Innovation and Differentiation in Wealth Management - Asia- Pacific

TABLE OF CONTENTS

CHAPTER 1 INTRODUCTION

• Who is the target reader?
• How to use this report
• Report Methodology

CHAPTER 2 INNOVATION AND DIFFERENTIATION

• Competitors are looking to differentiate themselves through innovation in four key areas 10
• Through the use of diverse products and asset classes
• Through focus on service needs
• Through the leverage of distributional strengths
• Through promotion and sponsorship
• Conclusion

CHAPTER 3 APPENDIX

• Definitions
• AAGR
• CAGR
• High net worth (HNW)
• Gini index
• Liquid assets
• Liquid asset bands
• Mass Affluent
• Research methodology
• The Global Wealth Model
• The UK sub model
• Asia-Pacific sub model
• Forecasting methodology
• Datamonitors wealth numbers compared with others numbers
• Bespoke Wealth Market Sizing
• Further reading
• Datamonitor Asia-Pacific Wealth Reports
• Datamonitor Asia-Pacific Insight Reports
• Asia-Pacific contacts

LIST OF TABLES

• Table 1: Premier banking branches in Singapore
• Table 2: The scores from Datamonitors study of global private banking brands
• Table 3: The scores from Datamonitors study of local private banks in Asia-Pacific
• Table 4: Wealth markets that have been modeled using the Global Wealth Model

LIST OF FIGURES

• Figure 1: Methodology diagram and report structure
• Figure 2: Even with less volatile commodities like the metals included in the DDQ basket, there is considerable movement in price over short periods
• Figure 3: The asset allocation shows that while the UOB IPO fund does have an Asian focus it still offers access to the UK and non-Asian global markets
• Figure 4: The AIM 50 has consistently outperformed the UKs FTSE 100 and the US Russell 2000
• Figure 5: A typical charitable trust structure as set up by MeesPierson Intertrust
• Figure 6: The value of foreign investment from Asian countries in Australian real estate has increased dramatically over the last four years
• Figure 7: There are a large number of Indian expatriates across Asia-Pacific
• Figure 8: The challenge for banks is to get more frequent interaction with their affluent customers and more valuable interaction with their mass market customers
• Figure 9: Most major private banks have a separate website dedicated to informing prospective customers about their offering
• Figure 10: HSBC makes the best overall use of its website in marketing its proposition to prospective customers
• Figure 11: DBS Private Banks website is a one pager with little information and zero exclusivity
• Figure 12: St. George has a better designed website than other domestic private banks in Asia-Pacific
• Figure 13: The breakdown of attendees to the Leaders in Dubai Summit 2004
• Figure 14: Citigroup Private Bank is again sponsoring the Leaders in Dubai summit