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市場調查報告書
確保財富管理產業富裕階層顧客的對策：2009年
Customer Retention in Wealth Management 2009
| 出版商 |
Datamonitor |
| 出版日期 |
2009年08月 |
商品編碼 |
99556 |
| 內容資訊 |
英文 40 pages |
| 價格 |
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確保財富管理產業富裕階層顧客的對策：2009年 是由出版商Datamonitor在2009年08月所出版的。
這份英文市場調查報告書包含40 pages 價格從美金4495起跳。
對財富管理企業而言，如何確保超富裕層（HNW）的顧客是重要的事業策略。為了留住HNW顧客，必須提供超越顧客期待的服務，同時提升顧客的品牌偏好度。
本報告書內容包括：在歐洲及亞太地區各國發展事業的財富管理企業的確保HNW顧客策略比較、不景氣情勢下穩住顧客的重要策略、世界各國財富管理企業採用的獨特的確保顧客策略等。內容綱要摘記如下：
Datamonitor的觀點
分析
- 對財富管理產業而言的最重要課題就是確保顧客
- 確保顧客是財富管理企業的重要事業策略
- HNW流失產生的財富管理企業的風險
- HNW對於選擇財富管理企業的態度
- 歐洲及亞太地區的HNW選擇服務提供企業時的關鍵是服務
- 被要求積極提升服務水準的財富管理企業
- 對HNW而言重要的事是企業評價及服務的内容
- 為了確保HNW顧客，正確分析及提供資訊是不可或缺的服務
- 景氣衰退期中重要的無疏失的服務
- 有效率地解決問題及多元窗口服務為必要
- 對投資組合表現關心度高的HNW顧客
- 提高與顧客的接觸頻率，吸引他們注意新的投資機會
- 電話連絡頻率高的亞洲財富管理企業
- 直接訪問頻率高的亞洲財富管理企業
- 在接觸方法上下工夫以加強與顧客間的關係
- 膫解顧客是有效確保顧客對策的關鍵
- 加強促進將資訊提供給顧客的法規限制
- 以遵守法令為目的，超越資訊蒐集框架的顧客資訊蒐集行為
- 為了加強瞭解顧客而推動特別活動的財富管理企業的事例
附錄
圖表
Abstract
Introduction
Customer retention needs to be more than a concern of a wealth manager, it
needs to be a business strategy. A successful customer retention needs to be
about delivering to HNWs a service that is beyond what they expect and crosses
into the territory of exceeding their expectations so that they become loyal
advocates for a wealth management brand.
Scope of this research
- Compares HNW customer retention drivers across countries within Europe and
countries within APAC.
- Identifies the key strategies for keeping clients through this downturn.
- Presents innovative customer retention strategies from wealth managers
globally.
Research and analysis highlights
Customer retention is a key strategic issue in the wealth management business
today. There is no time like the present for wealth managers to seize the
opportunity in the crisis and to develop sound strategy for moving their
business forward.
Key reasons to purchase this research
- Compares HNW customer retention drivers across countries within Europe and
countries within APAC.
- Identifies the key strategies for keeping clients through this downturn.
- Presents innovative customer retention strategies from wealth managers
globally.
Table of Contents
DATAMONITOR VIEW
ANALYSIS
- Customer retention is a key strategic issue in the wealth management
business today
- Customer retention needs to be a defined business strategy
- There are differing risks associated with HNWs leaving their wealth
manager to manage their own money or to find another wealth manager
- Wealth managers need to understand the determinants of HNWs' choice of
provider
- Features of the wealth management firm outside of service most influence
HNWs' choice of provider in both Europe and APAC
- Wealth management service implication: Wealth managers can proactively
enhance their level of personal service to help the image of the firm
- Although the reputation of a firm dominates investors' concerns, service
aspects of the wealth management business are also important to HNW clients
- In both Europe and APAC, wealth managers should be careful to give correct
analysis and insight to retain their HNW clients
- In the downturn, wealth managers know that they need to not make errors
to retain their HNW clients
- In both Europe and APAC, several points of client contact within the
bank is also important to retain customers, as is resolving issues
efficiently
- HNW clients are concerned about their portfolio performance
- Wealth managers need to maintain frequent contact with their clients as
they steer them towards new investment opportunities
- Telephone contact is maintained more frequently in APAC than in Europe
- Face to face contact is also maintained more frequently in APAC than in
Europe
- Wealth managers need to be innovative in their contact with clients to
build a strong working relationship
- To effectively retain clients, wealth managers need to really get to know
their clients
- There are regulatory requirements that necessitate wealth managers
getting to know their clients
- Getting to know clients goes beyond capture of data to support
regulatory requirements
- Innovative examples from around the globe where wealth managers create
special events to get to know their clients better
APPENDIX
- Methodology
- Wealth Management Market Leaders Survey 2009
- Bibliography
- Further reading
- Ask the analyst
- Datamonitor consulting
- Disclaimer
TABLES
- Table: Please rate your high net worth clients' characteristics
- Table: What will determine HNWs' choice of wealth management service over
the next 2 years?
- Table: What is the best way to retain HNW clients today?
- Table: When you speak with your HNW clients, what do they most want to
discuss?
- Table: How frequently on average do you have telephone contact with your
HNW clients?
- Table: How frequently on average do you have face to face contact with
your HNW clients?
FIGURES
- Figure: HNWs in APAC are more likely to leave their wealth manager to
manage their own money
- Figure: In Europe, German HNWs are most likely to leave to find another
wealth manager and least likely to leave to manage their money on their own
- Figure: In APAC, Hong Kong HNWs are most likely to leave their wealth
manager to manage their money on their own and least likely to leave to find
another wealth manager
- Figure: Features of the wealth management firm external to service most
influence HNWs' choice of provider in both Europe and APAC
- Figure: In Europe, the financial stability of the company is the most
important determinant of HNWs' choice of wealth manager
- Figure: In Asia Pacific, the brand, image and reputation of the firm is
the most important determinant of HNWs' choice of wealth manager
- Figure: In both Europe and APAC, wealth managers should be careful to give
correct analysis and insight to best retain HNW clients
- Figure: Wealth managers in Europe need to ensure that they do not make
errors in order to retain HNW clients
- Figure: Wealth managers in APAC need to ensure that they resolve client
problems as efficiently as possible
- Figure: HNWs in Europe and Asia wish to talk with their wealth managers
about portfolio performance
- Figure: European HNWs are concerned about the performance of their
portfolios and anxious about the future
- Figure: HNW investors in APAC are concerned with the performance of their
portfolios but are also looking for investment opportunities in the current
market
- Figure: Wealth managers in APAC are more likely to have weekly telephone
contact with their HNW clients than their European counterparts
- Figure: Wealth managers in Germany, Italy and France lead the way in
Europe for weekly telephone contact with their HNW clients
- Figure: Wealth managers in India, Hong Kong and Australia are more likely
to have weekly telephone contact with their HNW clients than wealth managers
in other APAC countries
- Figure: Wealth managers in APAC are more likely to meet with their HNW
clients on a monthly basis than is the case for their European counterparts
- Figure: Quarterly meetings between wealth managers and HNW clients are
most likely in Europe
- Figure: APAC is divided between monthly and quarterly meetings between
wealth managers and HNW clients
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