For alternative investment sponsors. A study on how RIAs view alternative investments, the market potential they represent, and best practices on developing an RIA-focused capital markets channel.
Este documento ensina como imprimir cartões de PVC na impressora XPS Card Printer modelo D260 através do driver de impressora XPS Card Printer. As etapas incluem criar um modelo Word no formato do cartão, preparar uma planilha Excel com os dados e mesclar os dados da planilha no documento Word para impressão.
This document outlines a personal leadership development plan. The plan includes visions for the next 2 years, 5 years, and 10 years focused on becoming an expert in their field and advancing into leadership roles. Goals are set to foster innovation, build relationships, and develop strategic thinking. Specific objectives are to improve team productivity, customer satisfaction, and implement a sustainability strategy. The action plan involves executive education, cross-functional projects, and evaluation. Building support teams through developing employees and an informal culture is discussed. The conclusion emphasizes effective leadership requires a focus on teamwork, communication, trust, shared vision, and empowering team members.
1. O documento discute o Sistema Financeiro Nacional brasileiro, definindo-o como o conjunto de instituições financeiras que geram a política e instrumentos econômico-financeiros do país.
2. É explicado que leis como a Lei da Correção Monetária, o Plano Nacional da Habitação e a Reforma do Sistema Financeiro Nacional foram criadas nas décadas de 1960-1970 para reordenar e desenvolver o sistema financeiro.
3. Detalha-se que essas leis criaram instrumentos como títulos públicos indexados à inflação,
Services Marketing Case Studies|Case Studycasestudylover
Services Marketing, Consumer Behaviour, Marketing Research, Brand Marketing Communication Strategies Case Studies , Marketing, IBSCDC, IBSCDC, Case Development Centre, Case Studies in Management, Finance, Marketing, Leadership, Entrepreneurship, Strategy, Industry Analysis, Economics, Government & Business, International Trade, Technology, Monetary Policy, HRM, Human Resource Management, Investment & Banking, Competitive Strategies, Core Competency, Corporate Strategies, Innovation Management, Mergers & Acquisitions, Succession Planning, Teaching Notes, Structured Assignments, Case Study, Multimedia Case Studies, Management Cases, Leading Business Schools, Universities, Consulting Houses, ecch, ECCH, IBS-Case Development Centre is set-up in 2004 to promote quality research in business management. Icfai Business School Case Development Centre has developed over 1100 world-class case studies.
Este documento resume um workshop sobre jornada do usuário realizado pelo Coletivo Mola. A agenda incluiu discussões sobre design thinking, por que é importante, mapeamento da jornada do usuário e formas de fomento para startups em diferentes estágios. Os participantes realizaram atividades práticas como criação de personas, mapas de empatia e pitches para novos produtos relacionados ao contexto hospitalar.
O documento discute o planejamento de cenários como método para tomada de decisão estratégica em empresas. Apresenta diferentes métodos para construção de cenários e descreve suas vantagens como melhorar a conscientização sobre tendências futuras e desafiar perspectivas convencionais. Também lista fatores que influenciam cenários como tecnologia, comportamentos de consumo e globalização.
O documento discute planejamento de relações públicas e comunicação organizacional. Aborda tópicos como a complexidade do mundo contemporâneo, identidade versus imagem corporativa, globalização, transparência, estratégias, objetivos, metas e planejamento estratégico.
O documento descreve os principais conceitos de finanças corporativas, incluindo: 1) as formas básicas de organização empresarial como firmas individuais, sociedades e sociedades anônimas; 2) o papel do administrador financeiro em atividades como planejamento financeiro e tomada de decisão sobre investimentos e financiamento; 3) os principais mercados e instituições financeiras como bancos, bolsas de valores e mercado de capitais.
Este documento ensina como imprimir cartões de PVC na impressora XPS Card Printer modelo D260 através do driver de impressora XPS Card Printer. As etapas incluem criar um modelo Word no formato do cartão, preparar uma planilha Excel com os dados e mesclar os dados da planilha no documento Word para impressão.
This document outlines a personal leadership development plan. The plan includes visions for the next 2 years, 5 years, and 10 years focused on becoming an expert in their field and advancing into leadership roles. Goals are set to foster innovation, build relationships, and develop strategic thinking. Specific objectives are to improve team productivity, customer satisfaction, and implement a sustainability strategy. The action plan involves executive education, cross-functional projects, and evaluation. Building support teams through developing employees and an informal culture is discussed. The conclusion emphasizes effective leadership requires a focus on teamwork, communication, trust, shared vision, and empowering team members.
1. O documento discute o Sistema Financeiro Nacional brasileiro, definindo-o como o conjunto de instituições financeiras que geram a política e instrumentos econômico-financeiros do país.
2. É explicado que leis como a Lei da Correção Monetária, o Plano Nacional da Habitação e a Reforma do Sistema Financeiro Nacional foram criadas nas décadas de 1960-1970 para reordenar e desenvolver o sistema financeiro.
3. Detalha-se que essas leis criaram instrumentos como títulos públicos indexados à inflação,
Services Marketing Case Studies|Case Studycasestudylover
Services Marketing, Consumer Behaviour, Marketing Research, Brand Marketing Communication Strategies Case Studies , Marketing, IBSCDC, IBSCDC, Case Development Centre, Case Studies in Management, Finance, Marketing, Leadership, Entrepreneurship, Strategy, Industry Analysis, Economics, Government & Business, International Trade, Technology, Monetary Policy, HRM, Human Resource Management, Investment & Banking, Competitive Strategies, Core Competency, Corporate Strategies, Innovation Management, Mergers & Acquisitions, Succession Planning, Teaching Notes, Structured Assignments, Case Study, Multimedia Case Studies, Management Cases, Leading Business Schools, Universities, Consulting Houses, ecch, ECCH, IBS-Case Development Centre is set-up in 2004 to promote quality research in business management. Icfai Business School Case Development Centre has developed over 1100 world-class case studies.
Este documento resume um workshop sobre jornada do usuário realizado pelo Coletivo Mola. A agenda incluiu discussões sobre design thinking, por que é importante, mapeamento da jornada do usuário e formas de fomento para startups em diferentes estágios. Os participantes realizaram atividades práticas como criação de personas, mapas de empatia e pitches para novos produtos relacionados ao contexto hospitalar.
O documento discute o planejamento de cenários como método para tomada de decisão estratégica em empresas. Apresenta diferentes métodos para construção de cenários e descreve suas vantagens como melhorar a conscientização sobre tendências futuras e desafiar perspectivas convencionais. Também lista fatores que influenciam cenários como tecnologia, comportamentos de consumo e globalização.
O documento discute planejamento de relações públicas e comunicação organizacional. Aborda tópicos como a complexidade do mundo contemporâneo, identidade versus imagem corporativa, globalização, transparência, estratégias, objetivos, metas e planejamento estratégico.
O documento descreve os principais conceitos de finanças corporativas, incluindo: 1) as formas básicas de organização empresarial como firmas individuais, sociedades e sociedades anônimas; 2) o papel do administrador financeiro em atividades como planejamento financeiro e tomada de decisão sobre investimentos e financiamento; 3) os principais mercados e instituições financeiras como bancos, bolsas de valores e mercado de capitais.
O documento discute estratégia e marketing, enfatizando a importância da mudança, da análise do ambiente externo e interno das empresas, e do desenvolvimento de estratégias de longo prazo versus táticas de curto prazo. Também aborda princípios como a Lei de Pareto e fatores que influenciam a tomada de decisões estratégicas.
O Analista de Negócio é responsável pelas práticas de Análise de Negócio nas organizações.
Ao buscar solução para os problemas/necessidades de negócio, ele se depara com diversas práticas, guias, padrões e frameworks, normas e etc...
A Gestão de Serviços de TI usa as práticas da ITIL para o melhorar a qualidade dos serviços de TI.O objetivo desta apresentação é demonstrar com o Analista de Negócio interage com as práticas da ITIL para gerar valor ao negócio.
Este documento descreve o modelo de Porter para análise estratégica e a matriz SWOT. Discute como estas ferramentas podem ser usadas para avaliar o ambiente competitivo de uma empresa e desenvolver estratégias de negócio eficientes. O documento começa explicando o modelo das cinco forças de Porter e como ele pode ser aplicado para analisar a estrutura de uma indústria. Em seguida, descreve a matriz SWOT e como ela combina uma análise interna e externa. Finalmente, discute como estas ferramentas de análise
The document outlines the key elements that should be addressed when launching a new business, including registering the business legally and obtaining necessary licenses, setting up tax and insurance, protecting intellectual property, establishing a separate bank account, ensuring compliance with employment laws, drafting contracts and agreements, creating an online presence through a website and social media, and developing a branding strategy. Completing these formalities helps to legally establish the business and sets it up for compliant and successful operations.
The document discusses acquiring an established business venture through purchasing an existing business. It notes that buying an existing business can represent less risk than starting a new business from scratch. However, one must perform due diligence to understand the terms of the purchase. The document provides advice on evaluating business opportunities and established ventures through examining financial records, operations, competition, and viability factors. It also discusses different business valuation methods like asset-based, earnings-based, and market-based approaches.
Promoções oferecem incentivos para que clientes comprem, como descontos de preço ou brindes. Existem vários tipos de promoções, incluindo benefícios dentro ou fora da embalagem, venda de itens promocionais a preço de custo, cupons de desconto, e raspadinhas para ganhar prêmios. O documento explica esses diferentes tipos de promoções e como podem ser usadas para impulsionar vendas.
Ciclo de vida do Produto e Oportunidades de MarketingDiego Andreasi
O documento discute o ciclo de vida do produto e como identificar e aproveitar oportunidades de marketing, incluindo o modismo. É dividido em seções sobre a definição de produto, as fases do ciclo de vida, estratégias de introdução, reconhecendo oportunidades através de leitura constante e antecipação de ações de marketing para datas comemorativas e eventos.
O documento discute estratégia empresarial e fornece ferramentas para gestão estratégica. Aborda definições de estratégia, origens históricas, análise SWOT, matriz BCG, estrutura de cinco forças de Porter, rede de valor, mapeamento de cenários, vantagem competitiva e metodologias avançadas para geração de valor sustentável.
This document discusses various techniques for controlling a sales force, including setting sales budgets, quotas, and territories. It describes how to establish sales territories by analyzing workloads, determining basic territories, assigning salespeople, and establishing customer contact plans. Metrics for assessing sales performance such as revenue, profit, call frequency, and account penetration are also outlined. The goals of sales control are to optimize sales, maximize profit, and control revenue through establishing standards, procedures, training, monitoring performance, and taking corrective actions.
O documento descreve as principais demonstrações contábeis e sua análise, incluindo:
1) A Demonstração do Resultado do Exercício mede o lucro ou prejuízo de um período;
2) O Balanço Patrimonial mostra a situação patrimonial de uma empresa em determinada data;
3) A Demonstração de Fluxos de Caixa indica a origem e aplicação de recursos de uma empresa.
This case study examines Cebu Pacific Airlines and its challenges during the 2014 Christmas season. Key issues included delayed flights due to lack of ground crew, poor weather, and air traffic congestion. Recommendations include improving crisis response, communication, consistency, and limiting late flights. The document also summarizes Johnson & Johnson's response to the 1982 Tylenol cyanide poisoning crisis. Actions taken included a nationwide product recall, warning consumers, and reintroducing Tylenol with tamper-resistant packaging to restore consumer trust and confidence in the brand.
O documento descreve as diferentes versões de QFD e se concentra na casa da qualidade, que é a ferramenta básica de projeto do QFD. A casa da qualidade cruza as tabelas dos requisitos do cliente e das características de qualidade do produto, mostrando a correlação entre eles. Os principais elementos da casa da qualidade são descritos, incluindo a tabela dos requisitos do cliente, a matriz de relações e a tabela das características de qualidade.
Palestra apresentada no BA Brazil 2013, em São Paulo.
Qual a diferença entre gerenciar projetos e desenvolver produtos? Ambos precisam de análise de negócios? Precisam. Mas projeto é relacionamento de curto prazo. Algo que você conhece, se aprofunda, muitas vezes até se apaixona, mas que você sabe que está fadado ao fim. Projetos você entrega. E parte para outra. Produto não. Produto é compromisso de longo prazo, é aliança no dedo. É dormir e acordar pensando na mesma coisa. É conhecer cada detalhe com profundidade, escovar, polir, melhorar continuamente. Produto também tem fim. Tem até troca. Mas o relacionamento com ele é eterno, pelo menos enquanto dura. Apresentação de um case real sobre como a análise de negócios ágil transformou a área de desenvolvimento de produtos digitais de uma grande empresa de comunicação a partir da ótica de uma ex gerente de projetos que se transformou em uma product owner apaixonada.
Chapter 4 Creating Customer Value, Satisfaction, and LoyaltyNishant Agrawal
1. Conducting periodic customer satisfaction surveys to understand customer perceptions and gather feedback.
2. Monitoring customer loss or defection rates to identify potential issues.
3. Tracking the performance of competitors to benchmark satisfaction levels.
O documento discute como calcular o preço de venda de produtos e serviços, considerando os custos, o ponto de equilíbrio e fatores como demanda e preços da concorrência. Também aborda políticas de preços e posicionamento no mercado.
Palestra franchising - o que é, como funciona e como adquirir uma franquiaSebrae Santa Catarina
O documento discute o conceito e funcionamento do franchising no Brasil. Em três frases:
1) O franchising permite que empreendedores operem negócios sob uma marca estabelecida, recebendo treinamento e suporte do franqueador em troca de taxas periódicas.
2) Para adquirir uma franquia, é importante avaliar detalhes operacionais, viabilidade financeira e reputação do franqueador, além de analisar o mercado e capital necessário.
3) O sucesso de uma franquia depende do compro
O documento discute como montar uma consultoria de sucesso, fornecendo informações sobre conceitos, características, objetivos e modalidades de consultoria empresarial, além de perfis, competências e recomendações para consultores.
Functional strategy is the approach functional areas take to achieve corporate objectives by maximizing resource productivity. Key elements include core competencies, distinctive competencies, and objectives like profitability, market share, innovation, and social responsibility. Functional strategies include marketing, research and development (R&D), human resource management (HRM), financial, and information management strategies. Marketing strategy focuses on pricing, selling, distributing products using market development and product development. R&D strategy focuses on product innovation and process improvement. HRM strategy focuses on managing culture, people, organization, and training. Financial strategy aligns financial management with business strategy, and information management strategy aligns information management.
The document provides guidance on developing an effective business plan. It emphasizes that a business plan should clearly define the business, reveal any weaknesses or gaps, and provide stakeholders with a comprehensive overview of the venture presented in an organized, credible manner. It then outlines the typical sections included in a business plan such as the executive summary, company description, products/services, marketing plan, operations, management team, financing requirements, and financial projections.
A leading global M&A firm founded in 1996 that has completed over 160 deals totaling $4B+ in enterprise value. It offers a wide range of investment banking services including mergers and acquisitions, fairness opinions, restructuring, and divestitures. It has deep sector expertise, a global reach, and extensive relationships with buyers including private equity firms.
O documento discute estratégia e marketing, enfatizando a importância da mudança, da análise do ambiente externo e interno das empresas, e do desenvolvimento de estratégias de longo prazo versus táticas de curto prazo. Também aborda princípios como a Lei de Pareto e fatores que influenciam a tomada de decisões estratégicas.
O Analista de Negócio é responsável pelas práticas de Análise de Negócio nas organizações.
Ao buscar solução para os problemas/necessidades de negócio, ele se depara com diversas práticas, guias, padrões e frameworks, normas e etc...
A Gestão de Serviços de TI usa as práticas da ITIL para o melhorar a qualidade dos serviços de TI.O objetivo desta apresentação é demonstrar com o Analista de Negócio interage com as práticas da ITIL para gerar valor ao negócio.
Este documento descreve o modelo de Porter para análise estratégica e a matriz SWOT. Discute como estas ferramentas podem ser usadas para avaliar o ambiente competitivo de uma empresa e desenvolver estratégias de negócio eficientes. O documento começa explicando o modelo das cinco forças de Porter e como ele pode ser aplicado para analisar a estrutura de uma indústria. Em seguida, descreve a matriz SWOT e como ela combina uma análise interna e externa. Finalmente, discute como estas ferramentas de análise
The document outlines the key elements that should be addressed when launching a new business, including registering the business legally and obtaining necessary licenses, setting up tax and insurance, protecting intellectual property, establishing a separate bank account, ensuring compliance with employment laws, drafting contracts and agreements, creating an online presence through a website and social media, and developing a branding strategy. Completing these formalities helps to legally establish the business and sets it up for compliant and successful operations.
The document discusses acquiring an established business venture through purchasing an existing business. It notes that buying an existing business can represent less risk than starting a new business from scratch. However, one must perform due diligence to understand the terms of the purchase. The document provides advice on evaluating business opportunities and established ventures through examining financial records, operations, competition, and viability factors. It also discusses different business valuation methods like asset-based, earnings-based, and market-based approaches.
Promoções oferecem incentivos para que clientes comprem, como descontos de preço ou brindes. Existem vários tipos de promoções, incluindo benefícios dentro ou fora da embalagem, venda de itens promocionais a preço de custo, cupons de desconto, e raspadinhas para ganhar prêmios. O documento explica esses diferentes tipos de promoções e como podem ser usadas para impulsionar vendas.
Ciclo de vida do Produto e Oportunidades de MarketingDiego Andreasi
O documento discute o ciclo de vida do produto e como identificar e aproveitar oportunidades de marketing, incluindo o modismo. É dividido em seções sobre a definição de produto, as fases do ciclo de vida, estratégias de introdução, reconhecendo oportunidades através de leitura constante e antecipação de ações de marketing para datas comemorativas e eventos.
O documento discute estratégia empresarial e fornece ferramentas para gestão estratégica. Aborda definições de estratégia, origens históricas, análise SWOT, matriz BCG, estrutura de cinco forças de Porter, rede de valor, mapeamento de cenários, vantagem competitiva e metodologias avançadas para geração de valor sustentável.
This document discusses various techniques for controlling a sales force, including setting sales budgets, quotas, and territories. It describes how to establish sales territories by analyzing workloads, determining basic territories, assigning salespeople, and establishing customer contact plans. Metrics for assessing sales performance such as revenue, profit, call frequency, and account penetration are also outlined. The goals of sales control are to optimize sales, maximize profit, and control revenue through establishing standards, procedures, training, monitoring performance, and taking corrective actions.
O documento descreve as principais demonstrações contábeis e sua análise, incluindo:
1) A Demonstração do Resultado do Exercício mede o lucro ou prejuízo de um período;
2) O Balanço Patrimonial mostra a situação patrimonial de uma empresa em determinada data;
3) A Demonstração de Fluxos de Caixa indica a origem e aplicação de recursos de uma empresa.
This case study examines Cebu Pacific Airlines and its challenges during the 2014 Christmas season. Key issues included delayed flights due to lack of ground crew, poor weather, and air traffic congestion. Recommendations include improving crisis response, communication, consistency, and limiting late flights. The document also summarizes Johnson & Johnson's response to the 1982 Tylenol cyanide poisoning crisis. Actions taken included a nationwide product recall, warning consumers, and reintroducing Tylenol with tamper-resistant packaging to restore consumer trust and confidence in the brand.
O documento descreve as diferentes versões de QFD e se concentra na casa da qualidade, que é a ferramenta básica de projeto do QFD. A casa da qualidade cruza as tabelas dos requisitos do cliente e das características de qualidade do produto, mostrando a correlação entre eles. Os principais elementos da casa da qualidade são descritos, incluindo a tabela dos requisitos do cliente, a matriz de relações e a tabela das características de qualidade.
Palestra apresentada no BA Brazil 2013, em São Paulo.
Qual a diferença entre gerenciar projetos e desenvolver produtos? Ambos precisam de análise de negócios? Precisam. Mas projeto é relacionamento de curto prazo. Algo que você conhece, se aprofunda, muitas vezes até se apaixona, mas que você sabe que está fadado ao fim. Projetos você entrega. E parte para outra. Produto não. Produto é compromisso de longo prazo, é aliança no dedo. É dormir e acordar pensando na mesma coisa. É conhecer cada detalhe com profundidade, escovar, polir, melhorar continuamente. Produto também tem fim. Tem até troca. Mas o relacionamento com ele é eterno, pelo menos enquanto dura. Apresentação de um case real sobre como a análise de negócios ágil transformou a área de desenvolvimento de produtos digitais de uma grande empresa de comunicação a partir da ótica de uma ex gerente de projetos que se transformou em uma product owner apaixonada.
Chapter 4 Creating Customer Value, Satisfaction, and LoyaltyNishant Agrawal
1. Conducting periodic customer satisfaction surveys to understand customer perceptions and gather feedback.
2. Monitoring customer loss or defection rates to identify potential issues.
3. Tracking the performance of competitors to benchmark satisfaction levels.
O documento discute como calcular o preço de venda de produtos e serviços, considerando os custos, o ponto de equilíbrio e fatores como demanda e preços da concorrência. Também aborda políticas de preços e posicionamento no mercado.
Palestra franchising - o que é, como funciona e como adquirir uma franquiaSebrae Santa Catarina
O documento discute o conceito e funcionamento do franchising no Brasil. Em três frases:
1) O franchising permite que empreendedores operem negócios sob uma marca estabelecida, recebendo treinamento e suporte do franqueador em troca de taxas periódicas.
2) Para adquirir uma franquia, é importante avaliar detalhes operacionais, viabilidade financeira e reputação do franqueador, além de analisar o mercado e capital necessário.
3) O sucesso de uma franquia depende do compro
O documento discute como montar uma consultoria de sucesso, fornecendo informações sobre conceitos, características, objetivos e modalidades de consultoria empresarial, além de perfis, competências e recomendações para consultores.
Functional strategy is the approach functional areas take to achieve corporate objectives by maximizing resource productivity. Key elements include core competencies, distinctive competencies, and objectives like profitability, market share, innovation, and social responsibility. Functional strategies include marketing, research and development (R&D), human resource management (HRM), financial, and information management strategies. Marketing strategy focuses on pricing, selling, distributing products using market development and product development. R&D strategy focuses on product innovation and process improvement. HRM strategy focuses on managing culture, people, organization, and training. Financial strategy aligns financial management with business strategy, and information management strategy aligns information management.
The document provides guidance on developing an effective business plan. It emphasizes that a business plan should clearly define the business, reveal any weaknesses or gaps, and provide stakeholders with a comprehensive overview of the venture presented in an organized, credible manner. It then outlines the typical sections included in a business plan such as the executive summary, company description, products/services, marketing plan, operations, management team, financing requirements, and financial projections.
A leading global M&A firm founded in 1996 that has completed over 160 deals totaling $4B+ in enterprise value. It offers a wide range of investment banking services including mergers and acquisitions, fairness opinions, restructuring, and divestitures. It has deep sector expertise, a global reach, and extensive relationships with buyers including private equity firms.
This document discusses the disruption of retail trading by fintech startups. It identifies key drivers of this disruption as evolving customer needs, technological advances like artificial intelligence and blockchain, and the growing availability of data. The document outlines different types of retail traders and provides case studies of several fintech startups in areas like robo-advisors 1.0 and 2.0, robo-advisors as a service, and market intelligence tools. These startups are using technologies to provide more sophisticated trading tools and strategies to retail investors.
2016-10-27 A Framework for Strengthening Your Nonprofits Investment Reserve P...Raffa Learning Community
This document summarizes the results of a survey of 722 nonprofit finance executives about their organization's investment policies and results. It finds that nonprofit investment policies often do not fully align with strategic plans or asset allocation strategies. Additionally, many nonprofits do not have clear expectations around investment performance benchmarks and risk tolerances. The document recommends that nonprofits review their policies to ensure goals, governance, reporting, policy components, and key considerations are addressed when evaluating investment strategies.
2017-01-25 A Framework for Strengthening Your Nonprofit’s Investment Reserve ...Raffa Learning Community
Nonprofit Executives and their Boards know they must periodically review reserve or investment policies. They don’t always know, however, what’s involved. Through his work on the Study on Nonprofit Investing (SONI), Dennis Gogarty of Raffa Wealth Management has developed an easy-to-follow investment policy framework which will assist nonprofits in developing or strengthening their organization’s policy and procedures.
A significant CAGR of 53.8% during the forecast period of 2018-2023, is anticipated for the global Robo-advisory market, propelling its value to roughly USD 74 Bn, by 2023 – in contrast to its 2015 value of USD 5.9 Bn. A shift in preference towards automation, cost reduction and simplified client experiences will bring this new wave of technology to the fore in the wealth management industry. The hybrid model - an integration of human and robo-advisors – is the most prominent trend being observed in the market.
Strategic Capital Partners offers a multitude of funding options to small business owners across the nation. Speed, simplicity, and security are the driving factors behind everything we provide to our clients. Upon submitting your application, we review it with a dedicated funding advisor. We then search our vast network of lenders to find the best funding options available to perfectly meet the demands of your business. Small business is the backbone of America and Strategic Capital Partners is the backbone of small business.
The document provides an overview of Pecunia Management LLC's growth strategy focused on acquiring independent broker dealers and registered investment advisors in addition to recruiting top advisors. It summarizes Pecunia's operating segments and business services platform. The company has grown its hybrid broker dealer/RIA business significantly since 2007 and intends to continue this growth through technology-driven acquisitions and recruitment while shifting to more fee-based revenue. Pecunia is raising $5-7.5 million through a debt/equity offering to fund further acquisitions, marketing, and working capital to scale the business.
BergTec Associates Corp Deck April 2015 DBDBDave Berg
This document discusses challenges facing Canadian small and mid-sized businesses and proposes services to help address those challenges. It notes that these businesses often lack access to capital and markets, do not focus their assets to capitalize on opportunities, and are unable to scale beyond existing markets. It then outlines targeted services in areas like business and corporate development, compliance, product development and commercialization, financing, and M&A to help businesses overcome these challenges and accelerate growth.
1. The document discusses trends in the asset management industry towards "cheap beta" index funds and the "hunt for alpha" in specialized boutique investment managers.
2. It introduces MET Collective Investments' partners which are boutique investment managers that have undergone rigorous research and offer unique investment strategies.
3. MET Collective Investments supports boutiques by providing infrastructure, visibility, and distribution to help them focus on investment management while leveraging Momentum's resources.
Tudor Mafteianu (Blu Capital Partners) - What Drives the Value of Your Business?Techsylvania
The document discusses how to maximize the value of a business. It explains that value is driven both intrinsically, such as by the quality of products, growth, and management, and extrinsically, such as investor sentiment and availability of capital. The document provides tips on understanding value drivers, improving business metrics, and structuring deals appropriately in order to secure and unlock maximum value. Potential exit routes discussed include strategic sales, IPOs, and raising equity or debt.
The document discusses 4 ways that CSOs can boost SDR pipeline generation. It recommends that CSOs 1) create specialized SDR roles focused on specific account types or sales motions, 2) shift data sourcing responsibilities to non-SDR roles to reduce SDR administrative time, 3) design a prescriptive sales engagement playbook to improve SDR messaging and workflows, and 4) leverage conversation analytics to scale frontline manager coaching of SDR calls. Implementing these recommendations can improve SDR productivity, effectiveness, efficiency and focus.
This document outlines the key steps in developing an M&A strategy, including determining business drivers, financing constraints, developing an acquisition candidate list, preliminary valuation models, rating candidates, and approving the strategy. The process involves translating the business plan into acquisition criteria, understanding available funding, identifying potential targets, estimating costs and returns, prioritizing opportunities, and getting stakeholder approval for the strategy.
This document outlines the risks involved in startups and venture capital financing. It discusses four main categories of startup risk: money risk, people risk, technology risk, and market risk. Under each category, specific risks are defined and explained, with questions provided to help evaluate each risk. The overall objective is to understand how non-financial information can be useful for valuing firms and the risks associated with startups and obtaining venture capital financing.
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2. About LINK Portfolio Alternatives
LINK Portfolio Alternatives helps investment sponsors gain access to
Registered Investment Advisers (RIAs) and other fee-based financial
intermediaries. LINK Portfolio Alternatives serves as a value-added capital
markets provider, and is able to help solve any bottlenecks or resistance
factors that prevent otherwise interested fee-based financial
intermediaries from utilizing quality illiquid investments. Our services
include:
• Educational Workshops
• Due Diligence Events
• Product Creation Consulting
• RIA-Specific Wholesaler Training
• RIA Market Segmentation
Consulting
• Adjunct Capital Market Support
• End-to-End Capital Market
Solutions
3. Agenda
Part 1
A Primer on Financial Intermediaries
RIA Market Potential
Part 2
RIA Segments
RIA’s Top Challenges with Alts
Creating RIA Distribution Segments
Part 3
Components of an RIA Distribution Channel
Tips on Working with RIAs
Thoughts on RIA-Focused Alternative Product Development
5. Commentary
• The Financial Services industry is undergoing significant changes; one
of which is a migration from commission-based revenues to fee-
based revenues.
• Since 2006, each year, there are few independent broker-dealers
(IBDs) and registered reps (RRs).
• Even within the IBD channel, there is a shift towards fee-based
revenues.
• Over the past decade, number of registered investment advisers
(RIAs) and investment adviser representatives (IARs) has steadily
increased.
• Each year, RIAs increase their allocation to alternative investments,
thus making an attractive market potential for investment sponsors.
6. The Decline of the Broker-Dealer Model
5,374
5,022
4,457
3,835
610,000
620,000
630,000
640,000
650,000
660,000
670,000
0
1,000
2,000
3,000
4,000
5,000
6,000
2002 2006 2011 2016
#ofRegisteredReps
#ofBDs
Number of Broker-Dealers & Registered Reps, 2002-2016
# of BDs # of Registered Reps
Source: FINRA
9. The RIA Market is Large and Diverse
RIA MARKET BY SIZE, TYPE, & # OF FIRMS, 2016
Wealth Managers
$22.4 Trillion AUM
12,800+ Firms
Hybrids
$46.0 Trillion AUM
4,000+ Firms
Asset Managers
$42.5 Trillion AUM
3,000+ Firms
Hedge Funds
$42.7 Trillion AUM
2,600 Firms
TAMPs
$480 Billion AUM
70 Firms
Source: RIA Database
10. Wealth Manager Segmentations
# OF WEALTH MANAGERS BY AUM, 2016
< $100M AUM*
9,500 Firms
$100M to $1B AUM
2,900 Firms
> $1B AUM
360 Firms
Source: RIA Database
* More than half of RIAs in the sub-$100M AUM category manage more than $50M.
(Source: Morningstar)
11. Survey: # of Alternative Products per Client
AVERAGE NUMBER OF ALTERNATIVE PRODUCTS UTILIZED
Zero (0)
20%
1 to 2
30%
3 to 4
30%
5 or more
20%
Source: 2015 Pershing survey of 1,200 RIAs about their perception and use of alternative investments.
12. Survey: Optimal Allocation of Alts in Portfolio
OPTIMAL ALLOCATION OF ALTERNATIVE INVESTMENTS
20% of respondents
allocate 1 to 5%
30% of respondents
allocate 6 to 15%
30% of respondents
allocate > 15%
Source: 2015 Pershing survey of 1,200 RIAs about their perception and use of alternative investments.
13. Alternatives / Wealth Manager Market Potential
$3,360
$3,847
$5,395
$7,567
$10,614
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
2018 2020 2025 2030 2035
Millions
Projected Market Size of Alternatives Distributed Through
Wealth Managers (in millions)
Wealth managers control approximately $22.4 trillion in AUM. This projection assumes wealth managers allocate approximately
15% of their AUM to alternatives, and RIA AUM growth continues at rate of 7% per year (source: InvestmentNews).
15. Commentary
• RIAs are very different from IBDs. Consequently, a capital markets
strategy that found success in the IBD channel is NOT likely to find
success in the RIA channel.
• A key to success in the RIA channel is to understand, and address, key
challenges RIAs have with the utilization of alternative investments.
• Another key to success in the RIA channel is to utilize a segmentation
strategy.
• At LINK Portfolio Alternatives, we employ a segmentation strategy that is
based on a proprietary methodology that measures an RIA’s alternative
investment “adoption” score.
• Generally, speaking RIAs in the green boxes are better prospects than RIAs in the red
boxes. RIAs in the yellow boxes are somewhere in the middle.
• A simpler and non-proprietary RIA segmentation strategy involves
understanding an RIA’s Client Approach and Value Proposition.
• Generally, speaking RIAs in the green boxes are better prospects than RIAs in the red
boxes. RIAs in the yellow boxes are somewhere in the middle.
17. Top 4 Challenges RIAs Face with Alternatives
1) Data For reporting and billing purposes, RIAs must have timely, consistent, and
accurate data regarding an investment’s valuation, distributions, capital
invested, and any partial returns of capital. Lack of usable data is perhaps the
biggest barrier to entry for illiquid sponsors attempting to enter the RIA
channel.
2) Operations RIAs, especially those with < $750M AUM, must find operational efficiencies in
order to maintain profitability. RIAs are constantly turning to outsourcing and
technology in order to gain incremental gains. Unfortunately, most TAMPs and
platform providers have no capability to integrate alternative investments.
3) Compliance Most RIAs have never had to manage suitability, concentration, and other
alternative-specific regulations. Additionally, most RIAs have not adjusted their
ADV and Fee Agreement disclosures to meet SRO’s guidelines.
4) Education The universe of alternative investments is foreign to most RIAs. Moreover, its
core purpose is effectively counter to what is essentially dogma in the RIA
community (MPT). Advisors need ground up education on not just what are
alternatives and their benefits, but also their key risks and how to best utilize
illiquid investments in a portfolio.
19. Stabilized Growth
Mode
Business Outlook
RIA’s Alternatives “Adoption” Dynamics
Outsource
In-House
Investment Management
Optimistic
Pessimistic
Faith in Traditional Markets
Newbie
Expert
Experience with Alts
Non-
Existent Integral
Alts Role Within Portfolio
Individual
Omnibus
Alt Purchasing
20. RIA Alt-Adoption Based Segmentation
Unmotivated
(Career Risk)
The “Unicorn”
Late Adopter
(Not
Interested)
Solid Producer
Education &
Resource
Constrained
Needs
Education &
Resources
Low Medium High
Alternatives “Adoption” Score
AssetsUnderManagement
<$200M<$750M>$750M
Future
Performer
with Support
Needs
Education
Needs
Resources
21. RIA Value Proposition Based Segmentation
Fee for Service
Financial
Planning
Investment
Manager
Needs-Based
Selling
Asset
Gatherer
Client Approach
Financial Planning-Centric Investment-Centric
Product-CentricAdvice-Centric
ValueProposition
23. Commentary
• Creating a successful RIA distribution channel requires a careful
analysis, development, and execution of multiple channel
components including: Client Segmentation, Messaging, Due
Diligence, Marketing, Sales, Transaction Processing, Reporting, and
Back Office Support.
• It is important to understand that the language and messaging
investments sponsors use with RIAs should be different than that
used with IBDs
• Investment sponsors should also fully understand how RIAs complete
an investment “ticket”, in particular how an RIA intends to report and
bill on an assets.
• The most critical issue investment sponsors need to resolve is how an
RIA will reconcile investment valuation and performance for billing
and reporting purposes.
24. Overall Goal Accelerate time to investment by streamlining RIA due diligence and onboarding processes
Ensure regulatory compliance at sponsor, B/D, and fund level
Client
Segmenation
Determine approach for each client type. Mitigate “cannibalism” threat
Determine regulatory / processing requirements for each client type
Messaging Establish context with portfolio, effective positioning and differentiators, risk mitigations
Ensure all messaging is SRO compliant
Due Diligence Expedite RIA due diligence process
Ensure positive 3rd party due diligence feedback
Marketing Develop compelling RIA/BD-only marketing materials
Develop compelling general solicitation compliant marketing materials (to be distributed by RIA)
Sales Establish national accounts go to market strategy. Identify prospects and pipeline
Develop wholesaling territories and sales procedures, sales training, sales supervision
Transaction Develop compliant and easy-to-use subscription documents
Establish ticket processing protocols: investor verification, cures, custodial platform support, etc.
Reporting Establish RIA and investor communication calendar
Establish data feed into data aggregator (e.g., DST Fan Mail)
Back Office Ensure accounting accuracy with investment performance, investor allocations, distributions
Provide BD compliance, sales supervision, sales training
RIA Sales Channel Key Components
25. Sponsor
Purpose &
Story
Much like Sinek’s famous book, “Start with Why”, it is easier for RIAs to evaluate a
sponsor’s culture when it has a clearly defined purpose statement. Moreover, RIAs
generally use stories and analogies to help clients understand concepts and investment
ideas. Sponsors should leverage this by creating a story about itself and its strategy in
terms that are understandable by retail investors.
Product
Context
For the most part, RIAs consider themselves asset allocators, which means they view any
one investment as serving a specific role within a portfolio. Sponsors need to help RIAs
understand what role within a portfolio its investment product serves. For example, if it
provides consistent current cash flow, it might be positioned as a bond replacement or
fixed income supplement.
Key Risks &
Mitigations
While a prospectus will outline nearly every conceivable risk, RIAs want sponsors to
provide analysis on key risks or assumptions that have the greatest sensitivity to the
success/failure of the program. Within that, sponsors should outline how it attempts to
mitigate these key risks.
Objection
Handling
Every sponsor and every program will naturally have several common objections that the
RIA community will find. Sponsors should proactively uncover these objections and
incorporate responses to these objections as part of its introduction. Addressing
objections before the advisor “discovers” it can help reduce its negative impact.
Competitive
Analysis
Sponsors, in particular their wholesalers, should have a solid grasp of the competitive
landscape. This includes not only direct competition, but also suitable alternatives within a
portfolio. Wholesalers are then in a position to advise advisors who misunderstood
another product offering, and are able to position one’s own product as a complement to
other investment products that have already been approved by the RIA.
Component: Messaging
26. Component: Streamline RIA Ticket Processing
RIA
RIA Fund
Ind. Ticket
(Key Documents)
Subscription Doc
Distribution Instruct.
Investor Letter
RIA Attestation
$: Check or Wire
Investor Services
Sub Doc Cures
OFAC
CRM
Verify Funds
Confirm Investm. $
Process Xfer Agent
Verify Receipt
Receive Funds
Pay Distributions
Investor Reporting
Manage Data Feed
Bank or Escrow
Fund
Transfer Agent
Record Transaction
Process Distrib.
Maintain Own. %
Reconcile Data
Feed Acct. Software
Data Aggregator (e.g.,
DST Fan Mail)
Accounting
Software
If investing through custodial platform, insert custodian here
27. E-Docs Subscription documents and any other forms must be PDF fillable with appropriate
tabbing and metadata. Sponsors should proactively integrate documents with
commonly used e-signature providers, such as Docusign.
Accredited
Verification
For sponsors that utilize 506(c) Reg D, they will need to educate advisors on the
compliance requirements around the “reasonable steps” rule for accredited investor
verification, which is different than 506(b).
Custodial
Platform
The top custodians that allow alternative investments are, in order of AUM: Schwab,
TD Ameritrade, Pershing, Folio (via Kingdom Trust), Fidelity. Sponsors should
proactively engage custodians for permission to clear directly. Note, all custodians
charge a platform fee, typically ranging between 40 bps and 100 bps. A sponsor
should plan for these costs.
Data
Solution
The most important issue for sponsors to solve is how to provide timely, accurate,
and consistent data regarding a program’s valuation, distributions, and any partial
returns of capital. This must be in a format that allows the RIA to seamlessly upload
into its accounting and/or reporting software. Failure to provide ready-to-use data
will be the biggest hinderance to accessing the RIA market.
Component: Streamline RIA Ticket Processing
29. Commentary
• Investment sponsors need to create a targeted approach to RIA
distribution. A key element of this is understanding what kind of RIAs
are good candidates.
• Investment sponsors should understand how RIAs think about
alternative investments, especially any negative biases. Then, an
investment sponsor can proactively address these potential hurdles.
• RIAs quickly screen / filter prospective investments. Therefore, it is
critical to produce a fact sheet that contains all of the key information
an RIA wants to know up front. Leave the “sales pitch” for a separate
brochure.
• Investment sponsors should take a “value added” approach, but
trying to solve client or regulatory issues that are common to RIAs
30. How to Find / Get in Front of RIAs
RIA
Databases Investment Adviser Public Disclosure Database
RIADatabase, Discovery Data, Financial Media Group
Conferences Custodian-Specific: Schwab, TD, etc.
Alternative Specific: IPA, ADISA, FA Inside Alternatives
Due Diligence: Buttonwood, Mick, SK, Fact Right
Media
Outlets General: Financial Advisor, SourceMedia, ThinkAdvisor
Alt Focused: Real Assets Adviser, DI Wire
31. Get to the Decision Maker
Captive
Independent
Broker Dealer
Fee-Only RIA
Independence Scale
More Independent
Less Independent
Family OfficeHybrid RIAHybrid RIAWirehouseWirehouse
Advisor’s Ability to Choose New Products
32. Get to the Decision Maker with RIAs
W2 Employee
Independence Scale
More Independent
Less Independent
“Franchisee”
Pure
Independent
Independent
with Platform
Provider Support
IAR’s Ability to Choose New Products
33. 42%
34%
30%
19%
Not Relevant to My Needs
Not Objective
Not Approved for Client Use
Indistinguishable Firm to Firm
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
IAR’S BIGGEST COMPLAINTS ABOUT INVESTMENT
MARKETING COMMUNICATIONS
Be Relevant and Objective
Source: Swandog Survey 2009
34. Understand that IARs are not like Reps
Things to know about IARs:
Are more apt to
read emails than
Reps
Spend more time,
more frequently,
online than Reps
Are less likely than
Reps to visit a
sponsor’s websites
Don’t see great
value in sales calls,
whether in-person
or via telephone
Source: Swandog Survey 2009
35. Understand What Motivates IARs
Primary Reasons for Using Alts
• Reduce Portfolio Volatility
• Low Correlation to Stocks, Bonds
• Enhance Overall Return
Primary Reasons for NOT Using Alts
• Too Expensive
• Too Complicated
• No Clear Path to Liquidity
Source: 2015 Pershing survey of 1,200 RIAs about their perception and use of alternative investments.
36. Start the Conversation Right
How do you describe your
overall approach to portfolio
management to prospective
clients?
What is your firm’s approach
and philosophy to utilizing
alternative investments?
How do you consider direct
investing, particularly illiquid
investments, as part of your
value proposition?
What is your approach to
alternative investments that
are not available through your
custodian?
Do you have any concentration
limits with respect to illiquid
investments? On average, how
many alternative investment
products do you use within a
portfolio?
How are investments approved
at your firm? What information
can we provide to assist with
due diligence?
37. Have the “Perfect” Introductory Fact Sheet
Sponsor’s mission statement. Make sure it really
is a mission statement…
Briefly describe sponsor and any key
management members
Identify 3rd party sub-advisors, if any
Briefly describe investment strategy
Briefly describe how investment fits within a
portfolio (i.e., “asset-backed fixed income
replacement”)
Anticipated life span of offering and likely exit
options
Identify current distributions, if any. Identify
whether distribution is fully covered or not
Describe preferred return and promote
structure, if any
Offering structure and investor suitability
requirements
Identify any states in which offering is subject to
additional Blue Sky requirements
Minimum investment amount
Effective date of offering
Anticipated close date
Total capital raise and green shoe, if any
Capital raised to date (updated quarterly)
Describe share classes, if any
Briefly describe use of proceeds
Identify advisor commission or if a fee-only
product. Describe what happens if purchased
through RIA, if not obvious (i.e., gross up)
Early redemption provision, if any
Identify whether investment is subject to UBTI
Identify if investors receive a 1099 or K-1
List custodial platforms available, if any
Describe how valuation and distributions data is
provided if not available through custodial
platform
Identify which 3rd Party Due Diligence firms have
completed a report
Sponsor’s website
Sponsor’s due diligence contact information
Managing Broker-Dealer contact information
38. Value Add: Assist with Regulatory Priorities
DOL Fiduciary rule (Dead. Possibly replaced by SEC’s “Best Interest”)
401(K) rollovers into investments with higher expenses
SEC
Cybersecurity
RIAs that also offer robo-advice
Working with the elderly
FINRA
High risk firms (i.e., “Bad Actors”)
Cybersecurity
Suitability and sales practices for complex products
Working with the elderly
NASAA
De-facto fiduciary
Management fees on illiquid investments
Justifying illiquid investments when liquid options exist
39. Client
Acquisition
/ Retention
Leverage general solicitation rules to create leads for RIAs with selling agreements
(506(c) and Reg A +)
Host regional events that allow multiple RIAs to participate. Alternate between
social and educational focuses
Create end-to-end client-focused education campaigns (e.g., content, invitation,
collateral) Examples: Why add alts? Personal cybersecurity…
Operations Provide post-selling agreement product onboarding and paperwork training for
operations staff
Provide industry education and product training specific to compliance staff (e.g.,
DOL, SEC, FINRA, NASAA)
Provide technology and compliance consulting to RIAs that are new to
alternatives. Help with data issues and transactional procedures
Education Provide advisor-focused education that helps RIA understand how to utilize illiquid
alternatives within a portfolio
Provide post-selling agreement advisor-focused product sales and compliance
training sessions (e.g., AI Insight)
Provide best practices insight. Examples: How to use illiquid investments with the
elderly, Charging fees on illiquid investments, Regulatory issues…
Value Add: Solve a Problem
41. As You Build Your RIA-Focused Product…
Liquidity Don’t fall into the liquidity trap. RIAs say they want liquidity, but only neophytes require daily liquidity.
Most RIAs are comfortable with illiquidity so long as there is a clear path to a return of capital after a
specific period of time.
Minimums Minimum ticket size is a signal as to what size RIA you want to work with. A $25,000 minimum signals
your will to work with all RIAs. A $100,000 minimum signals you only want to work with large RIAs.
Advertising While 506(c) Reg D and Reg A+ allow for general solicitation, no sponsors have utilized this feature in
conjunction with a RIA sales channel. A sponsor could use general solicitation rules in order to increase
brand awareness or even general leads, which could then be referred down to its RIA partners.
Cannibalism If you are, or intend to, solicit retail clients directly, such as through a crowd-funding site, stop
immediately. If advisers believe you are competition in an form, they will never do business with you.
Competition Beware of homogenization. Currently, the adoption rate of alternatives by RIAs is relatively small. At the
same time, there are enough direct investment programs that it is very easy to start looking like
everything else out there. Sponsors must crucially evaluate their offering’s uniqueness.
Expenses Front-end loads should be kept to an absolute minimum (<3%). Ongoing management fees should be in
line with industry standards. Additional acquisition, financing, and disposition fees should be kept to a
minimum, and also should be fully disclosed. Do not mark up assets as they enter the fund.
Valuation Provide an official valuation at least quarterly. If that is not possible, provide a quarterly communication
that establishes current value as the same as it was the prior quarter. This information is imperative so
that RIAs stay in compliance when billing.
Data Look to provide timely, accurate, and consistent data that can be automatically uploaded into an RIA’s
accounting and billing software. Data must separate cash distributions from return of capital. Metadata
must be correct in order to provide performance reporting.
42. Thank You!
Contact us:
Roland Quast
President
roland@linkalts.com
303-888-1240
Darren Whissen
Executive VP
darren@linkalts.com
949-500-8694