Why You Need A Vehicle Service Contract

Contemplating a vehicle service contract, but unsure of how it works or how it differs from an automotive warranty? You’re not alone. A lot of consumers tend to get the two mixed up or fail to understand just what they cover. But seeing as how your vehicle is usually the second most important purchase you will make right after your home, it is in your best interest to do your homework and make sure that you are protected.

What exactly is a vehicle service contract?
It is an agreement to cover costs associated with repairs or services made to your vehicle. A manufacturer’s warranty, on the other hand, is a promise from the manufacturer to stand by their workmanship for a limited time after you purchase the vehicle. Once this warranty expires, a vehicle service contract becomes valid and provides you with much-needed coverage on your vehicle’s most important systems and components.

Is a vehicle service contract right for you?
Here are a few things to consider:

• Keep in mind that the average hourly rate for a mechanic is $100 an hour. A vehicle service contract can help do away with this cost, save you money and keep you from paying any unforeseen and unexpected repair bills.

• If you plan on owning your car for an extended period, it’s definitely in your best interest. A vehicle service contract can keep your car running at its very best and on the road for a long time.

• Even if you don’t intend to keep your car for long, a service contract can increase your vehicle’s resale value once you decide to sell. But before you do, make sure that the service contract you’re purchasing is transferable.

• Do some research into the make and model of the vehicle you plan on purchasing. Is it likely to need repairs and, if so, what are the costs? Weigh this against the price of the service contract to determine if it is worth it to you.

• Does the contract include extras such as discounts on hotels and restaurants, rental car benefits, locksmith services and 24-hour roadside assistance? Not only do these add to the value of the service contract, they can provide you with added peace of mind in the event that something goes wrong while you’re on the road and away from home.

• Take your driving habits into account. Will you be on the road a lot? Is there a lot of stop-and-go traffic? What are the road conditions like? Do you park outside where the weather is extreme? These can all have an adverse effect on your vehicle.

• Check the terms and conditions carefully. Make sure you know exactly what you’re getting and what is covered specifically.

• In addition to the type of coverage, be mindful of the length of coverage, miles of coverage and deductible.

• Research the company providing the service contract. Are they reputable? Some guidelines to help determine this might include checking their Better Business Bureau rating to see how they work with consumers and finding out what their A.M. Best rating is to verify financial strength and stability.

Have questions about a specific vehicle service contract?
Don’t hesitate to ask your salesperson or agent for more information. Most dealerships typically provide you with a brochure or direct you to a website so you can review the plan in its entirety. Take time to make sure that you fully understand the scope of the service contract and don’t get pressured into purchasing something that makes you feel uncomfortable. With so many options currently available, you are sure to find something that is satisfactory for your budget and your vehicle’s specific requirements.

For more details about Warrantech feel free to visit: https://www.linkedin.com/company/warrantech

Article Source: https://warrantech.com/blog/october-2017/why-you-need-a-vehicle-service-contract/

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Sean Stapleton To Speak At Extended Warranty & Service Contract Innovations Conference

The eighth annual Extended Warranty & Service Contract Innovations Conference opens September 13 at the Renaissance Hotel in Nashville. Several hundred professionals from the extended warranty and service contract industry are headed to Nashville to talk about how changes in technology and regulations will impact their businesses in the years ahead.

Successful Partnerships

On Thursday morning, Sean Stapleton, the President and CEO of AMT Warranty, will join with Kenneth J. Mac, the Director of Chevrolet-Buick-GMC-Cadillac Protection at General Motors Co., to deliver a presentation on “Successful Partnerships in the OEM F&I Space.”

GM spun off its vehicle service contract, insurance, and finance business years ago into what is now known as Ally Financial Inc., but which used to be known as the General Motors Acceptance Corp. (GMAC). Then, of course, the great recession hit, and both GM and GMAC went through bankruptcy reorganizations. Afterwards, GM decided to re-enter the VSC business under its own name, and Mac’s Customer Care & Aftersales unit decided to do it in partnership with an outside insurance underwriter.

Stapleton said AMT won the bidding after an extensive vetting process. “The relationship with GM has been truly phenomenal,” he said. “We’ve been in business for many years now.” He said they started working together in 2014, after AMT Warranty won the bid in late 2013.

“The program has grown tremendously since then,” he said. “And it continues to grow. So I’m really proud of what AMT Warranty and GM have put together.” Their joint presentation in Nashville will explain how the relationship works, how they strive for continual improvement and innovation together, and what advice they can offer to others looking to create similar partnerships for their service contract programs.

“It’s a unique partnership in so many ways,” Stapleton said. “This isn’t a vendor relationship with them. We’re not order-takers. It’s very collaborative. We meet every Monday. We have our quarterly calls. We have update calls. We’re living and breathing and looking at the same things.”

Fear-Free Communications

Stapleton said he and Mac will outline some of the best practices that seem to work for them in their partnership, while acknowledging that things may be different for other partnerships. First, he said, the partners employ what he called “fear-free communications” between the two teams.

“We empower our teams to build these relationships amongst themselves,” he said. “They fight for each other. It’s almost like one organization. It doesn’t feel like finger-pointing. It feels like we win or lose together.”

The teams also are encouraged to ask a lot of questions, particularly around reasons why they’re doing something a particular way. “Some of those things are hard to discuss, whether it’s personal or professional, but we have that openness. And it’s been really beneficial.”

Stapleton said the partners started out in 2014 with just a handful of auto dealers selling their vehicle service contracts (most were still loyal to GMAC/Ally). Ally still had rights to the GM name. So the partners decided to sell Buick, Cadillac, and Chevrolet-branded VSCs, and gradually some of those dealers decided to come aboard.

“It was a huge challenge,” Stapleton said. “But it was also a pretty exciting time — to know that we were doing things differently, to do things that were intended to drive retention and loyalty. That’s one of the biggest differentiators I think that the program has.”

They also offered disappearing deductibles, and introduced a “white glove” level of service within the dealerships to boost loyalty and turn what could be a real negative (getting a defect repaired) into a real positive (cementing the relationship with a phenomenal experience).

“Issues create long-term relationships with these customers,” he said. “Their alternator may have blown. And that stinks. But they had a great experience. They were put into a loaner car. And there’s a disappearing deductible, so there’s no money out of pocket. It makes it a whole lot easier, and it builds that level of trust. Challenges can actually result in longer-term relationships with customers.”

GM could have done it alone, essentially remanufacturing GMAC all over again. But instead it decided to work with AMT. Stapleton said this allows the partners to share data about both the products and the risks, with each bringing their expertise to the table.

“We support other large OEM programs,” he said. “So we know what’s been successful, and we know what’s been a failure.” And it helps the partners to properly price the service contracts sold for not only for new GM vehicles, but also the used vehicles that dealers have on their lots. “We have a depth and breadth of understanding of this space that’s hard to compete with, because this is our core.”

AmTrust Financial Services, Inc. Strengthens Senior Management Team with Appointment of Ariel Gorelik as SVP and Chief Information Officer

AmTrust Financial Services, Inc. Strengthens Senior Management Team with Appointment of Ariel Gorelik as SVP and Chief Information Officer

AmTrust veteran Christopher Longo continues as Chief Operating Officer

NEW YORK, Aug. 16, 2017 (GLOBE NEWSWIRE) — AmTrust Financial Services, Inc. (Nasdaq:AFSI) (the “Company” or “AmTrust”) today announced that Ariel Gorelik, an experienced global insurance industry executive and most recently Chief Operating Officer of AmTrust’s AMT Warranty division, has been appointed Senior Vice President and Chief Information Officer (CIO), reporting to Chairman and Chief Executive Officer Barry Zyskind. Mr. Gorelik succeeds Christopher Longo who continues as EVP and Chief Operating Officer, appointed in 2016, who has guided technology development at AmTrust as the Company’s CIO since 2006.

Mr. Gorelik will lead AmTrust’s global IT organization, with a focus on operational excellence across the IT function. He is responsible for ensuring that AmTrust will continue to lead through technology innovation and capitalizing on technology solutions to help enable AmTrust fulfill its business goals. Mr. Gorelik’s extensive operational leadership experience in the insurance sector includes expertise in centralization of operations and transformation of service delivery to improve customer satisfaction.

Mr. Gorelik joined AmTrust in 2014 as Senior Vice President AmTrust North America operations, and in January 2016 was promoted to Chief Operating Officer of AMT Warranty, one of the Company’s operating subsidiaries in the U.S. Prior to joining AmTrust, from 2013 to 2014, Mr. Gorelik was a managing consultant of the ICON division for Zurich North America, a property and casualty insurer. From 2010 to 2013, he served as deputy chief operating officer at SK Allianz/Allianz Group, a German property and casualty insurer. He was responsible for the procurement, real estate management, and transportation departments, as well as for areas of IT relating to Allianz’s core insurance system. He also led the organization’s full automation of the policy life cycle. Prior to his role as deputy COO, Mr. Gorelik served as head of Allianz Eurasia’s business services, where he established a shared service center with a number of back and middle office functions, including claims handling, P&C policy administration, payments, and call center.

“AmTrust has always led with technology and innovation, which have been a competitive differentiator for us,” said Barry Zyskind, Chairman and Chief Executive Officer. “Under Ariel Gorelik’s leadership as Chief Information Officer, we will continue to harness the power of our technology platforms and digital capabilities. Similarly, we now can maximize Chris Longo’s management focus as AmTrust’s Chief Operating Officer to enable us to undertake the initiatives and processes to optimize results across our business units and product and service offerings.”

Mr. Zyskind continued, “With more than 400 knowledge developers within our IT staff of 1,000 men and women supported by in-house underwriting, actuarial and claims processing experience, innovation is in our DNA. Chris has been instrumental in developing our technology platforms and building our IT organization into the powerhouse it is today. He led the development of a single proprietary platform that allows us to continually improve the experience of our agents and our customers. It also allows us to develop new products and integrate emerging technologies quickly. With our IT function well established, Ariel, as Chief Information Officer, can move us further forward, utilizing his abilities to increase efficiencies across broad organizations and platforms, while enhancing the experience of our brokers, agents, and policyholders.”

3 Keys to Customer Satisfaction: Speed, Efficiency, Knowledge

Customers want fast service or support from knowledgeable people where, when and how they prefer to receive it, based on results of a study the CMO Council published Tuesday.

Together with SAP Hybris, the CMO Council last year conducted an online survey of 2,000 respondents, equally divided between men and women. Fifty percent were in the United States, and 25 percent each resided in Canada and Europe.

Among the findings:

• 52 percent mentioned fast response time as a key attribute of an exceptional customer experience;
• 47 percent said knowledgeable staff, ready to assist whenever and wherever needed, was key;
• 38 percent wanted an actual person to speak with at any time and place;
• 38 percent wanted information when and where they needed it;
• 9 percent wanted brand-developed social communities; and
• 8 percent wanted always-on automated services.

Consumers have a shortlist of critical channels they expect to have access to, the survey found, including the company’s website, email, a phone number, and a knowledgeable person to speak with.

“The mindsets of consumers — whether B2B or B2C — are shifting, said Liz Miller, SVP of marketing at the CMO Council.

Marketers “have to start asking, ‘Are we set up to be a responsive organization that looks at data, looks at analytics, understands what’s coming in through CRM and is able to reflect that back through all touchpoints, including physical ones, quickly? Or are we simply waiting to react?'” she told CRM Buyer.

Serve Us Well or Die!

Angry customers hurt brands. The survey identified the following behaviors:

• 47 percent of respondents said they would stop doing business with a brand if they were continually frustrated;
• 33 percent were annoyed because of slow service or dealing with reps who knew nothing about their past history or purchases;
• 32 percent said they would email a company to complain; and
• 29 percent said they would tell their family and friends about their bad experience.

That’s a possibility that Warrantech, which provides extended service plans and warranties nationwide, is well aware of.

The company on Tuesday announced a partnership with mobile workforce management ServicePower, which will let it instantly connect customers who have service needs with available repair technicians.

“Prompt response time is critical in our line of business,” said Brian Weaver, director of service operations at Warrantech.

The teamup is expected to reduce overall customer turnover time by up to 10 percent across all verticals and “ultimately translate into commensurate lifts in clients’ sales and customer retention,” he told CRM Buyer.

The Customer Wish Conundrum

One problem marketers face is that customers appear to have conflicting desires, as shown by the survey results:

• 36 percent of respondents were angry about not being recognized for their loyalty;
• 12 percent wanted companies to recognize their history with the brand at any touchpoint;
• 10 percent wanted multiple touchpoints; and
• 23 percent felt they were being followed online.

That poses a conundrum for marketers.

“This survey did indicate the respondents wanted knowledgeable staff — and for that, I’d argue part of the knowledge is knowing about the customer, not just the product, so that the advice can directly address the customer’s unique problem,” said Rob Enderle, principal analyst at the Enderle Group.

“Knowing about the customer improves the quality of the engagement,” he told CRM Buyer.
That said, consumers don’t care how companies do what they do — they only care about the results, the CMO Council’s Miller noted.

“It’s a sausage factory. Consumers don’t care how you make them, they just want tasty sausage. At the end of the day, consumers want to be treated like persons,” she said.

“Each firm needs to survey their own customers, assess the impact and costs of changes, then formulate a strategy that applies uniquely to them,” Enderle suggested. “Some may find that the cost/benefit ratio is still better with automation.”

Getting Your Staff On Board With Your CPO Program Begins With Asking Five Key Questions

So you’ve decided to enter the certified pre-owned business. Now how do you get your staff involved in order to make sure the project actually makes a difference to your bottom line?
Fact is, most programs started by dealerships turn out to be stop-and-start affairs. The initiatives work fine when they are new, but once the spotlight is off they fade away into the darkness.
There’s an old saying in golf that you can’t win a tournament on Thursday, but you can lose it that day. Another golf adage says on that first day you set yourself up for success on Sunday.
That’s how it is with any program started in a dealership.
The watchers and waiters predict the demise of the program and then watch it die because no one participated – specifically, them. Then they brag about how they knew this program would never work.
But an effort from everyone could have made the vision a reality. That’s why it is essential to get buy-in from everybody in the store at the beginning and reinforce that commitment throughout the entire process.
Everyone must understand the mission, because anyone who is not engaged can be the clog that causes the program to fail.
Getting buy-in starts way before opening day.
It is important in the acquisition of buy-in that essential people are made to feel like part of the initial decision-making process. The earlier they feel part of the process, the harder they will work to make the program a success.
That starts with a clear enunciation of the problem we are trying to solve. If there is no problem to solve, then why start a new endeavor?
Usually the problem is the need for more sales, more profit or a combination of both, which translates into the continued success of the store.
The different departments will look at new programs in a much different manner. But they all must be brought in, because unless they see a process that has benefits to them and their department, they will not be part of its success.
In the sales model of Harold C. Cash and W.J.E. Crissy, two college professors who wrote an often-cited work on sales psychology, the findings showed while it is important to have a proper introduction, the need awareness module is the most important part of the sale, because it opens the door to a solution.
Unless there is an awareness of the need for a product or service, the call to action – which is sales – will go unheeded.
Clearly laying out the need will help the department heads arrive at the conclusion you want them to.
The old car guys always defined sales as “giving the customer enough information to allow them to arrive at the conclusion you want them to.” Once they buy into that conclusion, they will be sold and it will become their program.
So how do you accomplish that?
As renowned leadership authority Stephen Covey said, you need to begin with the end in mind.
In a speech to the graduating class of the Harvard Graduate School of Education, dean James Ryan claimed that there were five essential questions that must be asked of any enterprise to find the motivation for long-term success.
The first of those questions is: Wait, what? That’s about slowing down the flow of information coming in and gaining clarity about the project.
The employee team must understand the idea before they can advocate for the program. Or, as Harvard sociology professor Rakesh Khurana said, “You must emphasize inquiry before there can be advocacy.”
The team may say they are behind a program to make the owner happy, but until they can think like the owner and understand how certified pre-owned can create a different outcome for the future of the business, there will be no dedication.
“Wait, what?” is the question that must be asked once you arrive at the conclusion that you need a certified pre-owned program to be competitive in the marketplace and create a long-term commitment with your customers. The reason is that a long-term commitment is what millennials are looking for when they buy cars.
So the answer to, “Wait, what?” is, “We are going to sell the same vehicles, purchased from the same locations – so there is no change in your vehicles – but with a guarantee from you that the customer is going to have a worry-free ownership experience. We establish that worry-free experience by providing a warranty on our vehicles, even the vehicles with 140,000 miles on them, if they pass inspection.”
What happens with your staff when you’re explaining your desire to change your relationship with your customers? They hear Charlie Brown’s teacher: “Wah-wah-wah-wah.” Then you hit on something important. Suddenly, it’s, “Wait, what?”
That’s right. This is how we are going to compete with new car franchises for customers and dominate the local competition – by giving our customers more and elevating our reputation in the community. In other words, we are going to unlevel the playing field.
As your salespeople settle back into reality, the next question is, “Who is going to pay for this relationship?”
Certainly, creating an environment that will allow customers to feel comfortable with the purchase of cars from your lot will create repeat business in the long run. But who pays in the short term is what salespeople fear the most.
The quick answer is, like everything in the car business, it is paid for by the customers. Salespeople sell from invoice – since the warranty cannot be charged for, certification becomes an invoice item.
More importantly, offering a warranty creates value in the upsell. Most of the dealerships in the NIADA Certified Pre-Owned program report upsell numbers of 65 percent or better.
“With 65 to 75 percent of the customers buying the upsell service contract, it isn’t hard to see how quickly this becomes a profit center,” said Natalie Suarez, national director of the NIADA program for administrator Warrantech. “Keep in mind that with NIADA if the customer buys the upsell, the dealer does not pay for the certification warranty.”
That means that with a concentration on selling extended service contracts, the customers pay for this program along with providing a new source of gross profit.
The service department’s concerns come from their fear of the unknown. Those guys know about programs that pay 80 percent or limit repair charges, making every repair a fight with customers and the claims department.
To get service buy-in, find a program that pays retail parts and labor.
Surveys show customers currently using the dealership’s repair facility will repeat their purchase with that dealer almost 65 percent of the time when they’re ready to purchase a different vehicle. If your certified program allows a disappearing deductible – which brings customers back to your facility – it has the dual benefit of creating more profit in service and selling more cars.
The “Wait, what?” answer for service is, “We are going to cover people for a longer time, giving them a better car-buying experience and creating at least two new profit opportunities.”
Getting your team together early and laying out the need awareness with “I wonder” starts a collective discussion that leads to the conclusion you desire.
For example: I wonder what would be the result if we developed a reputation for giving used car customers a new car experience. I wonder how we could accomplish that.
When the staff is involved all the way from “I wonder” to program inception, it is hard for them not to be engaged.
The next question in Ryan’s process is: “Couldn’t we at least…?” Couldn’t we at least look into a program? Couldn’t we at least lay out the parameters of what this would look like?
Once that is opened, you get past the original disagreements and dissenters and move on to mapping out a process, even if your staff is not entirely sure where you are going to finish with it.
Next is: How can I help?
John Kennedy stirred the country by saying, “Ask not what your country can do for you. Ask what you can do for your country. Not what America will do for you, but what together we can do.”
In this case, everybody needs to ask, “How can I help?”
It’s instinctive in humans to help out. There is a human function called the rule of psychological reciprocity, which means we treat others as they treat us. Asking the staff for help creates a desire for them to put an effort into the final decision. It gives them a feeling of importance and empowers them by recognizing their expertise.
The dealer asking how he or she can help and the staff asking themselves about their path to success and how can they play a vital part in it can lead those who buy-in to do extraordinary things to ensure the continued success and viability of the program.
The final question is, “What truly matters?”
“This is the question,” Ryan explained, “that gets to the heart of your own beliefs and convictions.”
Allowing the staff to participate in the certified pre-owned journey to its conclusion is the way to capture the future of your market – because CPO is the future of the used automobile market.
Your staff is likely to adopt the program as theirs and as imperative to their future. When your staff shares what truly matters and what is your heart’s desire, your ideologically synchronized management team becomes a powerful force in the market place.
So how do you set yourself up to win on Sunday by the way you play on Thursday?
First, get the right program – one that pays retail parts and labor, and has an unremitting drive for customer service as shown by Better Business Bureau and other monitoring agencies.
Quite simply, you have to have a program to compete with factory certification programs. The strength of the factory programs is name association with the manufacturer of the automobiles being purchased. That is tough to overcome.
But by using a nationally known entity backed by the same organization that operates the OEM’s programs, you can give your program credibility.
Once you have the right program, set your dealership up to succeed by assembling your key people – managers, finance, service, used vehicle buyers and the person who will be doing the certified vehicle inspections – and spending quality time together debating and analyzing the five questions: “Wait, what?,” “I wonder,” “Couldn’t we at least…?,” “How can I help?,” and, “What truly matters?”
When you arrive at the conclusion that the success of everyone and the dealership is tied to capturing the future, and the CPO program you’ve picked will help in accomplishing that goal, you’ll have developed a program that will continue paying dividends well into the future – and a team dedicated to keeping the process going.
For more details about Warrantech feel free to visit: https://warrantech.com/blog/july-2017/all-in/

Our Financial Strength Is Your Peace Of Mind

An extended service plan is a smart move. It confirms that you do indeed have a specific idea of how your products will be used and a reliable backup plan should anything go wrong. But in addition to giving time and thought to the type of coverage you’re interested in, it makes just as much sense to consider the company who will be backing your contract.
With more than 30 years of leadership in service contract administration, Warrantech is comprised of industry veterans who average more than 23 years of experience in program evaluation and design. This wellspring of knowledge provides us with vast insight and enables our team to uncover hidden growth opportunities and structure programs that offer a high-value proposition for our partners and their customers.
Warrantech is also a subsidiary of AmTrust Financial Services, Inc., one of the strongest, most financially secure insurance companies in the industry. With an unwavering focus on your success, we go out of our way to deliver unparalleled service excellence in all that we do.
• A.M. Best rating of “A” (Excellent)
• Named to the 2017 Fortune 500 list
• Ranked 63rd on Fortune Magazine’s Fastest Growing Companies
• Named “2014 Best-Managed Company (Insurance)” by Forbes magazine
• Recognized as the most “warranty-centric” company in the industry by Warranty Week
• Ranked 6th nationwide in National Association of Insurance Commissioners (NAIC) March 2014 workers’ comp market share report
• A+ rated and accredited by the Better Business Bureau
• Publicly traded (NASDAQ: AFSI)
• More than $23.9 billion in assets
• Multinational operations with offices worldwide
Having this financial strength allows us to bundle both underwriting and administration. And, as a result, it creates complete transparency and visibility to information that enables our customers to change and create plans that are both highly customized and profitable.
So whether you’re a customer, retailer, dealer, distributor, or manufacturer in the consumer or automotive market, Warrantech has a knowledgeable team that can provide a customized solution that will work specifically for you. And, just as important, offer you the financial stability to back it up so you can rest assured that you’re getting the best plan possible.

AmTrust Financial Services, Inc. Earns Distinction as Fortune 500 Company Following Record Year of Revenue

Achievement Recognizes AmTrust’s Long-Term Success

NEW YORK, June 07, 2017 (GLOBE NEWSWIRE) — Warrantech’s parent company, AmTrust Financial Services, Inc. (NASDAQ:AFSI) (the “Company” or “AmTrust”), today announced that the Company has been named to the prestigious Fortune 500 list for the first time. The list celebrates the largest companies in the U.S. by total revenue.

This achievement is a recognition of AmTrust’s financial strength and stability and follows a year of record revenue for the company. AmTrust’s total revenue in 2016 was $5.45 billion, an increase of 18% over the prior year.

Since its founding in 1998, AmTrust has grown into a multinational property and casualty insurer with nearly 8,000 employees in more than 125 offices serving 70 countries around the globe. In the U.S., AmTrust is one of the top three providers of workers’ compensation insurance and one of the top three warranty writers. AmTrust is also a top 13 Lloyd’s manager by capacity. As an innovative, technology-driven provider of insurance products, AmTrust has earned a prestigious “A” (excellent) rating from A.M. Best.

“AmTrust is honored to join the Fortune 500 alongside an elite group of successful companies, and we’re very grateful to our partners, brokers and agents for their trust in us as we reach this milestone,” said Barry Zyskind, Chairman and Chief Executive Officer of AmTrust. “AmTrust’s inclusion in the Fortune 500 is possible thanks to the hard work and dedication of our people, who live our core values of integrity, diversity, accountability, teamwork, community engagement, and a spirit of entrepreneurship. We adhere to these values every day allowing us to continue to successfully build a best-in-class property and casualty insurer for our valued partners and customers.”

AmTrust was ranked 475 on the 63rd annual Fortune 500 list.

About AmTrust Financial Services, Inc.
AmTrust Financial Services, Inc., a multinational insurance holding company headquartered in New York City, offers specialty property and casualty insurance products, including workers’ compensation, commercial automobile, general liability and extended service and warranty coverage through its primary insurance subsidiaries rated “A” (Excellent) by A.M. Best.