The document discusses opportunities for financial advisors to improve their businesses in 2013. It recommends that advisors get their unique selling proposition solidified to help market themselves. It also suggests focusing on opportunities like reviewing all clients to find additional needs, implementing a full needs analysis for new clients to increase average sale sizes, and leveraging principles of influence like reciprocity and consensus to improve marketing. The document emphasizes developing an "advice business" model that focuses on solutions rather than products or hours worked. It encourages advisors to believe in the value they provide to customers.

1. 2013.....the road ahead....

2. Today’s session
1. Some business essentials...
1. Big Issues...things to think about...
2. Opportunities....some ideas....
3. Get y o ur USP nailed down – have something
to market in 2013!

3. ESSENTIALS: Plan...
...you CAN do it all...without losing your “life”...

4. Success is a P OCE S
R S ....not an event!

6. Work out your own ideal...

7. The Result....scheduled workflow that doesn’t
miss a beat.

8. THINGS TO
THINK
ABOUT...
S e key facts....
om
•60% advisers describe themselves
differently to what they actually do
•Advisers are the No 1 source of
financial information by only 19% of
Kiwi’s
•79% of marketing leads never convert
•Those who NURTURE leads
generate 50% more in sales, at 33%
less marketing cost
•Nurtured leads make 47% larger
purchases than newly qualified leads
R S T?
E UL
Most adviser marketing dollars
are wasted. AR YOUR ?
E S

9. What is an “Advice” business?
Is positioned at leading edge (not bleeding edge) of industry and consumer trends – it
must know issues before consumers do.
Doesn’t link it’s value-add or USP to performance of a product or supplier. No “naked
advisers”…
It leverages know-how … and doesn’t link it’s success to hours worked, or billed to
consumers.
Only applies the necessary knowledge & delivers what it’s clients really want:
- peace of mind, no worries
- convenience, ease of business
- choices, options
- results…
An advice business sells creative solutions based upon its subject
mastery, and delivers JUST what is needed

10. The barrier to transition
Risk advisers are often sales people who give great technical advice, but
do not value it themselves. Or value themselves.
Other “professionals” are often great technicians who value their
knowledge, but are not very good at selling it.
Consumers trust and follow the advice of the confident expert.
Risk Advisers generally have low confidence in their own technical
expertise and value to consumers.
The barrier to building an ADVICE business is the adviser. Or, your belief
in you and the value you can provide.
INTERGENERATIONAL WEALTH EFFECT. Is that valuable?

11. Opportunities?

12. REAL WORLD: Large multi-adviser practice
2010: A large advisory force, risk only,
average API per sale $1,200
O ne Cha ng e m a d e : “ Full ne e d s a na ly s is ”
2011: Average sale size grew to over $1,500
API. Sales volume increased only slightly
(3%).
25% increase in business from same clients,
same advisers, same products

13. REAL WORLD: A Single Adviser Practice
2009: $140,600 API. Average sale $1,315
2010: $138,700 API. Average sale $1,576
O ne Cha ng e m a d e : Re vie w e ve ry A& B c lie nt
2011 Results:
$255,360 API. Average sale $2,201
32% increase in number of sales
39% increase in average sale size
84% increase in total New Business

14. Remember “SELLING”?

15. Social media, or social networking, is simply
a powerful broadcasting tool that helps

17. Principles of Influence
(Dr. Robert Cialdini)
Sample view at: http : //y o utu. be /o q o p Cq 9 m e e Y
Reciprocity (creating Commitment (little
obligation) commitments encourage
Scarcity (diminishing/scarce larger ones)
more appealing) Liking (people more likely to
Authority (Expert – Credible do what those they like do)
& Trustworthy) Consensus (people more
likely to do what majority do)

18. The BIG thing that will change your business...
Why deal with you?
W.I.I.F.M??

19. EXAMPLE: What’s your USP?
Adviser to the Advice Industry
I get my customers more customers.
My service offering is unique and advisers love it, as they get
p ra c tic a l tools and assistance that they can us e easily and
quickly to remove risks from their business, and create new
opportunities. The key benefits are safer and easier
businesses to run, that make more money and create greater
long term value for my adviser clients.

20. EXAMPLES....
What makes me unique is my ability to grasp complex technical information
REALLY quickly, and provide practical simple solutions straight away that clients
benefit from.
What makes me unique is my ability to positively influence people to change their
thinking on how their financial future can be, and then help them make it happen
the way they want it to.
I am great at staying focused on the end goal for my clients, and to be able to
adapt their plan for them QUICKLY as the world changes – so they are always on
track to achieve their financial goals no matter what happens.
I am the best in the business at taking complex financial problems onboard, and
working out and delivering simple solutions that work for my clients. I fix financial
headaches.

21. Work out YOUR USP

22. Unique Selling Proposition Worksheet how to say......My Brilliance! + My Passion! = YOUR gain
What do you do? How would a customer describe what you do?
Customer's Alternatives Why would a potential customer choose your competitors in lieu of you?
The IDEAL Client is: A "Good" Client is:
Your Key Differentiators for the IDEAL client are: Your Key Differentiators for a Good client are:
KEY Value to the customer? KEY Value to the customer?
Secondary Value to the customer? Secondary Value to the customer
THE Essential Value Proposition
what makes me unique...
what I do to create value...
how the customer benefits from that....
YOUR Unique Selling Proposition is therefore:

23. Tha nk Yo u. . . y o u a re g o o d to g o !