Managing
How to Value Your Practice
- Details Category: Succession
OK, let’s talk about practice valuations, and, more specifically, the value of the independent financial services practice or business that you own.
It’s a Question of Value
- Details Category: Succession
As recently as five to ten years ago, the commonly held view in this industry was that financial advisory practices had essentially no value. Value was seen as vested in the investment professional and not in the practice or business itself. As a result, owning an advisory practice continues to be viewed by many (especially those at the $500,000 gross revenue/GDC level and below) as more of a job and less, if at all, as a real business.
Free Client Segmentation Tool From Advisors4Advisors
- Details Category: Practice Management
Are you segmenting your clients to separate “A” clients from “B” and “C” clients? If not, here’s some help: a free Client Segmentation Worksheet devised by advisor coach Diane MacPhee.
Top Advisors And What We Can Learn From Them
- Details Category: Practice Management
One of the more enjoyable parts of my job as a practice management consultant for TD AMERITRADE Institutional is that I have a robust conference travel schedule that takes me to the industry’s leading events.
This past April, I had the good fortune to attend the Barron’s Top 100 Independent Advisor Conference where some of the biggest and best advisors were recognized for their success. I sat in on a number of breakout and panel sessions moderated by the some of the top 100 advisors and I was struck by the similarities between the top firms. The lessons from these leading ad
The One Missing Feature
- Details Category: Practice Management
This is a common discussion that arises when evaluating new systems and services for operations and technology. I have been susceptible to this in my pursuits and buying history. The statement invariably comes out - "If it just did this one thing, we would buy it."
I am not necessarily disagreeing or suggesting business invest in solutions that do not meet their requirements. Though I do believe this approach is used as an obstacle to change or a delay of shaking up process to find new ways to carry out internal business functions.
