetLife fights ‘too big to fail’ label in D.C. circuit

The Obama Administration thereafter appealed the decision to the U.S. Appeals Court for the District of Columbia Circuit. But MetLife’s continuing designation as a SIFI is now in doubt because:

The Trump Administration may abandon the appeal;

The Financial Choice Act, which cleared a U.S. House Committee last September in effort to roll back key provisions of the Dodd-Frank of 2010, would remove SIFI designation for non-bank financial institutions like insurers; and

MetLife’s corporate streamlining could, on further regulatory review, make the SIFI designation a moot issue.

In respect to the last, regulators would also have to weigh MetLife’s plans, unveiled in February 2016, to sell off its Premier Client Group — a retail distribution channel comprising more than 40 local sales and advisory operations and approximately 4,000 advisors nationwide — to MassMutual. That $300 million deal, MassMutual Chairman, President and CEO Roger Crandall said at the time, would transform the mutual insurer into a “distribution powerhouse.”

And not just for MassMutual products. The sale called for MetLife to develop annuity products exclusively for MassMutual. This task will now fall to Brighthouse. 

(Contacted before press time, a MetLife spokesperson was unable to comment for attribution on other aspects of the MetLife-Brighthouse separation agreement pending its finalization). Products aside, MetLife will continue to offer its PlanSmart program — a workplace-based series of financial education and planning workshops — through its partnership with MassMutual.

Related: 2016 earnings: Mostly positive, but big losses for 2 titans

Brighthouse’s Shield Level Selector Annuity and Shield Level Selector 3‐Year Annuity offer participation in stock market gains by tracking a selected index or multiple indices (Photo: Thinkstock).

A broad portfolio

Regardless, the newly minted insurer will be marketing to independent agents and advisors the full spectrum of MetLife life insurance and annuity products under the Brighthouse brand. If recent performance is any guide, consumer demand will remain high for the insurer’s single-premium deferred indexed annuities.

Related: Indexed annuity sales on track to reach $60 billion

These products — Shield Level Selector Annuity and Shield Level Selector 3‐Year Annuity — offer participation in stock market gains by tracking a selected index (such as the S&P 500) or multiple indices. They also guard against market slides for a portion of invested assets. And they boast options for customizing a retirement strategy.

Sales of these products in the 4th quarter of 2016 totaled $457 million, up 45 percent year-over-year. Revenue was also up 17 percent from the third quarter of 2016. The gains were not, however, sufficient to compensate for full-year losses suffered in 2016.

As a MetLife business unit, Brighthouse reported 4th quarter operating earnings of $330 million in 2016, down 15 percent from 2015, the dip primarily due to “life reserve changes and lower separate account fees.” Operating premiums, fees and other revenues totaled $1.3 billion, compared to $1.6 billion in the fourth quarter of 2015, the decline resulting from “lower single-premium income annuity sales.”

As a separate business, Brighthouse will be unencumbered by other priorities of MetLife, and thus free to make investments in marketing, distribution, technology or manufacturing operations needed to reverse the slide in earnings.

Related: MetLife files for spinoff of U.S. unit after weighing IPO

In respect to the last, Brighthouse will be looking to boost sales across the spectrum of life and annuity products the carrier has inherited from MetLife. In addition to the newly rebranded Brighthouse solutions, these include:

Fixed Annuity FA

Brighthouse Income Annuity, a single premium income annuity (SPIA);

Brighthouse Guaranteed Income Builder, a deferred income annuity; and

Brighthouse Guaranteed Level Term insurance.

To meet business objectives, Brighthouse will be able to draw on the formidable assets and client-base transferred from MetLife. These include $241 billion in assets under management and 2.8 million life insurance and annuity contracts in force. Post-separation, Brighthouse will be the 12th largest insurer — smaller than Lincoln Financial Group but larger Jackson National Life.

How Brighthouse leverages its newfound financial muscle in the coming months and years is a question that more than a few industry players are keen to discern. Not least among them is MetLife, which will retain a nearly 20 percent stake in its spinoff.

This much is clear: Competitors in the life and annuities spaces will have a new, more nimble company to contend with. For agents and advisors, how Brighthouse’s market entry impacts product innovation, distribution and, ultimately, their own life and annuity product sales will bear close watching.

Related:

Derivatives hit contributes to $2.1 billion MetLife net loss

MetLife changing U.S. strategy

MetLife to suspend individual disability sales

MetLife says volatility challenges IPO path for retail unit