Added on May 2014 in M&A Issues
1 visitor like this article | Viewed 102 times | 0 comment
Summary: Nancy Nelson never planned on selling her practice. "I thought my clients would gradually die, I wouldn't take their kids and my practice would just go down and down," the Olympia, Wash., planner told a crowded room at NAPFA's annual conference. Two things changed Nelson's thinking, she told listeners during a panel on selling a solo firm: She watched a friend sell her solo practice for a lot of money. Then, practically overnight, she wanted out herself.
Added on May 2014 in M&A Issues
1 visitor like this article | Viewed 108 times | 0 comment
Summary: Online advisory services are beginning to have an impact on the valuations of financial advisory firms.The low prices and competitive threat of so-called robo advisors were cited as factors that traditional advisors must take into account when valuing their firms for mergers and acquisitions, say experts at Gladstone Associates' annual advisor conference in Philadelphia.
Added on May 2014 in M&A Issues
1 visitor like this article | Viewed 115 times | 0 comment
Summary: Should RIA founders sell to an outside buyer or to junior partners already in the firm? The internal vs. external sale debate proved to be one of the liveliest at the recent Deals and Deal Makers Summit in New York.
Added on May 2014 in M&A Issues
1 visitor like this article | Viewed 124 times | 0 comment
Summary: Almost every advisor must come up with a valuation for their firm at some time or another—whether it’s to sell or merge with another firm. And for some, it’s more of an art than a science. How do you put a price on your firm? The five most important factors that go into a valuation include financial management, growth, scale, business model, and clients, said Dan Seivert, CEO of ECHELON Partners, during a Laserfiche workshop in New York.
Added on April 2014 in M&A Issues
0 visitor like this article | Viewed 106 times | 0 comment
Summary: What is the secret to success for advisory firms that decide to take the plunge? After all, a merger resembles a marriage of sorts, with many of the same challenges and few of the same benefits. Similar to partners in an ill-conceived marriage, many advisors expend more energy on the wedding than on the long-term relationship.
