By Kim Rebecca
Throughout my career in the global asset management industry, I’ve had the opportunity to help facilitate the data-heavy content automation of thousands of regulatory documents, marketing collateral, presentations, web pages and so on. Actually, it’s probably hundreds of thousands because as you know, one of the key advantages of content automation is the easy accommodation of the ever-expanding scope of distribution, allowing product marketers such as myself to bolster their bragging rights. I’ve had the good fortune to help three global asset managers with their content automation efforts — prominent and well-recognized firms managing assets galore. I was thus somewhat surprised to find that a common challenge in the implementation phase of all of their automations was something seemingly basic: the identification and articulation of something called business rules.Read More
by Daniel Quinn
As is often the case, it’s what people do, rather than what they say, that’s most telling.
Let’s get this out of the way early.
If an investment manager
- does good work
- has responsive client service, and
- keeps a decent track record
then there is no reason why they should struggle to grow their assets under management.
If they do, then the problem is the marketing. Full. Stop.
But it’s not because investment management marketers don’t get it – they do. The problem is that marketing is either poorly understood or severely undervalued by the portfolio management team/firm management.Read More
With $79.4m levied in the first half of 2016, FINRA is on pace to shell-out a record number of fines this year. In an article published last week, Compliance Reporter announced that the regulator will surpass the previous record year by nearly 20% — potentially sending a clear message to firms that the regulator is in an enforcement frame of mind.
In addition, new SEC regulations like Form ADV and N-PORT are putting even more pressure on registered investment companies to examine their regulatory enterprise risk management practices. Fund Operations reported that “RICs need to embrace the mandate of the new regulatory initiatives and proactively develop, implement and maintain robust Regulatory ERM systems to comply with…reporting obligations.”
As regulators continue to amp-up their scrutiny, many asset managers are taking a hard look at how they’re managing disclosures. Read More
By John Toepfer
Most investment management firms these days are partially or fully automating their marketing content production. A few firms still do this manually (read: painfully), but despite their current process most firms want to take full advantage of automation to further streamline their process. The question becomes, “If we buy technology and services to improve our process, will we really see an ROI?” When justifying the cost of marketing content automation, building an ROI calculator can be extremely helpful to gain stakeholder buy-in and budget approval.
In order to create an accurate ROI calculation, the critical first step is to understand your true organizational costs of producing your content today. Very few people know how to really measure the full organizational costs associated with the communication operations at a company. In most cases, people simply look at their departmental head-count (FTE) cost and guestimate what percentage of their time goes into updating and distributing content and literature. This broad brush approach would seem to capture the costs well, but often underestimates your true costs — sometimes severely. A full accounting of the cost of your current processes should take into account direct labor costs, managerial labor costs, opportunity costs, and error and risk-related costs.
We’ve had two clients undertake a full and detailed Six Sigma cost analysis of their baseline costs and risks associated with manual or semi-automated literature production. The results were staggering.