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Internal Processes

Since early 2000, AdvisorBranding has been working with advisors whose assets, growth and reputations place them in the top 20% of the industry.

The services and strategies we offer are built through our relationships with those advisors – what works, what has value, and what turns successful practices into industry-leading ones.

The questions that follow are designed to uncover which strategies are best suited to you.

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Internal Processes

Acquiring clients is just one facet of a healthy, growing practice.

It’s just as important to develop a base of engaged, loyal advocates who see value in your service.

This begins with remarkable client experiences.

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Internal Processes

Practice Profile

Question 1

For many advisors, even top-tier clients are only familiar with just a fraction of the full scope of the advisor’s capabilities.

How do you make (and keep) clients aware ofwhat’s available to them?

Digital communications with up-to-date service and resource lists

Tangible collateral detailing your service capabilities

Blog articles exhibiting knowledge on specialized subjects

Periodic review of client needs (in relation to service capabilities)

Newsletters and updates profiling services

Resource outlines as part of your annual client review process

Other:

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Internal Processes

Practice Profile

Clients who understand your full service offering are more likely to deepen engagement – by using more of your services themselves and by referring them to others.

Our approach is to make your behind-the-scenes tasks and responsibilities visible, so that instead of going unnoticed or underappreciated, they can help you strengthen relationships.

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Internal Processes

Practice Profile

Question 2

Most successful advisors have >90% of clients who are highly satisfied, but still rarely refer.

The reality is that clients need the occasion to refer, but they also need the tools – be it tangible materials, formal processes or just talking points.

If a client wanted to refer your practice, how might they do that?

Discuss talkable and differentiating aspects of what you do

Pass along a business card, piece of collateral or digital link to introduce your practice

Share the goals you’ve helped them achieve

Inform them of a referral program or preferred client offering, such as a introductory review or service conversation

Other:

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According to Morningstar’s 2020 Financial Marketing Report, word-of-mouth referrals remain the top source of new business for advisors. Those who pursue referral opportunities can start tapping into a new level of growth.

Internal Processes

Practice Profile

Question 3

Markets are cyclical, but client loyalty shouldn’t be.

When you sit down for an annual review or reach out with an update, how do you show value beyond investment growth?

Unique personal benchmarks like work-life balance, retirement check-up or goal tracking

Documented tax-saving or cost-reduction strategies

In-depth review process that addresses all aspects of a client’s wealth

Specialized, guidance-based services such as business succession planning

Exclusive programs branded around your unique credentials and expertise

Other:

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Internal Processes

Practice Profile

Question 4

Communication matters – especially in the extraordinary circumstances we’ve seen this past year, but even in typical periods of fluctuation or uncertainty.

What is your strategy for keeping clients informed and engaged?

Proactive general and personal communications to inform clients and reaffirm existing strategies

Timely, topical communications through newsletters, videos or other updates

Sharing informative third-party articles or resources

Processes to engage spouses, rising generations and business partners in ongoing discussions

Tools to initiate and guide important conversations such as family estate planning or business succession planning

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In a recent industry survey, nearly 9 out of 10 clients said their advisor’s communication (frequency and quality) directly affected the likelihood of retaining and referring their services.

Internal Processes

Practice Profile

We help advisors create memorable experiences and repeatable processes that engage clients, strengthen loyalty and enhance the value of your practice.

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Internal Processes

Practice Profile

Question 5

Often one advisor’s services appear to be interchangeable with those of many others. So how do clients come to see you as irreplaceable?

How do you make your services and processes your own?

Target market approach to a general service(ex. Retirement planning for corporate executives)

Original discovery or client relationship process

Exclusive tech platforms that enable greater convenience, access or communication

Networks of professionals or other resources that enhance services offered

Other:

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Internal Processes

Practice Profile

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