Planning for sustainable growth is a balancing act, whether you are in your early years or expanding the business. Your growth may not always follow a certain pattern, which means you may have periodic years of growth. It also means you may have years of stagnancy if you do not systematically prepare for the twists and turns that affect sustainable growth.
Your clients have high expectations of you and your team. The challenge is delivering on a service model that is efficient for all clients while personalizing and enhancing the experience for your top clients.
Your brand is the identity of your firm. It conveys your business values and the value your clients will experience in every interaction with you. Building a brand takes time and requires thoughtful purpose and care to gain loyalty. Your brand needs to connect with clients in a relatable way so you gain their trust. In other words, you need to speak from the clients’ point of view. The following 5 essential elements in building a brand will help you foster loyalty and a more powerful presence in your marketplace.
For many professionals, particularly solo or smaller firms, webinar marketing can seem exciting and overwhelming. If you are the one organizing the event, promoting the event, and garnering registrations that can be a challenge. Many larger firms succeed with webinar marketing because they have a sizable operation for marketing and outreach. When building a game plan for webinar marketing, there are 7 key mistakes you should avoid.
Financial advisors and business professionals have the opportunity to open new niche markets with strategic alliances. Strategic alliances allow you to work with people who share similar values, yet, come from different aspects of planning. Strategic alliances may also allow you to bring additional experiences to clients that might otherwise be out of reach.
If a client or prospect reads your “About Us” page will they think it’s interesting? Your “About Us” page is one of the most important pages on your website. It shows who you are and why people should engage with you. As you craft your company website, social media pages or professional bio, you always want to engage people with the work you do and the value you provide…that’s your core. It’s easy to forget; however, that your team is made up of interesting people. These are the people who your prospects and clients will be interacting with. You want to appeal to your clients’ curiosity. You can make your “About Us” page more interesting and engaging by sharing what makes you and your team…you!
Imagine what your business would look like if you replicated your best clients. You push hard to accomplish goals and improve efficiency, but when you are in a service-oriented industry, such as wealth advisory or insurance, it becomes harder to maintain a high level of personal service. That in turn, makes it harder to grow your overall business.
A tough decision many firms face is whether or not to let go of less-than-profitable clients. It comes down to the business model you want for your future. Some firms will work with any client who wishes to take positive action in their lives, regardless of their profitability to the firm. This can be a successful model, but it may require increased overhead, technology or staff to support the service needs long-term. On the other hand, letting go of less-profitable, lower-tier clients may allow you to provide a more boutique experience for your “A” clients and high-potential relationships and give you time to focus on markets that are appropriate for your business.
Here we discuss 3 sets of Brokerage General Agency (BGA) metrics firms should consider in their annual business planning. In working with BGAs on their business development, there is a set of questions that continually come up during conversations. The first question is usually “How do we go after new markets…particularly supporting wealth advisors?” The second question is often “How do we set ourselves apart in the industry?” The third question, which might be the most important, is “We had a good year, but growth has stagnated, and we are not sure why?” In this last statement, this is where BGA metrics come into play. It is your metrics that can either drive or hinder your growth, depending on which angle you look at them.
There are a new set of rules for approaching financial advisors and professionals, especially in this COVID environment. Clients are demanding more value and a better experience from their advisor. Fee compression is affecting thousands of advisors and advisory firms. Some financial advisors no longer have individual products or insurance lines as a core expertise in their practice. For instance, some advisors have insurance as an ancillary focus, if they have it at all. Some have chosen to focus on other lines or revenue. Broker/dealers and Brokerage General Agencies (BGAs) stand ready, as they always have, to solve these needs and serve as an objective, consultative resource. The advisory landscape has been evolving for decades, and broker/dealers and BGAs have to evolve their marketing and consulting offerings in turn.
Planning for sustainable growth is a balancing act, whether you are in your early years or expanding the business. Your growth may not always follow a certain pattern, which means you may have periodic years of growth. It also means you may have years of stagnancy if you do not systematically prepare for the twists and turns that affect sustainable growth.
Your clients have high expectations of you and your team. The challenge is delivering on a service model that is efficient for all clients while personalizing and enhancing the experience for your top clients.
Your brand is the identity of your firm. It conveys your business values and the value your clients will experience in every interaction with you. Building a brand takes time and requires thoughtful purpose and care to gain loyalty. Your brand needs to connect with clients in a relatable way so you gain their trust. In other words, you need to speak from the clients’ point of view. The following 5 essential elements in building a brand will help you foster loyalty and a more powerful presence in your marketplace.
For many professionals, particularly solo or smaller firms, webinar marketing can seem exciting and overwhelming. If you are the one organizing the event, promoting the event, and garnering registrations that can be a challenge. Many larger firms succeed with webinar marketing because they have a sizable operation for marketing and outreach. When building a game plan for webinar marketing, there are 7 key mistakes you should avoid.
Financial advisors and business professionals have the opportunity to open new niche markets with strategic alliances. Strategic alliances allow you to work with people who share similar values, yet, come from different aspects of planning. Strategic alliances may also allow you to bring additional experiences to clients that might otherwise be out of reach.
If a client or prospect reads your “About Us” page will they think it’s interesting? Your “About Us” page is one of the most important pages on your website. It shows who you are and why people should engage with you. As you craft your company website, social media pages or professional bio, you always want to engage people with the work you do and the value you provide…that’s your core. It’s easy to forget; however, that your team is made up of interesting people. These are the people who your prospects and clients will be interacting with. You want to appeal to your clients’ curiosity. You can make your “About Us” page more interesting and engaging by sharing what makes you and your team…you!
Imagine what your business would look like if you replicated your best clients. You push hard to accomplish goals and improve efficiency, but when you are in a service-oriented industry, such as wealth advisory or insurance, it becomes harder to maintain a high level of personal service. That in turn, makes it harder to grow your overall business.
A tough decision many firms face is whether or not to let go of less-than-profitable clients. It comes down to the business model you want for your future. Some firms will work with any client who wishes to take positive action in their lives, regardless of their profitability to the firm. This can be a successful model, but it may require increased overhead, technology or staff to support the service needs long-term. On the other hand, letting go of less-profitable, lower-tier clients may allow you to provide a more boutique experience for your “A” clients and high-potential relationships and give you time to focus on markets that are appropriate for your business.
Here we discuss 3 sets of Brokerage General Agency (BGA) metrics firms should consider in their annual business planning. In working with BGAs on their business development, there is a set of questions that continually come up during conversations. The first question is usually “How do we go after new markets…particularly supporting wealth advisors?” The second question is often “How do we set ourselves apart in the industry?” The third question, which might be the most important, is “We had a good year, but growth has stagnated, and we are not sure why?” In this last statement, this is where BGA metrics come into play. It is your metrics that can either drive or hinder your growth, depending on which angle you look at them.
There are a new set of rules for approaching financial advisors and professionals, especially in this COVID environment. Clients are demanding more value and a better experience from their advisor. Fee compression is affecting thousands of advisors and advisory firms. Some financial advisors no longer have individual products or insurance lines as a core expertise in their practice. For instance, some advisors have insurance as an ancillary focus, if they have it at all. Some have chosen to focus on other lines or revenue. Broker/dealers and Brokerage General Agencies (BGAs) stand ready, as they always have, to solve these needs and serve as an objective, consultative resource. The advisory landscape has been evolving for decades, and broker/dealers and BGAs have to evolve their marketing and consulting offerings in turn.
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