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(Hardcover)
Tibergien and Pomering are principals and consultants with the Moss Adams accounting firm; they've found that financial advisers who do a fine job of planning for their clients often fail to strategize, analyze, and plan for the success of their own business. They tell leaders of financial-planning firms, investment management firms, and other advisory firms how to think strategically and deal with challenges such as making enough money for the effort they put in, taking the time to manage and generate revenue, attracting the right type of clients, finding and keeping staff, and managing growth effectively. Annotation ©2004 Book News, Inc., Portland, OR
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May 10, 2005: A well-engineered and reliable kitchen appliance, say a toaster oven or a blender, has a certain functional beauty, and so does this book. Authors Mark C. Tibergien and Rebecca Pomering specifically target and serve financial advisers who own consulting firms. Based on their decades of consulting experience, the authors offer sound advice designed to protect - or deliver - any small financial service firm from a fiscal crisis. In the course of doing so, they debunk several myths, such as the notion that you can simply sell your way out of poor financial performance, or that most small firms don't need to borrow to pay for their operations. With an appendix chock full of helpful tools, such as a cash-flow calculator, a sample financial statement and a practice-management assessment questionnaire, this is a useful book for any small consultancy. We strongly recommend this book to financial advisers who know the value of good advice.