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Practice Made More Perfect Transforming a Financial Advisory Practice Into a Business 1st Edition by Mark C Tibergien, Rebecca Pomering ISBN 1118095499 9781118095492

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Practice Made 1st Edition Mark C. Tibergien Digital Instant Download

Author(s): Mark C. Tibergien, Rebecca Pomering
ISBN(s): 9781118095492, 1118095499
Edition: 1
File Details: PDF, 3.09 MB
Year: 2011
Language: english
SKU: EB-4643102 Category: Tags: ,

Practice Made More Perfect Transforming a Financial Advisory Practice Into a Business 1st Edition by Mark C Tibergien, Rebecca Pomering – Ebook PDF Instant Download/Delivery: 1118095499, 9781118095492
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Product details:

ISBN 10: 1118095499 
ISBN 13: 9781118095492
Author: Mark C Tibergien, Rebecca Pomering

A revised and expanded look at how to thrive and prosper in the financial advisory business A new and revised edition of the eye-opening, no-nonsense handbook on managing and growing a financial-advisory business, Practice Made (More) Perfect is packed with industry insight and practical ideas that every leader and manager within a financial advisory practice needs to know in order to get the most out of their business. Regardless of how little time is available or how seriously challenged a firm may be, this book contains the information that can help. The principles of sound management apply to firms of all types, and the tools provided in this book are guaranteed to be applicable under practically any circumstances. Written by industry expert Mark Tibergien, one of the “25 Most Influential” people in the financial services industry A new edition of a bestselling Bloomberg title Includes fresh insight on recent topics, including how advisors responded during the latest meltdown, the implications of the aging advisory profession, the challenges of attracting and keeping both clients and staff, the role of organizational design in a growing business, recent changes in compensation planning and implementation, and key information on leadership and management in today’s financial world Many financial advisers run their businesses as if acquiring more clients will solve any and all problems, but without a strategic framework, more clients just lead to more demands and less time to meet them. The truly successful firm will build strategy, structure, and processes that will ultimately translate into increased profits, cash flow, and transferable value.

Practice Made More Perfect Transforming a Financial Advisory Practice Into a Business 1st Table of contents:

CHAPTER 1 The Financial Advisory Business: What’s Next?
1.1. What Are Top-Performing Firms Doing?
1.2. The Business as Client
1.3. 10 Things to Think About

CHAPTER 2 Strategic Business Planning: Defining the Direction
2.1. Muddled Messages
2.2. What Is Your Strategic Differentiator?
2.3. What Is Strategic Planning?
2.4. The Strategic Planning Process

CHAPTER 3 Managing Workflow: The Back Office Moves Forward
3.1. Sources of Inefficiency
3.2. Achieving Efficiencies
3.3. Does Efficiency Come at a Cost?
3.4. Managing Risk

CHAPTER 4 Building Leverage and Capacity
4.1. Getting to the Next Stage
4.2. Becoming a Market Dominator
4.3. The Challenge of Growth
4.4. The Entrepreneurial Crossroads
4.5. Cornerstones of the Professional Practice
4.6. Models That Work
4.7. Leveraging Your Affiliations
4.8. Big Is Beautiful

CHAPTER 5 The Human Capital Plan: People Who Need People
5.1. The Problem You Can’t Do Without
5.2. Aligning Human Capital with Strategy
5.3. The Nature of the Work
5.4. The Nature of the Worker
5.5. The Interviewing Process

CHAPTER 6 Creating a Positive Workplace: Professional Development
6.1. The Career Path
6.2. The Appraisal Process
6.3. Coaching and Development
6.4. The Workplace
6.5. Building a Foundation
6.6. The Four-Way Test
6.7. Lessons on Inclusion

CHAPTER 7 Rewarding Behavior and Performance: Compensation Planning
7.1. Developing a Plan
7.2. The Components of Compensation
7.3. Establishing Base Compensation
7.4. Establishing an Incentive Compensation Plan
7.5. Owner’s Compensation

CHAPTER 8 Reading the Financials: Financial Management
8.1. Fundamentals of Accounting
8.2. Constructing a Financial Statement
8.3. Tying the Financials Together

CHAPTER 9 Income, Profit, Cash Flow: What the Numbers Are Saying
9.1. Formatting the Financials
9.2. Analyzing the Income Statement
9.3. Analyzing the Balance Sheet
9.4. Analyzing the Statement of Cash Flow
9.5. Financial Impact Analysis

CHAPTER 10 Managing Growth: The Search for Solutions
10.1. Harnessing Resources
10.2. Using Financial Leverage
10.3. Managing Cash Flow
10.4. How About Equity?
10.5. Referral Agreements and Joint Ventures
10.6. Practice Acquisitions
10.7. Investments in New Initiatives

CHAPTER 11 Exit, Stage Left
11.1. The Price of Indecision
11.2. Sale Planning versus Succession Planning
11.3. Wisdom or Obsolescence?
11.4. What to Do?
11.5. Keeping It in the Family
11.6. How to Make a Partner
11.7. What About the Successor?
11.8. Merger as a Succession Plan
11.9. So What Do You Do?
11.10. Seeking Counsel
11.11. Developing the Assumptions
11.12. Take Control

CHAPTER 12 On Leadership and Management
12.1. What Defines a Leader?
12.2. Who Will Emerge?
12.3. Is Anybody Leading?
12.4. Rites of Passage
12.5. Ready, Fire, Aim
12.6. Awakening the Manager in You
12.7. Practice What We Preach
12.8. Hiring Your Boss: Do You Need a CEO?

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Tags: Mark C Tibergien, Rebecca Pomering, Financial Advisory