Many nonprofit organizations responsible for managing investment assets are underserved by traditional investment consultants. Our research shows that the expectations of nonprofit advisory clients, who have entrusted assets to the care of a foundation or endowment, continue to evolve based on the level of services they enjoy in the for-profit investment arena.
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So how can advisors meet investors’ needs, stay on top of emerging best practices—and still have time to select great investment products in a rapidly changing, globally connected complex and even chaotic marketplace? One way is to outsource to a new type of investment product that manages both product selection and asset allocation, called a Fund Strategist Portfolio (“FSP”).
While there’s no doubt the growing concerns that higher interest rates will place a significant burden on many facets of the economy, the challenge for advisors now is to find a way to diversify their clients’ interest rate exposure without severely disrupting the portfolio’s income stream and risk/reward profile.
When comparing registered investment advisors (RIA) practices that have similar team sizes, practices with some level of technology integration have, on average, more than double the amount of client assets had by practices without technology integration.
There has been much hype recently that retail investors are rediscovering the value of equities and will or should be selling bonds. While it's true that bond yields are exceptionally low, there are plenty of reasons why investors should, and will, continue to own fixed income. The question isn't should investors own bonds—the question is which bonds should investors own?
Investors are looking to advisors for new solutions that seek to protect portfolios from market extremes and, ultimately, help preserve wealth. In a 2011 study by Cerulli Associates, 22.7 percent of all households indicated that their greatest personal concern was protecting the current level of their wealth – underscoring just how defensive investors have become.
Principals at the most successful advisory firms spend 75% of their time on new business development, according to Schwab Advisor Services. This figure may seem daunting for many RIAs, but it’s a number you can reach when you focus exclusively on your core competencies. In order to spend more time growing your firm, you may need to consider outsourced solutions for any and all activities that aren’t directly helping you serve existing clients or win new business.