Clients have become better educated about the principles of investing and the qualities they expect from their advisors, so the need to learn about new tools and processes to meet clients’ demands will only increase in the future. This makes it necessary for advisors to understand which tools and processes are available, and the amount […]
(August 2008) Regardless of their length of time spent in business, their method of revenue generation or the type of services they offer, advisors generally have too much work to do and too little time. As we discussed in earlier columns, unusually successful advisors typically put two activities — business development and client relationship management […]
Regardless of their length of time spent in business, their method of revenue generation or the type of services they offer, advisors generally have too much work to do and too little time. As we discussed in earlier columns, unusually successful advisors typically put two activities — business development and client relationship management — above […]
(June 2008) A thriving services practice does not have the option of running on autopilot but consistent processes are, without doubt, the single biggest contributor to reliable and quality service delivery to clients. Even without superior functionality, the consistent, repeatable and most reliable service will always win — it may not be the best, but […]
(March 2008) Many advisors believe their current modus operandi has been the reason for their success and, consequently, they are reluctant to change any part of their practice. Failing to distinguish between the things contributing to your current level of success and the behaviours that limit, or even detract from, moving to the next level, […]