The document provides tips for financial advisors to grow their business. It discusses engaging existing clients through connecting with them, providing leadership, and partnering with clients. It also recommends leveraging engaged clients by focusing on activating referrals from clients who are comfortable providing them. Additionally, the document discusses using social media like LinkedIn to prospect for new clients and gain business. Finally, it lists 10 characteristics of top-performing advisors such as having a clear vision, understanding what clients want, and creating clients for life.
The document discusses referrals for professional services firms. It explains that referrals come from both experience and reputation, and that over 80% of firms receive referrals from people they have not worked with directly. The most important factors that increase referrals are visible expertise, professional relationships, social relationships, and reciprocity. However, over 50% of potential clients rule out referrals before speaking to them, often because the firm's website is unimpressive or lacks quality content demonstrating their expertise. To succeed at referral marketing, firms must showcase successful projects, have experts speaking publicly, maintain a high-quality website, stay on top of industry trends, and generate educational content.
Presentation of Research Findings, by Danny Whatmough CMPRCA, Associate Direc...Mattcartmell
The document summarizes the results of a survey of in-house PR professionals and agency PR professionals on the state of the PR industry. It finds that while clients recognize the value agencies bring to brand awareness and reputation, clients also have doubts about agencies' abilities to increase sales or work with other marketing disciplines. Both clients and agencies agree that agencies need to provide stronger proof of return on investment and value for money. There is a shift towards more project work and procurement teams being involved in purchasing decisions. Agencies are responding by creating more specialist roles to offer niche advice rather than general capabilities.
This document summarizes the key findings of a research report by Investment Trends on opportunities for financial planners to grow their practices. Some of the main points covered include:
- Trust in the financial services industry has declined significantly due to the Royal Commission, posing a major challenge for client acquisition and retention.
- While demand for financial advice remains high, barriers like lack of trust, high perceived costs, and insufficient wealth are preventing many Australians from seeking advice.
- Client numbers for financial planners have declined in recent years and advocacy/referral levels from existing clients are at their lowest point.
- Client satisfaction with their financial planner dropped sharply over the past year, with net promoter scores plunging from their previous
The document summarizes the findings of the Investment Trends 2018 Financial Advice Report. It discusses declining trust in the financial services industry due to the Royal Commission. While the number of Australians using financial planners is decreasing, significant demand remains for advice. Barriers to seeking advice include lack of trust, perceived high costs, and belief that minimum wealth is required. Client acquisition requires establishing trust through honesty and understanding client needs. Client retention can be improved through goal-oriented conversations and demonstrating progress. Advice provides benefits across all wealth levels.
This document provides guidance on how to hire a management consultant and get the desired results from the engagement. It discusses determining if a consultant is needed, finding a competent consultant, screening candidates, making a final selection, ensuring project success, and evaluating outcomes. The document emphasizes establishing clear expectations, assessing fit and compatibility with the consultant's expertise and approach, and developing a written agreement that outlines objectives, roles and responsibilities. The goal is to select a consultant with relevant experience who can work effectively with the organization to achieve the defined goals of the engagement.
Consultants can provide value to organizations by completing projects from problem analysis through implementation of solutions. When deciding whether to hire consultants, consider if you need extra resources for temporary work, require specialized skills, or would benefit from an outside perspective. It's important to determine the desired tangible outcomes from a consulting engagement. Regularly evaluating the value added by consultants allows the relationship to be adjusted to ensure goals are met and the organization benefits.
Presentation of Research Findings, by YouGov’s Oliver Rowe, Director of Reput...Mattcartmell
Reputation has enormous value and is a concern at the board level. 72% of respondents say their board believes reputation has a strong link to financial performance. While metrics are needed to value reputation efforts, proving a direct economic value is difficult. Non-economic KPIs related to performance, people, and influence may be sufficient if there is management buy-in. External agencies can help clients set measurable objectives and quantify reputation impacts.
This document discusses strategies for building an individual donor program. It notes that individuals provided 82% of charitable donations in 2007, totaling $252 billion. Maintaining individual donors is important as they provide unrestricted funding and are less likely to withdraw support. The document recommends researching donors, focusing on relationships, communicating impact, and asking for donations. It also stresses the importance of engagement, proving impact, stewardship, and diversifying revenue streams including online strategies. The key message is that now is the time to thoughtfully maintain and build individual donor programs.
The document discusses referrals for professional services firms. It explains that referrals come from both experience and reputation, and that over 80% of firms receive referrals from people they have not worked with directly. The most important factors that increase referrals are visible expertise, professional relationships, social relationships, and reciprocity. However, over 50% of potential clients rule out referrals before speaking to them, often because the firm's website is unimpressive or lacks quality content demonstrating their expertise. To succeed at referral marketing, firms must showcase successful projects, have experts speaking publicly, maintain a high-quality website, stay on top of industry trends, and generate educational content.
Presentation of Research Findings, by Danny Whatmough CMPRCA, Associate Direc...Mattcartmell
The document summarizes the results of a survey of in-house PR professionals and agency PR professionals on the state of the PR industry. It finds that while clients recognize the value agencies bring to brand awareness and reputation, clients also have doubts about agencies' abilities to increase sales or work with other marketing disciplines. Both clients and agencies agree that agencies need to provide stronger proof of return on investment and value for money. There is a shift towards more project work and procurement teams being involved in purchasing decisions. Agencies are responding by creating more specialist roles to offer niche advice rather than general capabilities.
This document summarizes the key findings of a research report by Investment Trends on opportunities for financial planners to grow their practices. Some of the main points covered include:
- Trust in the financial services industry has declined significantly due to the Royal Commission, posing a major challenge for client acquisition and retention.
- While demand for financial advice remains high, barriers like lack of trust, high perceived costs, and insufficient wealth are preventing many Australians from seeking advice.
- Client numbers for financial planners have declined in recent years and advocacy/referral levels from existing clients are at their lowest point.
- Client satisfaction with their financial planner dropped sharply over the past year, with net promoter scores plunging from their previous
The document summarizes the findings of the Investment Trends 2018 Financial Advice Report. It discusses declining trust in the financial services industry due to the Royal Commission. While the number of Australians using financial planners is decreasing, significant demand remains for advice. Barriers to seeking advice include lack of trust, perceived high costs, and belief that minimum wealth is required. Client acquisition requires establishing trust through honesty and understanding client needs. Client retention can be improved through goal-oriented conversations and demonstrating progress. Advice provides benefits across all wealth levels.
This document provides guidance on how to hire a management consultant and get the desired results from the engagement. It discusses determining if a consultant is needed, finding a competent consultant, screening candidates, making a final selection, ensuring project success, and evaluating outcomes. The document emphasizes establishing clear expectations, assessing fit and compatibility with the consultant's expertise and approach, and developing a written agreement that outlines objectives, roles and responsibilities. The goal is to select a consultant with relevant experience who can work effectively with the organization to achieve the defined goals of the engagement.
Consultants can provide value to organizations by completing projects from problem analysis through implementation of solutions. When deciding whether to hire consultants, consider if you need extra resources for temporary work, require specialized skills, or would benefit from an outside perspective. It's important to determine the desired tangible outcomes from a consulting engagement. Regularly evaluating the value added by consultants allows the relationship to be adjusted to ensure goals are met and the organization benefits.
Presentation of Research Findings, by YouGov’s Oliver Rowe, Director of Reput...Mattcartmell
Reputation has enormous value and is a concern at the board level. 72% of respondents say their board believes reputation has a strong link to financial performance. While metrics are needed to value reputation efforts, proving a direct economic value is difficult. Non-economic KPIs related to performance, people, and influence may be sufficient if there is management buy-in. External agencies can help clients set measurable objectives and quantify reputation impacts.
This document discusses strategies for building an individual donor program. It notes that individuals provided 82% of charitable donations in 2007, totaling $252 billion. Maintaining individual donors is important as they provide unrestricted funding and are less likely to withdraw support. The document recommends researching donors, focusing on relationships, communicating impact, and asking for donations. It also stresses the importance of engagement, proving impact, stewardship, and diversifying revenue streams including online strategies. The key message is that now is the time to thoughtfully maintain and build individual donor programs.
This document discusses event planning and marketing management services. It provides an overview of the types of assistance available, including management and planning, communication and marketing. It also discusses the benefits such as increased revenue, attendance, and services for clients. Fees can be flat rates, percentages of budgets, or commissions. The provider has 15 years of experience in food service, customer service, management, marketing and sales.
Financial planning involves more than just investment advice - it encompasses tax planning, estate planning, savings goals, and retirement planning. Investment advice focuses on structuring assets to meet financial goals but does not define the goals. When choosing an advisor, it is important to consider their compensation structure and level of control over assets, as advisors with discretionary authority act more as money managers while fee-based advisors take a broader planning perspective centered around client goals.
What Executive Directors Desperately Need to Know About Fundraising4Good.org
Our webinar will focus on addressing the essence of a non-profit leader’s job function – fundraising. This is ironic because the overwhelming majority of executive directors we’ve surveyed tell us it’s the part of the job they enjoy the least. We’ll focus on why EDs struggle with this most essential of tasks and what they can do to significantly direct sufficient time and effort to ensuring organizational sustainability.
The document outlines key steps for developing an effective fundraising plan, including conducting an internal and external assessment, setting goals and objectives, choosing fundraising techniques, developing materials, creating budgets and action plans, and evaluating results. It emphasizes involving stakeholders, understanding constraints and capabilities, diversifying techniques, building credibility, and creating plans that are strategic, cost-effective, and reflect organizational needs. Regular evaluation and revision of plans is also recommended to ensure ongoing success.
Awards vs. Employee Experience: What Really Makes a Great Workplace?BambooHR
Winning a "Best Place to Work" award might sound like pure HR gold, but an engaged and productive workforce is a much more worthwhile objective.
Join BambooHR’s Director of HR, Cassie Whitlock, and The Predictive Index’s CEO, Mike Zani, as they walk through the foundation and structure of an engagement-lifting workplace.
Douglas Brodhead from Innoweave will share his knowledge about innovative tools and approaches that your charity can use to generate greater impact at a lower cost.
Topics to be discussed:
Learn about Innoweave
New social innovations that are helping organizations generate greater impact
The Innoweave process and how your organization can benefit
Opportunities to apply for implementation funding
The document discusses challenges advisors face in proving they are acting as fiduciaries, keeping clients engaged, and managing emotions. It proposes using behavioral finance insights to better understand clients and align solutions to their unique financial personalities. A system called Financial DNA uses a 46 question assessment to predict client reactions and help advisors customize communications, portfolio construction, and ongoing coaching to strengthen compliance and boost engagement.
The document discusses utilizing strategic stewardship for major gift fundraising. It outlines developing personalized stewardship plans to acknowledge donors, engage them through impact reporting and opportunities to experience the organization, and ultimately inspire higher levels of philanthropy. A case study shows how creative stewardship actions like a surprise birthday party and comprehensive giving report led to discussion of a principal gift. Benefits of stewardship include moving donors along the commitment continuum to their highest levels of support.
Heather Baker and Renee Williams are experienced wealth managers who work as a team at PNC Bank to provide exceptional client service. They understand each client's unique needs and work diligently to serve as trusted advisors. The team employs a systematic process to welcome new clients and thoroughly understand their financial situation to create a customized investment plan in the client's best interest. They are committed to maintaining long-term relationships through high-quality service and communication.
Lisa Hoffman, Nonprofit Consultant
Whether your organization is new to individual fundraising, or has an established program, you will learn tactics and techniques critical to success in this interactive workshop. Lisa will approach the topic from a continuum perspective, beginning with finding new donors, and concluding with exquisite stewardship once they have given."
This document discusses strategies for increasing employee engagement and intrinsic loyalty through aligning corporate culture and values with meaningful work. It finds that spending money on others through charitable gifts, rather than oneself, can increase happiness and satisfaction more than compensation alone. Positive leadership that treats employees with respect and promotes compassion is also found to enhance engagement. Case studies show how companies implement prosocial incentives like charitable gift matching and skilled volunteering to involve employees in social causes.
The document discusses the challenges communicators face in getting buy-in from senior leadership and trustees in charities. A survey found that while 56% of communicators feel heard some of the time, 12% do not feel heard at all. The main barrier is the CEO's understanding of communications, as 83% who don't feel heard attribute this to lack of CEO understanding. For communicators to feel valued, they must prove the value of their work through specific campaigns, push for acknowledgement, communicate internally to explain their role, and demonstrate how they support other teams' work. Building professional networks is also important for support.
This document summarizes research on communication between early stage startups and investors. A survey found that most startups do not communicate regularly with investors and do not share important updates. Investors agreed that startups that communicate more frequently perform better. However, only half of investors require regular communication from startups. There is an information gap between startups and investors that could be addressed by investors requiring regular communication as a condition of investment. This would lead startups to communicate more and obtain more help, potentially improving performance.
Why Nonprofits Must Optimize the Year-End Fundraising ExperienceTechSoup
This document summarizes a presentation about optimizing year-end fundraising for nonprofits. The presentation discusses lessons learned from subscribing to 152 nonprofit email lists, including that personalization and a clear call to action are most effective. It also discusses optimizing the donation experience by keeping it simple, focusing on essential donor information only, and conveying a clear value proposition. The presentation recommends a multi-channel approach including emails, direct mail, and retargeted digital ads to improve fundraising.
Ratings, Overhead, and Measuring Impact: How to Use Your Social Sector Excell...Bloomerang
https://bloomerang.co/resources/webinars/
Richard Neustedter of Nonprofit Financial Specialists, and Barbara O’Reilly, CFRE of Windmill Hill Consulting, will lead an in-depth look at how to combine factors like ratings, overhead, impact into strategic donor communications that showcase qualitative and quantitative results and vision to retain current donors and attract new ones.
This document provides information about St. James's Place Wealth Management and the services they provide. Some key points:
- St. James's Place is a leading UK wealth management firm with over £65 billion in client funds under management.
- They offer face-to-face financial advice from over 2,320 Partner Practices. Advice is tailored to individual client needs and backed by a guarantee.
- Their investment management approach involves appointing independent fund managers and consultants to select and monitor funds. Managers are changed by the Investment Committee if needed.
- Client surveys show high levels of satisfaction with the relationship with their adviser and the client service provided by St. James's Place. Many clients
The document discusses how financial advisors should define and communicate their unique value proposition to effectively market themselves. It notes that over 60% of investors feel advisors make all the same promises, so distinguishing your value is important. The most effective value propositions combine attributes of the firm, benefits to clients, rational arguments and emotional components. Investors also want advisors to address life goals through financial planning and make them feel confident and empowered. However, advisors fail to fully utilize social media to explain their value. The key is creating valuable content for prospective clients and engaging them through social channels.
Making referrals happen simonton version [compatibility mode]Rose Grabowski
The document discusses the importance of referrals for business growth and provides strategies for developing an effective referral program. Some key points:
- Referrals are one of the primary engines of business growth, but many companies do not have a formal referral program in place.
- Customer satisfaction and service are critical for getting referrals, as happy customers are much more likely to recommend a business to others. The "service-profit chain" outlines how internal quality and employee satisfaction drive customer loyalty.
- The document recommends businesses create a referral asking system, measure referral sources, offer incentives, develop relationships with local influencers, and focus on excellent customer service to generate referrals.
- 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.
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.
A consultants guide to building lasting client relationshipsRCP Consulting
The document provides guidance to consultants on building lasting client relationships. It discusses four stages of the client relationship: creating the relationship before an engagement begins through thought leadership and personal connections; aligning the relationship by setting clear expectations on scope, communication, and deliverables; maintaining the relationship through meeting or exceeding promises during the engagement; and strengthening the relationship after the engagement through referrals. The key is to demonstrate expertise, build trust, exceed expectations to deliver more than promised, and provide excellent service throughout.
This document discusses event planning and marketing management services. It provides an overview of the types of assistance available, including management and planning, communication and marketing. It also discusses the benefits such as increased revenue, attendance, and services for clients. Fees can be flat rates, percentages of budgets, or commissions. The provider has 15 years of experience in food service, customer service, management, marketing and sales.
Financial planning involves more than just investment advice - it encompasses tax planning, estate planning, savings goals, and retirement planning. Investment advice focuses on structuring assets to meet financial goals but does not define the goals. When choosing an advisor, it is important to consider their compensation structure and level of control over assets, as advisors with discretionary authority act more as money managers while fee-based advisors take a broader planning perspective centered around client goals.
What Executive Directors Desperately Need to Know About Fundraising4Good.org
Our webinar will focus on addressing the essence of a non-profit leader’s job function – fundraising. This is ironic because the overwhelming majority of executive directors we’ve surveyed tell us it’s the part of the job they enjoy the least. We’ll focus on why EDs struggle with this most essential of tasks and what they can do to significantly direct sufficient time and effort to ensuring organizational sustainability.
The document outlines key steps for developing an effective fundraising plan, including conducting an internal and external assessment, setting goals and objectives, choosing fundraising techniques, developing materials, creating budgets and action plans, and evaluating results. It emphasizes involving stakeholders, understanding constraints and capabilities, diversifying techniques, building credibility, and creating plans that are strategic, cost-effective, and reflect organizational needs. Regular evaluation and revision of plans is also recommended to ensure ongoing success.
Awards vs. Employee Experience: What Really Makes a Great Workplace?BambooHR
Winning a "Best Place to Work" award might sound like pure HR gold, but an engaged and productive workforce is a much more worthwhile objective.
Join BambooHR’s Director of HR, Cassie Whitlock, and The Predictive Index’s CEO, Mike Zani, as they walk through the foundation and structure of an engagement-lifting workplace.
Douglas Brodhead from Innoweave will share his knowledge about innovative tools and approaches that your charity can use to generate greater impact at a lower cost.
Topics to be discussed:
Learn about Innoweave
New social innovations that are helping organizations generate greater impact
The Innoweave process and how your organization can benefit
Opportunities to apply for implementation funding
The document discusses challenges advisors face in proving they are acting as fiduciaries, keeping clients engaged, and managing emotions. It proposes using behavioral finance insights to better understand clients and align solutions to their unique financial personalities. A system called Financial DNA uses a 46 question assessment to predict client reactions and help advisors customize communications, portfolio construction, and ongoing coaching to strengthen compliance and boost engagement.
The document discusses utilizing strategic stewardship for major gift fundraising. It outlines developing personalized stewardship plans to acknowledge donors, engage them through impact reporting and opportunities to experience the organization, and ultimately inspire higher levels of philanthropy. A case study shows how creative stewardship actions like a surprise birthday party and comprehensive giving report led to discussion of a principal gift. Benefits of stewardship include moving donors along the commitment continuum to their highest levels of support.
Heather Baker and Renee Williams are experienced wealth managers who work as a team at PNC Bank to provide exceptional client service. They understand each client's unique needs and work diligently to serve as trusted advisors. The team employs a systematic process to welcome new clients and thoroughly understand their financial situation to create a customized investment plan in the client's best interest. They are committed to maintaining long-term relationships through high-quality service and communication.
Lisa Hoffman, Nonprofit Consultant
Whether your organization is new to individual fundraising, or has an established program, you will learn tactics and techniques critical to success in this interactive workshop. Lisa will approach the topic from a continuum perspective, beginning with finding new donors, and concluding with exquisite stewardship once they have given."
This document discusses strategies for increasing employee engagement and intrinsic loyalty through aligning corporate culture and values with meaningful work. It finds that spending money on others through charitable gifts, rather than oneself, can increase happiness and satisfaction more than compensation alone. Positive leadership that treats employees with respect and promotes compassion is also found to enhance engagement. Case studies show how companies implement prosocial incentives like charitable gift matching and skilled volunteering to involve employees in social causes.
The document discusses the challenges communicators face in getting buy-in from senior leadership and trustees in charities. A survey found that while 56% of communicators feel heard some of the time, 12% do not feel heard at all. The main barrier is the CEO's understanding of communications, as 83% who don't feel heard attribute this to lack of CEO understanding. For communicators to feel valued, they must prove the value of their work through specific campaigns, push for acknowledgement, communicate internally to explain their role, and demonstrate how they support other teams' work. Building professional networks is also important for support.
This document summarizes research on communication between early stage startups and investors. A survey found that most startups do not communicate regularly with investors and do not share important updates. Investors agreed that startups that communicate more frequently perform better. However, only half of investors require regular communication from startups. There is an information gap between startups and investors that could be addressed by investors requiring regular communication as a condition of investment. This would lead startups to communicate more and obtain more help, potentially improving performance.
Why Nonprofits Must Optimize the Year-End Fundraising ExperienceTechSoup
This document summarizes a presentation about optimizing year-end fundraising for nonprofits. The presentation discusses lessons learned from subscribing to 152 nonprofit email lists, including that personalization and a clear call to action are most effective. It also discusses optimizing the donation experience by keeping it simple, focusing on essential donor information only, and conveying a clear value proposition. The presentation recommends a multi-channel approach including emails, direct mail, and retargeted digital ads to improve fundraising.
Ratings, Overhead, and Measuring Impact: How to Use Your Social Sector Excell...Bloomerang
https://bloomerang.co/resources/webinars/
Richard Neustedter of Nonprofit Financial Specialists, and Barbara O’Reilly, CFRE of Windmill Hill Consulting, will lead an in-depth look at how to combine factors like ratings, overhead, impact into strategic donor communications that showcase qualitative and quantitative results and vision to retain current donors and attract new ones.
This document provides information about St. James's Place Wealth Management and the services they provide. Some key points:
- St. James's Place is a leading UK wealth management firm with over £65 billion in client funds under management.
- They offer face-to-face financial advice from over 2,320 Partner Practices. Advice is tailored to individual client needs and backed by a guarantee.
- Their investment management approach involves appointing independent fund managers and consultants to select and monitor funds. Managers are changed by the Investment Committee if needed.
- Client surveys show high levels of satisfaction with the relationship with their adviser and the client service provided by St. James's Place. Many clients
The document discusses how financial advisors should define and communicate their unique value proposition to effectively market themselves. It notes that over 60% of investors feel advisors make all the same promises, so distinguishing your value is important. The most effective value propositions combine attributes of the firm, benefits to clients, rational arguments and emotional components. Investors also want advisors to address life goals through financial planning and make them feel confident and empowered. However, advisors fail to fully utilize social media to explain their value. The key is creating valuable content for prospective clients and engaging them through social channels.
Making referrals happen simonton version [compatibility mode]Rose Grabowski
The document discusses the importance of referrals for business growth and provides strategies for developing an effective referral program. Some key points:
- Referrals are one of the primary engines of business growth, but many companies do not have a formal referral program in place.
- Customer satisfaction and service are critical for getting referrals, as happy customers are much more likely to recommend a business to others. The "service-profit chain" outlines how internal quality and employee satisfaction drive customer loyalty.
- The document recommends businesses create a referral asking system, measure referral sources, offer incentives, develop relationships with local influencers, and focus on excellent customer service to generate referrals.
- 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.
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.
A consultants guide to building lasting client relationshipsRCP Consulting
The document provides guidance to consultants on building lasting client relationships. It discusses four stages of the client relationship: creating the relationship before an engagement begins through thought leadership and personal connections; aligning the relationship by setting clear expectations on scope, communication, and deliverables; maintaining the relationship through meeting or exceeding promises during the engagement; and strengthening the relationship after the engagement through referrals. The key is to demonstrate expertise, build trust, exceed expectations to deliver more than promised, and provide excellent service throughout.
The agenda outlines an advocacy conference taking place from 2:00PM to 5:15PM, with various presentations and networking sessions. The opening presentation is titled "The Advocacy Imperative" by Tracy Eiler of InsideView. Following presentations include "The More You Give, The More You Get" by Genevieve Guerette of Clarizen, "Advocacy: From Backroom to Boardroom" by David Feber of Referential Inc. and Abby Atkinson of FireEye Inc., and "Our Customers, Our Heroes" by Nicole Granucci of Genesys. The closing presentation is "What Is Your Advocacy Advantage?" by Deena Zenyk of Influ
Our task as CDFIs is to deploy our loan capital as effectively and quickly as possible to meet the needs of the community. "Sales" is not a bad word in nonprofits, because you are working to make capital access equal for all. Learn how you can implement this within your own organization.
Paying attention: how to turn your customers from deluded to devoted webMind Gym
When it comes to customer service, we’re deluded. 80% of organisations believe they deliver excellent customer service, but only 8% of their customers agree.
This is a fact that leaders at Santander understood well and, with declining performance against multiple measures, propelled them to act to reverse the statistics. The key, they discovered, lay in getting frontline employees to take responsibility for how a customer feels.
Get an inside view of their transformative journey through the award-winning Customer FIRST programme, which has seen a tremendous turnaround of ‘Britain’s worst bank’ (The Guardian, February 2011) to scooping the Moneywise ‘Most Improved Customer Service’ award (June 2012).
In this 30 minute webinar you will discover:
-The principles on which the award-winning Santander Customer FIRST programme was built: the 5 employee drivers to customer devotion
-Focusing on customers pays more in the long-term than focusing solely on profit or product
-Identify what’s going wrong and how to get it right
Speaker: Sebastian Bailey, PhD, President, Mind Gym Inc.
The insight selling era - live webcast with LinkedIn & CEBKevin Ryan
‘The Insight Selling Era’ – how buyer sophistication is forcing organizations to transform how they sell
Speakers:
Kevin Ryan, Marketing Manager: http://www.linkedin.com/in/kevryan
Matthew Kiel, Senior Director, CEB: http://www.linkedin.com/in/mpkiel
How to Start a Rewarding Career as a Life Advisor.pdfDEEPENDRA MERADEV
A career as a life advisor not only enables you to make a positive impact on others but also rewards you with tangible benefits. From a lucrative income and recognition for your efforts to promotions, valuable rewards, and the chance to travel, the life advisor career path holds the potential to offer a well-rounded and fulfilling professional journey.
Introduction
In a fast-paced and constantly evolving world, many individuals seek guidance and support to navigate the complexities of life. This growing demand has led to the rise of the life advisor career. A life advisor, also known as a life coach or mentor, plays a crucial role in helping people set and achieve their personal and professional goals. If you have a passion for helping others and a knack for guiding them through challenges, starting a career as a life advisor might be the perfect path for you.
Client surveys can be used to strengthen relationships with existing clients and also to generate more qualified referrals from centers of influence like CPAs and estate attorneys. The document outlines three ways to leverage client survey data with centers of influence: 1) Share positive survey results to reassure them of the value provided to clients, 2) Identify clients unsatisfied with other professionals to facilitate reciprocal referrals, and 3) Conduct joint surveys with centers of influence to identify specific cross-selling opportunities and make targeted referrals. Conducting client surveys and strategically sharing the results can boost referrals while deepening relationships with both clients and centers of influence.
How to Unleash the Hidden Value of a Best Practices Voice of the Customer Pro...Gainsight
Your customer base is a constant feedback generating engine. That information is pure gold to any type of business, but especially recurring revenue companies. Unfortunately, it’s lost in the ether when you don’t have a systematic way to capture that feedback, transform it into insights, actualize those insights, and realize the value from the customer.
We call that infinite feedback loop the Voice of the Customer (VoC).
In this webinar, you’ll learn several actionable tips and tricks to spin up a world-class VoC program, as well as what common pitfalls to avoid along the way. Join Waypoint Group Founder and Principal Steve Bernstein and Gainsight Director of Product Marketing Ganesh Subramanian as they explore what makes VoC so valuable and how you can drive that value in your organization.
This weeks post is courtesy of fi360®. With increasing pressure on plan fiduciaries this tool is a meaningful way to build relationships with 401k Plan Sponsors and add value to existing client relationships.
How the Best Brands Build Lasting Customer LoyaltyQualtrics
Customer loyalty is the likelihood of previous customers to continue to buy from a specific organization. To have loyal customers is a goal shared by most organizations, but not all reach this goal.
Join Adrian Swinscoe as he outlines how the best brands go about building customer loyalty that lasts.
Talk Given At ICSA National Conference in Atlanta 2010: The challenge of providing world-class levels of customer service through a service business located in multiple states, with diverse employees, in a variety of industries and markets.
7 steps to increase your business profitsbusaccmov
Business Acceleration Movement offers a free ebook for entrepreneurs, business decision makers, business executives and consultants where we share 7 steps to increase your business sales and profits by implementing marketing campaigns to attract and retain customers in the most cost-effective manner. Get it now and join our program at http://www.BusinessAccelerationMovement.com
With increasing demands to meet the needs of underserved local communities, CDFIs are responding by building a mission-driven sales culture. Friedman Associates will highlight the steps you need to take to develop a culture of sales.
This document provides an overview and agenda for a training on financial empowerment for case managers. The training aims to help case managers use the Consumer Financial Protection Bureau's "Your Money, Your Goals" financial empowerment toolkit when working with clients. The agenda covers topics like setting financial goals, saving, managing income and expenses, improving credit, and making appropriate referrals. Case managers will learn assessment and budgeting tools to help clients improve their financial situation. The training also emphasizes referring clients to outside partners when additional specialized assistance is needed or when case managers reach the limits of their expertise.
Client Development in a Nutshell for Senior AssociatesCordell Parvin
The document provides strategies for lawyers to develop successful client relationships and become partners. It recommends developing credibility and relationships, becoming visible in your target market by identifying client problems and providing solutions, and joining organizations where you can meet potential clients. The document emphasizes the importance of having a detailed plan with goals, finding accountability partners, building your reputation through writing and speaking, and focusing on client service and building trust over time.
The document provides strategies for lawyers to develop successful client relationships and become partners. It recommends developing niche areas of expertise, becoming visible in the legal community through writing, speaking and service, understanding clients' industries and needs, and building trust and rapport with clients through excellent service over time. The key is developing a plan with goals, becoming accountable, focusing on building relationships, and continuously improving client service.
2. • Introduction…who cares?
• The state of business development in 2013
• Engage your existing clients and grow your business
• Attract more referrals
• Find your CFO/CEO hat
• Get and use client feedback
• What does “social media” mean for your future?
Agenda:
3. Accretive Advisor™ is committed
to helping Investors and their
Financial Advisors create more
successful financial relationships.
• Our goal is to redefine the
relationship between investors
and their financial advisors.
• We provide the resources and
facilities that enable Investors
who are serious about their
money and Advisors who
are serious about their
business, to find
each other.
Redefining Financial Relationships
About Accretive Advisor
ACCRETIVE: ‘WORKING TOGETHER TO ACHIEVE MORE’
4. George Hartman & Tom Reimer
Managing Partners
Accretive Advisor Inc.
Through our combined 70 years working
in the financial services industry, we have
seen the great things that can happen
when an Investor and an Advisor share
high levels of trust and confidence.
Advisor Universe
• Our mission is to help great financial
advisors become extraordinary advisors in a
supportive, collegial community.
• An Accretive Advisor is part of a
community of financial advisors
who take their business seriously.
About Accretive Advisor
Redefining Financial Relationships
5. Is this you?
I have spent the past (fill in your own number) of years
building what I thought was a successful practice. Now
my client base is:
Not valuing my advice
Aging
Converting assets into retirement income
Transferring their money to children with whom I have
no relationship
Dying
Refusing to come back into the market / Looking for
lower risk investments
Leaving me for another advisor
6. Is this you?
I spend more time on administration and client service
than giving advice and developing business
I feel like the business is running me – rather than the
other way around
My work/life balance is way out of whack – it isn’t much
fun anymore
I have no idea how I will realize the value of this business
that I have spent years building
7. Growing your business in 2013
Redefining Financial Relationships
The old ways just don’t work anymore!
17. “Satisfaction” has very little to do with “Growth”
0%
20%
40%
60%
80%
100%
1-5 6-7 8-9 10
Percentageprovidinga
referral
Satisfaction rating (out of 10)
19. Engaged clients:
• are among the most satisfied and loyal clients
• place a high value on advice relative to the fees they pay
• put the advisor in the role of „trusted advisor‟; co-ordinating
across other professionals
• use their advisors on a multi-generational basis
• are more likely to have a financial plan
• trust you with a major share of their assets
• provide almost all referrals made across the industry
21
28. 43%
49%
43% 44%
37% 22%
41% 40%
0%
20%
40%
60%
80%
100%
Disgruntled Complacent Content Engaged
Percentageresponding„yes‟
Somewhat Important Critical
Q. How important is it to you that your advisor demonstrate strong leadership?
30
Lead:
All clients are looking for guidance from a strong
leader
Source: The Economics of Loyalty Canada, Advisor Impact, 2011.
31. 55%
38% 39%
52%
12%
4%
6%
12%
0%
20%
40%
60%
80%
Disgruntled Complacent Content Engaged
Percentageofrespondents
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?
33
Partner:
All clients want a say
Source: The Economics of Loyalty Canada, Advisor Impact, 2011.
32. 29%
47%
45%
76%
Disgruntled Complacent Content Engaged
Percentageresponding„yes‟
34
34
Partner:
…but most have never been asked for feedback!
Q. Has your financial advisor ever asked you for feedback on the service that he or she provides?
Source: The Economics of Loyalty Canada, Advisor Impact, 2011.
34. 20%
58%
75%
91%
21%
14%
17%
34%
3%
7%
0%
100%
Disgruntled Complacent Content Engaged
Percentageofrespondents
Somewhat/Very Comfortable Referring Ask for a Referral Has Referred
36
Focus on activating referrals from those most
comfortable giving them
Source: The Economics of Loyalty Canada, Advisor Impact, 2011.
35. 37
Clients want to help their friends and advisor
Q: Which of the following best describes the motivation behind providing a referral to your advisor.
40%
55%
5%
0%
10%
20%
30%
40%
50%
60%
My advisor has done a good
job for me and I want to
return the favor by helping
him/her build the business
My friend had a financial
need and I wanted to provide
him/her with a possible
solution.
Neither
Percentageofrespondentswho
providedareferral
37
Source: Advisor Impact, Economics of Loyalty Canada: 2011
36. 38
Clients must see a real need for your advice
Q: What were the circumstances of providing the last referral?
38
38
44%
42%
7%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Friend asked for a
recommendation
Friend described a financial
challenge
Advisor asked for a name
Percentageofrespondentswhoprovided
areferral
Source: Advisor Impact, Economics of Loyalty Canada: 2011
37. Tapping into the opportunity:
Just ask…but don‟t ASK!
“I noticed on our client feedback survey that you're willing to refer
your friends and family to us…”
39
38. Develop a formal Client Feedback program
www.accretiveadvisor.com
45. A comprehensive Client Snapshot
provides a high-level view of your
business, showing aggregated
information across all questions and
then broken down by core objective:
driving engagement, structuring and
streamlining service and increasing
revenue and referrals. A separate report
captures all verbatim comments in a
single location to help you quickly
identify trends.
52
Client Audit: Client Snapshot
46. You can see a completed survey for any
client who responded to the survey simply
by selecting the client name from a
dropdown list. Use this report for an in-
depth understanding of your most
engaged clients or to identify potential
problems with clients at risk.
53
Client Audit: View completed survey
47. Use this report to view a list of all clients
at risk, based on their overall
satisfaction ratings. Assess current and
future flight risk and identify those clients
who should receive a direct follow-up
call to discuss potential concerns.
54
Client Audit: Identify clients at risk
48. Run target lists of all clients who are
interested in individual service or cross-
selling opportunities. Using this report
you can identify those clients who have
specifically expressed an interest in
learning more about the services that
you provide.
55
Client Audit: Uncover cross-selling opportunities
49. Run a personalized meeting plan that
will allow you to conduct a more
effective review meeting, picking up on
key responses from clients –
satisfaction, expectations and revenue
and referral opportunities. Use this
report to focus your follow-up
conversation in a way that will drive
deeper and more productive
conversations with
your clients.
56
Client Audit: Personalized meeting plan
57. New Clients Gained Through LinkedIn
Has your use of LinkedIn
for prospecting helped
you gain new clients?
58. 10 characteristics of
Top-Performing Advisors
1.Have a clear vision for your practice
2.Work on as well as in your business
3.Create a strategy to realize your vision
4.Understand what your target market wants
5.Define your value proposition -
services, products & processes
59. 10 Things I‟ve Learned from
Top Performing Advisors
6.Build a marketing plan to attract the clients you
want
7.Use a disciplined methodology
8.Make every client relationship profitable
9.Recognize clients‟ lifetime value
10.Create clients for life
----- Meeting Notes (12-05-29 12:45) -----Once you understand the concept of engagment, there's TWO startegies to help grow your business.FIRST…Engage more clients, move that content and complacent group to Engagement.Second, and theses aren't mutually exclusive startegies..leverage you engaged relationships.Generate refealls, but not in the way most of us think we should, but a much easier way that generates high quality referrals
----- Meeting Notes (12-05-29 12:16) -----*The great mystery is that if they value you so much, why diesn't THAT translate into new business, and in particular REFERALLs.*Satisfaction/Loyalty/Comfort dont translate to new business*MEN VS WOMEN
----- Meeting Notes (12-05-29 12:16) -----*As a side note, lets look at the negative side of Satifaction and see what it means for your business*Changing advisors, you can probably guess, but could there be surprises?
----- Meeting Notes (12-05-29 12:45) -----*So looking purely at SATISFACTION, you can see it really has very little to do with growth*Satisfaction does not equal GROWTH
----- Meeting Notes (12-05-29 12:45) -----So as a result of JUlie's research, she's defined these new clusters of clients, based mostly on ENGAGEMNET.And these are the numbers, roughly for Canadian investors.so what do truly engaged clients look like, that 20% on average?
----- Meeting Notes (12-05-29 12:45) -----Share of walletHow do we use this knowleged to the clients' best interst as well as our own?How can we use this info to GROW our businesses?
----- Meeting Notes (12-05-29 12:45) -----Lets talk about he components that create more engaged clients.
----- Meeting Notes (12-05-29 12:45) -----All your clients expect contact and they want to know when its comingHow do you find out what they expect, and not just a gut feeling.Ask them, formal or informalOutcomes*meet expectations* elimintae Overservicing
----- Meeting Notes (12-05-29 12:45) -----LawyerAccountanteven the Family doctorOffer to do the little things that make you the center of their financial lives
----- Meeting Notes (12-05-29 12:45) -----Engaged clients are likely to relationships with all generations."Count clients by family" How many families do you have?WIVESCHILDRENOlder males may represent your most dangerous and precarious relationships WIVES 80%Their children may be your greatest enemy----- Meeting Notes (12-06-04 19:34) -----80% of recently widowed women move their account with 18 months
----- Meeting Notes (12-05-29 12:45) -----A formal financial plan is the best anchor for your business.Greater share of walletandmore committmnet to you
----- Meeting Notes (12-05-29 12:45) -----Another aspect of dricing ENGAGEMENT is leadership.All clients want to be leadLooking for their dad
----- Meeting Notes (12-05-29 12:45) -----the previuos slide was want they WANTHere's what they get
----- Meeting Notes (12-05-29 12:45) -----The problem is that in all groups even the Engaged,they dont get asked.
----- Meeting Notes (12-05-29 12:45) -----So that's how you engage more clients, but waht about those who are already engaged?They can be a valuable tool for GROWTH, if properly appoached and TRAINED.
----- Meeting Notes (12-05-29 12:45) -----Look at the red bar in each cluster COMFORT in giving a referalGray bar HAS gievn a referralQuality variesWho are the 3% that are disgruntled and still giving referrals!
----- Meeting Notes (12-05-29 12:45) -----What motivates people to give a referral?HELP someone.You or a friendThey just dont want to be asked
----- Meeting Notes (12-05-29 12:45) -----The clients have to see, RECOGNIZE A NEED and be able to convey a message about what you've done for them.MEN vs WOMEN
----- Meeting Notes (12-05-29 12:53) -----You need to know if they're comfortable andyou need to know why they would refer you
----- Meeting Notes (12-05-29 12:53) -----If they say theyve referred, you need to ask NOT FOR THE NAME, but why you referered.Ask the to create a script in there mind that relates to them that describes what you do. Not your mission statement or the tag line on your logo
----- Meeting Notes (12-05-29 12:53) -----On average your enegaed clientys will make 2 referrals per yearbut were meeting with a very small percentage of the overall referrals, that because they don't knoe HOW to refer.Thers that huge gap that can be narrowed if you approach your clients correctly.