Future of wealth management : KPMG Connected Enterprise for wealth management
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000cam a22000004b 4500 | ||
| 001 | MAP20220007610 | ||
| 003 | MAP | ||
| 005 | 20230309104137.0 | ||
| 008 | 220308s2022 nld|||| ||| ||eng d | ||
| 040 | $aMAP$bspa$dMAP | ||
| 084 | $a922 | ||
| 245 | 1 | 0 | $aFuture of wealth management$b: KPMG Connected Enterprise for wealth management |
| 260 | $aAmstelveen$bKPMG International$c2022 | ||
| 300 | $a47 p. | ||
| 520 | $aWealth management remains a sector with enduring growth potential, driven by growing household and entrepreneurial wealth, underfunded retirement savings, over-reliance on non-financial assets, individual responsibility for retirement, and intergenerational wealth transfer. COVID-19 has only served to emphasize the importance of financial resilience as many suffered dramatic falls in income. Today's wealth management providers play a pivotal role in the financial well-being of an increasingly wide range of customers, across age and income groups, stretching far beyond the global elite. Rather than focusing entirely on products, the main players now have an opportunity to 'own' financial advice and become a central part of customers' lives. This wider calling should not only open up new business and channels, but also offer a greater sense of purpose to prospective new employees with changing values. At the same time the sector has huge growth potential across markets such as China and India where it is expected that wealth will grow exponentially over the coming years. Despite the optimistic outlook, the sector's traditionally strong revenues and profitability are under threat from growing competition, including established financial institutions and new entrants prepared to buy market share through M&A, as well as insurers and asset managers who are rapidly expanding their wealth offering. Low-cost, DIY investing, heightened regulatory scrutiny, the need to invest in technology, and a talent shortage all place further pressure on established business models. Environmental, social and governance (ESG) is also having a rising impact, reflecting increasing social and investor awareness and activism. Wealth management businesses should stay attuned to customers' ethical expectations - which goes beyond merely offering ESG funds and calls for a purpose-driven culture. | ||
| 650 | 4 | $0MAPA20080591274$aGestión patrimonial | |
| 650 | 4 | $0MAPA20080555771$aPatrimonio | |
| 650 | 4 | $0MAPA20160011845$aDistribución de la riqueza | |
| 650 | 4 | $0MAPA20080618896$aAhorro financiero familiar | |
| 650 | 4 | $0MAPA20090037380$aInversiones socialmente responsables | |
| 650 | 4 | $0MAPA20080554927$aJubilación | |
| 650 | $0MAPA20230001899$aCriterios ESG | ||
| 710 | 2 | $0MAPA20080442491$aKPMG International |