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• Name given to a new way to manage client relationships that originated in one of Merrill Lynch’s
Indianapolis offices.

• A strategy set at the top.

• Father of SUPERNOVA- “Rob Knapp”.

Merrill Lynch’s Mid-West District.
Process of Supernova
• Supernova was spread through road show presentation.
• Knapp used two part pitch to “Sell” supernova.
1. The ultimate client experience.
2. Plan process and discipline.
 It was service orientated not transaction orientated.
3 Critical Aspects SuperNova Promises

1 • 12 monthly contact You will have a multi-

• Quarterly portfolio report
12-4-2 generation financial plan in
Frequency and quality of • Biannual face to face
meeting place.
• Rank by revenue generation
• Rank by assets
2 Segmentation
• Willing to work with
• Reduce 550 to 200 clients You will be contacted by
Rapid response to
your FA at least 2 times
problems • Client associates support
Organization • Folder system
every year
• Reduce administrative work
3 You will receive rapid response,
hearing from us in 1 hour, and
Attention to details • Using referrals
Acquisition • Spend 2 ~4 hours to having
acquire new customers
• Was the supernova description of what client’s minimum annual
contact with their financial advisor should be :
• 12 monthly contacts
• 4 were portfolio reviews
• 2 were face-to-face meetings
• Predicated upon the completion of a financial plan for the client at
the beginning of the relationship.

•Supernova provides administrative support.

•Administrative support through Client Associates by way of daily Folder System.

•Each folder clients details.

 Service promise
• You will have a multi generation financial plan.
• You will be contacted by FA at-least 12 times every year.
• Response within one hour and resolution within 24 hours
(The final part of supernova)

•Each year FA to acquire some new, high-quality clients .

•Least promising clients displaced by new clients to another FA,

or Financial Advisory Canter .

•FA find 2 to 4 hours everyday for client acquisition, which FAs found
more adequate.
Why FAs should adopt Supernova

• Increased compensation

• Greater client loyalty

• Greater level of organization of work

• Payment by Merrill Lynch for those clients sent to the center

Challenges to implementation
1. Economic backdrop
2. Politics and Recognition
3. Organizational Leverage Points
4. Follow Up/supports
5. Client expectation
6. Changing Role of some FAs
7. Misinterpretation
9. FA Nature
10. Inclusion of client associates