DRAFT: Private Banking Business Models

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A draft presentation to stimulate reflections on business models in the private banking industry

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  • hi i would like to have this presentation if possible aykashani@gmail.com
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  • In this slidecast we are going to look at business models in private banking More specifically, we will look at a number of innovative business models that have emerged in the industry and we will then learn about an approach that allows us to question, clarify and strengthen our own business model. Now, why should we look at business models you might be asking yourself? Because despite growth today’s private banking landscape is changing. Some organizations are starting to stand out with very innovative business. And we all want to differentiate ourselves to gain a competitive advantage, don’t we?
  • DRAFT: Private Banking Business Models

    1. Business Models in Private Banking discover, understand and define © Arvetica 7th of February 2008
    2.  
    3. UBS
    4. Geneva Private Banks
    5. Investec
    6. Syz
    7. Independant Asset Managers
    8. Mirabaud Asset Management
    9. Sodi
    10. EFG
    11. Swissquote
    12. TIGER21
    13. CONCLUSION multiple business models are competing in private banking
    14.  
    15. WHICH … path should I choose? How can I make the right decision?
    16. WHAT … actually is a business model?
    17. Practice Shows: Understandings Diverge
    18. <ul><li>a business model is the blueprint of how a business intends to generate profits and it can be described by a number of components </li></ul>
    19. what do we offer? WHAT?
    20. whom do we offer it to? WHAT? WHO?
    21. how do we do it? WHAT? WHO? HOW?
    22. what‘s in it for us? WHAT? WHO? HOW? $? € ?
    23. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS
    24. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS
    25. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT SEGMENTS
    26. 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
    27. 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
    28. 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? $?
    29. 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 $?
    30. 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
    31. 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
    32. 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
    33. HOW … can we sharpen our business model and achieve innovation?
    34. eric calling
    35. The 5 steps of business model design & innovation <ul><li>describe existing business model </li></ul><ul><li>assess strengths and weaknesses </li></ul><ul><li>brainstorm on improvements & opportunities </li></ul><ul><li>turn new model into a project roadmap </li></ul>1 2 4 3 VISUALIZE ASSESS INNOVATE PLAN 5 IMPLEMENT <ul><li>communicate & implement </li></ul>
    36. VISUALIZE: co-create to draw your business model
    37. The 5 steps of business model design & innovation <ul><li>describe existing business model </li></ul><ul><li>assess strengths and weaknesses </li></ul><ul><li>brainstorm on improvements & opportunities </li></ul><ul><li>turn new model into a project roadmap </li></ul>1 2 4 3 VISUALIZE ASSESS INNOVATE PLAN 5 IMPLEMENT <ul><li>communicate & implement </li></ul>
    38. 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 … …
    39. The 5 steps of business model design & innovation <ul><li>describe existing business model </li></ul><ul><li>assess strengths and weaknesses </li></ul><ul><li>brainstorm on improvements & opportunities </li></ul><ul><li>turn new model into a project roadmap </li></ul>1 2 4 3 VISUALIZE ASSESS INNOVATE PLAN 5 IMPLEMENT <ul><li>communicate & implement </li></ul>
    40. INNOVATE: ideate, prototype, iterate, decide
    41. 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
    42. The 5 steps of business model design & innovation <ul><li>describe existing business model </li></ul><ul><li>assess strengths and weaknesses </li></ul><ul><li>brainstorm on improvements & opportunities </li></ul><ul><li>turn new model into a project roadmap </li></ul>1 2 4 3 VISUALIZE ASSESS INNOVATE PLAN 5 IMPLEMENT <ul><li>communicate & implement </li></ul>
    43. PLAN: draw a project roadmap and align your enterprise Strategy direction new business model
    44. PLAN: draw a project roadmap and align your enterprise Strategy Structure power direction new business model
    45. PLAN: draw a project roadmap and align your enterprise Strategy Structure Processes power direction information new business model
    46. PLAN: draw a project roadmap and align your enterprise Strategy Structure Processes Rewards power direction motivation information new business model [Galbraith 2001]
    47. 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]
    48. The 5 steps of business model design & innovation <ul><li>describe existing business model </li></ul><ul><li>assess strengths and weaknesses </li></ul><ul><li>brainstorm on improvements & opportunities </li></ul><ul><li>turn new model into a project roadmap </li></ul>1 2 4 3 VISUALIZE ASSESS INNOVATE PLAN 5 IMPLEMENT <ul><li>communicate & implement </li></ul>
    49. IMPLEMENT: just do it…
    50. smoking gun
    51. Thank you.
    52. Contact <ul><li>Arvetica </li></ul><ul><li>24, Route des Acacias </li></ul><ul><li>CH-1227 Geneva </li></ul><ul><li>Telefon: +41 - 22 304 12 30 </li></ul><ul><li>Fax: +41 - 22 304 12 39 </li></ul><ul><li>E-Mail: alex@arvetica.com </li></ul>

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