marketing tactics of elite advisors

Marketing Tactics of Elite AdvisorsPrepared by Matt OechsliPresidentThe Oechsli Institute

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IntroductionWith the aftershocks of the financial crisis continuing to resound through the industry, and in light of the corresponding impact they’ve had on the working relationship between financial advisors and their wealthy clients, this white paper will focus on how today’s financial advisors are performing in a vastly changed financial world.

We primarily sought to ascertain what efforts successful advisors are currently undertaking to attract, retain and expand their high-net-worth client relationships. Then, from a marketing standpoint, we endeavored to pinpoint those specific tactics that are being employed successfully to acquire new $1 million-plus clients.

Our stated goals for this study were to:

σ Determine what percentage of advisors are effectively acquiring affluent clients in light of the new financial reality

σ Identify the marketing tactics that these successful advisors are currently using to acquire those affluent clients

σ Assist advisors in strengthening affluent client loyalty and increasing share of wallet by exploring how successful advisors are servicing high-net-worth clients in a turbulent market

σ Improve advisor efficiency by avoiding wasted time and money on marketing tactics that are no longer effective

And lastly, while this white paper is not expected to serve as a training manual, we have attempted to present the data in a manner that’s easy to grasp and user-friendly, while providing sufficient detail and practical, actionable insights that will allow you to more closely model the tactics that today’s elite advisors are leveraging effectively.

MethodologyThis study was conducted during the first quarter of 2011, compiling responses from 352 financial professionals represent-ing a variety of business models, affiliations, ages, experience levels, and asset and production levels. Data was collected through an online survey. Basic univariate results are presented directly. When statements of significance are made, they are based on the result of common statistical methods for this type of survey data, and reflect the use of a ±5 percent margin of error as a standard for measuring significance.

Elite StatusIn order to identify and differentiate those advisors displaying a greater ability to attract high-net-worth clients, we have defined “elite” advisors as those who have acquired five or more new $1 million-plus clients over the past 12 months. We will employ this elite-advisor benchmark throughout the white paper.

Despite the fact that there are a multitude of factors that impact the success of an advisory practice, the acquisition of affluent clients was the sole criteria used in determining elite status for two simple reasons:

σ Our findings in this and other research projects show a direct correlation between affluent client acquisition, the strength of wealthy client relationships, and advisor career satisfaction

σ Advisors who are consistently acquiring wealthy clients are a distinct minority, and most other advisors are eager to learn how to replicate that success

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We want to take a moment to very clearly state that we do not believe that advisors who consistently bring in $1 million clients are the only ones satisfied with their careers; it has simply been our experience that elite advisors tend to feel career satisfaction in higher proportions than their non-elite counterparts. As our research has borne out, the excellent relation-ships that elite advisors have with their wealthy clients allow them to engage in more effective “relationship marketing”—a skill any advisor can put to use to both build their business and strengthen client relationships. It stands to reason that when an advisor’s client relationships are healthy, and clients are introducing them to family members, friends, and colleagues, client acquisition efforts will be more successful, and greater career fulfillment is likely to follow.

A closer look at how these elite advisors spend their time, energy, and dollars may offer some insight into ideas and prac-tices you can put into place to be—and feel—more successful in your career.

Advisor Demographics

GENDERThe advisor community continues to be a male-dominated field: more than 8 of 10 advisors are men. What’s most significant, however, is that despite extensive trade publication coverage about the emergence of more women advisors, the trend has yet to manifest itself. Year-over-year, the data has shown no meaningful change in gender composition.

Advisor Gender Ratio

Male 82.1%

Female 17.9%

AGEThe graying of the advisor community continues, with more than 40 percent of respondents over the age of 50 and another one-third in their 40s. The comparatively tiny percentage of under-30 advisors (just 5 percent) stands in sharp contrast to the more than 75 percent over the age of 40, and should serve as a warning sign to the industry. Not only does there need to be a more concerted focus on developing the next generation of advisors, but the impact this disparity will have on succession planning can no longer be ignored.

Elite Advisors

Advisors Gaining Five or More $1 Million-Plus Clients in Past 12 Months

More than 10

Perc

ent o

f Res

pond

ents

1.5%100.0%

90.0%

80.0%

70.0%

60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

5-9 Clients

1-4 Clients

None

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Advisor Age Distribution

Under 30 5.1%

30 to 39 19.6%

40 to 49 33.5%

50 to 59 31.5%

60 or over 10.2%

AffiliationThe independent channel continues to grow at the expense of all other distribution channels. In 2011, nearly 47 percent of respondents are either affiliated with an independent broker-dealer or RIA, up from 42 percent in 2010. Clearly, the much anticipated slowdown of reps breaking away from wirehouses has yet to come to fruition.

Advisor Affiliation

Wirehouse 25.9%

Bank 6.5%

Regional Firm 13.9%

Independent 33.2%

RIA 13.6%

Other 6.8%

Assets Under ManagementAUM is by no means a de facto proxy for profitability. Initially, firms often struggle managing overhead costs as assets increase. For the 11 percent of advisors who are managing more than $200 million in assets, however, times appear to be good. And with more than 56 percent of advisors managing $50 million or more, client asset erosion and attrition related to the recent financial crisis do not seem to be a significant issue. Yet the nearly one-quarter of advisors managing less than $25 million are likely to struggle without other sources of significant income from commissions, trails and/or fees.

Less than $25 million

Ass

ets

Und

er M

anag

emen

t

Assets Under Management

0% 5% 10% 15% 20% 25%

22%

22%

2%

11%

23%

19%$25 million - $49.99 million

$50 million - $99.99 million

$100 million - $199.99 million

$200 million or more

Other

Percent of Respondents

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ProductionGross production was relatively evenly distributed from high to low, with 16 percent below $100,000 and likely strug-gling, and 15 percent producing at $1 million or higher and likely doing very well. Over 43 percent of respondents fall into the $250,000 to $750,000 production range, indicating that they have a well-established career with significant growth potential.

MarketingACQUISITION OVERVIEWAs indicated by the chart below, acquisition of clients across all wealth levels is markedly down from the highs of 2007, and at the upper wealth ranges, down from 2010 as well. While the precipitous drop from the pre-crisis levels of 2007 comes as no surprise, the continuation and slight worsening from the levels of 2010 is clearly cause for concern.

The one acquisition area that did see improvement over the past 12 months is the acquisition of new clients in the $250,000 to $500,000 range. This raises a pivotal question, however, as to whether a larger number of lower-net-worth clients ulti-mately has a net positive or negative effect on an advisory practice.

Percentage of Advisors Acquiring Ten or More Clients

Investable Assets 2007 2008 2009 2010 2011

$1 million plus 7% 3.9% 1.3% 1.9% 1.5%

$500,000 - $1 million 12% 4.6% 1.3% 1.9% 1.8%

$250,000 - $499,999 26% 7.9% 3.2% 4.5% 5.1%

Less than $100,000

Prod

uctio

n

Personal Production Last Calendar Year

0% 5% 10% 15% 20% 25% 30%

16%

16%

17%

15%

7%

3%

26%

$100,000 to $249,999

$250,000 to $499,999

$500,000 to $749,999

$750,000 to $999,999

$1 million or more

Other

Percent of Respondents

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Elite Advisors – Fewer Clients; More AssetsSimply put, acquiring more clients doesn’t necessarily translate into more AUM. The elite advisor is bringing onboard fewer new clients compared to the general advisor population (16 versus 25), yet adding assets at a rate that’s two and a half times greater ($25 million versus $9.7 million).

Average Number of New Clients Added

All Advisor Average 25

Elite Advisor Average 16

Average Amount of New Assets Added

All Advisor Average $9,715,753

Elite Advisor Average $25,141,379

Clearly, this large disparity is the result of one of two factors—either elite advisors are more effectively targeting and acquir-ing high-net-worth prospects, or they are doing a markedly better job of gaining share of wallet from their existing affluent clients. As the following analysis bears out, they are in fact actually achieving both goals with far greater success than the average advisor.

In Both Acquisition and Cross-Selling, Elite Advisors Are WinningMore than 70 percent of the assets that all advisors have acquired over the past 12 months have come from new clients, with the remaining 30 percent comprised of new assets being brought over from existing clients. This general ratio holds true for both elite and average advisors.

Average AUM Added from New Clients



Average AUM Added from Existing Clients



Where the true disparity lies, therefore, is in the actual dollar amount of new AUM generated. In light of recent market turbulence and upheaval, this ability to gather nearly two and a half times the assets from a third fewer clients is remark-able, and something we deem to be one of the most critical indicators of an advisor’s future success.

There can be little doubt that elite advisors are not only more effective at targeting, courting and ultimately acquiring wealthy clientele, but they also are better at positioning themselves and their services to become the primary “go-to” advi-sor for their high-net-worth clients. How are they achieving these results? Based on the accumulated data, we believe that a primary success driver is the discernible difference in both the marketing activities performed and those avoided, and in the frequency of those efforts.

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Advisor Takeaways:

σ Don’t make the fatal mistake of assuming that you manage the lion’s share of your clients’ assets. Take advantage of every client interaction to mine for new information and discuss the breadth and depth of your service offering.

σ Establish new asset targets and new client acquisition goals. Clarifying your goals is not only essential for creating effective marketing, but also critical to motivation.

σ Carefully consider augmenting your services (e.g. estate planning, tax planning, separate accounts), either in-house or through strategic alliances, to better reflect the holistic wealth management needs of wealthy clients.

σ Audit all your client and prospect communications (both online and not) to ensure that you are effectively using them to convey your value proposition, position your firm, and cross-sell your services.

σ Focus your marketing efforts on your ideal client you want to acquire—say, clients with more than $1 million in investable assets—and avoid the trap of taking on clients who are not an ideal “fit” for your firm. The temptation to compromise on client quality, especially during down markets, can be tremendous. But less-wealthy clients are by no means easier clients, and all too often the ratio of time spent versus revenue generated from smaller clients can drain your capacity.

σ In the same vein, don’t be afraid to disengage from unprofitable client relationships. Although a stressful under-taking, in the long run it can be best for you, your firm and your client.

Marketing Activities DefinedHow are elite advisors able to more effectively target and acquire wealthy clients? In exploring both the usage of and cor-responding success rates of various marketing activities, a number of stark contrasts stand out. Before presenting those findings, however, a brief description of the 10 different tactics that were surveyed is in order.

σ Strategic networking – getting involved in organizations within the community that attract those with high net worth

σ Introductions – being personally introduced to a wealthy prospect by a client, referral alliance partner or friend

σ Referral alliances – developing working relationships with CPAs, JDs, and the like where referrals are both given and received

σ Intimate client events – small gatherings to which clients are encouraged to bring friends, and where the overt purpose is solely social, not business focused

σ Directly generated referrals – a referral generated by an advisor specifically requesting it

σ Indirectly generated referrals – a referral that the advisor didn’t solicit, generated solely by positive word of mouth

σ Seminars – public events where mailing lists are purchased, invitations are mailed, and a financial topic is presented

σ Direct mail – mass distribution of postcards, flyers and letters through the mail to solicit new business or promote a seminar

σ Online lead generation – using email, online ads or matching services to find prospects online

σ Cold calling – using the telephone to prospect people unknown to the advisor (aka: “smiling and dialing”)

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Elite Advisors Spend More Time Getting Personally Connected... Respondents were asked to identify whether each marketing tactic was “never used,” “used now and then,” or a “core marketing activity.” As the chart below depicts, there are four key tactics where elite advisors focus their efforts to a far greater extent than their peers: strategic networking, introductions, referral alliances, and intimate client events.

It’s interesting to note that of the 10 tactics examined, these are arguably the four tactics that best enable an advisor to create a strong personal connection with potential prospects and which lay at the heart of “social prospecting.” Given the aforementioned ability of elite advisors to acquire wealthy clients, clearly it appears that the high-net-worth respond more positively to these tactics. Additionally, the frequency with which these high-impact marketing methods are employed is instrumental to their success, and elite advisors are far more likely to use them.

34%

66% 66%

55% 55%

21%17%

12%

3% 3%0%

41%

34%30%

17%12% 10%

8% 2% 3%

70%

60%

50%

40%

30%

20%

10%

0%

Perc

ent o

f Res

pond

ents

Strategic N

etworking

Introductio

ns

Referral A

lliance

s

Intimate C

lient E

vents

Directly

Generated Referra

ls

Indirectly

Generated Referra

ls

Seminars

Direct M

ail

Online Le

ad Generatio

n

Cold Callin

g

Core Marketing Activities2011 All 2011 Elite

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…And Their Efforts Are Paying OffWith the addition of indirectly and directly generated referrals to the list of high-impact marketing tactics, the picture becomes much clearer as to how elite advisors are more effectively targeting and acquiring new wealthy clients. The fol-lowing chart shows the reported effectiveness of each marketing tactic in assisting advisors in acquiring one or more $1 million-plus clients within the past year.

Not only are elite advisors more frequent users of high-impact marketing tactics, but in most instances they are more successful at getting results from their efforts than their peers. Elite advisors report acquiring nearly twice as many $1 million-plus clients through these high-impact activities, and with directly generated referrals that success rate climbs to more than three times that of their peer group (62 percent vs. 22 percent).

Time and again, as reported in study after study, two fundamental business growth challenges rise to the top of almost every list: time management and marketing. For most independent advisors, the day-to-day demands of running a busi-ness and servicing clients simply leave too little excess capacity for business development efforts. The above findings offer a means to improve the focus of marketing efforts, enabling a targeted rifle approach rather than a hope-based shotgun approach to client acquisition that can help save time while more effectively allocating marketing dollars.

Advisor Takeaways:

σ Make sure you are capturing the names of other trusted partners (e.g., attorneys, CPAs, estate planners) with whom your clients work. Mine your database for commonalities, and approach those professionals who share multiple clients with you. Your shared interest provides a strong foundation for future referrals.

σ Make it a goal to turn three or four of these trusted partners into healthy referral alliances.

σ Developing those relationships may take consistent effort over time, but through creative touch-points through-out the year—inviting them to lunch or a round of golf, querying them about taxes, or sending a gift basket during the holidays—you can stay in touch and make the relationships personal as well as professional.

47%

87% 83%

72%62% 62% 58%

15%7% 6%

0%

40% 41%31%

22% 25%

14%1% 4% 1%

70%80%90%

100%

60%50%40%30%20%10%0%Pe

rcen

t Bri

ngin

g in

One

or M

ore

Clie

nts

Introductio

ns

Strategic N

etworking

Referral A

lliance

s

Indirectly

Generated Referra

ls

Directly

Generated Referra

ls

Intimate C

lient E

vents

Seminars

Online Le

ad Generatio

n

Direct M

ail

Cold Callin

g

New $1 Million-Plus Clients by Marketing Activity2011 All 2011 Elite

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σ Whenever you receive a lead from a client or trusted partner, don’t simply ask for a referral—ask for a personal introduction. Your goal should always be to meet the individual face-to-face.

σ Focus on arming your existing clients with the words to refer you. Many satisfied clients who would otherwise be happy to refer you will balk simply because they don’t have the language to succinctly convey your value proposi-tion and what differentiates your firm. Ensure it is prominent in your marketing materials and your conversations.

σ Commit to spending more time out of the office in social settings where the affluent in your community are likely to frequent (e.g., country or athletic clubs, fund-raisers, arts events). Networking and prospecting in a relaxed environment can pay big dividends.

σ Look for ways to heighten the visibility of yourself and your firm. Sponsor charitable or community events. Offer to write a periodic investment article for your local newspaper. Not only will it help to fuel your prospect pipeline, it will also give current clients a sense of pride in working with you—and increase the likelihood they’ll refer you.

σ When marketing your services to the affluent, avoid low impact marketing such as seminars, online lead genera-tion, direct mail, and cold calling.

A Closer Look at Client EventsWhen it comes to client events, small, intimate, social gatherings far surpass more structured gatherings such as seminars. As referenced in the previous chart, 58 percent of elite advisors indicated that they had acquired one or more $1 million-plus clients through these types of events compared to 25 percent of their peers. But again, as with other high-impact tactics, frequency appears to be a critical success driver.

More than 40 percent of elite advisors have held four or more of these small social events over the past 12 months, while a mere 15 percent of the general advisor population has matched that level of consistency. Keep in mind that these events do not have to be daunting or expensive undertakings. A simple, informal Friday afternoon wine and cheese gathering at a local art gallery or even a barbecue in a backyard or local park can be more effective than a more rigid, larger event.

41%

21%

14%

7%

40%

30%

20%

25%

35%

45%

10%

15%

0%

5%

Small Social Events Small InformationalEvents

Large InformationalEvents

Large Social Events

Held Four or More Small Social Client Events Within the Past Twelve Months

2011 All 2011 Elite

7%

15%

6%3%

Perc

ent o

f Res

pond

ents

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Clients Bringing Guests to Intimate EventsIt should come as no surprise that elite advisors are also more successful in their efforts at encouraging clients to bring guests to their intimate social events. Each guest—even if a spouse—represents an opportunity to cross-sell or obtain a referral. Our data shows that nearly half of all elite advisors (45 percent) indicate that their clients either often or always bring a guest, compared to only 20 percent of their peers.

How many people are too many when it comes to an “intimate” event? Consider striving for 12 to 16 attendees and a 50/50 mix of clients and their guests. Factoring in the inevitability of last-minute conflicts, it may be best to aim for roughly 20 confirmations to ensure a healthy—but still easy-to-connect-with—crowd.

Advisor Takeaways:

σ Strive at all costs to avoid any blatant investment presentations or pitches. The key to holding a successful event is to keep things social and informal. Ideally, your clients or their guests would broach topics of finance or investing, not you.

σ Non-financial presentations, however, can be very effective. A local golf expert speaking about playing the great courses of Scotland or a local wine merchant providing a wine tasting lesson can be attractive draws for potential attendees.

σ Personally invite your clients. Don’t rely on email or letters, and don’t delegate the task to your assistant. A personal invitation will likely increase client attendance, as well as the probability of their bringing a friend, especially when you suggest they invite a specific individual you’ve identified in their center of influence (e.g., “Bring your golfing buddy, Bob”).

σ If budgets permit, host events outside of your office; defenses tend to go down when attendees are in a social setting. It’s much easier to make a good first impression and develop rapport with your clients’ guests in a relaxed setting.

3%

38%

28%

17%

40%

50%

60%

30%

20%

10%

0%No Client Events Occasionally Often AlwaysNo

14 %

Clients Bringing Guests to Intimte Events2011 All 2011 Elite

15%16%

48%

13%

7%

Perc

ent o

f Res

pond

ents

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Cultivating Referral Alliance PartnersBuilding strong professional referral alliances is another high-impact marketing activity that elite advisors have actively embraced. As indicated in the chart below, they are more than twice as likely as their peers to have four or more active alliance partnerships that have generated one or more $1 million-plus clients during the past year.

The cultivation of these strategic alliances can provide incredible leverage and scale for accomplishing your business growth objectives. Think of it in pure mathematical terms. With each client you mine for referrals, their pool of close wealthy friends is likely to number no more than a handful. Just one strong professional alliance partner, however, is likely servicing a hundred high-net-worth clients that he/she could potentially refer to you.

Most Challenging Aspect of Social ProspectingAll of the previously discussed high-impact marketing activities fall under the banner of “social prospecting.” Certainly elite advisors appear to be much more comfortable in exploring the realm of social prospecting, with 38 percent responding that looking for new clients in social circles isn’t an issue, compared to 15 percent of their peers.

10%

28%

17%

35%40%

30%

35%

20%

25%

10%

15%

0%

5%

Sent

at L

east

One

Clie

nt P

er Y

ear

0 2 3 4 or MoreNumber of Alliance Partners

1

10 %

Have Referral Alliances Sending $1 Million-Plus Clients2011 All 2011 Elite

20%

27% 27%

12%15%

41%

7% 7%

0%

40%

35%

45%

30%

25%

20%

15%

10%

5%

0%“Not wanting

to appearsalesy”

“This is not anissue for me”

“Not havingwealthy social

contacts”

“Starting theinitial businessconversation”

“Approachingthem, buttheir not

being receptive”

“Not havingthe confidence

to ask them”

38 %

7%

Most Challenging Aspect of Social Prospecting2011 All 2011 Elite

14%

34%

15%19%

8%8%Pe

rcen

t of R

espo

nden

ts

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But that leaves 85 percent of all advisors, and even a striking 62 percent of elite advisors, who are either somewhat or significantly challenged and in need of guidance and coaching in this critical area. And by a large margin, the most difficult hurdle for all advisors to overcome is their reluctance to appear “too salesy.”

Advisor Takeaways:

σ Developing professional relationships requires consistent effort over time. Your most profitable relationships will inevitably be the ones where a personal relationship emerges in addition to a business relationship.

σ Think of creative points of social contact with professional alliance partners throughout the year (e.g., a round of golf, weekend barbecue, sporting event, holiday gift basket to spouse) as a means of building a foundation of trust.

σ Give yourself permission to have fun with clients. Too many advisors are simply too focused on business. Make it a point to partake in two social events with a client before approaching them about referrals. That will alleviate the pressure of trying to insert a business discussion into a social event.

σ And above all, force yourself to talk less and listen more. You’ll be amazed at the subtle things about your clients and partners that you will pick up and retain when you listen more attentively. It’s information that will serve you and your business well.

CRM – The Elite Advisor’s Best FriendTracking and measuring progress and results is a critical component of any marketing campaign, and elite advisors are much more diligent in this regard than their peers. They also are considerably more assiduous in tracking prospect leads through their pipeline. It’s often said that the devil is in the details, and when it comes to the effective utilization of limited marketing dollars to attract and close wealthy prospects, the adage rings true.

69%

14%

3%0%

40%

30%

50%

60%

70%

80%

20%

10%

0%“Through my CRM system”

“Through mybusiness plan”

“I don’t formallytrack my marketinginitiatives”

“Through my team meetings”

Other

14 %

System for Tracking Marketing Initiatives2011 All 2011 Elite

14%

39%33%

10%5%

Perc

ent o

f Res

pond

ents

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For the majority of elite advisors, their CRM system is the engine that effectively tracks and measures marketing initiatives and manages their prospect pipeline to ensure that valuable prospects don’t fall by the wayside when client demands or business and operational issues take precedence.

ConclusionThere can be little doubt that the recent financial crisis has altered the dynamic between advisors and their more affluent clients. As with every crisis, the result has been a fundamental shift in attitudes and behaviors. With trust becoming far and away the paramount concern of today’s wealthy investors, the days of a one-dimensional business relationship are numbered. Your clients and prospects are demanding a more holistic approach to wealth management—and with that, they expect a different kind of relationship with you, their advisor.

In order to fully trust you, they want to know you on a more personal level. Relationship management needs to evolve from the old days of quarterly newsletters, occasional phone calls and annual portfolio review meetings and truly grow into a relationship. That means more frequent business contact from you, but also a healthy dose of social contact. It’s a transition that many advisors are finding difficult.

The high-impact marketing tactics discussed in this white paper can help you bridge that gap by providing your clients and prospects with the more personalized relationship they crave. Elite advisors have simply been quicker to recognize this sea change and respond. Through the implementation of relationship marketing strategies and tactics, they have been able to effectively blend two primary business goals—spending time with affluent clients and marketing their firm—into a single task.

Although many of the marketing activities discussed may appear to be simple, elite advisors can attest to the fact that they take time and effort, and require oversight, tracking and measurement to be truly effective. But for those advisors who are willing to embrace and emulate the “core” tactics of today’s elite advisor, considerable opportunities await.

55%

10%7%

3%

40%

30%

50%

60%

20%

10%

0%“Through my CRM system”

“Soft copy”(in Excel,

Word, etc.)

“Hard copy”(on paper)

“I don’t formallytrack my pipeline”

Other

24 %

System for Tracking Pipeline2011 All 2011 Elite

24%

37%

12%

25%

3%

Perc

ent o

f Res

pond

ents

15 |

Prepared by Matt Oechsli, President, The Oechsli Institute.

The views are those of Matt Oechsli, President, The Oechsli Institute. All information is believed to be from reliable sources; however, we make no representation as to its completeness or accuracy.

The Oechsli Institute is not affiliated with Cetera Financial Group.

© 2011 Cetera Financial Group 11-0616 08/11

About The Oechsli InstituteThe Oechsli Institute, founded in 1978, specializes in helping the Financial Services Industry improve its ability to attract, service and develop loyal affluent clients. Their research-based performance coaching and training programs have be-come the standard within the industry. The Oechsli Institute does ongoing work for nearly every major financial services firm in the U.S.

For individual advisors, Matt Oechsli and his associates remain in high demand for Performance Coaching, Rainmaker Retreats, and FastTrack for Growth (for new advisors).

For more information on their services, visit www.oechsli.com or call 800.883.6582.

About Cetera Financial GroupCetera Financial Group provides comprehensive broker-dealer services, innovative technology, and competitive advi-sory programs for approximately 5,000 independent financial professionals and more than 700 financial institutions nationwide. Through its multiple broker-dealer models, Cetera offers the scale-driven benefit of a large broker-dealer with the relationship focus and customized solutions of a smaller firm.

Based in Los Angeles, Cetera is committed to helping advisors grow their business and strengthen their relationships with clients. For more information, visit www.cetera.com.

Cetera Financial Group200 North Sepulveda BoulevardSuite 1200El Segundo, CA 90245866.489.3100

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