中国私人银行排名_应对中国未来的“Core,Millionaires”写给中国的私人银行界

　　莫利纽克斯教授目前担任纽约联邦储备银行顾问、世界银行顾问、欧盟委员会顾问、英国财政部顾问、花旗私人银行顾问、百慕达商业银行顾问、麦肯锡公司顾问、瑞士信贷集团顾问。莫利纽克斯教授是英国威尔士大学班戈分校商学院教授，也是欧洲银行和金融领域卓有成就的教授。此次针对本刊杂志的私人银行主题，专门安排了对莫利纽克斯教授的远程采访，探讨了当前全球私人银行的最新发展热点以及对于中国私人银行业的建议，汇集成此文。
　　《首席银行家》：莫利纽克斯教授，感谢这次机会，能让我跟您讨论一下私人银行。您在财富管理领域非常有名，并且是各类金融机构的顾问，特别是一些私人银行。那么，你认为在信用危机之后，私人银行会如何发展？
　　莫利纽克斯：其实，在研究私人银行的过程中，我与许多私人银行和零售银行合作，并且我的团队会提供一些想法给这些机构，帮助他们解决一些实际问题。最近我们与麦肯锡一起合作，对私人银行这个课题有新的研究成果，我可以提供给你参考。
　　对发展私人银行业的信用危机后，我们主要集中在两点：首先，全球财富管理和私人银行市场结构的改变；其次，新富客层的崛起。
　　《首席银行家》：私人银行市场结构有哪些变化？
　　莫利纽克斯：我们注意到，许多私人银行在危机中遭受很大的损失，一些机构的商业模式甚至被证明是失败的。所以，一个适当的经营模式对私人银行而言是至关重要的，只有这样，才能确保私人银行家提供给客户的服务和产品是正确的。全球财富管理业的巨头们，如瑞银、瑞士信贷集团、花旗集团、美林和汇丰银行，在成熟市场和新兴的高增长地区发展他们的事业。同时，一些地区的私人银行专注于自身的特有优势，提供了独特专业的产品。因此在共同的中国市场中，各银行必须基于自身的情况，更好地探索自己的模式、品牌和战略。
　　《首席银行家》：请您也谈谈“新富客层”，具体是什么意思？
　　莫利纽克斯：长久以来，在金融服务和顶级精英领域，私人银行一直是最有吸引力的和有价值的业务，私人银行家作为值得信赖的顾问为高端客户和他们的家庭，针对复杂的财务问题提供特别定制的解决方案，并且最终落在个人服务上。传统上，私人银行关注的高净值个人的可投资资产在1千万美元之上（国外的标准）。“新富客层”应注意的是，未来要把精力放在“Core Millionaires”上。
　　《首席银行家》： “Core Millionaires”指的是什么？与传统高资产净值的个人有何区别？
　　莫利纽克斯：“Core Millionaires”是指拥有1百万美元—1千万美元的投资资金，即现在不符合私人银行客户的标准，但是在未来财富会快速增长，包括医生，律师，工程师，成功的中小型企业家和有不同与高端客户需求的节俭储蓄型客户。传统的高资产净值的个人具有稳定的经营模式，然而私人银行因为固守风险控制却忽视了下一个十年最大的增长机会：“Core Millionaires”(准私人银行客户)。
　　《首席银行家》：为私人银行能更好地服务“Core Millionaires”，你能给出一些更详细的战略吗？
　　莫利纽克斯：在制定一个综合投资时，虽然表面上是特别定制的解决方案，其实是根据“Core Millionaires”客户所具有的代表性需求，提供标准化的一揽子服务，也就是要让定制服务也具有标准化。
　　以特定的“Core Millionaires”市场的设计方案为例，可以选择特定行业的企业家，有保全财富和收入需求的专业人士或退休人士。执行训练有素和能创造利润的服务模式——提供服务中心，增加银行家和客户经理的覆盖面和生产力，提供选择性的税收和房地产开发的指导需求，加强定价能力。
　　《首席银行家》：如果我是私人银行团队的管理者，在面对未来中国的“Core Millionaires”客户时，我需要注意哪些关键点？
　　莫利纽克斯：有七个关键点，是管理团队应仔细考虑的：
　　? 聚焦。银行如何渗透到“Core Millionaires”和高净值客户的细分市场？如何调整其未来的战略重点，尤其是产品集，优势，品牌和服务？
　　? 商业模式。在不同的商业模式的管理中，需要怎样的配置等级（如资产规模、银行家和专家数量）？私人银行如何运用两种模式的协同作用，同时确保盈利？
　　? 品牌塑造。如何保持私人银行高端品牌与零售银行应有的区别？
　　? 准私人银行客户的供输。对于提供了“Core Millionaires”客户的员工，应该给予什么样合适利益和奖励？
　　? 利基市场地理位置。高净值客户与“Core Millionaires”在地理环境上有何区别？在传统金融区域以外，财富市场较小、竞争力不强的地区里，私人银行如何把握和利用机遇？
　　? 新的银行销售和服务模式。结构和服务模式如何改变才能使银行覆盖更多不太富裕的客户？银行家需要什么样的技术和业务的投资作为必要的工具，让银行提供全面的产品时更有效率？
　　? 补偿。银行业务人员花费精力维护资金尚不达标的准私人银行客户能否得到劳务补偿？在工资加奖金补偿模型下，私人银行能否留住人才？
　　英文原稿
　　《The chief banker》: Hi, Professor Molyneux, thanks for this chance to talk with you something about the private banking. As we all know you are famous in the Wealth Management area and are consultant to various financial institutions, especially to some private banks. So, how do you think about the development of private banking after the crisis? 　　Molyneux: Honestly, I am cooperating with many private banks or retail banks in researching the private banking, and my team contributes some ideas to the institutions to help them deal with some practical problems. Recently we are working with the Mckinsey & Company for a new survey about the topic we talk today, which I can send you for reference.
　　As to the development of the private banking after the confidence crisis, we mainly focus on two issues: firstly, the change of the structure of the global wealth management and private banking market; secondly, the new wealthy client segmentation;
　　《The chief banker》: what about the change of private banking market structure?
　　Molyneux: As we have noticed, many private banks suffered a lot in the crisis and some players even proved their business models as failures. So a proper business model is crucial for a private bank to be sure their bankers offer a right service and product process to their clients. Strong global wealth management giants such as UBS, Credit Suisse, Citigroup, Merrill Lynch and HSBC. These target multiple onshore and offshore locations and are developing their businesses in both mature markets and emerging high growth regions. While, some regional private banks focus on their advantages in their districts and even some develop their businesses to specialized products offers. So it is the same for the China market, the banks should better explore their own models, their own brand and their strategies based on their situations.
　　《The chief banker》：you also talk about the client segmentation, what is your meaning on it?
　　Molyneux: Private banking has long been one of the most attractive and rewarding businesses in financial services – a rarified world where elite bankers serve as trusted advisors to wealthy clients and their families, providing them with customized solutions to a myriad of complex financial issues and the ultimate in personal service. Traditionally, private banks have focused on high-net-worth individuals with a minimum of $10 million in investable assets and often significantly more substantial levels of wealth. This focus intensified over the past decade as private banks invested in an array of specialized capabilities and teams of well-compensated professionals from relationship managers to specialists in customized investment strategies, tax
　　and estate planning and advisory services in art and philanthropy. A new client segmentation should be paid attention to, is the Core Millionaire segment in future; 　　《The chief banker》: Is the Core Millionaire group different to the traditional high-net-worth individuals?
　　Molyneux: Having steadily taken their business models up-market, however, private banks risk neglecting one of the largest growth opportunities of the next decade: the “Core Millionaire.” Core Millionaires, who have between $1 million and $10 million to invest, have often been served only as an accommodation or in the hope that their assets will grow. It includes doctors, lawyers, engineers, successful small to mid-size entrepreneurs and frugal savers who have different needs than the ultrahigh-net-worth (UHNW) segment with $10 million or more in assets.
　　《The chief banker》: can you give some more detailed strategies for private banks to serve the core millionaire well?
　　Molyneux: Develop an integrated investment and banking experience that feels customized, but offers standardized packages of services that meet the typical needs of Core Millionaires.
　　Design solutions for specific segments of the Core Millionaire market, for example, entrepreneurs in selected industries, professionals or retirees with wealth preservation and income goals. Implement a disciplined and profitable service model – providing services centrally, increasing the coverage and productivity of bankers and account managers, offering selective tax and estate guidance as required, and enforcing pricing discipline.
　　《The chief banker》: If I am the management team member of the private bank, when I face to the Core Millionaire clients of China in the future, Which problems need to pay attention to?
　　Molyneux: There are seven major issues that management teams should consider as they contemplate this move:
　　? Focus. How well has the bank penetrated the Core Millionaire and UHNW market segments already? How well aligned is its strategic focus with where growth will be in the future, given its product set, strengths, brand and service offering?
　　? Business model. What scale (e.g., assets, number of bankers, number of specialists) is required to manage two distinct business models? How can a private bank capture synergies between the two models, while ensuring the profitability of each?
　　? Brand dilution and extension. Will bifurcating the business model dilute UHNW client relationships? How can a private bank retain enough distinction to preserve the cachet of its high-end brand? How important is exclusiveness to UHNW clients versus personal/institutional relationships, valuable advice and favorable pricing? 　　? Core Millionaire offer. What are the appropriate benefits and incentives to offer clients in the $1 million to $10 million segment to preserve the image of a private bank while maintaining high returns and focusing on Core Millionaire issues (wealth preservation, retirement income) in a customized, yet cost-effective manner?
　　? Micro-market geographic focus. How should the geographic footprint differ for the UHNW and Core Millionaire offerings? How can private banks take advantage of opportunities outside of traditional money center locations in areas where the wealth market is smaller and less competitive?
　　? Banker sales and service model. What changes in structure and service model are required to enable bankers to cover a larger number of less affluent clients? What technology and operations investments are necessary to give bankers the tools to provide comprehensive service to this market efficiently?
　　? Compensation. How should bankers and specialists be compensated when serving the $1 million to $10 million segment? Can private banks retain talent in this segment with a salary plus bonus compensation model?