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Exploring the RIA Phenomenon Called 'The Buyer's Bias'

Added on July 2015 in M&A Issues
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Summary: There is an inescapable truth that exists in the RIA community. The fact is, an overwhelming majority of advisory firms want to buy another firm. Their desire to grow inorganically is the same, whether they have $2 billion, $200 million or $25 million of assets under management. Where does this desire come from? We like to refer to it as the “Buyer’s Bias,” which is comprised of a series of factors that support the notion that along with being human, advisors are vulnerable to human biases.

Financial Illiteracy: The Local Solution

Added on July 2015 in Join an RIA
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Summary: Pershing Advisor Solutions’ CEO Mark Tibergien was an early and vocal proponent of the serious industry need to attract and retain younger advisors to replace departing (and dying) advisors, citing data that since 2008 there are 50,000 fewer professionals in the industry.

A new way for advisers to keep up to speed on clients' life events

Added on July 2015 in Manage Your Practice
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Summary: Kivvik, a new website for enabling communication between advisers and clients that launches Monday, is looking to put a stop to advisers' calling and emailing haphazardly to get updates on clients' life-changing events.

4 Critical Marketing Considerations for RIAs

Added on July 2015 in Manage Your Practice
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Summary: The old adage “Plan your work and work your plan” may be cliché but is often the difference between success and failure to execute your marketing goals. Start by defining very specific and measurable goals. Try to set short term and long term goals that are reasonable and achievable. Next, develop a strategy that details the tactics, resources, budget, and schedule.

How To Go Robo

Added on July 2015 in Plan for the Future
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Summary: Jonathan Swanburg, a 31-year-old financial advisor in Houston, was intrigued by the idea of opening up an automated investment platform for his clients. He’d heard about the so-called “robo-advisors” that were attracting a lot of attention and capital, along with equal measures of hype and skepticism. Unlike many, he recognized the advantages, especially as a way of serving a new, less affluent market, and was eager to jump in.

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