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Everyone finds themselves in a crowded field.  There are plenty of insurance professionals and other financial professionals around.  If you want proof, look at the Chamber of Commerce membership list. Count the bankers, financial advisors and insurance agents.  How do you establish your brand? Stand out in a crowded field? You need an action plan.

Behold, an action plan

These nine steps should help you develop a strategy to brand yourself.

1. What differentiates your firm from the competition?  You need to build a list of at least ten measurable reasons why you are different from the other guys with a big building.

This is easier than you think. Get a copy of the firm's annual report. How long has the firm been in business? How much does the firm have in assets?  How many company retirement plans? What awards has the firm won? You can put together a compelling story why doing business with your firm is a "step up."

2. What differentiates you from other agents and advisors?  It's time for introspection.  What do you do really well? This might involve looking at your longest running client relationships.  This communicates stability.

What professional certifications have you earned? What's your specialty?  What languages do you speak? How long have you been in the business? What do they mean to regular people?  How involved are you in the community? What are you doing to give back? You are a professional.  You have experience. You specialize.

3. Where is there room for improvement?  If the above point listed strengths, now it's time to look at weaknesses.  Put another way, what do you need to do better?

You might determine the majority of your competitors have the Certified Financial Planner (CFP) designation.  Prospects have asked: "Are you a CFP?" Maybe this means you should earn that designation? Looking back to the point above, if you don't give back to the community, now is the time to start.  Although you don't broadcast it, you know what you need to do.

4. Package your strengths as a story.  You know what you have that others don't.  This becomes the story you tell prospects. If you were a realtor, it might be having the highest closing rate in the office.  You get things done.

You are actually developing two packages.  The first is a few reasons why the prospect wants to do business with the firm.  The second story is why they should do business with you.

5. Who is your market?  What are their needs?  Who is your ideal client?  You won't turn away business, but it's tough to be all things to all people.  Look over your book of business. Find commonalities.

Do you help lots of teachers?  How? Planning for retirement? These people have specific needs. What are they?  Now write out a profile of your ideal client.  They are your niche. Compare what they need to what you offer, which you developed in step four.

6. Discuss the subject with current clients.  Good clients want to help you succeed.  Just by explaining the strengths of you and the firm might lead to business.  Talk about your ideal client. Ideally, they and their friends fit that profile.

They might add strengths you didn't think about. Get feedback, good and bad.  Do clients agree with your strengths?  Have they suggested other areas of improvement?

7. Continue developing your story.  Now you have client feedback.  You start thinking: "I should add that!" and "I'm not being clear about this part."  Take steps to address those areas of needed improvement. You now have feedback.  Polish your story.

8. Determine how you will deliver your story.  This isn't an elevator speech.  It's establishing credentials and setting the stage for what happens next.  How will it be used? At client/prospect dinners? At the first prospect meeting?  As your seminar introduction? Think about when you initially engage with prospects.  When will you use your story?

9. Role-play telling your story.  Words sound different when spoken compared to hearing them in your head.  Spoken aloud, you might say: "That's not me,"

Better this happens with the guy at the next desk than your biggest client.  Practice with people in the office.  Do it at least six times with peers and another six with friends.

10. Utilize the story with prospects and clients.  It's showtime.  Use it with clients, prompting them for referrals to people who need this kind of help.  Let prospects hear how you add value. Start telling your story.  You will get better and better over time.

Consumer products have brands.  Actors are sometimes classified as character actors, performing certain roles well.  Automobile brands project an image. Your brand needs to do this for you.

Bryce Sanders is president of Perceptive Business Solutions Inc. He provides HNW client acquisition training for the financial services industry. His book, "Captivating the Wealthy Investor" can be found on Amazon.

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