There is a great potential in “unadvised assets”. The necessary growth rates for a profitable business are close to hundreds and millions of AUM increase per month. Alternative steps needed to be taken by the businesses are:
• Substantial growth in terms of AUM has to be made.
• Varying customer acquisition costs will have to be taken into account during profitability calculations.
• Shift to adjacent markets; from pure online to more sophisticated hybrid services.
• Separated commoditized investment management services and focus on areas of finance and estate planning.
• Get rid of proportional fee model.
Read more at: http://bankinnovation.net/2015/07/half-a-dozen-possibilities-in-automating-asset-management/

According to McNett (CMRP, Life Cycle Engineering), KPI (key performance indicators) should contain objectives, source, performance criteria and action plan to be effective. KPI helps managers to evaluate a company's performance and spot weak points which need manager's attention. According to Michael Porter (strategy professor at the Harvard Business School), KPI should be related to organizational goals and strategy, so that an organization can have a sustainable growth. Strategic asset management plans help to convert organizational goals into asset management objectives. Asset management functions support the company's goals and objectives. So, KPI helps to achieve organizational asset management objectives. Performance and evaluation of assets not only include technical performance, but also the performance of the physical asset portfolio. Read more at: http://www.industryweek.com/maintenance/monitoring-asset-management-strategy-execution-kpis

Private banking in Asia-Pacific is a dynamic and evolving market with regional variations in regulations and requirements. As wealth management continues to grow with more opportunities in the mass affluent market, private banks will need to rely on technology to handle the increased volume. In addition, private banks are also dedicating more resources and budget on technology solutions to support and ensure compliance with regulation changes. While there is potential for the convergence of private banking and asset management, it is still important that the technology platform can deliver a personalised client experience as wealth management is still predominantly a relationship-based business, especially so in Asia-Pacific.

Together with panellists from Bank Julius Baer and Deutsche Asset & Wealth Management, investment management solution provider Charles River has drawn some key conclusions about the industry in the Asia-Pacific region during Private Banking Asia 2014 event, held on March 19th and 20th in Singapore. To read more, visit the following link:

http://www.businesswire.com/news/home/20140410005052/en/Charles-River-Discusses-Increasing-Role-Technology-Wealth#.U0dzt1VgXgw

A survey conducted by Cerulli Associates, a global analytics firm, reveals that 93% of the asset managers rely heavily on secondary market intelligence. This study was based on government agencies, trade organizations and research firms.

For more information: http://www.opalesque.com/650204/Majority_of_asset_managers_rely_on_secondary_market020.html