Private Banking Building a Culture of

Since private banking is a long-term industry, winning and keeping clients for a long time is key. Written by an expert in the field, World Class Private Banking presents a structured approach on how to get ahead in the private banking industry. This practical guidebook includes a detailed overview, including examples and a checklist, of private banking. This book also explores the recent changes in the private banking industries due to the new demands of the wealthy. This hands-on text provides the fundamentals to build a successful world-class bank.

BORIS F.J. COLLARDI is Chief Executive Officer of Julius Baer Group Ltd., the leading pure-play private banking group, based in Switzerland. He oversees all operational issues on both a national and international scale. Before joining Julius Baer in 2006, Collardi spent twelve years with Credit Suisse and contributed significantly to its successful build-up and the expansion of its private banking business in both Europe and Asia. During his years with Credit Suisse, he attained the positions of chief financial officer and head of the corporate centre within CS Private Banking. Collardi combines extensive leadership experience with proven expertise in the successful implementation of ambitious strategic projects. His international work experience stems from six years spent in Asia and the UK.

Preface
Acknowledgements
Introduction
Objectives
This book is a guide to Private Banking excellence. It presents the best-in-class Private Banking Strategy and provides different key building blocks with delivers practical insights into the optimal business model
Creating the Best Private Bank in the World
Strategic Model and Elements of the Strategy
Markets and Industry
Where do we stand today
Reorganisation of the Industry
Business Model
Clients
Challenges ahead
Clients
Tightening Regulatory Environment
Increasing Competition
Economics
The Framework
Choosing who you want to be (what Bank do you want to be?)
Mission, vision and aspirations
Assessment of the current situation
Where to compete & how to compete
Action plan
Enablers & Processes
Targets & KPIs
Brand
Why is brand important
Functions of a brand
How do luxury brands thrive
Brand building
Brand DNA
Practical challenges
Behavioural branding
Alternative Brand challenges
Clients
Introduction
Arguments for Segmentation
Current Segmentation Practices
Level of wealth
Geographic origin
Source of wealth
Behavioural Segmentation
Keeping the big picture
Acquiring Clients
Client Retention
Outlook & Conclusion
Product & Services
Description of products & Services
Introduction
Brief history of banking products
Recent product development
Current banking products
Trends in product allocation
Competitors offering and classification
The portfolio level
The advisory process
Matching products to client segments
Foundational products and services
Mainstream products
Key competence services / products
Mapping of client segment to products & services
Conclusion & Outlook
Regulatory environment
How regulations evolve
National vs
Threats & enablers
Waves vs
Regulatory Bodies & Initiatives
International level
Regional and national level
Risk Framework
The Operating Model
Key Organisational Elements
The three pillar organisation
Finance Functions & tools
Legal & Compliance
Marketing, PR & Communication
Advertising
PR
Internet/Intranet
IT and Operations
Management
Front Office
Products
Other Support Functions
Client Experience
Introduction to Client Experience
What is a Client Experience
Trends driving Client Experience
Understanding Client Experience
Client Experience origins in technology
Client Experience origins in social and political changes
Phases of Client Experience
Delightful and satisfactory experiences
Creating a Client Experience Strategy
Touch points
The client corridor
Client Experience is a Board commitment
Conclusion and Checklist
Service Excellence
Understanding Service Excellence
Introduction
The internal client
The service value cycle
The elusive nature of services
Sustainable excellence
Managing the Drivers of Service Excellence
The four drivers of Service Excellence
Employees
Culture
Tools
Processes
Measuring Service Excellence
The Gaps Model
SERVQUAL in use in Private Banking
Conclusion & Checklist
Operational Excellence
Booking Platform
Booking Centre
Premises location
Touch points
Execution
Conclusion & Checklist
War for Talents
Why we have a war for talents
Reasons for the war for talents
Weapons to win the war
The employee needs proposition
Sourcing Talents
Supporting & developing Talents
Termination and Retirement
The HR Toolbox
Culture & Leadership
Management vs. Leadership
Dimensions of Culture
Aspects of Leadership
Performance Management
What are the relevant KPIs
How to arrange them
How to read and react
The first 100 days plan
Appendices
Glossary of Terms
Bibliography
Index
Table of Contents provided by Publisher. All Rights Reserved.

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Private Banking Building a Culture of Excellence

Summary

Author Biography

Table of Contents

Supplemental Materials