Advice Centre Consulting

Business Topics

Advisers Behaving Differently

The adviser of the past, and most still today, limited their advice to the client to that of their specialty. The lending or credit or debt adviser (typically a Mortgage or Finance Broker) will only explore the advice needs of the client in the area of lending or debt or credit. The  tax adviser (typically an accountant) will only explore the advice needs of the client  in the area of tax  and the  retirement income (typically a Financial Planner)  adviser will only explore the advice needs of the client in the area of future lifestyle objectives, and being able to fund such objectives or maximise a social security entitlement.

But our changing clients will demand more from their adviser of the future.

The full version of article appering in GFM May, 2009

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Anchoring Business Processes

Anchoring business processes to the desired client experience.

As clients become more demanding and selective with whom they work it is critical for advice businesses to deliver an experience which contrubes to client attraction and retention. Therefore the client engagement process must be designed around the desired client experience, which will determine what the business needs to do - not the reverse!

A copy of an article published in Money Management September 4 2008

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The Irresistible Offer

The Irresistible Offer: Attracting new clients for exponential business growth.

The advice business structured on the Dominator Model will understand the advice needs of clients better than the clients themselves. This will enable them to design an offering that is irresistible to their target markets.

A copy of article published in Money Management May 29 2008

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Stepping Up

According to the 2006 Moss Adams Financial Performance Study of Advisory Firms, advice businesses grow along a predictable path. As firms generate ever larger revenues, they evolve through five distinct stages, each with its own challenges and opportunities - and barriers that shrink profits and boost the workload as firms struggle to break through to the next level.

From January 2007 issue of Investment Advisor magazine

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Grow Your Own People

The biggest ever Moss Adams Compensation and Staffing Study finds client demand outpacing talent supply. Moss Adams believe that advisory firms are as much in the business of recruiting and developing people as they are in the business of providing financial planning and investment advice.

From October 2007 issue of Investment Advisor Magazine

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Attracting New Clients in Difficult Times

As the advice industry has matured there has been a shift in focus from selling the client a product to providing a solution to a need. However the same shift in focus has not been made in positioning the offer of the advice business to attract the potential client. What does this offer look like and what else does the advice business have to do to attract new clients in the difficult business environment of today?

A copy of article published in Money Management supplement 'Technical Adviser' May 7, 2009

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