The document discusses strategies for law firms to enhance their business through non-competitive strategic alliances, emphasizing the importance of relationships with various professional stakeholders. It presents statistics on client sourcing among firms with different revenue levels and outlines best practices for collaboration, goal-setting, and integrating financial services. The findings indicate significant income potential for firms that effectively utilize these alliances in wealth management.

1. Molly Grubb AIF®, CBEC®
How to 4X Your Business
Through Strategic Alliances

2. * Source AES Nation.
75%75.6% of law firms studied with over
$1,000,000 in annual revenue source their
clients through non-competitive professional
relationships. *

3. The Consultative Strategic Alliance Process
Exploratory
Meeting
Key
Stakeholder
Meetings
Strategic
Action Plan
Development
Meeting
Strategic
Action Plan
Presentation
Meeting
Ongoing
Meetings

4. Have the 6 Cs:
• Character
• Chemistry
• Caring
• Competence
• Cost-effectiveness
• Consultative

5. Framing the Pitch
1. People move
towards what
moves away
from them
2. Want what
they can’t have
3. Value what
comes at a
cost

6. Design your model
Wealth
Manager
–
Personal
CFO
SUCCESSFUL
BUSINESS OWENER
Administrative and
tax professionals
Investment
Specialists
Life insurance
Providers
Asset protection authorities
Retirement
experts
Trusts and estates
Lawyers

7. Best
practices
Formalization
Collaboration
Foundation
Layout a Pilot Program

8. I N C O M E
Source Less than $300,000 $300,000 to 600,000 $1 million or more Weighted average
Clients 78.9% 62.7% 14.6% 68.5%
Noncompeting
professionals
6.0% 14.9% 75.6% 15.6%
Personal contacts 7.6% 13.4% 0.0% 7.8%
Third-party events 3.2% 4.5% 9.8% 4.2%
Firm-organized events 1.6% 3.0% 0.0% 1.7%
2.7% 1.5% 0.0% 2.2%AES Nation Exhibit 7.1
Sourcing the Majority of Their Wealthy Clients
(previous three years)

9. 1.Economic Glue
Wealth Management Revenue Potential for ACME CPA Firm
ACME CPA’s annual accounting revenue $5,000,000
Estimated investable assets of ACME CPA’s
clients
$500,000,000
Assets to be converted to wealth management
process (25 percent of total estimated investable
assets)
$125,000,000
ACME CPA’s annual revenue
(25 percent of asset management fees) $312,500
ACME CPA’s annual asset management fee of
1.0 percent
$1,250,000

10. Best practices
2. Set Goals1. Write Out
Introduction
3. Determine
frequency

11. 2003 Revenue
(Average)
2004 Projected Revenue
(Average)
Projected Increase from
2003 to 2004
Smaller firms with in-house
financial services
$392,000 $546,000 39.3%
Larger firms with in-house
financial services
$718,000 1,037,000 44.4%
Smaller firms using outside
financial services providers
$834,000 $1,359,000 62.9%
Larger firms using outside
financial services providers
$1,241,000 $2,451,000 97.5%
Milestones
N= 394 CPA firms. Source; CEG worldwide
EXHIBIT
4
Gross Revenue per Firm from Financial Services (by segment)

12. 740-507-4244
Molly@GrubbWealth.com
Molly M. Grubb AIF®, CBEC®