Financial advisors should not shy from thinking of themselves as salespeople. It has been said that if it weren’t for salespeople, the world would be a giant warehouse.
Are you missing opportunities to deepen your client relationships or losing business opportunities in your planning process?
I was inspired to write this article as a result of reading, The Strategic Thinking Manifesto by Rich Horwath.
Do you understand the depth of information in your client roster and the hidden intelligence, even treasures, that live there?
The Asset-Map process and its toolset is a force for robust conversations that provides the basis for your advice.
To use Asset-Map for business development, your first step is to identify a proponent of Asset-Map so that they use it and experience its effectiveness and value. The question is how to get to that point.
I was recently introduced to an impressive tool that organizes and simplifies the planning process, and shows clients how to meet their financial goals.
I spend a lot of time studying about how financial advisors should differentiate themselves. But perhaps this is a waste of time for several reasons.
With growing client expectations and very a competitive marketplace, financial advisors must continue to seek more and better ways to differentiate themselves, i.e., “beyond better sameness.”
What is it worth to have a financial services coordinator who understands your clients’ needs and the language spoken by the specialized service providers they use? Today’s robo-advisors cannot provide the depth or breadth of coordination clients need. But you can, at least for your best clients. This should be a core of your value proposition.