Frédéric Brunier

Wie sieht es in der DACH-Region aus? Dieser Frage geht die vorliegende Studie nach, für die wir mehr als 250 Teilnehmer aus vier Branchen befragt haben. Eine Erkenntnis: 82 Prozent der Befragten verstehen unter Innovation vor allem, ihre bestehenden Produkte und Services weiterzuentwickeln. Das genügt nicht. Was es jetzt braucht, sind ein strategischer Ansatz für Innovation und eine Unternehmenskultur, in der das Führungsteam und die Organisation voll hinter einer mutigen Ausrichtung des… Show more

Wie sieht es in der DACH-Region aus? Dieser Frage geht die vorliegende Studie nach, für die wir mehr als 250 Teilnehmer aus vier Branchen befragt haben. Eine Erkenntnis: 82 Prozent der Befragten verstehen unter Innovation vor allem, ihre bestehenden Produkte und Services weiterzuentwickeln. Das genügt nicht. Was es jetzt braucht, sind ein strategischer Ansatz für Innovation und eine Unternehmenskultur, in der das Führungsteam und die Organisation voll hinter einer mutigen Ausrichtung des eigenen Geschäfts stehen. Show less

Wealth management questions may be the same as ever, but answering them is putting banking services under new scrutiny. The influence of digital technologies—from robo-advisers to online accounts—means there is unparalleled choice in how wealth is managed. With changing client behaviors and the demand for greater value, the unpredictability of the wealth management function puts banks at risk of obsolescence.

By applying digital technologies to their workforce and capabilities… Show more

Wealth management questions may be the same as ever, but answering them is putting banking services under new scrutiny. The influence of digital technologies—from robo-advisers to online accounts—means there is unparalleled choice in how wealth is managed. With changing client behaviors and the demand for greater value, the unpredictability of the wealth management function puts banks at risk of obsolescence.

By applying digital technologies to their workforce and capabilities, alongside the human touch, wealth managers can add new value—not only serving and anticipating clients’ needs but also ensuring the health of their own organizations. Show less

Banks must reposition their traditional branch model. Yet closing a bank’s branches can result in poor outcomes; competitors can seize market share; brand equity can be compromised, and customers could lose confidence and seek out another bank.

Research shows that tomorrow’s banking customers, the millennials, have a noticeably greater bias towards physical interaction, pointing to their need for face-to-face contact, advice and reassurance in their financial journey.

By taking… Show more

Banks must reposition their traditional branch model. Yet closing a bank’s branches can result in poor outcomes; competitors can seize market share; brand equity can be compromised, and customers could lose confidence and seek out another bank.

Research shows that tomorrow’s banking customers, the millennials, have a noticeably greater bias towards physical interaction, pointing to their need for face-to-face contact, advice and reassurance in their financial journey.

By taking advantage of digital innovation, banks can transform the branch network to offer banking services that are more personal, immersive, and relevant for their role as an everyday bank. Show less