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Summary: Most people who provide financial advice self-identify on their websites and business cards as professionals: as advisers, planners or (popular with the brokerage firms) vice presidents of investments. And I think because most of these people provide at least some level of financial analysis for their customers, they’ve convinced themselves that their primary activity is advice rather than sales.
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Summary: By now, some 45 years after the creation of financial planning and the independent advisory industry, virtually all advisory firm owners are well aware of the theory of “niche marketing.” The idea is to pick a specific niche or niches of clients to serve, such as doctors or corporate executives, vineyard owners, owners of dry cleaners, etc. — the more specific the niche, the better.
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Summary: According to a new research report from Practical Perspectives, the traditional wholesaler/advisor model that has been highly successful in mining and developing other distribution channels such as wirehouse or independent broker-dealers has shown to be less useful with registered investment advisors (RIAs).
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Summary: As the financial advice industry continues to evolve at a rapidly increasing pace, the role of the CEO becomes even more critical. Yet, as a business coach, I often see advisory firms struggle with making the shift from being an advisor-led firm to one run by professional management.
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Summary: Mark Tibergien writes this month that financial services professionals “lack a venue to showcase what we do and to generate enthusiasm for our world.” Out of modesty, Tibergien didn’t mention that a program he began at his own Michigan high school nearly 10 years ago has created just such a venue that may be part of the solution.
