Robo-advisers may use technology to offer a purely digital banking experience, but traditional wealth managers are now able to use data to empower their relationship managers and in turn benefit clients

It is astonishing how few banks have managed to create collaborative environments between their investment and private banking divisions, and are missing out on opportunities to deepen client relationships and generate fees

Fund distribution is changing. A number of “global gorillas” are expanding through acquisition to dominate the cross-border space while other banks look to dominate their domestic markets. But does this benefit investors?

Clients’ demands have changed, and private banks are being forced to adapt their business models as a result. But will global players or boutiques be the winners in this new era of wealth management, and what does this mean for the Swiss?

The number of wealthy individuals has reached record levels, but private banks must raise their game to match client expectations

Female clients do not need bespoke products but want a private bank that is willing to listen and offer specific advisory services

Women represent one of the world’s largest banking markets but most banks remain unwilling or unable to service the unique needs of their female customers

Banks must convince clients they can make them money, but not be too brash about it