““Strategic Axis 1: Enhancing the role of the Private Banker in the face of new customer needs
Enhancing the role of the Private Banker in the face of new customer needs
The starting point of the reflection related to this strategic axis concerns “operational commercial efficiency: the new commercial paradigm within private management” and is based on the analysis of trends within the private management market and in particular changes in customer behavior in the face of changes in the European regulatory framework. Our studies made it possible to identify 4 possible adaptation strategies, based on key success criteria mastered or controllable by the organization:
> Engineering type private bank profile (financial, investment banking type)
> Private banking profile of the “Personal banking” type
> Profile Private banker type “Private banker”
> Profile Private bank, multi-booking center management company
This segmentation of players in the private banking market is based on the nature of their activities and their service model as well as their degree of independence and possible cross selling with the group’s activities.
The last few years have been marked by significant pressure on the margins of financial institutions. Faced with this situation, the business model and its operational adaptations become key elements within the players’ strategy. It is therefore worth considering the following:
The necessary evolution of the business model and in particular of the product / service coverage of the various organizations to be put into perspective in relation to customer segmentation
Specific expectations
Each customer segment expresses specific expectations leading private banks to set up tools to guard against the risk of customer attrition. Monitoring this indicator provides the company with a decision-making tool to adapt its offer and make commercial decisions in line with its acquisition strategy by type of customer.
A finer segmentation
The change in customer expectations is contributing to a finer segmentation of private clients, crossing at the same time different criteria of asset levels with behavioral specificities, different degrees of risk aversion and diversification of investments.
The banking market
However, the private banking market in France, Belgium, Luxembourg and Switzerland has many more players than that of retail banking, and is therefore very competitive.
Business strategy
This is why it is essential to put the Customer, and customer segmentation, at the heart of the commercial strategy, in particular on the following axes which will be our axes of analysis:
- Product and service strategy
- Strategic marketing: Retention of existing customers, customeracquisition
- Distribution strategy
- Cross selling strategy
The impact of this development on the organization of the sales force, in particular the questioning of the hunter / farmer type model and the impacts on human capital;
Finally, it will be interesting to also discuss the vision of business processes and application architecture and in particular IT tools in order to analyze the area of operational efficiency of the latter.
- Depending on the strategic commercial orientation chosen by the private bank, it will therefore be necessary to identify the key success factors specific to the establishment of customer segmentation corresponding to its strategic profile and allowing it to achieve its objectives. . The analysis of its capacity and the means to be deployed to adapt its organizational model and its service offering to the new needs of its customers will also be studied.
- The third factor lies in the need to understand this notion of potential “disruption” made possible by productivity gains and the reasoning in terms of ecosystems applicable by the very strong segmentation in progress (see point 1). The “Open banking” ecosystem is taking shape. What strategy to adopt?