Before we can start an effective coaching and consulting process with an advisor or team, it helps to understand where certain opportunities might exist; we call those “Opportunity Gaps”.
While the list of consulting programs we provide at USA Financial is long, we’ll focus here on how we help advisors identify what is really happening with the people they serve.
This is the first of two revealing exercises; this one called The Loyalty Ladder.
In order to maximize this particular Opportunity Gap it is important for us to ask our advisors "What do you have?" Or, asked another way, "Who are you working with?" That is why when we start working with an advisor or a team we never ask, “how many clients do you have?” It's an inappropriate question. What we ask instead is “how many households do you serve?” We start with that larger number and then break it down into three categories: Customers, Clients, and Advocates.
The first group, Customers, we describe as people that are doing business with you, but we also know they're doing business elsewhere. It may be that they do their wealth management with you but perhaps they’re doing their risk management and insurance someplace else, or it could be that they have a second advisor, just to mention a couple of examples. Obviously, we’re not downplaying the revenue that these folks generate, but typically these relationships are a product of timing and/or convenience and they rarely progress further with your practice.
There’s all sorts of bait in the water out there trying to tell you the valuation multiples on your practice. But, beware... If you bite down on that hook hard, you might find yourself getting reeled in on a deal that will undermine the career’s worth of work you’ve put into building your practice. We’ll talk about some of the things you should be doing in your business to avoid the smoke and mirrors when it comes to valuation in this episode of Future Zeros.
In recent years, industries have undergone transformations which have compelled businesses to adapt and innovate in order to remain competitive. For example, the rapid advancement of artificial intelligence (AI) has transformed our digital landscape over the past year. As marketers, it's crucial to adapt to change and stay ahead of the competition. This means being constantly aware of emerging trends, technologies, and customer behaviors.
When you’re trying to build your practice for a future merger, acquisition, sale, transition, or succession – then when you come to a fork in the road, you better know how to take it. In this episode of Future Zeros, we’ll talk about how important planning for the timing of your eventual exit is depending on the path you’re looking to take.
There’s all sorts of bait in the water out there trying to tell you the valuation multiples on your practice. But, beware... If you bite down on that hook hard, you might find yourself getting reeled in on a deal that will undermine the career’s worth of work you’ve put into building your practice. We’ll talk about some of the things you should be doing in your business to avoid the smoke and mirrors when it comes to valuation in this episode of Future Zeros.
In recent years, industries have undergone transformations which have compelled businesses to adapt and innovate in order to remain competitive. For example, the rapid advancement of artificial intelligence (AI) has transformed our digital landscape over the past year. As marketers, it's crucial to adapt to change and stay ahead of the competition. This means being constantly aware of emerging trends, technologies, and customer behaviors.
When you’re trying to build your practice for a future merger, acquisition, sale, transition, or succession – then when you come to a fork in the road, you better know how to take it. In this episode of Future Zeros, we’ll talk about how important planning for the timing of your eventual exit is depending on the path you’re looking to take.