Raymond James Financial - Optimal Resume James Financial Marketing Plan for Young, ... Companies...

Raymond James Marketing Plan 1

Raymond James Marketing Plan:

Raymond James Financial Marketing Plan for Young, Married Couples

Nicholas Brunner

MKT 300

Dr. Sauers

March 18, 2012


The typical client for financial planning services is between the ages of fifty to

fifty-nine, a two-income couple, making over one hundred thousand dollars per year, and

have been with their advisor for five to nine years (College of Financial Planning, 2011).

With this client base, I see a large opportunity for Raymond James Financial to market

their financial services to young, married couples between the ages of thirty to forty years

old.

With this demographic in mind, you must first begin to understand the financial

condition of thirty to forty year olds. This demographic is building a family, career, and

transitioning into their adult lives. I plan to use the target market’s goals and concerns

along with the integrity and communication of Raymond James, to market Raymond

James financial planning services.

A strong financial plan starts with protection and savings. Since I am targeting

first time financial clients, protection and savings will be the focus of my plan. Raymond

James offers many products, but I will limit my focus to life insurance, retirement plans,

education savings plans and saving for client’s personal goals. Financial plans can be

quite daunting for young, married couples to comprehend and apply. Raymond James

Financial will provide frequent communication to demystify their financial condition.

The financial planning industry was hit particularly hard during the recession as

personal income dropped due to increased unemployment, and decreased hours worked

per week. The industry had a negative growth percentage in both 2008 and 2009 (-6.4%

and -6.2% respectively). As America began to jump start the economy, consumers

became more financially aware and concerned with protecting their financial future. As a

result the industry grew 10.2% in 2010 and is expected to grow 5.1% annually from 2011

– 2016 (Dale Schmidt, 2011).

The benefit of acquiring these clients at a young age, is that they are currently an

unsought after client base. Companies compete aggressively for older, high net worth

clients and ignore the young, average income clients. Through acquisition of young,

married couples, Raymond James will receive life long clients. These clients will help

sustain Raymond James’ profitability in the long-term. This marketing campaign will

continue Raymond James’ dedication to their clients, while expanding their client base.


In order to reach my target market I plan to use social media marketing along with

direct marketing. I plan to entice my target market to meet with a Raymond James

advisor by offering free tax returns in exchange for an informal meeting with an advisor.

During this meeting the advisor will review the client’s financial condition and show how

Raymond James can help them meet their unique financial objectives. The meeting and

tax return will be at no cost to the client. The goal of the informal meeting is to show the

client how Raymond James Financial can help assist them in achieving their goals.


Table of Contents

The Business 5

Summary of Business Background 5

Core Competencies of the Firm 6

Vision/Mission 6

Situation Analysis 6

External/Competitive Marketing Environment 6

Five Forces Diagram 6

Marketing Key Stakeholders System Diagram 8

Top Five Competitors Table of Strengths/Weaknesses of Each 8

Industry Growth Statistics 10

Internal/Target Market Environment 11

Target Market Demographics 11

SWOT and Competitive Advantage Statement 12

Products and Services Review 13

Pricing Strategy 13

Supplier-Distribution/Value Chain Process Flow Chart 16

Current Advertising Campaigns and Marketing Programs 17

Marketing Strategy 18

Strategic Positioning Statement 18

Alternative Strategies 18

SMART Goals 18

Implementation 19

Project Management Table 19

Creative Content 19

Flyers, ads 19

Budget and Sales Forecast 22

Media buy schedule 22

Controls

Risks Table 23

References 24


I. The Business

A. Summary of Business Background

Raymond James Financial began as Robert A. James Investments. Founded in

1962 as financial organization focused on investment options for achieving a client’s

personal financial goals. In 1964 Robert A. James Investments merged with the firm

Raymond and Associates and incorporated as Raymond James Financial. Raymond

James Financial’s first public offering of stock was in 1984. Presently, Raymond James

Financial is traded on the New York Stock Exchange and has revenue of over three

billion dollars. Raymond James Financial has over 5,400 financial advisors, 2 million

accounts, and over 2,400 locations across the United States, Canada, Europe and Latin

America. Raymond James headquarters is located in St. Petersburg, Fl ("Raymond

james|independent financial," 2012).

To gain an understanding of how a financial plan is created, one must first begin

to understand the financial pyramid of needs. The Financial Pyramid of needs shows how

to build a stable financial future. The four levels are protection, savings, growth and risk.

Protection level is the most important as it protects individuals and families from

unforeseen obstacles such as job loss, illness or death. This level includes insurance,

wills, and emergency funds.

The savings level is the level

utilized to help clients achieve their

personal goals. For example, this level

includes retirement savings plans, tax-

free savings accounts, and education

funds.

The growth level is composed

of investments that are expected to

result in a conservative rate of return

with little risk of loss of assets. These

include mutual funds, hedge funds, and

typical stocks.


Finally, the risk level is made up of risky investments that could result in high rate

of return. This level is on top, as a maximum of only 5% of a client’s assets should be

invested in such risky investments.

B. Core Competencies of the Firm

A unique trait of Raymond James Financial is their dedication to their clients.

Raymond James places their client’s financial objectives above their own. Raymond

James Financial created the first Client Bill of Rights. This document is meant to protect

the best interests of the client, while informing the client of necessary steps to achieve a

positive client-advisor relationship. Also contained in the document is all the ways in

which advisors are compensated for their efforts, in order to make the clients as informed

as possible ("Raymond james|independent financial," 2012).

C. Vision/Mission

Raymond James Financial’s core mission is to meet the financial objectives of

their clients. To achieve this mission, Raymond James will provide the highest level of

service with integrity, provide frequent communication, teamwork, and innovation.

Raymond James advisors will choose investments and plans with superior quality.

Advisors will be dedicated to continuing education, in order to keep current with the

markets. Raymond James is dedicated to giving back to the community in which we live

and work. Raymond James Financial pledges to place their clients and their financial

goals first ("Raymond james|independent financial," 2012).

II. Situation Analysis

A. Porter’s Five Forces Diagram:

Threat of New Entrants –

- Barriers to entry are considered medium. Individuals entering the

industry must pass licensing exams. Licenses include the Series 7

(general securities exam), Series 63 (State Securities exam) and Series

65 (Registered Investment Advisor Law exam). These exams are

costly and time consuming.


- Difficult start-up. Client accumulation is difficult for new entrants, as

clients look for a proven track record in the industry when hiring a

financial advisor. Start-ups require time, effort and money.

- Security and Exchange Commission (SEC) requires federal and state

registration.

Threat of Substitute Products –

- Increase in do-it yourself investing. Sites such as E-Trade, make

investing fast and easy. Individuals have access to online investment

blogs, company annual reports, and much more.

Bargaining Power of Customers –

- High competition among firms for valued clients. Clients with

substantial wealth are sought after by all firms, these clients have

many options and may choose the firm that best fits their goals.

- Increased consumer awareness as a result of the recession.

Bargaining Power of Suppliers –

- High competition for skilled and experienced employees. Industry

employment is growing, but firms must compete for highly skilled

employees capable of completing complex financial analysis.

- Many suppliers of insurance and annuity policies, allow advisors to

choose the best polices for their clients

Competitive Rivalry –

- High and increasing competition among the firms

- Due to the recession large firms have been able to acquire failing

firms. Taking over the firm’s employees and clients. As a result, the

top four firms have a combined market share of 44% (Dale Schmidt,

2011)


B. Marketing Stakeholders System Diagram

C. Top Three Competitors Table of Strengths/Weaknesses of Each

The top five competitors in the Financial Planning industry are Morgan Stanley

Smith LLC, Wells Fargo & Company, and Bank of America Corporation. Raymond

James Financial ranks 6th amongst Financial Planning company’s market share.

Morgan Stanley Smith LLC merged with Citigroup in June 2009. The firm now

has approximately 18,500 financial advisors managing about $1.3 trillion dollars.

Strengths

- Leading position in the securities market enables sustainable revenue and

profit expansion

- Well diversified business mix sustaining revenue visibility

- Balance sheet deleverage keeping business risk under check

Weaknesses

- Exposure to distressed institutions leading to loss booking

- Exposure to Japan through JV with MUFG


Opportunities

- Favorable outlook for global M&A

- Indian wealth market likely to offer growth opportunities

- Positive outlook for asset management industry and custody bank sector

Threats

- Regulatory and legislative changes in the US

- Intense competition likely to keep margins under pressure (Business source

complete, 2008)

Wells Fargo & Company encompasses three financial segments: community

banking, wholesale banking, and wealth, brokerage, and retirement services. Wells Fargo

is not a full service financial firm as they focus on retirement and investment planning.

Wells Fargo acquired Wachovia Corporation in December of 2008. Currently Wells

Fargo & Company has about 16,000 financial advisors and 6,000 licensed financial

specialists.

Strengths

- Strong franchises across segments provide revenue sustenance

- Cross selling provides higher returns per dollar invested

- Strong capital base cushioning against market uncertainties

Weaknesses

- Unfavorable shift in earning assets and yields may continue to affect NIM

- Lack of international exposure weakening competitive positioning

Opportunities

- Banking-mortgage cross-sell likely to improve market share

- Wealth Management likely to provide long term opportunities

- Focus on serving immigrant customers

Threats

- Change in bankruptcy losses could lead to increased loan defaults

- Consolidation in US banking industry could affect margins

- Increases in FDIC insurance premiums and other proposed fees likely to affect

margins (Business source complete, 2008)


Bank of America Corporation is currently one of the world’s largest financial

institutions. Bank of America operates in all 50 states along with 40 foreign countries.

Bank of America employs nearly 20,000 financial advisors who manage $2.5 trillion

dollars. In September of 2008 Bank of America purchased Merrill Lynch & Company,

becoming one of the world’s largest financial services firms in the world.

Strengths

- Globally leading franchises across businesses gives scale benefits

- Diversified revenue streams lead stability to revenue and earnings

- Balance sheet strength and government’s support in times of crisis

Weaknesses

- The acquisition of Countrywide and Merrill Lynch weaken Bank of America

in certain areas

- Increasing loss trend at Global Card division likely to persist

Opportunities

- TARP repayment likely to aid profitability

- Wealth management business likely to be benefited from the Merrill Lynch

acquisition

- Investments in emerging markets likely to increase growth rate and

profitability

- Launch of innovative products and services could increase customer loyalty

and business volumes

Threats

- Regulatory changes could increase compliance spending and alter business

plans

- Competition for retail deposits likely to increase funding costs

- Increases in FDIC insurance premiums and other proposed fees likely to affect

margins (Business source complete, 2008)

D. Industry Growth Statistics.

The outlook for the financial planning industry is positive, as the markets forecast

an average growth rate of 5.1% over the next five years. The expected growth over this

time period is shown in the following graph. The growth will be boosted by the effects of


the recession. Consumers will be encouraged to focus more on their financial condition

and look for advice from experts. As the US climbs out of the recession, consumers are

expected to have a disposable income increase of 1.6% in 2012. The growth is expected

to continue over the ensuing years (Dale Schmidt, 2011). With an increase in disposable

income, consumers will be more comfortable with placing money in investments.

Increased investments should result in higher revenues for financial services companies.

With more consumers taking control of their financial future, advisors will logically sell

more financial products

such as retirement

plans and insurance

policies.

As a result of

the recession, smaller

financial firms have

dropped out of the

market and

consolidated with

larger firms. Larger

firms will continue to acquire smaller firms as they look for new clients and experienced

employees. The smaller firms and independent advisors will have a harder time acquiring

wealthy clients and valued employees. The total enterprises are expected to have little

growth, 0.1% annual growth over the next five years, and the number of independent

advisors is expected to contract 0.5% annually over the next five years (Dale Schmidt,

2011).

With increased competition between firms for valued clients and increased

external competition from online brokers there will be pressure on fees charged by

financial advisors. As a result, profits are expected to grow 4.5% annually even though

revenue will grow 5.1% annually (Dale Schmidt, 2011).

E. Target Market Demographics

As explained in the executive summary, my target market will be young, married

couples between the ages of thirty to forty years old. These clients are first time financial

5 4.5 4.3

4.7

2.6

4.5

0

1

2

3

4

5

6

Expected Growth % 2013 - 2018


clients and must build a strong foundation for a stable financial future (protection and

savings). As a result, I will market products such as insurance, retirement planning,

college saving plans, and investments. I believe that these products will be able to help

clients achieve their financial goals.

To reach my target market I plan to use social media marketing and direct

marketing. These advertisements will be focused on my top two markets of the Tampa

city limits and St. Petersburg city limits. These markets were strategically chosen after

examining the population of the Tampa Bay area using the United States Census of 2010.

After examining the population of people between the ages of 24 – 49 (the census would

not allow for a smaller range of age or to filter by marital status) I found that the Tampa

city limits has a population of 95,208 between the ages of 24 – 35 and 132,366 between

the ages of 35 – 49. St. Pete has a population of 46,790 between the ages of 24 – 35 and

80,145 between the

ages of 35 – 49.

Clearwater has a

population of 35,033

between the ages of

24 – 35 and 61,197

between the ages of

35 – 49. Brandon

has a population of

24,908 between the

ages of 24 – 35 and 37,574 between the ages of 35 – 49("2010.census.gov," 2010). The

data from this analysis is shown in the above graph. The areas with the largest target

market population are Tampa, St. Pete, Clearwater and Brandon, respectively. In order to

reach the largest amount of my target market, this campaign will focus on the Tampa and

St. Pete.

III. SWOT and Competitive Advantage Statement

Raymond James Financial SWOT -

Strengths

- Strong brokerage business in North America providing scale advantage

0

20

40

60

80

100

120

140

Tampa St Pete Clearwater Brandon

Population in Thousands

Population by Age & Area

24 -‐ 35

35 -‐ 49


- Low branch banking of Raymond James

- Bank contributing higher profits

- Revenue streams diversified by business divisions

- Increased client base and talented employees through merger with Morgan

Keegan

Weaknesses

- Overdependence on the US market

- RJF’s profitability linked to equity market dynamics

Opportunities

- Demand for international stock funds likely to remain a growth engine

- Demand for retirement products likely to provide long term business

opportunities

- Improving economic prospects

Threats

- Intense competition likely to keep margins under pressure

- Regulatory constraints (Business source complete, 2008)

Competitive Advantage Statement

Raymond James has many advantages, their strongest being their client first

orientation. Raymond James has found a niche in the financial industry by being a client

first firm that does not aggressively pursue high-net worth clients. This strategy has paid

off greatly for Raymond as they have seen 95 consecutive quarters of profitability.

During the 16th annual Women’s Symposium of Financial advisors, Paul Reilly, CEO of

Raymond James Financial, discussed how well Raymond James is positioned for growth

over the next few years. Reilly discussed new financial products and services such as

mortgage plans and non-purpose loan accounts being offered in the near future. Reilly

acknowledged that these programs will not be able to attract high net worth clients, but he

feels that they continue Raymond James’ focus on client’s objectives. In turn Raymond

James profits will not suffer (Levaux).

IV. Products and Services Review

A. Pricing Strategy

When clients first come to meet with a RJF Advisor no fees will be charged. The


clients will receive their free tax return and a consultation of general financial practices

by which they may benefit. If the client wishes to continue financial services, I have

devised two payment methods that are separate from the fees associated with the policies

chosen by the client.

First you can pay the advisor by an annual percentage of the value of your account.

The industry average for such as charge is typically 1 % to 2 %. This payment scheme is

for the clients who intend to continue services for a lengthy period of time. A client

choosing this payment method would be locked in for a 3 year time period with a buyout

clause. This is intended to protect the advisor from a client taking his plan and running.

My charge would be an annual 1.3% charge over a 3-year period or 0.95% over a 7-year

period. This charge would compensate the advisor for the time and research necessary for

choosing the perfect policy for the client, while not exceeding the client’s rate of return of

investments.

The second payment I have devised would be a one-time project fee to create a

personalized financial plan. This charge could range from $ 900 - $ 3,000 based upon the

complexity of the financial plan and the time associated with its creation. The charge is

based upon the typical hourly rate for such advising of $175 per hr. The project charge

would be agreed upon prior to the beginning of the plan creation. After the project has

been completed and reviewed with the client, the client can then choose to sign on

through the contract method described above or, choose to use an annual or quarterly

retention fee based upon the number of hours the advisor spent on the client’s account.

Based upon research such a charge would cost about 2 % to 3 % of the value of the

account annually (Fee Only Financial Planners). Although this payment method may be

more costly to the client upfront, I do believe that this payment method is in the best

interest of the client. A fee-only advisor is much more likely to provide the most unbiased

opinions and create the best plan for the client. With the compensation set, the advisor

will be more likely to spend time on accounts such as 401k’s and other accounts that

would not be financially lucrative to a commission based advisor. This would result in

the best plan for the client and could ultimately be financially beneficial to the client.

Both of these payment options will include annual review meetings, frequent

communication through e-mail and phone calls, and quarterly reports of investments.


Annual review meetings with clients are devised to track progress and maintain the

clients control of their financials. Advisors will be encouraged to maintain frequent

communication to build a trusted client-advisor relationship.

I designed these two payments methods to avoid a commission based advising. I

believe that advisors paid on commission will be blinded by the prospect of selling

profitable products than devoting their skills to the clients specific needs. Although I have

designed two payment plans that avoid compensation for the sale of policies paid by the

consumer, it should be noted that Raymond James and the advisor receive compensation

from the insurance and annuity companies. When a policy is purchased, some companies

provide payment plans to Raymond James and the advisor based upon the value of the

policy. The advisor may choose between three payments options, a single lump

commission, a reduced lump sum with assets paid quarterly during the length of the

policy, and a small lump sum with higher assets paid quarterly during the length of the

policy. These payments vary between insurance and annuity companies. Compensation

paid by the insurance and annuity companies are devised to cover expenses such as

marketing products to new investors, educating Raymond James advisors of policies

available and other expenses endured through servicing client accounts. ("Raymond

james|independent financial," 2012). The client does not pay for these compensation

payments. These compensation payments are a benefit to the client as they reduce the

necessary payments to cover expenses of the advisors.


B. Supplier Distribution/Value Chain Process Flow Chart


C. Current Advertising Campaign and Marketing Programs

Currently Raymond James engages in a number of marketing campaigns. The

largest campaign was Raymond James’s decision to purchase the naming rights to the

Tampa Bay Buccaneers Stadium in 1998 for $32.5 million dollars for 13 years. In 2006

Raymond James extended the contract until 2015 ("Espn sports business"). The naming

of Raymond James Stadium (often referred to as ‘Ray Jay’) brings a lot of brand

recognition to the company, especially when the stadium hosted the super bowl in 2001

and 2009. It is unclear if the naming of the stadium has generated revenue for Raymond

James.

A current, smaller scale marketing campaign by Raymond James is their television

and viral videos labeled “Life Well Planned.” There are two different videos. One depicts

a lady by the name of Emily Skinner who mapped out every aspect of her life. With the

help of a Raymond James Advisor Mrs. Skinner planned and secured her financial future.

As the ad continues Mrs. Skinner, who is 150 years old, keeps on living. The ad ends

with the slogan “Life Well Planned” ("Raymond james|independent financial," 2012).

The second video advertisement is a play off of the bedtime story “Jack and Jill.”

Renamed Montgomery and Abigail Higgins, they had a magical tree that grew the most

precious fruit and provided for their financial well being. One night a storm came that

destroyed the tree. But with the help of their Raymond James Advisor, they had planned

for the unthinkable and had a small tree growing. The ad then ends with Montgomery and

Abigail dancing followed by the slogan “Life Well Planned” ("Raymond

james|independent financial," 2012).

I like both of these advertisements along with the slogan “Life Well Planned.” Both

of these ads show the invaluable service of Raymond James, while providing a bit of

entertainment. As seen in my creative content, I have decided to continue the use of the


slogan “Life Well Planned” since it is a strong and creative slogan.

V. Marketing Strategy

A. Strategic Positioning Statement

Raymond James will target 30 to 40 year old, married couples to create a

comprehensive, personalized financial plan that will satisfy our client’s unique financial

objectives. Raymond James will focus on protections and savings to successfully acquire

new clients. As compared to Morgan & Stanley, Bank of America, and Wells Fargo we

will help clients understand their unique financial situation, provide frequent

communication, and teamwork to attain a financially stable future.

B. Alternative Strategies

When I first began this marketing plan, I wanted to gear financial planning towards

the youth, twenty to twenty-nine year olds. I felt that this would offer a unique

opportunity for financial advisors to help provide for a prosperous lifestyle at a young

age. I felt that this strategy would be useful in creating lifelong clients. But after further

examination, I had a hard time creating a realistic pricing strategy, as this age group is

financial unstable and uncertain. I felt that going further with this plan would place

profits at too high of a risk. I also considered financial planning for businesses, but

personally I felt more passionate about personal financial planning.

C. SMART Goals

- 35% of mailing list recipients will meet with a Raymond James advisor to receive

their free tax return (7,009 people)

- 35% of mailing list recipients who met with an advisor and received their free tax

return will purchase at least one or more policies (2,103 people)

- 70% or more of the maximum LinkedIn budget will be spent ($2,012.5)

- 50% of all new clients acquired during the span of this campaign (Jan 2013 –

April 17, 2013) will match the target market of a young, married couple between

the ages of 30 to 40 yrs old.


VI. Implementation

A. Project Management Table

Project Start Date End Date Who is Responsible

Successful/Failure

Purchase Mailing List

December 10, 2012

December 29, 2012

RJ Marketing Department

LinkedIn Ad Jan 1, 2013 April 17, 2013

RJ Marketing Department

Mail Advertisements

Jan 1, 2013 April 17, 2013

RJ Mailroom

Advisors meet with clients and provide tax return

Jan 1, 2013 On going RJ Advisors

VII. Creative Content

A. Flyers, ads

In an effort to reach a young, married couple I have decided to use two marketing

strategies, social media marketing and direct marketing. I feel that through social media

marketing my campaign will be able to reach a wide number of potential clients while

keeping costs low. Through direct marketing I will be able to control who and how many

individuals this campaign reaches while promoting Raymond James’ services.

Social media marketing will be conducted through LinkedIn. LinkedIn is a social

media site for business professionals. The site has over 130 million members, 40 million

in the US and growing. Advertisements on LinkedIn are run on a pay-per-click method,

in which companies display their ads in the designated ad section on the users screen and

place a cap on the daily budget. Once the user clicks on the advertisement the user is

directed to the Raymond James website. LinkedIn allows the company to place a target

market on their advertisements, for Raymond James the ad would be only displayed to

users between the age of 30 to 40 in the Tampa and St. Pete area. LinkedIn is very strict

on the formatting of the advertisements, thus the creative content is fairly restricted


("Linkedin," 2011).

LinkedIn charges a price of $3 per click for advertisements. I would place a cap of

$21.00 per day starting in January and slowing increase the cap to $30.00 per day as tax

day approaches. I decided on this scheme, as I wanted to keep the costs low, reach a

portion of my target market, and increase awareness as tax day nears. The advertisement I

designed for LinkedIn follows….

Direct marketing will be conducted through mailing advertisements to potential

clients within my target market. Direct marketing can be very effective as they reach each

individual personally through the mail. Although unsolicited mail may slightly hurt the

Raymond James brand, I feel it serves a greater good by bringing in more clients and

helping secure their financial future. To complete this segment of my campaign, first a

mailing list of potential clients must be purchased. Using DirectMail.com I mapped out

the prices and reach of this segment. Using the demographic of 30 to 40 year old married

couples in the Tampa and St. Pete area, a list of 20,026 records was available. Although

this list does not contain all individuals of the region matching my target market (as seen

by the census results) this is a large opportunity. The list was priced at $949.29

("Approaches to direct," 2012). After purchasing the list the advertisements must be

mailed. Using the unit price of a postcard (4 ¼’’ x 6’’) of $0.32, the shipment of 20,026

post cards would cost $6,409.28 (“Postage price calculator,” 2011). The total cost of this

segment of the campaign would be $7,358.57. Although this is fairly expensive, I do

believe that the pay off would out weigh the cost. The direct marketing will be powerful

and successful. The postcard mailed to potential consumers follows…


Front of postcard


Back of postcard

VIII. Budget and Sales Forecast

A. Media Buy Schedule

Campaign Dec Jan Feb Mar Apr Total Purchase Mailing List $949.29 $949.29 Mail Advertisements $6,409.28 $6,409.28 LinkedIn Ad (Maximium Cost) $651.00 $784.00 $930.00 $510.00 $2,875.00

Total $949.29 $7,060.28 $784.00 $930.00 $510.00 $10,233.57


IX. Controls

A. Risks Table

Risk Outcome from Risk Risk Level Backup Plan Low traffic of target market on LinkedIn

Little to no campaign awareness through social media. Reducing the campaign’s effectiveness

Low Monitor the amount of clicks during the first month and if not meeting the 70% goal, analyze the use of sites such as Facebook or Google+

Poor mailing list The postcard advertisements do not reach the target market. Reducing the direct marketing segment’s effectiveness

Medium Purchase a more effective list or consider the use of TV advertisements

Target market has an accountant who files their tax return annually

Reduce the target markets incentive to meet with a Raymond James advisor

Low If this campaign is not successful this tax season, move to different incentives such as a discount program with retailers such as Publix or Lifestyles


References

Approaches to direct mail. (2012). Retrieved from http://www.directmail.com/

Business source complete. (2008). Charles House.

College of Financial Planning. (2011). 2011 survey of trends in the financial planning

industry. Retrieved from http://www.cffpinfo.com/pdfs/2011SOT.pdf

Dale Schmidt, D. (2011). Ibisworld.com. In IBIS World. Retrieved from

http://clients.ibisworld.com/industryus/default.aspx?indid=1316

Espn sports business. Retrieved from

http://espn.go.com/sportsbusiness/s/stadiumnames.html

Fee Only Financial Planners. Retirement Egg. Retrieved from

http://www.retirementegg.com/articles/fee-‐only-‐financial-‐planners

Levaux, J. EBSCOhost. In Reporter Research. Retrieved from

http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=d3225883-d83b-46cd-

ae4d-d1c1760aaa79@sessionmgr111&vid=8&hid=111

Linkedin. (2011). Retrieved from

http://partner.linkedin.com/ads/faqs/?utm_source=li&utm_medium=el&utm_cam

paign=gate-c

Raymond james|independent financial advisors, financial planning, investment banking,

and asset management. (2012). Retrieved from http://www.raymondjames.com/

Postage price calculator. (2011). Retrieved from http://postcalc.usps.gov/

2010.census.gov. (2010). Retrieved from http://2010.census.gov/2010census/popmap/


Appendix

Presentation slides 1 - 4


Presentation Slide 5 - 7

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