The final part of Grant Callaghan's series on CIPs looks at client segmentation, deciding what to offer and what to do when a CIP isn't appropriate.
The benefits of having a CIP beyond mere box ticking, and the potential disadvantages for advisers to be aware of.

Grant is head of paraplanning at outsourced paraplanning firm Para-Sols. He began his career as part of their graduate programme, The Grad Scheme. He has now completed his advanced diploma in financial planning and has recently achieved chartered status as well as being an associate of the Personal Finance Society.

Grant is in charge of his own team at Para-Sols and is seen as a role model within the company through his commitment and hard work.

By now most firms will have a centralised investment proposition (CIP) in place.

A survey in 2016 by Money Marketing found that 82 per cent of the firms asked were using a CIP. Yet there is no consensus around what a CIP should look like, how it might be constructed and what to consider in order to avoid shoehorning clients.

Taking the last point first, the FCA has continued to raise concerns about the risks of shoehorning, and has focused on two key aspects in particular: