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- DATAMONITOR VIEW
- CATALYST
- SUMMARY
- ANALYSIS
- The perfect private bank makes clients feel like the service is designed specifically for them
- Internal organization must be efficient, conducive to communication and aligned with the interests of clients
- Empowered relationship managers offer clients the best interface with the private bank
- The ideal single-point-of-contact relationship manager is effective, efficient and proactive
- Multiple points of contact are a way of ensuring that the client’s needs are always met
- The ultimate relationship manager makes a strong and lasting connection with their clients
- Perfect service means being able to meet individual needs despite a wide range of client profiles
- 'Intangibles' are a significant factor in the client experience but are not easily put in place
- The ideal private bank is supported by a strong banking network or system of third parties
- Small or independent private banks may be able to take advantage of networks
- Third parties are best incorporated at a single internal point that also allows communication to flow
- The best possible product and service mix combines strong performance with seamlessly integrated service
- The perfect private bank has clear core functions on which to base its business
- There is no perfect private bank in the market today
- APPENDIX
- Definitions
- Private bank: what is considered to be a ‘private bank’ varies, from comprehensive banking service to core specialist
- Methodology
- Further reading
- Ask the analyst
- Datamonitor consulting
- Disclaimer
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