The contemporary asset management industry is undergoing a significant strategic evolution, driven by the proliferation of complex investment products and shifts in how financial advisors construct portfolios. There is a real need for coordinated, data-driven distribution strategies that transcend traditional sales methods, requiring enhanced sales enablement capabilities to succeed in a multi-wrapper world.
The Imperative of Sales Enablement
Effective sales enablement has moved from a supporting role to a critical business function. Its primary goal is to enhance sales performance by coordinating the efforts of field sales, national accounts and marketing teams.
To achieve success, it’s essential to establish clear objectives and key performance indicators (KPIs). Firms often struggle with implementation due to a lack of structured oversight. Assigning clear ownership and ensuring teams have the necessary tools, technology and organizational buy-in is vital to moving beyond qualitative feedback to measurable outcomes. The function must streamline processes, provide actionable data insights to salespeople and ensure robust training and onboarding programs.
The Challenge of Product Complexity
The rapid growth of product offerings, from active ETFs and SMAs to private market vehicles and more, has complicated prioritization for asset managers. Distribution leaders must strategically balance immediate revenue goals with long-term growth investments.
Setting achievable sales goals in this environment requires a nuanced approach, considering advisor demand drivers, home-office influence, product economics, sales resource intensity and wholesaler capacity. Wholesalers, acting as "territory CEOs," require sophisticated data and intelligence from the home office to navigate this complexity effectively.
Understanding the Advisor Demand Dynamic
Success depends on a deep understanding of advisor behavior. Advisors increasingly use models and mix various product types, with fee sensitivity as a major factor. The growth in active ETFs, for example, is driven by features like cost and tax efficiency, and their ease of integration into existing portfolio models.
Crucially, advisors often fund new ETF allocations with new client deposits or cash, rather than simply reallocating from existing mutual funds. This underscores the need for asset managers to tailor engagement strategies and product positioning based on how advisors are sourcing capital and constructing portfolios. Differentiating between "interest" and "demand" is critical for prioritizing products with genuine market traction.
A Coordinated Path Forward
The future of asset management distribution requires a cohesive approach. Effective collaboration between sales and marketing, supported by a unified data strategy, is essential. Firms must empower their sales force with data and flexibility, while ensuring alignment with overarching corporate priorities.
Ultimately, a well-structured sales enablement function, clear product prioritization strategies and granular understanding of advisor needs are the foundational elements for enhancing collaboration, optimizing resource allocation and achieving sustainable sales goals in today's dynamic market.
SS&C's Distribution Solutions team is available to help firms set up an effective sales enablement function, and to partner with these teams to provide the data and tools that enable effective distribution.
Sources:
- SS&C’s Research, Analytics, & Consulting Empowering Sales Enablement: Objectives, Ownership and Outcomes, 2025
- SS&C’s Research, Analytics, & Consulting Sales Force Prioritization & Goal Setting in a Multi-wrapper World, 2025
- SS&C’s Research, Analytics, & Consulting Dissecting Advisors’ Active ETF Demand: Function Over Fashion, 2025
