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Survey: 31 percent of decision-makers have a comprehensive financial plan
Fewer than one-third of household financial decision-makers have ever had a comprehensive financial plan, according to a recent survey from the Consumer Federation of America and the Certified Financial Planner Board of Standards, Inc. The 2012 Household Financial Planning Survey, released July 23, found that just 31 percent of financial decision- makers in the U.S. […]
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Fewer than one-third of household financial decision-makers have ever had a comprehensive financial plan, according to a recent survey from the Consumer Federation of America and the Certified Financial Planner Board of Standards, Inc.
The 2012 Household Financial Planning Survey, released July 23, found that just 31 percent of financial decision- makers in the U.S. have ever prepared a comprehensive financial plan or had one prepared for them. That leaves 69 percent without a comprehensive plan that takes retirement planning, insurance needs, savings, and investments into account.
Those with higher incomes were more likely to have a financial plan. Among decision-makers with household incomes of $100,000 or more, 55 percent had a financial plan, the survey found. Just 35 percent of those with household incomes between $50,000 and $99,999 had a plan.
The portion with a plan fell further to 25 percent among financial decision-makers with household incomes between $25,000 and $49,999. It dipped to 10 percent in the income bracket for earners in households making under $25,000 annually.
A misconception exists that financial planning is only for the wealthy, Kevin Keller, CEO of the Certified Financial Planner Board of Standards, Inc. said during a conference call to discuss the survey.
“This in my mind is both a problem and a challenge,” he said. “It is our job to educate consumers that there is something that they can affirmatively and proactively do, even in difficult economic times, and even if they’re not rich.”
Financial planning has its benefits, the survey found. Those with comprehensive plans are more likely to be confident about managing money, savings, and investments than non-planners — 52 percent of planners said they were confident, compared to 30 percent of non-planners.
Those with financial plans were also more likely to feel on pace to meet their financial goals. A full 50 percent of those with comprehensive financial plans did not feel behind on any specific goal, while only 32 percent of those without a plan felt that way.
“Those with a comprehensive plan, regardless of what their socio-economic statuses are, both feel better about the plan and do better as a result of having that plan,” Keller said.
Additionally, savings rates were higher for decision-makers with financial plans. Half of financial decision-makers with comprehensive financial plans reported saving at least 10 percent of their income. But only 27 percent of decision-makers without a plan met that savings rate.
“Developing a comprehensive plan requires one to think seriously about one’s finances,” said Stephen Brobeck, executive director of the Consumer Federation of America, during the conference call. “This planning requires one to assess not only their spending, savings, and use of credit, but also the complex relationships between their debts, savings, and investments. This comprehensive assessment can only improve one’s financial confidence and security.”
Changing planning/saving habits
Another portion of the survey compared consumer attitudes and habits in 1997 to today. For example, it found that 38 percent of consumers live paycheck to paycheck today, up from 31 percent in 1997.
This has affected saving for children’s college education, according to the survey. This year, 48 percent of families with college-bound children said they were saving for higher education, down from 56 percent in 1997.
But retirement investments did not follow suit with a large drop. This year, 49 percent of consumers said they had a retirement investment plan in place and were saving for retirement, only a slight dip from 51 percent in 1997.
Even so, more consumers expressed feeling like they’re falling behind in saving for retirement. Over half of consumers, 51 percent, said they felt behind in saving for retirement in 2012. Only 38 percent felt behind in 1997.
The importance and benefits of financial planning haven’t changed since 1997, Keller said.
“I’m struck with some interesting similarities when you compare the research of 1997 to today,” he said. “Those who plan do better and feel better than those who do not. That was true in the good economic times of 1997, and it is true today as our economy is recovering from a recession.”
The Washington, D.C.–based Certified Financial Planner Board of Standards, which grants certified financial planner certification, and the Consumer Federation of America, which is a Washington, D.C.–based association of nonprofit consumer organizations, jointly sponsored the survey. Princeton Survey Research Associates International conducted it.
The survey was comprised of telephone interviews with 1,508 financial decision-makers nationwide conducted between May 7 and May 20. Its margin of error is plus or minus 3 percentage points.
Contact Seltzer at rseltzer@cnybj.com
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Report: Employees waste money on poor benefits choices
Aflac study reveals that employers fall short on educating workers about benefits options, which takes a significant toll on employees’ finances. A new survey report found that 56 percent of employees estimate they waste up to $750 because of mistakes they made with insurance-benefits elections. Nearly one of four respondents (24 percent) say
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Aflac study reveals that employers fall short on educating workers about benefits options, which takes a significant toll on employees’ finances.
A new survey report found that 56 percent of employees estimate they waste up to $750 because of mistakes they made with insurance-benefits elections. Nearly one of four respondents (24 percent) say they chose the wrong level of insurance coverage or benefits options they didn’t need, and only 16 percent of employees feel confident they aren’t making mistakes during the enrollment process.
These new findings are part of the 2012 Open Enrollment Survey of the Aflac WorkForces Report, an online survey of 2,500 U.S. consumers conducted in July. The survey was conducted by Research Now and released by Aflac, which says it’s the largest provider of supplemental and guaranteed-renewable insurance in the United States.
Common mistakes
The Open Enrollment Survey found that 61 percent of consumers are only sometimes or not at all aware of changes to their policies each year. The survey found that 89 percent say they simply elect the same benefits options every year. Almost half (47 percent) rarely or never exceed deductible costs. Only 16 percent contribute the right amount to flexible spending accounts.
“Workers cannot afford to be in the dark about benefits options,” Audrey Boone Tillman, executive vice president of corporate services at Aflac, said in a news release. “It’s critical that employees understand their benefits options during open enrollment to ensure that they don’t make mistakes that cost them money.”
Health-care costs cause worry
Nearly half of American workers (43 percent) identified rising out-of-pocket medical expenses and health-insurance costs as the most important issues to them right now. The survey found that 38 percent of respondents say they are very or extremely concerned about the possibility of an unanticipated medical expense.
Many Americans have made changes in their everyday lives to meet the high cost of unexpected out-of-pocket medical expenses. Forty percent have had to cut back on social activities, 28 percent say they have not been able to take a vacation and 22 percent have had to work more hours, according to the Aflac WorkForces Report.
Marketing benefits
While many U.S. employers surveyed feel they are adequately educating their workers about benefits options, employees disagree. The Open Enrollment Survey found that nearly two-thirds (65 percent) of employees feel they are only somewhat prepared or not ready for open enrollment. Meanwhile, almost half (49 percent) of employers believe they communicate very to extremely effectively with their workers about company benefits. More than half of employees (52 percent) say that their company has not communicated with them at all about the open-enrollment process, according to the recent survey.
“Workers want to understand their insurance options, but many don’t believe they have the information or the tools they need. Open enrollment is a crucial time for employers to help workers make smart choices about their physical and financial health,” Tillman said in the news release.
Half of employees said they would feel more informed about health-insurance choices if they sat down with an insurance consultant during enrollment, and 47 percent typically look to resources other than HR/benefits professionals for advice about their benefits, according to the Aflac WorkForces Report.
Tillman recommends that business owners and HR executives take a cue from successful marketing campaigns and consider how to communicate with employees about benefits in ways that will engage and empower them. Some of her best-practice recommendations for employers include:
– Choose the right products. Survey employees to determine what they need and want in order to offer the right mix of benefits options to meet their needs.
– Consider including more benefits options that don’t have a direct cost to the company by offering voluntary plans. The Aflac WorkForces Report showed that more than half of employees (60 percent) say they would be at least somewhat likely to apply for voluntary insurance plans if they were made available to them by their employer.
– Choose the right time to market benefits offerings to employees. Plan to reach employees when they’re most receptive to learning about their options and how they can get the most for their money. The most innovative employers use a mix of online benefits portals, agent/broker enrollment sessions, employee newsletters, lunch-and-learn sessions, customized benefits booklets, frequently asked questions and other educational materials to help employees understand what’s available and how each plan works.
The full study results are available at AflacWorkForcesReport.com.
A Tale of Two … Business Exits
“Only 20 percent of all businesses put up for sale actually transfer to a new owner.” — U.S. Chamber of Commerce My apologies to Charles Dickens, but the play on his title exemplifies what can happen with and without proper planning; having the right team in place — or not; having open communication with
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“Only 20 percent of all businesses put up for sale actually transfer to a new owner.” — U.S. Chamber of Commerce
My apologies to Charles Dickens, but the play on his title exemplifies what can happen with and without proper planning; having the right team in place — or not; having open communication with all the exit-plan constituencies; and having an enterprise-wide, dynamic strategic plan — or not. And if you don’t have these items in place, do you have, or not have, the will to take these steps? The answers are in what follows as a “Tale of Two Exits.”
Exit number one is a small, solely owned business with revenue in the $3 million to $5 million range. The owner was beginning to think of what the next stage in his life would look like and approached a consultant who was advertising as an exit-planning advisor. The owner was seriously concerned that he would not be able to retire and still leave a legacy and jobs for his loyal employees. He had no management team, but employed highly capable folks. He had personal financial wherewithal, but it was not quite enough to provide him the retirement lifestyle he felt he had earned with his 30 years of risk taking and hard work. He knew he needed a plan.
Over a period of three years, the owner, using exit-planning experts and business consultants, opened himself and his business to all the help he was seeking. A management team was built, he quantified his value gap between what he wanted in retirement and what he had accumulated, and communication flourished.
An organization-wide strategic plan was implemented and monitored on a monthly basis. It was determined that no one on his team had the skills and abilities to be a business owner, so he was able to narrow his options on how he would exit his business successfully and focus on making the one true option work in the most positive manner.
This owner was able to sell to a local third-party individual, maintain a temporary employment contract, and transfer the business very smoothly and successfully. The now former owner is happy as a clam, the legacy continues, and jobs have been saved for the local community.
Exit two is a medium-sized family business with revenue of $50 million to $60 million, but with very narrow profit margins. The two controlling shareholders are in their 60s and have done no planning. They make all decisions in a private conference room with the door closed. Again, the CFO approached a business-consulting firm, with whom the company had previously done business, to gain some insight into what exit options were available.
When the consultant met with the two owners, their primary goal of doing an “exit plan” was to calm the nerves of employees and managers and to keep them loyal.
The owners had not achieved personal financial independence, and as the engagement progressed, it became evident that they would need to improve profitability and operational efficiencies for the three key folks in the next generation to be able to afford to buy them out.
It was determined through psychological and job-fit assessment tools that there was a leader in the next generation. He was a family member and had gone outside the company for five years to learn the industry and had a very successful experience.
There were, however, fatal flaws in the senior owners. They refused to communicate with the next generation and would not accept them as being “seasoned” enough to be potential buyers. They also continued existing non-profitable business practices and would not listen to those inside the business who could do it better.
Trusted advisers attempted to convince the owners that the business had no direction or vision and needed to go through the strategic-planning process so they would know what they were trying to build and how they were going to make it happen. Again, pride and inertia won the day.
This company has deteriorated from a $15 million market value to $8 million. The next-generation leaders are jumping ship and probably the only exit plan available now is a sale to an outsider who will pay for inventory and customer lists. Jobs will be lost and the legacy of the business forgotten.
All business owners have a choice. They can prepare for the inevitable exit — or not. One of the most informative books I’ve ever read on the subject is “Taking Over — Insider Tips from a Third-Generation CEO,” by Mitchell Kaneff. Read the book and make your choice.
Bruce G. Grieshaber is a senior consultant for Grenell Consulting Group, specializing solely on exit planning. Contact him at bruce@grenell.com
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Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.