英国ウェルスマネジメントにおける顧客獲得と維持

Abstract

Overview

Introduction

With competition for clients heating up in an increasingly competitive wealth management marketplace, customer acquisition and retention are key strategic goals for the UK's wealth managers today and in the next two years. Obtaining new clients can be a key driver of wealth management revenue growth and deepening share of wallet can ensure steady revenue streams for years to come.

Scope

• Datamonitor's proprietary Wealth Management Market Leaders Survey 2005 provides insight into the opinions of wealth managers in the UK;
• Analysis covers trends in client behaviour in the UK;
• Analysis covers product potential and indicates how wealth managers in the UK market will allocate resources;

Report Highlights

Wealth management clients in the UK are becoming more confident handling their own finances, therefore many are less loyal to their wealth manager than they once were.

Alternative investments are forecast to increase in importance in the wealth management landscape in the near future.

Reasons to Purchase

• Provides insight into client relationships with their wealth manager and forecasts how this relationship will change;
• Identifies which product areas are targeted for growth and which are low priorities in the market;

Table of Contents

• INTRODUCTION
  • What is this report about?
  • Who is the target reader?
  • How to use this report
• CHAPTER 1 CUSTOMER ACQUISITION AND RETENTION IN WEALTH MANAGEMENT
  • Obtaining new clients is a key driver of wealth management revenue growth
  • Business owners and corporate executives offer the greatest potential as wealth management clients
  • New clients are being acquired through referrals from existing clients or through intermediaries
  • A marketing and branding push is the coming year's main strategic initiative
    • Because brand and personal service are important factors determining choice of wealth manager
  • New clients value high quality personal service over product range and investment performance
    • The personal relationship between clients and wealth managers is key in determining a client's choice of wealth manager
    • Clients are much less concerned with more quantative aspects of the service they will receive
    • Clients will leave their wealth manager if the quality of communication and understanding is poor
  • Clients are now more likely to take control of their wealth management than they have been previously
    • Clients now demand an increasing level of contact with their wealth manager
    • Clients are more comfortable managing their own investments than they were two years ago
  • Client relationships are only moderately strong
    • Clients are more likely to change their wealth manager now than in recent years
    • The average client relationship lasts between five and ten years
    • UK wealth managers control 37% of their clients' wallet
  • Clients prioritise the protection of their asset base over achieving higher returns
  • Alternative investments are a key aspect of wealth management offerings
    • Alternative investments have more potential than any other product area
    • The improvement of alternative investment coverage is a major priority for wealth managers
    • As a result, wealth managers in the UK will focus their resources on developing alternative investments in the next two years
    • Alternative investments are likely to become as important as traditional investments in the next two years
• APPENDIX
  • Supplementary data
  • Methodology
    • Survey methodology
  • 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
  • SPP writing team
  • List of Tables
    • Table 1: What will most determine revenue growth in the UK market in the next two years?
    • Table 2: What client types offer the greatest potential in the next five years?
    • Table 3: In your experience, what are the most effective customer acquisition techniques in the UK market?
    • Table 4: In your experience, what are the most effective customer acquisition techniques in the UK market?
    • Table 5: What strategic initiatives are you considering or implementing in the next year?
    • Table 6: In your experience, what are the key influences that determine a UK client's choice of wealth management service?
    • Table 7: In your experience, what are the most likely reasons for clients to leave a wealth management service?
    • Table 8: To what extent do you agree with the following?
    • Table 9: How long has your client base, on average, been with you?
    • Table 10: What are your clients most interested in today?
    • Table 11: Please rate the following product areas in terms of their business potential among wealthy clients in your market during the next two years
    • Table 12: How are you planning to develop your investment offering in the next two years?
    • Table 13: From these product areas, which three will your company be focusing most resources on in the next two years?
    • Table 14: Approximately what share of your clients' wallet do you think you have, on average?
  • List of Figures
    • Figure 1: Obtaining new clients will be the single most important factor determining revenue growth in the next two years
    • Figure 2: Business people and executives will be targeted by wealth managers
    • Figure 3: Clients are most likely to be acquired through existing client referrals
    • Figure 4: A marketing or branding exercise is the most popular strategic initiative for wealth managers in the coming year
    • Figure 5: Personal service and the image of the service are most important to wealth management clients
    • Figure 6: A failure to understand the needs of the client is the primary reason for clients to leave their wealth manager
    • Figure 7: Clients expect more contact and more control in their wealth management relationship
    • Figure 8: Clients do not demand more face to face contact, but are confident managing their investments
    • Figure 9: Clients today are far less loyal than five years ago, but there is little difference compared with two years ago
    • Figure 10: It is most common for wealth managers to have a five to ten year relationship with their clients
    • Figure 11: UK wealth managers only control around one third of their existing clients' wallet
    • Figure 12: Clients today are most concerned about protecting their current asset base
    • Figure 13: Alternative investments is the product area with the most business potential
    • Figure 14: The improvement of investment reporting and the extension of alternative investment coverage are priority developments for wealth managers
    • Figure 15: Alternative investments is a high potential product area and also the focus for wealth managers' resources