The Resource Rattiner's Financial Planner's Bible : The Advisor's Advisor, (electronic resource)

Rattiner's Financial Planner's Bible : The Advisor's Advisor, (electronic resource)

Label
Rattiner's Financial Planner's Bible : The Advisor's Advisor
Title
Rattiner's Financial Planner's Bible
Title remainder
The Advisor's Advisor
Creator
Subject
Genre
Language
eng
Summary
  • Are you at a crossroads in your practice? Have you taken it as far as you can go unassisted? Are you looking keenly for advanced direction in marketing and practice management areas that you haven't tried yet and don't know where to turn to acquire that kind of information? Is your organizational structure and staff sound? In short, are you looking to take your practice to the next level and need some guidance? If the answer to any of these questions is yes, then you will want to read Rattiner's Financial Planner's Bible: The Advisor's Advisor. Rattiner's Financial Planner's Bible: The Advisor's Advisor draws upon Jeffrey Rattiner's own considerable, celebrated experience in the industry and the hundreds of interviews with the nation's top planners from the CFP, CPA, brokerage, banking, insurance, and legal communities resulting from his extensive travels and nationwide training programs. In this all-encompassing self-contained stand-alone resource and deskbook, Rattiner presents a superior blueprint for planning success by telling it the way it really is and what you can do to make it work to your advantage. Rattiner's Financial Planner's Bible presents the best practices of financial advisors in all aspects of financial planning, asset management, practice management, and product marketing. The features of this authoritative guide include: 50 insightful, yet largely ignored, ways of marketing a practice 25 intriguing methods for developing a practice's infrastructure Guidelines to creating external alliances and mutually beneficial relationships A detailed self-assessment system to quantify where a practice is today and where it can go tomorrow The twenty-first-century practice (organization and structure) Worksheets, engagement letters, client checklists, software resources, and other operating tools integral to a successful practice's
  • day-to-dayoperation Above all, Rattiner identifies "doing what's best for the client" in an ethical, practical manner as a planner's paramount responsibility, emphasizing its importance over personal image, office accoutrements, and even compensation. By focusing on client honor and advisor integrity, the planner's profits will coincide with the client's financial success, creating the ultimate win-win situation. After all, he constantly reminds us that there is enough money in it for all of us. Rattiner's Financial Planner's Bible shows advisors the pitfalls to avoid, the issues to contemplate, the steps to consider, and the hard decisions to make while remaining focused on increasing a practice's profitability and advancing it to the next level. By implementing Rattiner's best practices, planners will not only expand their business but also, more importantly, make their clients' lives better
Cataloging source
AU-PeEL
http://library.link/vocab/creatorName
Rattiner, Jeffrey H
Dewey number
658.15
LC call number
HG179.5 -- .R378 2002eb
Nature of contents
dictionaries
http://library.link/vocab/subjectName
  • Business planning
  • Financial planners
Label
Rattiner's Financial Planner's Bible : The Advisor's Advisor, (electronic resource)
Link
http://umanitoba.eblib.com/patron/FullRecord.aspx?p=140162
Instantiates
Publication
Note
Description based upon print version of record
Contents
  • Rattiner's Financial Planner's Bible; Preface; Contents; 1 Rattiner on the State of the Financial Services Industry; Your Role; Changing Society; Raising the Bar: The Trend Toward Expertise in Delivering Quality Financial Planning Advice; Repeal of Glass-Steagall and the Formation of True Financial Services Supermarkets; The Need to Become Process Oriented Rather Than Transaction Oriented; Trend Toward Fee-Based Rather Than Commission-Based Planning; Trend Toward Specialization, Leveraging, and Developing Alliances in Other Areas
  • Trend Toward Technological Advances and Becoming More Reliant on Technology and Less on the Personal TouchTrend Toward a Revamped Individual Marketing Approach: It is a Different Ballgame Now; Trend Toward Building from Within: It is Cheaper and More Effective to Develop Your Infrastructure Right the First Time; Trend Toward Commoditization of Services; 2 The Practical Effect (An Internal Focus): 25 Ideas to Generate a Stable Business; 1. No Loss Leaders-Gratis Isn't Smart or Productive in the Long Term; 2. Hold the Appropriate Directors Accountable; 3. Always Plan with the Future in Mind
  • 4. Say to Yourself: What If I Were Just Entering the Business? Would This Be the Way I Would Set It Up?5. Encourage Everyone in Your Office to Be Creative. Have a Contest. Reward Those Employees Who Think Outside the Box with Prizes; 6. Hire the Right People Who Understand the Marketplace. Scout the Competition. If They Know Enough About Your Market, Then Listen to Them; 7. Have Anyone in Your Office Be Able to Sign Off on a Problem; 8. Establish a Realistic Chain of Command; 9. Test Market New Firm and Product Opportunities with Your "B" Clients. Form a Client Advisory Group
  • 10. Keep All the Players Informed11. Form a Planner Advisory Board (PAB); 12. Keep Your Books Just as You Advise Your Clients To; 13. What to Charge: The Old Adage "How Much Does the Client Got?" Does Not Cut It; 14. Select the Right Form of Business Entity; 15. Location, Location, Location; 16. Technology Hang-Ups; 17. Time Management Issues; 18. Do Not Do It All Yourself: Delegate, Delegate, Delegate!; 19. Failing to Take Responsibility Yourself; 20. Select an Appropriate Broker/Dealer; 21. Spend Money on Training Yourself and Your Staff
  • 22. Do Your Own Due Diligence on Products, Companies, Working Relationships, and the Like23. When Is It Time to Bring in a Partner?; 24. Having a Succession Plan; 25. If You Don't Believe in Yourself, It Will Never Happen; Appendix 2-1: Firmwide Self-Assessment Survey; Appendix 2-2: Working with Mutual Funds; Appendix 2-3: Investing for Retirement (IFR) Business Plan; 3 The Nifty Fifty: 50 Ideas About Marketing; What Does Marketing Really Mean?; 1. Branding; 2. The Next Level; 3. Forming Alliances; 4. Charting Your Course; 5. Do Not Sell Out on Volume; 6. Do Not Obsess About the Competition
  • 7. Your Marketing Plan Is a Working Document
Dimensions
unknown
Edition
1st ed.
Extent
1 online resource (316 p.)
Form of item
electronic
Isbn
9780471426721
Specific material designation
remote
System control number
  • EBL140162
  • (OCoLC)53839685
  • (AU-PeEL)EBL140162
Label
Rattiner's Financial Planner's Bible : The Advisor's Advisor, (electronic resource)
Link
http://umanitoba.eblib.com/patron/FullRecord.aspx?p=140162
Publication
Note
Description based upon print version of record
Contents
  • Rattiner's Financial Planner's Bible; Preface; Contents; 1 Rattiner on the State of the Financial Services Industry; Your Role; Changing Society; Raising the Bar: The Trend Toward Expertise in Delivering Quality Financial Planning Advice; Repeal of Glass-Steagall and the Formation of True Financial Services Supermarkets; The Need to Become Process Oriented Rather Than Transaction Oriented; Trend Toward Fee-Based Rather Than Commission-Based Planning; Trend Toward Specialization, Leveraging, and Developing Alliances in Other Areas
  • Trend Toward Technological Advances and Becoming More Reliant on Technology and Less on the Personal TouchTrend Toward a Revamped Individual Marketing Approach: It is a Different Ballgame Now; Trend Toward Building from Within: It is Cheaper and More Effective to Develop Your Infrastructure Right the First Time; Trend Toward Commoditization of Services; 2 The Practical Effect (An Internal Focus): 25 Ideas to Generate a Stable Business; 1. No Loss Leaders-Gratis Isn't Smart or Productive in the Long Term; 2. Hold the Appropriate Directors Accountable; 3. Always Plan with the Future in Mind
  • 4. Say to Yourself: What If I Were Just Entering the Business? Would This Be the Way I Would Set It Up?5. Encourage Everyone in Your Office to Be Creative. Have a Contest. Reward Those Employees Who Think Outside the Box with Prizes; 6. Hire the Right People Who Understand the Marketplace. Scout the Competition. If They Know Enough About Your Market, Then Listen to Them; 7. Have Anyone in Your Office Be Able to Sign Off on a Problem; 8. Establish a Realistic Chain of Command; 9. Test Market New Firm and Product Opportunities with Your "B" Clients. Form a Client Advisory Group
  • 10. Keep All the Players Informed11. Form a Planner Advisory Board (PAB); 12. Keep Your Books Just as You Advise Your Clients To; 13. What to Charge: The Old Adage "How Much Does the Client Got?" Does Not Cut It; 14. Select the Right Form of Business Entity; 15. Location, Location, Location; 16. Technology Hang-Ups; 17. Time Management Issues; 18. Do Not Do It All Yourself: Delegate, Delegate, Delegate!; 19. Failing to Take Responsibility Yourself; 20. Select an Appropriate Broker/Dealer; 21. Spend Money on Training Yourself and Your Staff
  • 22. Do Your Own Due Diligence on Products, Companies, Working Relationships, and the Like23. When Is It Time to Bring in a Partner?; 24. Having a Succession Plan; 25. If You Don't Believe in Yourself, It Will Never Happen; Appendix 2-1: Firmwide Self-Assessment Survey; Appendix 2-2: Working with Mutual Funds; Appendix 2-3: Investing for Retirement (IFR) Business Plan; 3 The Nifty Fifty: 50 Ideas About Marketing; What Does Marketing Really Mean?; 1. Branding; 2. The Next Level; 3. Forming Alliances; 4. Charting Your Course; 5. Do Not Sell Out on Volume; 6. Do Not Obsess About the Competition
  • 7. Your Marketing Plan Is a Working Document
Dimensions
unknown
Edition
1st ed.
Extent
1 online resource (316 p.)
Form of item
electronic
Isbn
9780471426721
Specific material designation
remote
System control number
  • EBL140162
  • (OCoLC)53839685
  • (AU-PeEL)EBL140162

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