The editorial "Blood on the floor" needs some challenging (Editorials, February 2-8). First, the statement that Liberty has not set up a business focused on the emerging middle market is not accurate. Liberty some time ago planned to penetrate this market via its subsidiary, Charter Life. What happened? Liberty has always operated at the higher spectrum of the market and boasted that its average premium was one of the highest in the industry. It is a fact that the higher the average premium, the better the persistence — the business staying on the books. This now seems to contradict Liberty’s latest statement. Poor persistence is a sales-management issue. What has Liberty’s sales executive done to eradicate this problem — it is not the first time in recent years that Liberty has shown poor business retention rates? The comment that Liberty’s client base and sales force are largely white and losing ground to Discovery Life is also questionable. I am sure Discovery’s sale force is eve...
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