B2B Sales 101: Winning the Hearts of Administrative Assistants

101 winning

Making Nice With the Gatekeeper Gives You A Better Chance of Getting Through to the Boss

They call them the Gatekeepers, the Silent Sentinels, the Frontline Facilitators. Administrative assistants are the backbone of every organization. From the legal office receptionist in your small local town to the corporate assistants in bustling cities, these individuals work behind-the-scenes, quietly executing executive tasks and injecting their influence into every department they touch.

Assistants can grant access to opportunities, including coveted face-to-face time with high-level leaders. With a swift click on a calendar, they can make a sales rep feel incredibly lucky or disappointingly flat.

What’s the best way to ensure you’re one of the lucky ones? Why, by cracking the Gatekeeper Code, of course.

Techniques to Avoid

The Fast-Talking Bypass: When an administrative assistant answers a direct-line phone call, try not to hurriedly ask for the person you originally dialed. If that person were available, you would be speaking with them. Take the time to introduce yourself, ask the assistant how he or she is, and then inquire what the best way would be to get in contact with the boss.

The Voicemail Veto: The assistant you refused to leave a message with will be the same one listening to your voicemail. Try not to put a bad taste in the assistant’s mouth by demanding to be sent to voicemail. You don’t want his or her translation of your message to be tainted by negativity. When an assistant says, “Can I take a message?” go ahead and leave one. Save personal, confidential messages for in-person, direct communication.

SEE ALSO: LinkedIn is Better For B2B Networking

The Electronic Snub: When emailing, ask the leader if they have an assistant they’d like you to work with. When you know of an assistant, go through that person when sending out scheduling inquiries. To review: when an assistant is an option, use them first. Sending a scheduling inquiry directly to the boss will clog up the inbox and cause you further delays. Assistants schedule meetings, and while they may need to get approval for your meeting, they can certainly get in front of their boss quicker than you.

The Title Tantrum: When your clients are other businesses, it’s important to remember your title doesn’t mean nearly as much to them as it does to you. You may be the director of your region, or the CEO or founder of your business, but to the person on the other end of the line, you may as well be another stranger on the street. Do not expect your title to speak for you. Basic human considerations, such as saying please and thank you, will win more hearts than an air of entitlement.

The Liar Liar Pants on Fire: Lying to an assistant to get on an executive’s calendar is like nailing a lid on your coffin. Once the assistant catches on to what you’re doing (which, believe me, will absolutely happen by the time you arrive to meet with the executive), you’ll be forever stashed in the “untrustworthy” bucket. This is not a nice place to be when trying to schedule follow up meetings or project implementation sessions.

SEE ALSO: 6 Tips For A Perfect Sales Presentation

The Communication Choke: Leave a message, shoot off an email, and then please, please, please, just wait. No need to later call the assistant, then call the executive’s line, then send an email to the assistant, then send another email cc-ing the boss. You may think you’re pursuing all possible avenues, but to assistants, you’re undermining their ability to do their job. Give them a nice, polite window of time and then follow up—without tattling on them to the boss.

Techniques to Embrace

The Sweet Talker: There is absolutely nothing wrong with using an A-game sales mentality with an administrative assistant. They are people, too, and often susceptible to the same ego manipulation techniques executives are. Be polite and inquisitive, speak clearly, use eye contact if you’re in person, complement them, and thank them for their time. Making yourself memorable (in a positive way) is key.

The Personality Player: What is your personality power? Do you have a great sense of humor? A quick, dry wit? Are you wonderful at reading people? Can you tailor your mannerisms to meet someone else’s preferences? There’s a reason you are wonderful at selling your business. Capitalize on your passions, strengths, and uniqueness, and let the assistant see you do it.

SEE ALSO: Prepare for Your Next Meeting With LinkedIn

The Resourceful Renegade: Never underestimate an assistant’s ability to assist. They are the eyes and ears of their organization and often fully understand the operational tasks, requirements, and responsibilities of their leaders. They can also steer you in the right direction when you’ve called the wrong place. Try asking them for help. They can provide golden nuggets of information regarding staffing size, technology needs, or current vendor relations. Even if you don’t get to the boss that day, these tidbits of knowledge are invaluable.

The Candy Shoppe: You will occasionally find an assistant who doesn’t like chocolate. Take the risk. The gift will be remembered long after your face is forgotten. Sure, you may not want to be known as “The Vendor Who Brought Me a Basket of Chocolate-Covered Strawberries,” but leaving a good impression increases the chances of being called by your actual name someday by the executives who approve your invoices.

SEE ALSO: Your Sales Tactics Are Boring

The Graceful Defeat: Sometimes the fish just don’t bite. Every now and then, you’ll be turned down. Maintain your professionalism and ask if you can follow up in six months. Reach out through LinkedIn, both to the executive and the assistant. Send a holiday greeting to remind them you’re still around. Sometimes the business isn’t wanted, but the person behind the business is. Keep all avenues open by accepting your product may not be wanted now, but may be wanted later. When the need arrives, who is the executive more likely to turn to, a never-heard-of, dull sales caller or the nice vendor who sent a card at Christmas?

When your goal is to communicate with the executive, never pass up the chance to win the heart of the assistant. Money has been made and agreements signed soon after hearing the words, “Remember that woman who brought us Starbucks a few weeks ago? What’s her number again?” Guarantee your digits are dialed by solidifying your relationship with the one person who records, maintains, and organizes such things…the assistant.

Source: http://www.brijj.com/group/head-vp-gm-sales–link–B2b-Sales-101-Winning-The-Hearts-Of-Administrative-Assistants?eid=3769634


3 Questions That Will Motivate Your Employees BY LAURA GARNETT

Forget money or touchy-feely stuff. These three clear questions will change the way staff approaches work.


We all want to be motivated — and, as entrepreneurs, we love the idea of being able to motivate others. That’s great in theory, but it’s not always clear how to accomplish this within the day-to-day grind of a fast-moving business. What’s a busy entrepreneur to do?

It’s a widespread problem: According to Gallup’s most recent engagement research, 71 percent of Americans are “not engaged” or “actively disengaged” in their work. Those workers are less likely to be productive.

The traditional methods — higher pay, for example — produce mixed results. As Tomas Chamorro-Premuzic writes in Harvard Business Review, “If we want an engaged workforce, money is clearly not the answer. In fact, if we want employees to be happy with their pay, money is not the answer. In a nutshell: money does not buy engagement.”

So if the evidence is convincing, that higher pay doesn’t motivate, what does? The science tells us that intrinsic motivation, when there is interest or enjoyment of a task, is what really drives satisfaction at work. Dan Pink, author of the book Drive: The Surprising Truth About What Motivates Us, says there are three key drivers of motivation: autonomy, mastery, and purpose.

The problem is that most people don’t know how to create intrinsic motivation for themselves, much less be able to ask for it from their bosses. On the flip side, as bosses, trying to motivate can seem like an endless rabbit hole that’s far easier to ignore than to dive into. Instilling mastery and purpose seems too touchy-feely, and granting employees autonomy seems scary.

Motivation is a goal that ultimately falls into the hands of an individual — there’s only so much you can do as a boss, after all — but it’s important to create an environment where full motivation is possible. It’s your job to be the catalyst.

With that in mind, I have created a few easy questions that can make the task of motivating employees more standardized and manageable. Try asking your team these questions once a month — and create a regular dialogue that keeps the topic of motivation front and center.

1. What has been the most exciting work experience for you this month and why? 

2. Do you consider your current role your ideal job? What more could you be doing that would benefit the business — and make the experience more enjoyable for you in the process?

3. Do you feel that you get purpose from our mission and vision? If not, tell me what gives you purpose — and how you can leverage that mission for our business.

Use these questions as a catalyst for conversation. Let your employees know that its OK to not feel motivated; you can’t improve motivation without talking about it. Let them know that you are there to engage in the conversation and support them in doing their best work. Encourage them to come to you each month with ideas on how to increase their interest and motivation. To stay away from the touchy-feely, ask for specificity. Request that they bring projects, ideas, and a personal mission statement that aligns with the company’s.

If an employee is consistently unmotivated and dispassionate, it will soon be apparent to both of you that there isn’t a fit. However, more often than not, the conversation will catalyze employees to motivate themselves with the company goals in mind — which, at the end of the day, is your goal too.

Read more: http://www.brijj.com/group/entrepreneurship-and-venture-capital–link–3-Questions-That-Will-Motivate-Your-Employees?eid=3769242

How To Be A Better Leader By Rewiring Your Brain BY WILL YAKOWICZ


Controlling the way your brain responds to emotions isn’t as complicated as it sounds. A psychologist explains the steps that will change your behavior.

As a leader, you can’t let emotions like stress, fear, or anger control your behavior. Although it takes time to perfect, there are ways to control your negative emotions and guide your responses.

Dr. Casey Mulqueen, a psychologist and the director of research and product development at leadership training company Tracom Group, says executives can leverage psychology to be better leaders and get more out of their employees. Mulqueen, who has done consulting work for companies ranging from Victoria’s Secret to Lockheed Martin, trains executives to harness what he calls “Behavioral Emotional Intelligence.” The concept is based on Emotional Intelligence (EQ)the ability to recognize, understand, and control your own and others’ emotions.

Behavioral Emotional Intelligence (BEQ) goes one step further–it is the ability to recognize and understand the emotions you and others are feeling and behave appropriately. To illiustrate the difference, if a manager sees that an employee is depressed, his emotional intelligence is only valuable if he does something to help.

The human brain automatically reacts to physical or psychological threats by releasing hormones. It’s a fight-or-flight response that’s a remnant of our evolution from primates, Mulqueen says. When the  hormones are released, it’s hard to control your actions. But Mulqueen says that you can “effectively fight your own evolution” and “rewire your brain” to act appropriately by “recognizing your automatic responses, labeling them, and figuring what you have control over in the situation.” Once you’ve mastered these techniques, you can lead by example to foster BEQ among your employees.

Check out Mulqueen’s tips on how to recognize your emotions and control your behavior below.

Engage your prefrontal cortex.

Mulqueen says that the amygdala, the part of your brain that releases stress hormones, activates whenever our grey matter registers a physical or psychological threat. This can happen if a colleague puts down your idea during a company meeting, if someone yells at you, or if you’re doing a presentation and are afraid of public speaking. To battle this automatic response you need to engage your prefrontal cortex, the area of the brain responsible for logical reasoning and problem solving, while you’re in the situation and before you respond. He suggests you slow down, think about what just happened, dissect why, and rehearse a response. “These two parts of the brain are directly linked and what you do is train your prefrontal cortex to clamp down and control the amygdala so you don’t have a stress response,” Mulqueen says.

Write down what you’re grateful for

Every employee wants a grateful leader. But since the human brain suffers from what psychologists call “the negativity bias,” where we are more attuned to threat than opportunity, you may have to work at firing up your feelings of gratitude. “This sounds a little funny and soft, but it is grounded in research: One of the best ways to increase your personal optimism and happiness is to keep a gratitude journal,” Mulqueen says. “Every day you write down three things that went well during the day and what you’re grateful for. Believe it or not, research shows it’s one of the best ways to increase optimism and happiness.” So every time an employee does a great job, for example, send them an email expressing your gratitude for their hard work.

Give back.

Mulqueen says giving back to your employees is another important behavior that helps to change your mood and attitude. “One way to give to other people is to be a mentor to them. You have become a leader for a reason–you have skills, education, and experience you’ve developed over time. You can give some of this to an employee who just graduated college, who doesn’t have any of that and is just flying on their own,” he says. “Spend time every week, or every couple of weeks, giving yourself to that person. Answer questions, talk about your experiences. Your time is a profound gift to someone else. The act of giving also helps you improve your optimism and outlook.”

Source: http://www.brijj.com/group/entrepreneurship-and-venture-capital–link–How-To-Be-A-Better-Leader-By-Rewiring-Your-Brain?eid=3769252

Financial Services certifications – CWM (an NISM accredited certification), CTEP and CFOS

As you know the Financial Services market have been volatile in the past few years and  the investment options for investors have been changing with the changing economic conditions. Customers are looking at multiple asset classes and not just Mutual Funds and Insurance. To be able to provide clients with informed options one needs to continuously invest in upgrading ones  KNOWLEDGE. 

Keeping in mind the changing market we offer 3 international certification programs which are very relevant for different segments of the wealth management business in the country :


Chartered Wealth Manager – CWM is a comprehensive wealth management certification covering all asset classes. It is far more relevant than just a CFP. A comparison is also attached. CWM Certification is approved by NISM as an accredited certificate for the Financial Advisory Services in India under the SEBI (Investment Advisers) Regulations.*  (In comparison to NISM certification CWM-Experience pathway has only 1 exam and no exam every 3 years)

  • NISM accredited certification
  • Accredited from American Academy of Financial Management (AAFM) USA
  • The most comprehensive wealth management certification in the country
  • CWM curriculum covers all asset classes, unlike CFP, like investments, insurance, capital markets, PMS, real estate and other soft side issues like behavioural finance, relationship management
  • For RMs with 3yrs+ experience only Level 2 examination required
  • Training mode: Self Learning, Webinar, Classroom
  • If you are a company then you should join AAFM as a corporate member (Free) to get special pricing benefits to your employees
  • Use CWM after your name on your Business Card and on your promotional materials
  • Target group – Relationship Managers in Wealth Management/Private Banking, Product Heads, Business Heads, Senior Executives from Wealth Management, Private Banking, Family Office, Advisory firms, Banks, NBFCs, Broking houses, Mutual Funds, Insurance, Distribution houses, Independent Advisors who manage HNI clients


Chartered Estate and Trust Planner – CTEP is the only Trust and estate planning certification in India which captures all the elements for making a Will, Trust, Succession etc

  • Accredited from American Academy of Financial Management (AAFM) USA
  • Content fully customised for Indian market
  • The only course available in India for Trust and Estate planning
  • The curriculum for CTEP encompasses trust and estate planning concerns of resident and non-resident clients and families. This core group of topics focuses on the major functional issues of high net-worth consulting, ranging from tax, finance to law.
  • CTEP curriculum includes Estate Planning, Taxation, Legalities, Trust planning etc
  • Use CTEP after your name on your Business Card and on your promotional materials
  • Training mode: self learning, Webinar or 3 day boot camp
  • Special launch pricing
  • Target group – Trust Officers , Financial Planners, Family Office Managers, Private Bankers, Wealth Managers, Retail Branch Managers,  Relationship Managers


Chartered Family Office SpecialistCFOs is a comprehensive Family office certification in the country. Family Office is a growing segment and we are one of the only companies offering this US certification in India

  • CFOS is an accredited program from the family Office Institute (FOI) USA.
  • Enhance knowledge base to successfully manage and operate a family office.
  • The CFOS designation will distinguish its members as it represents the premier standard for family offices.
  • Achieving CFOS designation requires one to demonstrate competence in successfully managing a family office.
  • This premier designation conveys a message to your clients and other advisors regarding both your technical skills and your due diligence obligations.
  • Training mode: Blended Elearning, Videos, Webinar
  • Special launch pricing
  • Use CFOS after your name on your Business Card and on your promotional materials
  • Target group – Family office personnel, Wealth managers, Financial planners, Estate planners, Chartered Accountants, CFPs, Investment Advisors, IFA’s and other financial professionals

If you are interested in any of the above certifications then do give Santosh a call at 9004616039 or email him at santosh@infinitemyriaads.com and he will assist you in the registration process

Education providers should consider changing India’s needs


Education providers should consider changing India’s needs Rukmini Banerji , Hindustan Times New Delhi, February 03, 2014
Private Schooling in India: A New Educational Landscape

Since 2005, the Annual Status of Education Report (Aser) has been tracking schooling status and learning levels of a representative sample of children in each rural district in the country. One of the most distinct trends from this nine-year stretch of annual data is the increase in private school enrolment.

In 2005, the rural all India figure of children (age 6-14) enrolled in private schools was 18.7%. By 2013, this has risen to 29%. Clear geographic patterns are also visible. Private school enrolment is high in the north. All states from Jammu and Kashmir to Rajasthan and Uttar Pradesh, private school enrolment today ranges from 30% to 50%.

In the Northeast too, apart from Tripura, private school enrolment is high and growing. A decade ago half of all children in Kerala went to private schools, now it is seven out of 10. In all other states where private school enrolment was low a decade ago, a clear increase is visible. Where private school enrolment is low, private tuition is high, even in early grades. For example, in 2013, close to 70% of children attended paid tuition in Class 1 in rural West Bengal.

Putting together the private school enrolment figures and the data on tuition, it seems like close to half of all children in elementary schools in rural India get some form of private inputs into their schooling process.

Interestingly, while the debate on private schooling is polarised between euphoria and despair, the reality on the ground is actually much more mixed. Evidence points to two facts. The fraction of children in private schools who attend paid tuition classes is substantially higher than that of similar aged children in government schools — implying that parents of private school going children do not depend on private schools alone.

Studies using ASER data as well as other independent studies show that controlling for family background, parental education, additional expenditures on schooling and other factors much of the difference in learning outcomes between children going to private schools and government schools goes away.

So, how does one interpret all this data? Three immediate points come to mind. First, it is crucial to remember that regardless of school type, across the board, basic learning outcomes are very unsatisfactory. In 2013, even in a relatively high-performing state like Himachal Pradesh where 34% children attend private schools, there are still 25% children in Class 5 in private schools who could not read basic Class 2 level text. The comparable figure in government schools is 35%.

So even in private schools in one of India’s best performing states, a significant proportion of children after five years of schooling did not know the basics. This is a hard fact. What this points to — is the urgent need to take a serious re-look at how teaching and learning is organised, supported and delivered in private schools as well.

Second, parents seem to assume that ‘more is better’. With rising ambitions and aspirations, parents want more schooling (more years, early enrolment into formal schools) and more inputs (private enrolment, paid tuition) in the hope that it will lead to better outcomes. While the results from private schools may be marginally better, parental hopes and investments are certainly not being realised either in terms of learning outcomes or in terms of future livelihoods.

Third, in many ways, government is like parents. Although government priorities are now changing, for years the assumption has been that more teachers, more teacher training, more qualifications, more infrastructure, more entitlements will lead to better eventual outcomes. While this approach may have brought universal schooling it has not led to learning for all.

What is obvious though is that people in India are making strategic choices. Choices are based on available resources and information and on calculations about the potential and future of each child. Parents use interesting ‘blended’ strategies combining public provision of schooling with private inputs for enhancement.

Whether government or private, education providers need to have a deep rethink about what is needed for a changing India. At the household level or at the country level we spend substantial proportion of scarce resources on our children’s education. Our top priority should be to clearly define what we want our children to learn by what stage and then organise the allocation, provision and regulation of the education system in line with what delivers the best outcomes for all.

Large-scale models of effective delivery needed to be guided by evidence on ‘what works’. If the law of the land is to be truly followed, then education and learning need to be guaranteed in all schools — whether private or government. Otherwise, the implications for both equity and growth will be severe.

Rukmini Banerji works with Pratham and leads the Aser effort

The views expressed by the author are personal

– See more at: http://www.hindustantimes.com/comment/analysis/education-providers-should-consider-changing-india-s-needs/article1-1180062.aspx#sthash.NKf7ZXop.dpuf

View Our Kids Learning Programs : MYRIAADS KIDS PROGRAM

5 Essential Lessons From Entrepreneurs

Mike KacsmarMike Kacsmar, EY

There’s a lot to be learned from entrepreneurs, — the men and women who lead, who change, who empower business, the economy and communities alike. Our team has spent the past few months speaking with entrepreneurs and sharing their insights with you through EYVoice. While they’re among the most diverse group of people you may ever meet, our conversations proved that there are a lot of commonalities among them. Here is a summary of what we learned:

Who you surround yourself with matters. Entrepreneurs tell us that more often than not, your employees are in your corner, so treat them well. “Employees want to make a difference,” said Steve Dabrow, third-generation owner of Chelten House Products. “Give them the opportunity and support to do so.”

Follow your heart … and your gut. Entrepreneurs achieve success by following their passions and doing what they know, deep down, is the right thing to do. This is true whether they’re talking about business plans, hiring strategies or product lines. Ben Lerer, Co-founder and CEO of Thrillist Media Group, may have said it best when he told us, “As long as we stay true to our gut, we’ll keep going in the right direction.”

Embrace your mistakes. Few of the world’s most recognizable entrepreneurs knocked it out of the park on their first try. For some, it took many tries before they hit on a strategy or idea that would really make people sit up and take notice. But the key, most agreed, is not to dwell on mistakes as tragic events. Instead, embrace them as opportunities for growth. “Every decision we’ve made along the way has brought us to where we are today. We have learned invaluable lessons, and I don’t think (we) would want to miss out on those,” said Natasha Ashton, Petplan , Inc.’s Co-founder, echoing what we’ve been told by many.

source: EY.com

source: EY.com

You’re not in it for the money. I often ask people, what made you become an entrepreneur? It’s rare that anyone tells me that they did it to become rich. Entrepreneurship isn’t a retirement plan. It’s an inbred trait that you either have or you don’t. And those that don’t force it are the ones we’re honoring each year at our Entrepreneur Of The Year galas. One solid way to explain it comes from Daniel Lubetzky, who founded KIND: “I don’t think it was ever a conscious decision to become an entrepreneur. I think I’ve always had the mindset and inclination to start things. I like to think about issues or problems in the world and try to figure out if I can create a solution … that is both economically sustainable and socially impactful.”

Know when to take advice — and when to leave it. Good entrepreneurs recognize that they don’t know it all, and find advisors that can fill the gaps. We’ve heard tales from those who gave great accolades to everyone from parents to board members, and even the professor who really forced an entrepreneur to press “pause” and rethink his strategy before moving forward. But we also heard from those who made consulting or hiring mistakes that resulted in misguided plans and recommendations. The takeaway is the same: listen to those who know what they’re talking about and don’t be afraid to move past those who don’t. “A CEO’s most important job is being a great people picker,” David Weinreb, CEO and board member of TheHoward Hughes HHC -0.43% Corporation, told us. “Over the course of my career, I have made it a focus to build a Rolodex of best-in-class people in their specific disciplines.”

Tell me: If you’re an entrepreneur, what are your greatest lessons learned? And if you’re not an entrepreneur, what has an entrepreneur taught you? How have you carried these lessons with you?

Our Website: Infinite Myriaads Corporate Training Programs Providing Company in Mumbai


financial coursesFinancial Courses are offered in India at various levels. There are courses after intermediate, after graduation and after masters. Some of the courses are also offered as skill enhancement programs for working executives. These financial courses can be grouped in different ways there are statutory courses that are offered by bodies set up by acts of parliament, courses offered by various universities in India, courses offered by foreign boards by setting up representative boards in India.

The financial courses offered in India relate to:

1.   Personal Finance

2.   Corporate Finance

3.   International Finance

4.   Financial Management

5.   Specialized Courses

Through these courses, students learn how finances, investments and the economy affect a company and an Individual

We have enumerated the all of the above type of courses and provided links to the website of the institutes that offer the best programs in the above domains of finance.

persinal financePersonal Finance

Personal Finance means finance related to individuals. In personal finance courses the participants are taught How to manage finances of an Individual? The participants learn to create personal financial statements, analyze finances of individual, advice individuals on managing their finances in order to meet their financial goals. In a personal finance course, students learn how to counsel individuals on money-saving techniques and budgeting. Personal finance topics covered include auto loans, mortgage loans and budgets. Taxation, including saving money to pay taxes and getting the most out of deductions, is also covered.

Personal Finance Courses can be taken after intermediate or graduation but it is advisable to pursue these programs after graduation. As the level of intellectual ability and pre-requisite knowledge required to pursue these programs is such that a graduate or students nearing completion of their graduation are better placed in doing so.

Courses in Personal Finance:

1. Chartered Wealth Manager® (CWM®)

2. Certified Financial Planner® (CFP®)

corporate financeCorporate Finance

Corporate Finance deals with managing and analyzing finances of a Company or a Business. In corporate finance the sources and uses of funds is dealt for. In a corporate finance course the students learn maximize the wealth of the shareholders of a company by finding out best source of capital and also learn how best to deploy this capital for long term profit maximization for a company. Students learn about possible financial problems, such as the cost of capital and the risk of investing in a certain product or company.

Corporate Finance Courses help the students develop skills in Financial decision making for a Company including capital budgeting/corporate investment, capital structure, corporate sources of funding, dividend policy and corporate contingent claims, international finance, and financial risk management. Some areas of corporate finance that are also very important are leasing, mergers and acquisitions, working capital management, standard theories of risk and return and valuation of assets.

Corporate Finance Courses can be classified into:

A.   Banking Courses

B.   Analytical Courses

C.   Financial Management Courses

D.   Financial Modelling

Some of the Prominent Corporate Finance Courses are:


1.     JAIIB & CAIIB Programs from IIBF


















1.   Chartered Accountancy Program (CA)

2.   Cost Accountancy Program (ICWA)

3.   Actuaries by Actuarial Society of India

Specialized Courses in Finance:

There are specialized courses covering a particular niche of finance.

Mergers and Acquisitions


Technical Analysis


Best financeChartered Wealth Manager® (CWM®): The CWM® Program is offered by the American Academy of Financial Management USA. There are over 50,000 CWM Certificants all over the globe occupying top positions in the Wealth Management and Private Banking sphere. The program is offered in India byAmerican Academy of Financial Management India set up by AAFM USA.

The program covers both Indian and Global content. It prepares the participants in the art and science of managing wealth of Ultra Affluent Clients. The participants build skills in managing local investments as well as global cross border investments.

The program curriculum is divided into 2 levels; level 1 is the foundation level and level 2 is the advanced level.

The program is offered through Authorized Education Providers of AAFM India which include organizations like ICICI Direct, Indiacan a Pearson and Educomp Company etc.

CWM® is the highest global designation in wealth management globally and opens doors for International Jobs in top Banks and Financial Institutions.

The program can be pursued after intermediate but the participants need to have passed graduation to be awarded the CWM® designation.

The program can be completed in 3-6 months.

Certified Financial Planner CM (CFPCM): The CFP program is offered by Financial Planning Standards Board based in USA. The program enables the participants to learn Financial Planning for individuals. The program is divided into six modules and a participant needs to clear five examinations to qualify for the program.

CFP program is the highest global designation in Financial Planning which equips participants to advise individuals in planning for their financial goals.

Students need to be intermediate with 3 years of work experience to be awarded the CFPCM Designation.

cwm vs cfpDifference between Financial Planning and Wealth Management

Wealth Management is an advanced area of Financial Planning incorporating Financial Engineering, philanthropy, tax issues and portfolio management. The Professional Sequence in Wealth Management provides financial planners with the training to help wealthy investors navigate their particular challenges and opportunities.

Difference between CWM® CFPCM and CFA

Chartered Accountancy (CA): It is one of the most widely sought after finance professions in India. A practicing CA is guided by the rules of Institute of Chartered Accountants of India ICAI and has got the legal right to file for Income Tax Returns ITRs of clients and doing audit of companies. CAs earn hefty fees for the services rendered. CA is a sure shot way of getting a job or starting your personal practice because the economic scenario implies that there will be new businesses opening every time and it is compulsory under government regulations for a company to get audited by a CA.

This course is a optimum blend of practical and theoretical education. It consists of three levels of examinations and three years of practical training under a practicing Chartered Accountant. The Chartered Accountancy course is considered to be one of the rigorous professional courses in India. Preparation of CA happens in multiple phases and if pursued seriously it can be cleared in around 4 years.

The first level of examination for CA: The CPT or Common Proficiency Test is the first level of Chartered Accountancy examinations. A person can register for CPT after completing Grade 10 and take the exam after completing High School (Grade 12).

The second level of examination for CA: IPCC or Integrated Professional Competence Course is the second level of Chartered Accountancy examinations. A person can take the IPCC Examination after passing CPT and nine months of study. IPCC has two groups of seven subjects. Group – I consists of four subjects and Group – II of three subjects. A passing grade is awarded if the candidate obtains 40% marks in each subject and 50% in the aggregate in each group.

The third and final level of examination for CA: CA Final Examination is the last and final level of Chartered Accountancy Examinations. Any person who has passed both the groups of IPCC, during the last six months of articleship can take the Final Examination. This exam consists of two groups of four subjects each. A passing grade is awarded if the candidate obtains 40% marks in each subject and 50% in the aggregate in each group.

Actuaries: Typically an Actuary uses financial and statistical techniques to solve real business problems, particularly that involving risk management. But what sets them apart from their counterparts in other professions is the natural mathematical, economic and statistical aptitude, awareness and the ability to apply these to situations in the real financial world.

The program is offered by Institute of Actuaries formerly known as Actuarial Society of India. The program has a total of 15 papers after the completion of which the person can get jobs in insurance sectors namely premium calculation, policy formulation or insurance marketing with an average package of around INR 50 lakhs. Actuaries have an added advantage that the person can do a job along with clearing the papers and each successive paper adds to the existing pay package the person is getting. There are around 200 fellow actuaries in India.

The Chartered Financial Analyst (CFA): Program is a professional credential offered by the CFA Institute (formerly AIMR) to investment and financial professionals. A candidate who successfully completes the program and meets other professional requirements is awarded a “CFA charter” and becomes a “CFA charter holder.”

The program prepares the participants in becoming proficient in Financial Analysis, Equity Research etc. The CFA charter is a qualification for finance and investment professionals, particularly in the fields of investment management and financial analysis of stocks, bonds and their derivative assets. The program focuses on portfolio management and financial analysis, and provides a generalist knowledge of other areas of finance. Additionally, the CFA charter has experienced increasing relevance and demand within corporate finance.

The basic requirements for participation in the CFA Program include holding or being in the final year of a university degree (or equivalent as assessed by CFA Institute), or having four years of qualified, professional work experience in an investment decision-making process. To obtain the charter, however, a candidate must have completed a university degree (or equivalent) and four years of qualified, professional work experience, in addition to passing the three exams that test the academic portion of the CFA program, as discussed below.

Candidates take one exam per year over three years (assuming a pass on the first attempt). Fees as of December 2009 for each exam range from $710 to $955, depending on the date on which the candidate registers to take the exam, plus an additional $400 to $480 for program enrolment for new members.

Website: http://aafmindia.co.in/FinanceCoursesinIndia