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The modern version of balanced funds, these portfolios continue to make inroads with investors.

Predictions of a hard landing for this nation's economy are overblown.

Many planning metrics, used forever to craft retirement portfolios, are no longer valid. Here are the new numbers and strategies you'll need when planning for your clients' tomorrows.

Designed to allay your clients' worst fears about aging, these insurance products sometimes come with their own nightmares.

A run-down of the stories in this issue, which includes discussions of the new crop of metrics that will influence your clients' retirement portfolios and the challenges of traditional long-term care insurance.

The index reverses its fall, led by shifts in client behavior and market performance.

Commonwealth Financial Network already stands out for its revenue mix. Now it has a new model for RIAs.

Omyen's planning technology offers advisors a variety of modules that provide focused guidance.

Advisors say their own family experiences offer lessons for clients. And sometimes the reverse is true, as well.

A passion for indexing has helped Mark Hebner build Index Fund Advisors into a $1.8 billion financial planning firm.

When a portfolio of mutual funds vies against a portfolio of ETFs, which one comes out on top?

Morningstar has a new way to measure the payoff to clients from working with a good planner. Do you measure up?

Use these concepts to frame conversations with your clients.

Amid ownership shifts, Hennessy Focus is still looking for a few (very few) reasonably priced stocks that it can hold for years.

How are you preparing clients for the cost of possibly living into their 80s, 90s or 100s?

Advisors should be leery of the fads in mutual fund strategies, warns a top Morningstar analyst.

As boomer clients head into their 70s and beyond, advisors must become geriatric specialists to handle a complex set of new demands.

The claim that imposing a fiduciary duty on advisors will cause middle-income individuals to lose access to financial help is, quite simply, not believable.

A year after a firm merger, one of the principals looks at some of the problems and some pleasant surprises.

To move your practice onward and upward, you may need to reconfigure the way you do business. Here's how.