For adviser use only. Future ready. client value proposition. How to define your

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1 v For adviser use only Future ready client value proposition How to define your client value proposition

2 Contents 01 Refining your client value proposition 02 What does value mean to your clients? 03 Why is your brand so important? 05 What creates client satisfaction? 06 How do you develop your client value proposition? 09 What should you do next?

3 Refining your client value proposition The cornerstone of your business The adviser market is experiencing a fundamental shift in the way value is created for clients. In short, with changes to the way clients pay for services, they re looking at their interactions with advisers in a new light and will become more discerning in the future when it comes to paying for advice. This presents a challenge: how do you create client interactions that give your clients a clear sense of receiving an added-value service worth paying for? The first step is to ensure your client value proposition (CVP) is compelling and well articulated. Your CVP is a clear statement of the benefits a client receives from using your services. The more specific it is, the better. If you can t explain your proposition in terms of client benefits, your client can t truly understand the value of the service you provide. There are four important steps that go together to form your CVP (see diagram below). We ll look at all four individually further on in this brochure. But before that it s worthwhile looking at the reasons why defining your CVP is so important. Segmentation (Your clients) Client servicing (Your service) Pricing your proposition (Your price) Client engagement (Your relationship) Refining your client value proposition 01

4 What does value mean to your clients? Traditionally in the financial services industry, value has been understood primarily in monetary terms how much a product costs to invest in and the potential returns it will deliver, for example. But in today s brand conscious world, value can also be understood as an emotion that s measured in different ways by different people. For example, as consumers in a broader sense, clients are usually willing to pay a premium price for brands they value more. This is based on a number of factors: They place an emotional value on the brand of product or service provided They see the brand choice as a reflection of sound judgment on their part They have confidence in the brand and trust it based on previous experience giving rise, over time, to brand loyalty and sometimes, advocacy Your relationship with clients mirrors that. You can build loyalty and trust by sharing common goals and values, demonstrating reliability and consistency of service, and delivering on promises. It takes time but the seeds are sown early. And the ultimate reward is being able to secure a higher price for the service you provide. Emotional loyalty Trust I will pay a higher price for your products/services All things being equal I will choose you Reliability I like what I will get here and I will use it again Confidence I have experienced your promise and it lives up to my expectations Awareness I see and hear you and I know what you stand for 02 What does value mean to your clients?

5 Why is your brand so important? We know that clients who are loyal to a brand will pay a premium price for it because it holds emotional value for them. So creating your own brand is not a marketing gimmick; you re developing a tool that can actively help you build your business. Your brand can t be created out of thin air however. It is built on the foundations of your client value proposition and the perceived value of your service to clients in both an emotional and monetary sense. It s important to recognise that, above all else, value is not just about willing to pay for products. Clients are looking for confidence, value and reliability from their adviser relationship it s the overall experience that counts. Value = Satisfaction (an emotion) = Price (tangible) Based on the simple equation above, two core challenges emerge and should be tackled in the process of creating and establishing your brand: You need to understand what your clients value You need to discover what makes them satisfied Once you know these two things, you can tailor your service and price accordingly. Why is your brand so important? 03

6 Building your relationship with clients is driven by the actions that you take

7 What creates client satisfaction? As a rule of thumb, 80% of client satisfaction is about the relationship they enjoy with their adviser. Yet, many adviser firms still focus on delivering investment returns at a given price at the expense of their client relationship. As a result, clients can only judge the value they receive in one way: the price they pay for their investment return. As market conditions are something the adviser can t control, this form of value perception leaves them vulnerable. Why? Quite simply, if value is based solely on investment returns, poor returns start to create the impression of poor value. Over time, this erodes trust and loyalty and before you know it, you lose clients. So it follows that a client value proposition (CVP) based around relationship and advice rather than just on price, products and performance is more likely to lead to satisfied clients. Central to this is delivering on your promises to clients. Price vs promises and the ball park principle Building your relationship with clients is driven by the actions that you take; more specifically by consistently delivering on the promises you make to clients. These promises should be based on your overall client value proposition. This, in turn, impacts on the price you can charge price being a reflection of perceived value. A good way to tackle this is by using the ball park principle. As long as the price is in the client s ball park (or price bracket) they will feel they are getting good value. Alternatively, if the price is too low or too high then a client will have doubts: If the price is too low they maybe suspicious If the price is too high they may feel disadvantaged The secret is to know what the ball park figure (or price bracket) is for your client proposition. This must be balanced against the cost of delivering your CVP and the required margin over and above this. Why is your brand so important? 05

8 How do you develop your client value proposition? Developing your client value proposition (CVP) may sound complicated but in reality, it s a matter of following four simple steps. Together, these actions will help you shape, refine and communicate your CVP in a way that will appeal to all clients. Step 1 - Segment your client base Segmentation allows you to organise your client database into segments (or groups) using predetermined data (life stage, future plans and aspirations, attitude to risk, social attitudes, net worth etc). By analysing and segmenting your client database, you will gain a better understanding of your current clients and your core market. It s important to focus your efforts on identifying, sustaining and developing client segments that generate the most profit for your business. Segmentation will also allow you to achieve a greater understanding of market opportunities and priorities, as well as a clear sense of direction for your business. For more detailed information on segmentation, consult our Future ready client segmentation brochure. Step 2 Client servicing We all make promises, but how well do we keep them? Promises are the basis of your CVP and the foundation that the client relationship is built on. These promises need to appeal on an emotional level but must also be backed by tangible evidence. Your clients will start to gauge value from the outset. So making sure your promises are always kept will maintain client confidence and trust. Reliable service delivery is at the heart of that, but it s not the only important factor. Client promises must be backed up by physical evidence such as communications and documents provided in the course of financial planning. These should be a fundamental part of staff training, behaviour and the office environment. Relationship touch points Relationship touch points provide your business with the opportunity to demonstrate you re keeping the promises that you made through your client value proposition. A relationship touch point is any interaction written, verbal or in person that s carried out by the business, which influences the client s attitude in 3 key areas: Confidence Value Reliability Relationship touch points are vital. They are the moments when clients experience the delivery of the promises you made to them and ultimately, this is how they derive satisfaction and perceived value. This should also be reinforced through your branding. For example, if you position yourself as a premium firm, then all of your touch points should have a premium feel to them. However, you should also identify opportunities to deliver unexpected touch points, for example, sending flowers on special anniversaries where appropriate. For more detailed information on client promises and touch points, consult our Future ready client servicing brochure. 06 How do you develop your client value proposition?

9 Step 3 Pricing your proposition Profitable, valuable businesses generate an independent, repeatable income stream from clients. They don t rely on payments from third parties such as product providers. Not only is this good business practice, it s also in line with RDR and TCF. Best practice firms are in control of their future income streams because they have removed their dependency on product providers. Ultimately, you want all client interactions to be profitable ones and the charging structure you create should reflect that aim. So work out the cost to your business of delivering your client value proposition and build in a reasonable margin. For more detailed information on pricing your proposition, consult our Future ready pricing brochure. Step 4 Client engagement By successfully communicating your client value proposition (CVP) you can create: Client loyalty Advocacy, as clients recommend you to others A mutually beneficial long-term relationship The diagram on page 8 gives you an example of what your final client service offering could look like once you ve followed the steps to creating your CVP. For more detailed information on client engagement, consult our Future ready client engagement brochure. How do you develop your client value proposition? 07

10 Example of a client service model based on a client value proposition (CVP) A clients B clients C clients Access to XYZ Investment Management Programme Access to the XYZ Financial Advisers Ltd model portfolios/dfm Rebalancing every 6 months Access to the XYZ Financial Advisers Ltd model portfolios/dfm Annual rebalancing Access to the XYZ Financial Advisers Ltd multi-manager funds Customer website to view investment value & performance Customer website to view investment value & performance Customer website to view investment value & performance Core Services Income tax reporting Liaise with solicitor/accountant Mortgage advice IHT Planning Unlimited tel & consultancy Newsletter Income tax reporting Liaise with solicitor/accountant Mortgage advice IHT Planning Up to X free hours of tel & consultancy Newsletter Regular contact Newsletter All other core services available for extra fee Access to the administration team Reporting 6 monthly written report Annual written report Annual valuation and performance reports Review 2 each year at our office or your preferred location Annual review at our office Ad-hoc review for an extra fee As you can see, the promises and relationship touch points play a major part in any client service offering. But it s also important to consider how you communicate. The decision making process for any purchase is a balance between emotional and practical considerations. Yet it s all too easy to focus on the practical (tax, pension, investments etc) at the expense of the emotional. Remember, clients tend to make buying decisions based on emotion first and then check the product detail. In summary Successful adviser businesses understand that their vision, goals and focus should be centred round the client. So it s critical to first understand who your clients are and what they re trying to achieve before putting your client value proposition in place. Think beyond product features or service benefits. By focusing on your clients lifetime goals and how you can best meet them, you re laying the foundations for a strong relationship no matter how the markets perform. 08 How do you develop your client value proposition?

11 What should you do next? Bearing these guidelines in mind, it may prove useful to review your own client value proposition (CVP) by focusing on one or all of the following four steps. Segmentation Client servicing Pricing your proposition Client engagement These steps have been developed (along with supporting material in the form of four brochures) to help you develop a CVP that meets both your and your client s needs. If you do not already have access to the supporting brochures relating to the four step process, please contact your account manager at Standard Life. Discover more at What should you do next? 09

12 Find out more Standard Life Assurance Limited FR Standard Life

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