Strategic Issues Archives - Page 2 of 15

Building Your Reputation: Talk About The Elephants In The Room

by Tony Vidler When Accountants struggle to be highly trusted then financial advisers are going to have a real battle doing so. If the Accountants only get rated as “Highly trusted” in professional ethics and honesty by less than half the population then what chance that an Insurance Broker will rank higher in the […]

How can you tell if your practice is winning?

by Tony Vidler A financial advisory practice may be doing well and making money without knowing whether it is winning or losing compared to the rest of the market. You can be profitable, but still lagging the level of profitability of the bulk of the market. Or you could be borderline profitable but well ahead […]

You really do have to sell more to your clients.

by Tony Vidler Your clients will stay with you longer and be more valuable to you if you cross-sell more products and services to them. You will be more valuable to them if you sell more of what you do to them. Yes, yes…I know…there is that word “sell” and it doesn’t sit well […]

The 4 Cornerstones Of Practice Value

by Tony Vidler Every self-employed financial adviser hopes to retire one day and cash in on their practice value. It’s usually a big factor in their own retirement planning. And so it should be, after what is usually decades of building a great business. Years of grind, rejection, self-investment and self-improvement and more than […]

Where should your Professional Development focus be: becoming a Brilliant Technician or an Orchestrator running the show?

by Tony Vidler Professional development is all the rage…the regulators and the professional associations and training providers in the compliance space are all putting it top of mind continuously. And virtually all of them have an extremely narrow focus when it comes to the concept of developing a professional. They want to develope brilliant […]

The Maximum Value Zone Of Service For Advisers

by Tony Vidler For many professional services firms delivering value from actively lifting service levels is a means of differentiation, while also creating maximum value for the practice. Improving profitability through service differentiation is good for the practice of course, however it is not a sustainable differentiator in itself which then threatens future profitability. […]

Who are your most valuable clients?

by Tony Vidler It may seem an obvious question however understanding who the most valuable clients are to a firm is not always as simple as it seems. There is often an innate understanding of who they are however it is often not underpinned by any analysis or hard data. Even when it is […]

The 3 Main Considerations In Practice Development

by Tony Vidler When it comes to practice development the owner must consider 3 general areas which drive the growth and value of the business, and each of those has some sub-sections. The 3 areas to consider are: Creating the physical Capacity to ‘grow’ volume Developing Capabilities of the professionals within the firm Creating and […]

2 things to look for when hiring a Virtual Assistant

by Tony Vidler As cost pressures mount and margins decrease for many professional service firms they are increasingly looking to hire “virtual” staff. That is, staff who are not necessarily permanently on the payroll, and definitely not permanently on the premises needing “housing”. India and the Philippines are probably leading the charge in providing […]

10 Reasons why an Advisory Practice just stays “practicing”

by Tony Vidler Why is an Advisory Practice called a “Practice”? I think it is because more often than not the business is mostly practicing to be a business. When a “practice” has actually made it then everyone calls it “a firm”. THE common denominator in a Practice appears to be that the Principle, […]

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