000			01976cam a2200277zu 4500
001			10050757
003			FRCYB10050757
005			20250108084525.0
006			m o d
007			cr un
008			250108s2003 fr | o|||||0|0|||eng d
020			_a9781576601259
035			_aFRCYB10050757
040			_aFR-PaCSA _ben _c _erda
100	1		_aRowland, Mary
245	0	1	_aIn Search of the Perfect Model _bThe Distinctive Business Strategies of Leading Financial Planners _c['Rowland, Mary']
264		1	_bBloomberg Press _c2003
300			_a p.
336			_btxt _2rdacontent
337			_bc _2rdamdedia
338			_bc _2rdacarrier
650		0	_a
700	0		_aRowland, Mary
856	4	0	_2Cyberlibris _uhttps://international.scholarvox.com/netsen/book/10050757 _qtext/html _a
520			_aFinancial advisers are continually raising the bar. There seems no limit to how far beyond good enough they're willing to go. But can planners maintain such high standards and still manage to grow a business? Smart advisers put serving clients first, but not at the cost of survival. No surprise, then, that those on the cutting edge are looking beyond comprehensive client service; they're figuring out how to develop a practice model that attracts the kind of clients they want most and allows their business to grow. This requires an objective look at who they are and what they do best. It's a challenging process but one that can be eased enormously by the insight and experience of those who've completed it. So any adviser looking for a way to grow a practice and meet the higher expectations that clients now have can look to these models, which motivate and even inspire. National and regional firms to sole practitioners and niche players can see how planners like Harold Evensky, Sheryl Garrett, and Charlie Haines started out from a place much like the one they're in now and arrived at another uniquely their own--and how to get there.
999			_c80274 _d80274