Wealth management is an ever evolving field as wealth in hands of individuals and
corporates has substantially increased, so has the need for careful planning to
achieve desired outcomes. The entire wealth management gamut has undergone paradigm
change – increasing wealth in hands of individuals, increasing avenues to invest,
digitization which has changed the speed and efficiency of delivery as well as the
ever changing role of a wealth manager.
As the Covid-19 pandemic spread, there was an expectation that global wealth would
contract. However, wealth actually soared higher and global wealth rose over 8.3%
over the course of 2020 to reach an all-time high of $250 tn. as per BCG global
wealth 2021 report. Wealth has also changed forms from fiat to digital currencies
as well as digitization has caught pace and a lot of transactions have been facilitated
at a click of button.
Wealth management has become all encompassing, including all financial needs and
beyond for clients be it financial planning, portfolio management, retirement planning,
planning legacies and bespoke advisory for every client need. Changing economic
environment, both domestic and global has necessitated having a defined asset allocation
as per risk profile and being nimble to make changes to portfolio as per the prevailing
situation.
From investor perspective, it becomes imperative to understand the different asset
classes and the yields offered by each, fitment into one's portfolio, knowledge
of new product offerings to be better able to manage his/her wealth. Thus the role
of a trusted wealth management firm with robust platform and a good relationship
manager is significantly important for managing one's portfolio to meet the objectives.
The wealth industry has been among the fast adopters of technology. There has been
increase in digital interactions as well as digital offerings after the onset of
pandemic as wealth management firms adopt to these changing times. Technology has
disrupted all areas right from investment advice, to research and portfolio management,
through the middle and back offices to client engagement and distribution.
This lead to increased interactions as well as transactions as even retail clients
rushed to stock markets amid job losses and salary cuts. Just as a proxy for increasing
activity – the number of new Demat accounts opened in FY 21 was a record 14.2 million,
nearly three times the figure in the previous fiscal year (4.9 million)
How's the customer behavior shaping up as digital becomes the preferred mode to manage
wealth?
1. Trusting the digital experience and Quick Adoption: Most of the large
clients as well as younger investor base is already tech savvy, hence there was
a quick adoption to digital platforms and initiatives. With fear of Covid, clients
naturally preferred digital interactions over physical meetings. While data available
digitally did aid decision making, clients still exhibited need for quality investment
advice. Thus a combination of digital and quality advisors became the strategy for
leading wealth management organizations.
2. Reduced Information asymmetry: Access to information on multiple digital platforms
as well as increased fund manager interactions digitally made the client more well-read
and well informed. This has also lead to increase in clients transacting
on their own on simple digital platforms.
3. Switching service providers for a better experience: With digitalization
and lack of face to face interactions the quality of digital experience as well
as interactions with the advisors laid a foundation of customer satisfaction. Wealth
outfits which have been able to optimize digital offerings and create better client
experiences have been able to have customers switch to their platforms from those
that have not been able to change and adopt to the changing times.
How is the wealth industry gearing up for the opportunity?
To gear to tap the opportunity in wealth management industry, Client centricity should
be at the heart of business strategy. To gain increased penetration it is
crucial to understand changing customer demographics and expectations. We have been
studying the changes in customer trends and aligning our strategy to serve our clients
better.
Some of the key strategies that we believe are quintessential are:
1. Client Segmentation in alignment with client expectation: Traditional
client segmentation approach classify customers based on AUM brackets and solutions
are provided based on the AUM size. Change in the approach is needed as shifting
demographics due to aging of baby boomers and emergence of new generations of investors
Gen X, Y and Z whose preferences and expectations have been set by new technologies
and who want access to best in class products which are available to high net worth
customers. Thus a segmentation approach which combines the traditional approach and
takes into account individual customer preferences and expectations thus creating
dynamic clusters is ideal to cater to needs of the new generation of clients.
2. Personalization: A well informed and well aware client base corresponds
to well defined needs and goals. Thus a bespoke investment advice that is tailored
to individual requirements rather than a one fit all strategy is required to address
the needs. Goal based advisory is likely to become an important tool.
3. Digitalization: Digitization is now at the core of client interactions
as have been shaped by client's interaction with Google, Amazon, etc. A simple, intuitive
and self - directed digital front end is imperative to service a client base who
believes in taking advice but prefers the DIY approach to investing. As the customer
seeks to keep himself aware and informed, availability of research and product information
digitally is also important.
4. Hybrid Advisory approach: The existing advice delivery model has proved
somewhat resilient, but its limitations have also been exposed. The world is moving
towards a Digital Platform & Proposition led model with RM providing a human touch
to complement that. In particular, large bank owned Wealth Managers have found greater
success leveraging channel upgrades made over recent years, while smaller independent
Wealth Managers have had more difficulty managing client engagement due to a lack
of remote working protocols and digital client engagement infrastructure. Rather
than individually using a pure automated or pure personal advisory both can simultaneously
be used as complementary approaches. Wealth Managers need to design the advice delivery
model of the future, which will have to be 'omni-channel', marrying the expertise
and emotional reassurance provided by an RM, with the efficiency, convenience and
scalability of digital solutions.
There is going to be inevitable disruption in traditional business models and companies
that can fast align their strategies and value chains to address the shift will
be able to garner a larger pie of market share. A continuous evaluation of changing
client expectations and catering to those on an ongoing basis will become a requisite
to cater to the market.
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