•
Christian Schoonover Agency
Greenwood, Indiana
Business Plan
Table of Contents
Vision………………………………………………………………………….3
Mission……………………………………………………………………….3
Local Market………………………………………………………………..4
Population and Demographics………………………………………..4
Employment………………………………………………………………..5
SWOT Analysis……………………………………………………………..5
Local Competition………………………………………………………..7
Recruiting……………………………………………………………………8
Training……………………………………………………………………….8
Organizational Structure………………………………………………..8
Compensation……………………………………………………………..9
Financing…………………………………………………………………….9
Marketing Strategy……………………………………………………….10
Goals…………………………………………………………………………12
Resume……………………………………………………………………...13
Projections………………………………………………………………….14
2
Vision
Our goal is to establish enduring relationships with our insurance and investment clientele
by o9ering comprehensive financial services that e9ectively manage risk and strategically
invest for their future.
Mission
We are dedicated to delivering exceptional concierge services, providing personalized
guidance that empowers each client to confidently navigate their unique insurance and
investment needs. Together, we will build a secure and prosperous future.
3
Local Market
Greenwood, Indiana, located in Johnson County, is a southeast suburb of Indianapolis. It is
the most populated suburb in the southern Indianapolis Metropolitan Area, with a
population of 67,839, a 6.03% growth since the 2020 census. It encompasses 27.91 square
miles.
Greenwood Is bordered to the south by Bargersville and Whiteland and New Whiteland. It
sits 11 miles south of Downtown Indianapolis.
Population and Demographics
Town Population
Greenwood 67.834
Bargersville 11,075
Whiteland 5.550
New Whiteland 5.773
Indianapolis 876,665
Age Percent
0-5 6.9
6 to 18 24.1
19 to 64 53.8
65 and older 15.2
The population is predominantly Caucasian, comprising 77.7%, with notable contributions
to diversity from Asian individuals at 8.4% and African-American individuals at 5.5%. There
are 25,773 households, with the median household income being $78,765. The poverty rate
is 7.1%, lower than the state median of 12.3% or national 11.1%. The median value of an
owner-occupied housing unit is $248,700. English is the predominant primary language,
but 13.5% of the population speaks a language other than English at home. 31% of the
population have a bachelor’s degree or higher. The mean travel time to work is 24 minutes.
Occupied Housing Units Percent
Owner-Occupied 60.9
Renter-Occupied 39.1
4
Employment
The local economy is driven by a strong manufacturing and distribution employment base.
Recently Amazon and FedEx both expanded into the community, creating 1,400 new jobs.
Employer Number of Employees
Advantage Engineering 80
Aldi Inc 140
Amazon 1000+
Arbonne International 116
Avalign Cases and Trays 160
Dayton Freight 300
Dia and Company 185
Endress + Hauser 500
Estes 300
FedEx Supply Chain 400
L&E Engineering 105
Nachi America 137
Nachi Technology 148
National Trade Supply 135
Neovia Logistics 270
Nestle Waters North America 85
Pitney Bowes 300
Poly-Tainer, Inc 126
Poynter Sheet Metal 475
The Vessels Company 155
Ulta Inc 565
Wurth Service Supply 177
SWOT Analysis
Strengths
• Experienced small business owner with proven business development abilities.
• Strong history of building personal relationships with clients, driving customer
loyalty.
• State Farm brand recognition and favorable reputation.
5
• Breadth of State Farm product line in both Insurance and Investment services
spaces
• National network providing resources in training, marketing, advertising, and sales
support.
• Existing agency client bases serves as a revenue and referral foundation for future
growth.
Weaknesses
• State Farm’s strength and reputation as a property and auto insurer limits customer
knowledge of other financial service o9erings.
• Marketing may not be appealing to younger generations of consumers.
• Insurance is highly competitive and cost sensitive. Many customers lack loyalty to
their agent, regardless of service or product quality.
• Captive agents are limited to one brand. If customer has distaste for that brand,
selling to them will be extremely di9icult.
Opportunities
• Current market penetration of 25% allows significant brand growth.
• Expansion of investment services.
• Cross selling to existing clients
• Population growth of community means more potential policyholders.
• Use of digital marketing to expand market share.
• Agent to become active in the community, including sponsorship of events, building
brand/name recognition and referrals.
Threats
• Online competitors – convenience of shopping from home 24/7 may drive
customers away from traditional local agent model.
• Economic Conditions – future economic downturn, either locally or regionally may
impact local population.
• Changing Regulations
• Technological Disruptions
• Other Local State Farm Agents
• Other Local Branded Agents
6
• Local Independent Agents
• Competition for quality sales driven employees.
• Financial Firms such as Edward Jones, Charles Schwab, Raymond James, and
Northwest Mutual that have a stronger presence in investment services
Local Competing Agents:
• Samuelson Insurance Group – 200 Byrd Way
• DF Insurance – 436 S Morgantown Road
• Chanda Gatton Insurance – 360 S. Madison
• American Family – 720 Executive Park
• Catalyst Insurance – 3209 W Smith Valley Rd.
• Shelter Insurance – 520 N. Madison
• Indiana Farm Bureau – 341 S. State
• John Dicken Agency – Farmers Insurance– 540 US 31
• Wexford Insurance – 704 S State Rd 135
• Ryan Barclay State Farm – 50 Airport Pkwy
• Brent Shewmaker State Farm – 360 S. Madison
• Leonard Smietelney State Farm – 338 US Hwy 31 North
• Drew Dozier State Farm – 3100 Meridian Parke Drive
• Rob Bailey State Farm – 48 N Emerson
• Wayne Kissler State Farm – 1642 Olive Branch Parke Lane
• Eric Kwiatkowski State Farm – 1548 W Smith Valley Rd
• Nationwide Insurance – 5451 Emerson Way
• Michael Heineman State Farm – 11 Declaration Drive
• Allstate Greg White – 200 N. Emerson
7
Sta$ Development
Recruiting
Sta9 of prior agent will be evaluated, if interested, for the opportunity to stay onboard. They
must be active producers and willing to adapt to changing culture of an active sales o9ice.
Startup employees will be identified using a combination of Facebook ads, Indeed.com,
LinkedIn, and other such online job boards. Outreach will be made to career services at the
local area colleges and universities.
Just as an agent should always be on the lookout for sales opportunities, they should also
be seeking the next great employee. We will identify potential candidates in the future by
recruiting employees from whom we have had stellar interactions with in other professional
environments, such as in our banking, accounting, or other day-to-day activities.
Training
Standard personality screening tools will be used to evaluate candidates for employment.
Training and coaching will be provided using combinations of general Dale Carnegie and
John Maxwell materials, as well as State Farm provided best practices training materials.
Organizational Structure
The agency, at start-up, will consist of four employees, not inclusive of the agent. Each
employee will be licensed in property/casualty and health/life. Each team member will
actively sell. Each team member will service existing clients. It is the expectation that
employees will serve in generalist roles and be able to fill any gap needed to fulfill the
needs of each customer they may encounter. This agent intends to be customer centric
and expects employees to be as well. The ability to perform any role will minimize
bottlenecks in service if there is an employee absent or a surge in customers in one area of
service at a given time.
8
Compensation
Employees will be compensated with a combination of base salary and commission on
their individual produced, new, one-time, business. The base salary will be $35,000 per
annum with commission equaling 50% of that the agent receives from State Farm.
Financing
This venture will be funded through the following sources in order.
• Cash from severance from current employment
• Cash from liquidation of investment property
• Cash from sign on bonus
• Cash from sale of residence in Charleston, IL
• Liquidation of Roth IRA
• Liquidation of various Traditional IRAs and 403b
9
Marketing Strategy
Digital Marketing
• Facebook Ads
• Banner Ads
• Retargeting Ads
• Paid Search
• Organic Search (SEO)
• Solicitation of positive Google, Yelp, Yahoo reviews from clients
• E-mail campaigns
Paid Leads
• Purchase leads from aggregators (dialing for dollars)
Leverage Existing Clients
• Sell upgrades and other product lines to current customers. If someone
comes in for car insurance, sell them an upgraded policy, not base. Try
to quote them on homeowners and life while they’re here.
• Make customers aware of ALL products available including investment
services.
• Solicit referrals from existing customers.
“Be a Good Neighbor”
• Join and be active in Chamber of Commerce (Aspire Johnson County)
• Join and be active in service organizations (Rotary, Kiwanis, etc.)
• Seek sponsorship opportunities (little league, school programs,
community activities)
10
Print Materials
• Targeted direct mail utilizing State Farm leads and mailing service.
• Demographic and Geographic based mailings using Data Axle (InfoUSA)
databases.
• Quarterly mailing to professionals promoting investment services.
• Quarterly mailing to auto only policy holders soliciting
homeowners/renters
• Quarterly Mailings advertising Life/Health/Retirement to P&C only
clients to build product awareness.
Retention
Retention has been intentionally placed under the marketing umbrella. It is
deemed an active process, not passive or assumed. We will be proactive in
reaching out to policy holders to make sure we are satisfying their needs and
resolving concerns. The agent intends to personally reach out to as many
clients filing claims as possible to follow up and make sure claims were
resolved to their satisfaction. Birthday cards and holiday cards will be mailed
to all clients.
It is understood that multiline customers are the least likely to depart the
agency. This underscores the necessity to cross market health/life/investment
services.
Finally, people have a hard time leaving people they like. It is the objective to
not be a nameless agency, rather a trusted advisor, neighbor, community
member that clients know personally. Active engagement in the community,
greeting customers in the o[ice, spending time talking to them as people not
just transactions, is what will set this agency apart from others.
11
Goals
Product Line Monthly Production Goal
Auto 116
Fire 58
Life 11
Health 6
Mutual Funds $1000
Each team member will be assigned a goal of closing 15 households per month, inclusive
of the agent. The agency goal is set lower for budgeting purposes as it is anticipated that
not all sta9 will reach all goals each month. Those not reaching production targets will
receive coaching to improve performance.
The objective for the first 5 years is ten percent annual growth in monthly production in
each product line. It is understood that an additional team member may need to be added
as the book of business grows and service takes more hours per week to complete.
12
Christian C. Schoonover
Entrepreneur
Results-driven small business owner and paramedic with over 25 years of
Objective experience in leadership, operations, and crisis management, seeking to
transition into a State Farm Agency Owner role. Adept at building trust, solving
problems under pressure, and leading teams, with a deep commitment to serving
the community. Looking to leverage a unique blend of entrepreneurial success
and frontline experience to provide compassionate, solutions-oriented insurance
and financial services.
Education Southern Illinois University
Carbondale, Illinois
BS – Dual Major – Finance and Entrepreneurship
Marketing Continuous improvement
Key Skills
Client relations Problem-solving
Budget planning Staff development
• Client Relations: Successfully managed relationships with a diverse
Experience clientele, ensuring high levels of customer satisfaction and retention.
• Continuous Improvement: Implemented strategies for continuous
improvement, optimizing business processes to enhance efficiency and
profitability.
• Staff Development: Recruited, trained, and developed staff, fostering a
collaborative and productive work environment.
• Financial Management: Oversaw financial operations, including budgeting,
forecasting, and financial reporting to ensure fiscal stability and growth.
• Marketing and Sales: Developed and executed marketing strategies,
driving sales growth and expanding market reach.
• Operational Oversight: Directed daily business operations, ensuring
seamless coordination across various functions.
• Strategic Planning: Formulated and implemented strategic plans to
achieve long-term business objectives and growth.
July 1999 – June 2019 February 2005 – June 2018 June 2018 - Present
Managing Partner Paramedic Paramedic/Training
Charleston Copy-X Shrader Ambulance Officer/Compliance Auditor
OSF HealthCare – Advanced
Medical Transport
13
14
