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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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