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Explore retail investor demand for environmental, social, and governance (ESG) investing. This white paper provides detailed insight into the factors and forces influencing retail investor demand for ESG and takeaways for managers focused on ESG product development.
Private banks around the world are having to review their product offerings in response to the great uncertainty caused by the combination of COVID-19, U.S.-China tensions, and Brexit. This white paper provides an overview of the changes underway in Europe, the U.S., and Asia.
The outbreak of COVID-19 has presented a multitude of challenges to the institutional asset management industry, but many asset managers are adapting to new strategies to keep the status quo.
Advisors can improve their portfolio construction and management processes by acknowledging that they are subject to many of the same behavioral biases that they hope to help investors avoid.
China’s asset management industry is changing rapidly, following a series of reforms and market liberalization policies. In the post-“super guidance” era, more players are deepening their participation in asset management, such as banks and foreign firms.
Investor demand is set to keep rising, but so too is competition.
Responsible investment (RI) is among the most prominent themes in asset management today. Investors and managers are paying ever more attention to the integration of environmental, social, and governance (ESG) factors, mirroring the concerns of wider society.
ETFs have been available for almost three decades, but have only recently started to gain traction among European investors. ETF asset growth in Europe has been significant in recent years. ETF assets grew from €256 billion in 2012 to €635 billion at the end of 2018, a 148% increase.
After a long run-up in equity markets and given low yields, advisors are focused on risk management—and specifically ensuring that clients avoid a permanent impairment of capital.
Wealth management providers are experiencing an increased demand for comprehensive advice while their most productive advisors approach retirement. Overcoming these constraints will require the deployment and adoption of enhanced wealth management technology platforms.
This is Cerulli’s first dedicated research initiative covering asset owners using the support of an OCIO provider.
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Large asset management firms are aggressively promoting free asset allocation models, threatening to disrupt the market position of third-party strategists and turnkey asset management providers (TAMPs).
China’s asset management industry is going through a sea change, triggered by regulations focussing on financial stability and market liberalization. Probably the most far-reaching yet is the super guidance, introduced in April 2018, with the potential to alter various market segments in the coming years.
The European subadvisory market is growing rapidly, totaling approximately €485 billion (US$581 billion) at the end of 2017.
Hedge funds have come to realize that launching UCITS versions of their strategies can dramatically increase their standing--globally as well as in Europe--and the past three years have seen many enter the alternative UCITS space with great success. These new entrants, equipped with a wealth of expertise and specialist strategies, have driven up the quality and choice of UCITS funds available to investors.
The Twilight of the Product Acronyms: Emerging unified advisory platforms will simplify the taxonomy of managed accounts and usher in important changes to the industry
Several large managed account sponsors have combined their disparate managed account products into unified advisory platforms (UAPs). This trend will alter the way asset managers and sponsors categorize and analyze the industry, and it will accelerate significant changes already happening in the managed account space.
Educating U.S. Advisors to Practice What They Preach: Increasing Adoption of Risk-Managed Strategies
U.S. advisors may not always be protecting their clients sufficiently from downside risk. It may be that advisors don’t understand alternate options/strategies outside of fixed income and cash to manage portfolios in down markets. Therefore, advisors need to learn alternative ways to manage downside risk for their clients. Asset managers should seize this as an opportunity.
Notwithstanding investment consultants' changing business models, Cerulli believes it will be critical for managers to remain on consultants' radars. With the persistent uncertain macro environment, institutions will be forced to look for consultants' expertise in selecting managers for sophisticated, exotic, and low-cost strategies to boost returns on their investment portfolios.
Engaging with Millennials in the U.S. has become a major strategic priority among financial services providers, but firms could be undermining their long-term opportunity with this cohort by defaulting them into unsuitable investments.
B/Ds have used the DOL Conflict of Interest Rule as pretext to cut back the number of investment products available in their systems. This compounds the secular trends of fee compression and increased competition for asset managers. Asset managers must dispassionately evaluate their existing product lines to reposition their organizations for future success.
Product partnerships are gaining traction across Asia, as fund houses wake up to the fact that they can no longer be a one-trick pony in terms of investment strategies. Having a broad suite of products matters in volatile and unpredictable markets, and is necessary to meet ever-changing investor needs. However, not all firms can excel in everything—which is where partnerships come in.
Having been reshaped significantly by various pieces of regulation over the past few years, Europe’s independent financial advisor (IFA) markets now face the implementation of MiFID II in January 2018. Many industry players and commentators are branding the updated version of the directive counterproductive, warning that it will hurt IFAs. Cerulli, however, is more positive, in keeping with our optimistic view of the industry’s long-term prospects.
The current situation for multiemployer plans (MEPs) is acute and demands immediate action. Declining MEPs need a specialized investment and asset allocation approach to their portfolios. The first benefits reductions for an individual plan were approved by the U.S. Treasury Department in late 2016. With the decline of multiemployer plans, the investments and particularly the costs incurred by plans are coming under increased scrutiny.