Keine Artikel im Warenkorb

Best Practice in Wealth Management - Asia Pacific

The global economy is well on the road to recovery and private banks are moving once again to strengthen their positions in a profitable landscape. Gone are the days of consolidation to secure a core position and wealth managers want to know how to expand what they have in the best possible way.

Scope
This report covers best practice in wealth management around the globe, with a focus on the Asia-Pacific region
Competitors covered in this report include Merrill Lynch, HSBC, Barclays, Coutts, Citigroup, St. George, DBS, UOB, OCBC, Sand Aire and Credit Suisse
This report incorporates primary research sources including private banks and wealth managers
Secondary research sources include central banks, census and statistics departments and internet research

Highlights
Citigroup is ensuring that it is always at the forefront of the client's thoughts on investing. Indeed, by targeting the children of wealthy clients, the bank is likely to be the first point of contact when the time comes to take financial responsibility.

In many cases competitors stand out more because of the deficiencies of the market than through being particularly innovative or far-reaching. In an industry that is built on elevated service levels this is a sad prognosis.

What makes Coutts' segmentation strategy so robust is that the bank has chosen to take many different factors into account in breaking the client base down. It is difficult and costly to split down a client base at all, so doing things in this way makes Coutts an example of best practice in segmentation.

Reasons to Purchase
Marketing managers: Find out how your competitors are presenting themselves to the market and leveraging distribution and information channels
Strategy managers: Benchmark yourself against your competitors through analysis of their initiatives
Private banking directors: Find out what is best practice in client centricity and what your competitors are doing to get ahead

CHAPTER 1 EXECUTIVE SUMMARY

Introduction
Who is the target reader?
Setting the scene
Why is best practice important?
The basic measures of success
The key qualifying criterion for best practice
Key finding
Customer orientation
Key findings
Expansion
Key findings
Use of service channel
Key findings

CHAPTER 2 INTRODUCTION

Who is the target reader?
How to use this report
Report Methodology

CHAPTER 3 SETTING THE SCENE

Why is best practice important?
The increasing focus on best practice
The opacity of the market makes best practice difficult to determine
Despite this wealth managers still strive for industry excellence
How can best practice be measured?
The basic measures of success
The key qualifying criterion for best practice

CHAPTER 4 CUSTOMER ORIENTATION

Customer involvement
Citigoup has been investing in relationships
ICICI has been focusing on domestic clients
Service focus
Sand Aire keeping it in the family
Customer segmentation
Coutts’ multi-criteria segmentation strategy
Data

CHAPTER 5 EXPANSION

Domestic expansion
Coutts has looked to the provinces for clientele
Barclays takes on the UK market
International expansion
UBS taking over the world
DBS has become a regional private banking force

CHAPTER 6 USE OF SERVICE CHANNEL

Branch-based services
The Singaporean domestic banks have recognized the power of premier branches
Technology propositions
Credit Suisse Private Bank’s cutting edge technology
Direct interaction
St. George has shown progressiveness in front line service

CHAPTER 7 APPENDIX

Definitions
AAGR
CAGR
Gini index
Liquid assets
Liquid asset bands
Research methodology
The Global Wealth Model
The UK sub model
Asia-Pacific sub model
Forecasting methodology
Datamonitor’s wealth numbers compared with others’ numbers
Bespoke Wealth Market Sizing
Further reading
Datamonitor Asia-Pacific Wealth Reports
Datamonitor Asia-Pacific Insight Reports
Asia-Pacific contacts

LIST OF TABLES
Table 1: The motivations for setting up a family office differ greatly by family office model
Table 2: Key indicators of success for the global private banks
Table 3: Premier banking branches in Singapore
Table 4: Wealth markets that have been modeled using the Global Wealth Model