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PAICR Client Communications Webinar October 26, 2011 Best Practices in Client Communications for Asset Managers
Todayโ€™s Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object]
Current Market Trends Industry Client Service Conference October 3-4, 2011 Princeton Club, Manhattan Top Trendsโ€ฆ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Investment Performance vs. Client Service The decision to hire (or retain) is based nearly as much on client service as performance. . Client  Service 40% Performance 60% Average respective weights in decision making process for hiring or retaining institutional asset management firms  Source: Chatham Partners, 2011 Source: Gold Consulting, 2011
Investment Performance vs. Client Service The decision to hire (or retain) is based nearly as much on client service as performance. Once a firm reaches โ€œbest and final status,โ€ performance has generally been accounted for and is not really significant in the final decision. Client  Service 40% Performance 60% Average respective weights in decision making process for hiring or retaining institutional asset management firms  Source: Chatham Partners, 2011 Source: Gold Consulting, 2011
Client Service: What Clients Care About Most Driver analysis is based on a multivariate regression analysis of survey responses 2001- 2008. The percentages represent the standardized beta coefficients divided by the sum of the coefficients. Client Satisfaction Drivers Source: Chatham Partners Communications is the Bedrock of Nearly Every Client Satisfaction Driver
โ€ฆ Some Final Points Client Service is completely โ€œcontrollableโ€ Investment Performance is very difficult to controlโ€ฆespecially in recent years Client Service makes up 40% of the hiring or firing decision for clients Therefore, doesnโ€™t it make sense to  make your client service top notch?
Key Challenges in Client Communications
Challenge #1 Increasing Demand for Greater Levels of Service Findings and Analysisโ€ฆ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Why?
Challenge #2 Not Able to Contact Clients as Often as You Should Findings and Analysisโ€ฆ ,[object Object],[object Object],[object Object],[object Object],[object Object],Why?
Challenge #3 Critical Information Not Readily Available to Clients Findings and Analysisโ€ฆ ,[object Object],[object Object],[object Object],[object Object],[object Object],Why?
Recommended Best Practices
Recommendation: Collect and Centralize Critical Client-Facing Information Firm  Central Library General Firm Information of Interest (i.e. new products, partnerships) Changes in key personnel Changes in firm investment philosophy or strategies Changes in firm product status or focus ,[object Object],[object Object],[object Object],[object Object],Examples Implementation Ideas Economic outlooks and commentaries
Recommendation: Systematically Communicate Critical Info to Clients Apr Jun Q2 2011 Quarterly Review [ In Person ] May Monthly Report Monthly Report Monthly Report Value Market Update [ Phone Call after Market Drop ] Typical Client Interaction  [ Client X ]  for Q2 2011
Recommendation: Systematically Communicate Critical Info to Clients Apr Jun Q2 2011 Quarterly Review [ In Person ] May Monthly Report Monthly Report Monthly Report Value Market Update [ Phone Call after Market Drop ] Firm News Market Outlook Firm View on Regulatory Change Firm Portfolio Mgr. Change Systematic Communication of  Critical Firm Information
Using Automation to Improve Client Communications
Levels of Automation ,[object Object],[object Object],[object Object],[object Object],[object Object],Picking the right processes / tasks to automate is very important โ€ฆ a couple of points MANUAL :  Good process implemented manually FULLY AUTOMATED :  Fully automated process using a dedicated system SEMI-AUTOMATED :  Using scripts to automate portions of the process
Before Automation: Presentation Creation Example Sales Marketing Request made to Marketing  via email or hardcopy (includes updates to presentation or new slides) Approval request submitted via email Compliance Approval Without standard pre-approved templates, each request is somewhat custom resulting in special handling by Marketing. Recommended edits or approval Local PC PDF or printed copy delivered to sales Approval process requires each individual presentation to be reviewed as a one-off presentation. This slows down final approvalโ€”causing delayed response to client opportunities Network Drive: Unsecured โ€“ anyone can accidently move, edit or delete materials Material available in PPTs 1 2 3 4a 5 Most common edit request include slide re-ordering, client name / date, presenter name and table of contents Accesses the Network Drive to find the latest version of the requested presentation.  4c 4b Previous presentations
After Automation: Presentation Creation Sales pulls from pre-approved materials or submit requests for customized presentation Presentation Library of Approved Material Identifying standard request from pre-approved materials will allow marketing to focus more attention on requests that require special handling (design, proof-reading, etc.)
Before Automation: Quarterly Updating Process Compliance Approval Requested [Includes PDF presentation & Verification checklist] XYZ Presentation Name_Date Marketing prioritizes the updates based on product presentations requestedโ€ฆ Accesses the Network Drive to find the latest version of the requested presentation.  Compliance Approver Request Updated Information from Product Team and Fund Managers Marketing accesses the most recent version. Marketing Logs Update and creates record on Network Drive Final presentation and back-up information is stored. Information is sent back to Marketing via email. Marketing Updates Presentation by manually keying the data and updates Modifications stored in Request Folder As a result of the recreation, the same slides are reviewed and approved over and over again Approval Sent 1 2 3a 3b 4a 4b 5a 5b A lot of times, the same information is used across presentations, resulting in the same information being updated across multiple presentations. Marketing
After Automation: Updating Process Marketing Team updates files and imports All Source Slides are updated in all instances in the Library Equity Presentation Value Presentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Presentation N Update Source File Import File into Library 1 2 Updates Occur Automatically 3 Library [ Librarian System ] Compliance Approval on all blocks of content ,[object Object],[object Object],[object Object]
Automated Delivery System Overview Retain and grow business by touching clients more often with the right information A library of relevant information, and an easy way to distribute it allows relationship managers to stay in touch more often with clients ,[object Object],[object Object],[object Object],[object Object],Client Satisfaction > Greater Retention > More Assets Relationship Manager Client
Questions & Answers Contact Information : Liz McChrystal, Ph.D. Accent Technologies [email_address] 321.242.7438

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Best Practices in Client Communications for Asset Managers

  • 1. PAICR Client Communications Webinar October 26, 2011 Best Practices in Client Communications for Asset Managers
  • 2.
  • 3.
  • 4. Investment Performance vs. Client Service The decision to hire (or retain) is based nearly as much on client service as performance. . Client Service 40% Performance 60% Average respective weights in decision making process for hiring or retaining institutional asset management firms Source: Chatham Partners, 2011 Source: Gold Consulting, 2011
  • 5. Investment Performance vs. Client Service The decision to hire (or retain) is based nearly as much on client service as performance. Once a firm reaches โ€œbest and final status,โ€ performance has generally been accounted for and is not really significant in the final decision. Client Service 40% Performance 60% Average respective weights in decision making process for hiring or retaining institutional asset management firms Source: Chatham Partners, 2011 Source: Gold Consulting, 2011
  • 6. Client Service: What Clients Care About Most Driver analysis is based on a multivariate regression analysis of survey responses 2001- 2008. The percentages represent the standardized beta coefficients divided by the sum of the coefficients. Client Satisfaction Drivers Source: Chatham Partners Communications is the Bedrock of Nearly Every Client Satisfaction Driver
  • 7. โ€ฆ Some Final Points Client Service is completely โ€œcontrollableโ€ Investment Performance is very difficult to controlโ€ฆespecially in recent years Client Service makes up 40% of the hiring or firing decision for clients Therefore, doesnโ€™t it make sense to make your client service top notch?
  • 8. Key Challenges in Client Communications
  • 9.
  • 10.
  • 11.
  • 13.
  • 14. Recommendation: Systematically Communicate Critical Info to Clients Apr Jun Q2 2011 Quarterly Review [ In Person ] May Monthly Report Monthly Report Monthly Report Value Market Update [ Phone Call after Market Drop ] Typical Client Interaction [ Client X ] for Q2 2011
  • 15. Recommendation: Systematically Communicate Critical Info to Clients Apr Jun Q2 2011 Quarterly Review [ In Person ] May Monthly Report Monthly Report Monthly Report Value Market Update [ Phone Call after Market Drop ] Firm News Market Outlook Firm View on Regulatory Change Firm Portfolio Mgr. Change Systematic Communication of Critical Firm Information
  • 16. Using Automation to Improve Client Communications
  • 17.
  • 18. Before Automation: Presentation Creation Example Sales Marketing Request made to Marketing via email or hardcopy (includes updates to presentation or new slides) Approval request submitted via email Compliance Approval Without standard pre-approved templates, each request is somewhat custom resulting in special handling by Marketing. Recommended edits or approval Local PC PDF or printed copy delivered to sales Approval process requires each individual presentation to be reviewed as a one-off presentation. This slows down final approvalโ€”causing delayed response to client opportunities Network Drive: Unsecured โ€“ anyone can accidently move, edit or delete materials Material available in PPTs 1 2 3 4a 5 Most common edit request include slide re-ordering, client name / date, presenter name and table of contents Accesses the Network Drive to find the latest version of the requested presentation. 4c 4b Previous presentations
  • 19. After Automation: Presentation Creation Sales pulls from pre-approved materials or submit requests for customized presentation Presentation Library of Approved Material Identifying standard request from pre-approved materials will allow marketing to focus more attention on requests that require special handling (design, proof-reading, etc.)
  • 20. Before Automation: Quarterly Updating Process Compliance Approval Requested [Includes PDF presentation & Verification checklist] XYZ Presentation Name_Date Marketing prioritizes the updates based on product presentations requestedโ€ฆ Accesses the Network Drive to find the latest version of the requested presentation. Compliance Approver Request Updated Information from Product Team and Fund Managers Marketing accesses the most recent version. Marketing Logs Update and creates record on Network Drive Final presentation and back-up information is stored. Information is sent back to Marketing via email. Marketing Updates Presentation by manually keying the data and updates Modifications stored in Request Folder As a result of the recreation, the same slides are reviewed and approved over and over again Approval Sent 1 2 3a 3b 4a 4b 5a 5b A lot of times, the same information is used across presentations, resulting in the same information being updated across multiple presentations. Marketing
  • 21.
  • 22.
  • 23. Questions & Answers Contact Information : Liz McChrystal, Ph.D. Accent Technologies [email_address] 321.242.7438