Business Model Innovation in Wealth Management

Transcription

1 Business Model Innovation in Wealth Management DISSERTATION of the University of St. Gallen, Graduate School of Business Administration, Economics, Law and Social Sciences (HSG) to obtain the title of Doctor Oeconomiae submitted by Marcel Jaeggi from Miimliswil-Ramiswil (Solothurn) Approved on the application of Prof. Dr. Martin Hilb and Prof. Dr. Beat Bernet Dissertation no Gutenberg Schaan, 2010

2 V Preface I V List of figures. XI List of tables.! '. XIII Abbreviations XIV Abstract, XVII 1 Introduction Research problem New realities-in wealth management Need for systematic business model innovation Growing importance of business model innovation Obstacles towards business model innovation in wealth management Research objectives Practical and theoretical contribution Research questions Dissertation structure Definitions 14 2 Conceptualization of business model innovation Business model concept Development and classification of business model research Definition of business model and its components Business model frame of reference Business model innovation concept Five dimensions of innovation Content dimension Intensity dimension Novelty dimension Procedural dimension Value dimension 35

3 VI Definition and classification of business model innovation Definition of business model innovation Types of business model innovation Dominant business model design and BMI timing Theoretical framework for business model innovation Strategy process Ambiguity of the notions of strategy process and strategy Working definition of strategy and generic strategy process: Strategy content Traditional units of analysis Business model as alternative unit of analysis " Deduction of theoretical framework., Place and role of business model in strategic management Place of business model in strategy context Role of business model vis-a-vis strategy Differences between strategy and business model 62 3 Conceptualization of wealth management Definition of wealth management Wealth management versus private banking Wealth managers and other financial service providers Definition of wealth management Important characteristics of wealth management industry Wealth management economics Wealth management clients Wealth management offering Industry business model landscape in wealth management Integrated players Traditional private bank Private banking unit of universal integrator Stockbroker Affluent-focused bank 85

4 VII Online bank 86 -i Distribution specialist Family office model Financial advisor model Productjspecialist Asset manager Investment manager Infrastructure specialist Transaction bank Hub-and-spoke model 93 4 Research design Scientific context k Research approach Empirical techniques Sample Data collection Data analysis Criteria for evaluation Business model dynamics in wealth management New realities in wealth management Macro environment Political and legal environment Economic environment Social environment Technological environment Key challenges in wealth management industry Increasing client sophistication and complexity Mistrust in financial institutions Increasing competition Pressure on profitability Increasing political and regulatory influence 115

5 VIII Product commoditization and polarization Implications and innovation potential General implications of new realities on WM business models Value proposition '.' Client segments.' Client relationships Client touch points Offering Key activities Key resources Partner network : Profit mechanism Specific implications on universal integrator model Role of investment bank Role of asset management Role of Asian market Potential for disruptive new WM business models Possibility of disruption in wealth management Innovative business models in wealth management Fair banking model Peer-to-peer networks Navigators Online wealth managers.-.' Business model innovation framework Initiate and direct BMI context in WM industry Conceptual BMI obstacle Mental BMI obstacle Structural/procedural BMI obstacle Evolutionary perspective BMI enablers in leadership & organization dimension 189

6 IX Mobilize top management Institutionalize time-outs for reflection Foster cellular organization BMI enablers in culture & motivation dimension Foster entrepreneurial mindset Set unreasonable expectations Provide real-life context BMI enablers in people & skills dimension Incorporate new voices Enable collaboration Appoint innovation ambassadors BMI enablers in processes & tools dimension : Align management processes and metrics Foster visual thinking Cultivate storytelling Discover Business model analysis Exploration of external environment Learnings from other industries Value proposition Client experience Client feedback Pricing models Business model innovation Design Prototyping and experimentation Phases of prototyping Experimentation Ideation Creativity-enhancing tools Four actions framework 215

7 X Buyer utility map Assess Context-specific assessment criteria Criteria to ensure value creation " Criteria to ensure value appropriation Implement Dimensions of BMI integration Contingency approach ' Contingency factors Four strategies for integrating a business model innovation Portfolio of strategic options " Importance of portfolio thinking Portfolio of strategic options Risk assessment Approach towards business model innovation Conclusion and recommendations Conclusion Limitations of dissertation Contribution to theory and further research directions Recommendations for practice Recognize need for action - overcome mental obstacle Establish mutual BMI language - overcome conceptual obstacle Develop BMI capability - overcome structural/procedural obstacle 253 Appendix A: List of interviews 256 Appendix B: Exemplary interview guideline 257 References Curriculum Vitae 273