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How employee stock ownership becomes a succession plan

From InvestmentNews
Added on July 2019 in Plan for the Future
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Summary: For Joe Reeves and Ron Butt, co-founders of Louisville, Kent.-based ARGI, the pursuit of a viable succession plan for their $2.6 billion financial planning firm was the original objective, but the ESOP provided the added bonus of giving all employees a potential stake in the RIA's ongoing success.

Tips for Hosting Successful Client Events

From WealthManagement.com
Added on July 2019 in Manage Your Practice
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Summary: Client events should be an integral part of every advisor’s business plan. When done right, they can be a great way to build trust with existing clients, attract new prospects and drive sales. However, with all the demands on your clients’ time, it can be increasingly difficult to organize a memorable event that clients truly want to attend. The one-size-fits-all retirement seminar or steak dinner may not cut it anymore as clients have come to expect more meaningful and personalized experiences.

The 5 Most Common Pricing Mistakes Advisors Make

From IRIS
Added on July 2019 in Thought Leadership
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Summary: Pricing is one of those topics where you start off talking about pricing, next thing you know you find yourself swiftly progressing to service offers, client engagement and value propositions and….

6 best practices for running your firm

From InvestmentNews
Added on July 2019 in Manage Your Practice
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Summary: In the past, the small business owner could get by without being an active CEO. But those days are long gone! Today, you must wear many hats (or hire others to wear them) — including HR manager, marketer and CFO — to keep your firm healthy and growing.
So where do you start? Here are six best practices to help prioritize your mental checklist.

Voices Are firms doing enough to keep top talent?

From Financial Planning
Added on July 2019 in Plan for the Future
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Summary: In my conversations with advisors and firm owners over the past year, I’ve heard a repeated lament: There is too much competition for top talent. Rivals are snapping up the strongest candidates, offering more money or more flexibility. Sometimes firms lose out because they are too slow to make an offer.

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