Self-Service in Wealth Management: Remaining Competitive

Self-Service in Wealth Management
Remaining Competitive in a Fast-Changing World
the way we see itCapital Markets

1 Introduction 3
2 Current Landscape of Self-Service in Wealth Management 4
3 The Case for Self-Service in Wealth Management Firms 6
4 Needs and Preferences of HNWIs for Self-Service Capabilities 10
5 Case Studies of Firms Leveraging Self-Service 12
6 The Way Forward 16
References 19
Table of Contents
The information contained in this document is proprietary. Copyright © 2014 Capgemini Financial Services. All rights reserved.
Rightshore®
is a trademark belonging to Capgemini.

Across all industries, a common global trend is the evolution of digital technology
to transform the way operations are run. The transformation is also the result of
increased sophistication of multiple new channels, some of which do not require
any human-to-human interactions. Many industries, such as retail, are already
leveraging these evolving technologies to develop processes and platforms that
enable self-service capabilities to address clients’ needs without the need to interact
with a representative.1
Segments of the financial services industry such as banks
and brokerages have also been leveraging these platforms. However, the wealth
management industry has lagged behind in general, only offering online platforms to
self-directed clients.2
Technology advancements, client demand for digital services, and current industry
dynamics are creating an environment conducive to the development of self-
service capabilities. In the past, self-service capabilities in wealth management
have been restricted to online accessing of account information and transacting
online. However, firms can offer richer features to promote a collaborative investment
management experience. This paper examines the need for self-service capabilities
in wealth management and the importance these capabilities could have in the near
future in delivering a forward-looking cross-channel client experience.
Introduction
In the past, self-service
capabilities in wealth
management have
been restricted to online
accessing of account
information and transacting
online. However, firms
can offer richer features
to promote a collaborative
investment management
experience.
Exhibit 1: Trends Highlighting the Relevance of Self-Service in Wealth
Management
Changing
Dynamics
Industry
Technology
Client
64.2% of affluent
individuals (incl. HNWIs)
expecting future WM
relationship to be digital
65.4% of affluent
individuals (incl. HNWIs)
would leave wealth
management firm if
integrated channel
experience is not provided
Analytics driving digital transformation
of firms
Rising opportunities in emerging digital
channels
Rising competition in the industry
from new players
Increasing number of regulations
across the globe
Source: Capgemini Financial Services Analysis, 2014
1
1 Self-service capabilities in wealth management signify services that enable clients to access products and services of their wealth management firms without the
need of an advisor or any other support. HNWIs might however seek advice from their wealth managers for their wealth needs
2 Self-directed clients are those who would research for products and services on their own and would not engage with wealth managers before making any
investment decisions
3

With the advent of technology innovations, the development of self-service
capabilities has seen a steep growth in other industries. However, its development in
the wealth management industry has remained very slow. Leadership teams at many
firms viewed self-service capabilities as purely online tools for self-directed clients,
primarily as a means to save cost.
Nevertheless, self-service capabilities can serve a much bigger set of clients. Self-
directed clients typically do not seek any advice from wealth managers and take
all actions on their own. Other clients using self-service capabilities take a more
collaborative approach to manage wealth actively along with a wealth manager.
Further, there were different hurdles at different kinds of firms.
At retail and pure-play private banks, the traditional view of the wealth manager
at the center stage of the wealth management relationship often led to a fear of
disintermediation-one of the major hurdles for development of self-service capabilities.
Management of these firms also lacked a strategic focus to target self-directed
affluent individuals (incl. HNWIs).3
Instead they kept focusing on services that require
engagement with advisors. Thus, self-service capabilities offered by these firms
remained very limited. Further, difficulties in calculation of return on investments (ROI)
also kept firms away from investing in innovative technologies.
Brokerage firms traditionally used self-service capabilities to support self-directed
clients. However, the strategic focus to improve the user experience was missing.
Complicating the situation, the complexity of business process changes and the cost
of advanced technologies needed to improve the user experience was high which
resulted in limited investments. Thus, the platform capabilities offered by these firms
remained restricted to accessing of account information, news, market data, and the
ability to transact.
As a result, clients at major retail banks and private banks remained completely
dependent on their wealth managers. At brokerage firms, the user experience
remained substandard due to lack of advanced technology in hybrid-advice models
including value-added services such as what-if analysis, portfolio back testing, and
personalized recommendations using analytics.
Wealth management firms are now recognizing the fact that in today’s world the client
experience is one of the most important factors that can define the competitiveness
of digital offerings, and are taking steps forward on this path:
• To enhance the overall experience of self-service capabilities, firms are making use
of emerging digital channels such as mobile applications, social media, and video,
rather than relying solely on web-based platforms.
Current Landscape of Self-Service in
Wealth Management
2
3 For the purpose of whitepaper we will be referring ‘affluent clients’ and ‘HNWIs’ as ‘affluent individuals (incl. HNWIs)’ who are defined as those having investable
assets of $500k or more, excluding primary residence, collectibles, consumables, and consumer durables
4 Self-Service in Wealth Management

• The mindset of top management at these firms is shifting slowly from a heavy
focus on cost-saving to putting client-specific needs at the center of the advisor-
client relationship.
• Firms are expanding the capabilities of investment management and trading
platforms to include advanced analytics, research, and monitoring.
Despite these steps being taken, the development pace of self-service capabilities
is lagging behind the demand from HNWIs for digital interactions. Self-service has
great potential across all the wealth bands and across different types of services
such as family office services, private wealth services, and execution-only services.
Thus, self-service could be a highly scalable client acquisition tool and that too at
comparatively lower cost. Firms who are not actively implementing expanded self-
service capabilities are leaving huge opportunities on the table.
Exhibit 2: Different Types of Services in Wealth Management
OfferingsServices
Trust / Family
Ultra-HNWIs
HNWIs
Family Ofﬁce Services Private Wealth Services Execution-Only Services
Afﬂuent Clients
Administrate Multi-
Generational Interests
Real Estate Administration
Private Foundation
Trust Administration
Family Meeting Facilitation
/Conflict Management
Asset and Cash
Distribution Management
Charitable Planning
Services
Recordkeeping
Investment Management
Risk Management
Financial Planning
Trust and Estate
Administration
Succession Planning
Cash Management
Education Planning
Ability to Place Orders
On-Line or Via Telephone
Ability to View and Monitor
Portfolio On-Line
Access to News and
Market Analysis
Charting Functionalities for
Technical Analysis
Clients
Self-Services (spanning across all kind of services)
5Copyright © 2014 Capgemini Financial Services. All rights reserved.

The Case for Self-Service in Wealth
Management Firms
Global wealth management firms are witnessing trends that are making the need for
self-service compelling in order to remain competitive. These trends are seen across
three fronts:
Client: According to the Global HNW Insights Survey 2014,4
more than 57% of global
affluent individuals (incl. HNWIs) say that their wealth management relationship is
currently conducted through digital channels, increasing to more than 64% in the
next five years. Affluent clients ($500k-$1m) and ultra-HNWIs5
have an almost similar
current digital demand. Within the next five years, slightly fewer ultra-HNWIs (54.6%)
expect their wealth management relationship to be digital as compared to affluent
clients (59.2%).
Across all age bands, affluent individuals (incl. HNWIs) expect their wealth
management relationship to be digital in the future. However, 82.4% of affluent
individuals (incl. HNWIs) aged under 40 expect digital wealth management
interactions as compared to 54.1% of affluent individuals (incl. HNWIs) aged over 40.
Exhibit 3: Affluent Individuals (incl. HNWIs) Considering Current and
Future WM Relationship to be Digital, by Wealth, by Age, Q1 2014
50.3%
57.4%
50.5%
59.2%
65.0%
54.6%
0% 25% 50% 75%
$500k-$1m
$1m-$20m
$20m+
Future
Current
75.9%
46.7%
82.4%
54.1%
0% 20% 40% 60% 80% 100%
Under 40
Over 40
Affluent Individuals (incl. HNWIs) Considering
Current and Future WM Relationship to be
Digital, by Wealth (%), Q1 2014
Affluent Individuals (incl. HNWIs) Considering
Current and Future WM Relationship to be
Digital, by Age (%), Q1 2014
Note: Affluent Individuals (incl. HNWIs) are defined as those having investable assets of $500k or more, excluding primary
residence, collectibles, consumables, and consumer durables
Questions asked: “To what extent would you say that your wealth management relationship is currently conducted through
digital channels”?
“In five years, to what extent would you like your wealth management relationship to be conducted through digital channels”?
Source: Capgemini, RBC Wealth Management, and Scorpio Partnership Global HNW Insights Survey 2014
3
4 The Capgemini, RBC Wealth Management, and Scorpio Partnership Global HNW Insights Survey was conducted over January–February, 2014
5 For survey purposes, bracket of US$20 million and above in financial assets used as the upper wealth band. The definition of ultra-HNWI remains US$30 million
and above.
For analysis purposes, the upper survey band serves as a reliable proxy for ultra-HNWIs

All clients can be provided self-service capabilities but the needs across wealth
bands would differ. Wealthy families and ultra-HNWIs may look for self-service
capabilities that are innovative and enhance the experience of working collaboratively
with wealth mangers (for example, video conferencing where all family members
can join, even if geographically dispersed, to discuss future investments). HNWIs in
lower wealth bands and affluent clients ($500k-$1m) might demand mobile trading
platforms with advanced capabilities such as risk profile analysis, real time portfolio
updates, and advanced charting functionalities.6
Technology: A number of technology advancements are driving innovation,
enhancing the user experience, and helping to achieve operations excellence. Many
industries, including wealth management, are increasingly using big data and
analytics, along with innovative tools to enhance productivity (see Exhibit 4).
Firms are also looking to leverage the rising interest in emerging digital channels
such as mobile applications, social media, and video, along with providing an
integrated channel experience to enhance the overall user experience. Firms are also
investing in technology to achieve collaboration among business units and reduce
cost.
A rising use of big data
and analytics to drive
insights along with
innovative tools to
enhance productivity
is being witnessed by
many industries, including
wealth management.
Exhibit 4: Advancements in Technology
Accelerating the Digital Transformation of Firms
Operations-Excellence
Technology
Self-Service in
Wealth
Management
Social Media
Self-Service
Mobile/Tablet
Self-Service
Lowering cost by technology advancements
Increasing collaboration across ﬁrm to create value
Rising use of big data
and analytics
Increasing innovations in
productivity enabler tools
Rising interest in emerging
digital channels
Rising demand for integrated
digital experience
Web
Self-Service
Video
Self-Service
Technology Enabled Value-Added Service
s
6 Growing More detailed, www.executive-magazine.com, September 2014

The above trends are driving the development of technology-enabled, value-added
services around emerging digital channels along with traditional digital channels
such as the web. These channels are being used to offer:
• Self-service capabilities such as social trading and investor communities using
social media channels
• Market analysis videos, platform tutorials, and education content using
video channels
• Executing transactions on the move, receiving live updates, and researching
content using mobile applications
These technology advancements along with technology-enabled services are
accelerating the digital transformation of firms. Self-service capabilities along with
other digital capabilities can play important roles in digital transformation efforts
across the firm:
• Front-Office: Mobility tools provide anywhere-anytime access to both clients
and wealth managers, with the capability of offering instant advice to clients. Other
emerging digital channels can also be leveraged by providing video conferencing
facilities and making use of social media for interactions.
• Operations: Firms can build advanced capabilities to provide online research,
portfolio planning, and portfolio tracking. Advanced analytics combined
with behavioral analytics on preferred channels can guide clients towards a
holistic solution.
• Products and Services: Self-service portals help firms understand the client’s
needs by applying analytics on the client’s actions and behavior. Insights
generated using analytics can be used to offer personalized products and
services.
Another area where self-service along with technology advancements can play an
important role is convergence of other players. Technology firms and investment
management firms can collaborate to leverage each other’s capabilities to offer
advanced services. For example, firms that currently provide execution-only services
can leverage technology to also provide virtual advice services.
Industry: Key industry trends include rising competition, increasing regulation and
streamlining of business lines. Self-service capabilities will help to partially mitigate
the challenges of rising competition, increasing regulations, and streamlining of
business lines.
• Rising Competition: One of the major competitive threats today is the rising
wave of automated advisors,7
sometimes called as robo-advisors. The interest
in robo-advisors demands that firms provide similar capabilities or risk losing
a portion of their clients along with their assets. Another trend of increased
competition is among the existing players, as the continuous advancement of
online platforms has put online brokers ahead in the competition from the
traditional wealth management firms. Thus, traditional wealth management firms
need to act fast and innovate to offer self-service capabilities in order to prevent
losing the wallet share.
7 Automated advisors refer to online-only firms (or divisions of traditional wealth firms) who offer automated investment management based on client objective and
risk tolerance at a lower fee but are not typically equipped to provide more detailed and nuanced financial planning services

Introduction of regulations
such as Retail Distribution
Review (RDR) in the U.K.
and Future of Financial
Advice Reforms (FoFA) in
Australia are forcing firms
to change their business
models from product-
based revenue to advice-
based revenues.
• Increasing Regulation: Introduction of regulations such as Retail Distribution
Review (RDR) in the U.K. and Future of Financial Advice Reforms (FoFA) in
Australia are forcing firms to change their business models from product-based
revenue to advice-based revenues. To increase their margins, firms are no longer
offering free advice and focusing on providing face-to-face advice only for wealthy
clients in these regions. Pressure for similar regulations is also mounting in the U.S.
and other countries. These regulations would leave out a large group of HNWIs
who are looking for affordable advice. Self-service can be used to target this
group of HNWIs by providing advanced capabilities using analytics such as virtual
advice and personalized recommendations. For wealthy HNWIs, firms can focus
on providing value-added self-service capabilities such as screen-sharing tools
and mobility tools for both clients and wealth managers.
• Streamlining of Business Lines: Firms are streamlining their operations
and integrating technology systems with the objective of increasing synergies
among business units. Self-service portals provide information on other business
units in the system and can thus help to increase cross-selling. For example,
details of lending division can be made available in a self-service portal (which
a wealth management client looking for a housing loan could find helpful) along
with an option to request a call back from the lending division’s representative.
Additionally, self-service capabilities can partially address the challenge of limited
availability of skilled wealth managers that can further help in reducing cost.

Self-service offers immense opportunities in terms of meeting the demands of
HNWIs and addressing industry challenges. To take advantage of these
opportunities, firms must put the resources in place to develop self-service
capabilities. A good starting place is to identify the needs and preferences of the
HNWIs demanding self-service. One possible way to understand the needs and
preferences could be to understand the needs of self-directed HNWIs, as the self-
directed HNWIs, being a sub-set of HNWIs demanding self-service, share similar
basic traits (taking control and active participation).
According to data from the Global HNW Insights Survey 2014,8
one of the
needs of self-directed affluent individuals (incl. HNWIs) is the usage of emerging
digital channels such as mobile applications, social media, and video for wealth
management activities. More than one-third of self-directed affluent individuals
(incl. HNWIs) indicated high importance of each of these emerging digital
channels. Of the three emerging digital channels, mobile applications received
the highest level of acceptance among self-directed affluent individuals (incl.
HNWIs) with 40.7%, followed by 37.1% for video and 35.8% for social media (see
Exhibit 5). This underscores that HNWIs have become comfortable using these
new channels in their day-to-day life and want to use them conduct their wealth
management relationship.
Needs and Preferences of HNWIs for
Self-Service Capabilities
Exhibit 5: Self-Directed Affluent Individuals (incl. HNWIs) Importance for
Emerging Digital Channel and Propensity to Leave Wealth Management
Firm Due to Lack of Integrated Channel, Q1 2014
Self-Directed Affluent Individuals (incl.
HNWIs) Importance for Emerging
Digital Channels (%), Q1 2014
Self-Directed Affluent Individuals (incl. HNWIs) Propensity
to Leave WM Firm Due to Lack of Integrated Channel
Experience (%), by Region, Q1 2014
40.7%
37.1% 35.8%
0%
10%
20%
30%
40%
50%
Mobile
Applications
Video Social
Media
69.7%
87.2%
86.7%
78.5%
67.7%
64.8%
60.0%
0% 20% 40% 60% 80% 100%
Global
Latin America
Asia-Pacific (excl. Japan)
Middle East and Africa
North America
Europe
Japan
Note: Affluent Individuals (incl. HNWIs) are defined as those having investable assets of $500k or more, excluding primary
residence, collectibles, consumables, and consumer durables. Importance of emerging digital channels derived from weighted
average of respondents indicating importance level to difference capabilities per channel. Question asked: “If your main wealth
management provider could not offer this type of integrated wealth management experience, would it prompt you to consider
moving to another firm”?
Source: Capgemini, RBC Wealth Management, and Scorpio Partnership Global HNW Insights Survey 2014
4
8 The Capgemini, RBC Wealth Management, and Scorpio Partnership Global HNW Insights Survey was conducted over January–February, 2014

In addition, these HNWIs are also demanding their wealth management experience
to be integrated across all channels (actions initiated on one channel can be finished
on another) with a consistent level of service throughout. The demand can be
ascertained by the fact that globally 69.7% of self-directed affluent individuals
(incl. HNWIs) indicated to leave the wealth management firm in case an integrated
channel experience is not provided (see Exhibit 5). This proportion was highest
in Latin America where 87.2% of self-directed affluent individuals (incl. HNWIs)
indicated to leave the firm followed by 86.7% in Asia-Pacific (excl. Japan). Firms need
to acknowledge the high importance of self-service capabilities and must provide an
integrated channel experience in order to address the attrition risk.

Case Studies of Firms Leveraging
Self-Service
Acknowledging the changing dynamics in the wealth management industry, a few
leading firms have already started offering or are in the process of providing self-
service capabilities for their clients. The development of self-service capabilities
at these firms is in the nascent stages and is continuously evolving. Most wealth
management firms are providing self-service capabilities using website and mobile
channels and gradually firms are turning to the use of analytics.
A European bank known for its online brokerage services has launched a wealth
management platform specifically targeted to self-directed HNWIs. It provides a
dynamic dashboard that can help clients view portfolio information along with their
risk position. The platform enables clients to understand their own risk tolerance and
helps them alter their portfolio investments.
Another leading brokerage firm, based in U.S., has offered an online platform that
leverages analytics to make behavior and preferences-based suggestions. The
platform has advanced capabilities for researching using several tools integrated
in a single window. By applying analytics to market data, client preferences, and
historical performance, it has the inbuilt capability to highlight relevant trends
that can be used to identify and filter investment selection options across various
asset classes.
A leading multinational bank’s wealth management division provides numerous
self-service capabilities and is continuously evolving these services to enhance the
client’s experience. One of the services on offer includes an advanced portfolio
snapshot and real-time information on the go. Clients can set preferences on their
accounts and get real-time alerts on price movements. They can also receive a
portfolio narrative snapshot (like an analyst commentary) with respect to market,
benchmark, or historical performances of similar portfolios. Another example of the
service is an online document vault which can be accessed from any device. The
service can also set up reminders for key deadlines (for making payments or renewal
of policy) and keep a virtual quasi-notarized copy of important documents (such as
passport or driver’s license). The bank has also implemented a biometric solution
which uses voice authentication while on the call. This means a client has one less
step to do before getting into a call with the bank’s representative.
Several firms consider self-service capabilities vital for their success and are
investing to revamp their whole strategy in order to build a business that is ready for
the next generation of affluent individuals (incl. HNWIs). Below are three case studies
that showcase illustrative solutions being built by firms with a focus on self-service
capabilities.
5

Exhibit 6: Self-Service Capabilities Usage - Case Study 1
A leading global bank performed a rigorous analysis of
its business and the industry in order to develop a long-
term plan to become the “go-to wealth manager”.
The bank is implementing a single offering for execution-
only direct investments and financial planning. This work
includes developing digital channels and decommission-
ing old platforms
Revamping
Direct-to-Consumer
Strategy
A leading global bank recently launched a multi-year transformation program to
revamp their direct-to-consumer strategy. The program was focused on building
existing strengths, becoming competitive in the areas where they can win, and
simplifying operations. The bank’s objective was to fully serve affluent clients,
re-engineer execution-only processes, improve propositions and product capabilities,
provide value-added services throughout life-planning, and replace legacy platforms
with an end-to-end consolidated solution that significantly reduces the cost-to-
income ratio.
To achieve these objectives, the bank underwent a rigorous analysis of its business
and the industry to identify key segments and respective propositions for the
development of a long-term plan, and to initiate the transformation into becoming
the “Go-To wealth manager” across under-served segments of their focus. The bank
is taking a number of steps, starting with the implementation of a single offering for
execution-only direct investments with life planning advice and self-service financial
planning tools/utilities. The next step would be developing proposition, processes,
and best of breed digital channels to empower self-directed investors. Finally,
the third step would be consolidating all legacy self-directed investment clients
to migrate them into the new processes and proposition supported self-service
platform (with the possibility of future use of this platform as hybrid-advice platform
for the HNWIs).
While undergoing the transformation through these steps, the bank would be
building a solution that is highly scalable and ‘future-proofed’. Building such solution
would help the bank to reduce cost-to-income ratio, increase operational efficiencies
and revenue opportunities, and increase self-service capabilities to make it ready for
next generation of tech-savvy HNWIs for driving future growth.

Firms are embarking on a
multi-year transformation
initiative within their wealth
management business
to provide best in class
productivity tools and
capabilities to financial
advisors for improved
client face-time.
Multiple firms are developing solutions for financial advisors to improve productivity.
These firms are embarking on multi-year transformation initiatives to provide the
most effective productivity tools and capabilities to financial advisors. The common
objectives of these firms are to optimize process efficiencies through automation,
provide superior prospect/client management, and improve the financial advisor’s
satisfaction.
Several wealth management firms are in the process of implementing a one-stop-
shop advisor workstation to drive a productivity strategy linked to variety of ROIs.
The typical solution enables improved efficiency and productivity by integrating all the
processes and tools used by financial advisor and support-staff under one physical
container (workstation). It also creates greater revenue opportunities and enhances
the client service experience through improved client-face time.
The platform allows firms to introduce forward-looking productivity enabling tools
and widgets without losing some of the basic high-value features such as single sign
on, password-keeper, and the relationship management dashboard (all accessible
on mobility devices).
Exhibit 7: Self-Service Capabilities Usage - Case Study 2
Many firms are implementing a one-stop advisor work
station to drive improved productivity. The workstation
integrates all processes and tools used by financial
advisors and support staff under one physical container
(workstation). The aim is to provide productivity-enabling
tools and widgets along with single sign on, password
keeper, and relationship management, all accessible by
mobility devices.
Improving Wealth
Manager’s
Productivity

Exhibit 8: Self Service Capabilities Usage - Case Study 3
Multiple firms are developing value-added tools to offer
self-service capabilities. Examples include tools that
enable clients to see a wealth manager’s online status,
virtual assistant tools to resolve queries, and screen
sharing tools for more effective communication. All of
these tools are being developed with the aim to enhance
the wealth management relationship.
Case Study 3Case Study 3
Developing Multiple
Value-Adding Tools
A number of wealth management firms and product vendors are currently developing
multiple value-adding tools. The sole objective of these tools is to create value for
clients by offering self-service capabilities.
One such tool enables clients to view their wealth manager’s availability status
online and chat via instant messengers or video conferencing irrespective of the
device. Another tool provides a virtual assistant that can learn from interactions
and provide answers to queries based on personal client scenarios. Features such
as these would enable hybrid-advice capabilities for clients who prefer to manage
their portfolio themselves, but still have the ability to connect with someone for any
clarifications throughout the investment management lifecycle.
Other tools being built are designed to improve the client’s collaboration along with
facilitating effective communication. For example, what-if analysis tools can enable
clients to explore the impact of various investment options on the portfolio before
actual asset allocation. This information can be simultaneously seen by the wealth
manager and client using screen-sharing tools that provide a similar view irrespective
of the device.

Self-service is all about enhancing the client’s experience and achieving operational
excellence. While achieving operational excellence is an internal benefit, enhancing
the client’s experience goes a long way towards building trust and gaining client
confidence. As more and more firms continue with this development, self-service
capabilities will become a must-have to win clients. The sooner firms start developing
self-service capabilities the better.
The value chain, which starts with client acquisition and goes on to investment
management, requires multiple interactions between a client and a wealth manager
(see Exhibit 9). Currently these interactions are mostly face-to-face and digital
channels are used during the final stage of investment management.
In the near future firms can expect the client’s journey to increasingly involve digital
channels across all stages. Self-service capabilities will play an important role in
enhancing the client’s experience. Digital channels and self-service capabilities
will also help increase the number of touch points at each stage of the wealth
management value chain. Wealth mangers will be able to better gain their clients’
trust and confidence and create a “wow” moment for all types and bands of clients.
Pain points can also be transformed using self-service. Currently the process
of on-boarding requires client to be physically present and involves a lot of
documentation. Self-service capabilities such as document uploading and digital
signatures can enable anywhere-anytime access, which can turn a previously painful
process into a “wow” moment.
The Way Forward
In the near future, a client’s
journey might mostly use
digital channels across
all stages. Self-service
will play an important role
in enhancing the client’s
experience by creating
“wow” moments across
the investment lifecycle.
6
Exhibit 9: Example Future State Cross-Channel Client Journey in Wealth
Management
Segment
Clients
Identify
Client
Needs
On-Board
Client
Create
Plan
Identify
& Tailor
Solutions
Implement
Plan
Monitor
Plan
Service
Client
(On-Going)
Prospect
& Gain
Trust
Client Acquisition
Life
Cycle
Stage
Customers using multiple channels and touch points
Client Proﬁling
ENGAGE
Touch point Wow moment Current pain points that can be converted into wow moments
Advisory Services Investment Management
Social media/
Mobile/Video
Branch/
In-Person/Phone
Within Next
Three Years
At Home/
Outside Meetings
Current
Use of
Analytics
Website
ENGAGE ENGAGE
INFORMINFORM
ENGAGE
INFORM
TRANSACT
ENGAGE ENGAGE
TRANSACT
ENGAGE
TRANSACT
ENGAGE
INFORM
TRANSACT
ENGAGE
INFORM
Note: Situation is representative and would vary across HNWIs in different wealth and age bands.
Source: Capgemini Financial Services Analysis, 2014; World Wealth Report 2014, Capgemini and RBC Wealth Management.

Use of analytics is another area self-service capabilities can enhance. Currently,
usage is minimal, but with advancements in technology analytics can play an
important role in further enhancing the experience. Wealth managers will be able to
better segment their clients and understand the client’s needs more fully. It will also
help wealth managers identify solutions based on client’s needs, behavior, and risk
profile. Further, analytics can enable systems to learn from on-going interactions and
thus help provide an intelligent self-service experience.
The shift in the overall wealth management value chain is imminent, and mirrors
what is happening in other industries. The retail industry for example has been
transformed with the advent of self-service. To enhance the customer experience,
retailers have deployed self-service checkout systems that help to reduce customers’
waiting time. Further, in order to maximize operating efficiencies, automatic store
replenishment systems have been developed that help reduce inventory costs. Also,
e-retailing has been available for a long time in many markets. The growing use of
analytics to offer personalized recommendations is the latest trend in the industry.
As firms continue this shift, the result will be a collaborative model where clients
can better interact with their wealth managers and actively participate in the whole
investment management process . This shift will happen in a three-stage process
(see Exhibit 10):
Exhibit 10: Example Lifecycle for Self-Service in Wealth Management
Demands to manage
investments themselves
with an experience that
fits lifestyle
Identify client’s needs and
enable self-service with
tools that also use
behavioural analytics to
enhance client’s experience
Build tools to enable
personalized recommen-
dations with anything-any
where-anytime capability
in order to increase
competitiveness
Provide productivity
enabler tools such as
screen sharing along
with integrated systems
among business units to
enable cross-selling
Gains confidence and
uses on-demand
advisory services and
on-demand portfolio
narrative
Collaborate with
advisors for asset
allocations, “what if”
scenarios, and analyze
future projections
Client
Actions
Firm
Actions
Stage 1 Stage 2 Stage 3
Expand reach to the
clients demanding
self-service capabilities
Increase revenues from
self-service
Gain client’s confidence
Remain competitive
Increase scale of business
Maximize leverage
of skilled advisors
Reduce cost-to-serve
Increase synergies
among business units
Beneﬁts
for Firm
Stage 1: During the initial stage, clients will demand self-service capabilities that
suit their lifestyle and allow them to manage their investments themselves. Firms,
at this stage, should identify clients’ needs and provide tools to enable self-service
capabilities. Firms should also build tools that make use of behavioral analytics to
enhance the experience of self-service. By providing self-service capabilities, firms
would be able to expand their reach to the clients demanding self-service.

Self-service capabilities
will not replace the existing
client-advisor relationship.
These services will co-exist
and will help firms to reap
various benefits.
Stage 2: As time passes, the client’s confidence in the firm will start increasing
and eventually result in a preliminary hybrid-advice phase. During this phase the
client reaches out to their wealth managers for on-demand advisory services such
as risk-return analysis and on-demand portfolio narrative. Wealth managers will
need to make the most of this opportunity to gain client confidence. Firms, at this
stage, must develop tools that empower wealth managers to make personalized
recommendations using analytics with anything-anywhere-anytime capability. By
expanding self-service capabilities to wealth mangers and providing advanced
capabilities to clients, firms will be able to increase revenues, gain client confidence,
remain competitive, and increase the scale of business.
Stage 3: The final stage will see clients getting more involved with wealth managers,
resulting in a collaborative and sophisticated hybrid-advice model. A client, after
identifying investment options, will work with a wealth manager to analyze the effects
on their portfolio and risk profile. The wealth manger will perform a what-if analysis
and future projections to provide an in-depth analysis of the investment options.
Firms, at this stage, should provide productivity-enabler tools such as screen sharing
along with video conferencing, eSignature, and voice authentication. Firms should
also build integrated systems across their business units to enable cross-selling. By
providing advanced integrated systems, firms will be able to maximize the utilization
of skilled wealth managers, reduce cost-to-serve, and increase synergies among
business units.
Self-service capabilities will not replace the existing client-advisor relationship. Rather,
these services will co-exist and will help firms to reap various benefits ranging from
increased assets under management to reduced operating costs.

1. How Future Advisor plans to shake up wealth management, Fortune, May 2014,
http://fortune.com/2014/05/21/how-futureadvisor-plans-to-shake-up-
wealth-management/
2. Wealth managers slow to adopt technology, Financial Times, June 2014,
http://www.ft.com/intl/cms/s/0/4ceaa74c-f0b3-11e3-8f3d-00144feabdc0.html
3. Wealth management is ripe for reinvention, Broadridge, Jan 2014,
http://experience.broadridge.com/future/
4. RDR and the opportunity for digital, www.foolproof.co.uk, Jan 2013,
http://www.foolproof.co.uk/thinking/rdr-and-the-opportunity-for-digital/
5. Brave New World: An investor perspective of wealth management services
in a Retail Distribution Review (RDR) world, Scorpio Partnership and BNY
Mellon, June 2014, http://www.scorpiopartnership.com/uploads/pdfs/WP-PER-
SCORPIO-II-LTD-TLG-4-14.pdf
6. Pressure grows on US to adopt UK-type RDR reforms, FTAdviser, May 2014,
http://www.ftadviser.com/2014/05/22/regulation/rdr/pressure-grows-on-us-to-
adopt-uk-type-rdr-reforms-qzrSGmwvAtQZJ63amEJgPN/article.html
7. Customer Analytics in Wealth Management, Celent, December 2013,
http://www.celent.com/reports/customer-analytics-wealth-management
8. Reinventing Wealth Management with Technology-Enabled Video Services,
Cisco, Dec 2012
9. The Race For Self-Directed Investors, Celent, March 2013,
http://www.celent.com/reports/race-self-directed-investors-developments-
online-trading-among-brokers-and-banks
10. Myths, Misconceptions, And Enduring Truths, Celent, September 2013: A Survey
of Digitally Directed Consumers,
http://www.celent.com/reports/myths-misconceptions-and-enduring-truths-
survey-digitally-directed-consumers
11. The Evolution of the Retail Investor Landscape, Celent, May 2014,
http://www.celent.com/news-and-events/events/celent-securities-investments-
webinar-evolution-retail-investor-landscape
References

About the Authors
Tej Vakta is a Principal with the Global Capital Markets Practice in Capgemini Financial
Services with over 20 years of experience in banking and capital markets, with first-
hand knowledge of financial standards and market trends to help financial firms leverage
capabilities to enhance productivity and financial performance.
Sumit Chugh is a Senior Consultant with the Market Intelligence team in Capgemini
Financial Services with over four years of experience in business and research,
specializing in capital markets.
The author would like to thank William Sullivan, David Wilson and Mahesh Bhattad
for their contributions to this publication.
For more information,contact us at:
wealth@capgemini.com
or visit: www.capgemini.com/wealth
About Capgemini
With almost 140,000 people in over 40 countries, Capgemini is one
of the world’s foremost providers of consulting, technology and
outsourcing services. The Group reported 2013 global revenues of
EUR 10.1 billion.
Together with its clients, Capgemini creates and delivers business and technology
solutions that fit their needs and drive the results they want.
A deeply multicultural organization, Capgemini has developed its own way of
working, the Collaborative Business Experience™, and draws on Rightshore®
,
its worldwide delivery model.
Learn more about us at
www.capgemini.com
The information contained in this document is proprietary. ©2014 Capgemini. All rights reserved.
Rightshore®
is a trademark belonging to Capgemini.
20

Self-Service in Wealth Management: Remaining Competitive

More Related Content

What's hot (20)

Viewers also liked (20)

Similar to Self-Service in Wealth Management: Remaining Competitive (20)

More from Capgemini (20)

Recently uploaded (20)

Self-Service in Wealth Management: Remaining Competitive