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Kaplan Financial Disability Insurance
training course

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Sample content: 
Disability Income Insurance”

All of us face three basic risks: dying too soon, living too long or becoming disabled. Death is a given—that’s why people buy life insurance. Old age is a probability, which clients must plan for so they don’t outlive their financial resources. And then there’s the risk of disability—often overlooked compared with the other two, but a potent risk just the same.

Unlike death and retirement, becoming disabled is only a possibility. But it’s a devastating one because it cuts to the core of a person’s ability to earn a living. Once the flow of earned income stops, most financial plans quickly fall apart. This concept is pivotal, so it bears repeating:

Successful financial plans depend on the client’s ability to earn a living”

CT Business, magazine article

Sample content:
Connecticut’s IFS Cluster”

IFS Cluster New Jersey’s Prudential Financial gobbles up Connecticut’s American Skandia for about $1.2 billion and the retirement business of CIGNA Corp, based in Hartford, for $2.1 billion. Hartford’s Travelers Property Casualty and The St. Paul Companies, Inc., of Minnesota, combine in an industry-shaking $16.4 billion stock-for-stock merger. United Health Group buys Trumbull’s Oxford Health Plans, Inc. Bank of America acquires FleetBoston for $47 million and Banknorth of Portland, Maine takes over New Britain-based American Savings Bank.

As the ominous drumbeat of consolidation echoes across the state, along with mounting concern over outsourcing jobs abroad, one also hears a new sound—the sweet, hopeful music of executives collaborating to protect and grow Connecticut’s insurance and banking industries, under the aegis of the new Connecticut Insurance and Financial Services (IFS) Cluster.”

“Connecticut’s IFS Cluster” [PDF]

“Polishing the Crown Jewels of Connecticut’s Economy” [PDF]

Consumer's Digest, magazine article

Sample content:
How to Retire Early”

Retiring early is a dream shared by millions of Americans:  Not having to work for a living, being able to play tennis at noon or at midnight, or having the time to volunteer for worthy causes. Sound impossible?  It isn’t. Just ask Edward Tauber.

Tauber and his wife retired at the ripe old ages of 43 and 41—and they have never been happier.

During their careers, both Taubers worked in marketing research and advertising. In their mid-30s, they were living and working in California. He taught marketing at the University of Southern California; she ran their market research firm.

But eventually, they tired of the grueling travel and the tedium of research. Was there a better way?  Tauber realized there might be. If they could live off his USC salary, while saving most of their company’s consulting revenue, they might be able to retire in 10 years, when he was 46 and she, 44.

We worked like dogs—60 to 70 hours a week,” recalls Tauber. “We’d write reports on the weekend, travel during the week. I was teaching a full load, too, and serving as chairman of the USC marketing department. We had the equivalent of four jobs.”

Financial Planning, magazine article

Sample content:
LTC to the Rescue”

James H. Braziel’s first encounter with the financing of long-term medical care occurred over a decade ago, when the husband of one of his clients was forced to enter a nursing home. The client was distraught over the prohibitive cost of this care, and so was Braziel, a planner with Estate and Financial Planning of Chico, California. The wife was in good health, but without some intervention on Braziel’s part, the nursing home bills would have drained her assets, leaving her to face her remaining years with acute financial uncertainty.

The only recommendation Braziel could offer was that she divorce her husband. She agreed, reluctantly, and her attorney drew up the papers, unbeknownst to family and friends. Once divorced, she was no longer responsible for her ‘ex-husband’s’ bills, he qualified for Medi-Cal, California’s version of Medicaid, and she was able to save the rest of her assets. It was a desperate solution, but so was the problem.”

Risk and Insurance, trade

newspaper article

Sample content:
Staying Sweet,”

risk and insurance  Hershey Milk Chocolate bars and Reese’s Peanut Butter Cups are as American as fireworks on the Fourth of July. That’s a marketing plus for Hershey Food Corp., maker of these and 53 other brands of chocolates and confections. But it can also be a hindrance.

The problem is that Pennsylvania-based Hershey must roll out new products, expand its global reach, and trim manufacturing costs—in short, function as an aggressive, modern consumer products company—while trying to maintain the mom-and-apple pie culture established by its founder nearly a century ago.

Nowhere is the contradiction between mean-and-leanness and sweetness-and-light more apparent than in the company’s approach to employee benefits. Benefits cost containment is a painful issue for most modern businesses, but it is especially sensitive for a corporate such as Hershey, which prides itself on its benevolent attitude toward employees.”

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