The so-called silver tsunami officially began in October 2007, when, to great media fanfare, the oldest baby boomer in the U.S. filed for Social Security from her home in New Jersey. According to 2013 statistics from the World Bank, 14 percent of the U.S. population is 65 or older — a proportion that stands to grow as more baby boomers age into senior citizenship. But, as evidenced by the last-minute push in late 2013 and early this year for younger, healthy adults to sign up for health insurance under Obamacare, Gen Xers andMillennials在喂养和维持政府计划的金库中发挥关键作用。
银行内部财富管理部门和独立注册投资顾问（RIA）面临着类似的人口挑战。正如该行业在50多个顾问中的最高沉重 - 谁在婴儿繁荣的年目末代，客户群的年龄越来越高，引发了退休储蓄数十年的关注，没有足够数量的新的年轻客户来抵消外流。专注于多粒性财富的多救化办法实践构成了处理这种人口偏移，而是根据财富管理部门内的利基业务。
这一问题面临的问题是发音。根据第四届年度State of Retail Wealth Management report来自多伦多财富管理咨询公司PriceMetrix，于3月发布，2013年美国和加拿大的财富管理客户的平均年龄约为61.对于独立公司，客户群可能甚至更老。施瓦布顾问服务的基于与720名独立财富管理公司的访谈进行了研究，发现，调查的公司40％的客户已退休，额外30％在退休年间。
乍一看,这个解决方案似乎显而易见:公司s can focus a new generation of advisers on acquiring relationships with rising young entrepreneurs and executives to ensure a smooth pipeline for new assets under management in the coming decades. In a study from Boston asset management research firm Cerulli Associates, it was estimated that U.S. investors between the ages of 30 and 45 control $3.5 trillion in investable assets. Building relationships with this new generation of wealth may not be that simple, however. For starters, economic data suggest that the income gap between the affluent and nonaffluent in the U.S. is rising, as fewer workers make a larger share of the total. Separately, the data suggest that much of the wealth in the U.S. is heavily concentrated in a few key industry segments, including financial services and technology. Many advisers are thus finding marketing to the younger demographic to be a challenge. There are fewer individual families with wealth creators under the age of 50.
A second major stumbling block is the nature of industry compensation and a deeply ingrained management culture. Large wealth management firms typically operate on an eat-what-you-kill basis, whereas independents with a small team or a sole adviser need steady revenues to stay in business. “Hiring a young adviser is a very difficult thing to do in this environment,” says Mitchell Manoff, CEO of Corinthian Partners. “It’s hard to encourage them to build client relationships that won’t pay off for years to come.” New York–based Corinthian is a hybrid broker-dealer, asset management firm and RIA founded 18 years ago by Manoff and company president Richard Calabrese after the pair departed from the wealth management division of Lehman Brothers Holdings. The firm specializes in advising clients on alternative investments and providing direct access to investment-banking deal flow for ultra-high-net-worth families.
虽然大多数财富管理公司都在维持传统的方法，迫使资产采集模式的顾问专注于对退休的客户的关注，一些公司正面临挑战，通过切换年轻顾问来基本薪资和奖励补偿模型。然而，即便如此，通过较低悬挂的水果以建立未来可能是困难的。
Paul Sydlansky，37岁是与这个窘境摔跤的这样一个顾问。经过摩根士丹利13年的职业生涯 - 在公司的机构股票优质经纪经纪部门工作的大多数人在两年前转向财富管理行业的Sydlansky。通过加入纽约的现有独立咨询实践，提供基本薪水，他能够通过在通过区域活动中的初创企业家联网来建立与年轻家庭的关系的部分营销能源。仍然，Sydlansky仍然不可能在不花费大部分时间追求旧客户的情况下运作，以便今天产生足够的收入。“你必须能够谋生，这使得难以建立20年来的客户群，”他说。
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