Growth of Asian Market and The Foreign Banks -1

Asian customers (High Net Worth - fortune exceeding $ 1.2 million) whose assets are managed by private banks are characterized by two seemingly contradictory characteristics: they are often multi-banked (placement of their assets in three different banks in average) and require that they know their banker properly understand and analyze their needs. But this is only possible if the private banker has a panoramic view of their heritage. These paradoxes highlights a caution or distrust in the relationship between these millionaires and their private bank and draw one of the issues of private banks in Asia to win the trust of their customers so that they reveal their greater part their assets. To this is the case of the most of the Asian millionaires, who are often entrepreneurs who made their fortunes recently and still active.

 Their personal and professional heritage issues are intimately linked. A 360 ° view of the customer means not only knowing all his private fortune, but also its heritage and professional goals. This is why banks manage to take their game will be those able to offer comprehensive solutions covering both the financing needs of active professional that needs investment and transfer of private wealth. The first challenge is the recruitment, including front office positions: private bankers. To (re) establish a relationship of trust with their customers and convince them reveal all of their assets, private banks must recruit the best private bankers. There is strong demand on the part of banks, but the supply is low on the side of private bankers since the business of wealth management in Asia is still young. Private bankers represent a significant cost for the banks because they are rare and expensive to attract and retain.

To fully leverage the talents banks must redesign their business processes so that they are dedicated to the most pure and rewarding business tasks at the expense of more administrative tasks or support. The second challenge is that of customer segmentation to provide highly personalized services but profitable for the bank. The conclusion is that a bank cannot profitably serve all customer segments with a special offer.