The document discusses research on client engagement in the financial advisory industry. It finds that while satisfaction and loyalty are important, they do not necessarily translate to growth through client referrals. Truly "engaged" clients, who are highly satisfied, loyal, and provide referrals, make up only 18% of clients. Engaged clients recognize greater value from their advisor beyond fees, have broader relationships involving financial planning, and rely on their advisor's leadership across professionals. Focusing on driving engagement through deeper client connections, leadership, and partnership is presented as key to growth for financial advisors.
This document summarizes a presentation on diagnosing and solving membership marketing challenges through applying systems thinking. It discusses key concepts from the book The Fifth Discipline by Peter Senge on using a systems approach to identify high-leverage changes. The presentation then covers membership marketing vital signs, challenges in different stages of the membership lifecycle, and strategies for awareness, recruitment, engagement, and renewal.
How Banks will Generate Revenue on Payments and Checking in the New EraDavid Kerstein
Presentation at the BAI Payments Connect Conference, March, 2010. Survey of bankers to understand implications of new changes in Reg E, impact on earnings, and future changes in Checking Account revenue.
- The document contains charts from Raddon Chart of the Day publications from October 2012 analyzing consumer behavior and perceptions.
- One chart shows that 34% of households that made a financial referral said rewards programs influenced their recommendation, while 66% said it did not.
- Another chart shows that most (88%) households that made a referral were not rewarded for it.
- A third chart shows that 70% of primary customers at financial institutions have recommended their institution to family/friends.
Financial Times -2010 Fund Image Summary Of FindingsDaniel Rothman
Measuring the standing and profile of 24 leading asset management companies among US financial intermediaries.
Conducted by the FT Global Research team.
The document summarizes current trends in association compensation based on survey data from the National Association of Manufacturers Council of Manufacturing Associations. It finds that participation in the survey has increased significantly since 2009. While median budgets have decreased due to more data points, budgets have recovered to pre-recession levels among organizations that participated all four years. CEO compensation has increased overall from 2009 to 2012 according to the survey data. The document also discusses factors in defining an appropriate peer group for market comparisons, using survey data effectively, and current trends in various elements of executive compensation packages.
Prime Performance: 2011 Customer Experience With Bank Call CentersJim S Miller
This survey of nearly 2,000 bank and credit union customers found that overall satisfaction with call center representatives is increasing, though satisfaction remains highest at credit unions and small banks. Key findings include:
- Credit unions and small banks had the highest levels of satisfaction, effectiveness of representatives, and likelihood of being recommended, while the largest banks like Bank of America and Wells Fargo had among the lowest ratings.
- Younger generations and lower-income customers reported lower satisfaction and were less likely to recommend their bank than older and higher-income groups.
- Inquiries that were resolved during the call center contact led to much higher satisfaction than those that were not resolved.
Wwf Andrew Lockett Tim Dyke & Scott Logie Iof Analysts Group Segmentation V...Insight_SIG
The document discusses various techniques for advanced segmentation including predictive modelling, clustering, optimization, and combinations of techniques. It provides examples of how organizations like the World Wildlife Fund (WWF), World Vision, and British Heart Foundation have used these techniques. Predictive modelling can be used to select prospective donors but requires careful application and validation. Clustering involves grouping supporters into segments. Optimization aims to maximize income across segments given budget constraints. Combining techniques may provide better results than single approaches. Event/trigger detection uses transactional data to identify behavioral changes and target responsive supporters.
How to avoid some of the pitfalls when deploying legacy targeting models da...iof_events
David Dipple is a Fellow of the Royal Statistical Society who has over 25 years of experience working with non-profit and charity clients. He is recognized as an expert in data modeling and has trained numerous analysts and fundraisers in the use of analysis for fundraising. Dipple has worked with charities in the UK and mainland Europe. He emphasizes that the formulation of the problem is essential for developing an effective solution and that simplicity is important when developing models and analyses.
This document summarizes a presentation on diagnosing and solving membership marketing challenges through applying systems thinking. It discusses key concepts from the book The Fifth Discipline by Peter Senge on using a systems approach to identify high-leverage changes. The presentation then covers membership marketing vital signs, challenges in different stages of the membership lifecycle, and strategies for awareness, recruitment, engagement, and renewal.
How Banks will Generate Revenue on Payments and Checking in the New EraDavid Kerstein
Presentation at the BAI Payments Connect Conference, March, 2010. Survey of bankers to understand implications of new changes in Reg E, impact on earnings, and future changes in Checking Account revenue.
- The document contains charts from Raddon Chart of the Day publications from October 2012 analyzing consumer behavior and perceptions.
- One chart shows that 34% of households that made a financial referral said rewards programs influenced their recommendation, while 66% said it did not.
- Another chart shows that most (88%) households that made a referral were not rewarded for it.
- A third chart shows that 70% of primary customers at financial institutions have recommended their institution to family/friends.
Financial Times -2010 Fund Image Summary Of FindingsDaniel Rothman
Measuring the standing and profile of 24 leading asset management companies among US financial intermediaries.
Conducted by the FT Global Research team.
The document summarizes current trends in association compensation based on survey data from the National Association of Manufacturers Council of Manufacturing Associations. It finds that participation in the survey has increased significantly since 2009. While median budgets have decreased due to more data points, budgets have recovered to pre-recession levels among organizations that participated all four years. CEO compensation has increased overall from 2009 to 2012 according to the survey data. The document also discusses factors in defining an appropriate peer group for market comparisons, using survey data effectively, and current trends in various elements of executive compensation packages.
Prime Performance: 2011 Customer Experience With Bank Call CentersJim S Miller
This survey of nearly 2,000 bank and credit union customers found that overall satisfaction with call center representatives is increasing, though satisfaction remains highest at credit unions and small banks. Key findings include:
- Credit unions and small banks had the highest levels of satisfaction, effectiveness of representatives, and likelihood of being recommended, while the largest banks like Bank of America and Wells Fargo had among the lowest ratings.
- Younger generations and lower-income customers reported lower satisfaction and were less likely to recommend their bank than older and higher-income groups.
- Inquiries that were resolved during the call center contact led to much higher satisfaction than those that were not resolved.
Wwf Andrew Lockett Tim Dyke & Scott Logie Iof Analysts Group Segmentation V...Insight_SIG
The document discusses various techniques for advanced segmentation including predictive modelling, clustering, optimization, and combinations of techniques. It provides examples of how organizations like the World Wildlife Fund (WWF), World Vision, and British Heart Foundation have used these techniques. Predictive modelling can be used to select prospective donors but requires careful application and validation. Clustering involves grouping supporters into segments. Optimization aims to maximize income across segments given budget constraints. Combining techniques may provide better results than single approaches. Event/trigger detection uses transactional data to identify behavioral changes and target responsive supporters.
How to avoid some of the pitfalls when deploying legacy targeting models da...iof_events
David Dipple is a Fellow of the Royal Statistical Society who has over 25 years of experience working with non-profit and charity clients. He is recognized as an expert in data modeling and has trained numerous analysts and fundraisers in the use of analysis for fundraising. Dipple has worked with charities in the UK and mainland Europe. He emphasizes that the formulation of the problem is essential for developing an effective solution and that simplicity is important when developing models and analyses.
The document summarizes results from a consumer survey conducted in April 2012. It finds that consumer confidence stalled after improving for five months, employment outlook remains stagnant with over half expecting the same number of layoffs, and practical purchasing remains a priority for most consumers who are focusing on necessities over wants.
1. A disconnect exists between financial advisors and Gen D investors regarding perceptions of investor knowledge, investment style preferences, and the strength of their relationships. Advisors overestimate investor knowledge and preference for aggressive investing.
2. Digital and social tools can help address eroding investor trust by allowing for more frequent client interactions and education. However, advisors overestimate client openness to these channels.
3. Tech-savvy advisors who effectively use digital tools are seeing success in client acquisition, retention, and asset growth, validating the importance of these channels for engaging Gen D investors.
This survey of 134 meeting planners found the following:
1) Most respondents were from associations (34%) or government/non-profits (14%).
2) On average, planners were responsible for 30 meetings in 2011, hosting over 10,000 room nights.
3) The majority saw their number of meetings (55%) and attendance (43%) stay about the same from 2010 to 2011.
4) In 2012, most planners expect their number of meetings (62%) and attendance counts (43%) to remain steady.
2009 The Edelman Trust Barometer Korea ReportEdelmankorea
Trust in key institutions in Korea declined significantly from 2008 to 2009 according to the Edelman Trust Barometer. Young Korean opinion leaders lost faith in business, media, and government, with trust in business dropping from 52% to 32%. Overall, 7 out of 10 Koreans reported trusting business less than the previous year, with major declines in the financial, automotive, and healthcare sectors. However, trust in NGOs remained relatively high in Korea. Technology remained the most trusted industry globally and in Korea, while US, Chinese, and other companies saw major drops in trust.
- 58% of households feel that comparing interest rates on insured deposits is not worth their time, while 42% feel it is important to shop around.
- 34% of customers who referred a financial institution said the existence of a rewards program influenced their recommendation, while 66% said it did not.
- 88% of households who recommended their financial institution to family/friends were not rewarded for their referral.
This survey of 4,000 hotel and airline travelers found that:
- 94% stayed at a hotel and 64% traveled by flight in the past 12 months.
- 52% of hotel stays were completely for leisure purposes.
- 62% frequently book hotel rooms on the hotel's website, while 42% use travel websites.
- 25% check for loyalty program promotions when booking hotels.
The document provides an overview of a survey conducted between October 2010 and February 2011 of over 1,900 adults living or working in Orange County, California. The survey measured respondents' trust in various brands and organizations. It found that Planned Parenthood, Girl Scouts, and Toshiba had the highest ability index scores, which measures a brand's quality, capacity to deliver, and responsiveness. Chapman University and Nordstrom received the highest ratings for their ability to respond to feedback and customer opinions. The survey aimed to identify the factors that contribute to building and maintaining trust in brands.
11% of consumers applied for and were turned down for some type of loan in the last 12 months. The most common type of loan applied for and denied was a credit card at 6%. The documents also showed data on when consumers last purchased a vehicle, what credit card features would prompt consumers to get a new card, how consumers obtain auto financing, and willingness to pay for identity theft protection.
The documents summarize survey results from Raddon Financial Group about consumers' perceptions and behaviors related to the economy. Some key findings include:
1) 88% of households that recommended a personal financial institution to friends/family were not rewarded for doing so.
2) 70% of primary bank customers have recommended their bank to family members compared to 48% of credit union customers.
3) The top two activities consumers have put off due to the economy are taking vacations (28%) and home improvements (27%).
4) 85% of consumers said their job situation did not prevent them from applying for a loan.
The document contains charts from Raddon Financial Group summarizing consumer financial research from Spring 2012. The charts show:
1) A survey of consumer investment portfolio priorities, with the top priority being safety of capital/funds at 17%.
2) A survey of consumer financial needs and goals, with the top goal being additional retirement income at 68%.
3) A survey showing 42% of households think it's important to shop around for interest rates on insured deposits, while 58% think it's not worth the time.
Stay Relevant: Map Your Interactive White Papers to the Buyer's JourneyAlinean, Inc.
The basic white paper is still one of the most important pieces of marketing content used and trusted as the key buying decision tool by over 60% of IT buyers (SiriusDecisions 2010).
This document discusses strategies for building better retirement portfolios. It outlines risks retirees face like inflation, longevity, lifestyle changes, and market volatility. Traditional fixed income approaches are unlikely to hedge inflation well. Instead, it recommends a total return portfolio strategy using a mix of stocks, bonds, and cash to potentially provide higher returns, manage withdrawals, and reduce volatility through diversification. Maintaining cash reserves and periodically rebalancing can help generate steady income and manage emotions.
Joint Session - Dr. Sally Gainsbury, Ken Winters, and Alfonso FernandezHorizons RG
Joint Session: Dr. Sally Gainsbury - Time to get off the Couch? Alternative Treatments for Problem Gambling
Ken Winters - SBIRT to Address Problem Gambling
Alfonso Fernandez - ControlGam: An Innovative Virtual Therapy Tool
Presented at the New Horizons in Responsible Gambling Conference in Vancouver, February 2-4, 2015
The document summarizes preliminary findings from a 2012 survey of enrollees in the Minnesota Comprehensive Health Association (MCHA). Key findings include:
- Most MCHA enrollees have preexisting conditions and have been enrolled for many years. They rely on MCHA for affordable coverage of their conditions.
- Enrollees are worried about changes under health reform, especially paying more for premiums, deductibles, and needed healthcare services.
- While over half may not qualify for financial support, outreach is needed to educate enrollees on their options under reform, address cost concerns, and combat negative views of public programs. Mail and one-on-one meetings are preferred
1) According to a 2011 survey, 12% of consumers would consider their primary financial institution (PFI) as a provider of insurance, while 88% would not.
2) The same survey found that 50% of households are extremely likely to remain with their current PFI or most important financial institution.
3) 31% of households strongly agree that they get more personalized service at smaller financial institutions compared to larger ones.
Webinar: Customer Experience Mega Trends For Financial Services.
Featuring Mike Hennessy, Vice President, IntelliResponse Systems Inc. and Bruce Temkin, Managing Partner of the Temkin Group.
This document discusses communication strategies for organizations undergoing change. It provides readership data on articles about organizational changes at Novozymes. It also includes survey results showing that the majority of employees at Kromann Reumert feel informed about the company's strategy and direction. The document emphasizes the importance of frequent, two-way communication to engage employees and ensure they understand messages. It notes that communication breeds confidence during times of crisis while silence breeds fear. Charts show benefits of engaged employees like higher profits, customer satisfaction and productivity. The document concludes with nine pieces of advice for effective communication during organizational changes.
The document contains 7 charts from Raddon Chart of the Day publications between August 2012 and July 2012. The charts summarize consumer research findings related to banking and financial services. The key points from the charts are:
1) Consumer overdraft rates have decreased from 2010 to 2012.
2) Current prepaid debit card use is low but interest in using one is high.
3) Consolidating accounts for rewards points alone may not prompt consumers to switch institutions.
4) Interest in comprehensive rewards programs that award points for total accounts and card use is mixed.
Interactive White Paper Webcast: Increase content marketing effectivenessAlinean, Inc.
White papers remain the most important content to help buyers make purchase decisions – helping buyers to understand opportunities, understand solution options and understand the competitive differences of your solution vs. others.
However, in today's world of information overload, white paper download rates have declined, and your investment in traditional white paper marketing campaigns is not as effective as it used to be.
How to build an emotinal connection with your customersBeyond Philosophy
This document summarizes key findings from a study on building emotional connections with customers. The study found that keeping existing customers is less expensive than acquiring new ones, yet many customers switch providers regularly. Traditional segmentation focuses on behavior, but emotional segmentation is more effective long-term. The study suggests focusing on engaging customers emotionally to encourage loyalty and reduce switching. Building "lovemarks" in the customer experience can help imprint strong, positive emotional connections that drive customer retention.
Financial Times 2010 Fund Image summary of findingsDaniel Rothman
The document summarizes the results of an online survey of 316 financial advisors conducted by the FT Global Research team regarding fund image and brand perceptions of 24 major asset management firms.
Key findings from the survey include:
1) The most important attributes for advisors when selecting asset management firms were trustworthiness, financial strength/long-term stability, and reputation.
2) PIMCO, BlackRock, and Franklin Templeton were most commonly associated with attributes like risk management, reputation, and transparency. Fidelity was seen as a leader in fees.
3) Over the next 6 months, advisors planned moderate increases in allocations to emerging markets, international equities
The document summarizes results from a consumer survey conducted in April 2012. It finds that consumer confidence stalled after improving for five months, employment outlook remains stagnant with over half expecting the same number of layoffs, and practical purchasing remains a priority for most consumers who are focusing on necessities over wants.
1. A disconnect exists between financial advisors and Gen D investors regarding perceptions of investor knowledge, investment style preferences, and the strength of their relationships. Advisors overestimate investor knowledge and preference for aggressive investing.
2. Digital and social tools can help address eroding investor trust by allowing for more frequent client interactions and education. However, advisors overestimate client openness to these channels.
3. Tech-savvy advisors who effectively use digital tools are seeing success in client acquisition, retention, and asset growth, validating the importance of these channels for engaging Gen D investors.
This survey of 134 meeting planners found the following:
1) Most respondents were from associations (34%) or government/non-profits (14%).
2) On average, planners were responsible for 30 meetings in 2011, hosting over 10,000 room nights.
3) The majority saw their number of meetings (55%) and attendance (43%) stay about the same from 2010 to 2011.
4) In 2012, most planners expect their number of meetings (62%) and attendance counts (43%) to remain steady.
2009 The Edelman Trust Barometer Korea ReportEdelmankorea
Trust in key institutions in Korea declined significantly from 2008 to 2009 according to the Edelman Trust Barometer. Young Korean opinion leaders lost faith in business, media, and government, with trust in business dropping from 52% to 32%. Overall, 7 out of 10 Koreans reported trusting business less than the previous year, with major declines in the financial, automotive, and healthcare sectors. However, trust in NGOs remained relatively high in Korea. Technology remained the most trusted industry globally and in Korea, while US, Chinese, and other companies saw major drops in trust.
- 58% of households feel that comparing interest rates on insured deposits is not worth their time, while 42% feel it is important to shop around.
- 34% of customers who referred a financial institution said the existence of a rewards program influenced their recommendation, while 66% said it did not.
- 88% of households who recommended their financial institution to family/friends were not rewarded for their referral.
This survey of 4,000 hotel and airline travelers found that:
- 94% stayed at a hotel and 64% traveled by flight in the past 12 months.
- 52% of hotel stays were completely for leisure purposes.
- 62% frequently book hotel rooms on the hotel's website, while 42% use travel websites.
- 25% check for loyalty program promotions when booking hotels.
The document provides an overview of a survey conducted between October 2010 and February 2011 of over 1,900 adults living or working in Orange County, California. The survey measured respondents' trust in various brands and organizations. It found that Planned Parenthood, Girl Scouts, and Toshiba had the highest ability index scores, which measures a brand's quality, capacity to deliver, and responsiveness. Chapman University and Nordstrom received the highest ratings for their ability to respond to feedback and customer opinions. The survey aimed to identify the factors that contribute to building and maintaining trust in brands.
11% of consumers applied for and were turned down for some type of loan in the last 12 months. The most common type of loan applied for and denied was a credit card at 6%. The documents also showed data on when consumers last purchased a vehicle, what credit card features would prompt consumers to get a new card, how consumers obtain auto financing, and willingness to pay for identity theft protection.
The documents summarize survey results from Raddon Financial Group about consumers' perceptions and behaviors related to the economy. Some key findings include:
1) 88% of households that recommended a personal financial institution to friends/family were not rewarded for doing so.
2) 70% of primary bank customers have recommended their bank to family members compared to 48% of credit union customers.
3) The top two activities consumers have put off due to the economy are taking vacations (28%) and home improvements (27%).
4) 85% of consumers said their job situation did not prevent them from applying for a loan.
The document contains charts from Raddon Financial Group summarizing consumer financial research from Spring 2012. The charts show:
1) A survey of consumer investment portfolio priorities, with the top priority being safety of capital/funds at 17%.
2) A survey of consumer financial needs and goals, with the top goal being additional retirement income at 68%.
3) A survey showing 42% of households think it's important to shop around for interest rates on insured deposits, while 58% think it's not worth the time.
Stay Relevant: Map Your Interactive White Papers to the Buyer's JourneyAlinean, Inc.
The basic white paper is still one of the most important pieces of marketing content used and trusted as the key buying decision tool by over 60% of IT buyers (SiriusDecisions 2010).
This document discusses strategies for building better retirement portfolios. It outlines risks retirees face like inflation, longevity, lifestyle changes, and market volatility. Traditional fixed income approaches are unlikely to hedge inflation well. Instead, it recommends a total return portfolio strategy using a mix of stocks, bonds, and cash to potentially provide higher returns, manage withdrawals, and reduce volatility through diversification. Maintaining cash reserves and periodically rebalancing can help generate steady income and manage emotions.
Joint Session - Dr. Sally Gainsbury, Ken Winters, and Alfonso FernandezHorizons RG
Joint Session: Dr. Sally Gainsbury - Time to get off the Couch? Alternative Treatments for Problem Gambling
Ken Winters - SBIRT to Address Problem Gambling
Alfonso Fernandez - ControlGam: An Innovative Virtual Therapy Tool
Presented at the New Horizons in Responsible Gambling Conference in Vancouver, February 2-4, 2015
The document summarizes preliminary findings from a 2012 survey of enrollees in the Minnesota Comprehensive Health Association (MCHA). Key findings include:
- Most MCHA enrollees have preexisting conditions and have been enrolled for many years. They rely on MCHA for affordable coverage of their conditions.
- Enrollees are worried about changes under health reform, especially paying more for premiums, deductibles, and needed healthcare services.
- While over half may not qualify for financial support, outreach is needed to educate enrollees on their options under reform, address cost concerns, and combat negative views of public programs. Mail and one-on-one meetings are preferred
1) According to a 2011 survey, 12% of consumers would consider their primary financial institution (PFI) as a provider of insurance, while 88% would not.
2) The same survey found that 50% of households are extremely likely to remain with their current PFI or most important financial institution.
3) 31% of households strongly agree that they get more personalized service at smaller financial institutions compared to larger ones.
Webinar: Customer Experience Mega Trends For Financial Services.
Featuring Mike Hennessy, Vice President, IntelliResponse Systems Inc. and Bruce Temkin, Managing Partner of the Temkin Group.
This document discusses communication strategies for organizations undergoing change. It provides readership data on articles about organizational changes at Novozymes. It also includes survey results showing that the majority of employees at Kromann Reumert feel informed about the company's strategy and direction. The document emphasizes the importance of frequent, two-way communication to engage employees and ensure they understand messages. It notes that communication breeds confidence during times of crisis while silence breeds fear. Charts show benefits of engaged employees like higher profits, customer satisfaction and productivity. The document concludes with nine pieces of advice for effective communication during organizational changes.
The document contains 7 charts from Raddon Chart of the Day publications between August 2012 and July 2012. The charts summarize consumer research findings related to banking and financial services. The key points from the charts are:
1) Consumer overdraft rates have decreased from 2010 to 2012.
2) Current prepaid debit card use is low but interest in using one is high.
3) Consolidating accounts for rewards points alone may not prompt consumers to switch institutions.
4) Interest in comprehensive rewards programs that award points for total accounts and card use is mixed.
Interactive White Paper Webcast: Increase content marketing effectivenessAlinean, Inc.
White papers remain the most important content to help buyers make purchase decisions – helping buyers to understand opportunities, understand solution options and understand the competitive differences of your solution vs. others.
However, in today's world of information overload, white paper download rates have declined, and your investment in traditional white paper marketing campaigns is not as effective as it used to be.
How to build an emotinal connection with your customersBeyond Philosophy
This document summarizes key findings from a study on building emotional connections with customers. The study found that keeping existing customers is less expensive than acquiring new ones, yet many customers switch providers regularly. Traditional segmentation focuses on behavior, but emotional segmentation is more effective long-term. The study suggests focusing on engaging customers emotionally to encourage loyalty and reduce switching. Building "lovemarks" in the customer experience can help imprint strong, positive emotional connections that drive customer retention.
Financial Times 2010 Fund Image summary of findingsDaniel Rothman
The document summarizes the results of an online survey of 316 financial advisors conducted by the FT Global Research team regarding fund image and brand perceptions of 24 major asset management firms.
Key findings from the survey include:
1) The most important attributes for advisors when selecting asset management firms were trustworthiness, financial strength/long-term stability, and reputation.
2) PIMCO, BlackRock, and Franklin Templeton were most commonly associated with attributes like risk management, reputation, and transparency. Fidelity was seen as a leader in fees.
3) Over the next 6 months, advisors planned moderate increases in allocations to emerging markets, international equities
The survey aimed to understand the gap between what leaders want from strategic communication advisors and what they receive. Respondents identified issues on both sides, with leaders wanting more experienced advisors who provide strategic value but being unwilling to recognize their needs, and advisors sometimes failing to understand business goals or offer alternative solutions. The majority of respondents had advised leaders for over 10 years and spent at least half their time advising top leaders and business unit heads. While most liked or loved their role, some felt it was accidental rather than a career choice.
Connance Presents "How to Get the Most Credit For Your Charitable Activities"Connance
Are you misclassifying Charity-eligible patients? Industry experience shows that up to 30% of bad debt write-offs could be classified as charity.
View these slides by Connance, a leading provider of self-pay collection solutions, and PARO Decision Support to help you solve your problems identifying charity-eligible accounts.
1. Learn how to separate charity care from bad debt in an IRS Form 990 Schedule H world.
2. Learn about current and emerging charity and collections regulations.
3. Compare your hospital to industry experience on charity.
4. Get a framework for approaching the challenge strategically, with specific tactics for policies, operations, accounting, and technology.
5. Explore the ins and outs of analytic tools to streamline charity eligibility.
Equity compensation grant trends 20110812 printPERFORMENSATION
What companies are doing, what they should be doing, and what they may want to stop doing
This presentation discusses the influences, issues and trends for equity compensation as of August 2011
FIS 2011 Consumer Loyalty and Profitability ReportPaul McAdam
Measuring customer loyalty to financial institutions (FIs) differs from measuring customer loyalty to most other institutions, products or services. Banks sometimes keep customers because of the perceived hassle factor associated with switching to a new FI. Slightly more than two-thirds (68 percent) of FI customers agree that “switching my primary checking account to a different financial institution is more hassle than it’s worth.” But our research with 3,000 consumers shows that customers who merely stick with their FIs due to inertia aren’t loyal and don’t keep a large share of their deposits and/or loans with their primary checking account provider. A long-term customer doesn’t necessarily equal a loyal customer. And, a loyal customer is not necessarily a profitable one.
Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...CharityNav
Ken Berger's slides from his debate with William Schambra (Director of the Bradley Center for Philanthropy and Civic Renewal at The Hudson Institute) at the Grants Managers Network Annual Conference. The debate centered on the realities of ranking charities.
dgm | Online Retailer Expo Sydney 2012 | Chris GarnerChris Garner
We have all read the news, we all know the facts on how fast the ecommerce industry is growing, and we all know how much Australians' spend online is growing every year. Let’s dig deeper around what are the successful digital strategies being deployed in the online marketing industry to power this phenomenal revolution. We will show you the inside story on which clients are making it look easy. We will show you the levers that can be pulled to influence the flow of the customer journey. These levers can increase conversion and lifetime value, and decrease wastage of your marketing dollars. We will show you practical ways that you can use these proven ideas in your business, to help garner incremental customers cost effectively.
This document discusses a study on trends in operational due diligence performed by limited partners on private equity funds. Some key findings:
- 87% of respondents currently perform some level of operational due diligence on fund managers
- Most do so internally (62%) or through consultants (24%)
- Respondents viewed hedge funds as posing greater operational risks than private equity funds (84%)
- While most conducted due diligence on hedge funds, only 68% did so for private equity funds
The document discusses trends in digital banking and finance that will impact the industry in 2012 and beyond. It predicts that (1) digital money such as PayPal will become more prevalent as 90% of transactions will be cashless by 2020, (2) smartphones will replace traditional wallets as mobile payment options increase, and (3) banks will target more profitable premium customers through higher fee credit cards and additional services. The document provides statistics and perspectives on these trends from various sources.
The 2011 Edelman Trust Barometer found that:
1) Trust in institutions increased globally, with the largest increases seen in business and NGOs. However, in India trust was highest in business and lowest in government.
2) Among Asia Pacific countries, India had the most trust in business but the least trust in government. Trust in business remained stable in India from 2010 to 2011.
3) Half of informed publics in India trusted the media, lower than most other Asia Pacific countries. Trust in NGOs has risen over time in India.
The Forbes Funds Soundings Breakfast Session on the Wage and Compensation of ...GPNP
The Forbes Funds launched its first volume of the Soundings Report – a flash report that provides timely information, measures the “pulse” of the nonprofit sector, and provides quick and efficient data points to tell the story of a particular issue. This first issue looks at the Wage and Compensation of the Nonprofit Sector. In this study, we sought to answer a few questions: 1) are nonprofits contributing to the issue of escalating poverty by providing low wages with limited benefits; 2) are nonprofit employees able to retire with the type of wages and benefits they are receiving; and 3) are nonprofits still able to provide competitive compensation packages given the escalating cost of health care. Of the human services and community development organizations surveyed in this report, we found that over 50% of their employees are paid at or below 300% of the poverty level. On the positive note, 76% of agencies provide retirement benefits and 88% provide health coverage of some sort. What does this mean for your workplace and for the nonprofit community?
The document provides tips for getting management to listen to communications professionals. It suggests connecting communication recommendations to business goals and using qualitative and quantitative research to support recommendations. Qualitative research could include interviews, focus groups, and testing messages. Quantitative research such as tracking outcomes against communication channels can prove the impact of communications. Presenting data-driven findings to leaders can help get them to listen.
Sven ruyinx sustainability empowering the consumer to make informed decisionECR Community
The document discusses sustainability and empowering consumers to make informed decisions about products. It notes that consumers care about sustainability but still do not feel they have enough information to make choices. Regulatory bodies have developed standards for labeling but consumers do not trust all sources of information. Manufacturers are evolving to provide the full life cycle impact of products from production to disposal to help consumers understand total environmental effects. The document argues that regulatory bodies, manufacturers, and consumers must work together through standardized reporting, innovative products, and clear labeling to drive more sustainable choices.
1) According to surveys, 53% of consumers are interested in participating in a comprehensive rewards program that awards points for total accounts and credit/debit card use, while 11% currently participate in such a program.
2) Usage of financial institution social media pages is low, with only 7% of consumers having visited their own financial institution's social network page in the last 6 months.
3) Consumers have low confidence in obtaining financial advice from social networks, with only 9% feeling very confident and 37% feeling confident in advice from those sources.
The 2011 Edelman Trust Barometer found:
1) Trust in institutions increased globally, with trust in NGOs rising the most at +5%. Trust also increased for business (+4%), government (+2%), and media (+1%).
2) In Asia-Pacific, trust increased more substantially than globally in all institutions except the media. Trust in business and government rose significantly by +16% and +14% respectively.
3) While trust increased in most countries, the US saw an overall decline in trust across all institutions, similar to drops in 2008-2009.
Similar to Economics of Loyalty - Summary of Findings (Canada) (20)
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Duba...mayaclinic18
Whatsapp (+971581248768) Buy Abortion Pills In Dubai/ Qatar/Kuwait/Doha/Abu Dhabi/Alain/RAK City/Satwa/Al Ain/Abortion Pills For Sale In Qatar, Doha. Abu az Zuluf. Abu Thaylah. Ad Dawhah al Jadidah. Al Arish, Al Bida ash Sharqiyah, Al Ghanim, Al Ghuwariyah, Qatari, Abu Dhabi, Dubai.. WHATSAPP +971)581248768 Abortion Pills / Cytotec Tablets Available in Dubai, Sharjah, Abudhabi, Ajman, Alain, Fujeira, Ras Al Khaima, Umm Al Quwain., UAE, buy cytotec in Dubai– Where I can buy abortion pills in Dubai,+971582071918where I can buy abortion pills in Abudhabi +971)581248768 , where I can buy abortion pills in Sharjah,+97158207191 8where I can buy abortion pills in Ajman, +971)581248768 where I can buy abortion pills in Umm al Quwain +971)581248768 , where I can buy abortion pills in Fujairah +971)581248768 , where I can buy abortion pills in Ras al Khaimah +971)581248768 , where I can buy abortion pills in Alain+971)581248768 , where I can buy abortion pills in UAE +971)581248768 we are providing cytotec 200mg abortion pill in dubai, uae.Medication abortion offers an alternative to Surgical Abortion for women in the early weeks of pregnancy. Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman Fujairah Ras Al Khaimah%^^%$Zone1:+971)581248768’][* Legit & Safe #Abortion #Pills #For #Sale In #Dubai Abu Dhabi Sharjah Deira Ajman
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
https://36crypto.com/the-future-of-dogecoin-how-high-can-this-cryptocurrency-reach/
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
2. Engaged.
• When it comes to the delivery of financial advice, good is no longer good enough.
• In executive suites and in advisors’ offices there has been a collective recognition that an
unwavering focus on engaging clients is required, not only as a point of differentiation, but as
a driver of both retention and growth.
• Advisor Impact, an Accretive 360 company, is the leading source of insight on client
engagement and is singularly focused on advancing the industry’s understanding of how
advisors can drive and leverage engagement, drawing on input from tens of thousands of
investors and advisors every year.
• The Economics of Loyalty, a survey conducted in Canada, the US and the UK, was
designed to define and measure engagement and to help advisors actively use that
information in their businesses.
• Based on that research, it is clear that ‘engagement’ defines the highest standard for client
relationships, describing clients who are not only most satisfied and most loyal, but who
provide the vast majority of all referrals.
• Client engagement is, as a result, the single most powerful business development tool
available to financial advisors today.
• The Economics of Loyalty in Canada was sponsored by Brandes Investment Partners & Co.
An Accretive 360 company 2
3. The research
60%
• The Economics of Loyalty study was
conducted in October/November, 2011
via online survey.
• The study includes input from 1,017
Canadian investors, all of whom work
Percentage of Respondents
40%
with a financial advisor, make or
contribute to the financial decisions in
the household and meet specific asset
27%
26%
criteria.
• Using all Canadian investors as the 20%
20%
total population, there is a margin of 16%
error +/- 3.1%. 11%
• This report does not include findings
from similar research conducted in the 1%
0%
US or UK, however high-level trends 0%
Less than $50 - $100 - $250 - $500 - $1 - $5m +
are similar across all three countries. $50k $99k $249k $499k $999k $4.9m
Total Household Assets
Source: The Economics of Loyalty, Advisor Impact, 2011.
Q. What is the total value of your investable assets, excluding your home or employer
pension plans ? (Include mutual funds, stocks, bonds, GICs, RRSPs etc.)
An Accretive 360 company 3
4. Connecting the quality of client relationships
and growth
• Overall, clients are satisfied with their advisory relationship, are loyal and are
comfortable providing referrals.
• Despite those positive results, only 20 percent of clients provided a referral,
a disconnect many advisors have difficulty reconciling.
66% of clients gave their advisor an
average satisfaction rating of 8/10 or higher
84% of clients are somewhat or extremely 20% of clients
likely to continue working with their advisor provided a referral
69% of clients are comfortable providing
a referral
Source: Advisor Impact, Economics of Loyalty, 2011
4
An Accretive 360 company 4
5. Comfort referring does not drive action
• The study examined the connection 100%
between satisfaction, loyalty and referrals. 82%
Percentage very satisfied
80%
(9 or 10 out of 10)
• Satisfaction is highly correlated with the
60%
extent to which a client is comfortable
providing a referral. 40%
19%
• The top chart shows the connection 20%
between comfort referring (using Net 5%
0%
Promoter Score* categories) and 1-6 (Detractor) 7-8 (Neutral) 9-10 (Promoter)
satisfaction. The two are very closely Likelihood to Refer (Scale of 1-10)
aligned.
• The assumption is, therefore, that 100%
Percentage of clients providing a
by focusing on the drivers of satisfaction,
advisors will drive growth through 80%
referrals. 60%
referral
• This is not the case. Satisfaction is linked 40% 34%
to comfort referring, but not necessarily to
referral activity. The bottom chart shows 20% 14%
6%
the percentage of clients that actually
0%
referred relative to those who are 1-6 (Detractor) 7-8 (Neutral) 9-10 (Promoter)
comfortable referring. Likelihood to Refer (Scale of 1-10)
* Net Promoter Score is a commonly used method to assess if clients feel they will
refer based on a scale of 1-10.
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 5
6. Satisfaction and loyalty are not enough
• In addition to seeing a disconnect
Percentage of clients who provided
between being comfortable referring
and actually doing so, we also find a
disconnect between satisfaction or 38%
a referral
loyalty and providing referrals.
20%
• The top chart shows that fewer than 10%
5%
half of the most satisfied clients
provided a referral. 1-5 6-7 8-9 10
Satisfaction Score (out of 10)
• The bottom chart shows there is no
real connection between loyalty and
providing a referral.
• While satisfaction and loyalty are
Percentage of clients who provided a
important, they are clearly not enough
when it comes to driving growth in a
business.
referral
21%
11%
Low Loyalty (1-3) High Loyalty (4-5)
Loyalty Score (out of 5)
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 6
7. The flipside of loyalty
• Part of the reason that loyalty is only Percentage of
loosely connected to referral activity is respondents
that many clients, who are neutral or who have
considered leaving
dissatisfied, stay.
I don’t know that I would do better with
64%
• Nineteen percent of clients say they a different advisor.
have thought about changing I don’t know how I would find a better
27%
advisors. advisor.
My advisor understands me well and
• The table shows that among those that would be difficult to replicate.
15%
who have considered switching, the
majority don’t think there is a good I have other family members who also
use this advisor
8%
alternative and just over a quarter
aren’t sure how to find a better I’ve already tried switching advisors, but
found the transfer process too 8%
advisor. complicated.
• While important, loyalty is not always I like my advisor, it’s the company he or
5%
connected with satisfaction; some she works for that I don’t like.
clients feel ‘stuck’. My advisor is connected to my other
professional relationship (e.g. my 3%
accountant)
Q. Why have you not switched advisors yet (if thought of leaving)?
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 7
8. A higher standard
• In order to provide advisors
with a roadmap to building
meaningful relationships, the Satisfaction/
research segmented clients Loyalty Engaged
18%
based on satisfaction, loyalty
and referral activity.
Content
• Those clients who provided 56%
the highest ratings in all
three categories are
considered engaged.
Complacent
• Engaged clients set the bar 14%
for advisors. They are the
most satisfied, the most loyal Disgruntled
and are also actively helping 12%
to drive growth.
Referrals
Source: Advisor Impact, Economics of Loyalty: 2011
An Accretive 360 company 8
9. The impact: Risk turns to opportunity moving from
Disgruntled to Engaged
Risk Opportunity
Brand Risk Share of Wallet
Attrition Referrals
Multi-generational planning
Trusted advisor
An Accretive 360 company 9
10. The impact of engagement:
A deeper relationship
• Engaged clients are among the most
satisfied and loyal clients.
83%
Percentage of respondents
• By examining what is unique about 77%
their client experience, we can identify
the core drivers of engagement and 64%
help advisors to prioritize those
activities.
45%
43%
21%
4% 4%
Very Satisfied (9 or 10) Very Loyal (4 or 5)
Disgruntled Complacent Content Engaged
10
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 10
11. The impact of engagement:
Growth
• Engaged clients provide virtually all 100%
referrals to advisors.
• With Engaged clients, there is an
Percentage of respondents providing a referral
alignment between comfort referring
and action that is not seen in any
other segment.
• A third of Engaged clients provided
one referral, 35 percent provided two
referrals, 22 percent provided three
referrals and 10 percent provided four
or more referrals.
7%
3%
0%
Disgruntled Complacent Content Engaged
11
Source: The Economics of Loyalty, Advisor Impact, 2011.
Q. Have you provided a referral to your financial advisor in the last 12 months?
An Accretive 360 company 11
12. The impact of engagement:
Recognize real value
• Engaged clients recognize the value delivered by their advisor, relative to fees.
• Clients who fully appreciate value are less likely to be fee sensitive.
100%
81%
Percentage rating 4 or 5 on value
80%
61%
60%
40% 36%
20% 14%
0%
Disgruntled Complacent Content Engaged
Q. How would you describe the value that you receive from your advisor, relative to the fees paid?
(a 5-point scale where 1 is completely disagree and 5 is completely agree)
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 12
13. Advice matters… across the board
• While we would expect Engaged
clients to recognize the value of
advice, the reality is that almost all 100%
clients say that advice matters.
• The chart shows the percentage of 80%
Percentage of respondents
clients who say that advice is 19% 46% 52%
somewhat important or critical in 60% 20%
reaching their most important
financial goals.
40%
• The value placed on advice highlights 59%
the extraordinary opportunity to build 20%
49% 47%
42%
more engaged and meaningful
relationships.
0%
Disgruntled Complacent Content Engaged
Somewhat Important Critical
Q. Thinking about your most important financial goal, how important do you consider
the advice you receive from your advisor in reaching that goal?
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 13
14. Value goes beyond investment performance
• Fewer than a third of clients say they pay only for investment performance. Nearly
60 percent of clients say their advisor adds value above and beyond market performance.
• Value is tied to support in defining and monitoring financial goals more often than
investment performance.
60%
Percent of respondents
40%
42%
36%
35%
20%
22%
16% 17%
12%
8%
0%
I pay only for I pay for help in I pay for on-going My adviser adds value
investment defining or articulating monitoring of my goals above and beyond
performance my goals/development and plan market performance
of a plan
Strongly Agree Somewhat Agree
Q. To what extent to you agree or disagree with the following statements?
An Accretive 360 company
Source: The Economics of Loyalty, Advisor Impact, 2011.
14
15. Driving engagement
• Engaged client relationships are
differentiated on the basis of several
key factors, defined by connection,
leadership and partnership.
• These categories define the ways in Connect
which engaged clients differ from
all other clients, including those Quantity
who are Content. Quality
Scope
• Engaged clients have broader and ENGAGE
deeper relationships with their
advisors, rely on their advisors for Lead
guidance and are invited to provide
their input on the service provided.
Partner
An Accretive 360 company 15
16. Driving engagement: client contact
• On average, Engaged clients both expect and receive more plan/portfolio reviews in a
12-month period.
• Content and Engaged clients have similar asset profiles so the difference in contact is
not tied to the size of the portfolio.
• The quality of the Engaged relationship is different; they differ dramatically from other
clients as it relates to helping clients with the ups and downs of the market, defining long-
term goals and creating a clear plan for the future.
60%
Percentage of respondents
40% 37%
30% 31%
24%23% 24% 25%
20%
20% 18% 18% 17% 17%
15% 15% 15%
12%13% 12%
7% 7%
0%
Once Twice Three times Four times Five or more times
Number of Reviews Per Year
Disgruntled Complacent Content Engaged
Q. Thinking about the last 12 months only, how often did you actually meet with your
advisor (either face-to-face or by telephone) to review your financial plan or portfolio?
An Accretive 360 company
Source: The Economics of Loyalty, Advisor Impact, 2011.
16
17. Driving engagement and the scope of the
relationship: Financial planning
• Engaged clients are much more likely
to have a written financial plan.
• The scope of the relationship is
Percentage of respondents with a written plan
impacted by a planning process that
touches all aspects of a client’s 66%
financial life.
• 90 percent of Engaged clients say the
plan is somewhat important or critical
42%
in helping them reach their financial 38%
goals. 31%
Disgruntled Complacent Content Engaged
17
Q. Do you have a written financial plan which may include insurance, tax planning,
retirement planning, estate planning, or some combination of these items?
An Accretive 360 company Source: The Economics of Loyalty, Advisor Impact, 2011. 17
18. Driving engagement and the scope of the
relationship: The quarterback
• Engaged clients are more likely to rely on their advisor to play a central role in their
financial lives.
• Among those clients who indicated they worked with other professionals (e.g. an
accountant or lawyer), 58 percent of Engaged clients said their financial advisor
played a central role in co-ordinating across those advisors.
Percent of respondents
58%
44%
26%
18%
Disgruntled Complacent Content Engaged
Q. Which, if any, of the following best describes the role that your financial advisor
plays relative to other professional advisors with whom you work (e.g. accountant or
lawyer): My advisor plays a central role in my financial life, coordinating or working
with my other professional advisors as and when required
An Accretive 360 company 18
Source: The Economics of Loyalty, Advisor Impact, 2011.
19. Driving engagement and the scope of the
relationship: Multi-generational planning
• Engaged clients have relationships with their advisors that span generations.
• Engaged clients with adult children are considerably more likely to have an advisor who also
works with their children.
100%
Percent of clients with adult children who
80%
work with same advisor
60%
40%
49%
20%
24% 24%
10%
0%
Disgruntled Complacent Content Engaged
Q. Does your primary financial advisor work with other immediate family members
other than yourself and/or your spouse? Yes, with children n=clients with adult
children
An Accretive 360 company
Source: The Economics of Loyalty, Advisor Impact, 2011.
19
20. Driving engagement: Leadership
• Leadership, particularly during
turbulent markets, plays an important
role in engagement.
• Nearly 90% of Engaged clients see
100%
their advisor as a strong leader. 87%
80%
• Leadership is most often described as: 70%
Percent age responding ‘yes’
60% 53%
• Helping keep a plan on track
despite turbulence 40%
• Keeping clients focused on the
20% 14%
long term
0%
• Actively reviewing plans in the face Disgruntled Complacent Content Engaged
of a market downturn
Q. Do you consider your advisor a strong leader?
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 20
21. Driving engagement: Partnership
• Partnership is defined as giving
clients a voice and inviting their input
through feedback. 76%
• Engaged clients are dramatically
Percentage responding ‘yes’
more likely to have been asked for
47%
their input on the service being 45%
provided.
29%
Disgruntled Complacent Content Engaged
Q. Has your financial advisor ever asked you for feedback on the service that he or
she provides?
21
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 21
22. All clients want a say
• While Engaged clients are more likely
80%
to have been asked for feedback,
Disgruntled clients are looking for the
opportunity.
60% 12%
Percentage of respondents
12%
• Nearly 70 percent of Disgruntled
clients feel it is important to be given
the opportunity to provide feedback, 40% 4%
6%
no doubt based on their service
experience. 55% 52%
• Setting the most dissatisfied clients 20% 38% 39%
aside, Engaged clients stand out,
relative to Content or Complacent in
the importance they place on 0%
Disgruntled Complacent Content Engaged
feedback.
Somwhat Important Critical
Q. How important is it to you that your advisor asks you for
feedback/input on the service that he or she provides?
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 22
23. Feedback makes a difference
• When asked if feedback makes a 80%
difference, Engaged clients are
optimistic that they are being heard
and Disgruntled clients do not believe
Percentage of respondents
60%
they can impact the relationship. 19% 39%
22%
• Engagement is not only linked to the
activity of asking for the feedback, but 40%
to the extent that advisors listen and 9%
respond to that feedback.
44%
20% 39%
34%
29%
0%
Disgruntled Complacent Content Engaged
Some Difference A Lot of Difference
Q. How would you describe the difference that providing that
feedback made in helping your advisor shape the service that he
or she delivers?
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 23
24. Finding the right fit
• It can be argued that engagement cannot be achieved without the right foundation.
• While the majority of clients demand fit on technical expertise and ability, Engaged clients
are more likely to seek a fit on values, personality and communication style.
100%
Percent rating fit as critical
78%
80% 73%
64% 65%
60%
51%
41%
38%
40% 35%
29% 29%
19% 19% 17% 19% 17%
20% 13% 15% 11% 12%
8%
0%
Shared values Personality Communication style Empathy Technical
expertise/ability
Disgruntled Complacent Content Engaged
Q. How important to a successful relationship with your advisor, is finding a close or perfect match on the following?
(a 5-point scale where 1 is not at all important and 5 is critical)
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 24
25. Leveraging client engagement
• The connection between engagement
and growth is based on the depth and
100%
quality of client relationships.
91%
• The research shows clearly, however,
Percentage of respondents
that advisors can impact the referral
75%
equation through effective positioning.
• Traditional approaches to referrals
58%
may not work because they are not
focused on the clients’ fundamental
motivation to refer, which is to help
their friends, not their advisor.
20%
7%
3%
0%
Disgruntled Complacent Content Engaged
Somewhat/Very Comfortable Referring Has Referred
Source: The Economics of Loyalty, Advisor Impact, 2011.
An Accretive 360 company 25
26. Understanding motivation to refer
• According to the majority of clients,
the fundamental motivation to refer 55%
is to help a friend or family member.
Percentage of respondents who provided a referral
• This finding is contrary to the typical
approaches taught to advisors, 40%
which focus on asking clients to
help build the business in return for
receiving outstanding service.
• While clients may be motivated to
help, there is no evidence that
motivation is strongly tied to action.
5%
My advisor has done a My friend had a Neither
good job for me and I financial need and I
want to return the wanted to provide
favor by helping him/her with a
him/her build their possible solution.
business
Q: Which of the following best describes the motivation behind providing a referral to 26
your advisor.
Source: Advisor Impact, Economics of Loyalty, 2011
An Accretive 360 company 26
27. Triggering action on referrals
• In order to understand how to impact
referrals, advisors must move beyond 44%
42%
Percentage of respondents who provided a
understanding motivation and examine
what triggers action.
• In only seven percent of cases did clients
say that action was triggered because they
referral
were asked by their advisor for the name
of a friend.
• While the highest number of clients were 7%
simply asked for the name of an advisor,
the most important number is the 42 percent
of clients who acted in order to provide a Friend asked for a Friend described a Advisor asked for a
recommendation financial challenge name
solution when a friend was describing a
financial challenge. Q: What were the circumstances of providing the last referral?
Source: Advisor Impact, Economics of Loyalty, 2011
• The results suggest that advisors should
spend time helping clients to spot a need
for advice to align with their desire to help
friends and family.
An Accretive 360 company 27
28. Implications for advisors
• The Economics of Loyalty paints a picture of both the risk and opportunity for advisors.
• The data clearly show that the needs of clients and the needs of advisors intersect with
engagement, where clients are receiving an outstanding level of service and advisors are
benefitting through referrals.
• When advisors can understand and embrace the drivers of engagement they can
differentiate themselves, build deeper relationships and tap the latent potential in their book
of business.
• Action is tied to the core drivers of engagement: connect, lead and partner. The latter
provides the feedback required to execute on the first two.
• Advisor Impact will be releasing a series of white papers designed to help advisors take
action and build more engaged relationships.
An Accretive 360 company 28
29. Questions?
Advisor Impact
info@advisorimpact.com
877.686.0660 x221
An Accretive 360 company 29