未來20年的資產管理（Wealth Management）服務的商務型態

Abstract

Overview

Introduction

Will include the impact of: business/ entrepreneurial activity as the key source of new wealth creation; the rise of large economies such India and China in the global wealth stakes; and the widespread achievement of "affluence" in many economies. The crux of the report will be to draw out strategic implications for wealth managers and understand the winning business models of the future.

Scope

• Assesses key emerging markets' potential such as China and India
• Predicts key product and service developments such as lending and client ownership

Report Highlights

India will become a highly important market for wealth management because wealth managers both domestic and international are able to establish the beginnings of a market with few obstacles, relative to the other emerging markets. Where there are regulatory restrictions, these are less problematic than those in China or the Middle East.

It is highly likely that over the next 20 years, wealth management will witness significant developments in the way that clients are segmented. Following from this, client service will change to complement the shift in emphasis, as factors other than the level of the client's wealth are taken into consideration.

Datamonitor research indicates that there are significant benefits in the area of liability management for the wealthy, and that the importance of liability management as part of wealth management will inevitably grow over the next 20 years, until it becomes a key service area.

Reasons to Purchase

• Understand the long term trends within the wealth management industry
• Identify areas for business development based on anticipated growth

Table of Contents

• CHAPTER 1 INTRODUCTION
  • Overview
• CHAPTER 2 EMERGING MARKETS WILL BE WEALTH MANAGEMENT HUBS
  • Introduction
  • The economic strength of emerging markets will come torival those of the G7
  • By 2026 India will be the prime location for wealthmanagers
    • The amount of wealth, and of wealthy people, in India willgrow faster than almost any other market
    • Indian economic development is creating a broad andcompetitive wealth management market
    • Wealth managers will only be able to maximize thepotential of India if they are already well-positioned
  • China and the Middle East will also be key centers ofwealth management
    • Growth in these markets in recent years has been fargreater than that of established markets and appears set to continue
    • Open markets and further development will drive growthalthough lack of stability will hinder it
• CHAPTER 3 INNOVATIVE CLIENT SEGMENTATION WILL DEVELOP
  • Introduction
  • Wealth managers are beginning to investigate innovativesegmentation methods to manage the changing client profile
  • Over the next 20 years wealth managers will hone theirsegmentation methods
    • Wealth managers will develop segmentation as a serviceefficiency initiative
    • Segmentation models will apply holistic criteria to wealthmanagement
  • The most important segments globally will be entrepreneursand SME CEOs
• CHAPTER 4 CLIENT OWNERSHIP WILL POLARIZE
  • Introduction
  • Financial advisers will become an important separateclient segment for wealth managers
  • The organization of direct client ownership will alsochange
    • Availability and flexibility will become vital componentsof the business model
      • As with segmentation, client ownership strategies musthave an holistic quality
    • Internal restructuring will aim to integrate clientservices
• CHAPTER 5 MASS AFFLUENT SERVICES WILL BECOME AN INTEGRALPART OF WEALTH MANAGEMENT
  • Introduction
  • The rise of the mass affluent represents an opportunityfor wealth managers in the medium term
  • Wealth managers will capture the higher value massaffluent market by offering a scaled down wealth management service
    • The mass affluent proposition will run along the lines ofthe current wealth management service
• CHAPTER 6 LIABILITY MANAGEMENT WILL BECOME A KEY SERVICEAREA
  • Introduction
  • Liability management is currently not part of the wealthmanagement agenda but has proven potential
    • Clients in developed markets are seeking more holisticwealth management services
    • Liability management is clearly a profitable area with aproven existing client base
  • The incorporation of lending into wealth management willshift the focus of the servce
    • Specialist forms of lending will also become commonadditions to the offerings of many wealth managers
    • Some will fail due to a persistence of the "assetfocused" service model and a lack of commitment
• CHAPTER 7 CONCLUSION
  • The wealth management business model of the future
• APPENDIX
  • Further Reading
    • Global Wealth Management SPP
      • Interactive Databases
      • Market Reports
      • Strategic Insight Reports
      • Wealth Management Competitor Tracker
    • Datamonitor Asia Pacific Wealth Management SPP
    • Savings and Investments SPP
      • Interactive Databases
      • Reports
      • Briefs
    • Life and Pensions SPP
      • Interactive Databases
      • Reports and Briefs
    • Financial Advice Market SPP
  • SPP writing team