Harvard Case - Bank of Singapore's EAM Business: Standing Tall Against Competition
"Bank of Singapore's EAM Business: Standing Tall Against Competition" Harvard business case study is written by T Mandy Tham, Esther Kong, Juliana Koh. It deals with the challenges in the field of Finance. The case study is 13 page(s) long and it was first published on : Nov 1, 2021
At Fern Fort University, we recommend Bank of Singapore (BOS) to implement a multi-pronged strategy focused on leveraging its existing strengths while adapting to the evolving landscape of the EAM industry. This strategy should prioritize organic growth through targeted market expansion, strategic partnerships, and technological advancements, while also exploring selective acquisitions to enhance its product offerings and geographic reach.
2. Background
Bank of Singapore, a subsidiary of OCBC Bank, is a leading provider of wealth management services in Asia. The case study highlights the competitive landscape in the EAM (External Asset Management) industry, characterized by increasing competition from global players and the rise of fintech solutions. BOS faces the challenge of maintaining its market share and profitability while navigating these industry shifts.
The key protagonists in the case are:
- Mr. Tan Suan-Kiat: CEO of BOS, responsible for setting the strategic direction of the business.
- Mr. Wong: Head of Investment Management, tasked with ensuring the performance and competitiveness of BOS' investment offerings.
- Ms. Lim: Head of Private Banking, responsible for managing relationships with high-net-worth clients and understanding their evolving needs.
3. Analysis of the Case Study
We can analyze the case through the lens of a Porter's Five Forces framework:
- Threat of New Entrants: High. The EAM industry is attracting new players, including fintech companies and global wealth managers, driven by the growth of Asian wealth and the increasing demand for sophisticated investment solutions.
- Bargaining Power of Buyers: Moderate. High-net-worth clients are increasingly discerning and have access to a wide range of options. However, BOS's strong brand reputation and personalized service can help retain clients.
- Bargaining Power of Suppliers: Low. The EAM industry relies on a broad range of suppliers, including asset managers, technology providers, and financial advisors. BOS has strong relationships with these suppliers and can negotiate favorable terms.
- Threat of Substitutes: High. Alternative investment options, such as private equity, venture capital, and real estate, are increasingly attractive to high-net-worth clients.
- Competitive Rivalry: High. The EAM industry is highly competitive, with established players like UBS, Credit Suisse, and HSBC vying for market share.
Key Challenges:
- Maintaining Profitability: Competition and the need to invest in technology are putting pressure on BOS's profitability.
- Attracting and Retaining Talent: The industry faces a talent shortage, making it difficult to attract and retain skilled professionals.
- Meeting Evolving Client Needs: Clients are seeking more personalized and sophisticated solutions, including access to alternative investments and digital platforms.
Strengths:
- Strong Brand Reputation: BOS enjoys a strong brand reputation in Asia, built on its long history and commitment to client service.
- Experienced Team: BOS has a team of experienced professionals with deep knowledge of the Asian market and investment landscape.
- Strong Parent Company: BOS is backed by OCBC Bank, a financially sound and well-established institution.
4. Recommendations
1. Targeted Market Expansion:
- Expand into new markets: BOS should focus on expanding into high-growth markets within Asia, such as Vietnam, Indonesia, and India. This can be achieved through strategic partnerships with local banks and wealth managers.
- Develop specialized offerings: BOS should develop specialized investment products and services tailored to the specific needs of clients in these markets, such as Islamic finance products or investment solutions focused on emerging market opportunities.
2. Strategic Partnerships:
- Collaborate with fintech companies: BOS should partner with fintech companies to leverage their innovative technologies and solutions, such as robo-advisory platforms and digital wealth management tools.
- Form alliances with asset managers: BOS should forge strategic alliances with leading asset managers to offer a wider range of investment products and expertise, including private equity, venture capital, and real estate.
3. Technological Advancements:
- Invest in digital platforms: BOS should invest in developing its own digital platforms, including mobile apps and online portals, to provide clients with a seamless and personalized experience.
- Embrace data analytics: BOS should leverage data analytics to gain deeper insights into client behavior and market trends, enabling it to personalize investment recommendations and improve risk management.
4. Selective Acquisitions:
- Acquire niche players: BOS should consider acquiring smaller, specialized EAM firms with unique expertise in specific asset classes or regions. This would allow BOS to expand its product offerings and geographic reach.
- Enhance technology capabilities: BOS should explore acquisitions of fintech companies to enhance its technology capabilities and digital offerings.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: BOS's core competencies lie in its strong brand reputation, experienced team, and deep understanding of the Asian market. The recommendations are aligned with its mission to provide clients with personalized wealth management solutions.
- External Customers and Internal Clients: The recommendations address the evolving needs of high-net-worth clients, who are seeking more sophisticated investment solutions and a seamless digital experience. They also aim to attract and retain talent by offering opportunities for professional growth and development.
- Competitors: The recommendations aim to differentiate BOS from its competitors by leveraging its existing strengths and embracing innovation.
- Attractiveness: The recommendations are expected to enhance BOS's profitability and market share by expanding its reach, diversifying its product offerings, and improving its operational efficiency.
6. Conclusion
By implementing these recommendations, BOS can position itself as a leading EAM provider in Asia, capable of navigating the evolving industry landscape and meeting the needs of its discerning clientele. The focus on organic growth, strategic partnerships, and technological advancements will ensure that BOS remains competitive and profitable in the long term.
7. Discussion
Alternatives not selected:
- Merging with another EAM firm: While a merger could provide BOS with immediate scale and reach, it carries significant risks, including potential cultural clashes and integration challenges.
- Focusing solely on organic growth: While organic growth is important, it may not be sufficient to keep pace with the rapid changes in the EAM industry.
Risks and Key Assumptions:
- Execution risk: Implementing these recommendations requires effective execution, which may be challenging given the complex nature of the EAM industry.
- Regulatory changes: The EAM industry is subject to evolving regulations, which could impact BOS's operations and profitability.
- Technology disruptions: The rapid pace of technological change could render BOS's investments in technology obsolete.
8. Next Steps
- Develop a detailed implementation plan: BOS should develop a detailed implementation plan outlining the specific steps, timelines, and resources required to execute each recommendation.
- Establish key performance indicators: BOS should establish key performance indicators (KPIs) to track the progress of its strategy and measure its success.
- Monitor and adapt: BOS should continuously monitor the market and adapt its strategy as needed to remain competitive and meet the evolving needs of its clients.
By taking these steps, BOS can ensure that it remains a leading player in the Asian EAM market and continues to deliver value to its clients for years to come.
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Case Description
Officially launched on January 29, 2010, Bank of Singapore had grown rapidly in reputation and assets under management (AUM) over a short span of 11 years to become one of the fastest growing private banks in Asia. As of June 30, 2021, its AUM stood at US$125 billion. With the growth of family offices in Singapore, the demand for external intermediaries, such as the external asset managers (EAMs), to manage the growing wealth on the island had risen. Singapore's AUM by asset managers reached US$2.9 trillion in 2019 and it was estimated that EAMs accounted for 5% of the total AUM. Many private banks in Singapore had announced strategic plans to strengthen their presence in the EAM business. Bank of Singapore had to quickly compete with the foreign banks who had decades of experience managing the EAM businesses in Europe and United States. What strategies could the Bank implement to propel the bank's EAM business amidst competition? This case examines the EAM business from the perspective of Bank of Singapore as a custodian bank, the value propositions of Bank of Singapore in differentiating herself to the EAMs, the challenges faced, and the road ahead.
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