Before we start, ask yourself a simple question: what marketing campaigns will you be running in three months’ time?
In the advisory world, that is hardly a long period. Most organic marketing leads will still be in the funnel. Yet many RIA principals and growth leads couldn’t name a single one.
That’s why a marketing plan is essential for any firm that wants to proactively generate organic growth. Without a long-term strategic plan to generate, nurture, and convert leads, RIAs will struggle to escape their dependence on referrals.
But for many firms, the challenge is not identifying the need for a marketing plan; it’s knowing how to develop and put one into action.
A financial advisor marketing plan is a time-bound document that connects a firm's growth goals to the specific campaigns, budgets, and metrics that will deliver them. It starts with the top-level business goal and works down through the marketing system: strategy (audience, messaging, and channels), tactics (campaign-level specifics), execution (day-to-day campaign management), and measurement (dashboards and optimization).
The connections are what matter most: marketing for financial advisors is often ad hoc and fragmented. An effective plan links discrete tasks and tactics to a shared overarching goal. Rather than working in isolation, each piece of activity should reinforce the others to make the marketing budget go further.
A plan can theoretically cover any period, but three months is typically the minimum at which it becomes useful. That gives you enough time to prepare campaigns, track results, and optimize.
That said, an ideal plan would cover a full 12 months, for two reasons:
The research links documented planning with faster growth. Schwab's 2026 RIA Benchmarking Study found that firms with a written marketing plan, an ideal client persona, and a client value proposition gained 87% more new clients and 127% more new client assets than firms without them.
Kitces' 2026 marketing study ,points to what sets high-growth practices apart. Compared with other practices, they are more likely to:
One caveat: these are correlations, not proof of cause. Firms that are already growing may simply have more resources to plan with. But the pattern shows up in both studies, and the mechanism is intuitive. A plan forces the decisions about audience, channels, and measurement that unplanned marketing never makes.
The wealth management industry has a reputation for lagging when it comes to marketing, and for good reason: the Kitces report cited above found that just 11% of firms are “highly intentional” with their marketing.
Larger practices are more likely to have a marketing plan. While Broadridge reports that just 20% of advisors have a defined marketing strategy, Schwab has found that size is an important factor. While just 30% of firms with less than $250 million AUM have a documented marketing plan, over half (52%) of firms with $250+ million AUM have one.
That doesn’t mean firms without a plan are simply too small or don’t prioritize growth.
Our experience suggests that firms often lack a cohesive marketing plan because they have something else that (imperfectly) stands in for one. The marketing plan exists to organize complex, multi-channel efforts. Many firms feel they don’t need that because they have one of the following:
These typically lead to internal confusion and frustration. Executives feel unsure about what marketing is doing; growth leads or RIA principals struggle to keep track of fragmented marketing efforts; and advisors or marketing teams are buried in ad hoc tasks that rarely compound into significant results.
A plan pays off at two levels: your advisors get clarity about where their time goes, and the wider firm gets better ROI and more efficient execution.
Compared with an ad hoc approach, the plan helps you achieve:
When a plan is properly built, each element supports the others, so the impact compounds. Insights from one campaign sharpen the next. A webinar, for example, can feed your email nurture sequence, which in turn fills your consultation calendar. Rather than selecting isolated financial planning marketing strategies, you’re choosing ones that feed each other.
Planning ahead lets your team spot bottlenecks before they stall a launch. You can also be strategic about production, building assets for several campaigns at once so your writing and design budget goes further.
That matters, because advisor time is your most expensive marketing input. Kitces estimates that 68% of marketing costs for the typical practice come from advisor and staff time, not hard-dollar spend.
A plan lets you set a budget based on realistic long-term expectations. Measure ROI at set intervals, and you'll have the evidence to secure more money for what works or cut what doesn't.
Many compliance headaches come from a lack of preparation. With a plan, you can pre-approve content topics and core messages, then send ads and blogs for review well before they go live. We'll show you how in the framework below.
Marketing often feels like a black box, both to leadership and to the advisors asked to support it. A plan changes that. You can show how specific decisions led to specific outcomes that influenced revenue and AUM.
Our team has helped RIAs of many sizes, with many strategic priorities, to develop marketing plans. We’ve evaluated the results, identified what works, and created a repeatable five-step process that will help you build and deploy an effective plan.
Note: To illustrate each step, we'll follow one example throughout: a firm aiming to add 15 new client households and grow AUM by 8% over the next 12 months.
Start with a real business need, not a marketing activity. "Post on LinkedIn twice a week" is a tactic. “Add 15 new client households this year" is a goal
Next, define who the goal is for. Fifteen new households means little until you know which clients you want, whether that's business owners nearing an exit or high-net-worth individuals with $1M+ in investable assets. If you're pursuing more than one goal, rank them so campaigns don't quietly compete for the same budget.
Objectives are the measurable outcomes that add up to your goal. Each one should be something marketing can directly influence and track.
For our example firm, three objectives might look like this:
Then work backward to size each one. How many consultations does it take to win a household? And how many qualified leads does it take to book a consultation? Use your own conversion data wherever you can, since industry averages span too many niches to fit your firm.
This is where objectives become campaign plans, each with a clear audience, message, channel mix, and budget. Here's how that might look for our example firm:
|
Objective |
Strategy |
Example tactics |
|
Increase organic visibility |
Publish content around the questions your ideal clients search (financial advisor SEO) |
Service pages, a pillar article with supporting blogs, local SEO |
|
Generate more COI referrals |
Formalize relationships with the professionals your clients already use (COI marketing) |
Co-hosted webinars, a shared planning checklist, quarterly partner check-ins |
|
Build a consistent nurture program |
Stay useful with education-first content |
A gated guide, a monthly newsletter, a welcome email sequence |
Underpinning all three is your website. Every tactic sends prospects there to check you out, so a site built to convert is foundational.
Two principles are worth building in from the start:
Put every campaign on a calendar: when production starts, when it goes to compliance, when it launches, and when it ends. Align your themes with the advisory year, such as tax planning in spring and planning conversations at year-end.
Compliance belongs in this step, not at the finish line. Decide how you'll handle reviews, referral programs, and awards while you plan, not when an ad is ready to launch. Two sets of rules shape that work:
A plan that never changes becomes a strategy document nobody reads. Set your review rhythm before you launch anything.
This cadence works for most firms:
Kitces counts refining the plan at least quarterly as one of its markers of intentional marketing. Focus on the numbers that matter: new households, funded assets, and revenue, not likes or impressions. Tracking where prospects come from makes that possible, and Schwab found that 85% of top-performing firms track inquiry sources, compared with 71% of other firms.
Go back to the question we started with: what will your marketing be doing in three months?
With a plan in place, you'll have a confident answer. You'll know the campaigns, their objectives, the compliance deadlines behind them, and the meeting where you'll decide whether they worked.
But we know building that plan alongside client work is hard. A good first step is our free GOST Framework template, which walks you through your goals, objectives, strategies, and tactics.
If you'd rather have the plan built and run for you, that's where we come in. As a wealth management marketing agency, ProperExpression helps RIAs connect growth goals to campaigns, budgets, and measurement.