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Ever wondered why so many financial services businesses struggle to produce superior results? I’ve worked with hundreds of professionals around the world, and here’s what I’ve noticed:
Those who consistently produce top results employ these
If you want to build your business and drive growth, you must have a marketing process. The first step is to identify the markets you want to focus on. Then you need to develop an action plan to promote your capabilities and product expertise.
Knowledge is power. The right education and training give you a competitive advantage. To drive growth you need more than technical skills; you must also have skills in sales, time management and effective communication.
A good process begins when you identify a prospect and goes all the way through to the delivery of services and stewardship reporting. And it covers every step in between.
One of the most important metrics is your ‘pipeline’ of prospects. The degree to which your pipeline is filled with quality prospects is a clear indicator of the success your business will enjoy in the coming months.
Don’t be satisfied with providing a home base for a group of producers who leverage back-office resources. If you want significantly higher growth, develop a real brand that is valued by customers and suppliers, and recognised in the community.
Clients who already do business with you are qualified business leads, and a fruitful, but ‘not fully tapped’ source of opportunities. Cross-selling is an obvious but frequently underused method of making the most of this rich resource.
There are four keys to creating a culture of accountability: measure what you want to manage; manage what you measure; provide the help that’s needed; and make sure everyone’s going in the same direction.
If you want to build your business and drive growth, you must have a marketing process. The first step is to identify the markets you want to focus on. Then you need to develop an action plan to promote your capabilities and product expertise.
Knowledge is power. The right education and training give you a competitive advantage. To drive growth you need more than technical skills; you must also have skills in sales, time management and effective communication.
A good process begins when you identify a prospect and goes all the way through to the delivery of services and stewardship reporting. And it covers every step in between.
One of the most important metrics is your ‘pipeline’ of prospects. The degree to which your pipeline is filled with quality prospects is a clear indicator of the success your business will enjoy in the coming months.
Don’t be satisfied with providing a home base for a group of producers who leverage back-office resources. If you want significantly higher growth, develop a real brand that is valued by customers and suppliers, and recognised in the community.
Clients who already do business with you are qualified business leads, and a fruitful, but ‘not fully tapped’ source of opportunities. Cross-selling is an obvious but frequently underused method of making the most of this rich resource.
There are four keys to creating a culture of accountability: measure what you want to manage; manage what you measure; provide the help that’s needed; and make sure everyone’s going in the same direction.
Financial Services Handbook explains how to become a top performer, improve your business success and build a great career.
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