Research Studies

Delivering a personalized experience that helps advisors deepen their relationship with clients and stand out from the competition is foremost on advisors’ minds these days. Two-thirds of advisors in our recent survey said that personalizing service to clients is more important now than it was 3–5 years ago, with 36% saying it’s “much more” important now. But what “personalized service” means varies widely among advisors.

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Like asset managers, advisors have long trailed businesses in other industries when it comes to leveraging the power of digital marketing to grow their practices and build relationships with clients more efficiently and cost-effectively. But the COVID-19 pandemic proved to be the wake-up call advisors needed to truly embrace digital engagement.

In this report, we offer asset managers three core opportunities to stand out and build loyalty among advisors by helping them succeed in their efforts to grow their practice with digital marketing.

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Financial advisors, and everyone else, want to return to in-person engagements. However, as the pandemic continues, those desires do not necessarily translate into actions. Though around 40% of advisors who were not willing to meet asset manager salespeople in-person a year ago now say they are willing to meet in person, their preferences show a continuation of mostly remote meetings. Learn more about what can asset manager salespeople do to increase their chances of getting in the room with advisors?

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The mounting competition in the ESG field will make it more difficult for firms to stand out — and to grow ESG assets among advisors, many of whom are already reluctant to sell these products. Firms must do a better job of explaining and differentiating their ESG funds to break through.

This report addresses another top obstacle cited by 51% of advisors—their uncertainty about choosing products that will effectively address both their clients’ financial goals and the ESG issues and values their clients care about most.

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Building confidence in client conversations about ESG and the concerns preventing advisors from asking all clients about ESG.

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This report leverages our latest survey of 550 financial advisors about their online behavior and preferences. It reveals that digital experiences can make the difference in persuading advisors to choose—or keep—your products at every stage of the decision journey

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This report examines asset manager and advisor perspectives on remote engagement to provide insights and recommendations for sales managers to navigate the new normal on solid footing.

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This report leverages our latest survey of advisors about their home offices, as well as interviews with broker-dealer executives.

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This report provides a framework to take a more data-driven approach to rightsizing sales organizations.

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The report identifies three key principles to shape that strategy, and deliver the types of distinctive customer experiences that will drive more business and more loyalty in all market environments

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This report shows an industry view of the intermediate market and breaks down the broad opportunity available to aid distribution and marketing leaders when thinking about resource and coverage decisions.

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This report helps executives understand the process of running a formal, data-driven territory optimization exercise.

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Identifies a number of best practices for engaging the next generation of advisors and investors, and offers examples of how asset managers are implementing these best practices.

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Strategic account management must change. At most firms, national accounts, national sales and marketing are going in different directions as centers of influence are shifting at distributor relationships.

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Age is emerging as a significant factor in how the next generation of advisors and investors is interacting with asset managers. In our latest research report, we examine what all advisors want as they learn about an unfamiliar manager or product, compare solutions, do business with and advocate for a firm.

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Top sales performers are garnering more profitable relationships at the offices they manage. Not only are these sales teams beating their competition in terms of gross sales at more high value offices, they are able to better retain assets at those offices. In short, their sales tend to “stick.”

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Timely, insightful content is the differentiating marketing tool that firms use to convey their value. For most advisors it can tip the balance in favor of your firm, particularly when potential customers are choosing between similar products with comparable performance.

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In this report, discover why traditional lead scoring falls short in today’s environment and how Customer Opportunity Scoring is taking the common task of identifying the best prospects for a firm to the next level.

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Take the first step by downloading our overview to gain insight into how sales enablement drives smoother, more efficient engagement between advisors and sales personnel, digitally and in-person.

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Learn what it takes to create and maintain a sustainable asset and wealth management organization – standing still is not an option.

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This report series helps asset managers understand the benefits of marketing attribution and leverage it to quantify and optimize marketing’s impact.

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This report outlines the ways marketing and sales can use data from multiple touchpoints to jointly segment advisors and develop outbound marketing campaigns to acquire new business and retain assets.

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This report series explores how asset managers can develop products that align with their brand, tell their story more effectively, and grow market share – and shows which leading firms are doing so.

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This report looks at the future of email and the email expectations of advisors in 2020. Focusing on three key trends, it outlines some of the ways asset managers can create more relevant and effective email marketing.

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This Digital Engagement Leadership: What It Takes and Why It’s Worth report analyzed the responses of 406 financial advisors, to examine their digital behaviors and preferences for current and emerging technologies and assessed how asset management firms measure up in delivering on their expectations, ranking the top five.

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Our report series, Using Business Intelligence to Optimize Sales Strategies, examines the necessary attributes of a successful BI program, what BI leaders are doing to pull ahead of the competition, and how lagging firms can catch up to remain competitive.

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Our "Navigating the Storm: Modern Instruments for a New Age in Asset Management" white paper explores three disruptors transforming the asset and wealth industry, and what we believe firms need to do weather the storm.

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This report helps asset managers understand how to cater to this unique audience digitally. It looks at how they can make it easy for the home office to perform research and due diligence by providing in-depth information online and ways to do so efficiently and effectively.

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This report presents account-based marketing as a strategic framework for marketing and distribution teams to develop tiers of accounts, based on rigorous analysis of profitability, demand, alignment, and relationship.

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This report presents a detailed examination of five changing paradigms in asset management sales organizations.

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This study surveyed 550 financial advisors and closely examined what advisors with discretion expect from their digital experiences with asset managers and how firms can meet their five essential needs.

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Our latest study identifies a number of differences that will only grow over time, as well as best practices for engaging both groups of advisors, and how asset managers are implementing these best practices.

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Our latest study explores leveraging AI solutions for obtaining insights, gaining efficiency, increasing relevance and creating opportunity using data that most firms already have.

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