Eleanor Dartnall

The Association of Financial Advisers (AFA) and Zurich have named the winners of Australia’s most prestigious advice accolades, the 2014 AFA Adviser of the Year Award and the new AFA Practice of the Year Award.

The 2014 AFA Adviser of the Year Award has been presented to Eleanor Dartnall from Dartnall Advisers Pty Ltd. The AFA Practice of the Year Award has been presented to Complete Financial Balance.

Speaking at the Gala Dinner at the AFA National Adviser Conference in Cairns tonight, AFA CEO, Brad Fox said the AFA is delighted to announce Eleanor Dartnall and Complete Financial Balance as the recipients of the respective Awards. “Eleanor has an incredible passion to make a positive difference in the lives of her clients and, in recent times, to the young adult children of her clients. She is extremely committed to ongoing personal professional development, engaging in extensive research at Masters level,” he said. “Every client is developed in terms of their own level of financial literacy and Eleanor’s advice strategies are built through collaboration with the client which guarantees the client’s emotional commitment to the advice outcome. With Eleanor as an ambassador for advice as the AFA Adviser of the Year, we believe she will make a very positive impact on the public perception of financial advice.”

In congratulating Complete Financial Balance, Mr Fox said, “As the first recipient of this prestigious award, the team at Complete Financial Balance have proven that by continually improving and consistently looking to make their practice better for their clients, true excellence can be achieved. Their client-focussed processes demonstrate their value to the client at every step of the advice journey.  As the first recipients of the Award, Complete Financial Balance has set a very high benchmark.”

Philip Kewin, GM Retail Life & Investments from award partner Zurich said, “These advisers are the vanguards of their profession and as such will provide crucial leadership during challenging times and will play a pivotal role in creating a more informed, more financially literate community.Zurich is delighted this award program continues to deliver finalists and winners of such high calibre.”

Mr Fox commented on the rigour of the judging process for each award. “With the support of Zurich since 2003 for the Adviser of the Year Award, and now also with the Practice of the Year, we have built the most stringent assessment process applied to any advice award in Australia. Some of the steps include an in-depth client feedback survey, site visit, examination of advice documents, interviews with staff, and a final presentation in front of a highly credentialed judging panel of seven members. That’s why these are the most prestigious adviser awards in the country,” he said. “We make the process like this so that we know we have role models for other advisers and to demonstrate the quality of AFA advisers to the broader community.”

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Chris Browne, Catherine Robson, Paul Forbes, Michael Nowak, Eleanor Dartnall, Brad Fox, PJ Byrne, Tapel Cafer, Andy Marshall

On the eve of the Finalist showcase, AdviserVoice gathered together all of the finalists for the AFA Adviser of the Year and Practice of the Year Awards along with awards partner Zurich for a round table discussion to share ideas and canvass industry issues.

Here in the first of a three part series, we look at their view of the state of financial literacy and what financial advisers are doing to help raise standards of financial literacy within the community. (Read the second roundtable here, read the third roundtable here).

Who’s who

• Catherine Robson, Affinity Private – Finalist, AFA Adviser of the Year
• PJ Byrne, Mr Insurance – Finalist, AFA Adviser of the Year
• Eleanor Dartnall, Dartnall Advisers – Finalist, AFA Adviser of the Year
• Paul Forbes, Robina Financial Solutions – Finalist, AFA Practice of the Year
• Chris Browne, Rising Tide – Finalist, AFA Practice of the Year
• Tapel Cafer, Complete Financial Balance – Finalist, AFA Practice of the Year
• Michael Nowak, Joe Nowak Financial Services Group and National President of the Association of Financial Advisers (AFA)
• Brad Fox, CEO, Association of Financial Advisers (AFA)
• Andy Marshall, Head of Sales Strategies and Research for Zurich’s retail risk business

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AdviserVoice: First of all, I’d like to hear from you all how you’d rate your own clients’ financial literacy, specifically in relation to insurance issues.

Catherine Robson

Catherine Robson: We deal with professional people who are often very highly educated and take notice of financial issues. While they know their facts and figures, they find it difficult to apply that to themselves and their own behaviour, and so that’s why they need an adviser. And I think one of the blind spots for them is insurance because while, theoretically, they know that it’s a good idea, somehow, they think they are exempt from the laws of the universe and it’s not going to happen to them.

PJ Byrne: We have a client base that spreads across the Australian demographic so we do mums and dads through to business owners. In terms of clients’ literacy, it’s just about encouraging them to invest the time to

PJ Byrne

understand what they need to understand and get it right the first time, and that’s where advisers can make a difference – to tell them that you do get what you pay for.

Paul Forbes: I think people actually understand the broader context but I don’t think they understand how it applies to them. So, if I look at the people who come to us, some of them will understand it. They will have done quite well in their lives. But one of the questions they really don’t get is “How much is enough?” They actually don’t know when they can retire.

Chris Browne: We spend a lot of time in the early days just bringing them up to speed. We don’t talk about

Paul Forbes

insurance; we talk about “What’s your Plan B?” and I think that’s talking in their language as opposed to our language, and I think that’s really, really important. And, also, it’s important to know that there is no silver bullet and we need to consider things like internet clips on YouTube. We need to think about going out and educating people in their work places, and we need to think about the wider media.

Eleanor Dartnall: We had a huge financial literacy issue with self-funded

Chris Browne

retirees. Most of those clients were professional. You had to insist that they brought their spouse with them because the assets were also in their name, and I had quite a journey to get them to realize that I needed to teach their wives. You know, I had to use very mundane language. I would say “if you’re a 70-year-old engineer, it’s a monty that you’re going to go first and your wife’s going to be vulnerable to the first bit of rubbish advice she gets”. And then, they’ll say, “Well, will you teach her?”

AdviserVoice: What are the barriers to better financial literacy?

Tapel Cafer: When we’re talking about the younger generation, this is a serious topic that they actually haven’t listened to because it’s not really going to apply to them. So, you’ve got to find different ways to relate to them. You could be using comic sketch via social media to get to get to that audience.

Eleanor Dartnall

Chris Browne: The important piece is just meeting clients where they want to be met. I think, too often, we dictate how they interact with our business. You know, it’s the big board room or it’s the stiff meeting room and all that sort of stuff. Some people don’t care about stuff like that.

Brad Fox: I think technology is an enabler. We have to change how we reach out and social media can be part of that, but also reaching different audiences, choosing different language for different audiences, different communication means. We need to change the whole perception about insurance – from a discretionary purchase item in an Australian household to an essential purchase item.

Tapel Cafer

Tapel Cafer: One of the best forms of marketing we have found is actually peer to peer. We’re very big in the medical space and we do a lot of sponsorships at conferences and it’s an educational process. We have a large number of orthopaedic surgeons as clients and registrars as clients, they come in and speak on our behalf. Not only endorsing our company but endorsing the insurance industry because they now truly value the insurance industry because they have lived it. They have lived the trauma of someone being diagnosed or having the accident. They’ve also learned the insurance industry does actually pay – not watching a video, this is actually hearing it from their mouths.

AdviserVoice: How do you get to the people before they come in your door? How do get them to come in your door?

Brad Fox

Brad Fox: Whenever you’re trying to create mass influence, you’ve got to find where the gatekeepers are and how do we influence the influencers which are those gatekeepers. You know school teachers are the classic ones to meet kids.

Chris Browne: Over the course of the last twelve months, we’ve done 18 wealth workshops in small businesses and, sometimes, the person of influence – the CEO of that business – does an introduction and says,  “Bring in the team, they look after my financial affairs. I’m really, really pleased so I’ve invited them in to do a lunchtime session with you”. We’ve found that the amount of traction that we get with that audience is far superior to the opportunities where we’re invited in, we’re doing the presentation but we don’t get the endorsement from the CEO. We might get 50 percent that come along and meet with us, but it’s not the 90 percent that we would with the endorsement from the CEO.

Andy Marshall

Andy Marshall: I did a presentation this week and asked the audience if they knew the Risk Store stats on how many claims were paid out last year? The audience were financial advisers, it was a room of 125 people and no one knew. No-one, that’s appalling because you should know that but it’s also what you then do with that stat because with that stat you can actually make it real and say, “What that actually means, Mr. and Mrs. Client, is that 170-plus families got X million dollars paid out a day.” That would join the dots. They know bad stuff happens but it’s about the reassurance piece and I think what we need to factor is how do you reassure people that there’s something really positive from interacting with an adviser?

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The Association of Financial Advisers Awards will give separate recognition to the best individual adviser and to best advice practice for the first time this year. The winners will be announced at the AFA National Adviser Conference, to be held in Cairns, October 12-14. Zurich has proudly partnered with the Adviser of the Year Award since its inception in 2003 and now also for the inaugural Practice of the Year Award.

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Philip Kewin

The Association of Financial Advisers (AFA) and Zurich have named the Grand Finalists in the prestigious 2014 AFA Adviser of the Year Award and in its newest award – AFA Practice of the Year.

First awarded in 2003, and supported by Zurich since inception, the AFA Adviser of the Year honour is acknowledged as Australia’s premier advice award. This year heralds a new chapter in the Awards, with the best advice practice to be honoured separately.

AFA CEO, Brad Fox, said the grand finalists for both Awards have been selected after undergoing an intensive 360-degree assessment process with judges recognising education, experience, leadership within the profession, advocacy and innovation. An extensive client survey is part of the judging process as well as a practice visit from one of the judges, and then a final full-day judging showcase.

“As an Association, we are incredibly proud of the financial advisers that have entered the awards. The calibre of grand finalists proves that as a profession, we have a lot to celebrate. Each year, through the rigorous judging process, we get an important reminder that quality advice is still the norm in Australia, and that the very best are world class. Financial advice is first and foremost a service business and our grand finalists are incredible exponents of this.”

The AFA Adviser of the Year Award criteria includes elements such as client service, technical excellence, robustness of advice process, personal adviser qualities, industry contribution and commitment to improving financial literacy. The AFA Practice of the Year Award recognizes the practice’s use of technology, quality of client engagement materials, quality of the client feedback process and also commitment to improved financial literacy of clients and the wider community.

“The Awards represent an opportunity to not only celebrate the professional excellence of the grand finalists, but to also acknowledge the high quality nominations that were made from a significant number of other advisers and practices, all dedicated to improving the lives of their clients,” Mr Fox said. “There is no doubt that the AFA’s ambition of achieving great advice for more Australians is in good hands.”

Mr Philip Kewin, Zurich’s GM Retail Life & Investments noted that, despite the diversity of business models used by this year’s finalists, they all deliver a consistently exceptional customer experience.

“As the premier advice awards, our finalists have always been the vanguards and pioneers of the advice profession,” Mr Kewin said.

“This glimpse into the future of advice and advice practices reveals much diversity and innovation in the ways advice is being made more accessible, and the overriding focus on delivering an exceptional customer experience augurs well for the profession and the community overall,” he said.

The 2014 AFA Adviser of the Year and Practice of the Year will be announced with the support of Zurich at a Gala Dinner on Tuesday, 14 October 2014 at the AFA National Adviser Conference in Cairns.

The grand finalists are:

Adviser of the Year

• Catherine Robson, Affinity Private
• Eleanor Dartnall, Dartnall Advisers Pty Ltd
• PJ Byrne, Mr Insurance

Practice of the Year

• Complete Financial Balance
• Rising Tide Financial Services
• Robina Financial Solutions Pty Ltd

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Planners are focusing more on life insurance and expect this to continue over the short term

Recep Peker

The proportion of planners advising on risk has remained steady at 90% over the last 12 months, and those who do are sourcing a greater proportion of their practice revenue from providing risk advice (29%, up from 27% in 2013). Looking forward, planners expect this trend to continue with risk advice accounting for 31% of their practice revenue by 2017.

“Risk continues to be a key component of many planners’ businesses,” said Investment Trends Senior Analyst Recep Peker.  “Providers can help facilitate planners’ intention to grow their risk business by addressing some of planners’ key challenges, chiefly high premiums, administration issues and inefficient processes.”

Planners are expanding the range of insurers they use, but switching remains high

After four years of planners consolidating the number of insurers they use, planners have started to expand the number of insurers they use. The typical planner now uses 3.7 insurers each, up from 3.4 in 2013.

However, levels of insurer switching remains high with 40% of planners saying they stopped using at least one insurer in the last 12 months, up from 35% last year.

“Insurer relationships are in a state of flux,” said Peker. “Planners are aggressively expanding the number of insurers they use, while cutting those who aren’t exceptional. There are great opportunities and risks for insurers to either benefit or lose out from this switching.”

Despite insurer relationships changing rapidly over the last 12 months, it is still crucial to be a planner’s most-used insurance provider. Planners currently write 59% of premiums through their most-used insurance provider.

BT Life, OnePath and AIA Australia posted strong gains in terms of primary market share. The top five insurance providers by number of primary planner relationships are now:

1. OnePath
2. AMP
3. AIA Australia
4. BT Life
5. TAL

“Whilst planners are using a wider range of insurers, the market is also becoming more concentrated,” said Peker. “The top five insurance providers now account for 66% of primary planner relationships, up from 62% last year.”

Zurich and AIA Australia has the highest satisfaction amongst its users

“Satisfaction is crucial in the insurance space, as business is not very sticky and planners can easily stop writing new business with an insurance provider,” said Peker. “That’s why there is a very strong relationship between satisfaction and switching behaviour.”

Planners’ overall satisfaction with their most-used insurance provider remained steady at a high level. The top three insurance providers by overall planner satisfaction in 2014 are:

1. Zurich
2. AIA Australia
3. Asteron Life

Underwriting is a key area in which insurers can differentiate their offerings

Following the tightening of underwriting standards over the last year, we’re seeing the average number of days planners say it takes providers to process underwriting submissions increase from last year’s levels. This has resulted in planners’ satisfaction with underwriting falling slightly at an industry level over the last 12 months.

“The underwriting process is the strongest driver of overall satisfaction with insurers,” said Peker. “So, any falls in satisfaction with the underwriting process is noteworthy.”

“Underwriting is very important for both acquisition and retention, and will be a key battleground for insurance providers over the next year,” said Peker.

45% of planners said insurance providers should focus on improving underwriting speeds to help them with their advice on risk.

Users of XPLAN’s risk modules have the highest levels of overall satisfaction

89% of planners who advise on risk use risk software. XPLAN continues to dominate the risk software space with over half (53%) of planners using XPLAN’s risk modules as their most-used risk software. This is followed by Rubik/COIN (18%) and Midwinter (8%).

At an industry level, planners’ satisfaction with their most-used risk software remained steady at the eleven-year average.

Among risk software providers, XPLAN achieved the highest average overall satisfaction rating from its users and ranked highest across all nine of the other service elements measured.

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For many advisers, the term ‘estate planning‘ conjures up thoughts of complex, highly technical advice solutions such as wills and testamentary trusts. Whilst some aspects of a comprehensive estate planning process can indeed be complicated, advisers are ideally placed to act as a ‘facilitator’ of such a process, bringing in highly qualified specialists as required.

Background

With more than 45% of Australians not having a valid will, an ageing population and the amount of household wealth available for transfer by bequest in 2030 is set to surpass $70billion, there is a clear and significant disconnect between the need for estate planning solutions and the current usage of those solutions.

The 2006-07 Family Characteristics and Transitions Survey (FCTS) highlighted the stark realties facing families in modern Australia with a specific focus on the impact of divorce:

Of the 4.8 million children aged 0 to 17 years in 2006- 07, just over 1 million (22%) had a natural parent living elsewhere.

Indeed, considering that around one third of all marriages end in divorce, and half of all divorces involved children under the age of 18, the increasing prevalence of ‘blended families’ and the resultant complications in estate plans reinforce the need for an advice solution that is accessible.

Add to this the life risks that insurers like Zurich know all too well:

• Over 60,000 Australians will have a stroke this year (that’s one every 10 minutes)
• 684,000 Australians are estimated to have chronic heart disease.
• 1 in 2 men and 1 in 3 women will be diagnosed with cancer before they turn age 85
• More than 110 Australians will die of cancer every day
• There are estimated to be over 800,000 diabetics in Australia. Diabetics are 5 times more likely to have a stroke and 10 times more likely to have a heart attack.

And there are – indeed overwhelming – cultural, social and economic factors driving an increased need for estate planning advice, representing a fantastic opportunity for financial advisers to provide meaningful assistance to their clients and the community at large.

Aside from the significant demographic trends which are driving growth in demand for estate planning solutions, there are 4 major benefits of applying an estate planning methodology across your business (rather than thinking of it as a service relevant only to your older clients):

• It can uncover new opportunities for advice with your active clients
• Insurance
• Business succession
• SMSF advice
• Intergenerational advice
• It can be a cost effective way of re-engaging with inactive clients
• It can be an easy to articulate, high value-add proposition to take to your referral partners
• It can add significant flesh to your proposition and can be reflected in your Fee Disclosure Statement

Why build capabilities around estate planning advice

To succeed in reatining and capturing assets during the coming intergenerational wealth transfer, advisers should develop end-to-end strategies rather than disconnected solutions, focusing on the following key areas:

Estate Planning

Family estate planning is critical during the wealth transfer period and will be an effective tool in attracting and retaining clients. The more an adviser knows about the Boomers’ and their heirs’ plans, the more they can do to proactively retain their assets. Advisers have been investing in advancing their wealth planning tools and customer relationship management (CRM) systems. While the primary focus of these systems is to support the proposal process and improve the depth of current relationships, some of the same information can be leveraged to increase client engagement on topics related to estate planning.

Make deliberate plans to help clients navigate their inheritances

A Canadian study[1] shows 39 percent of Canadians whose parents have a will have not explicitly reviewed it with their parents, and 61 percent who have deceased parents stated they never discussed it with their parents before they passed away.

By supporting the heirs during the difficult experience of a death in the family and making the process less stressful, advisers can solidify existing relationships or establish new ones with the heirs.

Advisers may consider establishing client-facing operational groups that specialize in the transfer process and support their clients in navigating this unfamiliar and unpleasant exercise.

The richness of the client interactions can be improved by investing in capabilities that increase the convenience to the client.

Whether it is led by an adviser or a specialized service, the experience should be a high-touch, branded, and personalized service that wows the clients, generates trust and makes them want to continue a relationship with the firm – regardless of the value proposition they prefer.

Establish go-to-market strategies to “catch” heirs now

Matching the heirs with their offerings of choice and “wowing” them is an important step towards retaining assets transferred across generations. According to research[2] done by Phoenix Marketing International and Cerulli Associates, dissatisfaction with current and previous provider relationships is the main reason investors left their providers, and only one out of every two wealth management clients in the 30-49 age group, which stands to inherit from the Boomers, is satisfied with their primary wealth provider. This suggests many advisers are at risk of losing these clients right at the point where their value is about to increase significantly.

To strengthen the relationships with the heirs, advisers can consider multiple approaches in tailoring their offerings including creating collective allocation models that enable managing self-directed assets alongside managed assets, bundling products around life stages, and expanding the product set to include cash management, debt management, and insurance.

Typical estate planning instruments

• Wills
• Advanced Care Directives (sometimes called ‘living wills’)
• Testamentary trusts
• Business Succession Plans
• Insurance solutions
• Power of Attorney
• Superannuation beneficiary nominations

Be prepared to ask the difficult questions

As with most aspects of the advice process, doing the job properly often involves questions which can be uncomfortable for the adviser and confronting for the client:

• What is the state of your marriage?
• Do you have any other descendants?
• Do you have any health issues?
• Who will bring up your children if you and your partner died
• Are your adult children in stable relationships?
• Do you have any children with financial, health or legal issues?

Increasingly advisers are able to access a variety of online tools that can make the discovery process more comfortable for both parties, thus encouraging more honest and comprehensive answers. These tools range from simple online self assessments to comprehensive report producing tools.

Be the facilitator, rather than the subject matter expert

The most successful advisers recognise their strengths, and which services are more suitable for outsourcing. Just like a surgeon needing a specialist anaesthetist, outsourcing a service does not have to mean ceding control or oversight of that process, and estate planning solutions are a perfect example of how a financial adviser can still facilitate the components of the process and co-ordinate them into a cohesive all-encompassing solution.

Being seen as an expert willing to bring in external specialists can also strengthen your own brand and elevate your standing as a professional.

Every adviser should aim to have a network of lawyers and accountants they work with, not just as referral sources but as true members of a virtual team, all focussed on same end goal for your clients.

When seeking a partner – for example a lawyer – to work in a field such as estate planning, remember that just like surgeons, they too tend to specialise, so make sure you find one who is genuinely experience in testamentary trusts, or wills, or buy sell agreements.

Resources to get you started

The following process is a good starting point, and involves working with Centres of Influence to identify clients who may benefit from estate planning advice and solutions.

One of the key tools in this process is a self assessment questionnaire. It’s’ designed to get someone thinking about issues they may have overlooked in terms of estate planning and their personal, financial and business situation. It allows them to consider sensitive questions in their own environment. We have attached a sample for your reference. You can use this as is, or tailor to your needs or that of the client. It’s initially intended as a thought provoker which makes them more receptive to your call when you follow it up (because they will have already self identified areas where they have no plans). This means it doesn’t matter if they send it back to you. (Once you get to the stage of an appointment you will go though a comprehensive fact find anyway.)

Notes

1. Investors Group Survey Feb 2012 ‘Trillion Dollar Wealth Transfer – Myth or reality?’
2. Cerulli Associates: Cerulli Quantitative Update-Retail Investor Provider Relationships 2011 (based on data from Phoenix Marketing International, Cerulli Associates)

Other sources

a. Australian Bureau of Statistics, 2004, ‘Household and Family Projections, 2001 to 2026’.
b. Australian Bureau of Statistics, 2008, ‘Family Characteristics and Transitions’.
c. Accenture, 2012, ‘The Greater Wealth Transfer: Capitalising on the Intergenerational Shift in Wealth’.
d. AMP.NATSEM, 2003, ‘Income and Wealth Report’, Issue 5.
e. National Seniors Australia, Productive Ageing Centre, 2012, ‘It’s not just about the money : intergenerational transfers of time and money to and from mature Australians’.

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Brad Fox

The Association of Financial Advisers (AFA) and foundation award partner Zurich yesterday announced a new chapter in the Adviser of the Year Award Program (the Award program), with the best individual adviser and best advice practice now to be separately recognised.

In launching the inaugural Advice Practice of the Year Award and revamped Adviser of the Year gongs, AFA CEO Brad Fox said that the changing financial advisory landscape and the evolution of new business models had prompted a review of the existing award methodology.

“The original Adviser of the Year Award was established by the AFA and Zurich in 2003 and since then we have seen Australia’s leading advisers participate in the Award program,” Mr Fox said. “But one of the big changes we have seen in recent years is the growth in new business models, with the principals of many successful and innovative advice practices no longer being client facing advisers themselves.

“At the same time, practice consolidation has seen an increase in specialist advisers who perhaps don’t own part of the practice and aren’t so much focussed on the growth and day-to-day running of their practice overall.”

In recognising this changing dynamic in advice practices, the Award program will now assess and acknowledge the best individual adviser and the best advice practice as separate awards.

Mr Philip Kewin, Zurich’s GM Retail Life & Investments also announced that a significant addition to the judging criteria for both awards would be an assessment of the efforts made by award candidates to improve the financial literacy of their clients, prospects and the community overall.

“Low financial literacy and engagement with the financial services system continues to be one of our biggest challenges, arguably more so than the widely-reported underinsurance problem,” Mr Kewin said. “Advisers play a pivotal role in making Australians more financially informed and better equipped to make important financial decisions.

“Their ability to do this – and let it be known that they are doing this – will be instrumental in reinforcing the value of advice amongst the wider community and in helping lift the profile of advisers as true professionals,” he said. “The AFA and Zurich both felt it was important enough to pull out as a standalone criterion in the awards.”

Both awards will be judged by the same panel, comprising Brad Fox and Michael Nowak from the AFA, Rebecca Sheils (Beddoes Institute), Graham Peatey (Encore Group), Peter Sobels (Riskinfo) and Kristine Wade and Andy Marshall from Zurich.

Award applications open9 June 2014 and close 8 August 2014 with the winners announced at the AFA National Conference, in Cairns 11–14 October, 2014.

More information, including application forms, can be found at www.adviseroftheyear.com.au

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Put your staff in the driver’s seat.

Getting your staff involved in driving continual improvement within your business is a win-win; often they are closer to many aspects of the business operations than you and so are better placed to identify areas of inefficiency.

Just as important however is the galvanising and motivating effect this can have both on individual staff – who feel more empowered – and on the team overall, as ideas sessions can help increase team bonding and encourage creative thinking.

Adviser of the Year Jenny Brown uses a few different approaches in her practice: The 10 at 10 meeting runs for 10 minutes on a Monday and is a ‘stand-up’ meeting to ensure it remains focussed. Every team member needs to explain what exceptional or surprising act of service they have provided for a client, team member or provider in the previous week that goes above and beyond their normal KPI’s. They then suggest what additional act they are planning that week that is above and beyond their normal KPI’s, which may generate ideas such as an additional client video explaining a process, doing something for a client that is “out of the box”, or helping a team member who is overworked.

JBS also use a1% board/ideas board, where team members are encouraged to make suggestions on how to improve / change / upgrade things. Even if that improvement is only 1%, lots of 1% ideas can make a huge difference when combined.

All of this has been done in conjunction with team retreats and externally facilitated workshops, focussed on team generated ideas and outcomes.

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This is an extract from a collection of business improvement tips for advisers, launched at Zurich’s Trax2Success national roadshow, featuring the 2013 AFA Adviser of the year Jenny Brown.

Click here to read Hot business tip number 1: Look after yourself and your staff

Click here to read Hot business tip number 2: Survey your clients

Click here to read Hot business tip number 3: Place a higher value on your time

Click here to read Hot business tip number 4: Review your client onboarding process

Click here to read Hot business tip number 5: Adopt an estate planning methodology across your business

Click here to read Hot business tip number 6: Tailor your communication strategy by client generation

Click here to read Hot business tip no number 7: Change your approach to review meetings

Click here to read Hot business tip number 8: Create a differentiated service offering (segment your client base)

Click here to read Hot business tip number 9: Set up a Board of Advice

Click here to read Hot business tip number10: Develop a client retention strategy

Click here to read Hot business tip number. 12: Build your emotional intelligence

Click here to read Hot business tip number. 13: Go Social

Click here to read Hot business tip number. 14: Get better at handling objections

Click here to read Hot business tip number. 15: Create stronger referral sources

Click here to read Hot business tip number. 16: Set up a Google account

Click here to read Hot business tip number. 17: Learn from leading advisers

Click here to read Hot business tip number. 18: Make better use of technology in your business

Click here to read Hot business tip number 19: Improve your office environment

Click here to read Hot business tip number 20: Develop a great value proposition

Click here to read Hot business tip number 21: Make more use of video in your business

Click here to read Hot business tip number 22: Optimise your website for mobile

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How to hang on to your clients…

Acquiring a new client can be between 5 and 10 times more costly than retaining an existing one, meaning a retention strategy should be an essential part of your business plan.

Any successful retention strategy is likely to have two components –

1. an understanding of which clients leave, and when and why, and
2.  initiatives to maintain stickiness (especially targeted to clients deemed more ‘at risk’).

Keeping tabs on clients who leave gets harder the more your practice grows, so it’s important to employ some scalable tools.

Understanding the numbers for your portfolio is important. Watch for trends, in terms of age groups, policy types or client segments (for example younger clients may see less need to keep cover, 45 year olds with trauma may find the age–based increases challenging). Also consider seeking direct feedback from clients who leave, through a formal survey or even a simple email or phone call.

Secondly you need to build your ‘stickiness index’; Things to consider include telling stories about successful claims and your role in the process (through your newsletter and website), packaging your offer in a way that’s hard to replicate, regularly viewing loadings and exclusions and encouraging clients to think of you as the first port of call for matters financial (e.g. fridge magnets, calendars, wallet cards).

Of course you also need to address the issues you uncover in step 1, including factors you can control (your service) and those you can influence (e.g. proactive communication before renewal time for at risk clients).

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This is an extract from a collection of business improvement tips for advisers, launched at Zurich’s Trax2Success national roadshow, featuring the 2013 AFA Adviser of the year Jenny Brown.

Click here to read Hot business tip number 1: Look after yourself and your staff

Click here to read Hot business tip number 2: Survey your clients

Click here to read Hot business tip number 3: Place a higher value on your time

Click here to read Hot business tip number 4: Review your client onboarding process

Click here to read Hot business tip number 5: Adopt an estate planning methodology across your business

Click here to read Hot business tip number 6: Tailor your communication strategy by client generation

Click here to read Hot business tip no number 7: Change your approach to review meetings

Click here to read Hot business tip number 8: Create a differentiated service offering (segment your client base)

Click here to read Hot business tip number 9: Set up a Board of Advice

Click here to read Hot business tip number 11: Run a program where staff drive improvements

Click here to read Hot business tip number. 12: Build your emotional intelligence

Click here to read Hot business tip number. 13: Go Social

Click here to read Hot business tip number. 14: Get better at handling objections

Click here to read Hot business tip number. 15: Create stronger referral sources

Click here to read Hot business tip number. 16: Set up a Google account

Click here to read Hot business tip number. 17: Learn from leading advisers

Click here to read Hot business tip number. 18: Make better use of technology in your business

Click here to read Hot business tip number 19: Improve your office environment

Click here to read Hot business tip number 20: Develop a great value proposition

Click here to read Hot business tip number 21: Make more use of video in your business

Click here to read Hot business tip number 22: Optimise your website for mobile

Click here to read Hot business tip number 23: Have a marketing plan

The post Hot business tip no. 10: Develop a client retention strategy appeared first on AdviserVoice.

BOAs: leverage off their contacts and industry insights to improve your business.

Typically, more than 80% of shortlisted practices in the Adviser of the Year Award use a Board of Advice (BoA).

But whilst the objectives of establishing a BoA are generally consistent-revolving around transparency, accountability and business guidance-there are several schools of thought on the ideal structure.

The’ best practice’ approach is where you fill your BoA with experts from within your industry, so you can leverage their contacts and industry insights.

At the other end of the spectrum is the ‘balance model’ – where you have experienced business people from outside the industry, bringing a fresh perspective.

Somewhere in between sits a ‘third way’, comprising a mix of people with specialised experience of your industry as well as outsiders. A real example of this third way is a BOA comprising:

• An accountant
• A dealer group representative or Business Coach ( a way of getting a perspective on best practice)
• A successful business person from outside the industry (can shed more light on generic business practice)
• A kinesiologist (personal health ‘guru’)

Whilst the last one may seem a bit out of place, the best advisers always focus on the sustainability of their businesses and themselves. Other experts who could make a contribution include lawyers and marketers.The right selection of BOA members will depend on your current skillset and areas of development you’re seeking for the business.

Remember a BoA that simply rubber stamps your decisions is probably of little or no value. Your board should challenge you to justify your actions and decisions. As the old expression goes ‘the strongest steel is forged in the hottest fires’.

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This is an extract from a collection of business improvement tips for advisers, launched at Zurich’s Trax2Success national roadshow, featuring the 2013 AFA Adviser of the year Jenny Brown.

Click here to read Hot business tip number 1: Look after yourself and your staff

Click here to read Hot business tip number 2: Survey your clients

Click here to read Hot business tip number 3: Place a higher value on your time

Click here to read Hot business tip number 4: Review your client onboarding process

Click here to read Hot business tip number 5: Adopt an estate planning methodology across your business

Click here to read Hot business tip number 6: Tailor your communication strategy by client generation

Click here to read Hot business tip no number 7: Change your approach to review meetings

Click here to read Hot business tip number 8: Create a differentiated service offering (segment your client base)

Click here to read Hot business tip number10: Develop a client retention strategy

Click here to read Hot business tip number 11: Run a program where staff drive improvements

Click here to read Hot business tip number. 12: Build your emotional intelligence

Click here to read Hot business tip number. 13: Go Social

Click here to read Hot business tip number. 14: Get better at handling objections

Click here to read Hot business tip number. 15: Create stronger referral sources

Click here to read Hot business tip number. 16: Set up a Google account

Click here to read Hot business tip number. 17: Learn from leading advisers

Click here to read Hot business tip number. 18: Make better use of technology in your business

Click here to read Hot business tip number 19: Improve your office environment

Click here to read Hot business tip number 20: Develop a great value proposition

Click here to read Hot business tip number 21: Make more use of video in your business

Click here to read Hot business tip number 22: Optimise your website for mobile

Click here to read Hot business tip number 23: Have a marketing plan

The post Hot business tip number 9: Set up a Board of Advice appeared first on AdviserVoice.

Client segmentation can help focus limited resources.

The pareto principle – aka the 80/20 rule – is a universal truth; the majority of your profit is derived from a subset of your total client base. Despite this there is a temptation–especially for relatively new practices – to try and be all things to all people.

Providing a homogeneous level of service to all your clients has a number of shortcomings:

• You provide the same level of service to both unprofitable clients and profitable ones
• You provide a lower level of service overall as it is not economically viable to provide premium service to everyone
• It makes it hard to focus your limited resources
• It makes it hard to have a differentiated fee scale

A client segmentation approach – where you divide your client base into distinct categories – can do wonders by helping you focus your limited resources.

One common methodology is to classify clients A, B, C etc – based on their current value to the practice – although some argue this approach is outdated and fails to recognise future potential. Alternative methods include more behavioural based segmentation, or segmentation based around their life generation or advice needs or even communication preferences.

Differentiating the service proposition by segment can involve tailoring several aspects of your proposition by segment:

• Frequency of meetings
• Seniority of staff servicing clients
• Personalised communication
• Hospitality, seminars and access to guest speakers
• Reporting and pro-active content

The outcomes? Well research from Business Health shows that while 71% of Australian practices now segment their clients, 13% do not offer differentiated service by segment. This is surprising given an effective segmentation approach can deliver 146% more profit to a practice.

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This is an extract from a collection of business improvement tips for advisers, launched at Zurich’s Trax2Success national roadshow, featuring the 2013 AFA Adviser of the year Jenny Brown.

Click here to read Hot business tip number 1: Look after yourself and your staff

Click here to read Hot business tip number 2: Survey your clients

Click here to read Hot business tip number 3: Place a higher value on your time

Click here to read Hot business tip number 4: Review your client onboarding process

Click here to read Hot business tip number 5: Adopt an estate planning methodology across your business

Click here to read Hot business tip number 6: Tailor your communication strategy by client generation

Click here to read Hot business tip no number 7: Change your approach to review meetings

Click here to read Hot business tip number 9: Set up a Board of Advice

Click here to read Hot business tip number10: Develop a client retention strategy

Click here to read Hot business tip number 11: Run a program where staff drive improvements

Click here to read Hot business tip number. 12: Build your emotional intelligence

Click here to read Hot business tip number. 13: Go Social

Click here to read Hot business tip number. 14: Get better at handling objections

Click here to read Hot business tip number. 15: Create stronger referral sources

Click here to read Hot business tip number. 16: Set up a Google account

Click here to read Hot business tip number. 17: Learn from leading advisers

Click here to read Hot business tip number. 18: Make better use of technology in your business

Click here to read Hot business tip number 19: Improve your office environment

Click here to read Hot business tip number 20: Develop a great value proposition

Click here to read Hot business tip number 21: Make more use of video in your business

Click here to read Hot business tip number 22: Optimise your website for mobile

Click here to read Hot business tip number 23: Have a marketing plan

The post Hot business tip number 8: Create a differentiated service offering (segment your client base) appeared first on AdviserVoice.