アジア太平洋地域における資産管理の革新と差別化

Introduction

This report is a follow up on the highly popular 2004 brief. It focuses on innovations from around the globe across products, services, distribution and sponsorship/promotion. These are examined in the form of case studies and their applicability to Asia-Pacific markets is analysed.

Scope

• Each section analyses a series of case studies taken from private banks and wealth managers around the globe and then draws together conclusions.
• Analyses innovation and differentiation through the use of products, services, distribution and promotion.
• Primary sources include private banks and wealth managers in Asia-Pacific.
• Secondary sources include central banks, census and statistics departments and in-depth internet research.

Report Highlights

• The bulk of wealth in Asia-Pacific has been created since the 1950s, so until now many of the wealthy families have not had to deal with issues of succession planning and legacies. Now as the patriarchs and matriarchs of these wealthy families are passing away, the need for advice is increasing and the trend towards philanthropy is growing.
• As Australian property prices pass beyond the reach of many investors, the New Zealand market becomes more attractive there is an opportunity for the big Australian banks to step in and add some legitimacy to this market.
• The mass affluent market is an important component of many of the Asia-Pacific markets; this includes developed markets like Australia, Hong Kong, Japan and Singapore as well as the emerging markets of China, India, Malaysia and South Korea.

Reasons to Purchase

• This brief evaluates a wide range of innovations allowing wealth managers to cherry-pick ideas.
• This brief helps wealth managers to prioritize the strategies that offer good returns on investment.
• This brief helps wealth managers to identify new niches from which revenue growth is possible.

TABLE OF CONTENTS

CHAPTER 1 INTRODUCTION

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

CHAPTER 2 INNOVATION AND DIFFERENTIATION

• Competitors are looking to differentiate themselves through innovation in four key areas 10
• Through the use of diverse products and asset classes
• Through focus on service needs
• Through the leverage of distributional strengths
• Through promotion and sponsorship
• Conclusion

CHAPTER 3 APPENDIX

• Definitions
• AAGR
• CAGR
• High net worth (HNW)
• Gini index
• Liquid assets
• Liquid asset bands
• Mass Affluent
• Research methodology
• The Global Wealth Model
• The UK sub model
• Asia-Pacific sub model
• Forecasting methodology
• Datamonitors 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: Premier banking branches in Singapore
• Table 2: The scores from Datamonitors study of global private banking brands
• Table 3: The scores from Datamonitors study of local private banks in Asia-Pacific
• Table 4: Wealth markets that have been modeled using the Global Wealth Model

LIST OF FIGURES

• Figure 1: Methodology diagram and report structure
• Figure 2: Even with less volatile commodities like the metals included in the DDQ basket, there is considerable movement in price over short periods
• Figure 3: The asset allocation shows that while the UOB IPO fund does have an Asian focus it still offers access to the UK and non-Asian global markets
• Figure 4: The AIM 50 has consistently outperformed the UKs FTSE 100 and the US Russell 2000
• Figure 5: A typical charitable trust structure as set up by MeesPierson Intertrust
• Figure 6: The value of foreign investment from Asian countries in Australian real estate has increased dramatically over the last four years
• Figure 7: There are a large number of Indian expatriates across Asia-Pacific
• Figure 8: The challenge for banks is to get more frequent interaction with their affluent customers and more valuable interaction with their mass market customers
• Figure 9: Most major private banks have a separate website dedicated to informing prospective customers about their offering
• Figure 10: HSBC makes the best overall use of its website in marketing its proposition to prospective customers
• Figure 11: DBS Private Banks website is a one pager with little information and zero exclusivity
• Figure 12: St. George has a better designed website than other domestic private banks in Asia-Pacific
• Figure 13: The breakdown of attendees to the Leaders in Dubai Summit 2004
• Figure 14: Citigroup Private Bank is again sponsoring the Leaders in Dubai summit