DRAFT: Private Banking Business Models
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A draft presentation to stimulate reflections on business models in the private banking industry
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DRAFT: Private Banking Business Models
- 1. Business Models in Private Banking discover, understand and define © Arvetica 7th of February 2008
- 3. UBS
- 5. Investec
- 6. Syz
- 9. Sodi
- 10. EFG
- 11. Swissquote
- 12. TIGER21
- 13. CONCLUSION multiple business models are competing in private banking
- 15. WHICH … path should I choose? How can I make the right decision?
- 16. WHAT … actually is a business model?
- 17. Practice Shows: Understandings Diverge
- 19. what do we offer? WHAT?
- 20. whom do we offer it to? WHAT? WHO?
- 21. how do we do it? WHAT? WHO? HOW?
- 22. what‘s in it for us? WHAT? WHO? HOW? $? € ?
- 23. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS
- 24. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS
- 25. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT SEGMENTS
- 26. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT SEGMENTS ACQUISITION CHANNELS
- 27. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT RELATIONSHIPS CLIENT SEGMENTS ACQUISITION CHANNELS
- 28. 9 Bricks to Describe your Business Model WHAT? WHO? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT RELATIONSHIPS CLIENT SEGMENTS REVENUE FLOWS ACQUISITION CHANNELS HOW? $?
- 29. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT RELATIONSHIPS CLIENT SEGMENTS REVENUE FLOWS ACQUISITION CHANNELS KEY RESOURCES $?
- 30. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT RELATIONSHIPS CLIENT SEGMENTS REVENUE FLOWS ACQUISITION CHANNELS KEY RESOURCES $? CLIENT SEGMENTS CLIENT SEGMENTS KEY ACTIVITIES
- 31. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER CLIENT RELATIONSHIPS CLIENT SEGMENTS REVENUE FLOWS ACQUISITION CHANNELS KEY RESOURCES $? CLIENT SEGMENTS CLIENT SEGMENTS KEY ACTIVITIES CLIENT SEGMENTS CLIENT SEGMENTS PARTNER NETWORK
- 32. 9 Bricks to Describe your Business Model WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER COST STRUCTURE CLIENT RELATIONSHIPS CLIENT SEGMENTS KEY ACTIVITIES PARTNER NETWORK REVENUE FLOWS ACQUISITION CHANNELS KEY RESOURCES
- 33. HOW … can we sharpen our business model and achieve innovation?
- 34. eric calling
- 36. VISUALIZE: co-create to draw your business model
- 38. ASSESS: question your business model acquisition and distribution channel assessment strengths (+) (-) weaknesses our channels have a strong reach among our target clients our channels only reach a fraction of our target clients we know how effective each of our channels is we don’t know how successful our channels are we know how cost efficient each of our channels is we don’t know how costly our channels are we use our most costly channels for our most profitable clients unprofitable clients regularly use our most expensive channels … …
- 40. INNOVATE: ideate, prototype, iterate, decide
- 41. INNOVATE: ideate, prototype, iterate, decide WHAT? WHO? HOW? $? € ? CLIENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS CLIENT SEGMENTS OFFER COST STRUCTURE CLIENT RELATIONSHIPS CLIENT SEGMENTS KEY ACTIVITIES PARTNER NETWORK REVENUE FLOWS ACQUISITION CHANNELS KEY RESOURCES
- 43. PLAN: draw a project roadmap and align your enterprise Strategy direction new business model
- 44. PLAN: draw a project roadmap and align your enterprise Strategy Structure power direction new business model
- 45. PLAN: draw a project roadmap and align your enterprise Strategy Structure Processes power direction information new business model
- 46. PLAN: draw a project roadmap and align your enterprise Strategy Structure Processes Rewards power direction motivation information new business model [Galbraith 2001]
- 47. PLAN: draw a project roadmap and align your enterprise Strategy Structure Processes Rewards People power direction skills/mind-set motivation information new business model [Galbraith 2001]
- 49. IMPLEMENT: just do it…
- 50. smoking gun
- 51. Thank you.
Notes de l'éditeur
- In this slidecast we are going to look at business models in private banking More specifically, we will look at a number of innovative business models that have emerged in the industry and we will then learn about an approach that allows us to question, clarify and strengthen our own business model. Now, why should we look at business models you might be asking yourself? Because despite growth today’s private banking landscape is changing. Some organizations are starting to stand out with very innovative business. And we all want to differentiate ourselves to gain a competitive advantage, don’t we?