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Advisors have a relatively brief window of time to communicate their value to prospective clients. This means advisors must communicate both their services and values within a very limited – and not always synchronous – span of time. Ultimately, refining an advisor's messaging is an ongoing and iterative process.
There's an old joke in the financial planning industry that the ideal client is "anyone with a pulse". However, as their firms mature, advisors often notice a divide manifesting between newer clients paying higher fees and 'legacy clients' from the early days paying discounted rates. take a physical and emotional toll.
This fee confidence gap has large ramifications in the long term, as firms with higher revenues can reinvest in growth – with hiring, marketing, and process improvements – that enhance their value proposition and attracts more prospective clients. Have clients described the advice as "life-changing"? Read More.
Early in a firm's life cycle, a founder might take on nearly any client (and their fees) just to generate enough revenue to 'keep the lights on'. However, as the firm grows, some of those early clients may no longer be profitable to serve – especially if they generate lower fees than newly onboarded clients.
During periods of market volatility, it's common for financial advisors to receive calls from clients who are nervous about what a steep market decline might mean for their portfolio and long-term financial goals. But even when a client agrees with the reasoning in the moment, the anxiety often lingers.
During periods of market volatility, it's common for financial advisors to receive calls from clients who are nervous about what a steep market decline might mean for their portfolio and long-term financial goals. But even when a client agrees with the reasoning in the moment, the anxiety often lingers.
bonddad.blogspot.com) Earlier on Abnormal Returns Adviser links: loving clients' problems. (sherwood.news) Economy Bubbles often leaving interesting stuff behind. awealthofcommonsense.com) The November ISM manufacturing index remains weak-ish. abnormalreturns.com) What you missed in our Sunday linkfest.
New research from WealthManagement.com's WMIQ suggests firms are inhibiting growth by minimizing, and in many cases mishandling, marketing and clientcommunications.
In the 157th episode of Kitces & Carl , Michael Kitces and clientcommunication expert Carl Richards discuss how advisors can alleviate a prospect's anxiety by setting clear expectations for the introductory meeting – both in terms of logistics and emotional preparedness. Read More.
peterlazaroff.com) The biz Charles Schwab ($SCHW) wants your high net worth clients for itself. investmentnews.com) Practice management RIAs can, and should, segment their clients. riabiz.com) Five ways to boost your business in 2025 including 'Proactive communication.' riabiz.com) Advisers Why clients change financial advisers.
Investment advisers are fiduciaries that owe a duty of care and loyalty to their clients. One component of this duty of care is an obligation to seek best execution of client securities transactions. The SEC, in its interpretive release, sets an expectation of "periodic and systematic evaluation" (i.e.,
New financial advisors often start with below-market fees – sometimes to build confidence that prospects will actually pay, other times to attract clients quickly and establish a base. And while new clients often come in at higher fees, early clients may still be paying well below the firm's current rates.
Monte Carlo simulations have become a central method of conducting financial planning analyses for clients and are a feature of most comprehensive financial planning software programs. the Great Depression or the Global Financial Crisis), showing clients when and to what degree spending cuts would have been necessary.
The necessity of fee increases entails a certain amount of pain for monthly-fee advisors since each conversation around raising fees creates the possibility of pushback from clients that could put a strain on the client-advisor relationship. Read More.
Jump, Zeplyn and Zocks, which can all capture meeting notes and create summaries, help generate clientcommunications and trigger service actions, have now been integrated with the AdvisorEngine platform.
In these moments, the conversations that advisors have with their clients play a crucial role in helping clients maintain perspective, avoid emotional decisions, and stay committed to their long-term financial plans. Instead, allowing them to fully voice their fears can build trust and help them feel understood. Read More.
In the 154th episode of Kitces & Carl, Michael Kitces and clientcommunication expert Carl Richards discuss the opportunities and limitations of AI in financial advice, exploring how technology can enhance advisors' work and where its boundaries lie. Instead, they demand thoughtful conversations rooted in the client's values.
What's unique about Libby, though, is how she has created a system for onboarding clients (based on her experience as a coach and as a financial advisor herself) that demonstrates a firm's professionalism, reduces points of friction, and shows personal touches, that together can drive client referrals after just their first 100 days with the firm.
Paul is the CEO of More Clients More Fun, a marketing company that helps financial advisors conceptualize and publish their own book in a consolidated 6-week process. Welcome everyone! Welcome to the 417th episode of the Financial Advisor Success Podcast ! My guest on today's podcast is Paul G McManus. Read More.
In recent years, financial advice has expanded beyond spreadsheets and technical strategies to consider the behavioral and emotional factors driving clients’ relationships with money. At the same time, advisors’ personal money stories may serve as a magnet for like-minded clients – and an asset to the relationship.
Young advisors may feel – and face – an extra burden to prove their expertise to clients. After all, it can feel odd to create an estate plan that will impact a client’s grandchildren… when those grandchildren may be older than the advisor themselves! or "Do you have any questions about what we’ve covered?")
True personalization means taking the time to understand your clients' preferred learning styles and communication preferences to lay the foundation for fruitful dialogue, genuine comprehension of your advice, and ultimately, sound decision-making and action by the client.
But delivering those recommendations in a way that clients can understand and act on is a separate skill. Because when advice is clear and comprehensible, clients are more likely to act on it and gain peace of mind from knowing there's a well-considered strategy in place! Fortunately, advisors don't need to start from scratch.
Reviewing both current marketing efforts and aspirational goals for client engagement can help advisors determine where outsourcing may add the most value. Advisors may also want to consider a contractor's communication style and marketing philosophy to assess compatibility with the firm's values.
Over the past few decades, advicers have used Monte Carlo analysis tools to communicate to clients if their assets and planned level of spending were sufficient for them to realize their goals while (critically) not running out of money in retirement.
As a result, when advisors are tasked with (re-)educating clients about the potential consequences of financial decisions, there may be a disconnect between potential risk and what a client actually experiences. So how can advisors help clients understand dangers they haven't personally encountered?
It's natural for advisors to begin discovery meetings by asking questions about a client's current financial situation – understanding cash flow, debt, investments, risk tolerance, or even the burning tax concern that brought them to the advisor's door in the first place is crucial for financial planning.
While financial advisors offer valuable services for their clients, it can sometimes be challenging to gauge how much clients actually value those services. On one hand, a client's willingness to pay an ongoing fee for financial advice suggests that they find the advisor's services worthwhile.
Which could prove to be a boon for the financial advice industry as more consumers are willing to entrust their assets to an advisor (while at the same time possibly making it tougher for some advisors to differentiate themselves primarily by how they put their clients' interests first?). Read More.
barrons.com) Advisers Don't discount the power of the Fidelity, Vanguard and Schwab brands to potential clients. (downtownjoshbrown.com) Ritholtz Wealth Management continues to grow without acquisitions. riabiz.com) Advisory firm profitability and how affiliate fees play a role.
Advisors spend a lot of time crafting their financial advice recommendations – and how they deliver those recommendations – for their clients. These ultra-personalized suggestions are central to what makes financial advice valuable and can have a significant impact on a client's life. or "How can I be helpful here?"
Kevin is the CEO of Connecticut Wealth Management, an RIA based in Farmington, Connecticut, that oversees approximately $4 billion in assets under management for 1,100 client households. My guest on today's podcast is Kevin Leahy.
The organization’s “competency model” will focus on six areas, including clientcommunication, leadership and professionalism, with a self-assessment and access to webinars and other tools.
Recession Concerns & Market Volatility: How Financial Advisors Should Communicate With Clients As financial advisors , youre well aware that so far the 2025 financial market has been more unpredictable than a toddler. Why Proactive Communication Matters If theres one thing more unpredictable than the markets, its human emotion.
By Antoinette Tuscano, MDRT senior content specialist You can be an outstanding financial advisor; however, youre still out of business without clients. In these top videos posted on MDRTs YouTube channel in 2024, learn how MDRT members communicate and work with clients.
For many years, the traditional career track for financial advisors has been an 'eat what you kill' model – where advisors must independently find, convert, and manage their own clients. As such, it isn't uncommon for an advisor's first few years to be characterized by long hours, high rejection rates, and low pay.
Which reflects similar results from recently released Kitces Research on Advisor Productivity, which found that asset-based fees are used by 92% of surveyed advisory teams (and are the primary revenue source for 86% of respondents), with 42% using hourly or project fees, 37% offering retainer or subscription fees, and 34% receiving commissions (with (..)
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