Behavioural Finance teaches us that 95% of decisions are made subconsciously. Investment Advisors who understand the biases that shape decision-making have an opportunity to leverage their support staff to make this work to their advantage.
Financing Your Business: When and How to Use Debt and Equity
This presentation discusses the importance of managing debt and equity for business growth. It covers different types of debt and equity, including loans, lines of credit, stock options, and how they work. Key metrics like working capital are discussed to measure financial health. Maintaining open relationships with lenders and getting advising are recommended to plan financing strategies and prepare for different scenarios that may impact the business. Tools like financial dashboards can help track trends to keep goals on track.
The document outlines an agenda for a growth acceleration workshop. The key objectives are to understand growth as a default option, discuss various growth choices and approaches, and examine case studies and examples. The agenda includes an introduction, discussion of growth architecture and application through a case study. Unconventional approaches and successful management techniques will also be discussed. The workshop format aims to be informal yet structured, with open discussion and flexibility to change emphasis.
Presentation at the European Pension Fund Investment Forum (EPFIF), September 4, 2012, The Hague. The presentation covers how unearthing investment beliefs helps improve investment governance, but poorly thought out or implemented investment beliefs challenge the organisation as well.
Executive Offices (pensioenbureaus) of Pension Fundsaslager
Presentation about the emergence, role and challenges of Executive Office at the Benelux Institutional Investors Roundtable, in Noordwijk, April 27, 2012
As founder/president/chief-bottle washer - What questions should you be answering about your small business in these uncertain times to keep your eye on the horizon? Going back to business plan 101 – but this time with COVID!
Financial Concerns for Board Members MW Caryn Ryan
This document discusses financial concerns for board members. It begins by stating that one key responsibility of board members is making decisions regarding an organization's finances. Board members must help navigate different life cycles and complexity levels. The rest of the document provides guidance on financial roles, fiduciary responsibilities, understanding financial statements, asking the right questions, and establishing financial committees. It also outlines specific financial concerns depending on what stage of the organizational life cycle an organization is currently in.
Financing Your Business: When and How to Use Debt and Equity
This presentation discusses the importance of managing debt and equity for business growth. It covers different types of debt and equity, including loans, lines of credit, stock options, and how they work. Key metrics like working capital are discussed to measure financial health. Maintaining open relationships with lenders and getting advising are recommended to plan financing strategies and prepare for different scenarios that may impact the business. Tools like financial dashboards can help track trends to keep goals on track.
The document outlines an agenda for a growth acceleration workshop. The key objectives are to understand growth as a default option, discuss various growth choices and approaches, and examine case studies and examples. The agenda includes an introduction, discussion of growth architecture and application through a case study. Unconventional approaches and successful management techniques will also be discussed. The workshop format aims to be informal yet structured, with open discussion and flexibility to change emphasis.
Presentation at the European Pension Fund Investment Forum (EPFIF), September 4, 2012, The Hague. The presentation covers how unearthing investment beliefs helps improve investment governance, but poorly thought out or implemented investment beliefs challenge the organisation as well.
Executive Offices (pensioenbureaus) of Pension Fundsaslager
Presentation about the emergence, role and challenges of Executive Office at the Benelux Institutional Investors Roundtable, in Noordwijk, April 27, 2012
As founder/president/chief-bottle washer - What questions should you be answering about your small business in these uncertain times to keep your eye on the horizon? Going back to business plan 101 – but this time with COVID!
Financial Concerns for Board Members MW Caryn Ryan
This document discusses financial concerns for board members. It begins by stating that one key responsibility of board members is making decisions regarding an organization's finances. Board members must help navigate different life cycles and complexity levels. The rest of the document provides guidance on financial roles, fiduciary responsibilities, understanding financial statements, asking the right questions, and establishing financial committees. It also outlines specific financial concerns depending on what stage of the organizational life cycle an organization is currently in.
This document provides an overview of strategic planning in uncertain economic times. It discusses how the traditional strategic planning framework of 3-5 year horizons, annual reviews, and comprehensive printed plans is outdated. The new normal requires agility, short-term objectives, frequent updates, scenario planning, and risk management. It provides tips for businesses to prepare, including clarifying their vision, understanding their numbers and industry, identifying economic drivers, transferring risk, and using rolling forecasts. Strategic planning now emphasizes adapting to changes and minimizing vulnerabilities.
The document provides an overview of effective non-profit board training. It covers the roles and responsibilities of board members and officers, governance practices like bylaws and strategic planning, oversight of grants and finances, and developing organizational policies. The training agenda includes topics such as board structure, compliance, decision-making processes, and best practices to ensure boards function well.
The document outlines key traits of successful entrepreneurs such as being focused, autonomous, and risk-taking. It recommends that startups solve problems that people are willing to pay for. Additionally, it discusses business structures like sole proprietorships and LLCs. Finally, it describes important financial documents like income statements, balance sheets, and cash flow statements that are useful for understanding the financial health of a company.
Various hints & tips aroundSolution Selling (January 2014)Eric Van 't Hoff
The document provides an overview of the sales process for selling solutions. It describes 6 phases for taking a potential client through: qualification, needs assessment, solution design, solution scoping, proposal, and finalizing the contract. It also discusses analyzing the business potential of prospects by creating and updating an account plan. An effective account plan would contain information about the client's business and infrastructure profiles, objectives, the company's position, and a sales plan. The activities in each sales phase should aim to answer 4 key questions to progress the client to the next stage. Different approaches are needed to obtain answers to these questions. The document also provides templates and examples to help define solutions that address client pains and shifting buyer concerns throughout the sales process.
The document discusses "The Great Reset" occurring in venture capital investing. It notes that most VC respondents expect valuations and financing timelines to decrease in 2016, with some expecting "significant" declines. This reset will mean private companies face harder access to capital, longer financing timelines, and higher bars to receive financing. The best approach for companies is to focus on profitability and cash generation, tighten costs, manage growth realistically, and extend their runway without relying on future funding rounds. Overall the reset requires companies to prove their fundamental value through cash generation rather than theoretical growth projections.
This document discusses how managers can create and destroy value during times of crisis. It provides background on the current economic crisis and its causes such as risky derivatives and short-term compensation structures. It also examines the impacts on Central and Eastern Europe. While initial reactions tend to focus on defensive restructuring, the document argues that companies must also defend and grow their business through actions like managing their top line, reconsidering their business model, and reducing customer risks. It stresses that effective crisis leadership requires facing reality, adopting a positive mindset, and building trust.
How banks make lending decisions...
How to manage the banking relationship...
Renewing your relationship...
Financial projections drive your banking
relationship...
Other lenders or sources of money...
Glossary of banking terms...
Discover how to unlock the most powerful tool in your saleskit - "stories" with Eleece Quilliam, National Manager of Invesco Consulting Australia.
Learn from Eleece how highly-effective advisers use 'StorySelling' to help them establish stronger personal connections and convert more prospects.
Tcn Pitching The Plan Roundtable 1 12 10 Halpern DeckJeremy Halpern
This document provides guidance on strategic financing plans and pitching plans to investors. It discusses determining how much capital to raise initially and in the future to fund business needs. It also covers dilution impacts, credibility with investors, the fundraising sales process, marketing materials, pitch deck organization and content, and presenting to investors. Key recommendations include raising the least capital needed, being forthright about risks and unknowns, and tailoring materials for specific investors while maintaining consistency.
The document describes the portfolio management process of FAI Advisors. It involves 6 steps: 1) A risk assessment to understand the client's risk tolerance. 2) A meeting to build confidence and understand the client's relationship with money. 3) Developing a strategic portfolio design. 4) Creating a portfolio blueprint. 5) Efficiently transitioning the client's assets. 6) Establishing an ongoing review process to ensure the client's needs are met. The goal is to provide comprehensive planning and management of the client's portfolio.
The document discusses five common barriers to innovation: inadequate funding, risk avoidance, organizational "silos", time commitments, and incorrect measures of success. It provides questions to consider for each barrier and potential strategies to overcome them, such as leveraging networks, prototyping ideas, and expanding what is measured. The overall message is that understanding barriers and involving stakeholders can help ensure innovations are supported and their full value realized.
The five step guide to financing recruitment business growthOutsauce
Make the most informed decisions on your journey to business growth.
Find out:
How to prepare for success
The pros and cons of every funding option
The unique benefits of factoring and invoice discounting
The power of corporate finance
Tips to take it to the next level - including acquiring another business and selling your agency
The Art of War: Strategies for Managing Unsolicited Offers and Proxy Contests Now Dentons
The document summarizes strategies for responding to unsolicited offers and proxy contests. It recommends taking prompt action to retain advisers, research the opposition, and develop clear messaging. When responding to an offer, companies should say they will respond later, avoid premature evaluations, and carefully formulate a response while documenting all deliberations. Proxy contests are increasing, and dissidents have been effective at enacting board change with well-planned campaigns. Regular shareholder engagement and monitoring are important to avoid becoming a takeover target.
2008-09 - MOMOSYD - 3 Australia - Sheen Yap - Creating Great User Experiencemomosyd
Sheen Yap, Head of User Experience and Creative Services at 3 Mobile Australia, wrote about creating great user experiences. He notes that as goods and services become commoditized, customer experiences will matter most. He discusses characteristics of a great user experience, including being usable, quick, relevant, seamless, easy to use, fun, natural, intuitive, end-to-end integrated, providing utility and service in an invisible manner, being interactive, having clear design aesthetics, creating an enjoyable and engaging journey, being smooth with simple access and findability, providing instant and great information architecture, and being transparent, customized, immersive, cognitive, useful, beautiful, and personal and user-centered while also being efficient,
Creating a Great User Experience in SharePointSPC Adriatics
This document provides a summary of Marc Anderson's background and expertise. Marc is the Co-Founder and President of Sympraxis Consulting LLC located in Newton, MA. He has over 30 years of experience in technology consulting and software development. He is also the author of the popular SPServices library and was awarded a Microsoft MVP award for several years. The document outlines Marc's focus on enabling collaboration using SharePoint and highlights some of his areas of expertise including customizing SharePoint and improving the user experience.
Presentation from The Making of Meaning: The Designed Experience on 29 April 2015 at The Members Bar at Royal Festival Hall Southbank Centre London. Products designs go nowhere due to the complex nature of the discovery phase of a startup. Hence it's important for the right product to fit into the right market, and created by the right team.
Presentation from putitout event at Decoded London. Outlines the change to product development process to test ideas early through Lean and UX methods.
This document provides an overview of strategic planning in uncertain economic times. It discusses how the traditional strategic planning framework of 3-5 year horizons, annual reviews, and comprehensive printed plans is outdated. The new normal requires agility, short-term objectives, frequent updates, scenario planning, and risk management. It provides tips for businesses to prepare, including clarifying their vision, understanding their numbers and industry, identifying economic drivers, transferring risk, and using rolling forecasts. Strategic planning now emphasizes adapting to changes and minimizing vulnerabilities.
The document provides an overview of effective non-profit board training. It covers the roles and responsibilities of board members and officers, governance practices like bylaws and strategic planning, oversight of grants and finances, and developing organizational policies. The training agenda includes topics such as board structure, compliance, decision-making processes, and best practices to ensure boards function well.
The document outlines key traits of successful entrepreneurs such as being focused, autonomous, and risk-taking. It recommends that startups solve problems that people are willing to pay for. Additionally, it discusses business structures like sole proprietorships and LLCs. Finally, it describes important financial documents like income statements, balance sheets, and cash flow statements that are useful for understanding the financial health of a company.
Various hints & tips aroundSolution Selling (January 2014)Eric Van 't Hoff
The document provides an overview of the sales process for selling solutions. It describes 6 phases for taking a potential client through: qualification, needs assessment, solution design, solution scoping, proposal, and finalizing the contract. It also discusses analyzing the business potential of prospects by creating and updating an account plan. An effective account plan would contain information about the client's business and infrastructure profiles, objectives, the company's position, and a sales plan. The activities in each sales phase should aim to answer 4 key questions to progress the client to the next stage. Different approaches are needed to obtain answers to these questions. The document also provides templates and examples to help define solutions that address client pains and shifting buyer concerns throughout the sales process.
The document discusses "The Great Reset" occurring in venture capital investing. It notes that most VC respondents expect valuations and financing timelines to decrease in 2016, with some expecting "significant" declines. This reset will mean private companies face harder access to capital, longer financing timelines, and higher bars to receive financing. The best approach for companies is to focus on profitability and cash generation, tighten costs, manage growth realistically, and extend their runway without relying on future funding rounds. Overall the reset requires companies to prove their fundamental value through cash generation rather than theoretical growth projections.
This document discusses how managers can create and destroy value during times of crisis. It provides background on the current economic crisis and its causes such as risky derivatives and short-term compensation structures. It also examines the impacts on Central and Eastern Europe. While initial reactions tend to focus on defensive restructuring, the document argues that companies must also defend and grow their business through actions like managing their top line, reconsidering their business model, and reducing customer risks. It stresses that effective crisis leadership requires facing reality, adopting a positive mindset, and building trust.
How banks make lending decisions...
How to manage the banking relationship...
Renewing your relationship...
Financial projections drive your banking
relationship...
Other lenders or sources of money...
Glossary of banking terms...
Discover how to unlock the most powerful tool in your saleskit - "stories" with Eleece Quilliam, National Manager of Invesco Consulting Australia.
Learn from Eleece how highly-effective advisers use 'StorySelling' to help them establish stronger personal connections and convert more prospects.
Tcn Pitching The Plan Roundtable 1 12 10 Halpern DeckJeremy Halpern
This document provides guidance on strategic financing plans and pitching plans to investors. It discusses determining how much capital to raise initially and in the future to fund business needs. It also covers dilution impacts, credibility with investors, the fundraising sales process, marketing materials, pitch deck organization and content, and presenting to investors. Key recommendations include raising the least capital needed, being forthright about risks and unknowns, and tailoring materials for specific investors while maintaining consistency.
The document describes the portfolio management process of FAI Advisors. It involves 6 steps: 1) A risk assessment to understand the client's risk tolerance. 2) A meeting to build confidence and understand the client's relationship with money. 3) Developing a strategic portfolio design. 4) Creating a portfolio blueprint. 5) Efficiently transitioning the client's assets. 6) Establishing an ongoing review process to ensure the client's needs are met. The goal is to provide comprehensive planning and management of the client's portfolio.
The document discusses five common barriers to innovation: inadequate funding, risk avoidance, organizational "silos", time commitments, and incorrect measures of success. It provides questions to consider for each barrier and potential strategies to overcome them, such as leveraging networks, prototyping ideas, and expanding what is measured. The overall message is that understanding barriers and involving stakeholders can help ensure innovations are supported and their full value realized.
The five step guide to financing recruitment business growthOutsauce
Make the most informed decisions on your journey to business growth.
Find out:
How to prepare for success
The pros and cons of every funding option
The unique benefits of factoring and invoice discounting
The power of corporate finance
Tips to take it to the next level - including acquiring another business and selling your agency
The Art of War: Strategies for Managing Unsolicited Offers and Proxy Contests Now Dentons
The document summarizes strategies for responding to unsolicited offers and proxy contests. It recommends taking prompt action to retain advisers, research the opposition, and develop clear messaging. When responding to an offer, companies should say they will respond later, avoid premature evaluations, and carefully formulate a response while documenting all deliberations. Proxy contests are increasing, and dissidents have been effective at enacting board change with well-planned campaigns. Regular shareholder engagement and monitoring are important to avoid becoming a takeover target.
2008-09 - MOMOSYD - 3 Australia - Sheen Yap - Creating Great User Experiencemomosyd
Sheen Yap, Head of User Experience and Creative Services at 3 Mobile Australia, wrote about creating great user experiences. He notes that as goods and services become commoditized, customer experiences will matter most. He discusses characteristics of a great user experience, including being usable, quick, relevant, seamless, easy to use, fun, natural, intuitive, end-to-end integrated, providing utility and service in an invisible manner, being interactive, having clear design aesthetics, creating an enjoyable and engaging journey, being smooth with simple access and findability, providing instant and great information architecture, and being transparent, customized, immersive, cognitive, useful, beautiful, and personal and user-centered while also being efficient,
Creating a Great User Experience in SharePointSPC Adriatics
This document provides a summary of Marc Anderson's background and expertise. Marc is the Co-Founder and President of Sympraxis Consulting LLC located in Newton, MA. He has over 30 years of experience in technology consulting and software development. He is also the author of the popular SPServices library and was awarded a Microsoft MVP award for several years. The document outlines Marc's focus on enabling collaboration using SharePoint and highlights some of his areas of expertise including customizing SharePoint and improving the user experience.
Presentation from The Making of Meaning: The Designed Experience on 29 April 2015 at The Members Bar at Royal Festival Hall Southbank Centre London. Products designs go nowhere due to the complex nature of the discovery phase of a startup. Hence it's important for the right product to fit into the right market, and created by the right team.
Presentation from putitout event at Decoded London. Outlines the change to product development process to test ideas early through Lean and UX methods.
O documento discute os mindsets fixo e de crescimento. O mindset fixo acredita que habilidades são fixas, enquanto o de crescimento vê o potencial de desenvolvimento através do esforço. O mindset de crescimento promove aprendizado, persistência e reconhecimento dos próprios limites como passíveis de expansão.
The document outlines seven elements of a success mindset: 1) Desire, with motivation coming from a burning desire to achieve a purpose. 2) Commitment and integrity in keeping commitments. 3) Responsibility in accepting responsibilities, taking risks, and determining one's own destiny. 4) Hard work, as excellence requires preparation and sacrifice. 5) Positive believing through preparation and confidence. 6) The power of persistence in finishing what one starts through commitment and determination of purpose. 7) Pride of performance in taking pride in one's best work with humility.
This document is the consolidated statement of financial condition for Van Kampen Funds Inc. as of May 31, 2008. It lists the company's assets (including cash, investments, and receivables) and liabilities (including payables and borrowings). The largest assets are cash and investments in US government securities, and the largest liabilities are payables to customers and brokers. It also provides notes on related party transactions, fair value measurement policies, and valuation techniques.
cardinal health Conference Call Presentationfinance2
This document contains the key details from Cardinal Health's Q1 FY2009 investor call on October 29, 2008. It discusses Cardinal's financial results for Q1, including revenue of $24.3 billion (up 11% year-over-year) and operating earnings of $426 million (down 13% year-over-year). It also provides updates on Cardinal's Healthcare Supply Chain Services and Clinical and Medical Products segments. The document outlines Cardinal's financial goals for FY2009 and assumptions, and addresses questions from analysts on the call.
This document is McKesson Corporation's quarterly report filed with the SEC for the quarter ended June 30, 2006. It includes McKesson's condensed consolidated financial statements and notes for the quarter, as well as information on acquisitions, discontinued operations, and share-based compensation. In the quarter, McKesson acquired several companies including D&K Healthcare Resources and Medcon for a total of $561 million, and sold its subsidiary McKesson BioServices for $63 million. McKesson also adopted SFAS No. 123(R) for share-based payment accounting.
In this talk from DevCon TLV we covered:
● The power of HTML5 APIs and how you can use them in your next modern Web Apps.
● On the server side how you can use: Google Cloud Endpoints to scale your API and gain more productivity.
● We did some live Demos and talked about Big Query interfaces.
UC Davis EVE161 Lecture 16 by @phylogenomicsJonathan Eisen
The document appears to be slides from a lecture on microbial phylogenomics given by Jonathan Eisen at UC Davis in winter 2014. It discusses using metagenomic shotgun sequencing and phylogenetic analysis of marker genes to study microbial diversity and classify unknown microbes from environmental samples without reference genomes. Specifically, it describes using this approach to study the bacterial symbionts of the glassy-winged sharpshooter, which transmits a plant pathogen.
- Cardinal Health reported first quarter results for fiscal year 2007, with revenue increasing 11% to $21.4 billion and earnings from continuing operations rising 26% to $300 million.
- Key drivers of growth included strong performance in the Healthcare Supply Chain Services-Pharmaceutical segment due to higher generic drug sales and expense controls. The Medical Products Manufacturing segment also had solid results.
- For fiscal year 2007, Cardinal Health reiterated its outlook for non-GAAP diluted EPS from continuing operations to be in the range of $3.50 to $3.70.
20130821 Mozilla Badges OpenCall with AccreditrustEric Korb
This document discusses digital badge curation and verification services. It addresses concerns about integrating badges into learning management systems like Canvas, including who can issue badges, how to prevent "badge inflation", what technology exists to issue badges, where badge data will be stored, and how to address FERPA concerns. It also describes a proposed fully integrated badging system for Canvas called BadgeSafe, which would use LTI integration, a Canvas API, and Mozilla Backpack exporting. The presentation raises the idea of a national archive for preserving records of badges, providers, and badges that have been issued.
Techserv provides ISO 9001 consulting services to help organizations implement quality management systems. They take a practical, collaborative, and effective approach in four phases: process study and design, QMS design and documentation, implementation and training, and certification. Their goal is to help clients understand requirements, design customized solutions, and achieve certification to improve processes, communication, consistency, and customer trust.
O documento discute como os dois hemisférios do cérebro (esquerdo e direito) são responsáveis por funções diferentes e como ativar o hemisfério direito é importante para estimular a criatividade e gerar novas ideias. O lado esquerdo é mais lógico e analítico enquanto o direito é mais intuitivo e criativo, sendo este último responsável pela maioria das melhores ideias das pessoas. É recomendado realizar atividades não relacionadas ao trabalho para ativar o hemisfério direito, como caminhar, ouvir música e meditar
Northern Anne Arundel County Chamber Balancing Finances During Emotional TimesKelly Leonard
The document summarizes a presentation given by Kelly Leonard of Taylor-Leonard Corporation titled "Balancing Finances During Emotional Times". The presentation discussed strategies for financial measurement and management, achieving market growth, working through a business slowdown, and effectively reducing business costs. It provided tools like balance sheets, income statements, and cash flow statements for financial measurement and discussed tactics like activity-based costing, creating new income streams, and customer segmentation. The presentation also suggested reducing costs through exploring alternative labor sources, bartering, renegotiating contracts, improving processes, and advance purchasing.
DNA Behavior International is a global behavioral sciences firm established in 2001 to provide innovative online behavioral management solutions.
We use validated behavioral
insights for enabling the delivery of meaningful employee and client experiences customized to their unique style.
The Wealth-Apprentice™, a revolutionary approach to creating wealth that fundamentally alters people\'s thinking and behaviour towards money, making financial freedom an inevitable outcome in their lives.
The document summarizes the five principles of effectuation used in entrepreneurial thinking: 1) Bird in hand - leverage existing means and resources, 2) Affordable loss - assess downside risks, 3) Lemonade - leverage unexpected opportunities, 4) Crazy quilt - build partner networks to co-create outcomes, and 5) Pilot in the plane - focus on actions that directly influence outcomes. It discusses each principle and questions whether entrepreneurs can accurately estimate risks and opportunities or if more caution is needed in new ventures given high failure rates.
Practical Strategies to Address the Top 10 Issues Facing Banks TodayIntegrity Solutions
Ideas to shift from a transactional to a customer-focused culture and relationship-based selling. Five qualities of a customer-centered culture. Four questions to gauge where your organization is today.
2010 BDPA Natl Tech Conf Presentation Turning A Business Crisis Into A Reve...MJD Management Group
The workshop provides the audience with the opportunity to learn how to successfully resolve customer crises and how to position to facilitate sales after the crisis situation has been resolved.
The document provides advice for entrepreneurs on starting and growing a business from idea to reality. It discusses that most decisions are made with imperfect information, and that passion is the most important trait for success. It emphasizes the importance of sales and marketing from the beginning. It also notes that having a "Plan B" can undermine success, and that inspiration comes from peer groups rather than friends and family initially. Confidence and thinking outside the box are also important qualities.
This document discusses improving organizational performance through changing mindset. It notes that individual thinking and mindset drives behaviors, strategies, culture and growth. Changing the stories or beliefs that people tell themselves can change performance. Limiting beliefs about things like unrealistic goals or lack of time negatively impact banks, while empowering beliefs about finding solutions can increase growth, innovation and goal achievement. Data shows that adaptive, high-performing cultures outperform those with non-adaptive cultures. The document provides strategies for aligning mindsets through vision, leadership, addressing limiting beliefs, and optimizing thinking through education. It emphasizes the importance of culture and discusses case studies of banks that improved performance by transforming culture and mindsets.
The document outlines Ed Nolan's responsibilities and activities as a business development role, including surfacing leads, managing opportunities, coordinating team activities, and directly pursuing and closing business. It provides strategies and tactics for acquiring new business and growing existing business. Metrics include targets for pipeline growth, sales, and headcount. Annual sales forecasts show projections for hitting quota and stretching goals.
The document outlines Ed Nolan's responsibilities and activities as a business development role, including surfacing leads, managing opportunities, coordinating team activities, engaging in strategic dialogues, and directly participating in pursuits, proposals, and closing business. It also provides strategies and tactics for acquiring new business and growing existing business, such as prospecting, creating touchpoint programs, and prospecting within current customers. Finally, it establishes goals and metrics for Ed's first 30, 60, and 90 days, including client visits, deal closure targets, and pipeline and revenue benchmarks.
The document outlines Ed Nolan's responsibilities and activities as a business development role, including surfacing leads, managing opportunities, coordinating team activities, and directly pursuing and closing business. It provides strategies and tactics for acquiring new business and growing existing business. Metrics include targets for pipeline growth, sales, and headcount. Annual sales forecasts show projections for meeting, exceeding, and stretching quotas.
The document discusses how changing mindset can improve organizational performance and profitability. It provides examples of how shifting from a limiting mindset to a liberating mindset can positively impact employee behavior, strategy, growth and culture. Specifically, it summarizes the experience of Midland States Bank, where changing the culture narrative from "we're just a small town bank" to "We are Best Bankers, creating dynamic relationships through innovative solutions" led to a 44% growth in culture and 45% increase in profit in the first year. The document advocates using techniques from neuroscience to engage employees, build collective intelligence, and optimize performance by mitigating threats to change.
Understanding how the mind can help or hinder investment successRavi Abeysuriya
This document provides an overview of behavioral finance and how psychological biases can influence investment decisions. Some key points:
- Behavioral finance studies how emotions and psychological biases can cause investors to make irrational financial decisions. Understanding these biases can help advisers improve their recommendations and clients' investment outcomes.
- Traditional finance assumes investors are rational, while behavioral finance recognizes that normal human investors are not perfectly rational and can be swayed by emotions and cognitive biases.
- Common biases that can negatively impact investing include overconfidence, herd mentality, loss aversion, anchoring, and narrow framing.
- By understanding these biases, advisers can help clients avoid common pitfalls and make more informed financial decisions. Techniques like
Individual financial advisory with respect to individual clients has occupied center stage especially due to the attendant effects of the global COVID-19 pandemic. Clients as well as advisors have had to react to these changes.
This is the first part of a two part presentation that will assist advisors/ individual wealth managers anticipate and react/address client management in a customised manner.
Unit 1- Introduction to Entrepreneurship (BOCS,BOET-505D).pdfShikhaAeron2
Course Content:
Unit I: Introduction to Entrepreneurship: Entrepreneurs; entrepreneurial personality and intentions, characteristics, traits and behavioral; entrepreneurial challenges.
Unit 1- Introduction to Entrepreneurship (BOCS,BOET-505D).pdfShikhaAeron2
Innovation and Entrepreneurship discusses key concepts like creativity, innovation, and entrepreneurship. Creativity involves generating new ideas while innovation makes existing things better. Entrepreneurship involves taking financial risks to make a profit. The document outlines characteristics of entrepreneurs like risk-taking, leadership, and the ability to recognize opportunities. It also discusses challenges entrepreneurs face such as selecting products/services, developing sales strategies, and managing employees/finances, and provides solutions like market research, clear communication, and goal-setting.
Rethinking Empowerment to Create a Dynmanic TeamAndrew Cheung
Our Credo & Beliefs for Team Effectiveness
Empowered Employees & Teams
Types of Decision Making
Setting Decision-Making Boundaries
Clearly Defined Boundaries
Just Plans Etc is a fee-only wealth management firm founded in 1983 that provides financial planning and investment advisory services to over 100 clients. The firm specializes in tax-efficient investing and helping investors realize value from various equity holdings. Founder Jim Ellman and Barry Mendelson together have over 50 years of experience in growing, managing, and protecting clients' wealth. The firm provides comprehensive wealth management services including investment management, financial planning, retirement planning, and estate planning using primarily low-cost mutual funds and ETFs.
Clearx Exponential Performance Optimisation LifeMasters.co.za Tony Dovale Ove...Tony Dovale
How to use the 6 specific areas fot business optimisation detailed in Clearx exponential performance framework - by lifemasters.co.za Tony Dovale - free seminar at www.lifemasters.co.za/clearx-session.
Based upon 30+ years of research and development, CLEARx High Performance Framework is supported by the extensive academic work of HPO Center in europe.
Get a free HPO Diagnostic when you book a HPO Mindsets & Teamwork Talk with Tony Dovale to get your organisation optimised and operating exponentially.
Similar to The Administrator's role in Creating a Great Client Experience (20)
- The survey found some alignment but also misalignment between what advisors think is important to clients and what clients actually want when selecting an advisor.
- Advisors overestimated the importance of having a personal connection, while clients primarily valued being listened to.
- There was a substantial disconnect around fees, with clients wanting an approximate calculation of fees based on their portfolio, which less than half of advisors provided.
- Overall, the findings suggest advisors should focus more on listening to clients, being transparent about fees, and demonstrating how their interests are aligned with clients' interests through approaches like similar investment allocations. Developing emotional intelligence skills could also help advisors better understand clients' perspectives.
10 things to say in an unexpected encouter with an influential personAmelia Young, CFA
This document provides 10 ideas for having a conversation with an intimidatingly successful person in a chance encounter. The ideas include asking the person about something they are known for, commenting on something interesting you notice them reading or doing, offering help for a cause they support, expressing gratitude for something they have done, finding common ground over food or a shared interest, using a book or item as a conversation prop, tweeting your network for conversation ideas, and connecting as humans rather than by titles. The guiding principles are to be interesting, add value to the conversation rather than just taking, and connect on a human level.
The document discusses how community can benefit businesses. It outlines characteristics of communities like shared passion, common goals, and behavioral norms. It explains how community can provide benefits such as lasting permission to interact, insights from a common language/passion, and smoother execution from shared purpose and experience. However, leaders must balance inclusion with exclusivity to align with objectives. When trying to build or break into a community, accurate assessment of its attributes is important to prioritize the best fit and tailor activities accordingly.
Successful service businesses understand that it's not enough to just offer a great services. Often, the benefits that might be obvious to you aren't apparent to your prospective customers. Creating loyal followers rests on your ability to Encourage, Empower and Enable people to derive the maximum benefit from your offer. This presentation shows you how.
The Five Things You Need to Know About Your CustomersAmelia Young, CFA
This document discusses the five things companies need to know about their customers: who they are, what they need, when they buy, where they look, and why they choose a particular product/service. It emphasizes understanding customers from their perspective and using that knowledge to focus marketing and sales efforts on a specific customer segment. Companies should employ a structured process to comprehensively understand their target customers across these five areas and tailor their business accordingly.
Upside Consulting Group helps service firms realize upside in their business by providing strategic insights and analysis in key areas like customers, competitors, capabilities, and catalysts for change. They draw on industry experts and integrate information to reveal new opportunities and risks. Their approach focuses on these "four Cs" to influence success. Case studies describe how they have helped companies understand issues, opportunities, and develop strategic plans. Testimonials praise their ability to adapt, provide customer and market insights, and validate priorities.
Strategic planning is often misinterpreted as an academic exercise that distracts leaders from the goal of
producing clear business results. In fact, creating strategic alignment and focus to your activities is even more
critical when competition is intensifying and resources are constrained. Deepen your strategic planning
acumen with new tools that will help maximize value in a challenging economic climate.
2. Agenda
• How people make decisions
• What you can do about it
2
3. 95% of decisions are made
subconsciously
Understanding the mental shortcuts our brains employ to make complex
decisions can help you develop a better client experience
4. Myopia
(people are short-sighted)
Which would you choose…?
$100
$50
Today Year 1
Examples from your day-to-day:
• 60-year olds who lost 10% of their portfolio vs. 40-year olds who lost 20%
• Surge in business activity during RSP season.
• People panicking to create wills right before taking a trip without their kids
5. Status Quo Bias
(people are creatures of habit)
• Neglecting automated monthly • Avoiding decisions (eg. picking an
contributions to RSPs advisor, naming beneficiaries)
6. Anchoring
(people see what they expect to see)
What is the relationship between a roulette wheel and the number of countries in Africa…?
…nothing – unless they happen to appear right next to each other.
7. Affect Heuristic
(people use their gut)
=
Low Risk/
High Reward
=
High Risk/
Low Reward
Regardless of investment performance, clients will be more satisfied with
your practice if the interactions they have with you evoke feelings of
happiness
8. Review
Subconscious Driver Definition
Affect Heuristic Being drawn to people/situations
(People go with their gut) that evoke an emotional response
Myopia Having a distorted view of trade-
(People are short-sighted) offs between current vs future
events
Status Quo Bias Being entrenched in
(People are creatures of familiar/habitual behaviours
habit)
Anchoring Framing things based on
(People see what they expect subconscious benchmarks that are
to see) not relevant
9. It’s not just clients who suffer from these
biases!
• 78% of Advisors said it’s very important to “communicate concepts in a way that is easy for
the client to understand”
• 95% of Advisors said they “Always or Frequently” use vocabulary that is “appropriate to
the client’s level of investment knowledge”
10. What can you do about it?
Growing
AUM
Keep existing Grow those Secure new
assets assets clients
Competitive
Investment Lead
Investment
Returns Generation
performance
Administrator Increased
Influence Good service Closing
contributions
Use insights about subconscious drivers to design a more effective
client experience.
11. Service
• Manage anchor points
• Be proactive
• Set expectations
• Communicate standards - repeat
• Help the Advisor track compliance with the standards
• Help clients minimize stress and keep perspective with lots of
communication
• Keep notes
• Develop a plan
• Follow-up up on client “to dos”
• Make it easy
12. Increased Contributions
• Be the “Weight Watchers” for their financial discipline
• Monitor who has PACs and develop action plans to initiate them
• Remind the Advisor when clients without PACs are in the office (or if
amounts haven’t been updated)
• Always have forms available for signing (pre-filled)
• Follow up on contact info changes
• Get new money in before it’s spent
• Positive reinforcement – make it fun!
• Prizes/contests for completing PACs
• Rewards for savings milestones
13. Closing Business
• People care about how much you care about them!
• Offer great hospitality (eg. choice of meeting place, refreshments, prepare
the room)
• Seek out personal details and prompt the Advisor
• Where are you coming from/going to? Are you in a hurry today?
• Family developments (eg. kids’ achievements)
• Volunteer pursuits
• Personalize materials (eg. presentation cover with client’s name on it even
if contents is generic)
• Fight inertia by diligently following up on leads
• 60% of consumers have looked for an Advisor in the past 5 years
• Only 30% of sales are closed in the first meeting. 24% take 3 or more!
• 65% of people evaluate more than one advisor when making a selection
14. Parting Thoughts
• People’s behaviour is generally quite rational
• Accept it
• Influence what you can
• Every practice is different – embrace the difference and tailor these tactics to:
• Advisor’s style
• Client priorities
• The team and your role in it
• Manage your own biases by:
• Testing
• Documenting
• Revising
• Repeating
Editor's Notes
Our lives are composed of millions of choices, ranging from trivial to life-changing and momentous. Luckily, our brains have evolved a number of mental shortcuts, biases, and tricks that allow us to quickly negotiate this endless array of decisions. We don’t want to rationally deliberate every choice we make, and thanks to these cognitive rules of thumb, we don’t need to. Yet these hard-wired shortcuts, mental wonders though they may be, can also be perilous. They can distort our thinking in ways that are often invisible to us, leading us to make poor decisionsSo, at the best of times we’re hard-wired to take mental shortcuts. Guess what happens when we are forced to make decisions about things that have a strong emotional impact? We become even worse at objective decision-making.[click to graphic]There aren’t a lot of things people get more emotional about than their money.[click]What I want to talk to you about today are a few of the specific mental shortcuts our brains take. Then, I’m going to give you some suggestions about how to use these shortcuts to your advantage to enhance the experience you’re providing to your clients.
Show of hands…You have a choice of $50 one year from now vs. $100 2 years from now? Who would choose to get $50 one year from now? $100 2 years from now?[Click to 2nd chart]Consider this chart…$50 today vs. $100 one year from now (be honest!)This also explains other situations you might come across on a day-to-day basis… [click for other examples]60-year olds who lost 10% of their portfolio in the recent market correction were generally much more upset than 40-year olds who lost 20% (ie. Long run patient; short-run impatient)a surge in business during RSP season. we enjoy the sense of checking urgent things off a list. Following through on more complex, longer-term decisions tends to drop down the list quickly when you’re confronted by life’s urgent demands. The more urgent the task the greater the sense of satisfaction. By comparison, sitting down and working through the details of your personal and financial lives doesn’t offer the same sense of excitement and immediate gratification.People panicking to create wills right before taking a trip without their kids. Since these things take time, it’s often impossible to finish before they leave town. Then, my friend doesn’t hear back from them again until a few days before the next trip.
I won’t ask for a show of hands for this one, but who’s ever been on a diet? Or tried to quit smoking? There’s a famous Harvard Business Review article called “Strategy and the Fat Smoker.” The author’s point is that smart people know perfectly well they should eat healthy food and they shouldn’t smoke. If people behaved the way they know they should, no one would smoke and everyone would be thin. Clearly that’s not the case – and so you see another subconscious behaviour at work – “Status quo bias”, which essentially means that people are creatures of habit. Status Quo bias makes it difficult for us to do two things in particular:First, to exercise self restraint [click]. This is particularly true when short-term deprivation is required for long-term benefit (aka the Myopia we talked about a minute ago).Second, it makes us actively avoid unpleasant situations. [click] like when we feel overwhelmed with too many choices, or significant consequencesHow does this apply to your advisor’s practice?[click] Clients who lack self control don’t typically do a good job of saving money, and if they’re not saving, your assets aren’t growing[click] Similarly, a client’s inability to make a decision creates lots of work for you - chasing them with phone calls, paperwork, missing information etc.
What is the relationship between a roulette wheel and Africa? Generally speaking, there isn’t.Suppose I spin a roulette wheel as you watch, and it comes up pointing to 65. Then I ask: Do you think the percentage of African countries in the UN is above or below this number? What do you think is the percentage of African countries in the UN? Psychologists have done experiments recording the estimates of subjects who saw the Wheel showing various numbers. The median estimate of subjects who saw the wheel show 65 was 45%; the median estimate of subjects who saw 10 was 25%.The current theory for this and similar experiments is that subjects take the initial, uninformative number as their starting point or anchor; and then they adjust upward or downward from their starting estimate until they reached an answer that "sounded plausible"; and then they stopped adjusting. This typically results in under-adjustment from the anchor—more distant numbers could also be "plausible", but one stops at the first satisfying-sounding answer.Strack and Mussweiler (1997) asked for the year Einstein first visited the United States. Completely implausible anchors, such as 1215 or 1992, produced anchoring effects just as large as more plausible anchors such as 1905 or 1939.At a more personal level, anchoring is why you were happy staying in hostels when you back-packed through Europe at 19, but now at the age of 40 – not so much. OR, once you’ve been to a gourmet burger joint, McDonald’s just isn’t as satisfying anymore.This is important to your practice because it illustrates the point that you never know what experiences could be shaping peoples’ expectations. As a service provider, your primary goal isn’t achieving a specific service level. Rather, your goal must always be to meet – or exceed – the client’s expectations. If their last advisor mailed their statements 10 days after month-end, you’ll look like a hero if you’re able to get them out in 5. However, if they’re used to having a coil-bound booklet couriered to them within 48 hours, they will think your service is poor.
Have you ever wondered by advertisements for investment products and services always have photos like this? What does a couple siting on a beach have to do with investment advice?If 95% of decisions are made subconsciously, and people have a tendency to avoid decisions when they’re stressed, marketers look for imagery that provokes positive emotions.Consider this situation…You're about to move to a new city, and you have to ship an antique grandfather clock. In the first case, the grandfather clock was a gift from your grandparents on your 5th birthday. In the second case, the clock was a gift from a remote relative and you have no special feelings for it. How much would you pay for an insurance policy that paid out $100 if the clock were lost in shipping? In an experiment, subjects stated willingness to pay more than twice as much to insure the clock that had sentimental value. This may sound rational—why not pay more to protect the more valuable object?—until you realize that the insurance doesn't protect the clock, it just pays if the clock is lost, and pays exactly the same amount for either clock. (And yes, it was stated that the insurance was with an outside company, so it gives no special motive to the movers.)Put another way, if a person’s feelings towards an activity are positive, [click] they are more likely to judge the risks as low and the benefits high. In contrast, [click] if their feelings towards an activity are negative, they are more likely perceive the risks as high and benefits low.Bottom line… [click] Regardless of what their investment performance is, people will be more satisfied with your practice if the interactions they have with you inspire feelings of happiness, warmth, comfort, safety etc.Source: http://lesswrong.com/lw/lg/the_affect_heuristic/
My firm recently conducted some research profiling advisor selling practices. We asked advisors to rate the importance of communicating concepts in a way that clients can understand. [click] 78% said it’s very important to communicate concepts in a way that’s easy to understand”. 95% of them say they “always or frequently” do this.Generally speaking, however, reality is more like this. [click] Being spoken to in jargon and technical language is the thing consumers complain most about their advisors not doing well. It’s been proven in countless industry studies and we found it the mystery shopping my team did – and remember, I had financial services professionals doing that mystery shopping.Bottom line – just like clients whose decisions and behaviours are subconsciously impacted by their past experiences, so are people who work in the industry. We might think we’re using accessible language, but it’s really difficult to have an objective perspective on that.
So now that I’ve given you some insight into what you’re up against in creating a positive client experience, what can you do about it?Let’s go back to first principles about being in the investment business these days [click]I’d like to spend the rest of my time today focusing on the bottom three boxes [click]. I think there’s a lot Administrators can do to impact these pieces, and you can use an understanding of people’s subconscious decision drivers to design a more effective customer experience.
Be ProactiveProactively seek to understand what service elements are anchor points (eg. small talk)Set expectations by establishing service standards (eg. call frequency, reminder, paperwork, waiting time)Communicate standards - repeatKeep notesDocument the types of things people call about and when (eg. RSP contributions, tax receipts, market declines)Develop a plan to address them proactively to avoid last minute panic (eg. early reminders, newsletters)Follow-up up on client “to dos” (eg. wills, insurance forms) until they’re completeMake it easy – pre-fill documents, take them to their home/office for signing, coordinate appointments with specialists
Get the affect heuristic working for you by making prospects feel special.Prompt re: personal details (eg. kid who’s an Olympic swimmer)
Many of you will be familiar with the serenity prayer. It goes something like “give me the serenity to accept the things I cannot change; courage to change the things I can; and wisdom to know the difference.” I hope I’ve given you some new insight into how people are hard-wired to behave a certain way. The benefit of this knowledge is that it can help you assess more accurately what you can change and focus your efforts where and how they will be most effective. In short, work with the ways our subconscious drives our decision-making rather than against it.