Wealth Management In Switzerland 2006: Industry Research Report

Wealth Management In Switzerland 2006

Published Date: August 2006

Published By: Datamonitor

Page Count: 91

Order Code: R313-16864

Questions About This Report

E-mail a Colleague

Printable Page

Fax Your Order

Description

Table of Contents

Search Inside
this Report

Similar
Products

EXECUTIVE SUMMARY: Introduction; Wealthy clients in Switzerland; Competition for wealthy customers; Products and distribution
INTRODUCTION: What is this report about?; Who is the target reader?; How to use this report; Note to readers
CHAPTER 1 WEALTHY CLIENTS IN SWITZERLAND: Introduction; Key findings; The Swiss mass affluent and HNW market has seen steady growth in the last four years; Private clients in Switzerland are demanding a high level of interaction and high return on investments; Supplementary data
CHAPTER 2 COMPETITION FOR WEALTHY CUSTOMERS: Introduction; Key findings; Switzerland represents the wealth market par excellence, with strong domestic providers leading the way; Swiss wealth managers are concentrating on improving investment performance and obtaining new clients; Swiss wealth managers tend to organize their business around a key relationship mananger, but not all specialize in key client segments; Supplementary data
CHAPTER 3 PRODUCTS AND DISTRIBUTION: Introduction; Key findings; Inheritance planning has most potential while general insurance and foreign exchange are least attractive; Swiss wealth managers are interested in developing new distribution approaches/channels; Supplementary data
APPENDIX: Definitions; Research methodology; Further reading; SPP writing team
List of Tables: Table 1: Number of Swiss MA and HNW individuals by liquid asset band, 000s, 2001-2005; Table 2: Swiss MA and HNW aggregate liquid assets by liquid asset band, EURbn, 2001-2005; Table 3: Forecasted number of Swiss MA and HNW individuals by liquid asset band, 000s, 2006-2010; Table 4: Forecasted Swiss MA and HNW aggregate liquid assets by liquid asset band, EURbn, 2006-2010; Table 5: What client types offer the greatest potential in your country in the next five years?; Table 6: In your opinion, what proportion of liquid assets do investors in your country put offshore?; Table 7: What is the main motivation for investors in your country to put money offshore?; Table 8: In your opinion, where do investors from your country prefer to put their offshore money?; Table 9: In your experience, what are the key influences that determine a client's choice of wealth management service?; Table 10: In your experience, what are the most effective customer acquisition techniques in your market?; Table 11: To what extent do you agree with the following?; Table 12: What are your clients most interested today?; Table 13: What is the best way to retain clients?; Table 14: In your experience, what are the most likely reasons for clients to leave a wealth management service?; Table 15: Which statement do you most agree with?; Table 16: Approximately what share of your clients' wallet do you think you have on average?; Table 17: How long has your client base, on average, been with you?; Table 18: Structure of the Swiss banking sector as of the end of 2005; Table 19: In your opinion, who are the biggest wealth managers in Switzerland? (open-end); Table 20: What is your minimum asset threshold for new clients?; Table 21: What are the most pressing concerns for your business at present?; Table 22: How much of a threat to your wealth business are the following competitors today?; Table 23: How much of a threat to your wealth business will the following competitors be in three years?; Table 24: What will most determine revenue growth in the Swiss market in the next two years?; Table 25: What is the most effective means of increasing share of wallet?; Table 26: What strategic initiatives are you planning or implementing in the next year?; Table 27: What are your main areas of concern in controlling your cost base?; Table 28: Which best applies to your company's relationship management?; Table 29: Do you have dedicated teams set up in Switzerland to attract and manage any of the following customer groups?; Table 30: What quantitative measures are used to assess your relationship managers?; Table 31: Where will you get your staff from in the next three years?; Table 32: Please rate the following product areas in terms of their business potential among wealthy clients in your market during the next two years; Table 33: From the product areas just mentioned, which three will your company focus most resources on in the next two years?; Table 34: What strategic initiatives are you planning or implementing in the next year?; Table 35: How important are the following distribution channels for your wealth business today?; Table 36: To what extent do you agree with the following?
List of Figures: Figure 1: The number of Swiss mass affluent and HNW individuals has grown steadily since 2002; Figure 2: Liquid wealth of Swiss mass affluent and HNW individuals amounted to more than EUR300bn in 2005; Figure 3: The Swiss mass affluent and HNW market will reach EUR460bn by 2010, held by more than 2.2m people; Figure 4: Datamonitor forecasts steady growth in all asset bands for the Swiss market in the next 5 years; Figure 5: Inheritors offer the greatest potential in the Swiss market in the next five years; Figure 6: Swiss investors put up to 30% of their liquid assets offshore; Figure 7: Better investment opportunities is the main motivation for Swiss investors to put their money offshore; Figure 8: Cayman Islands and Switzerland are preferred offshore centers among Swiss investors; Figure 9: Brand, image and reputation and service quality are key influences that determine a client's choice of provider; Figure 10: Referrals from existing clients is the most effective client acquisition technique in the Swiss market; Figure 11: Clients are demanding more face to face contact with their wealth manager now than two years ago; Figure 12: Wealth managers' clients are most interested in achieving higher returns; Figure 13: The best way to retain clients is talking to them regularly; Figure 14: Swiss wealth managers identify several reasons why clients are leaving a wealth management service; Figure 15: Wealthy individuals in Switzerland tend to have more than two wealth managers; Figure 16: Wealth managers should concentrate on gaining a bigger share of clients' wallets; Figure 17: Swiss wealth managers tend to have long-term relationships with their clients; Figure 18: UBS, Credit Suisse and Julius Bär are perceived to be the biggest wealth managers in Switzerland; Figure 19: The wealth management market in Switzerland is dominated by domestic providers; Figure 20: Swiss Private Bankers are personally responsible for their bank's liabilities, a status that is enshrined in national law; Figure 21: Swiss wealth managers apply different minimum investment thresholds, varying from EUR10K to EUR250K; Figure 22: What are the most pressing concerns for your business at present?; Figure 23: Large wealth managers are perceived as strongest competitors; Figure 24: The main competitors will remain the same over the next three years; Figure 25: Improving investment performance and obtaining new clients will most determine revenue growth in the next two years; Figure 26: Increasing face to face contact is the most effective way of increasing share of wallet; Figure 27: Wealth managers will focus on developing new distribution approaches/channels and improving CRM and support systems; Figure 28: IT and CRM system costs are the main concern in controlling cost bases; Figure 29: Swiss wealth managers tend to provide their clients more than one contact; Figure 30: Half of surveyed wealth managers stated that they do not have dedicated teams set up to target and attract specific customers; Figure 31: Most relationship managers in Switzerland are assessed based on revenue and profit; Figure 32: New relationship managers will come mostly by hiring them from competitors; Figure 33: The biggest business potential lies in inheritance planning; Figure 34: Payment mechanisms, general insurance and foreign exchange are perceived to have less business potential; Figure 35: Swiss wealth managers will focus on alternative investments, financial planning, and inheritance planning; Figure 36: Two thirds of Swiss wealth managers plan to develop new distribution approaches/channels in the next year; Figure 37: Financial advisors and accountants or lawyers are seen as important distribution channels for Swiss wealth business; Figure 38: Financial advisors will remain an important distribution channel for Swiss wealth managers

	Research Index \| Publishers \| My Account \| Contact Us \| About MindBranch
	Welcome Guest (Login/Register) \| 0 items