In this report, the second of the Agile Asset Manager series, the focus is on the Evolving Distribution Models in Asset Management, in particular, the forces that are leading to a reshaping of distribution functions and how different elements of the model are changing.

Key points:

The report provide insight into the strategies being deployed and pose questions in relation to whether distribution functions are structured in the best way to optimise client proximity, if client relationships are being managed in the most effective way across the business and how managers are upskilling and enhancing capabilities.

To supplement and challenge our own thinking, we interviewed 25 CEOs and Heads of Distribution from a range of leading asset managers with US, European and Global footprints to gather their thoughts and perspectives.

Key findings from our research include:

Asset managers must create a distribution model which best fits their business strategy:
The majority of interviewees recognised the need to restructure and better organize their distribution models. Some are moving to a global model, while others are choosing a regional structure, with the decision often influenced by the diversity of the manager's geographic footprint, target client segments and organizational structure.

Breaking down silos is critical to improve coordination, collaboration and effectiveness:
Many asset managers go-to-market and manage relationships in a fragmented way. Much greater and tighter coordination across and between distribution, portfolio managers and operations is key to improving the quality and effectiveness of client coverage and interaction.

Client segmentation and improved coverage models are important to enhance the quality and effectiveness of client interactions:
Client segmentation supported by appropriately differentiated and structured coverage and service models has an important role to play in driving consistency and focussing scarce resource around clients based on value and opportunity.

Deeper skills and capabilities are required to support richer and more relevant client-centric dialogues:
Many managers are increasing investment in technical and product training, as well as broadening the development focus to cover structured relationship development and sales skills.

The broader operating model must be aligned to enable and deliver the intended change:
Processes, operations and IT, governance and incentives must support the evolving model, drive improved efficiency, reduce complexity and encourage increased internal collaboration.

Download the report here

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