Fran Soistman: Good morning, Daniel. Thanks for the question. I think it’s fair to say that virtually 100% or thereabouts are inbound calls meaning when we do an outbound it’s usually to follow up. So we don’t do what I would call proactive outbound calls. It’s usually we do call backs that’s obviously an outbound. But we are almost entirely inbound oriented on our telesales side. But let me remind you, though, that we have a multi-dimensional omnichannel distribution capability, right, so we have our online platform, which is both unassisted and assisted. So we will rely on that for contributions, meaningful contributions to our growth activities. We actually think the 48-hour rule could be a catalyst for accelerating volumes as a platform.
Unidentified Analyst : Thanks, so that’s helpful and other pertinent questions would you be able to detail what percent of your business happens in last 48 hours into AEP season?
Fran Soistman: I am sorry, can you repeat the question?
Unidentified Analyst : What percent of your business is done in the last 48 hours of the AEP season?
Fran Soistman: Oh, okay. I would say that we will give you a percentage, but it’s meaningful, it’s important, so you can expect last 48 hours, think about the rule as it’s constructed today provides for no 48-hour requirement for the last four days. The last week of AEP is an important period of time, I’m not going to understate that towards achieving our AEP goals.
Unidentified Analyst : Got you. Thank you, very helpful.
Operator: Thank you. . And your next question comes from the line of George Hill from Deutsche Bank. Your line is now open.
Unidentified Analyst : Yeah, hi. It’s actually Maxine for George, thanks for taking the question. We’ve been hearing a lot of plan sponsors talking about investing more in their own brokerage capability and internal sales channel. Can you give us some color on the impact you’re currently seeing and how do we prepare to deal with it? Thank you.
Fran Soistman: Good morning Maxine, thanks for your question. There’s been a lot of talk about this and we’ve read reports as well, but it doesn’t reconcile with our relationship with our carrier partners. From personal experience, when I was on the carrier side, we did put an importance on having proprietary capabilities but it had to be balanced, because, it becomes a fixed cost. And you can only really rationalize so much fixed costs when you’ve got a concentrated selling period of about eight weeks each year, where a vast majority of your volume comes in. And so I think that there’s multiple ways that carriers are thinking about this, including you’re working with us and the dedicated carrier relationships. So it can be called dedicated, it becomes proprietary, but it’s outsource.
So, I think there’s details missing in what’s been conveyed. And I’m sure that carriers will share more details at the appropriate time, but we’re not seeing any change in our relationships other than they’re getting stronger because we’ve demonstrated that we can perform quality growth activities and do it in a way that enhances customer satisfaction through a reduction in the CTM volumes. So we are earning the trust and confidence of our carrier partners.
Operator: Thank you. There are no further questions at this time. Please proceed.
Fran Soistman: Thank you all very much.
Operator: Thank you. That does conclude our conference for today. Thank you all for participating. You may now disconnect.
