CITP answers - Certified Information Technology Professional (CITP) Updated: 2023 | ||||||||
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Exam Code: CITP Certified Information Technology Professional (CITP) answers November 2023 by Killexams.com team | ||||||||
CITP Certified Information Technology Professional (CITP) The content of the Certified Information Technology Professional (CITP) Examination was developed to test a candidates understanding of the fundamental sections of the CITP body of knowledge. The content of each of the topical sections is described in outline form and provides an overview of the knowledge and skills tested on the CITP Examination. The examination questions are intended to test each content area and its logical extensions. The percentage following each major content area in the outline represents the approximate weighting for that content area. The examination is fully computerized and consists of multiple-choice questions only Module I: Information Security & Cyber Risks A. Information Security Governance (25%) 1. Information security strategy 2. Policy, procedures, processes, and standards 3. Logical access controls 4. Hardware and physical access controls 5. Security authorization & authentication 6. Business continuity & disaster recovery B. Cybersecurity Risk Management (12%) 1. Cybersecurity threats 2. Data breaches and privacy 3. Vulnerability management C. SOC for Cybersecurity (3%) 1. Purpose 2. Content 3. Target audiences 4. How to use in conjunction with cybersecurity risk mitigation Module II: Business Intelligence, Data Management and Analytics A. Data Management (5%) 1. Information lifecycle management 2. Infrastructures and platforms 3. Data preparation/manipulation 4. Data governance B. Data Analysis & Reporting (11%) 1. Data analytics 2. Predictive analytics 3. Audit data analytics C. Business Intelligence Management (4%) 1. Digital transformation & technology disruptors 2. Data integration 3. Data warehousing Module III: IT Governance, Risks & Controls A. IT Governance & Strategy (15%) 1. Role of IT governance within an organization 2. IT governance principles 3. IT governance roles & responsibilities 4. IT governance implementation 5. Benefits of effective IT governance B. IT Risks, Process & Controls (15%) 1. IT risk identification and assessment 2. IT control frameworks 3. IT general controls 4. Application controls 5. Business process management 6. Change management 7. Assessment of IT controls C. System and Organization Controls Reporting (10%) 1. System and Organization Controls Reporting Overview 2. Types of Reporting Detailed content specification outline Module 1. Information Security & Cyber Risks This module focuses on the security and risk management of systems and environments, including the use of the SOC for Cybersecurity report as a tool for reporting IT security and risk management for companies. Information Security Governance — Covers the key areas of information security, including strategy, policies/procedures, control environments, and business continuity/disaster recovery; includes fundamental knowledge of various IT governance frameworks, logical access at the various levels of the “stack,” and the internal control structure of design, implementation, monitoring, and detection/reporting Cybersecurity Risk Management — Covers the major threat vectors for systems, including cyber adversaries, the cybercrime economy and various types of attacks; also includes data breaches and their impact on information privacy, as well as how to manage system vulnerabilities SOC for Cybersecurity — Covers the SOC for Cyber report, including report content, target users and use of the report in conjunction with an entitys overall cybersecurity risk mitigation strategy A. Information Security Governance (25%) 1. Information security strategy a. Objectives b. Components c. Alignment with organizational strategy, IT strategy Information Security Governance CPE self-study Authors: Gwen Bettwy, Mark Williams, Mike Beavers Publisher: AICPA Module 1 — Information Security Governance 2. Policy, procedures, processes, and standards a. Frameworks b. Compliance with applicable laws and regulations c. Roles and responsibilities Information Security Governance CPE self-study Authors: Gwen Bettwy, Mark Williams, Mike Beavers Publisher: AICPA Module 1 — Information Security Governance 3. Logical access controls a. Objectives b. Data (transactional. level c. Application and financial system level d. Network level e. Identifying, designing, implementing, monitoring, detecting and reporting Information Security Governance CPE self-study Authors: Gwen Bettwy, Mark Williams, Mike Beavers Publisher: AICPA Module 3 — Logical access controls 4. Hardware and physical access controls a. Objectives b. Identifying, designing, implementing, monitoring, detecting and reporting Information Security Governance CPE self-study Authors: Gwen Bettwy, Mark Williams, Mike Beavers Publisher: AICPA Module 4 — Physical access controls 5. Security authorization and authentication Information Security Governance CPE self-study Authors: Gwen Bettwy, Mark Williams, Mike Beavers Publisher: AICPA Module 2 — Identity and access management 6. Business continuity and disaster recovery a. Business continuity plan (BCP) b. Disaster recovery plan (DRP) c. Incident response plan (IRP) d. Data backup and recovery Information Security Governance CPE self-study Authors: Gwen Bettwy, Mark Williams, Mike Beavers Publisher: AICPA Module 6 — Business continuity management B. Cybersecurity Risk Management (12%) 1. Cybersecurity threats a. Primary types of cyber adversaries (how to identify, what is their motivation. 1. How to identify 2. What is their motivation 3. How to manage/mitigate risk 4. Terms to use — Hacktivists, Nation states, Cybercriminals, Insider threat, Competitors b. Cybercrime economy (what could potentially drive a cybercrime against a company. c. Types of attacks 1. How to identify 2. Effect on the business/financials 3. How to manage/mitigate risk 4. Terms to use — Classic buffer overflow, Web-based application attacks, Denial of Service/DDoS, Malware, ransomware, and spyware, phishing/spear phishing, Social engineering Cybersecurity Fundamentals for Finance & Accounting Professionals Certificate Program CPE self-study Author: Christopher J. Romeo Publisher: AICPA 2. Data breaches and privacy a. Causes of a data breach b. Organizational impact of a data breach c. Post breach response (business/financial point of view) d. Personally Identifiable Information (PII) Cybersecurity Fundamentals for Finance and Accounting Professionals Certificate Program CPE self-study Author: Christopher J. Romeo Publisher: AICPA 3. Vulnerability management a. Gap analysis, readiness and risk assessments, vulnerability assessments, penetration testing (identification of vulnerabilities and how they could impact business/financials. b. Security policy & plan development (input regarding business/financial implications in the policies/procedures. 1. Identity and access management (IAM) 2. Data loss management and prevention Cybersecurity Fundamentals for Finance and Accounting Professionals Certificate Program CPE self-study Author: Christopher J. Romeo Publisher: AICPA C. AICPA Cybersecurity Risk Management Reporting Framework (SOC for Cybersecurity) (3%) 1. Purpose SOC for Cybersecurity Certificate Program CPE self-study Authors: Tony Chapman, Anurag Sharma Publisher: AICPA 2. Content SOC for Cybersecurity Certificate Program CPE self-study Authors: Tony Chapman, Anurag Sharma Publisher: AICPA 3. Target audiences SOC for Cybersecurity Certificate Program CPE self-study Authors: Tony Chapman, Anurag Sharma Publisher: AICPA Detailed content specification outline Module II. Business Intelligence, Data Management & Analytics This module focuses on information management and the utilization of information to provide value in decision-making and other managerial needs. Data Management — Covers the information lifecycle, from identification of system information through destruction and the various types of infrastructures and ERPs to support data; also discusses how data is collected and manipulated, including consolidation, cleaning, transformation, reduction, processing, etc.; lastly, covers the governance of data including objectives, strategy, and policies Data Analysis & Reporting — Covers the various types of data analytics, the tools and procedures to perform an analysis, and the methods of reporting and performance indicators; also covers the use of predictive analytics, including the various models, techniques, applications and deployment; lastly, covers the integration of analytics in the audit process, including risks and assertions, and continuous assurance Business Intelligence Management — Covers the various forms of technology disruptors, including cloud tech, IoT, and AI; also covers the use of data integration (ETL, EAI and EDR) as well as data warehousing (Active, OLAP, ROLAP, MOLAP, HOLAP and DOLAP) A. Data Management (5%) 1. Information Lifecycle Management a. Identify b. Capture c. Manage d. Utilize e. Archive f. Retention g. Destruction Data Analysis Fundamentals Certificate Program CPE self-study Publisher: AICPA Data Analytics Modeling Certificate Program CPE self-study Publisher: AICPA 2. Infrastructures & platforms a. Types of Infrastructure/Platforms typically employed 1. ERP or other enterprise software i. ERP implementation 2. Data warehouse infrastructure Data Analytics Modeling Certificate Program CPE self-study Publisher: AICPA Data Visualization Certificate Program CPE self-study Publisher: AICPA Analytics and Big Data for Accountants CPE self-study Author: Jim Lindell Publisher: AICPA 3. Data preparation/manipulation a. Data consolidation b. Data mapping and collection c. Data selection d. Data cleaning e. Data transformation f. Data reduction g. Data processing Data Analytics Modeling Certificate Program CPE self-study Publisher: AICPA Analytics and Big Data for Accountants CPE self-study Author: Jim Lindell Publisher: AICPA A. Data Management (5%) 4. Data governance a. Objectives b. Principles c. Strategy d. Policy e. Architecture Data Analysis Fundamentals Certificate Program CPE self-study Publisher: AICPA Analytics and Big Data for Accountants CPE self-study Author: Jim Lindell Publisher: AICPA Information Security Governance CPE self-study Authors: Gwen Bettwy, Mark Williams, Mike Beavers Publisher: AICPA Module 1 — Information Security Governance B. Data Analysis & Reporting (11%) 1. Data analytics a. Types 1. Quantitative analysis 2. Descriptive statistics 3. Data visualization b. Tools, techniques, and procedures c. Performance metrics and reporting Data Analysis Fundamentals Certificate Program CPE self-study Publisher: AICPA Data Visualization Certificate Program CPE self-study Publisher: AICPA Analytics and Big Data for Accountants CPE self-study Author: Jim Lindell Publisher: AICPA 2. Predictive analytics a. Types 1. Predictive models 2. Descriptive models 3. Decision models b. Techniques 1. Regression 2. Machine learning c. Applications of predictive analytics d. Deployment Forecasting and Predictive Analytics Certificate Program CPE self-study Publisher: AICPA Data Analytics Modeling Certificate Program CPE self-study Publisher: AICPA Analytics and Big Data for Accountants CPE self-study Author: Jim Lindell Publisher: AICPA 3. Audit data analytics a. Integrating analytics into the audit process 1. Audit applications of data analytics 2. Correlating audit tasks to risks and assertions 3. Continuous assurance Integrating Audit Data Analytics into the Audit Process CPE self-study Publisher: AICPA Analytics and Big Data for Accountants CPE self-study Author: Jim Lindell Publisher: AICPA C. Business Intelligence Management (4%) 1. Digital transformation & technology disruptors a. Cloud b. Internet of Things (IoT) c. Artificial intelligence Data Analysis Fundamentals Certificate Program CPE self-study Publisher: AICPA Analytics and Big Data for Accountants CPE self-study Author: Jim Lindell Publisher: AICPA 2. Data integration a. Extract, Transform, and Load (ETL) b. Enterprise Application Integration (EAI) c. Enterprise Data Replication (EDR) Data Analytics Modeling Certificate Program CPE self-study Publisher: AICPA Analytics and Big Data for Accountants CPE self-study Author: Jim Lindell Publisher: AICPA Data Analysis Fundamentals Certificate Program CPE self-study Publisher: AICPA 3. Data warehousing a. Role in supporting BI b. Architecture and components c. Types 1. Active Data Warehousing 2. Multi-dimensional Analysis — OLAP 3. ROLAP, MOLAP, HOLAP and DOLAP Data Analytics Modeling Certificate Program CPE self-study Publisher: AICPA Data Visualization Certificate Program CPE self-study Publisher: AICPA Analytics and Big Data for Accountants CPE self-study Author: Jim Lindell Publisher: AICPA Detailed content specification outline Module III: IT Governance, Risks & Controls This includes knowledge pertaining to information technology risk and advisory services, engagement compliance, and IT controls and assessment. It also covers knowledge of various IT frameworks and related controls, including the use of SOC reporting as a framework to showcase a service organizations internal control environment. IT Governance & Strategy — Covers the objectives, strategic planning, implementation and management of the IT function within an organization, as well as mitigation of risk; focuses on the management of value, resources, and performance in relation to key components and best practices of the IT function IT Risks, Process, & Controls — Discusses various IT frameworks, including COSO and COBIT, and the integration of frameworks with IT assessments; covers a variety of key control areas for IT assessments, including ITGCs, application, business process and change management controls System and Organizational Controls (SOC) Reporting — Focuses on the purposes for SOC reporting, the users of SOC reports, and the responsibilities of user auditors A. IT Governance & Strategy (15%) 1. Role of IT governance within an organization a. IT governance objectives b. Management of the IT function c. Mitigation of IT risk d. IT strategic plan 1. Alignment with organizational strategy IT Governance, Risks & Controls CPE self-study Publisher: AICPA Module 1 — Role of IT Governance Information Strategy CPE self-study Author: Kaplan Publishing Limited Publisher: AICPA 2. IT governance principles a. Strategy and planning 1. Key components 2. Best practices b. Value delivery management 1. Key components 2. Best practices c. Resource management 1. Key components 2. Best practices d. Risk management 1. Key components 2. Best practices e. Performance management 1. Key components 2. Best practices IT Governance, Risks, and Controls CPE self-study Publisher: AICPA Module 1 — Role of IT Governance 3. IT governance roles and responsibilities IT Governance, Risks, and Controls CPE self-study Publisher: AICPA Module 1 — Role of IT Governance 4. IT governance implementation IT Governance, Risks, and Controls CPE self-study Publisher: AICPA Module 2 — Implement and Assess IT Governance 5. Benefits of effective IT governance IT Governance, Risks, and Controls CPE self-study Publisher: AICPA Module 2 — Implement and Assess IT Governance B. IT Risks, Process & Controls (15%) 1. IT risk identification and assessment IT Governance, Risks, and Controls CPE self-study Publisher: AICPA Module 3 — IT Risk Management Risk and Control of Information Systems CPE self-study Author: Kaplan Publishing Limited Publisher: AICPA 2. IT control frameworks a. COSO 1. Categories of objectives 2. Integrated components & principles b. COBIT 1. Domains c. Integration of control frameworks COSO Internal Control Certificate Program CPE self-study Publisher: Committee of Sponsoring Organizations (COSO. Internal Control and COSO Essentials for Financial Managers, Accountants and Auditors CPE self-study Author: Glenn L. Helms IT Governance, Risks, and Controls CPE self-study Publisher: AICPA Module 4 — IT Controls 3. IT general controls a. Objectives of IT general controls b. Types of IT general controls (including ERP) IT Governance, Risks, and Controls CPE self-study Publisher: AICPA Module 4 — IT Controls Risk and Control of Information Systems CPE self-study Author: Kaplan Publishing Limited Publisher: AICPA Information Security Governance CPE self-study Authors: Gwenn Bettwy, Mark Williams, Mike Beavers Publisher: AICPA Module 3 — Logical access controls 4. Application controls a. Objectives of application controls b. Input controls c. Processing controls d. Output controls IT Governance, Risks, and Controls CPE self-study Publisher: AICPA Module 4 — IT Controls Risk and Control of Information Systems CPE self-study Author: Kaplan Publishing Limited Publisher: AICPA Information Security Governance CPE self-study Authors: Gwen Bettwy, Mark Williams, Mike Beavers Publisher: AICPA Module 3 — Logical access controls | ||||||||
Certified Information Technology Professional (CITP) Financial Professional answers | ||||||||
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Financial CITP Certified Information Technology Professional (CITP) https://killexams.com/pass4sure/exam-detail/CITP Answer: A Question: 185 Advantages of outsourcing the service desk include: A. Quicker implementation time B. Lower customer satisfaction C. More comprehensive training D. None of the above Answer: A Question: 186 Knowledge management includes: A. Documenting how-to-use applications B. Sharing information on problems and fi xes C. Making information available to users D. All of the above Answer: D Question: 187 An objective of incident management is to: A. Minimize the adverse impact of incidents and problems B. Restore operations as soon as possible C. Develop a workaround D. Resolve problems Answer: B Question: 188 Problem severity is an important aspect of problem management needed to: A. Prioritize problem resolution B. Determine the cost/benefi t of resolving individual problems C. Identify regulatory compliance issues D. All of the above Answer: D Question: 189 Problem management tools should be part of a common toolset integrated with: A. Asset management B. Change management C. Service desk D. All of the above Answer: D Question: 190 A problem reporting process is needed to: A. Measure against SLAs B. Identify the root cause of problems C. Follow up on action responses D. All of the above Answer: A Question: 191 ISO 17799 covers: A. Security policy B. Security organization C. Asset classifi cation and control D. All of the above Answer: D Question: 192 An information security policy provides all of the following, Except: A. Guide to decision making about information security B. High-level statements of security objectives C. Instructions for implementing security attributes D. Ways to prevent and respond to threats Answer: C Question: 193 According to the CERT, what percent of genuine security incidents goes unreported? A. 20 percent B. 40 percent C. 60 percent D. 80 percent Answer: D Question: 194 Information security requires participation and support from which one of the the following groups: A. Local system administrators B. Department managers C. Contractors D. All of the above Answer: D Question: 195 Vulnerability management includes which one of the following process: A. Inventory of physical assets B. Change management C. Virus protection software D. None of the above Answer: B Question: 196 Implementing identity management can result in all of the following benefits, Except: A. Reduced help desk call volume B. Consistent security and accountability C. Improved password selection D. Improved turnaround time for adding users Answer: C Question: 197 Encryption technologies electronically store information in an encoded form that can only be decoded by an authorized individual who has the appropriate decryption technology and a: A. Private key B. Public key C. Authorization to decrypt D. Ability to decrypt Answer: C Question: 198 To be effective, which one of the following groups must support a contingency and disaster recovery plan to off er a business the best chance to survive? A. Auditors and management B. Technical personnel and management C. Management and staff D. Auditors and security offi cers Answer: C Question: 199 To be usable, a disaster recovery plan must be: A. Written B. Approved C. Tested D. Enforced Answer: C Question: 200 Which of the following would not be included in a companywide policy on end-user computing (EUC)? A. Wireless encryption standards B. Appropriate documentation C. Segregation of duties D. Backup procedures Answer: A For More exams visit https://killexams.com/vendors-exam-list Kill your exam at First Attempt....Guaranteed! | ||||||||
I’m going to let you into a little secret. Investment advisors are human. This is true regardless of whether they work for a big-name broker, an insurance agency, or are independent. Each and every one of them is human. And that’s a problem. If you’ve read my columns, I’ve talked about a strange phenomenon among individual (meaning non-professional) investors. They seem to have a bias to get out of the market after it’s gone down and a penchant for getting into the market after it’s gone up. While they still, on average, make money, they don’t make near the money they would have if they had just left their investments in place. Enter the professionals. You might call them financial planners, financial advisors, investment advisors, or some other such title (I’ll answer to just about anything). They do this for a living. You’d think they must be immune to the emotions brought on by a volatile—these days very volatile—market. You’d think that, but you’d be wrong. Generally, they do better than most (or they likely wouldn’t survive in this business), but they are certainly not immune. You see, it’s that human thing. Humans are emotional creatures. It’s wired into our brains. Numerous studies (and my anecdotal observations) show several trends. As markets peak, advisors tend to have a greater portion of client assets in stocks than normal. That’s fine on the way up, but a peak means that the next series of movements goes the other way. To see profits disappear on the downhill side can be a bit disheartening. Then when markets eventually hit their lows, cash and bond holdings in professionally managed accounts seem to grow leaving less money in stocks just as they start the climb of a new bull market. Now, there may be some extenuating circumstances. Advisors have to follow their clients’ orders, and some clients when markets plummet tell their advisors to sell all of the stocks in their portfolios. And it is true that if they did nothing during a market decline, the percentage of stocks would have dropped because their value dropped. But even taking that into consideration and given my own observations of what many investment professionals do, there is a tendency toward amateurish behavior on their part; those advisors move to a safer configuration after the markets had gone down and more aggressive positions after markets soar. Panic and euphoria aren’t reserved for amateurs. This isn’t to imply that all investment advisors do a poor job of investing; and it doesn’t mean that all or even a majority of them are not doing a professional job. But it does show that they are human after all, subject to the foibles that plague us all. May God protect the innocents and may we help in a meaningful way. Gary Silverman, CFP® is the founder of Personal Money Planning, LLC, a Wichita Falls retirement planning and investment management firm and author of Real World Investing. This article originally appeared on Wichita Falls Times Record News: Silverman: The secret about financial professionals Our experts answer readers' investing questions and write unbiased product reviews (here's how we assess investing products). Paid non-client promotion: In some cases, we receive a commission from our partners. Our opinions are always our own.
Hiring a financial advisor or a financial planner can help you achieve your short- or long-term goals — like having a comfortable retirement, funding your child's college tuition, or buying a house. These professionals aren't one-size-fits-all, though, and finding the right one is critical to your success. Here's what you need to know about financial advisors and planners, and how to zero in on the best one for your goals and budget. How to Choose a Financial AdvisorTo choose the right financial advisor or planner, you first need to understand what you're trying to achieve. Are you looking to maximize your retirement funds? Do you want to make more from your investments? Is planning your estate and legacy top of mind? Financial professionals typically have specialties, so you'll want to choose one that aligns closely with your goals. Common financial planning specialties include: There are also advisors and planners who specialize in specific life stages, demographics, or even people with certain occupations. "When looking for a financial planner, it is important to understand exactly what you're looking for," says Jay Zigmont, a CFP® planner and founder of Childfree Wealth, which focuses on financial planning for adults who choose not to have children. "You will find planners who specialize in just about every group, job, and life stage, so find one that fits you." Choosing a financial planner who's a fiduciary is also important. This means they must avoid conflicts of interest and always put your interests first. "A planner that operates under the fiduciary standard is required by law to always keep your financial best interests ahead of theirs," says Jason Steeno, president of financial advisory firm CoreCap Investments in Southfield, Michigan. 1. Search for financial advisor options in your areaThere are many ways to find a financial advisor or planner near you. Asking friends, family members, and colleagues is often a good place to start, as they can recommend local professionals they've had personal experience with. You can also use one of these online resources, all of which allow you to filter by geographic area:
Once you've shortlisted a few names, cross-check them on BrokerCheck.com and with the Securities and Exchange Commission (SEC). There, Steeno says, "You can see how long they've been in business or if they've had any disciplinary history." 2. Review a financial advisor's credentialsThere isn't a single "financial planner" or "financial advisor" license or certification. As Steeno puts it, "Just about anyone can call themselves a financial planner." To ensure you're choosing an experienced and knowledgeable professional, look for professional designations like CFP®, CFA, or CIMA. These are just a few credentials a financial advisor can seek, each indicating a different specialty or skill set. Here's a look at some of the credentials you might see:
You can usually find a planner's credentials listed after their name — both in the online search resources under Step 1 and on their professional profile or LinkedIn account. 3. Review fee structuresThere are many ways a financial advisor may charge you, so be sure you understand how they charge before working with them. Some services are charged based on the assets or investments the planner manages, while others charge flat fees or receive commissions. How they charge can influence how much you'll end up spending to work with a financial planner so it's always important to research this part beforehand. Here's a look at some of the various fee structures financial planners use:
Generally speaking, most professionals recommend seeking someone who is fee-only, as this ensures they have your best interests at heart. This includes AUM-based models, which motivate the planner to grow your assets (and avoid losses). "It ensures the advisor's interests are in line with yours," Steeno says. "They want your assets to increase in value just as you do." Online financial advisors vs. traditional advisorsYou don't have to meet with a financial advisor or planner in person to get professional help. Many financial advisors offer online services that allow you to get the guidance you need without leaving your home. These usually include phone and video calls, in which you "meet" your planner virtually over Zoom, Skype, or another similar service. These can be a good option if you want faster, more convenient service or to work with a planner not in your geographic area. There are also robo-advisors, which can be used for building and managing your investment portfolio. They're typically more affordable than using a real-life advisor and have low starting balance requirements, but they're also less comprehensive and personalized. Robo-advisors typically won't help with budgeting, estate planning, tax planning, or other non-investment services. As Rob Burnette, an MRFC and chief executive officer of Outlook Financial Center in Troy, Ohio, explains, "Robo-advisors are only useful for the investment part of a financial plan." In some cases, robo-advisors may include interactions with a live advisor (sometimes for an added fee). But it's usually not a dedicated account professional, and you may be limited on how many times you can interact with them. This means less consistency and personal guidance than you'd get with a financial planner you hired directly. "Robo-advisors generally offer a one-size-fits-most solution," says Kris Maksimovich, a CRC and president at Global Wealth Advisors based in Lewisville, Texas. "They lack personalization and input and don't offer hand-holding during periods of market volatility." A financial advisor or financial planner can help you achieve your long-term goals but choose yours carefully. There are many types of financial planners, and their specialty, costs, credentials, and services should all play a role in your decision. Don't be afraid to interview a few candidates. Set up introductory meetings with two or three professionals, and use the time to ask questions, understand their processes and fees, and make sure they're a good fit before moving forward. Top Offers From Our Partners
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Marketing is integral to your business's success in attracting new clients and promoting your brand's visibility. Testing out different strategies is a good way to learn what works best for your business, and what can help to set you apart from the crowd. There are plenty of creative marketing ideas for financial advisors that you might consider adding to your playbook. Ready to grow your client base? SmartAdvisor can help you connect with leads. Why Marketing Matters for AdvisorsFinancial services is a highly competitive industry that sometime competes for a limited pool of clients. Good marketing can help you grab the attention of prospects so that they're convinced to choose your firm over another when seeking out professional financial advice. Marketing is a tool and when used effectively, it can help you:
Working without a defined marketing strategy is akin to setting off at sea without a GPS to guide you. You may get to your intended destination, but the trip is likely to be much smoother when you have a clear plan to follow. Creative Marketing Ideas for Financial Advisors
There are certain tried-and-true marketing practices that you may rely on as an advisor, such as a professional website and an email newsletter. But chances are if you're using those tactics, then the competition is too. Flexing your creative skills to think up new ways to market your business could supply you an edge if you're tapping into channels that other firms overlook. Here are 10 effective ways to creatively market your advisory business and distinguish yourself from the crowd: Share your knowledge on forums. Online search has become the go-to way to find answers to financial questions for many people. Taking time to answer those questions in online forums like Reddit or Quora can be a simple, but powerful way to market your business. Remember that you're not trying to make a hard pitch here-instead, you want to showcase your expertise while giving prospective clients the answers they need most. Try direct mail marketing. Many financial advisors would argue that online and social media marketing are where it's at but don't dismiss direct mail just yet. Sending out direct mail is an opportunity to test out different formats and tailor your messaging to your intended recipients. Prospective clients may be more inclined to open a piece of mail out of sheer curiosity, whereas emails can get lost in the shuffle. Host a client appreciation event. Your clients want to feel valued and hosting an appreciation night is a great way to drive that message home. It's also an opportunity to do something fun outside the confines of an office. For example, you might rent out a local theater and host a private movie night or treat clients to a cooking lesson from a private chef. When deciding what type of event to host, consider what your clients might enjoy most. Sponsor a local youth sports league. Recreational sports leagues often rely on sponsors to help pay for things like uniforms and equipment. If you cater to clients with children, then sponsoring a local sports league could be a smart investment. You can get more eyes on your brand and you're also building a good reputation for your business in the community by giving back. Get creative with business cards. Business cards are a must-have as you never know when you'll have an opportunity to hand one out to a prospective client. But you don't have to stick with a traditional business card style. Adding a scannable QR code to your business card shows that you're up to date on tech innovations and it gives prospects a chance to learn more about you. For example, you can link your QR code to your bio page on your website or a short welcome video on your YouTube channel. The more interactive you can make your marketing efforts, the easier it might be to hold a prospect's attention. Share a quiz or poll. If you're marketing on social media, sharing quizzes that you've developed can be a fun way to learn more about prospective clients and spark conversation with your followers. You can create a quiz to test their general financial literacy or take a poll to gauge their thoughts on a specific issue, like what they think is the biggest barrier to saving for retirement. Again, these kinds of things are designed to encourage interaction and offer you an opening to offer your services as an advisor. Create some memorable memes. Memes might seem like an unorthodox way to market your advisory firm. After all, you want to be taken seriously. But the right meme could boost your visibility in a big way if it ends up going viral on social media. If you're unsure how this marketing tactic works and how to do it well, studying other advisory firms that are leveraging the power of the meme can help. Looking at some examples can help you figure out how to choose the right images and strike the right note with the text to get people interested in your brand. Get featured on a podcast (or start one). Podcasts are an excellent way to market your business if you're able to leverage an existing following or build a sizable following of your own. If you're not ready to launch a podcast, you can look for opportunities to be a guest on someone else. When scouting those opportunities remember to consider the podcast's typical listener and how well that aligns with your target audience and the people you're trying to reach. Try TikTok. TikTok marketing can be hugely effective for all kinds of businesses, including financial advisors. There's an entire subset of ‘finfluencers' who are sharing their money tips and advice with followers numbering in the millions, so if you're not marketing here yet you might be missing out. If you're new to how TikTok works, it may help to spend some time studying trends and the type of content that tends to get the most views. Targeting popular keywords can help you create content that people actually want to watch and share, which can help you get even more eyes on your business. Advertise in overlooked places. Setting up a billboard by the highway or putting out print ads in a local newspaper are obvious choices for a marketing campaign. But what about marketing your business in say, a restroom stall? It might seem odd, but bathroom marketing campaigns have been proven to work. (After all, you have a captive audience, momentarily at least). If advertising in restrooms seems too off-the-wall, consider other untapped places where you might run ads so that your target audience is likely to see them. Bottom Line
Marketing your advisory business creatively means looking beyond the standard methods, though it doesn't mean abandoning them entirely. There's still plenty of value to be had in setting up a professional website or blog, sending out regular email newsletters to your clients and cold-emailing or cold-calling. The more comprehensive your marketing plan is, the more opportunities you may have to connect with new clients. Tips for Growing Your Advisory Business
Photo credit: ©iStock.com/shapecharge, ©iStock.com/fizkes, ©iStock.com/insta_photos The post Marketing Ideas and Tips for Financial Advisors appeared first on SmartReads by SmartAsset. NEW YORK, Nov. 14, 2023 /PRNewswire/ -- R&T Deposit Solutions ("R&T" or the "Company"), a leading provider of tech-enabled liquidity management, deposit funding, and securities-based lending programs, announced today that it has appointed global markets industry veteran Christopher Gerosa as Executive Vice President, Chief Financial Officer - effective February 2024. Mr. Gerosa will report directly to R&T's Chief Executive Officer, Joseph Jerkovich and serve on the company's Executive Committee. In this role, Mr. Gerosa will oversee the Finance Division, including Accounting, Financial Planning and Analysis, Treasury Management and Tax. As the leader of the company's finance team, which includes Esther Cheung, CPA, SVP & Controller, Mr. Gerosa will play a crucial role in shaping and executing R&T's financial strategy. "Chris' background in the markets will serve the company well as we look to build our platform strategically and efficiently." - Susan Cosgrove, Executive Chairperson"We are excited to welcome Chris to the team and to leverage his deep financial and market experience to help drive our strategy forward, working to strengthen our financial operations and capabilities through further investment," said Joe Jerkovich, CEO of R&T. "As a team, we are focused on continuing to build on our current momentum, developing innovative products and enhancing our client-centric delivery model to achieve further growth. Chris will be an integral part of this effort as we look for ways to Boost our business and deliver key services for sophisticated financial institutions with complex needs." "We are pleased to have an experienced leader like Chris join the R&T executive team," said Susan Cosgrove, Executive Chairperson of R&T. "R&T has tremendous growth potential and adding someone with Chris' background in the markets to this team will serve the company well as we look to build our platform strategically and efficiently." Mr. Gerosa joins R&T from MarketAxess Holdings Inc. ("MarketAxess", Nasdaq: MKTX), the operator of a leading electronic trading platform for fixed-income securities, and the provider of market data and post-trade services for the global fixed-income markets. Most recently, Mr. Gerosa served as Chief Financial Officer, overseeing a global finance function. He was previously Head of Accounting and Finance with global responsibility for Accounting, Regulatory and SEC Reporting, Tax, Treasury Management, and Financial Planning and Analysis Functions. Prior to joining MarketAxess, Mr. Gerosa was the Chief Financial Officer of Primus Guaranty Ltd. ("Primus") from 2010 to 2014 and Corporate Treasurer from April 2007 to 2014. Mr. Gerosa joined Primus in 2003 and was an integral part of taking the company public in 2004. Before joining Primus, he worked in the product controller areas of Deutsche Bank and Goldman Sachs. Mr. Gerosa began his professional career at Arthur Andersen. "I have admired R&T's business for some time and believe the company is poised for even greater success in this market. This team's approach to solving their clients' complex challenges with innovative and advanced financial products has set them apart in an increasingly important segment of the financial services ecosystem. I look forward to collaborating with the leadership team to help propel the organization and advance our strategy," said Mr. Gerosa. R&T is a portfolio company of private equity firms GTCR and Estancia Capital Partners ("Estancia"). Estancia originally invested in R&T in 2021 and GTCR invested in 2023, and today's announcement builds on those recent developments. Both firms have partnered with the company to help sustain the growth in its depository network offering while investing to broaden its product offerings and technology infrastructure. About R&T Deposit Solutions Founded in 1974, R&T Deposit Solutions provides deposit and liquidity solutions to financial intermediaries around the country. R&T offers a wide range of innovative tech-enabled services to help banks, credit unions, broker-dealers, trust companies and wealth managers meet their unique cash sweep, deposit funding, and securities-based lending needs. Through the Demand Deposit Marketplace® (DDM®) program, R&T provides banks and other depository institutions with access to millions of dollars in reciprocal deposits, and underlying customers with access to expanded levels of FDIC insurance on their deposits through other participating banks. R&T also is the trusted vendor of large broker-dealers and other financial institutions that administer their insured cash sweep programs. For a list of banks in our network, visit https://rnt.com/about/bank-lists/. R&T Deposit Solutions Media Contact
SOURCE R&T Deposit Solutions The United States House Financial Services Subcommittee on Digital Assets, Financial Technology and Inclusion received an education in the uses of blockchain technology in a hearing titled “Crypto Crime in Context: Breaking Down the Illicit Activity in Digital Assets” on Nov. 15. The hearing was bipartisan in nature, chair French Hill stated at the outset. Hill began the meeting by citing an article published by The Wall Street Journal on Oct. 10 on the use of crypto by Hamas for fundraising. The article was corrected on Oct. 27 to reflect more accurately crucial data produced by blockchain analytics firm Elliptic, as Hill also mentioned. He continued:
In a similar vein, subcommittee ranking member Stephen Lynch stated the hope that “we can put aside some of the preconceived notions some may have.” ![]() The panel of witnesses included representatives of Consensys and Chainalysis, as well as forensic experts and a senior counsel from law firm Hogan Lovells. They spoke about the need for international collaboration and public-private collaboration in stopping the misuse of digital assets, the need for well-crafted legislation and the intricacies of blockchain sleuthing. Representative Brad Sherman asked Dynamic Securities Analytics president Alison Jimenez for an example of a licit use of a crypto mixer, which she was unable to provide. Related: Israeli authorities seize crypto from terror organizations, credit new technology Plenty of other voices wanted to be heard at the same time on this topic. Hill, Representative Tom Emmer, Financial Services Committee Chair Patrick McHenry and Representative Ritchie Torres were lead signers, along with a bipartisan group of 53 more House members, of a letter to U.S. President Joe Biden and Treasury Secretary Janet Yellen on Nov. 15. The letter requested information on Hamas and Palestinian Islamic Jihad fundraising and the role of cryptocurrency in its efforts. The letter stated:
It went on to say that traditional fundraising methods “could far exceed” the revenue brought in through crypto, and Congress needs assistance “understanding the size, scope, and duration of Hamas’s digital asset fundraising campaign, as well as accurate information on blocked or forfeited digital assets from terrorist organizations.” The letter cites the same Wall Street Journal article. On Nov. 12, the WSJ published a second article by the same authors on the use of crypto to funnel money to Hamas. Also on Nov. 15, the Blockchain Association released an open letter to Hill and other members of the Financial Services Committee. That letter was signed by 40 former members of the U.S. military, intelligence officers and national security professionals who now have links to digital assets companies or venture capital. They also mentioned the earlier WSJ article, saying they were concerned that the “grossly overstated” and “debunked” article “continues to be used to push legislation that would be counterproductive to U.S. national security interests.” Encouraging the growth of a regulated, compliant digital asset industry in the United States is the best way to root out bad actors, the letter continued. Magazine: Tornado Cash 2.0: The race to build safe and legal coin mixers Monirul Kazi is the founder and CEO of CLAVIS Fintech. ClAVIS offers Fintech solutions for emerging realities and ambitions. Fueled by rising demand for accessibility of banking services in unconventional settings and technological breakthroughs, neobanks have emerged as game-changers. Neobanks are evolving at a breakneck speed to level the financial field for the underbanked, with the global neobank market expected to surge from approximately $72 billion in 2022 to over $2.15 trillion by 2030. In its infancy, "underbanked" was a label for people excluded from formal banking, often due to limited access, exorbitant fees or illiteracy. Over time, it's morphed into a nuanced term, encompassing those with documentation hurdles, geographical disadvantages, the uninterested and even individuals grappling with banking challenges like international payments. Let's examine how neobanks promise accessible, hassle-free solutions primed to democratize financial services for the underbanked. Traditional Banks Vs. NeobanksNeobanks are independently functioning digital banks distinct from traditional banks in several ways. Here are a few key differences: • Operational Models: Traditional banks are burdened by the overhead costs of physical branches, including rent, staff and maintenance. Neobanks, operating exclusively online, significantly reduce these expenses and allocate resources toward customer-centric services, leading to a cost reduction of 60%-70%. • Flexibility And Adaptability: Neobanks, thanks to their digital infrastructure and collaborations with other fintechs, quickly adapt to market trends and expand into new customer segments. Traditional banks, constrained by legacy systems, struggle to achieve such flexibility. • Customer Onboarding And Engagement: Traditional banks often require a more extensive onboarding process involving paperwork, in-person verification or meetings with bank representatives. Neobanks, leveraging their digital platforms, offer instant account setups—often within minutes—with seamless KYC (know-your-customer) processes. Their engagement tools, like instant notifications, budgeting tools and financial insights, provide customers with a more interactive banking experience. • Data Utilization And Personalization: Neobanks often utilize cutting-edge technologies like AI and machine learning to analyze customer data and offer tailored financial products, insights and advice. This allows them to serve each customer's unique needs better. Traditional banks, while increasingly integrating these technologies for use cases like fraud detection and customer service, may not utilize them as extensively for personalization due to their larger size and diverse client base. Neobanks For The UnderbankedThe World Bank's recent report reveals that about 1.4 billion people lack bank accounts due to reasons like insufficient funds, distance from financial institutions and lacking documentation. Neobanks offer tailored solutions for these underserved individuals. • Rural Access: For those living in remote or rural areas, traditional banking often entails long and inconvenient journeys to city-based branches. Neobanks, with their digital-first approach, bring banking right to their fingertips, eradicating the need for physical visits and the challenges of paperwork. • Affordability For Low-Income Individuals: Many working in urban environments face a constant battle against hidden fees from traditional banking systems. In contrast, neobanks provide no-frills accounts, minimal fees and offer microloan opportunities specifically designed for their financial realities. • Building Trust: With a history riddled with stories of hidden charges and convoluted terms, many remain hesitant about banking. Neobanks counter this narrative by emphasizing transparent fee structures, user-centric interfaces and responsive customer support, cultivating trust and reliability. • International Transaction Ease: Those engaged in international business or travel often grapple with the hassles of currency conversion and international transaction fees. Neobanks, with their global focus, streamline these processes, with many offering seamless multi-currency transactions and reducing associated costs. • Tapping Into Emerging Markets: In rapidly digitizing economies, many find themselves at the crossroads of progress and traditional banking barriers. Neobanks bridge this gap by introducing digitized, locally relevant services that cater directly to these needs. In the neobanking sector, it's anticipated that by 2027, there will be around 376.90 million users worldwide. Despite the potential that neobanks offer, they need to overcome many challenges to be successful. Challenges And The Way ForwardThere are over 10,000 commercial banks worldwide, in contrast to a mere 276 neobanks (at the time of writing). With collaborative support from governments, tech companies and venture capitalists, these numbers are set to rise. • Regulatory Hurdles: Obtaining a "digital banking license" is a convoluted journey for neobanks. Over the years, alternative fintech licensing in the forms of Money Service Business, E-Money Licenses and Open Banking Collaboration, etc., have helped fintechs come under financial regulatory coverage. They must navigate and collaborate with regtech (regulatory technology) companies to ensure compliance, KYC requirements, AML measures and advanced data security. Regulators must create a better supportive regulatory framework for financial technologies. • Building Trust: Lack of physical presence leads to customer skepticism in those accustomed to traditional banking. Neobanks must establish trust through transparency, ethical practices and localized outreach programs for user education. • International Transaction Complexities: Neobanks face challenges with high-volume international transactions, including pre-funding accounts and reliance on intermediary banks and payment hops. Emerging alternatives like ARF in Switzerland—quickly convert money into cryptocurrency, send it directly to the recipient's country, and change it back into regular money—making cross-border transactions more efficient for neobanks. Neobanking Horizon: Potential, Profit And PartnershipIn the evolving financial ecosystem, where traditional banks are also trying to serve the underbanked, neobanks shine across three pivotal axes: potential, profit and partnership. • Potential: With giants like Revolut and Chime leading the way, neobanks are not just serving traditional markets but making a significant impact in areas with vast underbanked populations. The success stories from the Asia Pacific to Latin America and Africa highlight the transformative potential neobanks hold in democratizing finance. • Profit: Beyond their noble goal of financial inclusivity, neobanks also present a lucrative opportunity. Their operational models—freed from traditional banking overheads—coupled with their appeal to a broad audience, promise significant profitability, attracting investors' eyes and dollars. • Partnership: The essence of neobanks' growth strategy lies in forging strong partnerships. Collaborations with tech firms, alliances with other financial institutions and the backing of visionary investors are propelling their rapid scale and reach. Understanding the market, ensuring compliance and securing financial backing is pivotal. Neobanks are sculpting the future of banking. It may be time to hop on the bandwagon. The information provided here is not investment, tax or financial advice. 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