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富裕層 (HNW) ターゲティング・リテンション戦略

HNW Targeting and Retention Strategies

発行 GlobalData 商品コード 649346
出版日 ページ情報 英文 57 Pages
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富裕層 (HNW) ターゲティング・リテンション戦略 HNW Targeting and Retention Strategies
出版日: 2018年05月30日 ページ情報: 英文 57 Pages
概要

当レポートでは、世界の富裕層 (HNW) 市場および主要セグメントの規模について調査し、最適なターゲット方法・サービス方法への提言を提供しており、各HNW顧客維持戦略の効果に関する議論をまとめています。

第1章 エグゼクティブサマリー

第2章 富裕層 (HNW) 企業家・プロフェッショナルはほぼ同等の大規模なターゲットグループを構成

  • 北米は最大のターゲット市場だが、成長はラテンアメリカとアジア太平洋に見受けられる
  • プロフェッショナルは引き続き最大のターゲット市場、企業家がすぐそれに続く
  • 相続者を除き、主なHNWセグメントの人口プロファイルの違いは僅か

第3章 プロバイダーは異なるセグメントへ到達した際、より条件に合ったアプローチを追求すべき

  • 条件に合った買収戦略を必要とする競合度の高さ
  • クライアントの紹介は新規ビジネスソースの第1位であり、 取引先関係担当者自身の契約、および従業員の紹介が続く
  • プロフェッショナルをターゲットにすることは、SME銀行部における抱き合わせ販売の機会の活用を意味する
  • 投資銀行の紹介は企業家をターゲットにする際に重要
  • 国際的プロバイダーは外国人をターゲットにするメリットがあるが、国内プロバイダーは効果的な外部紹介を見つける

第4章 資産管理者はロイヤルティを培うためにアドバイザーだけに頼るべきではない

  • ロイヤルティの育成においてアドバイザーは重要
  • ブランド構築の大きな努力、優れた実績、および幅広いサービス提案は、すべて顧客ロイヤリティに貢献

第5章 付録

図表

List of Tables

  • Table 1: Asia Pacific: proportion of different HNW segments acquired by channel
  • Table 2: Europe: proportion of different HNW segments acquired by channel
  • Table 3: Rest of world: proportion of different HNW segments acquired by channel
  • Table 4: Asia Pacific: customer retention strategy effectiveness score by segment
  • Table 5: Europe: customer retention strategy effectives score by segment
  • Table 6: Rest of world: customer retention strategy effectives score by segment
  • Table 7: US dollar exchange rates with the euro

List of Figures

  • Figure 1: More than half of HNW investors can be found in North America
  • Figure 2: An above-average proportion of HNW wealth in Asia Pacific remains unmanaged
  • Figure 3: Those who sourced their wealth through earned income constitute 48% of HNW investors globally
  • Figure 4: South Africa is home to a large segment of HNW professionals
  • Figure 5: Eastern Europe is home to a sizable HNW entrepreneur community
  • Figure 6: Lenddo leverages digital data to assess credit risk
  • Figure 7: Business start-ups are the number one expatriation driver in the HNW space
  • Figure 8: DBS targets international entrepreneurs
  • Figure 9: The US is home to the largest number of HNW expats
  • Figure 10: 38% of HNW inheritors are female
  • Figure 11: Competition for HNW investors is fierce
  • Figure 12: Client referrals are the single most important source of new clients
  • Figure 13: BNP Paribas' Hackathon event brings together entrepreneurs from all across the world
  • Figure 14: US Bank operates Optymyze Sales Application Studio to harvest internal referrals
  • Figure 15: A relationship manager's own contacts are of particular importance in Canada
  • Figure 16: With the exception of France and Germany, cold calling is not widely adopted in the HNW space
  • Figure 17: CEOs and MDs make for a lucrative target market in Australia
  • Figure 18: 15.1% of HNW professionals have been acquired via partners' referral programs
  • Figure 19: 7.8% of HNW entrepreneur customers have been sourced through investment banking referrals
  • Figure 20: Entrepreneurial intentions run high in the UAE
  • Figure 21: 85% of business owners in the US are 65 years of age or above
  • Figure 22: Credit Suisse targets the next generation of HNW investors early on
  • Figure 23: A mere 15% of new HNW expat clients have been sourced through retail banking referrals
  • Figure 24: Singapore attracts a significant international workforce
  • Figure 25: Advisors play a crucial role in fostering loyalty
  • Figure 26: A longstanding advisor relationship is the most important means of client retention
  • Figure 27: Portfolio performance as a means of client retention is of particular importance in the Netherlands
  • Figure 28: Chinese HNW investors place significant importance on brand image
  • Figure 29: For seven out of 10 private banking services demand exceeds supply
目次
Product Code: FS0131IA

Global HNW market comprises over 10 million plus individuals, the majority of whom are located in North America (52.3%) - predominately in the US (50.3%), making the country the largest target market globally. However, growth is more pronounced in emerging markets in Latin America and Asia Pacific.

The global number of HNW individuals is forecast to expand at an average annual growth rate (AAGR) of 5.7% between 2017 and 2021. This compares to 8.2% in Latin America and 6.5% in Asia Pacific. Being home to less developed wealth markets, private banks will also be faced with less competition in these markets.

HNW entrepreneurs are an almost equally large target group as professionals, and dedicated target programs aimed at this segment are a must across the globe. However, the entrepreneurial spirit runs particularly high in Eastern Europe.

The region's start-up scene was stagnant until only a few years ago, and while Warsaw or Istanbul cannot compete with hubs in Western Europe, such as London or Berlin, early-stage investment in the region has surged from $10m in 2011 to $283m at the end of 2016 (Venture Beat, 2017). However, while all three countries have produced a large number of HNW entrepreneurs, significant differences remain, calling for a differentiated targeting strategy.

Key findings included in this report -

  • 52.3% of global HNW investors reside in North America, but growth is more pronounced in Latin America, where the number of HNW individuals is forecast to grow by 48% between 2017 and 2021.
  • Professionals make up 5 million individuals of the Global HNW market.
  • 28.3% of HNW clients have been acquired through client referrals, making it the most successful channel.
  • A longstanding advisor relationship is the most effective means of client retention, followed by portfolio performance and a firm's brand image.

The report "HNW Targeting and Retention Strategies", analyzes and sizes key segments of the global HNW market, and provides detailed recommendations how to best target and service these individuals. The report also provides a detailed discussion on the effectiveness of different HNW client retention strategies. It is based on our proprietary Global Wealth Managers Survey.

Companies mentioned in this report: US Bank, DBS, BNP Paribas, Optymyze, CBA, Deutsche Bank, Morgan Stanley, ICBC, China Construction Bank, Bank of China, Agricultural Bank of China, Wells Fargo, China Merchants Bank, Aldermore

Scope:

  • 52.3% of global HNW investors reside in North America, but growth is more pronounced in Latin America, where the number of HNW individuals is forecast to grow by 48% between 2017 and 2021.
  • Professionals make up 5 million individuals of the global HNW market, 4.8 million being entrepreneurs.
  • 28.3% of HNW clients have been acquired through client referrals, making it the most successful channel.
  • A longstanding advisor relationship is the most effective means of client retention, followed by portfolio performance and a firm's brand image.

Reasons to buy:

  • Understand the size and service requirements of key client groups
  • Develop and enhance your client targeting strategies using our proprietary data on the effectiveness of various targeting strategies across key target groups
  • Minimize customer churn rates by gaining a detailed understanding of the effectiveness of different retention tools
  • Tailor your product portfolio to match demand patterns across the different segments discussed
  • Understand what selected competitors are doing to successfully reach out to different target groups.

Table of Contents

1. EXECUTIVE SUMMARY

  • 1.1. Professionals and entrepreneurs make up the vast majority of the 10.5 million-strong HNW population
  • 1.2. Key findings
  • 1.3. Critical success factors

2. HNW ENTREPRENEURS AND PROFESSIONALS COMPRISE ALMOST EQUALLY LARGE TARGET GROUPS

  • 2.1. North America is the largest target market, but growth can be found in Latin America and Asia Pacific
    • 2.1.1. A comparatively high proportion of unadvised HNW wealth makes Asia Pacific an attractive target market
    • 2.1.2. A focus on emerging markets promises rapid business growth, but reaching out to investors early on is paramount
  • 2.2. Professionals constitute the largest target market, closely followed by entrepreneurs
    • 2.2.1. Professionals constitute the largest target group globally
    • 2.2.2. The entrepreneurial spirit runs high in Eastern Europe
    • 2.2.3. HNW entrepreneurs are willing to expatriate to start their business ventures
    • 2.2.4. While only constituting 11.4% of the global HNW population, the wider expat community also make for a lucrative target market in key hubs
  • 2.3. The demographic profiles of key HNW segments differ only marginally, with the exception of inheritors
    • 2.3.1. Female inheritors are an often overlooked segment

3. PROVIDERS SHOULD PURSUE A MORE TAILORED APPROACH WHEN REACHING OUT TO DIFFERENT SEGMENTS

  • 3.1. A high degree of competition calls for tailored acquisition strategies
  • 3.2. Client referrals are the number one source of new business, followed by relationship managers' own contacts, and internal referrals
    • 3.2.1. Generating positive word of mouth is paramount in the HNW space
    • 3.2.2. Despite coming in second as a customer acquisition tool, internal referrals remain underutilized
    • 3.2.3. The importance of relationship managers' own contacts as an acquisition tool calls for a greater focus on brand building
    • 3.2.4. Cold-calling is not an effective means of reaching out to HNW individuals
  • 3.3. Targeting professionals means leveraging cross-selling opportunities with the SME banking department
    • 3.3.1. Professionals running small businesses will appreciate a wide array of lending products
    • 3.3.2. Given professionals' broader servicing needs, close collaboration with the SME banking team is critical
    • 3.3.3. Providers targeting self-employed professionals should place greater attention on external partnerships
    • 3.3.4. Internal partnerships are a critical channel of new business in markets where wealth is predominately held in the hands of the mass affluent
  • 3.4. Investment banking referrals are critical when targeting entrepreneurs
    • 3.4.1. Globally, 7.8% of HNW entrepreneur clients have been sourced through investment banking referrals
    • 3.4.2. Partnerships with accelerators will allow wealth managers to target entrepreneurs at an early stage
    • 3.4.3. Involving the next generation of business owners is a must in countries with an aging entrepreneurial community
  • 3.5. International providers enjoy an advantage targeting expats, but domestic ones will find external referrals effective
    • 3.5.1. Reaching out to expats pre-departure and establishing intra-country referral structures is critical
    • 3.5.2. External partnerships are particularly important for domestically focused players

4. WEALTH MANAGERS SHOULDN'T SOLELY RELY ON ADVISORS TO FOSTER LOYALTY

  • 4.1. Advisors are critical in fostering loyalty
    • 4.1.1. Having a CRM system in place minimizes the risk of client loss when a relationship manager leaves
    • 4.1.2. Creating multiple client touchpoints within the organization reduces the reliance on a single advisor
  • 4.2. Extensive brand-building efforts, an outstanding track record, and a wide service proposition all contribute to customer loyalty
    • 4.2.1. While critical as a retention tool, the importance of a positive investment track also poses challenges in times of increased market volatility
    • 4.2.2. Brand building on a corporate level has to be more of a focus
    • 4.2.3. A broad product offering reduces the likelihood of clients reaching out to competitors

5. APPENDIX

  • 5.1. Abbreviations and acronyms
  • 5.2. Definitions
    • 5.2.1. Entrepreneur
    • 5.2.2. Expat
    • 5.2.3. HNW
    • 5.2.4. Professional
  • 5.3. Supplementary data
  • 5.4. Methodology
    • 5.4.1. GlobalData's 2017 Global Wealth Managers Survey
    • 5.4.2. GlobalData's 2016 Global Wealth Managers Survey
    • 5.4.3. GlobalData WealthInsight
    • 5.4.4. Global Wealth Model methodology
    • 5.4.5. Effectiveness score
    • 5.4.6. Service level of demand score
    • 5.4.1. Exchange rates
  • 5.5. Bibliography
  • 5.6. Further reading
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