Thursday, August 30, 2012

Insurance For Collectors - Is Your Agency Protected?

by Ben Johnson, Director of Risk Management



Insurance, like many other areas of business, is largely impacted by relationships. Your insurance agent’s comfort level with your specific professional services can have a direct impact on insurance quotes. If they can’t help the underwriter understand your industry, it can affect the premiums and may even cause an underwriter to decline offering terms at all.

It is important to use an insurance agent who understands your business and can communicate your needs clearly to the insurance carriers. It is also critical to use an agent who works with multiple insurance companies to give you options and keep you apprised of coverage changes that can impact your bottom line.

E&O renewals are approaching for many collectors and debt buyers, so this is a great time to examine your coverage. Have you compared pricing to find out if you are paying a fair market rate for your coverage? Have you taken a look at the policy exclusions to understand what types of claims are not covered under your policy?

We frequently receive calls from collection agency owners at renewal time, after they have learned that their premium is increasing or that the coverage is not being renewed at all due to claims. This situation can put you in a bind if your agent is not well-prepared to market the account to multiple insurers. But there is more to the equation than simply being able to shop around - the insurance agent should also be able to explain the coverage differences in regards to coverage for debtor claims filed under the FDCPA, FCRA and TCPA.

It is easy for an insurance agent to service your account when things are going well. You want to be certain you have partnered with a provider who can also take care of you when the going gets rough.

Cornerstone Support is the premier provider of insurance and licensing services for the collections industry. Please contact us at info@cornerstonesupport.com or (770) 587-4595 and let us know how we can help.

Thursday, July 26, 2012

Creative Growth Solutions for Tight Economic Times

by Matt Pridemore, Vice President

- Are your strategic goals being ignored because of capital constraints?
- Have you developed a scalable business that has yet to be scaled?
- Do you have clients ready to give you more business if only you were licensed in more jurisdictions?


If you are anything like the hundreds of agency owners I have talked to in the last 18 months, then the answers to at least one of these questions is likely yes. Whether due to the tightening in the credit markets, the general uncertainty concerning the economy, or the current political environment; it seems as if the entire business community has collectively pushed the pause button.

The good news is that there is sufficient evidence in the ARM industry to suggest that a number of organizations are ready to push play. Unfortunately, the balance sheets of many organizations are not strong enough to support the capital investment necessary to achieve their desired growth and traditional sources of debt financing are still difficult to obtain.

Several of our clients have used innovative lease programs to fund state licensing projects that have immediately allowed them to attract more national clients. The days of leasing as an option only for cars and copy machines are long gone. Whether it is a state licensing project or a collection software implementation there is probably an innovative lease program available for you.

Terry Rozzini, President of Cypress Financial Corporation, has been in the leasing business for more than 30 years and has provided the following information related to the advantages to leasing:

Provides 100% Financing
Leases can include more than just service fees or equipment costs; you may include maintenance contracts, freight, install charges, software, training and other miscellaneous charges.

Offers Tax Advantages
Businesses can usually deduct their monthly lease payment as an operating expense or if a capital lease or EFA is a better choice; Section 179 under the IRS tax code will allow business to accelerate the depreciation of the equipment to write-off the entire equipment cost in the same year as the purchase.

Lease Term to Suit Your Needs
Leasing, which is simply dollars-per-month financing, helps fit a monthly payment into your budget. You can set up 90 day no payment programs, seasonal payment programs and step payment programs to help you get the licensing, software or equipment you need today and pay for it when it is best suited for your exact situation – unlike bank loans.

Fixed Payments
Your monthly lease payments are fixed for the entire term of the lease. You decide the term and structure of the contract in the beginning. Fixed payments make it easier to budget and manage capital dollars for the months or years ahead.

Protection of Future “Borrowing” Capacity
True leases are means of “off balance sheet” financing and are frequently noted only in their footnotes. By not showing as a liability on financials, a lease will not limit future “borrowing” power with the banks. Additionally, rather than tying up your bank line of credit or using operating capital, you will establish an additional source of funds.

Little or No Down Payment
Leases typically only require one or two monthly payments in advance. A traditional bank loan will require a 10% to 30% down payment and is secured by all business and personal assets (often referred to as a “blanket lien”). A lease is only secured with the licensing, software or equipment listed on the contract.

It is widely recognized that collection agencies must invest the time and resource necessary to develop and implement a licensing strategy that not only protects them from state imposed sanctions and possible civil litigation, but also attracts high-volume and high-yield clients. Don’t put off obtaining the state licensing you need right now without looking into the possibility of using an innovative lease to make it happen today.

Wednesday, June 27, 2012

Micro-Captive Insurance for Collection Law Firms & Agencies

by Howard H. Potter, JD, MBA, Managing Director, ST Consulting, LLC

Debt collection law firms and collection agencies utilize Micro-Captive Insurance Companies for risk management of self-insured risks and wealth accumulation. Historically, only large companies formed captives. However, with the issuance of IRS Rev. Rulings 2002-89 and 2002-90 the awareness, acceptability, and utilization of Micro-Captive Insurance Companies, qualifying under IRC 831(b) became a reality for smaller businesses to use captives to fund and manage risks. There are now more than 1,000 micro-captives in the US with the majority of them formed in Delaware, Utah, Montana and Nevada. 

What is the concept of a captive insurance company?
The concept started as a solution to the need by businesses for insurance coverage regarding risks that are not covered by conventional insurance policies, such as deductibles, policy exclusions, coverages that are unavailable or exceedingly expensive in the conventional market, or other risks that are retained or otherwise self-insured. If a law firm or collection agency tries to establish a sinking fund and accumulate a reserve without a Micro Captive Insurance Company, it is funded with after tax dollars.
 
What is a Micro-Captive Insurance Company?
Micro-Captive Insurance Companies are structured to comply with IRS code section 831(b) that applies to small property and casualty insurance companies writing annual premiums less than $1.2 million. The principals of a law firm or a collection agency set up the Micro Captive insurance Company which is typically owned by the principals of the firm or agency, key employees or trusts. Insurance premiums are paid by the law firm or collection agency to a Micro-Captive Insurance Company and are deductible to the law firm or collection agency but received by the Micro-Captive tax free. Micro-Captive distributions to the owners can be qualified dividends, taxed at 15%.  Upon liquidation of the Micro-Captive, distributions are taxed at long term capital gains rates. All insurance premiums paid to a Micro-Captive Insurance Company must be actuarially supported by independent sources. Current property and casualty insurance coverages through third party carriers are sometimes modified by increasing deductibles and thereby reducing the cost of commercially placed insurance premiums. 

What's the Business Purpose concept?
For Micro-Captive Insurance Companies to be successful they must be conceived, structured, managed and treated as a risk management tool. A complete and thorough review and analysis is done for the uninsured/self-insured risks of the law firm or collection agency. Considering today’s Federal and State regulatory and economic environment that law firms and collection agencies are faced with, the uninsured or under insured risks are not difficult to identify. In optimizing risk management for a law firm or collection agency, traditional high frequency risks continue to be covered by conventional insurance policies and low frequency risk/high severity risks are transferred to the Micro-Captive Insurance Company, resulting is a more comprehensive insurance coverage for all risks.

What are the tax benefits?
The income tax benefits come directly from the Congressional intent of IRS section 831(b). The law firm or collection agency receives an ordinary income tax deduction for the insurance premiums paid to the Micro-Captive Insurance Company, with the Micro-Captive Insurance Company receiving the premiums tax free. Here’s a typical case in point: with a maximum premium of $1.2M the premium generates a $400K to $500K annual tax saving. Estate tax savings can also result from the structuring of the ownership of the captive, i.e. the Micro-Captive Insurance Company is owned by a trust for children or grandchildren.  Insurance premiums paid to a trust result in the transfer of ownership/wealth of the principals the law firm or collection agency to the subsequent generations, but do not trigger gift, estate taxes or generation skipping taxes. Think of it like writing checks to your largest vendor, only you are the vendor, and all the income is tax free.

What about firms that help set up a Micro-Captive Insurance Companies?
Forming and managing a Micro-Captive Insurance Company by yourself is not easy. Selecting a Captive Management Firm to structure, form, and manage your Micro-Captive Insurance Company is important since it helps to insure the financial and tax integrity of both the structure and management. Captive Management Firms should be willing to provide detailed financial statements, management bios, and have a critical mass of captives under management (more than 100).  The Captive Management Firm should provide complete turnkey services for all aspect of the formation and management. You need a captive management organization with depth, expertise, a proven history and staying power. 

For further information on Micro-Captive Insurance Companies, contact:
Ben Johnson at Cornerstone Support, Inc. at bjohnson@integrityfirstinsurance.com
Office: 678-740-0491
Cell: 770-519-2252

Thursday, May 24, 2012

Call for Backup!

by Christy Barger, 
Initial Licensing Project Manager

Nearly every organization is forced to deal with the unexpected departure of a member of their management team. While it does create somewhat of a fire drill, someone else can typically be ready to step in on short notice and take over the vacated position with little or no negative impact on the organization’s daily activities.

Unfortunately, changes like these are not as easily remedied in an industry as regulated as the ARM industry. Many agencies suddenly find themselves out of compliance by not understanding the impact that the sudden departure of a senior level employee may have on their debt collection licenses. Here is one example.

What if the person who is no longer with your organization is listed as your agency’s collection manager with the various state licensing departments?

In some states, the process of replacing a collection manager is as simple as notifying the appropriate state department of the change within a specified period of time. Please note that in most instances, if the state is not notified in a timely manner, your debt collection license will be immediately revoked. Any subsequent collection activity would then be unlicensed and subject to administrative, civil and/or criminal penalties. But in other states, the change is not that simple. Michigan, Nevada, and Tennessee, for example, each require collection managers to take an exam.

Michigan
In order to hold a debt collection license in the state of Michigan your organization must have a licensed collection manager that among other things has passed the Michigan collection manager exam. Should you unexpectedly lose your licensed collection manager, the state of Michigan provides 30 days to appoint a replacement manager, file the required manager application, and schedule the examination date. Failure to do these will result in the suspension of your agency’s license.

It should be noted that it is likely the agency will be permitted to continue operations under the direct supervision of the agency owner until the results of the exam are issued. But if the applicant fails the exam, your agency’s license will be immediately suspended.

Nevada
Nevada Revised Statutes 649.305 states that “no collection agency may operate its business without a manager who holds a valid manager’s certificate...” If your licensed collection manager unexpectedly leaves today, collection in Nevada must cease and cannot resume until your organization has an individual who holds a valid Nevada manager’s certificate. The state only offers the examination a few times per year, so it is imperative to be prepared in the event of your licensed collection manager’s departure.

Tennessee
Tennessee provides one full year to have a qualified replacement in place after the departure of your licensed collection manager. It seems generous compared to the previously discussed states; however, the state of Tennessee only offers their manager exam 3 times per year and the deadline to schedule it is generally 3 months before the actual examination date.

We always recommend that you have a fully qualified and licensed back-up manager in place (employed) in the event your agency finds itself without the service of your currently licensed collection manager. The importance of licensing and putting into place a back up collections manager for your agency cannot be overstated.

Should you have any questions or issues concerning these matters or should you wish to engage Cornerstone Support's assistance in setting up back-up managers, contact a Cornerstone Support licensing consultant today at 770-587-4595 or e-mail us at info@cornerstonesupport.com.

Thursday, April 26, 2012

Managing Your TCPA Risk

by John H. Bedard Jr., Bedard Law Group, P.C.


The risk associated with dialing cell phone numbers has reached unprecedented levels. The Telephone Consumer Protection Act (TCPA) has become the weapon de jure among consumers and their attorneys. Unprotected debt collectors risk debilitating harm. Gone are the days where honest, hard working, ethical debt collectors may ignore the dangers of using dialing technology to contact consumers. The penalties available to successful TCPA plaintiffs are draconian, between $500 and $1,500 per call. It is not “if” the lawsuit happens, it is “when.” The time is now to put forward a deliberate effort to manage your TCPA risk. This article provides ideas on how to do just that.

The TCPA, 47 U.S.C. §227, makes it unlawful “to make any call (other than a call made for emergency purposes or made with the prior express consent of the called party) using any automatic telephone dialing system [ATDS] or an artificial or prerecorded voice . . . to any telephone number assigned to a cellular telephone service, . . . ” This section of the TCPA is commonly recognized as the “cell phone prohibition” – collectors simply may not use an ATDS to call a cell phone. The two exceptions to this general prohibition are calls made for an emergency purpose and calls made with the prior express consent of the called party. Yes, most debt collectors firmly belief paying their account immediately is very much an emergency, but that is not how the courts have interpreted this section of the law! This leaves the only remaining exception, prior express consent, for collectors to work with. Or does it? There are more ways to skin this cat to reduce your TCPA risk than simply relying on consent. This author’s approach to managing risk is an “arrow and quiver” approach – the more defense arrows contained in a collector’s quiver the better equipped he’ll be to ward off attacks and protect the village. Here are some arrows for your quiver:

Know The Source: The Federal Communications Commission (FCC) has determined prior express consent exists if the source of a telephone number is the called party. This makes it important for collectors to know the source of each telephone number in their collection system. Collectors should have the ability to immediately identify all telephone numbers included in the original placement file from their clients. Special phone fields should be used to identify these numbers versus the numbers a collector may discover through the skip tracing process or from third party data vendors. A debt collector should always be able to easily determine the source of each telephone number he is calling.

Flagging: Collectors can easily mark an account as “disputed.” They should just as easily be able to mark a telephone number as “consent,” meaning they have consent to call the number using their dialer. No matter how consent is obtained, dialers should be prohibited from dialing cell phone numbers unless the telephone number has a corresponding consent flag associated with it.

Scrubbing: The very first step in preventing a dialer from calling a cell phone number without proper consent is to know the number is a cell phone number. A collector must be able to identify cell phone numbers in his database. The marketplace is replete with vendors who can analyze all telephone numbers in a collector’s portfolio and identify each cell phone number. Some hosted dialer companies do it for free. Collectors can create separate fields for cell numbers, flag them, create screen pops, or identify cell numbers a variety of other ways using existing functionality in their collection software. The key is knowing which numbers are cell phones.

Know Who: Collectors need to know who they are calling. Collectors should demand from their clients and data vendors the proper identity of the subscriber of each telephone number in the collector’s portfolio. Considering the extreme sophistication of today’s dialing systems, data sources, phone number porting capabilities, cell phone identification services, and even global positioning services, there is simply no good reason a debt collector should have to place a call without knowing who is going to answer. Cell phone calls to unintended recipients are a growing source of lawsuits against debt collectors across the country. Recycled and ported cell phone numbers are the cause. Know who you’re calling – before you call.

Human Intervention: The FCC believes predictive dialers fall under the TCPA’s definition of ATDS. This interpretation of the law has gotten some traction in the courts as well. See, Griffith v. Consumer Portfolio Serv., 2011 U.S. Dist. LEXIS 91231 (N.D. Ill. Aug. 16, 2011). Despite the actual language of the TCPA, the FCC has suggested a machine that has the capacity to dial telephone numbers without human intervention falls under the definition of ATDS. No matter the name, power dialer, predictive dialer, progressive dialer etc., the FCC believes human intervention in the dialing of the telephone number makes a difference in determining whether the machine a collector uses to dial telephone numbers falls under the definition of ATDS. Introducing an element of human intervention in the process of dialing a cell phone number gives collectors another arrow in their quiver of defenses, so they may argue they are not using the kind of machine described in the statute.

Dialer Lobotomy: Give your dialer a lobotomy. The term automatic telephone dialing system means “equipment which has the capacity (A) to store or produce telephone numbers to be called, using a random or sequential number generator; and (B) to dial such numbers.” A key ingredient of an ATDS is the use of a “random or sequential number generator.” Despite how the case law is developing in this area, see Griffith, a machine which does not contain a random or sequential number generator should not fall under the definition of ATDS. Collectors do not use random or sequential number generators. Removing this functionality from a dialer gives collectors yet another defensive arrow to argue they are not using the kind of machine described in the statute.

Beefy Contracts: The written agreement between a debt collector and its client can be a good source of risk reduction, or at the very least some anesthetic to ease the pain. Collectors should insist on certain representations and warranties from their clients about the telephone numbers the client provides, such as: (1) the source of the numbers, (2) whether the client has proper consent to call the number, (3) that such consent has not been revoked, and (3) the type of phone number. Fair and balanced indemnity and defense obligations are also important to the collector’s overall risk management plan. If a client’s warranties or representations turn out to be incorrect, the agreement needs to provide adequate remedy to the collector for the consequences caused by a collector’s reliance on that incorrect information. Collectors may also consider requiring creditors to provide a copy of the underlying credit agreement with the consumer as an exhibit to the collection agreement. For the reasons described in the next section, collectors can find many sharp arrows hidden in the underlying credit agreement between the creditor and consumer.

Credit Agreements: The underlying credit agreement between the consumer and the creditor can also be the source of considerable risk reduction. Collectors should educate and encourage their creditor clients to include prior express consent language in the very agreement which forms the basis of the debt. The FCC has suggested this very same approach. The idea is the consumer’s credit contract includes terms which clearly and expressly give the creditor consent to call the consumer’s cell phone. Ideally, consent would be introduced into the origination process of the credit obligation, through language in a cardholder agreement, a separate medical services intake form, by a separate consent document or contract addendum, or by any other tangible method by which the consumer’s affirmative prior express consent can be memorialized. Strong arbitration clauses and class action waivers contained in a consumer’s credit agreement also serve as deadly sharp arrows in a collector’s quiver. Collectors might encourage their clients to include properly written arbitration clauses and class action waivers in credit agreements with consumers.

Vendor Dialing: Collectors who outsource their dialing function should know how their vendors are dialing cell phone numbers. Generally speaking, the behavior of an “agent” can get the “principal” in trouble. To the extent dialer vendors are considered agents of their collector (or creditor) clients, the vendor’s behavior can very possibly get the collector (or creditor) in trouble. If collectors do not understand how their vendors are dialing cell phone numbers then it will not be very easy for them to assess risk and manage it. If you are not dialing your own telephone, then know how your vendors are dialing for you.

State Considerations: In addition to the TCPA, some states have their own versions of the TCPA or other state laws which regulate the use of dialing technology under certain circumstances. Risk managers should identify these states, know those laws, and make sure their company’s processes accommodate the nuances of state laws which regulate the use of dialing technology.

Consent: Last but certainly not least, obtain consent! Sounds easy. But how? The number of ways a collector can obtain proper consent from a consumer to call their cell phone using a dialer is limited only by their own imaginations. From inbound IVRs, to live agent scripting, to click through web site consent, to screen pops on collection platforms, risk managers should consider how their organization can best incorporate a mechanism for obtaining consent into their own workflow processes. Perhaps the most important element of any “consent campaign” is documenting the consent. The most effective consent is (1) properly given by a consumer, (2) easy for a collector to know whether they have it, and (3) easy for risk managers and executives to know where it came from based on the regular documentation processes used by their organization. Almost as important to a collector is knowing what consent is not. Just because a consumer calls a collector from their cell phone does not mean the consumer is consenting to be called at that number by a collector’s dialer. Train your people and program your system to recognize telephone numbers which do not yet have consent associated with them and ask the caller for consent. In general, third parties i.e. family, friends, commanding officers, neighbors etc. may not be the source of consent to call a consumer’s cell phone.

The thought of scrubbing out half (or more) of the phone numbers contained in a debtor collector’s dialer queue as “no consent cell numbers” is enough make any collector immediately run to the edge of the nearest tall bridge. The thought of being liable to consumers for at least $500 for every call made to each of those telephone numbers; however, will most certainly cause that same collector to jump! Don’t be caught off guard with TCPA risk. Take steps now to assess your TCPA risk and reduce it. It’s not “if,” it’s “when.”

Tuesday, March 20, 2012

Outsourcing - Is It Right For My Company?

by Matt Pridemore, Vice President


It's interesting to me the number of conversations that I have with agencies regarding the basic tenets of outsourcing. While my conversations are specifically related to licensing, more often than not I find myself walking through the more general advantages of outsourcing - those benefits inherent to the idea of outsourcing, regardless of industry.

While the next few paragraphs may look remarkably similar to the information on your individual websites and other collateral material I assure you they were not copied.  The truth is that we are all selling the same idea.  We are all outsourced service providers.

Organizations that outsource certain corporate functions that have historically been handled in-house (i.e. collections, licensing, IT, customer service, etc.) do so for a number of reasons.  A few of the more common reasons are provided below:

-    Reduction of labor costs – An outsourced provider with the right volume, operating efficiencies and cost structure should be able to perform the particular operating function at a much lower cost than the organization would be able to do using their own resources.

-    Focus on core business functions – Internal resources can focus more directly on an organizations core competency and reduce the distractions of operating functions that do not generate revenue.

-    Operational Expertise/Knowledge – Provides an organization with operational best practice and a wider experience and knowledge base that would be difficult or time-consuming to develop in-house.

-    Scalability – An outsourced provider should be prepared to manage a temporary or permanent increase or decrease in production levels.

-    Reduce Liability – An approach to risk management for some types of risks is to partner with an outsource provider who is better able to provide a service that helps mitigate the associated risks 

As you are aware, each state has the right to enact its own set of collection laws and requirements.  As such, most jurisdictions have very different statutory regulations and application requirements.  Not to mention the fact that we are not operating in a static regulatory environment – both the regulations and application requirements are always changing.  The overall cost savings that outsourcing can provide combined with the overall assurance that you are compliant in this ever changing regulatory environment makes outsourcing a compelling option if you are licensed in more than just a few states.  Here are a few questions to ask when selecting a licensing provider:

-    Is collection agency licensing the firm/individual’s core competency?
Collection agency licensing is different than most other corporate registration.  In addition, the states are continually changing statutory regulations and application requirements.  Just because the firm/individual has done some collection agency licensing or does other types of corporate licensing does not mean it will translate to your collection agency licensing project.

-    How long has the firm/individual been providing collection agency licensing services?
Relationships with the various state regulators are important and can only be developed over time.  Furthermore, no two licensing projects are alike and sometimes lessons are learned through mistakes made.  You do not want the firm/individual that you are using learning lessons at your expense.  Even small mistakes can significantly extend the time in which it takes to get licensed.

-    Does the firm/individual guarantee their service?
While no one can guarantee whether or not a state will grant your organization the required debt collection license, they can guarantee that all license renewals and annual reports are filed on a timely basis.  Make sure that if the individual/firm that you are selecting fails to meet a license renewal deadline and you have provided all necessary materials on a timely basis, then they will pay any late fees or penalties that are incurred.

Cornerstone Support has established a reputation as the premier licensing service provider to the collection industry.  We understand the particular nuances of licensing all types of collection agencies and are professionally staffed and trained to get your agency licensed faster than anyone else in the industry.  We realize that your time is best spent on the moneymaking ventures of your business.  In allowing us to take care of your licensing, you can be assured that you are compliant in every state without the stress of managing every detail. Call us today at 770.587.4595 or e-mail us at info@cornerstonesupport.com to find out more.

Thursday, February 23, 2012

Direct Navigation: the Missing Metric

by Justin Hartland, Global Marketing Manager, CSC 

Given the amount of money companies spend each year on search engine marketing and affiliate programs, getting visitors to your website has never been so important. According to the market research firm Outsell Inc., in 2010 spending for online marketing surpassed even that of print advertising, soaring to a record $119 billion.

There are good reasons for this. For marketing departments, online spend is transparent and can be easily tracked and measured to show return on investment (ROI), something that can prove harder to do for other marketing activities. In fact, it’s quite simple to track a variety of online metrics, build reports with them and present the results to your management team.

However, there is one metric that is routinely overlooked by marketing departments: traffic driven through direct navigation.

First let’s examine what we mean by “direct navigation.” There are many ways for a person to find a particular website, including through search engines or by clicking a link in an email or banner ad. However, many Web users still make a habit of typing Web addresses (domain names) directly into their browser, also known as direct navigation. Findings from Forrester Research suggest that no less than 40% of Web users currently reach their content this way.

You may be asking, “What does this mean for my organization?” In short it means that one of the most obvious sources of Web traffic is being ignored by most companies. Many organizations have no idea how much direct navigation traffic their domain names drive to their websites, and even worse, many companies don’t even point their domain names to live sites.

In a recent study, CSC analyzed more than 200,000 domain names containing more than 100 brands. We found that nearly 50% of domains owned by brand holders did not point to a live site. On the other hand, 76% of branded domains registered to a third party did point to a live site. What is clear is that third parties know how to exploit the value of traffic driven to their domain names, whereas many legitimate brand owners who have registered domain names defensively have never bothered to set them up to garner traffic.

So how can corporations harness this “missing metric” and drive more traffic to their websites through direct navigation? CSC recommends taking these four simple steps:

Step 1 – Point Existing Domains
Gather a list of your existing domain names and run a report on them to show which point to live websites.

Step 2 – Identify Third Party registrations
People who register variations of your brand names do so because those variations drive traffic that can be monetized. Wise organizations will identify third party registrations, prioritize the list based on which names drive the most traffic, and take action against those third parties.

Step 3 – Identify Available Domain Names
Using strategic tools such as those provided by CSC, you can identify available domain names that will drive traffic to your sites.

Step 4 – Track, Track, Track
Once all the names in your portfolio point to live sites, monitor their traffic on a monthly basis. Understand which domain names are performing well. Allow underperforming names to lapse and redeploy those savings to your budget. With this information in hand, your marketing team can quickly measure the ROI your direct navigation efforts yield.

With more and more emphasis being placed on getting Web users to your websites, it’s important that you understand all the ways Web users reach you, including the missing metric—direct navigation.

About CSC
An ICANN-accredited domain name registrar since 1999, CSC is the trusted partner of more than half the 100 Best Global Brands (Interbrand®) and the customer approval leader for domain name services (World Trademark Review, 2010). CSC offers an end-to-end solution for all corporate brand protection needs, from strategic domain registration and online monitoring to digital certificates and trademark screening. Visit www.cscglobal.com or call 800-927-9800 to learn more.