Practice Management

It is logical to do a bit of client segmentation so that you can figure out what levels of service can be offered to which clients profitably. The funny thing is that most of the…

The question of whether client contact frequency makes a discernible difference to the strength of the adviser-client relationship, or enhances the perceived value of the adviser to the client, is one which is still debated…

Succession planning is a major issue with an ageing adviser force, many of whom are wondering how to get their decades of accumulated equity out for their own retirement in the next 10 years. The…

It is our livelihood in many respects, yet one of the vaguest phrases we use is “personal service”. What is a personal service is not necessarily the same as a personalised service, and what is…

Paralysis from analysis is generally an achilles heel of professional services it seems, and amidst all the change and carnage of financial advice simply being decisive can be a winning difference for practice owners. Indecision…

Professional advisers have never been under more time pressure than they are today, and of all the things they could be investing time in the one which is easiest to defer is investing time in…

How much an adviser should spend on marketing is a perennial question with an expectation that there is a definitive $ or % answer. There isn’t. So the better question is how much time should…

“Scope Creep” is the killer for the Holy Grail of professional services business models: fixed fee advice. That ideal model which so many aspire to is having clients who agree to ongoing fixed fees, and…