Relationship Equity im Private Banking - Universität St.Gallen

R E L A T I O N S H I P E Q U I T Y I M P R I V A T E B A N K I N G
Section B: Digging Into the Depth of the Client Clusters
1. Customizable CLIENT-O-METER 1 dot = 1 client 2. Relationship equity statement
120
100
Unit: CHFmn (CHFk for individual client level)
Client growth potential
2005_Q1
Client population focussed
All Cluster % Indiv % Clust
+ NPV organic development, gross 103.5 0% 36 0%
./. NPV expected client attrition -6.5 0.0 0% 0 0%
= NPV organic development, net 97.0 0% 36 0%
Client age (years)
80
60
40
20
0
0 2'000 4'000 6'000 8'000 10'000 12'000 14'000 16'000
+ NPV share of wallet potential* 12.8 0% 12 0%
+ NPV pricing potential* 0.2 0% 0 0%
+ NPV liability potential* 5.0 0% 1 0%
= NPV anorganic development* 18.0 0.0 0% 13 0%
NPV share of wallet potential vs target 0% 15 0%
Maximum directly capturable value 115.0 0% 49 0%
+ Exp. inheritances (from outside of bank) 3.4 0% 0 0%
+ Exp. inheritances (from within bank) 4'286.4 0% 0 0%
= Total indirect new money benefit 4'289.8 0% 0 0%
Outflow risk
NPV of potential legacy out 26.7 0% 61 0%
NPV of potential legacy out (unsecured) 12.5 0% 61 0%
p.m. NPV expected client attrition 6.5 0.0 0% 0 0%
Total wealth (CHFk)
3. Expected value capturing periods by client cluster 1 dot = 1 cluster
40%
Highest value share
Current filter settings NAV PAD
Retired (65+) 30%
Explicit organic value share
GENERAL SETTINGS
30%
4.2
Lowest value share
CUSTOM IZE!
Market: all Student with potential 0.7%
Income/wealth bracket: all / all
20%
Sex: both 0 A B C
Highest duration (years)
Student with potential 5.0
10%
SECTION B SETTINGS Lowest duration (years)
Cluster: all Professional (-30) 2.7
No. of selected clients: 1'000 0%
Total duration (years)
Client number selected: 0 0 1 2 3 4 5 6 All clusters 4.2
* in relation to cluster average Years until capturing of 50% of explicit organic value
Abbildung 6-16: Visualisierung der Kundenwerthaltigkeit im Cockpit
Auf der Basis der Berechnungen in Schritt 7 kann die Kundenwerthaltigkeit aus der vorliegenden
Darstellung auf einzelne Kundenberater umgemünzt dargestellt werden:
Section C: Focussing on client advisor value generation
1. Customizable ADVISOR-O-METER 1 dot = 1 client advisor 2. Client advisor ABC-analysis
2005_Q1
350
Overperformers' contribution
Specific advisor's contribution
300
140
120
250
Number of clients (#)
200
150
100
50
Maximum capturable value (CHFmn)
100
80
60
40
20
0
0 50 100 150 200 250 300 350
Assets under management (CHFmn)
Client advisors sorted by descending performance (advisor number)
Cumulative
Non-cumulative
Current filter settings NAV PAD
# Client advisors Maximum capturable value Other perf'mance aspects of these advisors
GENERAL SETTINGS absolute relative relative absolute A+L -mn NNML -mn Revs - k ROBV # clients
Market: all
CUSTOMIZE!
0 1% 0% 0 0.0 0.0 0 0 0
No of selected advisors: 6 0 5% 0% 0 0.0 0.0 0 0 0
%ofCA@ 0 A B C
1 10% 32% 37 578.6 67.8 5'010 89 297
3. Single advisor perf'mance Actual Top 10% 2 25% 52% 60 371.4 44.0 3'094 86 190
Net organic value 0.0 0% 2 40% 52% 60 371.4 44.0 3'094 86 190
NPV SOW increase* 0.0 0% Advisor 0
3 50% 71% 82 357.2 43.9 2'847 81 186
NPV pricing increase* 0.0 0% Market 0
5 75% 98% 113 195.3 27.4 1'502 78 110
NPV increase in liabilities* 0.0 0% 5 80% 98% 113 195.3 27.4 1'502 78 110
Max. capturable value 0.0 0% 6 100% 100% 115 33.8 4.0 287 86 17
0
1 4 2 3 5 6
Abbildung 6-17: Beurteilung des Wertpotentials von Kundenberatern im Cockpit
192