Private Banking Business Models

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In this slidecast we look at a number of innovative business models that have emerged in the private banking industry and we will then learn about an approach that allows us to question, clarify and …

In this slidecast we look at a number of innovative business models that have emerged in the private banking industry and we will then learn about an approach that allows us to question, clarify and strengthen our own business model.

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  • Very good and effective presentation, thanks a lot. May I have a copy? Thanks in advance for sending it rana.sinha@dot-connect.com
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  • This slidecast is brought to you by Arvetica, the Geneva-based consulting boutique which is specialized in private banking and wealth management. Today we are going to look at business models in private banking

Transcript

  • 1. Business Models in Private Banking discover, understand and define © Arvetica 7th of February 2008
  • 2. (Innovative) Business Models in Private Banking
  • 3.  
  • 4. UBS
  • 5. UBS
    • one bank strategy: close cooperation between wealth management, asset management and investment banking
  • 6. UBS
    • one bank strategy: close cooperation between wealth management, asset management and investment banking
    • jointly explore business opportunities, create synergies and propose integrated offer
  • 7. UBS
    • one bank strategy: close cooperation between wealth management, asset management and investment banking
    • jointly explore business opportunities, create synergies and propose integrated offer
    • investment banking business can have a negative impact on private banking
  • 8. Geneva Private Banks
  • 9. Geneva Private Banks
    • historically successful based on relationship and brand equity focused
  • 10. Geneva Private Banks
    • historically successful based on relationship and brand equity focused
    • challenged to adapt to a shift in client needs towards a new breed of global entrepreneur clients
  • 11. Geneva Private Banks
    • historically successful based on relationship and brand equity focused
    • challenged to adapt to a shift in client needs towards a new breed of global entrepreneur clients
    • today’s newly wealthy often require a holistic and integrated offer
  • 12. Investec
  • 13. Investec
    • specifically targets C-level executives of public companies with tied wealth
  • 14. Investec
    • specifically targets C-level executives of public companies with tied wealth
    • offers them credit against their company shares to allow them to diversify risk
  • 15. Banque Syz
  • 16. Banque Syz
    • differentiation through performance based brand
  • 17. Banque Syz
    • differentiation through performance based brand
    • strong competencies in the field of alternative assets
  • 18. Banque Syz
    • differentiation through performance based brand
    • strong competencies in the field of alternative assets
    • substantial investments in human resources with knowledge at the forefront of alternative assets
  • 19. Independant Asset Managers
  • 20. Independent Asset Managers
    • rise based on better informed clients who seek objective and independent advice
  • 21. Independent Asset Managers
    • rise based on better informed clients who seek objective and independent advice
    • rise based on advisors who seek independence from large structures to give their clients neutral advice
  • 22. Independent Asset Managers
    • rise based on better informed clients who seek objective and independent advice
    • rise based on advisors who seek independence from large structures to give their clients neutral advice
    • focus on advisory services and client relationship
  • 23. Sodi
  • 24. Sodi
    • offers independent asset managers (IAMs) a physical and administrative platform
  • 25. Sodi
    • offers independent asset managers (IAMs) a physical and administrative platform
    • IAMs can draw on professional services offered by Sodi
  • 26. Sodi
    • offers independent asset managers (IAMs) a physical and administrative platform
    • IAMs can draw on professional services offered by Sodi
    • gives IAMs the advantages of scale, while allowing them to retain independence
  • 27. Mirabaud Private Bank
  • 28. Mirabaud Asset Management
    • gives bankers the security, brand and platform
  • 29. Mirabaud Asset Management
    • gives bankers the security, brand and platform
    • leaves them the flexibility and entrepreneurial context of independent asset managers
  • 30. Mirabaud Asset Management
    • gives bankers the security, brand and platform
    • leaves them the flexibility and entrepreneurial context of independent asset managers
    • combines the best of “both worlds”
  • 31. EFG
  • 32. EFG
    • A bank built for and around “Client Relationship Officers” (CROs)
  • 33. EFG
    • A bank built for and around “Client Relationship Officers” (CROs)
    • Aims at liberating CROs from any work that restrains them from focusing on client relationships
  • 34. EFG
    • A bank built for and around “Client Relationship Officers” (CROs)
    • Aims at liberating CROs from any work that restrains them from focusing on client relationships
    • Clients “belong to” the CRO not the bank
  • 35. Swissquote
  • 36. Swissquote
    • Emergence of a new breed of clients that plays with online trading, while delegating the management of the core part of their wealth
  • 37. Swissquote
    • Emergence of a new breed of clients that plays with online trading, while delegating the management of the core part of their wealth
    • These clients are very likely to question the added value and cost of their bankers, based on their trading experience
  • 38. TIGER21
  • 39. TIGER21
    • peer network of (U)HNWIs with confidential groups of 12 members, who meet once a month
  • 40. TIGER21
    • peer network of (U)HNWIs with confidential groups of 12 members, who meet once a month
    • every month a different member performs a “portfolio defense” in front of the other group members
  • 41. TIGER21
    • peer network of (U)HNWIs with confidential groups of 12 members, who meet once a month
    • every month a different member performs a “portfolio defense” in front of the other group members
    • TIGER21’s peer network complements bankers and leads to better informed clients
  • 42. CONCLUSION multiple business models are competing in private banking
  • 43.  
  • 44. WHICH … path should I choose? How can I make the right decision?
  • 45. WHAT … actually is a business model?
  • 46. Practice Shows: Understandings Diverge
  • 47.
    • a business model is the blueprint of how a business intends to generate profits and it can be described by a number of components
  • 48. what do we offer? WHAT?
  • 49. whom do we offer it to? WHAT? WHO?
  • 50. how do we do it? WHAT? WHO? HOW?
  • 51. what‘s in it for us? WHAT? WHO? HOW? $? € ?
  • 52. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS
  • 53. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS
  • 54. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT SEGMENTS
  • 55. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT SEGMENTS ACQUISITION CHANNELS
  • 56. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT RELATIONSHIPS CLIENT SEGMENTS ACQUISITION CHANNELS
  • 57. 9 Bricks to Describe your Business Model WHAT? WHO? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT RELATIONSHIPS CLIENT SEGMENTS REVENUE FLOWS ACQUISITION CHANNELS HOW? $?
  • 58. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT RELATIONSHIPS CLIENT SEGMENTS REVENUE FLOWS ACQUISITION CHANNELS KEY RESOURCES $?
  • 59. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT RELATIONSHIPS CLIENT SEGMENTS REVENUE FLOWS ACQUISITION CHANNELS KEY RESOURCES $? CLIENT SEGMENTS CLIENT SEGMENTS KEY ACTIVITIES
  • 60. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT RELATIONSHIPS CLIENT SEGMENTS REVENUE FLOWS ACQUISITION CHANNELS KEY RESOURCES $? CLIENT SEGMENTS CLIENT SEGMENTS KEY ACTIVITIES CLIENT SEGMENTS CLIENT SEGMENTS PARTNER NETWORK
  • 61. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER COST STRUCTURE CLIENT RELATIONSHIPS CLIENT SEGMENTS KEY ACTIVITIES PARTNER NETWORK REVENUE FLOWS ACQUISITION CHANNELS KEY RESOURCES
  • 62. HOW … can we sharpen our business model and achieve innovation?
  • 63. eric calling
  • 64. The 5 steps of business model design & innovation
    • describe existing business model
    • assess strengths and weaknesses
    • brainstorm on improvements & opportunities
    • turn new model into a project roadmap
    1 2 4 3 VISUALIZE ASSESS INNOVATE PLAN 5 IMPLEMENT
    • communicate & implement
  • 65. VISUALIZE: co-create to draw your business model
  • 66. The 5 steps of business model design & innovation
    • describe existing business model
    • assess strengths and weaknesses
    • brainstorm on improvements & opportunities
    • turn new model into a project roadmap
    1 2 4 3 VISUALIZE ASSESS INNOVATE PLAN 5 IMPLEMENT
    • communicate & implement
  • 67. ASSESS: question your business model acquisition and distribution channel assessment strengths (+) (-) weaknesses our channels have a strong reach among our target clients our channels only reach a fraction of our target clients we know how effective each of our channels is we don’t know how successful our channels are we know how cost efficient each of our channels is we don’t know how costly our channels are we use our most costly channels for our most profitable clients unprofitable clients regularly use our most expensive channels … …
  • 68. The 5 steps of business model design & innovation
    • describe existing business model
    • assess strengths and weaknesses
    • brainstorm on improvements & opportunities
    • turn new model into a project roadmap
    1 2 4 3 VISUALIZE ASSESS INNOVATE PLAN 5 IMPLEMENT
    • communicate & implement
  • 69. INNOVATE: ideate, prototype, iterate, decide
  • 70. INNOVATE: ideate, prototype, iterate, decide WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER COST STRUCTURE CLIENT RELATIONSHIPS CLIENT SEGMENTS KEY ACTIVITIES PARTNER NETWORK REVENUE FLOWS ACQUISITION CHANNELS KEY RESOURCES
  • 71. The 5 steps of business model design & innovation
    • describe existing business model
    • assess strengths and weaknesses
    • brainstorm on improvements & opportunities
    • turn new model into a project roadmap
    1 2 4 3 VISUALIZE ASSESS INNOVATE PLAN 5 IMPLEMENT
    • communicate & implement
  • 72. PLAN: draw a project roadmap and align your enterprise Strategy direction new business model [Galbraith 2001]
  • 73. PLAN: draw a project roadmap and align your enterprise Strategy Structure power direction new business model [Galbraith 2001]
  • 74. PLAN: draw a project roadmap and align your enterprise Strategy Structure Processes power direction information new business model [Galbraith 2001]
  • 75. PLAN: draw a project roadmap and align your enterprise Strategy Structure Processes Rewards power direction motivation information new business model [Galbraith 2001]
  • 76. PLAN: draw a project roadmap and align your enterprise Strategy Structure Processes Rewards People power direction skills/mind-set motivation information new business model [Galbraith 2001]
  • 77. The 5 steps of business model design & innovation
    • describe existing business model
    • assess strengths and weaknesses
    • brainstorm on improvements & opportunities
    • turn new model into a project roadmap
    1 2 4 3 VISUALIZE ASSESS INNOVATE PLAN 5 IMPLEMENT
    • communicate & implement
  • 78. IMPLEMENT: just do it…
  • 79. smoking gun
  • 80. Thank you.
  • 81. Contact
    • Arvetica
    • 24, Route des Acacias
    • CH-1227 Geneva
    • Telefon: +41 - 22 304 12 30
    • Fax: +41 - 22 304 12 39
    • E-Mail: alex@arvetica.com