Each year program managers at banks and credit unions ask their advisors for a written plan illustrating how they're going to reach their goals for the next year. And practice management consultants constantly proclaim the importance of executing a solid business plan. But in institutions where the mission, vision and values of the organization are typically set by upper management, how important is a sophisticated plan for each rep?

In reality, there are so many different business models for investment programs in banks and credit unions, that the importance of a full-scale business plan depends largely on how much autonomy the rep has.

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