By Lynn Bicker
Inner most banking is without doubt one of the optimum progress and so much ecocnomic monetary companies in Europe. a wide percentage of the industry is still untapped and the Nineties tend to deliver major enlargement in constructing international locations. deepest Banking in Europe presents new insights into the non-public banking undefined, its progress and destiny, and rising possibilities for personal bankers and their consumers. It debates the significance of worldwide and native provider; the aptitude dichotomy among the rich and the winning, and considers the non-public banking undefined. A comparability of key avid gamers and their selected markets and methods is complemented by way of an exploration of the expansion of intermediaries and unforeseen competitiors. The paintings additionally encompasses a research of non-European affects. The ebook deals a useful perception into inner most banking, in the course of the eyes of the bankers themselves. the ultimate bankruptcy is dedicated to non-public bankers' personal view in their undefined, their pageant and destiny instructions.
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Extra info for Private Banking in Europe (Routledge International Studies in Money and Banking, 1)
In times of turbulence, with economic pressures and ethnic strife, wealth that has been carefully built up may well be at risk—from capital decrease if not from the pressures of conflict or crime. Chase Manhattan’s research showed that investors vary in their financial goals, but that 67 per cent choose a ‘solid reputation’ as the key characteristic of their private banker, and 57 per cent require a stable environment for their assets. The confidence and trust developed between client and relationship manager is key.
Relationship managers and their teams must understand the profitability of their products, but must equally balance this business imperative against a business ethos that decries a commission-focused approach to the job. STAFFING: THE KEY TO RETAINING CLIENTS Certainly the UK market saw an increase in search and recruitment for private banking staff during the last quarter of 1993—undoubtedly linked to the recognition of new opportunities with the growing market and an increase in competitive organisations.
Many clients now are concerned with absolute, not relative performance: no matter that they have achieved a 2 per cent improvement on comparative indices; in recessionary and low interest rate times, what counts is the amount returned. In periods of high inflation, the argument for relative performance is easy to make: positive absolute performance can be associated with a positive decline in real wealth. It is more imperative than ever for relationship officers to know their clients well, and to know their requirements even better.