Too many financial advisors simply closeshop when they decide to exitthe business-squandering untold goodwill andlegacy business. Why waste a great opportunity? By applying the advice of Al Depman, a.k.a."The Practice Doctor," you can transform yourfinancial services practice into a legacy-focusedbusiness that will add substantial wealth toyour retirement nest egg. How to Build YourFinancial Advisory Business and Sell It at a Profit walks you through the steps of developing,managing, and growing a profitable practiceyou can sell for enhanced value or bequeathto family members. Depman guides…mehr
Too many financial advisors simply closeshop when they decide to exitthe business-squandering untold goodwill andlegacy business. Why waste a great opportunity? By applying the advice of Al Depman, a.k.a."The Practice Doctor," you can transform yourfinancial services practice into a legacy-focusedbusiness that will add substantial wealth toyour retirement nest egg. How to Build YourFinancial Advisory Business and Sell It at a Profit walks you through the steps of developing,managing, and growing a profitable practiceyou can sell for enhanced value or bequeathto family members. Depman guides you through the process offorming a sound plan for your financial servicesbusiness, including how to: Create a team of advocates inmarketing and administration Build a sophisticatedreferral process Develop sales and casedevelopmentsystems Write a best-practicesoperations manual Maximize new technology tostreamline operations Put a succession plan in place Building a long-term business model is notjust good for your future. It will also makeyou happier and more profitable today. You'llbe able to spend more time with clients. You'llput more energy into finding new ones. You'llfocus more on referral sources. And someoneelse will do the grunt work. Use How to Build Your Financial AdvisoryBusiness and Sell It at a Profit to build yourbusiness into more than a simple means to apaycheck-and reap the rewards of your hardwork long after you choose to leave the firm.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Al Depman, CLU, ChFC, CMFC, BH, is the owner of Practice Management Consulting.He is best known for his "PracticeManagement Assessment Tool" and his articlesthat appear on Practicetools.net andMitchAnthony.com, where he is the residentbusiness-practice consultant. Depman servesas the national Practice Management Consultantfor Securian (Minnesota Life) and has alsoworked with advisors from Waddell & Reed, AIG, LPL, State Farm, Prudential, NY Life, Metropolitan, and many independents, as wellas from big brokerages, including MorganStanley and Merrill Lynch.
Inhaltsangabe
Introduction Part I: Why Practice Management Matters - Chapter 1: Bottling and Selling Your Genius: How to Increase the Value of Your Practice - Chapter 2: Enhancing Your Practice's Book Value Part II: The Practice Lifecycle - Chapter 3: The Practice Lifecycle: An Overview - Chapter 4: The Formative Year - Chapter 5: The Developing Years - Chapter 6: The Emerging Years - Chapter 7: The Mature Practice - Chapter 8: The Prime Practice Part III: The Eight Essential Business Systems - Chapter 9: Ensuring Your Practice is Transferable Chapter 10: Client Acquisitions Chapter 11: Client Management - Chapter 12: Sales - Chapter 13: Case Development - Chapter 14: Time Management - Chapter 15: Communication - Chapter 16: Education - Chapter 17: Financial Management Part IV: The 4 Cornerstones of Change - Chapter 18: Overview - Chapter 19: Personal and Professional Vision - Chapter 20: The 3 Levels of Accountability - Chapter 21: The Business Environment - Chapter 22: Balance and Blending
Introduction Part I: Why Practice Management Matters - Chapter 1: Bottling and Selling Your Genius: How to Increase the Value of Your Practice - Chapter 2: Enhancing Your Practice's Book Value Part II: The Practice Lifecycle - Chapter 3: The Practice Lifecycle: An Overview - Chapter 4: The Formative Year - Chapter 5: The Developing Years - Chapter 6: The Emerging Years - Chapter 7: The Mature Practice - Chapter 8: The Prime Practice Part III: The Eight Essential Business Systems - Chapter 9: Ensuring Your Practice is Transferable Chapter 10: Client Acquisitions Chapter 11: Client Management - Chapter 12: Sales - Chapter 13: Case Development - Chapter 14: Time Management - Chapter 15: Communication - Chapter 16: Education - Chapter 17: Financial Management Part IV: The 4 Cornerstones of Change - Chapter 18: Overview - Chapter 19: Personal and Professional Vision - Chapter 20: The 3 Levels of Accountability - Chapter 21: The Business Environment - Chapter 22: Balance and Blending
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