The document summarizes key developments in the retail investment distribution landscape in the UK, Australia, and South Africa. In the UK, the number of financial advisers has dropped by 20% since the Retail Distribution Review. Broker networks and restricted advice models are becoming more prominent. In Australia, retail distribution is dominated by large "dealer groups" affiliated with banks and insurers. In South Africa, larger independent financial adviser firms are buying smaller firms, and product providers are taking stakes in or fully acquiring independents. The document also outlines different emerging "independent" financial adviser models in South Africa involving various partnership and ownership structures.
This slide deck takes a look at the reasons behind why you would float a company on the stock exchange, the different methods of flotation, the initial steps to flotation and then a further look in more detail at the AIM Stock Market. To learn more or book a free consultation visit our website http://www.hbcg.co.uk
Basic understanding of Cross-Border M&A
Mai Doan
20 May 2014
Why use M&A strategy?
From the buyer side:
To enter a new market
To have network foundation
To secure control over the business
Why use M&A strategy?
From the seller side:
<49%:>49%: because they can!!!
100%: to retire, get the cash and move to another business
How do they do that?
Horizontal acquisition: same industry
M&A between companies in the same industry
Vertical acquisition: in the supply chain
M&A between companies in different stages of the supply chain or distribution channels.
Related acquisition: related industry
M&A between companies in highly related industries.
Wait, so what is M&A?
M&A= Merge and Acquisition
Just another corporate strategy?
(There are different levels in an M&A transaction based on how it is done.)
Merge: Company A and Company B are willing to comes together co-equal basis.
Acquisition: Company A buys Company B’s stock in order to have management control.
Take over: Company B could not resist being hostile take over by Company A.
How about cross-border M&A?
Still exactly the same thing but more complicated because:
It’s a cross-border transaction.
Legal barriers are more complex.
The gap between business cultures is larger.
And so many other things needed to be considered.
For those who are still being confused out there, cross-border M&A is a concept in which…
It’s an international “marriage” between two companies to form a “family”.
The two parties will be responsible for the “family” finance and management strategies.
The two parties will share the profit/loss accordingly.
Cross-border M&A between Japan and Vietnam in 2013-2014
Here is just a review
Cross-border M&A really helps to overcoming entry barriers into new market.
It also saves cost but adds more skills and capability for new product development.
And it definitely create added-value and reshapes your competitive scope.
Thank you!!!
The concept of M&A and all the “tricks” along with it have been written in piles and piles of books. Please note this presentation serve the purpose to simplify the idea of cross-border M&A for a clueless person like myself. Hope it helps to introduce you to this fun and exciting remarks of the finance industry. I’m looking forward to having more to add on this topic. Anyhow, good luck!!!
This slide deck takes a look at the reasons behind why you would float a company on the stock exchange, the different methods of flotation, the initial steps to flotation and then a further look in more detail at the AIM Stock Market. To learn more or book a free consultation visit our website http://www.hbcg.co.uk
Basic understanding of Cross-Border M&A
Mai Doan
20 May 2014
Why use M&A strategy?
From the buyer side:
To enter a new market
To have network foundation
To secure control over the business
Why use M&A strategy?
From the seller side:
<49%:>49%: because they can!!!
100%: to retire, get the cash and move to another business
How do they do that?
Horizontal acquisition: same industry
M&A between companies in the same industry
Vertical acquisition: in the supply chain
M&A between companies in different stages of the supply chain or distribution channels.
Related acquisition: related industry
M&A between companies in highly related industries.
Wait, so what is M&A?
M&A= Merge and Acquisition
Just another corporate strategy?
(There are different levels in an M&A transaction based on how it is done.)
Merge: Company A and Company B are willing to comes together co-equal basis.
Acquisition: Company A buys Company B’s stock in order to have management control.
Take over: Company B could not resist being hostile take over by Company A.
How about cross-border M&A?
Still exactly the same thing but more complicated because:
It’s a cross-border transaction.
Legal barriers are more complex.
The gap between business cultures is larger.
And so many other things needed to be considered.
For those who are still being confused out there, cross-border M&A is a concept in which…
It’s an international “marriage” between two companies to form a “family”.
The two parties will be responsible for the “family” finance and management strategies.
The two parties will share the profit/loss accordingly.
Cross-border M&A between Japan and Vietnam in 2013-2014
Here is just a review
Cross-border M&A really helps to overcoming entry barriers into new market.
It also saves cost but adds more skills and capability for new product development.
And it definitely create added-value and reshapes your competitive scope.
Thank you!!!
The concept of M&A and all the “tricks” along with it have been written in piles and piles of books. Please note this presentation serve the purpose to simplify the idea of cross-border M&A for a clueless person like myself. Hope it helps to introduce you to this fun and exciting remarks of the finance industry. I’m looking forward to having more to add on this topic. Anyhow, good luck!!!
ISDX is generally regarded as most suitable for companies looking to raise up to £5m. There are no formal restrictions on the type of business, industry sector or size of companies that can join the ISDX Growth Market. Our new guide has been published to as an essential source for progressing down this route. To know more visit http://www.hbcg.co.uk
I a - stone issues and policies in skills upgrading in small enterprise OECD CFE
The upgrading of workforce skills is key to the competitiveness of SMEs. In today’s business environment there is a premium on innovation that enables firms to develop new products and services, new production processes and new business models. This requires both in-house innovation and the ability to absorb knowledge from other firms and organisations, both of which call for a skilled labour force. Skills are also a critical but understated resource for entrepreneurship seen in the sense of business creation. Similarly to workforce skills, entrepreneurship skills will boost the competitiveness of local businesses thanks to the improved strategic and management competences of the entrepreneur.
With export entry modes a firm’s products are manufactured in the domestic market or a third country and then transferred either directly or indirectly to the host market. Export is the most common mode for initial entry into international markets. Sometimes an unsolicited order is received from a buyer in a foreign country, or a domestic customer expands internationally and places an order for its international operations. This prompts the firm to consider international markets and to investigate their growth potential.
Exporting is thus typically used in initial entry and gradually evolves towards foreign-based operations. In some cases where there are substantial scale economies or a limited number of buyers in the market worldwide (e.g. for aerospace), production may be concentrated in a single or a limited number of locations, and the goods then exported to other markets.
Exporting can be organized in a variety of ways, depending on the number and type of intermediaries. As in the case of wholesaling, export and import agents vary considerably in the range of functions performed. Some, such as export management companies, are the equivalent of full-service wholesalers and perform all functions relating to export. Others are highly specialized and handle only freight forwarding, billing or clearing goods through customs.
In establishing export channels a firm has to decide which functions will be the responsibility of external agents and which will be handled by the firm itself.While export channels may take many different forms, for the purposes of simplicity three major types may be identified: indirect, direct and cooperative export marketing groups.
Global Marketing
Svend Hollensen
Fifth Edition
A decision-oriented approach
Finance in the South West 2018 - Established (>2 Years) Session PKF Francis Clark
PKF Francis Clark is hosting a seminar which brings together providers of business funding, including both debt and equity; business support agencies including grant specialists; our own corporate finance experts and business owners themselves to provide short, sharp presentations in order to assist business owners and managers in assessing which funding stream is right for them.
ISDX is generally regarded as most suitable for companies looking to raise up to £5m. There are no formal restrictions on the type of business, industry sector or size of companies that can join the ISDX Growth Market. Our new guide has been published to as an essential source for progressing down this route. To know more visit http://www.hbcg.co.uk
I a - stone issues and policies in skills upgrading in small enterprise OECD CFE
The upgrading of workforce skills is key to the competitiveness of SMEs. In today’s business environment there is a premium on innovation that enables firms to develop new products and services, new production processes and new business models. This requires both in-house innovation and the ability to absorb knowledge from other firms and organisations, both of which call for a skilled labour force. Skills are also a critical but understated resource for entrepreneurship seen in the sense of business creation. Similarly to workforce skills, entrepreneurship skills will boost the competitiveness of local businesses thanks to the improved strategic and management competences of the entrepreneur.
With export entry modes a firm’s products are manufactured in the domestic market or a third country and then transferred either directly or indirectly to the host market. Export is the most common mode for initial entry into international markets. Sometimes an unsolicited order is received from a buyer in a foreign country, or a domestic customer expands internationally and places an order for its international operations. This prompts the firm to consider international markets and to investigate their growth potential.
Exporting is thus typically used in initial entry and gradually evolves towards foreign-based operations. In some cases where there are substantial scale economies or a limited number of buyers in the market worldwide (e.g. for aerospace), production may be concentrated in a single or a limited number of locations, and the goods then exported to other markets.
Exporting can be organized in a variety of ways, depending on the number and type of intermediaries. As in the case of wholesaling, export and import agents vary considerably in the range of functions performed. Some, such as export management companies, are the equivalent of full-service wholesalers and perform all functions relating to export. Others are highly specialized and handle only freight forwarding, billing or clearing goods through customs.
In establishing export channels a firm has to decide which functions will be the responsibility of external agents and which will be handled by the firm itself.While export channels may take many different forms, for the purposes of simplicity three major types may be identified: indirect, direct and cooperative export marketing groups.
Global Marketing
Svend Hollensen
Fifth Edition
A decision-oriented approach
Finance in the South West 2018 - Established (>2 Years) Session PKF Francis Clark
PKF Francis Clark is hosting a seminar which brings together providers of business funding, including both debt and equity; business support agencies including grant specialists; our own corporate finance experts and business owners themselves to provide short, sharp presentations in order to assist business owners and managers in assessing which funding stream is right for them.
Slides from the Equity for SMEs event held on 22nd October 2014 at Francis Clark offices, Truro. Joint event with Francis Clark, Stephens Scown and Get Set for Growth.
Loss leader strategies have been adopted across all sectors, services and products so far.
One of the most typical examples is razor blades, where producers literally give away razor units because once consumers acquire the unit they will need to buy blades.
Console games are usually sold at a loss to lure customer into purchasing higher margin games and subscriptions.
Loss leader used less for financial services or products and even less in the fund management system.
For the first time in August 2018 a Boston based fund power-house employed a loss leader strategy with the launch of two zero fees funds.
Fees charged by fund managers in the context of relationship with investors are not exclusively linked to the active management of the portfolio.
Fees typically cover costs associated to management of these investments and costs related to third parties involved in the investments.
Actively managed funds are more expensive because they allow for continuous deliver of alpha and outperformance of a benchmark index;
Passively managed funds are a much cheaper option because they replicate composition of a benchmark index to define their portfolios.
Not all fund houses – be them managing funds actively or passively – can afford to have an exclusive range of free funds.
Fund management comes at a cost.
According to FCA spokesman, fees charged by fund managers should remain and greater emphasis should be posed on transparency of fees for investors.
Recent regulatory changes impacting financial services regulation have mixed effect on the blossoming of a no fee fund ecosystem in Europe:
Retail Distribution Review (RDR) initiative and ensuing prohibition for fund managers to pay commission to distributors might push distributors to cost efficient solutions for their clients.
MiFID II, instead, calls for greater transparency on fees and amounts charged by fund managers to investors, both in advance of the investment and on an ongoing manner.
No fee funds might come with transparency conflicts and might not be a fit within the current climate for financial services in Europe.
As companies, both large and small, search for new
international markets in today’s global economy, they appreciate the differences between trading in their home market, with its known parameters, and marketing products overseas
Corporate Governance Trends, Regulatory Changes & their Impact on Investment ...OTC Markets Group Inc.
This webinar focuses on a discussion regarding how changes in corporate governance approached by the institutional investor communities can impact international investor relations strategies for global companies. Learn practical advice on how the corporate governance approach of institutional investors can impact your investor targeting goals. You can view a recording of the webinar here: https://youtu.be/bkC2Wb3lo5Y
Presentation given by Paul Thompson, Deputy Director, SME and SMP Affairs, IFAC, at the Malaysian Institute of Accountants Conference, Auditing Micro-Entities Efficiently and Effectively, March 23, 2012, Kuala Lumpur.
Revisionstation: Edexcel GCSE Business 2.1.1 Business growth V2.pptxRevisionstation
Methods of business growth and their impact:
Internal (organic) growth: new products (innovation, research and development), new markets (through changing the marketing mix or taking advantage of technology and/or expanding overseas)
External (inorganic) growth: merger, takeover
The types of business ownership for growing businesses:
Public limited company (plc)
Sources of finance for growing and established businesses:
Internal sources: retained profit, selling assets
External sources: loan capital, share capital including stock market flotation (public limited companies)
Full Theme 2 pack available to buy on the Revisionstation site
NO1 Uk Black Magic Specialist Expert In Sahiwal, Okara, Hafizabad, Mandi Bah...Amil Baba Dawood bangali
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Resume
• Real GDP growth slowed down due to problems with access to electricity caused by the destruction of manoeuvrable electricity generation by Russian drones and missiles.
• Exports and imports continued growing due to better logistics through the Ukrainian sea corridor and road. Polish farmers and drivers stopped blocking borders at the end of April.
• In April, both the Tax and Customs Services over-executed the revenue plan. Moreover, the NBU transferred twice the planned profit to the budget.
• The European side approved the Ukraine Plan, which the government adopted to determine indicators for the Ukraine Facility. That approval will allow Ukraine to receive a EUR 1.9 bn loan from the EU in May. At the same time, the EU provided Ukraine with a EUR 1.5 bn loan in April, as the government fulfilled five indicators under the Ukraine Plan.
• The USA has finally approved an aid package for Ukraine, which includes USD 7.8 bn of budget support; however, the conditions and timing of the assistance are still unknown.
• As in March, annual consumer inflation amounted to 3.2% yoy in April.
• At the April monetary policy meeting, the NBU again reduced the key policy rate from 14.5% to 13.5% per annum.
• Over the past four weeks, the hryvnia exchange rate has stabilized in the UAH 39-40 per USD range.
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
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The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
Retail investment distribution the senate group (27.6.2014)
1. Key Developments in the Retail Investment
Distribution Landscape
Kevin Hinton
Head of Investment Distribution
June 2014
2. • Agenda
1. Brief industry update
- Relentless global regulatory developments and its impact
on the advice arena
- What we have learnt thus far from the UK’s Retail
Distribution Review (RDR)
- And Australia?
- Early signs in South Africa….
2. The different “independent” financial models emerging
3. Competing in a new world
Regulations add complexity and costs
4. The Retail Distribution Review in the United
Kingdom
In the context of Retail Distribution Review (RDR) its mainly to do with the
removal of conflicted remuneration structures and issues around the
status of the adviser:
• Ban on all commissions (upfront and trail) on retail investment and pension
plans
• Replaced with adviser charging – fair and transparent charges for the advice
• Move away from volume driven incentives
• Regulation on % fees on assets under management
• Looking at “opt in” system for on-going trail fees – must be on going service
• Commission on pure risk products remains
• Regulation of Platforms – who benefits from rebates, status of adviser-
Independent, best advice, whole of market concepts and Restricted Advisers
• Review of Professional Standards – upwards and no grandfathering
5. 1. In the UK, the number of financial advisers has dropped dramatically, with
qualified reports suggesting numbers have declined by 20% with professional
standards, the high cost of professional indemnity cover and ‘economically
unattractive” business models being cited.
2. Broker networks and dealer groups have increasing prominence, with
recruiting of independents being aggressively pursued.
3. “Restricted” advise models seem to have prevailing precedence with the
UK’s Investor’s Chronicle suggesting that 8 out of 10 of the largest financial
adviser firms (Hargreaves Lansdowne, Close Brothers, Skipton Financial
Services, Towry, St James etc.) choosing restricted advice models.
4. Furthermore, large financial adviser firms are extending their services to
incorporate all elements of the value chain (advice/investment
management/platform administration). This is commonly referred to as
“vertical integration” across the industry.
What challenges are we facing?
Financial Adviser trends - UK
6. Distribution trends: mergers and acquisitions
1. Post-RDR the IFA industry has shrunk by more than 20%
2. Purchases of IFA businesses have fallen into three categories:
- Life companies
- Venture capitalists/private equity firms
- Network providers
3. A successful merger/acquisition has to have a repeatable/robust
process – most fail as they battle to demonstrate value
4. Most acquisitions acquire the client book and not the staff (risky?)
5. Valuations at 1.5 to 4X recurring income
7. Life companies
1. Aegon Distribution
- Bought Positive Solutions in 2002 (100 advisers - ₤163m)
- Then formed ORIGEN through the purchase of 5 additional IFA
firms (losses of ₤1.7m)
- 2013 Positive Solutions sold to Intrinsic (Aegon take equity
stake)
2. AXA Life
- In 2006, purchased Thinc Destiny for ₤100m (650 advisers and
₤3bn under advice)
- “It hasn’t worked”?
8. Venture capitalist and private equity firms
1. Succession
- 24 month transition plan on acquisitions
- Own white-labelled platform
- Robust integration into process
- Expected to achieve dependable recurring revenue to achieve
capital valuation of ₤700m
2. Ballpenny
- Targeting 60 IFA acquisitions
- Completed first 4 = AUM ₤325m
- Backed by Countrywide (property services) and US-based
investment management firm Oaktree Capital Management
3. Towry Law
- Shareholder Palomon Capital Partners (funding acquisition)
- 10 acquisitions (144 advisers and AUM ₤4.6bn)
9. What makes a successful acquisition?
1. You must have a robust repeatable sales process
2. Advisers will go the extra mile to prove their independence –
if you have too much bias towards your own solutions,
advisers walk…
- Aegon bought an IFA business with 700 advisers and retracted
to 40 very quickly
3. Advisers have a dislike of product providers – life companies
have failed in this endeavour (private equity firms and
national networks more successful)
4. Life companies paid too much
10. What challenges are we facing?
Financial Adviser trends - Australia
Name
No. of
advisers
Ownership
Professional Investment Services 1444 Centre Going Alliance (independently owned)
AMP Financial Planning 1360
Count Financial Ltd 864 Commonwealth Bank of Australia
Millennium 3 Financial Services 810 Australia and New Zealand Banking Group (AMP)
Commonwealth Financial Planning 613 Commonwealth Bank but multiple advice brands
1. In Australia, retail distribution channels are dominated by “dealer groups”.
2. These dealer groups constitute 85% of the total number of advisers. Many
of these large firms (Professional Investment Services, AMP Financial Planning,
Count Financial, Millennium 3 Financial Services etc.) have more than 1000
financial advisers working for them and are characterized by distribution
alliances/strategic shareholdings with large investment management firms/life
offices.
3. Top five dealer groups in Australia
11. Key developments within the industry
• This is following similar developments within the
UK and Australia.
• Anticipate a massive reduction of independent
advisors running ‘one man shows’.
• IFA are corporatising: IFA companies will typically
include 15-20 planners with a national footprint.
Larger independents
firms buying smaller
independents
• Currently there is a ‘turf war’ within the industry,
with service providers offering advice services and
independents developing their own solutions.
• Product providers have started buying a stake in
the independents (either full ownership or minority
ownership).
Product providers
buying a stake
in the
independents
• Dramatic reduction on third-party providers and
move to “on-balance sheet” solutions.
• Banks have favoured in-house products over
third-party products.
• Bank brokers are therefore becoming targets for
other corporates, as they are enticed by a larger
product portfolio and attractive fee sharing
arrangements.
Banks narrowing
third-party
product
suppliers
12. Key developments within the industry
• Average age of FAs is 52 and are desperate to sell
their books or move to a structured business, to ease
the administrative burden. The tied model is set to
grow and books will become cheaper.
• The younger generation of advisors may start out in
the tied model to gain experience.
The tied financial
adviser model
forecast to grow
• In recent years South Africa has seen new
multinationals, such as AON, enter the market.
• The aim is to use South Africa as a platform to get into
the rest of Africa.
• Multinationals play a bigger role in Africa and further
commoditise the South African market.
More multinationals
expected to enter South
Africa
13. The different “independent” models emanating in South
Africa
Semi-tied
• FA operators
under product
provider’s licence.
• Limitations in what
the FA can sell.
• FA receives on-
going business
support.
• Contractual
agreement, book
is retained by FA.
Dealer Groups
• Product provider
buys 100% stake
in dealer group.
• IFA’s business is
positioned as
independent.
• IFA licenced under
dealer group and
not product
provider.
• No limitations in
what can be sold;
there is an
expectation that
IFA should support
shareholder.
Minority
Ownership
• Product provider
buys minority
stake in IFA, e.g.
30%.
• Both parties share
in the dividends
and commit to
grow the business
two to three times
greater than initial
investments.
• Assistance in
business
management and
coaching is
important.
• No restrictions in
products sold.
Partnerships
• IFA signs
contractual
agreement to
partner with
product providers.
• Rebranding takes
places.
• IFA agrees to sell
business to
product providers
at a future date.
• In exchange
product provider
commits to grow
the business and
give business
support.
• No restriction in
the products IFA
can sell, but on
corporate’s
licences.
Large
Independents
• Independents
buying smaller
independents and
gaining national
footprint.
• These companies
are starting to
develop their own
solutions.
• Either a stake in
business is
purchased or the
entire business is
purchased.
• Business is
rebranded.
• No restriction in
products that can
be sold.
Across the models reviewed there was an understanding
that the IFA would support the service providers solutions.