How to evaluate a CRM for a US advisory practice
Advisory firms buy CRM for two different reasons and rarely separate them. One is growth: a prospect pipeline, seminar follow-up and referral relationships that currently live in an advisor's head. The other is service: review cadence, task follow-through and continuity when a client service manager is away. Tools that are excellent at the second are often weak at the first.
The five criteria
One: does it model households and relationships, not just individual contacts? Two: can it run a nurture sequence measured in months, since advisory decisions are slow? Three: does it track centres of influence as a pipeline with counts, not as a tag? Four: does it schedule reviews from rules rather than memory? Five: how does it fit with your existing planning, custodial and archiving stack — and who does the integration work?
