«Third Party Marketing Companies Pitfalls to Avoid Characteristics of a Successful Relationship Contractual Terms and Conditions Third Party Marketing ...»
IN THIS EBOOK
The Role of Third Party Marketing Companies Pitfalls to Avoid
Characteristics of a Successful Relationship Contractual Terms and Conditions
Third Party Marketing
Outsourced Sales and Marketing
Solutions for Investment Managers © 2014 Arrow Partners Presented By Outsourced Sales and Marketing Solutions for Investment Managers
The Third Party Marketing Business ___________________________________________________________________________________________________________________
Third party marketers work with investment managers to improve their sales and marketing process and increase assets under management.
The best firms specialize in matching clients with financial intermediaries consultants, multi-managers, sub-advisory firms - and institutional investors, such as public and corporate pension funds, and endowments.
3PM firms seek to accomplish this mission by developing an investment manager’s unique story, creating a marketing plan and sales materials, and managing the sales cycle from start to finish.
EBooks in this series include:
Third Party Marketing: The Basics.
3PMs leverage their industry knowledge, contacts, and marketing and sales acumen on behalf of a limited roster of investment manager clients.
Third Party Marketing: Getting Started.
How do 3PMs and investment managers collaborate to raise assets under management during the first year of the relationship? This EBook shows how.
Third Party Marketing: Structuring a Successful Relationship What are the characteristics of a successful relationship? What are typical contractual terms and conditions? And what are the pitfalls to avoid?
THIRD PARTY MARKETING: STRUCTURING A SUCCESSFUL RELATIONSHIPRelationship Terms for 3PMs and Investment Managers ___________________________________________________________________________________________________________________
The five key structural issues that need to be resolved for an investment manager and a 3PM to form a mutually beneficial relationship are also terms which need to be included in the manager-3PM agreement. These are summarized below.
Number of years Renewal and termination
The best investment manager and third party marketer relationships are dedicated, consistent, and realistic.
The Common Characteristics of a Failed 3PM Relationship ___________________________________________________________________________________________________________________
Investment managers know the importance of learning from stocks that do not meet performance expectations. While it is more exciting to relive the great success stories, experienced 3PM’s must also be able to articulate the lessons learned from their relationships which have not worked out.
Manager-3PM relationships often end unnecessarily due to the frustration from a lack of new asset growth, but often the underlying reasons are attributed to a
number of factors:
Inability to clearly articulate or differentiate the “story.” Lack of “chemistry” between the 3PM and the manager.
Inadequate support of the sales process.
Trying to fit the manager’s style into the “wrong box.”
Long-term consistent under-performance vs. benchmarks and peer groups.
Portfolio managers should focus on what they do best…managing money.
Red Flags, Misconceptions, and Warning Signs ___________________________________________________________________________________________________________________
While both parties in a 3PM arrangement will be dedicated to success, communication remains an essential ingredient to accomplishing mutual goals.
For 3PMs, a frustration is identifying an investment manager that has a “great story,” to only later discover that the manager is not ready to implement or support a dedicated sales effort.
An experienced 3PM will avoid managers that are not ready to commit to a 3PM
arrangement, which may be indicated by the following statements:
If I keep up the strong performance numbers, institutions will find me.”
We have never lost a finals presentation.” We can’t afford a full-time sales effort.” Why should I start marketing before I have a three-year track record?”
It’s earnings season, we won’t be do anything marketing now.” If you are an investment manager that has thought of or said any of these things, and are still frustrated by your deficient growth of assets under management, you may want to reconsider your sales and marketing strategy.
The Characteristics of a Quality Relationship ___________________________________________________________________________________________________________________
The best investment manager-marketer relationships always have the same
Dedicated. It is a dedicated, professional effort.
Consistent. There are consistent principles, including defined goals, expectations, and accountability.
Realistic. Both parties make a realistic resource commitment to the effort.
THIRD PARTY MARKETING: STRUCTURING A SUCCESSFUL RELATIONSHIPThe Basic Requirements for a Successful Long-Term Partnership ___________________________________________________________________________________________________________________
How do you seek success? Design the right marketing structure for your firm with:
A commitment to a truly dedicated professional effort.
A set of consistent principles with defined goals and expectations.
A realistic financial and resource commitment to support a comprehensive sales program.
Not too long ago, the third party marketing business was considered a “cottage industry” – small, fragmented, informal net- works of salespeople with limited channels of distribution.
Today, however, the use of independent distribution teams is widely accepted as a proven method for increasing a manager’s assets while controlling the sales expenses and investment professional’s time and focus away from investing.
The standard model calls for the 3PM to serve as the sole sales agent for the firm, but in other situations the 3PM may supplement an existing internal sales force.
In either scenario, ultimate success hinges on a well-organized plan with clear roles, responsibilities and accountability.
About Arrow Partners ___________________________________________________________________________________________________________________
Arrow Partners was founded with the vision of being the premier institutionallyfocused third party marketing firm in the United States.
From “Day One,” we knew that we must establish and aggressively maintain a reputation of thoughtfulness, ethics, and most of all, success.
We know that the most effective way to do so is by:
Focusing relentlessly on working with only the best clients and vendors.
Communicating clearly and regularly with our clients.
Developing and maintaining the most reputable sales practices and procedures.
Arrow Partners wants to be known for its success, but also for its reputation for maintaining relationships with the highest-caliber people and organizations.
We don’t merely seek to adjust to industry and market conditions. By the virtue of taking a strong industry leadership position, Arrow Partners wants to actively influence those forces for the betterment of our firm and its clients.
Managing Principals ___________________________________________________________________________________________________________________
Previously, Steve was Vice President at Bankers Trust in the Global Investment Management Group, from 1988 to 1984, where he was responsible for establishing private-label and subadvisory relationships. From 1986 to 1988, Steve sold independent equity research to U.S.-based institutional investors for Institutional Research Services. From 1984 to 1985, Steve sold independent research products and services to financial institutions for Drexel Burnham Lambert. He holds the Series 7, 24, and 63 securities licenses. Steve graduated from Lehigh University in 1984 with a Bachelor of Science in Finance.
Ken has an established a proven track record of successfully selling a broad range of investment products and services to institutional investors and financial intermediaries. From 1988 to 1997 he was a Principal and Managing Director at RogersCasey, where he led marketing and sale, and served on the firm’s Executive Management Committee.
Ken spent four years at Metropolitan Life Insurance as an account executive, managing an institutional sales and client service team. He holds the series 7, 24, and 63 securities licenses.
Ken graduated from Muhlenberg College with a BA in Communications in 1985.
To Learn More About Third Party Marketing ___________________________________________________________________________________________________________________
Arrow Partners is a Founding Member of the Third Party Marketers Association (3PM).
The 3PM was formed to maintain a standard of excellence in the industry and to share information and ideas among independent sales and marketing firms.
For more information on how outsourced sales and marketing may help you raise
assets under management, please contact:
Arrow Partners 3010 Westchester Avenue Purchase, New York 10577 Phone: 914-251-1084 email@example.com www.arrowpartners.com EBOOK: THIRD PARTY MARKETING AP SM 3.91714