Three questions you must answer to define your Uniqueness

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The difference between a good (but not spectacular) professional and a truly magnificent performer is the ability to succinctly articulate what makes them special. This is often referred to as having a Unique Selling Proposition, or USP.  While the concept has its detractors there is no doubt in my mind that in professional services those

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Complicated products have owners manuals, why don’t ours?

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Let’s face it: our products are complicated as far as clients and prospects are concerned. The funny thing is, nearly all of the products we buy are pretty complicated these days.  Even though we men folk tend to ignore them to begin with, most of the complicated products come with explanations about how they work

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Re-think what you THINK you know about your customers

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I think that it is time to re-think what advisers think they know about their customers. Insurance is sold, it isn’t bought, right? People don’t value advice, right? Really? If you haven’t had a look at the excellent “World Insurance Report 2016” by Capgemini then you should, as it will probably make you re-think a few industry

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The 3 barriers to adviser business success (and one can be deadly)

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There are 3 distinct barriers every adviser must manage in their career.  Each of them is a defining point which can see the end of the advisory career….but Barrier 3 is where most founders flounder. Barrier 1 is simply getting enough new business and clients to earn a living and survive the startup phase as

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Are you AND your people clear about what YOU want?

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Pretty much everyone running a business hates having to come up with job descriptions for their staff. A statement which may have been correct at a moment in time to describe a role, and the role is subject to constant change … they are pretty much a waste of time as means of managing your

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3 questions you must answer to define your Uniqueness

From

The difference between a good (but not spectacular) professional and a truly magnificent performer is the ability to succinctly articulate what makes them special. This is often referred to as having a “Unique Selling Proposition”, or USP.  While the concept has its detractors there is no doubt in my mind that in professional services those

continue reading

What you need to know if you’re going to buy to grow

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As many advice businesses reach maturity it is common to consider whether they should “buy to grow”.  Should they buy another practice, or more commonly, should just buy a book of business from another practice. The typical reasons suggested for wanting to grow through acquisition are: Get new clients to “cross-sell” to Increase business turnover

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Tactics for growing an advice business

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Just about every professional says they want to be growing their business….they want fresh ideas; the business satisfaction of solving new problems for new people; they want to do something NEW. When you ask whether they want new business or whether they want new clients, there is usually a delicate pause….followed by “BOTH Please“. Are you sure that’s what

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Should advisers be selling coffee instead of client service?

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Do you remember when petrol stations competed on client service? Fundamentally they were all selling the same basic commodity, at about the same price, to anyone who drove up. That included the regulars who lived in the area and who had high lifetime value and the out-of-towners cruising through who just needed the go-go-juice commodity

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Written advice: should it be clear? Or concise? Or effective?

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When it comes to communicating our advice to clients we are guided by the words used by the regulators, or law, to guide us in how that should be framed or delivered. Or we think we do. The written advice, be it financial plans or Statements Of Advice being delivered to clients, are however getting

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