Ever since Ted Levitt wrote “Marketing Myopia,” marketers have understood that the purpose of a business is finding and keeping great clients. Over the years the emphasis has shifted much more to finding any client as opposed to great clients and in the process many of our best clients have slipped away from us because our emphasis is on new accounts versus client retention. This is often not the fault of the service provider but rather it is the fault of misdirected management who are overly concerned with immediate growth metrics as opposed to creating apostles from existing clients.

The message is simple. The more effort that is put into having your best clients overwhelmed by the service that is provided to them, the more growth you will experience in almost any service business.

This talk is filled with lessons and examples of just how powerful service providers can become if they put their clients first, a lesson that has been all but forgotten in an age where short term profits, management compensation and shareholder approval have all received greater priority than the client.

You will learn the techniques to make the next twelve months your personal best.

This presentation covers the following topics

Planning:

• Profiling
• Setting meaningful goals
• Accumulating Designations

Relationship Management:

• Portfolio Reviews
• Creating a personal relationship
• Frequent Updates

Business Development:

• Creating a Value Proposition
• Marketing
• Client Events

Creating the powerful team:

• Expertise
• Delegation skills
• Communication

Service:

• Creating the “Ultimate Customer Service Model”

Investments:

• Looking for the right answers
• Asset Allocation
• Managing for the sequence of returns

This is a three hour workshop that can be condensed into a one hour presentation

The Financial Service Industry is becoming more and more complex as the functions of Securities firms, Banks, Insurance Companies and Financial Planning firms are all being merged together. The concept of the financial supermarket, where all of an individuals financial needs, including both asset and liability management are now being handled by one person. This trend has led to the creation of client service teams.

Before a team is formed, markets targeted, mission statements formulated or team member roles defined, it should be determined what services that the team is going to provide and to whom. Most teams are created before this occurs and then must force the team members into uncomfortable roles or roles that they are not capable of performing at a level of excellence.

This presentation focuses on the most successful practices in team building. Initially the team’s values statement is determined. Once this is done, you can begin to map out the type of team that should be assembled and what the individual roles for team members are. There are many different variations and sizes of teams that are examined. Different structures for teams are discussed and various roles of team members are explored from the “rainmakers” to the inside individuals responsible for a whole host of client services.

The role of the relationship manager is discussed along with techniques for strategic planning sessions for the entire team. Successful delegation to various team members is an important part of a team’s effectiveness. A delegation model is created to insure the team accomplishes this at optimum levels.

Next, the whole topic of trust among team members is explored in great detail as well as the five most common dysfunctions of a team that result when trust is not sufficient. Different practices in compensation are enumerated, and finally the whole discussion of the pre-nuptial agreement and the dissolution of the team are explored.

This is a three hour, interactive workshop for team members that can be highlighted into a one hour presentation.