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Global Private Banking and Wealth Management - The New Realities
David Maude
John Wiley&Sons Ltd，2006
363页
Contents
Preface xi
Acknowledgements xiii
1 Global Market Overview 1
1.1 The wealth management market 1
1.1.1 Investment mandates 3
1.1.2 Offshore versus onshore 4
1.1.3 Market size and growth 6
Box 1.1 Wealth market measurement methodologies:lies,damn lies and
wealth statistics?9
1.2 Key wealth drivers 13
1.2.1 Generic drivers 14
Box 1.2 US Wealth Dynamics 16
1.2.2 Regional drivers 20
1.3 Industry economics 26
1.3.1 Value drivers and key performance indicators 29
1.4 Competitive landscape 35
1.4.1 Industry concentration 37
2 Industry Challenges:New and Old 39
2.1 Clients 40
2.2 Products,pricing and channels 42
2.2.1 Products 42
2.2.2 Pricing 43
2.2.3 Channels 44
2.3 Competitors and business models 45
2.4 External environment 47
3 Clients 49
3.1 Key characteristics 49
3.1.1 Sophistication 49
3.1.2 Advice 50viii Contents
3.1.3 Buying behaviour 51
3.1.4 Relationship fragmentation 52
3.1.5 Regional differences 53
3.2 Client segmentation 54
3.2.1 Traditional high-level segmentation:the wealth pyramid 54
3.2.2 Other segmentation criteria 55
Box 3.1 Ultra-high net worth individuals 56
3.2.3 Multiple segmentation criteria 61
3.2.4 New segments and subsegments 62
Box 3.2 Client segmentation at Coutts 63
Box 3.3 Professional sports players 65
3.3 Client value management 67
3.3.1 Client acquisition 70
3.3.2 Client development 71
3.3.3 Client retention 72
4 New Products and Pricing 77
4.1 New products and services 80
4.1.1 The advisory process 81
4.1.2 Tracker-related products 84
4.1.3 Structured products 85
Box 4.1 Islamic private banking 90
4.1.4 Alternative investments 92
Box 4.2 Co-investment 102
Box 4.3 Structured products and alternative investments–success in
advice-led selling 103
4.1.5 Property and real estate 105
Box 4.4 Investment performance measurement 108
4.1.6 Lending services 110
4.1.7 Other products and services 112
4.2 Product sourcing and management 115
Box 4.5 Multi-manager fund structures 117
Box 4.6 Product management discipline 121
4.3 Pricing 123
Box 4.7 Pricing discipline 124
5 Distribution Channels 127
5.1 Relationship managers 128
5.1.1 Roles 129
5.1.2 Organisation and structure 132
5.1.3 Sales effectiveness 135
Box 5.1 Increasing the time in front of clients 138
5.1.4 The‘war for talent’140
5.2 Other traditional channels 144
5.2.1 Referral agents 144
5.2.2 Branches 145
5.2.3 Client reporting 146Contents ix
5.3 New and emerging channels 148
5.3.1 Online 149
5.3.2 Broadband and beyond 150
5.4 Multichannel management 151
6 Players 153
6.1 Types of players 153
6.1.1 Private banks 153
6.1.2 Universal banks 155
Box 6.1 EFG International 156
Box 6.2 High-profile retrenchments 159
6.1.3 Financial advisers 161
6.1.4 Investment banks 162
6.1.5 Family offices 163
Box 6.3 Peer networks 164
6.1.6 Regional perspective 165
6.2 Business system upheaval 168
6.2.1 Value chain disaggregation 169
6.2.2 Business model convergence 169
6.2.3 Divestment of non-core businesses 171
6.3 Consolidation 171
6.3.1 Recent consolidation activity 172
Box 6.4 Julius Baer 176
6.3.2 Consolidation drivers 179
6.3.3 Best-practice implementation 180
7 Operational Excellence 185
7.1 Smart operational sourcing 187
7.1.1 Operational outsourcing 188
Box 7.1 Wealth management insourcing 193
7.1.2 Operational offshoring 194
7.2 Lean operations 196
Box 7.2 Six Sigma 197
7.2.1 Four lean principles 199
7.2.2 Benefits 200
7.2.3 Implementation 201
7.3 Technology transformation 202
7.4 Value-added support services 203
7.5 Instilling operational excellence 205
7.5.1 Operational redesign 205
8 Organisational Design 209
8.1 Organisational structure 209
8.2 Business unit interfaces 210
8.2.1 Asset management 212
Box 8.1 Citigroup’s asset management exit 214
8.2.2 Retail bank 219x Contents
8.2.3 Investment bank 222
8.3 International dimension 224
9 Regulatory and Tax Issues 227
9.1 Money laundering vulnerability 227
9.2 Regulatory initiatives 230
9.2.1 Offshore financial centres 232
9.2.2 USA Patriot Act 236
Box 9.1 Basle II 236
9.2.3 Wolfsberg anti-money-laundering principles 238
9.2.4 Implications of regulatory initiatives for wealth managers 238
Box 9.2 International accounting standards 239
Box 9.3 Citigroup Private Bank Japan 240
Box 9.4 Riggs Bank 242
9.3 Tax initiatives 246
9.3.1 OECD project on harmful tax practices 246
9.3.2 US qualified intermediary regime 247
9.3.3 European Union Savings Directive 248
9.3.4 International tax amnesties 250
9.3.5 Implications of tax initiatives for wealth managers 251
10 The Future 257
10.1 Introduction 258
10.2 Sources of new profitable growth 259
10.2.1 New geographies 259
Box 10.1 Japan 263
10.2.2 Client relationship deepening 267
10.2.3 New propositions 269
Box 10.2 Emerging client segments 270
10.3 Future industry structure 274
10.4 Critical success factors 278
10.5 Conclusions 281
Appendices 283
Appendix 1:Country wealth market analyses 283
Appendix 2:FATF 40 Recommendations 310
Appendix 3:FATF special recommendations on terrorist financing 318
Appendix 4:The Wolfsberg anti-money-laundering principles 320
[此贴子已经被作者于2009-2-19 11:39:17编辑过]
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