Could the Invesco-Oppenheimer Deal Have Shaken Up the Wealth Management Landscape?

Posted by Rubesh Jacobs on Wed, Nov 07, 2018

With its $5.7 billion deal to purchase Oppenheimer Funds from MassMutual, Invesco will become the sixth-largest asset manager in the U.S., according to ETF.com. Invesco says that reaping $475 million in savings over the next two years is a key goal, implying that synergies resulting from scale were a focus of the deal. And, of course, we can’t forget the foreign equity funds that Oppenheimer brings to the party.  Impressive as it is though, I don’t see this deal really altering the prevailing industry dynamics or competitive landscape.


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Three Reasons to Consider a Rebrand, and Three Ways to Get It Right

Posted by Rubesh Jacobs on Wed, Sep 05, 2018

In 2017, 48% of Americans had “hardly any confidence” in Wall Street, according to the Cato Institute, and changing their perceptions in an era when confidence in financial services is still at historically low levels is risky. In the past few months, many asset managers have nonetheless attempted to do so by rebranding, but should they? On the one hand, a firm’s rebrand could end up feeding customers’ skepticism. On the other, it could have zero impact—an equally disheartening outcome.   


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Guiding Principles to Insert Artificial Intelligence Into Sales

Posted by Arun Shastri on Tue, Jul 10, 2018

Many of my clients across industries are working on leveraging AI to help salespeople do more. Successful implementation scenarios have one thing in common: selling is guided by AI. In other words, AI isn’t replacing sales reps, but rather, it’s improving their chances to succeed.


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Discretionary Pay Is Not a Plug for Your Leaky Compensation Plan

Posted by Jason Brown on Mon, Jul 02, 2018

The other day I was speaking with a sales compensation director who had observed a peculiar correlation in her sales comp data. She compared the payouts that salespeople received for their quantitative bonuses—measures of direct sales results—to the discretionary payouts those same individuals received. Like many asset managers, this company uses a framework for determining discretionary pay but provides significant latitude to sales managers in deciding the actual rating for each individual.


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Four Tips to Build an Incentive Plan to Support Your Evolving Sales Strategy

Posted by Brian Keating on Tue, Jun 26, 2018

Every year, insurance companies adjust their sales strategies and then add new components to their incentives accordingly. But sometimes, these changes are just “Band-Aids” and they don’t address fundamental issues. And as new components are added and incremental changes are made each year, sales incentive plans can become quite complex. Eventually, they can reach a tipping point when the incentive plans become too difficult for reps to understand—and therefore less capable of motivating reps to achieve the sales strategy’s stated objectives.


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