For many years, the insurance industry has been the core pillar of the traveler group. In fact, the name "traveler" comes from the traveler insurance company that Will acquired in 1992. 1996, Will assumed a one-size-fits-all attitude and invested $4 billion to acquire Ittner, a property accident insurance company. In order to avoid the complicated structure of Traveler Group, Sandiwell streamlined several subsidiaries. He transferred the medical insurance company of Traveler Group for a high price of 900 million dollars. He also broke the boundaries of the company, established TAP, and transferred 18% of the company's shares in the public trading of 1996 stock market. In addition, Traveler Group also owns two other insurance companies, one is Traveler Life &; Annuity), the other is Primarica Financial Services, which mainly deals in kitchen utensils safety insurance business. Although * * * is the owner, these two companies are actually strange strange bedfellows. The slogan put forward by Travel Life is: "Once you invest, you will benefit for life." Primareca Financial Services Company also played their slogan tit for tat: "Limited services will give you more investment space." Premarica insurance salesmen everywhere always seize the opportunity to encourage life insurance customers to join their service ranks.

In Will's eyes, Primarika is not only an albatross flying high, but also a classic masterpiece in his business career for decades. At present, there are as many as 90 thousand insurance salesmen working in Primarica, but Will doesn't have to pay them. Like Mary Kay's cosmetics and Amway's washing products, Will's marketing strategy in Primerica is similar to pyramid selling. Each insurance salesman signs a separate contract with their employer and gets paid according to the amount insured by the customer. In this way, Will can build a huge pyramid-shaped marketing network without spending a penny.

When Will first bought Primareca, he was in a state of internal trouble and foreign invasion. The fierce market competition made Primareca difficult, and some salespeople took the opportunity to collude and asked the company to pay them higher remuneration, otherwise they would leave Primareca. The battle-hardened Sandy Will showed extraordinary courage in quelling this chaos. He replaced the senior staff above the manager of all departments in Primarica, and strengthened the professional training and discipline control for the middle and lower level staff. 1993, Primareca's operation began to improve, so it became the most powerful engine of Traveler Group.

Cross-selling within the group is another winning strategy of Will. This practice breaks the departmental boundaries within the group and makes the subsidiaries mutually beneficial in unity and cooperation. On the one hand, Will will give full play to Primarica's huge customer base and seek more development opportunities for advertising loans of commercial credit companies, auto insurance of TAP and mutual funds represented by Smith Barney. On the other hand, he took advantage of Smith Barney's excellent reputation as a financial consultant to recommend the pension plan launched by Traveler's Life Pension Insurance to small business owners. In Will's view, only by understanding customer needs, giving full play to their own advantages and tapping market potential can enterprises be in an invincible position in the fierce industry competition.

Although cross-marketing has expanded the market space for travelers group, the profit it brings is only a drop in the ocean (less than 3%) relative to the total profit of the whole group, and this strategy is by no means Sandy Weil's personal genius. A few years ago, the CEO of American Express bombarded the financial services industry with "cross-marketing", with little effect. Therefore, when Sandy Weill proposed to use this strategy again, it was immediately opposed by many people. The first person to support Will was Peter Lynch (the most famous fund manager on Wall Street), and Lynch always had confidence in Will. As early as 1986, shortly after Will took over the commercial credit company, Lynch entrusted the Magellan Fund he founded to Sandy Will. 1988, when Voyager Group merged with Primarika, the reporter of Wall Street Report wrote a special report, describing the distrust of financial services on Wall Street at that time and the widespread suspicion of "cross-marketing" among peers in the industry. Today, Will made the most powerful counterattack against these prejudices with irrefutable facts. Lynch said: "Sandy always keeps silent in the face of accusations from others. He just walked out the door and continued to do what he wanted to do. "

What's Sandy Will's next step? The information directors of major financial services companies took great pains to find a clue. According to a close friend of Will, "whenever Sandy plans to buy a new company, his weight will increase dramatically. After success, he will soon lose weight. " Now, competitors in the industry should be careful again, because Will's stomach has shown signs of getting fat recently.