September 12, 2013. This presentation was delivered to a group of very qualified Insurance Agents at Manila. I wanted them to understand the new changing world, where customers expectation has vastly increased. The digital world is building huge expectations. Suraj
This year, the team at Activate has defined the 11 most important insights for tech and media in 2017. Key points:
*$300 Billion in Tech and Media Growth Dollars
*There are 31 Hours in a Day
*Super Users: A Lot More Time, a Lot More Money
*Smart Speaker Battles are about the Great Digital Assistant Wars
*Reality Computing: VR/AR Move from Entertainment to the Next Big Computing Platform
*Big Influencers and Media Brands will Rule Web Video
*Premium Video: The Chase for Television Viewers and Television Dollars
*Sports is the Ultimate Moat
*News Brands will Beat Fake News (Spread by Fake Friends)
*eCommerce: More than Two Trillion Dollars To Go
*In an Era of Voice Control, Look to Podcasting to Engage Users
This presentation expresses the shiftalliance viewpoint of how technology is a key enabler for meaningful value now, and will continue to be in the future. It was first shared at the ABAP advertisers conference in Belo Horizonte, Brazil in 09/10
Building up the e-gaming ecosystem of India and the influence of smartphonesRedSeer
Survey respondents were asked how “important in life” is leisure time. Results for India based on more than 4,000 respondents. *GDP per capita is expressed in 2011 purchasing power parity (PPP) dollars, for the year 2014.
This year, the team at Activate has defined the 11 most important insights for tech and media in 2017. Key points:
*$300 Billion in Tech and Media Growth Dollars
*There are 31 Hours in a Day
*Super Users: A Lot More Time, a Lot More Money
*Smart Speaker Battles are about the Great Digital Assistant Wars
*Reality Computing: VR/AR Move from Entertainment to the Next Big Computing Platform
*Big Influencers and Media Brands will Rule Web Video
*Premium Video: The Chase for Television Viewers and Television Dollars
*Sports is the Ultimate Moat
*News Brands will Beat Fake News (Spread by Fake Friends)
*eCommerce: More than Two Trillion Dollars To Go
*In an Era of Voice Control, Look to Podcasting to Engage Users
This presentation expresses the shiftalliance viewpoint of how technology is a key enabler for meaningful value now, and will continue to be in the future. It was first shared at the ABAP advertisers conference in Belo Horizonte, Brazil in 09/10
Building up the e-gaming ecosystem of India and the influence of smartphonesRedSeer
Survey respondents were asked how “important in life” is leisure time. Results for India based on more than 4,000 respondents. *GDP per capita is expressed in 2011 purchasing power parity (PPP) dollars, for the year 2014.
Mobile Marketing Association, the global leading association for the mobile marketing industry, along with GroupM, world’s leading media investment group, today released its ‘Mobile Ecosystem and ad-Sizing Report’ 2018.
The casino and online gaming market to 2015
Introduction: about this study 2
Executive summary: key trends 4
Part I: Casino gaming 6
Global overview 7
United States 8
EMEA 12
Asia Pacific 16
Latin America 20
Canada 22
Part II: Online gaming 24
The elephant in the room 25
Regulating within borders: an interim step 27
Emerging change drivers 34
The global market in 2015—region by region 36
Conclusion 38
Transportation and the New Generation: Why Young People Are Driving Less and ...The Rockefeller Foundation
The trend away from driving has been led by young people. From 2001 to 2009, the average annual number of vehicle miles traveled by young people (16 to 34-year-olds) decreased from 10,300 miles to 7,900 miles per capita—a drop of 23 percent. The trend away from steady growth in driving is likely to belong-lasting—even once the economy recovers. Young people are driving less for a host of reasons—higher gas prices, new licensing laws, improvements in technology that support alternative transportation, and changes in Generation Y’s values and preferences—all factors that are likely to have an impact for years to come.
Gaming in India has been catalyzed by better smartphones, increased internet access, popular titles, influencers, and the global pandemic. To dive deeper into this space, Sequoia India partnered with BCG to assess the current mobile gaming market in India, and its prospects for expansion in a report titled ‘Mobile Gaming: $5B+ Market Opportunity.
The "gamerista 2015 Scenarios for the Future of Digital Games" strategic forecast looks at the global digital games marketplace and offers mega-trend predictions for the industry in 2015 and the major factors which will drive the digital video games marketplace.
An estimated 96 Mn Indian users are forecast to pay
for games in 2021. Paid gamers are forecast to reach
~240 Mn (3x) in the next 5 years. Survey results show that up to 50% of new midcore and hardcore game users pay $7-$14 per month.
Klarna - Swedish born 'Buy Now, Pay Later' GiantSam Ghosh
Update March 1st 2021: Klarna's valuation soared to US$31 billion after a huge USD1 billion fundraising. https://www.finextra.com/newsarticle/37576/klarna-confirms-mammoth-1-billion-fund-raise
Klarna is a Sweden based fintech unicorn that offers Consumer Credit, Merchant Solutions, and Banking services. Founded in 2005 by three students of Stockholm School of Economics, Klarna went from a rejected idea to a US$31 billion giant with a presence in 17 countries.
Klarna has been a pleasant outlier as a profitable fintech company from the beginning. In 2019 Klarna recorded a GMV of US$35 billion with net operating revenue of US$ 753 million.
Recently, Klarna is experiencing some growing pains especially in its quest to expand out of Europe. In 2019, Klarna reported a loss for the first time. In 2020 although their revenue is growing rapidly, losses also seem to expand.
Klarna spearheaded the 'Buy Now, Pay Later' industry and offer many innovative products. They have also created a unique playful brand.
Let us learn more about Klarna.
Marketing to Millennials can be challenging if you're not breaking down specific segments within this diverse population of 77 million. Millennials are bigger discount shoppers than any other generation, and they want authenticate communication.
This year, the team at Activate has defined the 11 most important insights for tech and media in 2018. Key points:
*$300 Billion in Internet and Media Growth Dollars
*Consumer Attention: There are 31 Hours in a Day, and Growing
*Smart Cameras: The Next Terrifyingly Smart Device That People Will Use Everywhere
*eCommerce: New Categories, New Brands, and $3 Trillion to Grow
*Sports Betting: Massive Growth Ahead for Tech and Media Companies
*Messaging: The Battle Will Continue for the World’s Dominant Digital Behavior
*Video Gaming: Unleashed and Ubiquitous for Billions of Consumers
*Music: More Services, More Venues — While Consumers Become Creators
*Podcasting: The Fastest Growing Media Behavior in an Exploding Ecosystem
*Video: The Old Winners Will be the New Winners
*Consumer Financial Services: The Long Awaited Tech Revolution is Finally Arriving
Integrating Traditional and Digital Media in a Digital World with Ron Hill of...amacolumbia
Ron Hill is the Market President for iHeartMedia's six Columbia-based radio stations, including 97.5 WCOS-FM, 104.7 WNOK-FM, 96.7 Steve FM, 100.1 The Beat, 560 WVOC and 1400 Fox Sports Radio. Ron leads a group of highly motivated marketing professionals who specialize in offering marketing solutions through the combination of the company's on-air, on-line and on-site resources. He's highly skilled in how to use digital, social, mobile and broadcast media to create strategic plans to achieve client's business objectives. Ron discussed current business trends in media at the AMA Columbia's June event.
See the presentation here.
Mobile Marketing Association, the global leading association for the mobile marketing industry, along with GroupM, world’s leading media investment group, today released its ‘Mobile Ecosystem and ad-Sizing Report’ 2018.
The casino and online gaming market to 2015
Introduction: about this study 2
Executive summary: key trends 4
Part I: Casino gaming 6
Global overview 7
United States 8
EMEA 12
Asia Pacific 16
Latin America 20
Canada 22
Part II: Online gaming 24
The elephant in the room 25
Regulating within borders: an interim step 27
Emerging change drivers 34
The global market in 2015—region by region 36
Conclusion 38
Transportation and the New Generation: Why Young People Are Driving Less and ...The Rockefeller Foundation
The trend away from driving has been led by young people. From 2001 to 2009, the average annual number of vehicle miles traveled by young people (16 to 34-year-olds) decreased from 10,300 miles to 7,900 miles per capita—a drop of 23 percent. The trend away from steady growth in driving is likely to belong-lasting—even once the economy recovers. Young people are driving less for a host of reasons—higher gas prices, new licensing laws, improvements in technology that support alternative transportation, and changes in Generation Y’s values and preferences—all factors that are likely to have an impact for years to come.
Gaming in India has been catalyzed by better smartphones, increased internet access, popular titles, influencers, and the global pandemic. To dive deeper into this space, Sequoia India partnered with BCG to assess the current mobile gaming market in India, and its prospects for expansion in a report titled ‘Mobile Gaming: $5B+ Market Opportunity.
The "gamerista 2015 Scenarios for the Future of Digital Games" strategic forecast looks at the global digital games marketplace and offers mega-trend predictions for the industry in 2015 and the major factors which will drive the digital video games marketplace.
An estimated 96 Mn Indian users are forecast to pay
for games in 2021. Paid gamers are forecast to reach
~240 Mn (3x) in the next 5 years. Survey results show that up to 50% of new midcore and hardcore game users pay $7-$14 per month.
Klarna - Swedish born 'Buy Now, Pay Later' GiantSam Ghosh
Update March 1st 2021: Klarna's valuation soared to US$31 billion after a huge USD1 billion fundraising. https://www.finextra.com/newsarticle/37576/klarna-confirms-mammoth-1-billion-fund-raise
Klarna is a Sweden based fintech unicorn that offers Consumer Credit, Merchant Solutions, and Banking services. Founded in 2005 by three students of Stockholm School of Economics, Klarna went from a rejected idea to a US$31 billion giant with a presence in 17 countries.
Klarna has been a pleasant outlier as a profitable fintech company from the beginning. In 2019 Klarna recorded a GMV of US$35 billion with net operating revenue of US$ 753 million.
Recently, Klarna is experiencing some growing pains especially in its quest to expand out of Europe. In 2019, Klarna reported a loss for the first time. In 2020 although their revenue is growing rapidly, losses also seem to expand.
Klarna spearheaded the 'Buy Now, Pay Later' industry and offer many innovative products. They have also created a unique playful brand.
Let us learn more about Klarna.
Marketing to Millennials can be challenging if you're not breaking down specific segments within this diverse population of 77 million. Millennials are bigger discount shoppers than any other generation, and they want authenticate communication.
This year, the team at Activate has defined the 11 most important insights for tech and media in 2018. Key points:
*$300 Billion in Internet and Media Growth Dollars
*Consumer Attention: There are 31 Hours in a Day, and Growing
*Smart Cameras: The Next Terrifyingly Smart Device That People Will Use Everywhere
*eCommerce: New Categories, New Brands, and $3 Trillion to Grow
*Sports Betting: Massive Growth Ahead for Tech and Media Companies
*Messaging: The Battle Will Continue for the World’s Dominant Digital Behavior
*Video Gaming: Unleashed and Ubiquitous for Billions of Consumers
*Music: More Services, More Venues — While Consumers Become Creators
*Podcasting: The Fastest Growing Media Behavior in an Exploding Ecosystem
*Video: The Old Winners Will be the New Winners
*Consumer Financial Services: The Long Awaited Tech Revolution is Finally Arriving
Integrating Traditional and Digital Media in a Digital World with Ron Hill of...amacolumbia
Ron Hill is the Market President for iHeartMedia's six Columbia-based radio stations, including 97.5 WCOS-FM, 104.7 WNOK-FM, 96.7 Steve FM, 100.1 The Beat, 560 WVOC and 1400 Fox Sports Radio. Ron leads a group of highly motivated marketing professionals who specialize in offering marketing solutions through the combination of the company's on-air, on-line and on-site resources. He's highly skilled in how to use digital, social, mobile and broadcast media to create strategic plans to achieve client's business objectives. Ron discussed current business trends in media at the AMA Columbia's June event.
See the presentation here.
The Flux Paradox - Branding at the Speed of ChangeYoung & Rubicam
Insights on how brands can build loyalty at the speed of change - By Matt Godfrey, President of Y&R Asia.
The erosion of consumer loyalty, or 'The Flux Paradox', is being driven by rapid product innovation. This dwindling brand loyalty, in Asia at least, is borne out by Y&R’s own proprietary research ‘Generation Asia’; a survey conducted by Y&R Advertising and VML, of 34,000 people across 10 countries.
The social media landscape is constantly on the move.
The meteoric rise of networks is unabated and their
importance in the business arena continues to evolve.
For fans of facts and figures, here are some freshly
baked numbers to illustrate the growth of social media
adoption in the Asia-Pacific region and the impact this
is making on businesses and ecommerce.
Presentation I've prepared for a number of upcoming conferences. It is based on more than 80 interviews with managers, heads of sustainability and CEOs.
Mobile is the new normal. We all know that. At a recent Social Marketers NYC meetup, we looked at how social and mobile are intersecting, and how marketers are adapting.
We spoke with Jarrod Dicker of Time Inc., Deepesh Banerji of CBSSports.com, and Jeffrey Steir of Ernst & Young. Here are some nuggets of wisdom from our conversation.
Key themes in this section:
1. Moats for the winning play Based on learnings from global successful models, we have created a capability framework for identifying ‘emerging winners’ with proven capabilities
2. Experience on ‘emerging winners’
platforms Basis deep research on multiple aspects including personalization, user feedback and creator feedback- we have created a nuanced view of current experience on the platforms
40% Of TikTok’s India Market Captured By Homegrown AppsRedSeer
Increase in smartphone sales driven by a rising middle class, more digitalization through tech advancements such as 5G, etc. Shorter attention spans of Millennials and GenZ, Increased visibility for creators, need for entertainment, Vast vernacular libraries. Short curated videos to be the primary source of entertainment (acting as fillers during breaks between daily tasks), Social community through short-form to aid in enhancing retention. High stickiness because of the wide array of content ( Challenges, hashtags, etc), monetization opportunities will aid in enhancing stickiness. Enhanced tech engine ensures better personalization and content moderation, leading to increased daily engagement.
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
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
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.
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
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
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
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
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.
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
15. If Facebook
were a country,
it would b e
the third most
populated
in the world,
ahead of the
United States.
If Facebook
were a country,
it would b e
the third most
populated
in the world,
ahead of the
United States.
16. CHINA
1.3
billion
INDIA
1.1
billion
USA
300
million
Brazil
190
million
Facebook
500
million
Only
China
&
India
are
more
populated
than
Facebook.
17. 500
BILLION.
The
number
of
minutes
spent
on
Facebook
per
month.
Last
year,
that
number
was
only
150
billion.
Today
it’s
500
billion.
18. 25
BILLION.
The
amount
of
content
(web
links,
news
stories,
blog
posts,
notes,
photos,
etc.)
shared
each
month
on
Facebook.
That’s
more
than
6X
last
years
volume.
19. ONE-THIRD. The proportion of women aged 18-34
who check Facebook when they first
wake up—even before going to the bathroom.
13
25. NINETY-FIVE.The percentage of companies using LinkedIn
to find and attract employees.
59% use Facebook and 42% use Twitter.
14
LinkedIn
26. 1 in 6.The number of marriages last year between
people who met through social media.
THAT’S MORE THAN TWICE THE NUMBER OF PEOPLE WHO
MET AT BARS, CLUBS, AND OTHER SOCIAL EVENTS COMBINED.
15
30. DIGITAL COMPANIES - ENTERTAINMENT
www.momenta.biz - 30
Online
Money
Transfer
(2000,
USA)
Oct
2002
>
acquired
by
ebay
for
US$
1.5
billion
As
of
2012
>
total
payment
volume
exceeds
US$
145
billion;
194
markets;
232
million
accounts.
Customers
can
sent,
receive
and
hold
in
26
currencies
worldwide.
Travel
Website
(2000,
USA);
Discovering
Treasure
on
its
travels
World’s
largest
travel
website
in
over
30
countries;
over
100
million
users;
21
languages.
2011
went
public,
now
listed
on
NASDAQ.
400,000
hotels
and
500,000
restaurants
across
70,000
ciees
worldwide.
TripAdvisor
PayPal
Online
File
Hoseng
(2007,
USA);
Out-‐of-‐the-‐box
success
October
2011
>>
50
million
users;
Nov
2012
>>
reached
100
million
users.
Dropbox
revenue
exceeded
US$240
million
in
2011.
Dropbox
31. DIGITAL COMPANIES - ENTERTAINMENT
www.momenta.biz - 31
Image
&
Video
Sharing
(2004,
Canada)
§ 51
million
registered
users;
80
million
unique
visitors;
6
billion
images.
§ Flickr
is
valued
at
US$
4
billion.
Online
Encyclopedia
(2001,
USA)
§ Not-‐for-‐profit
company.
§ Donaeons
>>
2009
US$
8
million,
doubled
in
2010
to
US$16
million;
2011
raised
US$
20
million.
§ Free
to
all.
20
million
arecles
in
282
languages.
Wikipedia
Zynga
Online
Social
Gaming
(2007,
USA)
Feb
2011
>
$1
billion
venture
capital
funding
Late
2011
>
Zynga’s
games
had
232
million
monthly
users.
32. DIGITAL COMPANIES - ENTERTAINMENT
www.momenta.biz - 32
Twitter
How
140
characters
changed
the
world
Social
Media/microblogging
(2006,
USA)
Mar
2011
>
more
than
140
million
monthly
users
Revenue
>
Twijer
is
expected
to
take
in
$950
million
in
2014
before
vauleng
to
$1.33
billion
the
following
year.
This
year’s
revenues
are
pegged
at
$582.8
million,
a
year-‐over-‐year
doubling.
Wonga
Short-‐term
consumer
finance
(2006,
UK)
–
UK,
South
Africa,
Canada
&
Poland.
§ Offers
£400
-‐
£1,000
for
1-‐30
days
short
term
loans
>>
money
within
one
hour.
§ Wong
has
approved
over
3.5
million
loans
in
4
years.
§ Focus
on
innovaeon.
Amazon
World’s
largest
e-‐retailer
(1995,
USA)
Started
as
an
online
bookstore,
but
soon
diversified,
selling
DVDs,
VHSs,
CDs,
video
and
MP3
downloads/streaming,
sooware,
video
games,
electronics,
apparel,
furniture,
food,
toys,
and
jewelry.
Cloud
compueng
services.
Customer
base:
+30
million
Sales
–
US$16.1
billion
(2013
1st
Quarter).
33. www.momenta.biz - 33
ALL THESE COMPANIES ARE
REACHING YOUR CUSTOMERS
DIRECTLY AND ALSO BUILDING
RELATIONSHIP.
RELATIONSHIP THAT IS STRONGER
THAN WHAT WE HAVE BUILT.
34. A. Technology
B. Chemicals
C. Automotive
D. Media
E. Banks
F. Consumer Health
Care
G. Consumer
Electronics
H. Energy
I. Food & Beverages
J. Aerospace &
Defense
K. Consumer Goods
L. Metals
M. Pharmaceutical
N. Telecom
O. Financial Services
P. Brewing & Sprits
Q. Food Manufacturing
R. Entertainment
WHICH ARE THE MOST TRUSTED
INDUSTRIES?
35. A. Technology
B. Chemicals
C. Automotive
D. Media
E. Banks
F. Consumer Health Care
G. Consumer Electronics
H. Energy
I. Food & Beverages
J. Aerospace & Defense
K. Consumer Goods
L. Metals
M. Pharmaceutical
N. Telecom
O. Financial Services
P. Brewing & Sprits
Q. Food Manufacturing
R. Entertainment
Please
indicate
(by
ranking)
how
much
you
TRUST
businesses
in
each
of
the
above
industries.
There
are
18
industries
listed
here
–
rank
them
by
order
of
#1
being
most
TRUSTED
and
#18
least
TRUSTED.
Name:
_________________________________________________________________
TRUSTED
INDUSTRY
37. Edelman's 13th Annual survey
37
GLOBAL
ONLINE
SURVEY
IN
26
COUNTRIES
• 31,000+
respondents
• 5
years
in
20+
markets
• 8
years
in
10+
markets
GENERAL
POPULATION
• 1000
respondents
per
country
surveyed
• Ages
18+
• 2
years
of
data
INFORMED
PUBLICS
• 500
respondents
in
U.S.
and
China
&
200
in
other
countries
• Ages
25-‐64
• College-‐educated
• In
top
25%
of
household
income
per
age
group
in
each
country
• Report
significant
media
consumpeon
and
engagement
in
business
news
and
public
policy
• 13
years
of
data
Source:
Edelman's
13th
Annual
survey
38. banking & financial services Industry – are least trusted
38
TRUST IN INDUSTRIES GLOBALLY
Source:
Edelman's
13th
Annual
survey
MOST
TRUSTED
LEAST
65% & above
64 to 60%
59 to 50%
Less than 50%
Technology
(73%)
Consumer
Electronics
(70%)
Automoeve
(66%)
Food
&
Beverages
(62%)
Aerospace
&
Defense
(62%)
Entertainment
(62%)
Metals
Industry
(61%)
Food
Manufacturing
(61%)
Telecommunicaeon
(60%)
Consumer
Packaged
Goods
(60%)
Pharmaceuecal
(57%)
Energy
(57%)
Consumer
Health
Companies
(55%)
Brewing
&
Sprit
(55%)
Chemicals
(51%)
Media
(50%)
Banks
(49%)
Financial
Services
(46%)
41. Drilling down further, Asia is most trusting and EU is least trusting of financial
service sector
41
TRUST IN FINANCIAL SERVICES INDUSTRY SECTORS BY REGION
Industry Average
43. THE MESSAGE IS SIMPLE !
§ Trust has been lost and the digital world is here.
§ The Technology Sector - Two issues – (1) Potentially preparing to
take away our clients, and (2) building very high client
expectations.
§ Successful relationships with customers in the digital world are
high-trust relationships.
§ It is time for financial advisors to rebuild trust at the same time as
developing all the communications and analytical advantages of
digital technology. There is no other way.
§ The highly digitalized, non-bank competitors are already taking the
best parts of banking, will soon take other parts of the financial
industry. Retail General Insurance is substantially moved to the
digital world. Time is short. Is Apple about to join the fray? Is
Amazon? Is Facebook? {Or is it the telecom industry?}
!
44. Trust has been lost and the digital world
is taking over.
46. Traditional Purchase Process
Traditionally, there have been three critical junctures within a customer’s
purchase process where product must be successful: stimulus, shelf,
experience
Semulus
This is the moment
when an advertisement/
knowledge connects
with a consumer in such
a way that pushes him
or her to visit a start the
discussion.
Second
Moment
of
Truth
Experience
(Experience) - Once
home with the product,
the consumer uses it
and forms an opinion of
his or her purchase.
First
Moment
of
Truth
At
shelf
In-‐store
The consumer, driven by
an advertisement or
knowledge, visits your
office and the combination
of product packaging and
salesperson claims, results
in a purchase.
54. This is the new World of ZMOT
50% 49% 38% 36% 31% 22% 22% 18%
Searched
online
Talked with
friends /
family
Compared
product
online
Sought
info. from
manufacturers’
website
Read
product
reviews
Sought
info. From
retailers
website
Read
comments
Became
friend/
follower/
’liked’ a
brand
58. HNWI at RECORD LEVELS
(2012)
North
America
Asia-Pacific
Europe
Latin
America
Middle East
Africa
Total
Wealth (US$ Trillion)
12.7 (11.4)
12.0 (10.7)
10.9 (10.1)
7.5 (7.1)
1.8 (1.7)
1.3 (1.1)
46.2 (42.0)
%age Change 2011-12
11.7%
12.2%
8.2%
6.7%
8.6%
11.5%
10.0%
Source:
Capgemini
Lorenz
Curve
Analysis,
2013
60. HNWI Population, 2007 -2011 (by Asia Market)
‘000
(Thousands)
1517
1366
1650
1739
1822
412
364
477
535
562
169
129
174
193
180
118
105
127
146
144
123
84
127
153
126
78
61
82
99
91
71
58
83
94
89
96
37
76
101
84
44
42
50
58
65
24
19
24
30
32
149
138
154
166
173
0
500
1000
1500
2000
2500
3000
3500
4000
2007
2008
2009
2010
2011
Other Markets
Indonesia
Thailand
Hong Kong
Taiwan
Singapore
India
South Korea
Australia
China
Japan
2.8m 2.4m 3.0m 3.3m 3.4m
Source:
Capgemini
Lorenz
Curve
Analysis,
2012.
Note:
Chart
numbers
and
quoted
%ages
may
not
add
up
due
to
rounding.
Philippines
within
“Other
Markets”
61. Composition of Asia-Pacific HNWI
Wealth
$11.4 t
Individuals
3.4 m
+$30 m
Ultra-HNWI
$5 - $30 m
Mid-Tier Millionaire
$1 - $5 m
Millionaire Next Door
WORLD’S POPULATION OF HNWI
FIGURE 1. HNWI Population, 2007 – 2011 (by Region)
(Million)
0
2
4
6
8
10
12
20112010200920082007
Asia-Pacific
North America
Europe
Latin America
Middle East
Africa
1.1%
-1.1%
1.6%
5.4%
3.9%
2.7%
Global 0.8%
% Change Total HNWI Population
2010-2011
10.1 8.6 10.0 10.9 11.0
CAGR 2007-2011: 2.1%
Number
of HNWIs
Worldwide
(Million)
3.1
3.3
2.8
2.7
2.4
3.1
3.4
3.3
3.4
3.4
0.4
0.4
0.1
2.6
3.0
3.0
3.1 3.2
0.4
0.4
0.5
0.4
0.1 0.5
0.4
0.1
0.5
0.5
0.1
0.1
FIGURE 1. HNWI Population, 2007 – 2011 (by Region)
(Million)
Note: Chart numbers and quoted percentages may not add up due to rounding
Source: Capgemini Lorenz Curve Analysis, 2012
FIGURE 2. HNWI Wealth Distribution, 2007 – 2011 (by Region)
(US$ Trillion)
CAGR 2007-2011: 0.8%
FIGURE 2. HNWI Wealth Distribution, 2007 – 2011 (by Region)
(US$ Trillion)
21.7 k
(0.6% of total)
266.0 k
7.9% of the total
3080 k
91.5% of the total
24.5%
[$2.8 trillion]
23.8%
[$2.7 trillion]
51.8%
[$5.9 trillion]
62. Snippets
In
associaeon
with
copyright@aprikot
2012
62
45years or younger
Asia-Pacific, 41%
of the HNWIs are
50Years
China, average age
of UHNWI is
63. Who is the Philippines HNW investor?
§ Most HNW individuals are between 31 and 50
years old
§ Credit Suisse Reports forecast 38,000 HNWI by
2015.
§ The majority of HNW individuals have amassed
their fortunes through entrepreneurship.
§ Moderate knowledge and a conservative
attitude make for a difficult client profile for
Wealth Managers.
§ Philippines wealth managers must be able to
deal with high degrees of financial illiteracy.
65. HNW – What do they look for ?
§ HNWI focus on wealth preservation
§ The preference for a single point of advice and service
is strong.
§ HNWIs perceive their wealth management needs to be
“straightforward” (focused on investments, cash, and
credit)
§ The current demand for digital channels is robust
globally, especially for HNWIs below 40 years of age.
Highlight from the 2013 Global HNW Insight Survey
66. HNWI Trust & Confidence
§ Wealth Manager competency emerged as the single
largest service priority among HNWIs, with 67.5% rating it
as most important.
§ Asset Allocation: HNWIs exhibited a clear bias toward
safety and wealth preservation, allocating nearly 30% of
their financial wealth into cash and deposits.
Capgemini, RBC Wealth Management, and Scorpio Partnership
Global HNW Insights Survey 2013
4,400 HNWI’s : 21 Wealth Markets : 77.2% USD 1–5 mn,
10.2% over 10 mn – excluding primary residence.
67. Asset Allocation
16 2013 WORLD WEALTH REPORT
as their primary focus put 26.4% of their assets into cash,
only slightly less than HNWIs primarily focused on capital
preservation who put 29.7% of their assets in cash.
regulatory velocity, and creating service interruptions due
to a lack of jurisdictional regulatory alignment. In Europe
and North America, where the regulatory change is
FIGURE 12. Breakdown of HNWI Financial Assets, Q1 2013
(%)
0%
25%
50%
75%
100%
Middle East
& Africa
Latin
America
EuropeJapanAsia-Pacific
excl. Japan
Asia-Pacific
North
America
Global
Cash/Deposits
Equities
Real Estateb
Fixed Income
Alternative Investmentsa
28.2%
26.1%
20.0%
15.7%
10.1%
21.3%
37.2%
13.5%
18.7%
9.3%
22.7%
22.3%
24.6%
16.7%
13.7%
49.4%
22.6%
11.9%
9.2%
7.0%
27.3%
21.5%
26.7%
15.3%
9.1%
27.6%
12.5%
30.1%
16.8%
13.1%
26.0%
17.0%
24.7%
16.0%
16.3%
FIGURE 12. Breakdown of HNWI Financial Assets
(%)
a Includes structured products, hedge funds, derivatives, foreign currency, commodities, private equity
b Excludes Primary Residence
Note: Chart numbers may not add up to 100% due to rounding
Source: Capgemini, RBC Wealth Management, and Scorpio Partnership Global HNW Insights Survey 2013
69. HNWI Behaviors & Preferences, Q1 2013
FIGURE 15. HNWI Behaviors and Preferences, Q1 2013
(%)
Single Firm
I prefer to work with a single wealth management firm
that can meet the full range of my financial needs
HNWI Preferred Wealth Management Approach
Preferred Wealth Manager Relationship
42.1% 22.8%
41.4% 14.4%
35.1%
35.0% 22.9%42.1%
32.7% 26.3%41.0%
32.2% 27.1%40.7%
34.0% 23.5%42.4%
33.9% 26.9%39.1%
44.2%
Straightforward Needs
My wealth needs are straightforward: I want to manage
my cash and credit, and grow my investments
Wealth Preservation
I am currently most focused on preserving my wealth
Personal Wealth Advice
I seek advice and solutions for my own
personal wealth needs
Financial and Life Goals Measurement
I judge the success of my portfolio based on my own
financial and life goals (i.e. on an absolute basis)
Multiple Firms
I prefer to work with various wealth management firms
who each have a specific area of expertise that meets
my needs
Complex Needs
My wealth needs are complex and may encompass
my business, or my extended family or philanthropy
Wealth Growth
I am currently most focused on growing my wealth
Family Wealth Advice
I seek advice and solutions for the wealth needs
of my extended family
Financial Benchmark Measurement
I judge the success of my portfolio, by comparing it
to financial market performance and benchmarks
(i.e. on a relative basis)
Self-Managed Investments
I rarely seek professional financial advice because
I prefer to make my own decisions
Single Touch Point
I want a single touch point with one individual who
facilitates all aspects of my relationship with the firm
Professional Advice
I seek professional advice and I usually act on it
Multiple Experts
I only want to speak to the different experts at my
wealth management firm who can deal with my
specific requirements
FIGURE 15. HNWI Behaviors and Preferences, Q1 2013
(%)
HNWI Preferred Wealth Manager Service
34.0% 23.5%42.4%
33.9% 26.9%39.1%
28.4% 27.8%43.8%
44.5% 20.0%35.6%
30.7% 23.7%45.6%
30.9% 26.0%43.1%
26.8% 26.0%47.2%
Self-Managed Investments
I rarely seek professional financial advice because
I prefer to make my own decisions
Single Touch Point
I want a single touch point with one individual who
facilitates all aspects of my relationship with the firm
Uncomfortable With Mostly In-house Products
I am uncomfortable when my wealth manager
recommends mostly in-house products
to meet my needs
Direct Contact
Overall, direct, personal contact is more important
than digital contact (internet, mobile, email)
Real-Time / Anytime Reporting
It is important for me to be able to see how my savings
and investments are doing at any time
Comprehensive Communication
I want my wealth manager to keep me fully updated on
transactions, opportunities, events, and news
Standardized Services
I am happy for my wealth manager to offer
a standardized level of service to me, so long
as it meets all my needs
Digital Contact
Overall, digital contact (internet, mobile, email) is
more important than direct, personal contact
Scheduled Reporting
It is most important for me to receive written reports at
agreed-upon points in the year
Filtered Communication
I want my wealth manager to filter communications
so I only receive what is necessary
Customized Services
To ensure all my needs are met, I am happy
to pay more for a customized level of service
from my wealth manager
Professional Advice
I seek professional advice and I usually act on it
Multiple Experts
I only want to speak to the different experts at my
wealth management firm who can deal with my
specific requirements
Comfortable With Mostly In-house Products
I am comfortable that my wealth manager’s own range
of in-house products is adequate for most of my needs
Strong Preference for Parameters on Left No Strong Preference Strong Preference for Parameters on Right
Note: Chart numbers may not add up to 100% due to rounding
Source: Capgemini, RBC Wealth Management, and Scorpio Partnership Global HNW Insights Survey 2013
70. Focus on
Wealth Growth vs Wealth Preservation
years – the MSCI World Index grew by 6.9% annually
compared to their counterparts in emerging markets.
FIGURE 16. Focus on Wealth Growth vs. Wealth Preservation, Q1 2013
(%)
0%
25%
50%
75%
100%
Middle East
and Africa
Latin AmericaAsia-Pacific
(excl. Japan)
JapanEuropeNorth AmericaGlobal
Wealth Preservers
Wealth Growers
No Strong Preference
26.3%
41.0%
32.7%
27.7%
39.6%
32.6%
23.3%
44.2%
32.5%
15.3%
60.4%
24.3%
31.5%
29.6%
38.9%
37.7%
18.4%
43.9%
42.4%
24.9%
32.7%
Asia-Pacific
FIGURE 16. Focus on Wealth Growth vs. Wealth Preservation, Q1 2013
(%)
Note: Question asked on a 10-point spectrum: Please indicate your focus on growing your wealth vs. preserving your wealth? “Wealth Preservers” and “Wealth Growers” are percentage
of respondents providing a top three rating across the spectrum extremes for wealth preservation focus vs. wealth growth focus; “No Strong Preference” are the remaining percentage o
respondents with responses near the mid-point on the spectrum
Chart numbers may not add up to 100% due to rounding
Source: Capgemini, RBC Wealth Management, and Scorpio Partnership Global HNW Insights Survey 2013
years – the MSCI World Index grew by 6.9% annually
compared to their counterparts in emerging markets.
FIGURE 16. Focus on Wealth Growth vs. Wealth Preservation, Q1 2013
(%)
0%
25%
50%
75%
100%
Middle East
and Africa
Latin AmericaAsia-Pacific
(excl. Japan)
JapanEuropeNorth AmericaGlobal
Wealth Preservers
Wealth Growers
No Strong Preference
26.3%
41.0%
32.7%
27.7%
39.6%
32.6%
23.3%
44.2%
32.5%
15.3%
60.4%
24.3%
31.5%
29.6%
38.9%
37.7%
18.4%
43.9%
42.4%
24.9%
32.7%
Asia-Pacific
FIGURE 16. Focus on Wealth Growth vs. Wealth Preservation, Q1 2013
(%)
Note: Question asked on a 10-point spectrum: Please indicate your focus on growing your wealth vs. preserving your wealth? “Wealth Preservers” and “Wealth Growers” are percentage
of respondents providing a top three rating across the spectrum extremes for wealth preservation focus vs. wealth growth focus; “No Strong Preference” are the remaining percentage o
respondents with responses near the mid-point on the spectrum
Chart numbers may not add up to 100% due to rounding
Source: Capgemini, RBC Wealth Management, and Scorpio Partnership Global HNW Insights Survey 2013
The majority of
reference for
lecting an
rategies and
of 49.4%.
the focus
f robust
last three
9% annually
only 22.9% prefer to use relative benchmark returns to
evaluate success.
Measuring wealth performance on an absolute basis
was of particular importance among HNWIs in higher
wealth segments. Of HNWIs with US$20 million and
above, 44.3% prefer an absolute measure. Interestingly,
on a regional basis, HNWIs in mature markets were
considerably less likely to use an absolute measure
compared to their counterparts in emerging markets.
vs. Wealth Preservation, Q1 2013
Wealth Preservers
Wealth Growers
No Strong Preference
3%
2%
5%
15.3%
60.4%
24.3%
31.5%
29.6%
38.9%
37.7%
18.4%
43.9%
42.4%
24.9%
32.7%
th Preservation, Q1 2013
d not show a strong preference for
eservation, perhaps reflecting an
owards their wealth strategies and
and deposit holdings of 49.4%.
erences also reflected the focus
on. Even in the face of robust
uity markets over the last three
World Index grew by 6.9% annually
Measuring wealth performance on an absolute basis
was of particular importance among HNWIs in higher
wealth segments. Of HNWIs with US$20 million and
above, 44.3% prefer an absolute measure. Interestingly,
on a regional basis, HNWIs in mature markets were
considerably less likely to use an absolute measure
compared to their counterparts in emerging markets.
on Wealth Growth vs. Wealth Preservation, Q1 2013
Middle EastLatin AmericaAsia-Pacific JapanEuropeNorth America
Wealth Preservers
Wealth Growers
No Strong Preference
27.7%
39.6%
32.6%
23.3%
44.2%
32.5%
15.3%
60.4%
24.3%
31.5%
29.6%
38.9%
37.7%
18.4%
43.9%
42.4%
24.9%
32.7%
Wealth Growth vs. Wealth Preservation, Q1 2013
n home. Thirty-five percent of HNWIs now prefer
e their portfolio using such absolute measures, while
2.9% prefer to use relative benchmark returns to
e success.
ring wealth performance on an absolute basis
particular importance among HNWIs in higher
segments. Of HNWIs with US$20 million and
44.3% prefer an absolute measure. Interestingly,
gional basis, HNWIs in mature markets were
erably less likely to use an absolute measure
red to their counterparts in emerging markets.
Q1 2013
Wealth Preservers
Wealth Growers
No Strong Preference
37.7%
18.4%
43.9%
42.4%
24.9%
73. .. more than investment
advice, encompass
person's financial life
74. WHY Wealth Manager?
The
Asia-‐Pacific
HNWI
populaeon
grew
9.7%
to
3.3
million
in
2010,
exceeding
Europe
and
nearing
North
America.
The
region’s
HNWI
wealth
grew
12.1%
to
US$10.8
trillion.
Japan
remains
the
single
largest
HNW
segment
in
Asia-‐Pacific,
accouneng
for
52.5%
of
the
region’s
HNWIs,
followed
by
China
(16.1%),
and
Australia
(5.8%).
Asia-‐Pacific
is
home
to
many
of
the
world’s
fastest-‐growing
HNWI
populaeons.
The
20
fastest-‐growing
HNWI
populaeons
were
in
Asia-‐Pacific
and
MEANA
markets.
75. Wealth Manager?
…..
consetutes
unique
job
tasks
and
specialized
knowledge
and
skills
different
from
financial
planning
and
designed
to
serve
a
unique
type
of
client:
those
who
are
affluent
and
High
Net
worth
client.
Where
you
relaeonship
is
based
on
professional
TRUST.
76. COMPETENCY STANDARDS
for Wealth Managers
A wealth manager’s competencies are encompassed into three distinct layers –
§ Build trusted relationship – client relationships that result in a successful partnership.
§ Realistic Goals - recommendations leading to the creation and implementation of a
comprehensive whole-life wealth management plan.
§ Wealth Accumulation - implement wealth accumulation by managing strategies and
monitoring developments.
§ Wealth Preservation – preserve and optimize wealth by managing an optimal strategy of
generating income from assets.
§ Wealth Transfer - Legacy and Estate planning - implement strategies to transfer assets
as per the legacy plan of the client.
§ Implement & Monitor – Coordinate a trusted and respected team of specialists to provide
a well- rounded wealth management advice and service to the client.
To achieve the client centric competencies, Wealth Manager must have the necessary
knowledge and skills of wealth planning, products, services, legal & compliance, capital markets
and the Industry.
80. 4W
www.aprikot.biz - 80
A framework to find solutions for the client’s needs. Deals with
diverse goals and unique individual preferences.
Growing the wealth in optimal ways while observing the
client’s risk-tolerance profile or desired targets.
Maintain wealth through insulating it from market shocks or
dangers with appropriate risk-management techniques.
Figuring out the best ways to transfer wealth to the client’s
heirs or beneficiaries. Takes into account any tax implications
and philanthropy but also needs to considers social and
cultural value.
Wealth
Management!
Wealth
Accumulation !
Wealth
transfer!
Wealth
Preservation!
81. In
today’s
context,
what
is
wealth
management?
§ “Wealth
Management
addresses
every
aspect
of
a
client’s
financial
life
in
a
consultaeve
and
a
highly
individualisec
way.
§
It
uses
a
complete
range
of
products,
services
and
strategies.
§ A
wealth
manager
has
to
gather
informaeon
both
financial
and
personal
to
create
an
individualized
series
of
recommendaeons
and
be
able
to
make
those
recommendaeons
completely
tailored
to
each
client.
§ Off
the
shelf
–
it
won’t
do.
§ What
wealth
management
requires
is
conneceng
with
clients
on
a
personal
level
that
is
way
beyond
the
retail
financial
services
industry
norm”
Robert
J
McCann,
President
of
the
Private
Client
Group,
Merrill
Lynch
83. Next Generation Financial Advisor, must take on
the role as a Wealth Manager
The next generation wealth manager has a lot more on his or her plate. That
means:
§ moving away from a product-centric to customer-centric focus
§ to be the primary financial relationship based on a bond of trust, and the
ability to deliver client-focused solutions and options.
§ delivering a quality customer experience at every touch point
§ offering better reporting, more frequent updates to keep clients informed in
real-time, using various forms of technology
§ being the bridge between the client, the specialists within your firm and the
back office to create a seamless flow of excellence
§ in a multi-racial environment, having the high-touch soft skills while remaining
sensitive to the demands of different cultures
§ dealing with newly emerging needs for succession planning requires a
different set of skills.
84. Calling all Insurance Advisors
Two problems:
1. High Net Worth Clients - The banking model with
Wealth Managers & Specialist functions, will lure away
your HNW clients, gradually.
2. Retail Clients. The technology companies will lure
away your retail clients by offering them better pricing
and technology driven quality service.
What about personalized Service?
Some services don’t require personalized service –
technology driven consistency in service serves the
client better. Example – Car Insurance, why will one
need personalized service? Or ATM Vs Teller,
www.aprikot.biz - 84
85. New Insurance Landscape
§ Regulators world-wide are taking action to ensure customers get better and
more professional financial advisory services.
§ The focus cannot just be on sales, but rather on ongoing quality advice and
remunerating people who can provide this.
§ The required skills and knowledge which tomorrows insurance adviser is
expected to have, in particular:
§ a wider scope and greater in-depth of product knowledge – not limited
to life insurance products;
§ more effective communication skills to translate some of the technical
terms to layman’s language fro better understanding; and
§ Excellent interpersonal skills to enhance consumer trust
www.aprikot.biz - 85
86. New Insurance Landscape
“rather than training being focused on products, as in the past, it needs to be
more broad based, focus on clients needs. It is then possible to select the right
products to meet these needs”
www.aprikot.biz - 86