Nerd's Eye View blog

Are Financial Plans Getting Too Comprehensive: How The “Sledgehammer Of Value” Isn’t Actually Paying Off

October 23, 2023 07:02 am 0 Comments CATEGORY: Practice Management

Many financial advisors take pride in the comprehensive nature of the advice they provide to clients and use the variety of services offered as a point of differentiation between themselves and other types of advisors. Though, at some point, covering a large number of financial planning topics can eat into an advisor's time, which is problematic if clients won't pay substantially more to receive that more comprehensive advice. For advisors who are feeling a time crunch from producing extensive comprehensive plans, but having trouble commanding a premium fee from clients for their additional work, there are a variety of ways to reduce this burden (from getting outside help, to changing the way plans are developed) while continuing to meet the planning needs that their clients are willing to pay for.

The results of the 2022 Kitces Research study on "How Financial Planners Actually Do Financial Planning" show that financial plan comprehensiveness has increased over time as advisors try to do more and more for clients to validate their fees, hitting them with a proverbial "sledgehammer of value". In the research data, this is reflected in a big uptick in advisors doing the most comprehensive plans: 54% of respondents offered "Extensive" plans (with at least 13 planning components) in 2022, up from 35% in the 2020 edition of the study and 39% in 2018. At the same time, the percentage of advisors offering "Broad" plans ('only' 10–12 components, less than the most Extensive plans) fell to 23% in 2022, from 35% in 2020 and 31% in 2018, and those offering "Narrow" plans (6–9 components) dropped to 18% from 23% in both 2020 and 2018. Further, the study found that client age was a key variable driving plan breadth, with a younger median client age being associated not with 'simpler' plans but instead with more extensive plans for their uniquely complex needs.

Unsurprisingly, service teams producing plans covering the widest breadth of topics tend to spend more time preparing them, according to the Kitces Research data, and this appears to come at a financial cost for these advisors, as those producing Extensive plans had lower median revenue per advisor and take-home income compared to those producing less-comprehensive plans. Which implies that advisors who are providing such "premium" financial plans – as measured by their breadth and comprehensiveness – are struggling to charge a "premium" fee for that work, resulting in a decrease in productivity and profitability.

However, this doesn't mean that advisors need to sacrifice the quality of service they provide their clients in order to reduce the time they spend producing plans. For instance, rather than trying to be an expert in the full range of planning areas, advisors could focus on 1 or 2 narrow but especially relevant service areas to 'go deep' for their ideal target clients, which not only would reduce the time spent developing plans on a broader number of topics but also could attract clients whose more specialized planning needs reflect the specific topics chosen. In addition, advisors could reduce the amount of time they spend on plan development by bringing on staff assistance (e.g., in the form of an associate planner or paraplanner) or engaging outsourced planning service providers. Finally, Kitces Research data indicate that developing plans in collaboration with clients (i.e., putting the planning software on a big screen to walk through together, rather than preparing a custom pre-written plan for each) could reduce the time advisors spend preparing plans.

Ultimately, the key point is that as advisors increasingly provide comprehensive plans that examine a wider range of planning topics for their clients, the question of whether using the "sledgehammer of value" meets both the specific needs of clients as well as supporting a healthy advisory business (by being able to charge effectively for the time it takes to produce such lengthy plans) becomes more important. And for advisors who do feel overwhelmed, there are a variety of ways to reduce the burden of providing the most comprehensive plans, from focusing on the advisor's unique value proposition to outsourcing financial plan preparation tasks to changing their approach to plan delivery, which can all help advisors reduce the time they spend on plan preparation while still providing a high level of service to their clients!

Weekend Reading For Financial Planners (October 21-22)

October 20, 2023 02:00 pm 0 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "Weekend Reading For Financial Planners" - this week's edition kicks off with the news that a recent study from Fidelity Institutional highlights the growing popularity of the RIA model and the success advisors have had after going independent. The study found that 1 in 6 advisors have moved firms in the past 5 years, with the majority opting for the independent channel. Notably, this decision has provided both qualitative and quantitative benefits for these advisors, as 85% said they now have more control over their future and 80% saw their assets under management subsequently grow, with a median increase of 42%.

Also in industry news this week:

The latest update on the status of the Department of Labor's proposed regulation related to fiduciary advice on retirement accounts and why the agency is referring to it as a "retirement security rule" rather than a "fiduciary rule"
A report suggests that RIA M&A surged in the 3rd quarter, as large acquirers resumed their brisk pace of purchases

From there, we have several articles on employee benefits:

Why high-deductible health plans with paired HSAs could be the most cost-effective and tax-efficient health insurance option for many clients
How financial advisors can help clients better understand their employer-sponsored healthcare options and make the best decision for their needs
How advisors can potentially save clients thousands of dollars by reviewing their elections for disability insurance, workplace retirement plans, and other benefits during the annual open enrollment period

We also have a number of articles on advisor marketing:

How to follow up with a prospect who 'ghosts' an advisor after the initial discovery meeting
Questions that advisors can ask prospects before and during discovery meetings to reduce the chances that the prospect will fall out of contact
A 2-part discovery meeting 'close' that can encourage prospects to take the next step to becoming a client

We wrap up with three final articles, all about technology and security:

While the increasing use of facial recognition technology could increase security and reduce wait times in a variety of areas, it also comes with potential privacy concerns
How the shift from passwords to passkeys could make logging into accounts more secure and convenient
Why encouraging consumers to focus on getting the 'big' things right, rather than trying to address every potential threat, could be a valuable practice for both cybersecurity and financial advice professionals

Enjoy the 'light' reading!

Kitces & Carl Ep 123: Does Every Prospective Client Fit A Niche, Or Do Advisor Specializations Leave More Underserved?

October 19, 2023 07:05 am 0 Comments CATEGORY: Kitces & Carl Podcast

Much of the marketing and practice management advice in the financial advisory space comes back to 1 recommendation: Specialize in a niche. Niching offers several advantages, allowing advisors to be more specific in their marketing, more targeted in their prospecting calls, and more efficient in their processes (since clients within a similar niche are likely to have similar problems, especially in niches of profession). However, raising the question of whether every client can be classified into at least one particular niche leads to another compelling hypothetical question: If advisors were to choose to narrow their practice down and serve only a specific group of people, would they be leaving other would-be clients out – not out of work with a specific advisor, but with all advisors who choose to specialize in niches?

In our 123rd episode of Kitces and Carl, Michael Kitces and client communication expert Carl Richards discuss the validity of the implicit assumption that as advisors niche, every future client will fit into a niche of some sort, and whether this assumption potentially promotes an exclusionary model of providing financial advice, leaving out individuals who simply aren't profitable for advisors?

Most commonly, niches present as particular needs of a firm's clients. These needs are often understood in terms of a client's occupation (e.g., tech employees who need help managing equity compensation options), stage of life (e.g., pre-retirees with employer pension annuity choices), political or religious affiliations, or significant life events that create central themes and recurring concerns that an advisor can specialize in (e.g., divorce, widowhood, family members who develop special needs) – and because of the targeted services advisors offer to satisfy their clients' needs, they increase their value and the efficiency of their practice.

A second dimension to niches, however, involves the perceived profitability (or lack thereof) of a niche; if too few people face an issue, if the need isn't painful enough to be 'worth' the advisory fee, or if the client of the niche is simply unable to pay at a rate that would allow the advisor to support themselves, then making a certain niche the specialty of a viable practice becomes much more difficult. After all, in order to be sustainably profitable, a chosen niche must also be accompanied by the client's willingness and ability to pay.

While there is no 'silver (or blue) bullet' for financial advisors looking to serve those who may otherwise lack access to financial services, differentiating themselves by narrowing their focus on a specific area can still be a good first step. At its most extreme end, this might require an advisor's highly specialized area of expertise, allowing them to better serve those who might otherwise miss out because their issue is too narrow (because the depth of knowledge required to serve those who can't be served – because most advisors generally lack the required expertise to address their particular issues that are so highly complex and specific – represents a niche in itself!). And for financial advisors who want to offer planning services to individuals who may not have the means to work with a financial advisor on an ongoing basis, specializing in certain niches can even prove lucrative enough to profitably sustain incorporating pro bono or low-cost services as part of their practice.

Ultimately, the key point is that while accessibility is a real issue – both for prospects whose needs are highly specialized and for those who may not have the means to afford planning services – advisors can find sustainable ways to serve those who may have been excluded from traditionally offered advice services. Because as the industry continues to grow, so too will the demand for accessible financial planning advice!

Avoid Getting Caught Up In Big Market Delusions: The Case Study Of Electric Vehicles

October 18, 2023 07:04 am 0 Comments CATEGORY: Investments

A key value proposition for financial advisors is helping clients avoid common behavioral biases that can lead to suboptimal investment decisions. Even people who are normally rational decision-makers can be prone to fear, greed, and overconfidence, and the persistence of market bubbles where investors chase whatever company or sector is all the rage at the time (and often get stuck with losses when the bubble pops) shows that herd mentality in investing is as prevalent as ever. Which often leads to advisors counseling their clients to stay diversified and stick with a disciplined investment strategy to optimize their risk and return over the long term.

But even today, despite the evidence we have about our tendencies to make irrational choices, people still often fall prey to herd mentality in their investment decisions, as demonstrated by modern-day bubbles around meme stocks and cryptocurrencies. Even professional investors such as venture capitalists aren't immune either, with the rise and fall of companies like WeWork and Theranos showing that sophisticated investors can be enticed to abandon a disciplined approach by a sales pitch that's too good to be true. In fact, as more and more technology proliferates, with much of it promising to have a worldwide and life-changing impact, the temptation to chase the next big thing may grow even stronger.

However, it isn't just individual companies or speculative assets like Bitcoin that can be prone to bubbles. When a new technology or product is introduced that has the potential to reach a huge new market, investors tend to bet on many (or even all) of the companies that provide the technology as if they will each become the dominant player in that market. And because every company can't possibly become a winner (since they're competing with each other, and one company's success will necessarily come at the other's expense), this tends to result in the entire industry becoming overvalued. Investors' enthusiasm tends to feed on itself, resulting in increasingly unrealistic valuations, until suddenly reality comes into focus, and prices drop for all companies in the industry – often wiping out some companies and creating severe losses even in the ones that do survive.

There tend to be 4 main signs of this type of "Big Market Delusion", which have been present in market bubbles ranging from the 1990s dot-com boom to the 2000s digital advertising market to the 2010s cannabis industry. First, there is a story of a vast potential market for a new technology or product; second, investors and entrepreneurs tend to ignore the possibility that competition will squeeze profits for existing companies and reduce expectations for future revenues; third, companies focus overwhelmingly on growth in users or revenue as the primary metric rather than profitability; and finally, the valuations for these companies grow with no connection to their underlying fundamentals. And though it may not be possible to time exactly when a big market bubble will burst, these signs make it highly likely that a correction will happen eventually.

The key point is that when an investor bets on a new technology or industry becoming huge based on the size of its potential market, even 'diversifying' by investing in multiple companies within that industry won't necessarily protect them from losses, because when the entire industry becomes overvalued, the resulting correction is likely to affect everyone. The simple way to avoid getting caught up in big market delusions is by remaining broadly diversified across markets – and for advisors, the lessons learned from previous examples of big market delusions can help guide clients on avoiding the next one!

#FA Success Ep 355: Scaling Worksite Financial Planning As An Employee Benefit For The Average Worker, With Brad Arends

October 17, 2023 07:02 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome back to the 355th episode of the Financial Advisor Success Podcast!

My guest on today's podcast is Brad Arends. Brad is the Co-Founder & CEO of Intellicents, an independent RIA with 12 offices across the country and headquartered in Albert Lea, Minnesota, that oversees $6 billion in assets under management for more than 3,000 client households.

What's unique about Brad, though, is how he built a multi-billion-dollar advisory firm not by moving 'upmarket' to gather multi-millionaire clients, but instead leveraged his 401(k) retirement plan advisory firm to begin offering comprehensive financial planning to the employees of large companies as an added employee benefit, and in the process scaled his financial planning business around the mass affluent American worker.

In this episode, we talk in-depth about how, after realizing that his 401(k) plan participants were not being advised after they retired (and were being poached by brokers and agents trying to sell them on high-commission annuities), Brad decided to expand his business into wealth management so that he could offer advice to his mass affluent clientele into their retirement years, how Brad struggled to transition his retirement plan advisors into wealth management advisors because of the different mindset it takes to service an ongoing financial planning relationship but was able to acquire-hire the advisors he needed by finding a firm that had already established a business model working with the clientele Brad wanted to serve, and how Brad ultimately evolved a multi-pronged model of retirement plan advice, group insurance benefits, and personal financial planning to reach the $3,500 of revenue per client that he needed to be able to really scale the business.

We also talk about how the approval of the Pension Protection Act and the backlash against revenue-sharing agreements amongst retirement plan recordkeepers led Brad to decide that a flat fee would be the best way to provide their initial advice offering, why, to avoid the fee compression as a 401(k) recordkeeper (and reinvesting in expensive technology to keep scaling), Brad decided to sell the recordkeeping offering that was 80% of his business at the time to create more bandwidth to offer personal wealth management for their clients instead (and use the profits of the sale to help fund the new initiative), and how Brad leveraged the data he already had access to from providing 401(k) advisement for companies to create personalized one-page financial plans for its plan participants to illustrate the value of financial planning and connect them more directly to the firm's advisors.

And be certain to listen to the end, where Brad shares how even though he experienced multiple false starts with his business transition, with multiple failed hires, he stayed committed and ultimately found it was better to acquire a firm to get the talent he was seeking than to just try to hire it directly, how Brad now wishes that he got into wealth management sooner and believes that younger, newer advisors would benefit from acquiring their CFP designation as it can help them broaden their career opportunities in wealth management, and why Brad feels that even though he has built a sustainable firm with great talent that can live on beyond his leadership, he has no intention of selling his business and plans to continue his journey of expanding his firm to provide more affordable financial planning for more mass affluent American workers.

So, whether you're interested in learning about how Brad structures fees for worksite financial planning, how, when Brad sold his recordkeeping business, he was able to ensure that the 120 employees he would have to let go found a new home with the new owners of the business, or how, by combining group insurance, 401(k) planning, and wealth management, Brad was able to dramatically increase his firm's revenue, then we hope you enjoy this episode of the Financial Advisor Success podcast, with Brad Arends.

Accelerating Growth By Marketing How Your Advisory Firm Is Different (Instead Of Better)

October 16, 2023 07:01 am 0 Comments CATEGORY: Marketing

Consumers have a wide range of options when it comes to choosing a provider of financial advice, from larger wirehouses and asset managers to smaller Registered Investment Advisers (RIAs). Given that larger firms tend to have more substantial marketing budgets to attract clients, smaller firms and their advisors have had to look for alternative ways to differentiate themselves from the competition. Which led many firms to market all the ways they were 'better' than other sources of financial advice by highlighting their status as fiduciaries, fee-only advisors, or by offering (more) comprehensive financial planning services beyond investment management, as just a few examples.

However, while these attributes remain valuable for clients (and are worth highlighting), their value to smaller advisory firms as differentiators has eroded over time as what may have once been unique characteristics for these firms are now either increasingly common or have become harder to parse for consumers. For instance, even though RIAs are bound by a more stringent fiduciary standard, consumers might be unaware of the nuanced differences between that obligation and the seemingly similar requirements of broker-dealers under Regulation Best Interest. Similarly, consumers may struggle to understand the difference between a “financial plan” and a “more comprehensive financial plan” if they’ve never been through the financial planning process in the first place.

In this environment, another option for smaller firms to compete is to focus on how they are different, instead of marketing how they might be better than their competitors. And by using their website and other marketing materials to position themselves as different, smaller firms can demonstrate to their ideal target clients why they are the right choice for their financial planning needs.

Because the largest firms typically cast a very wide net when it comes to attracting prospective clients (whether in terms of age, profession, planning needs, or other factors), serving a client base with a narrower set of characteristics can help a firm stand out. Which means that if an advisor can demonstrate that they recognize (and can help solve) their ideal client's unique pain points, such prospects are likely to feel a stronger connection to the smaller, more targeted firm, and to believe that that small firm will be better understood by their advisor compared to a more generalist large firm with a bigger marketing budget.

Another way advisors can demonstrate how they are different is by explaining how, exactly, they do financial planning, and what specific services they provide for their ideal clients as a way to communicate their value. Because when a firm has an ideal client type, they often are able to go deeper into their clients' specific needs, and can communicate exactly how the process works to address those needs. This lets prospective clients know what to expect (and helps them understand the value they will be receiving in exchange for their fees!). This service specificity can be a differentiator for firms with ideal client types, as a firm that works with a broader client base will likely need to be more generic in its marketing, given that the planning needs of its clients will be significantly broader.

Ultimately, the key point is that while it has gotten more difficult for financial planning firms to show how they are better based on traditional characteristics such as being a fiduciary or providing comprehensive planning services, firms can shift their focus to emphasize how they are different and can meet the specific needs of their ideal target client as a way to adjust their marketing efforts. Which helps these firms attract more clients, and continue to thrive amidst competition from larger counterparts!

Weekend Reading For Financial Planners (October 14-15)

October 13, 2023 02:00 pm 0 Comments CATEGORY: Weekend Reading

Enjoy the current installment of "Weekend Reading For Financial Planners" - this week's edition kicks off with a new study from Herbers & Company that provides insight into the financial planning services that consumers demand the most, and which services financial advisory firms offer the most often. The study also identified factors that separated firms experiencing the greatest organic growth from others, which include offering a comprehensive suite of services, having a higher 'close' rate with prospects, and, perhaps counterintuitively, a lack of satisfaction with their client experience.

Also in industry news this week:

A study from the FINRA Foundation has found that objectively knowledgeable investors tend to pay less in investment expenses, while those who perceive that they have expertise tend to pay more
A new report shows how pro bono financial planning can benefit not only financial advisors and their pro bono clients, but also advisory firms as well

From there, we have several articles on college planning:

How the FAFSA form and its timing have changed for this year and how advisors can support clients going through the financial aid process
How the lesser-known CSS Profile plays an important role in determining financial aid for many families, particularly those with students applying to private colleges
How the Private College 529 Plan allows families saving for college to 'lock in' today's tuition costs at a wide range of private colleges

We also have a number of articles on practice management:

How building a 'family' environment can allow financial advisory firms to promote employee wellbeing and retention
What firms can do during the candidate selection and onboarding processes to promote the mental health of new employees
How taking a step back to articulate a vision, and then allowing employees to work towards that vision using their unique skills, can allow a firm and its staff to thrive

We wrap up with 3 final articles, all about research and happiness:

How teams of academics are working to uncover faulty research practices, which has resulted in the retractions of papers in a variety of fields that received significant media attention
A new study looks at whether previous research regarding what makes individuals happy was sufficiently rigorous
A thought experiment that can help advisors and their clients manage the tradeoff between saving and spending

Enjoy the 'light' reading!

A Guide To Conducting And Documenting An Annual Compliance Review Under New SEC Amendment

October 11, 2023 07:03 am 0 Comments CATEGORY: Regulation & Compliance

In 2004, the SEC significantly strengthened the compliance responsibilities of investment advisers when Rule 206(4)-7 (also known as the "Compliance Rule") went into effect, requiring them to adopt and implement written compliance policies and procedures, review such policies and procedures annually, and designate a Chief Compliance Office to administer such policies and procedures. However, this "Compliance Rule" did not technically require that the annual compliance review of policies and procedures be conducted in writing, even though advisers were required to maintain records if they did document such reviews in writing!

To address this omission, the SEC has now formally adopted an amendment to the Compliance Rule requiring annual reviews to be documented in writing. Under the amended rule, advisers will be required to review and document in writing the adequacy of their compliance policies and procedures, the effectiveness of their implementation, whether compliance policies and procedures continue to work as designed, and whether changes are needed to ensure their continued effectiveness.

Notably, the exact formatting, length, level of detail, and overall content of annual reviews are not prescribed by the SEC. Rather, when the Compliance Rule originally went into effect in 2004, the adopting release described only 3 elements that should be considered in an annual review: 1) compliance matters in the previous year (e.g., when compliance policies and procedures did or did not function as intended), 2) changes in business activities (e.g., offering discretionary investment management for the first time instead of just financial planning), and 3) regulatory changes that might necessitate changing the firm's policies and procedures (e.g., the SEC's new marketing rule).

Further, advisers have significant flexibility in deciding how to prepare the compliance review, which could be a long-form written report with supporting documentation, quarterly reviews aggregated into an annual report, or even simply a compilation of notes. Even despite this flexibility, the SEC's examination staff relies heavily on the annual review documentation to "understand an adviser's compliance program, determine whether the adviser is complying with the rule, and identify potential weaknesses in the compliance program", positioning the Compliance Rule (and the annual review requirement within it) as an unambiguously vital mechanism to help advisers identify opportunities for improvement and implement actions to create a well-functioning annual review process.

Ultimately, the key point is that the SEC has signaled the importance it places on investment advisers performing annual compliance reviews and producing written documentation to memorialize them. And while these compliance requirements might seem like a daunting task, advisers have a range of options to make the process less painful, from breaking it down into bite-sized chunks over the course of the year (and periodically testing their compliance program and documenting the results) to engaging outside counsel to help ensure the review process and associated documentation are completed in a comprehensive and accurate manner!

#FA Success Ep 354: Making Advisor Transitions Less Scary With Effective Transition Preparation And Support Services, With Grier Rubeling

October 10, 2023 07:02 am 0 Comments CATEGORY: Financial Advisor Success Podcast

Welcome everyone! Welcome to the 354th episode of the Financial Advisor Success Podcast!

My guest on today's podcast is Grier Rubeling. Grier is the founder of Advisor Transition Services, a consulting firm based in Cary, North Carolina, that helps advisors switch from one broker-dealer or custodian platform to another, often when breaking away from a larger firm to start up their own.

What's unique about Grier, though, is her detail-oriented approach to helping firms make transitions quickly… which is an inherently complex leap to make legally, logistically, and emotionally, for which Grier built a slew of ultra-responsive Excel tools to show advisors live updates of exactly where they are for the entire time through the transition processes so they can get back to being able to bill for their services again as soon as possible.

In this episode, we discuss how Grier helps advisors navigate the complex world of leaving protocol vs. non-protocol firms and how transitions change depending on whether the advisor has a non-solicit agreement or not, how Grier advises advisors when communicating and setting expectations with clients through the process to help them retain as many clients as they can even as they navigate both the legal and practical constraints of what client information they can bring along or have to re-create, and how Grier organizes client data during a transition to not only gather it more efficiently, but also to apply it more easily across the many legal forms and applications to help advisors get through the transition – and back to billing as quickly as possible.

We also talk about how Grier's own entry into the realm of financial advisors was intrinsically tied to transitioning custodians, where she discovered she had a special knack for the systems and processes and making sense out of chaos, how Grier has learned to navigate the unique differences between transitions under Broker Protocol, non-Protocol transitions for employee advisors at large firms, and so-called "PNA" (or Protocol Not Applicable) transitions when advisors work for open platforms that allow them to leave without constraints (but they still have to navigate a slew of transfers as quickly as possible to reduce how long they're not getting paid while moving from one platform to another), and how 15 years of overseeing and actively working in these custodian and broker-dealer transitions, coupled with a determination to at least never make the same mistake twice, has set Grier up to be a unique expert in the world of advisor transitions.

And be certain to listen to the end, where Grier shares the challenges she went through in the hiring (and then firing) of her own first full-time employee (and then setting up a sustainable system with contractors that better meshed with the ebb and flow of her contract work), how Grier discovered that the biggest challenge for advisor transitions is not actually the process itself – which can be accomplished by executing with good tools and templates – but simply the fear of the unknown for advisors who have never been through the process (which has led her to share a number of her tools and templates directly out to advisors on her website), and the marketing success Grier found in branding her company Advisor Transition Services and just calling it exactly what it is… and then simply showing up as herself to lead it.

So whether you're interested in learning how Grier's work in operations set her up for transitional success, exactly who Grier uses to navigate complex advisory transitions, and what Grier would recommend to advisors starting this path, then we hope you enjoy this episode of the Financial Advisor Success podcast, with Grier Rubeling.

Managing Outsourcing Of SEO (Search Engine Optimization) For A Financial Advisor

October 9, 2023 07:02 am 0 Comments CATEGORY: Marketing

When deciding on a marketing strategy to pursue, one of the key factors for financial advisory firms to consider is efficiency. Different strategies have different Client Acquisition Costs (CACs), in terms of both hard-dollar marketing expenses and the cost of the advisor's time spent on the strategy, and an efficient market strategy is one that can effectively attract new clients while minimizing the amount spent to acquire them. According to the most recent Kitces Research on Advisor Marketing, one of the most efficient marketing strategies is Search Engine Optimization (SEO), which involves taking a series of actions meant to get an advisor's website listed at the top of the rankings of a search engine like Google for specific search terms. And yet, despite costing only a fraction of the amount to acquire each client that other marketing methods like paid advertisements, podcasting, or social media do, fewer than a quarter of advisors reported using SEO as part of their marketing strategy – which is more than likely a function of the perceived cost and/or complexity of deploying SEO effectively that often leads advisors to avoid SEO in favor of more familiar (but potentially less efficient) marketing strategies.

However, advisors don't need to become an expert in SEO themselves or hire an in-house expert to do it for them, as there are a host of outsourced SEO providers who have the technical expertise needed to effectively leverage SEO. And when deciding between providers – which have a wide range of skills and reputability – having a basic understanding of fundamental on-page and off-page SEO principles and the type of work that SEO providers typically do can be useful for advisors to find the right SEO provider to work with. Furthermore, knowing how to gauge the effectiveness of the provider's past work (as well as their performance for the advisor over time) by assessing keyword ranking reports, consulting with existing clients of the SEO provider, and asking about the provider's experience in the financial services industry can help advisors pinpoint providers who will provide the best and most cost-effective strategies to make the best use of the firm's marketing dollars.

Notably, the point of an SEO strategy is to drive users to an advisory firm's website so that those visitors can eventually be converted into paying clients. But to do so, it's necessary for the website itself to be designed to drive conversion. Importantly, the focus of most outsourced SEO providers is not on client conversion, but rather simply on getting them to the advisor's website. In other words, if the website isn't properly set up beforehand to convert visitors into clients (e.g., by including calls to action, tools to contact the advisor and schedule meetings, or newsletter signup forms), there's a good chance that any money spent on SEO will go to waste if there's nothing encouraging visitors to take steps towards becoming a client!

Ultimately, the key point is that despite its reputation as a black box, there are concrete ways to measure the success of an SEO strategy, and hiring a third-party SEO provider doesn't need to be a guessing game. By creating a process to identify the key data, monitor and discuss progress regularly with the SEO provider, and test different SEO techniques for their effectiveness (e.g., by using paid ads) before committing to a bigger and more expensive strategy, advisors can better capture the potential of SEO as a gateway to connect with a broader audience, amplify brand presence, and drive unprecedented business growth!

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Are Financial Plans Getting Too Comprehensive: How The “Sledgehammer Of Value” Isn’t Actually Paying Off

Weekend Reading For Financial Planners (October 21-22)

Kitces & Carl Ep 123: Does Every Prospective Client Fit A Niche, Or Do Advisor Specializations Leave More Underserved?

Avoid Getting Caught Up In Big Market Delusions: The Case Study Of Electric Vehicles

#FA Success Ep 355: Scaling Worksite Financial Planning As An Employee Benefit For The Average Worker, With Brad Arends

Accelerating Growth By Marketing How Your Advisory Firm Is Different (Instead Of Better)

Weekend Reading For Financial Planners (October 14-15)

Want CE Credit for reading articles like this?

A Guide To Conducting And Documenting An Annual Compliance Review Under New SEC Amendment

#FA Success Ep 354: Making Advisor Transitions Less Scary With Effective Transition Preparation And Support Services, With Grier Rubeling

Managing Outsourcing Of SEO (Search Engine Optimization) For A Financial Advisor

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