《传承宝典》9：跨境财富规划适用客户细分吗?
《传承宝典》9跨境财富规划适用客户细分吗? 那人，是从一群人中挑选出来、履行其职责的。行业专家们讨论了：根据特定特征细分客户（segmentation）的优缺点。过去几年，财富管理领域的细分有所增长，加拿大皇家银行财富管理(RBC wealth management)、布朗•希普利机构(Brown Shipley)和天达财富投资(Investec wealth & Investment)等公司在使用结构化方法组织客户方面走在了前列。一些理财规划的客户，需要在财富领域进行差异化。例如，体育明星们拥有独特的收入和投资机制，这意味着他们需要一种不同于普通理财客户的咨询方法。业界一直在就这个问题进行辩论，以寻求标准的建议。但这对于跨境财富管理有用吗?《International Adviser》询问了几家顶尖咨询公司的意见。 1. London & Capital 机构 Capital的副董事长亚当•迈尔斯(Adam Myers)表示:“我们与客户坐下来，确定他们的要求是什么——是否与收入和资产的长期增长相关。然后我们看看他们的结构——我们可以用各种不同的方式管理同一个账户，并根据客户的需要来灵活管理。“在我们这样的行业，我们不想把人分成不同的类别，我们不想强迫他们走特定的道路。我的职责是了解他们的长期战略，并创造出与之相匹配的东西。他说:“从投资的角度来看，在目前市场波动的情况下，我们关注更多的是资产(assets)，而不是在客户的投资组合(portfolios)中承担太多风险。我们可以购买多种货币的资产，这可以给客户带来额外的灵活性。“对于体育界客户——我曾与来自美国、居住在欧洲各地的体育界人士共事过——拥有跨货币的多元化投资组合非常重要。深入地了解客户，然后制定出一份策略，这就是捷径(approach)，而不是把方钉放进圆孔里。” 2. Stonehage Fleming 家族办公室 纳沙泰尔的斯通哈格•弗莱明家族办公室合伙人兼负责人约翰•范尼克表示:“在考虑跨境财富规划时，某种形式的客户细分是必要的。然而，这并不像你想象的那么简单。我们有几个固定的推荐，但我们结合它们的方式是量身定制的，以满足客户的特定需求。“我们的服务有两个明确的目标：成功保障(protection)家庭财富和成功管理(management)家庭资产。”“职业运动员在职业生涯中积累财富（可能比企业家的职业生涯要短）的需求，与企业家在一生中可能经历一次或几次重大流动性事件的需求不同。“因为我们服务的家族之需求是如此多样化，分割变得具有挑战性，但并非不可能。比如，我们有一支专门照顾职业运动员的团队。” 3. Lombard International 公司 Lombard International 保险公司的财富结构解决方案主管西蒙•戈巴特(Simon Gorbutt)表示:“每个客户都是独一无二的，你可以对他们进行分类(categorise)。“例如，体育界人士往往在职业生涯的早期就能赚钱。他们可能赚了很多钱，但在这个时候，体育明星们可能缺乏如何管理这些钱的建议和指导。“关于职业运动员在退休后五年内破产的人数，有很多统计数据。“我认为其中一个原因是缺乏建议或缺乏好的建议。它们总是有被捕食的风险，当然，它们的流动性（mobile）很强。“我们确实与运动界的客户合作过，有时他们会接受一些建议，并说好将其收入的一部分安排在人寿保险的合同中作为储蓄，这毫无问题。而如果他们被一个海外的团队签下了合约，他们就可以更加放心，他们可以带着这笔投资，继续在海外与其合作。对于企业主来说，这是另一套指导方针。他们可能在投资方面更精明，他们可能希望在解决方案的每一个层面都拥有更大的控制权——对财富本身及其管理方式的控制权。“在这方面，他们往往要求很高。他们的流动性相对较强，他们可能希望将任何一种结构都能作为其整体财富计划的一部分，以便对自己经营的企业进行进一步投资。这又增加了一层复杂性。” 4. Old Mutual International 企业 Quilter集团旗下Old Mutual international的国际命题主管卡伦•布拉奇福德(Karen Blatchford)表示:“随着咨询公司在不断演变的国际咨询格局中转型，客户细分正变得至关重要。首先，这是良好的商业意识，尤其是在转向经常性收费模式时。“对客户数据库进行彻底的细分和分析，将使公司能够确定不同客户群体的盈利能力，以确保向他们提供商业上的服务是可行的。”但它也能让你确保自己正在满足特定客户的需求。这不仅从监管的角度来看很重要，而且更重要的是，它有助于确保您提供良好的客户结果(client outcomes）。“通过定义目标客户，你可以更深入地了解他们的行为和愿望，找到机会改善他们的体验，并让他们继续向你寻求更多的服务。”“它能让你找到最赚钱的群体，让你的努力更具可衡量性。” 5. Howard Kennedy 事务所 霍华德•肯尼迪律师事务所合伙人西蒙•马尔基尔补充称:“从法律角度看，国际税务和继任规划的建议，需要根据客户的个人需求量身定制。不同的职业、背景和国籍的客户可能需要不同的方法。通常情况下，最终目标都是相同的——用稳健的继任规划策略，为客户架构并安排好事务，以最大限度地保护资产和提高税收效率。但实现这一目标的方法，以及向客户传达建议的方式，可能会大不相同。“客户面临着各种各样的法律困境：税务规划、继任规划，以及法律冲突时的创造性思维。“顾问必须专注于解决方案，并积极参与创新，以服务那些资产分布在海外的客户。” English Version Industry experts discuss the pros and cons of segmenting clients accordingto particular characteristics. Over the last few years there has been a growth insegmentation within the wealth management sector, with firms such as RBC Wealth Management, Brown Shipley and Investec Wealth & Investment leading the way in organising clients using a structured methodology. Some financial planning clients need differentiation within the wealth sector. For example, sports personalities have a peculiar income and investment regime that means they need a different advisory approach compared to an everyday wealthy client. There have been debates within the industry about this topic for standard advice. But can this work for cross-border wealth management?International Adviser asked several advisory firms for their thoughts. 1. London & Capital Adam Myers, associate director at London & Capital, said: “We sit down with clients to establish what their requirements are – if its long-term growth, income, assets. Then we look at the structures that they have – and we can manage an account in a variety of different ways and be as flexible as the client needs it to be. “In an industry like ours, we don’t want to pigeonhole people into different boxes, we don’t want to force them down a certain route. My role is to understand their long-term strategy and create something that matches that. “From the investment stand point, at this moment in time with volatility, we look at assets rather than taking too many risks with client portfolios. We can buy assets in multiple currencies, which can give clients added flexibility. “For sports clients – I have worked with sports people who come from the US and have lived across Europe – it is very important to have a portfolio that is diversified across currencies. Getting a good understanding of a client then creating a strategy is a good approach, rather than putting square pegs intoround holes.”2. Stonehage Fleming Johan van Niekerk, partner – head of family office, Neuchâtel – Stonehage Fleming, said: “Some form of client segmentation is necessary when considering cross-border wealth planning. “However, it is not as simple as you would think. We have several fixed offerings, but the way we combine them is tailored to meet the specific needs of the clients. “Our services have two clear objectives: the successful protection of family wealth and the successful management of family assets. “The needs of a professional athlete, who accumulates wealth during a career (which might be shorter than that of an entrepreneur) differs from the needs of an entrepreneur who might have one or several significant liquidity events during her/his lifetime. “Because the needs of our families are so diverse, segmentation becomes challenging but not impossible. As an example, we have a dedicated team that look after professional athletes.”3. Lombard International Simon Gorbutt, director of wealth structuring solutions at Lombard International Assurance, said: “Every client is unique, and you can categorise them. “Sports people, for example, tend to make money quite early on in their careers. They might be making a lot of money at a time where there might be a lack of advice and guidance on how to manage that. “There are a lot of statistics around on the number of professional sportspeople who are bankrupt within five years of retirement. “I think one of the reasons for that is the lack of advice or the lack of good advice. There is always the risk that they will be preyed on and, of course, they are very mobile. “We do work with sportspeople and sometimes it is a question of them taking some advice and saying a portion of what is earned is set aside in a life assurance contract as a nest egg. And if they are signed by a team abroad,they can have the peace of mind that they can take that investment with them and it will continue to work with them abroad. “For business owners, it is another set of guide lines. They might be savvier when it comes to investments, they might want greater control at every level of the solution – control over the wealth itself, how it is managed. “They tend to be quite demanding in that respect. They are relatively mobile, and they might want to use whatever structure as part of their overall wealth plan in order to put further investments into businesses that they run.That has got another layer of complexity.”4. Old Mutual International Karen Blatchford, head of international proposition at Old Mutual International, part of Quilter, said: “As advisers transition their businesses in an evolving international advice landscape, client segmentation is becoming critically important. Firstly, it is good business sense, particularly when moving to recurring fee models. “Thorough segmentation and analysis of client databases will enable firms to ascertain the profitability of different client segments to ensure they are commercially viable to serve. “But it also allows you to ensure you are serving specific client needs.This is important not only from a regulatory standpoint, but even more importantly it helps to ensure you are delivering good client outcomes. “By defining target clients, you can gain a deeper understanding of their behaviours and desires, find opportunities to improve their experience and keep them coming back to you for more. “It enables you to pinpoint the groups that will be most profitable and makes your efforts more measurable.”5. Howard...
《传承宝典》8——长子继承制正在衰落
《传承宝典》8 长子继承制正在衰落 领导力：
确保当前正确的模式，进而惠及未来数代人 建立正确的领导模式是至关重要的，可以帮助一个家族克服不断变化中的环境所带来的不确定性，并确保财富安全地从一代转移到下一代，如果这是经过他们一致同意的目标的话。一个有效的领导模式，可以使一个家族能够管理所有的风险，包括内部和外部的风险，使得其个人或其他家庭成员，都拥有处理家族资本各个方面的技能。任命一位家族内部的新领导人，其方式并没有对错之分。在民主体制下，领导人会根据其特定角色的技能而被任命，这将使一个家族具备覆盖所有风险的能力。家族不应害怕在没有合适的内部候选人的情况下，从外部寻求帮助，也不应害怕为这一进程而寻求咨询和辅助。 有组织的准备，是领导力必不可少的。有效的培训应该培养人们的天赋，给予他们足够的自主权，让他们在家族结构中找到自己的声音和角色。一旦建立了正确的领导模式，就必须进行强有力的沟通宣传，以确保所有领导人和更广泛的家族成员们，都了解家族的目标, 以及为实现这些目标而提出的战略。 根据 Stonehage Fleming 家族办公室的最新研究，依据长子继承权(由最先出生的孩子继承遗产的权利)来选出下一代领导人的家族数量，将降至目前的三分之一。在这份题为《变革时代的实用智慧与领导力》的调查报告中，28%的受访家族表示，未来的领导人目前是根据长子继承制（即：primogeniture）选出的，而只有10%的家族表示，他们认为这种情况将在未来继续下去。家族治理和继承事务主管马修•弗莱明(Matthew Fleming)在本周举行的Stonehage Fleming家族投资大会上表示:“有切实的迹象表明，这种趋势正在发生转变——一种明确的趋势，针对英才教育制度和挑选家族领导人的新方法。”他补充称:“还有一种明显的趋势是，家族领导人不止一个。” 理想的情况是，一个家庭在每一代人中都有几位不同的高素质领导者，每个人都扮演适合自己技能的角色。这样的领导角色不仅包括家族企业的首席执行官或财富管理主管，还可能包括家族文化与发展主管、下一代接班人的主管和慈善事业主管。在选择领导者方面，13%的受访者表示，他们家族或家族企业的领导者目前是由委员会选出的。33%的人认为这应该是未来领导人的选择方式。马修警告说:“将领导人的选择正式化确实具有挑战性。”“一些家庭使用平衡计分卡，一些家庭请外部顾问帮忙，一些家庭使用受托人，还有一些家庭同时使用这三种方法。” 报告中列出的家族五大风险，均指向利用和部署家庭的社会、文化和智力资本的需要，来化解应对家庭纠纷、未能吸引下一代或未能选择出合适领导人等风险。随着更好地管理这些非财务风险的需求已得到更广泛的承认，更广泛的领导角色的需求也将会得到接受。马修说:“多年来，在文化和社会资本方面，人们有很多方式来引导家庭。”“只有当你回首往事时，你才会意识到，领导者的选举对一个家庭的代际成功做出了多么关键的贡献。” 封面图为《三代人的冒险》——瑞士Piccard科学家家族 English Version Trend emerges towards more democratic leader selection Leadership： Ensuring the right model now and for future generations Having the right leadership model in place is essential to see a family through the uncertainties of a changing environment and ensure the safe transition of wealth from one generation to the next, if that is their agreed purpose. An effective leadership model enables a family to manage all risks, both internal and external, with an individual or individuals with the skills to address every aspect of a familys capital. There is no right or wrong way to appoint new leaders within a family. A democratic system, where leaders are appointed for their role-specific skills, will equip a family to cover off the full spectrum of risks. Families should not be afraid to look externally in the absence of a suitable internal candidate, also for counsel and facilitation of the process. Structured preparation for leadership is essential. Effective training should nurture peoples natural aptitudes and give them enough autonomy to find their own voice and role within the family structure. Once the right leadership model is in place, strong communication is essential to ensure that all leaders and the wider family are kept abreast of the family objectives and the proposed strategy to achieve them. The number of families selecting the next generation of leaders based on primogeniture - the right of the first born to inherit an estate - will drop to a third of todays figure, according to the latest research by Stonehage Fleming. 28% of families surveyed for the report, subtitled Practical Wisdom and Leadership for Changing Times’, said that future leaders are currently selected on the basis of primogeniture, whereas only 10% said that they see it continuing in the future. “There is real evidence of a shift – a definite trend towards a meritocracy and towards new methods of choosing family leaders”, said Matthew Fleming, Head of Family Governance and Succession, speaking at the Stonehage Fleming Family Investment Conference this week. “There is also a definite trend towards having more than one family leader”, he added. Ideally, a family will have several different high quality leaders in every generation, each filling a role that befits their skills. Such leadership roles will not only include the chief executive of a family business or a head of wealth management, but may also include a head of family culture and development, a head of next generation and a head of philanthropy. When it comes to choosing leaders, 13% of survey respondents said that leaders in their family or family business are currently selected by committee. 33% believed that it should be the way leaders are selected in the future. “Formalising the selection of leaders is really challenging,” cautioned Matthew. “Some families use balanced scorecards, some get outside consultants in to help, some use trustees and some use a combination of all three.”The top five risks identified by the families in the report, all point towards the need to harness and deploy a familys social, cultural and intellectual capital, addressing risks such as family disputes and a failure to engage the next generation or choose appropriate leaders. As the requirement to better manage these non-financial risks is more widely acknowledged, the need for a wider range of leadership roles is also likely to be accepted.“There are lots of ways in which people have led families in cultural and social capital over the years”, said Matthew. “It is only when you look back that you realise what an utterly critical contribution they have made to the intergenerational success of a family.” 该文章转账自雷梭勒家族办公室，如有侵权，敬请告知删除。 Sooswiss为您提供 瑞士方向私人管家式的定制服务： 1）家族传承 2）财富管理 3）瑞士投资 4）居留计划 5）税务优化 6）家族治理 更多资讯请登录网站 www.sooswiss.com
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