Your business will look very different five years from now than it does today.
Much of the way we’ve historically done business is being commoditized or rendered obsolete.
Our old business models will no longer enable us to survive going forward.
Stathis Partners offers a series of executive briefings that can be conducted at your facilities. They are based on industry research, trending, and aggregated business intelligence, and can be structured as interactive Board presentations, strategic planning sessions, executive team workshops, sales team meetings, or conference presentations. They can be as short as one hour or as long as one full day. Longer sessions are conducive to combining several of the briefings below.
Bank Channel State of the Union – Fiduciary pressure and auto-pilot investing demand value proposition change
We are experiencing a seismic shift in our industry possibly unlike anything we’ve experienced in our generation. This inflection point has bifurcated the old and the new, and has commoditized or rendered obsolete much of the way we’ve historically done business. Our old business models will no longer enable us to survive going forward. The way you respond to this inflection point will determine whether you are still in the industry five years from now.
The legacy branch-based advisor model is dead – Now what?
Branch traffic is down – so what? Is your institution losing customers? No. Are middle-market clients which typify branch traffic the type of clients your advisors should be adding to their books? No. Do we really want our advisors focused on CD to annuity transactions? No. What will it take to evolve?
Most Advisors must cut their books in half or perish – Data driven proof-points
The wealthier the client of the average bank-based advisor is, the less wallet share the advisor typically has. Most advisors have less than 50% wallet share of the higher net worth clients in the top half of their book. The best thing the average bank-based advisor can do for their business is to not focus on bringing in any new clients, and instead, focus on getting to know the existing clients in the top half of their books much better!
Fee Evolution – Tiered service levels and aligned pricing offset revenue compression
AUM decreases in a market downturn, but a good advisor’s value increases. We must find alignment. Tiered levels of service should be made up of defined service bundles that increase in the value provided as you move up the tiers. Fees should be based on AUM with annual minimums that increase in-kind.
Focusing on Number of Needs Served to avoid product-based commoditization
Transitions we must make; product-based to needs-based, commoditized to personalized, product first to planning first, product profitability to service profitability. Every client has a max of six basic financial needs. We must focus on increasing the number of those needs we serve and structure our programs and incentives accordingly.
Wealthier Clients = Lower Wallet Share… Why and what to do about it
Everyone begins with 100% of their assets in a bank. Over time, data shows that the wealthier a person gets, the more likely it is that their assets seep out of the bank and go elsewhere. Why?
The Importance of Cross-Departmental Relationships in the Fiduciary Era
The most significant competitive advantage of our channel is the least utilized. Our channel has the capability to provide a wider variety of valued financial services to the consumer than most other channels in the industry. For our channel to fulfill its market leadership potential we must get all wealth management departments rowing in the same direction. The blueprint for this success exists.
The topics outlined above can be blended and modified according to your needs. Please contact us to discuss how these sessions can be tailored to support the needs of your meeting.