Category Archives: Investment Marketing
Every January, I call up my friend, Andrew Corn, to get his predictions on marketing trends for the year ahead. I’m always interested in what he has to say, as he has an impressive background in many areas of financial services and marketing. His career has spanned across consulting, marketing, advertising, Chief Investment Officer – Equities, index designer, multi-factor model creation and agency head. He is an expert at uncovering and enhancing asset gathering campaigns and designing and implementing marketing funnel optimization for both consumer and B2B audiences.
According to Mr. Corn, there are a couple of major trends going on in the industry right now, and they’re really a continuation from the past couple of years. Specifically, the move from active to passive investing and fee compression are persistent issues that have now become acute. According to Corn, 2019 is going to be the tipping point for asset managers.
“This move from active to passive is happening so much faster than anyone was able to predict. The upside is that many companies have been able to launch products and gather quite a bit of assets into them. The downside is fee compression. In fact, there is a race to zero, where Fidelity has actually introduced products with no management fee. Now, there are other ways for them to make money, but certainly this fee compression is creating enormous pressure on firms to differentiate,” he said.
If 2019 is the tipping point for managers, what should marketing be doing to help their firms survive in this very competitive market? Read on to hear insights and advice from Andrew Corn in our latest interview.
As we enter a new year, the shift from active to passive investing continues to drive significant change for investment management sales and marketing. Very recently, I had the pleasure of interviewing Sandra Powers Murphy and Donna DiMaria to discuss what marketers can do to grow AUM in this very challenging environment.
I first became acquainted with both women through the 3rd Party Marketers (3PM) Association, where Powers serves as President and DiMaria as Chairwoman. In addition to 3PM, Powers and DiMaria both act as CEO and CCO of their own third-party marketing firms, Ark Global and Tessera Capital Partners, respectively. Their firms provide outsourced strategic sales and marketing services to institutional asset managers who lack adequate internal resources.
According to DiMaria, operational efficiency in sales and marketing has become imperative, and asset managers are taking note. “Firms are looking to be more efficient, doing more with less resources both in terms of bodies and budget. And that is leading to consolidation, outsourcing, and automation. The status quo isn’t working anymore so, in a way, the market is recreating itself,” she said.
By: John Toepfer
When looking at content automation and sales enablement solutions, firms are often confronted with a tough decision: To build or buy? Over the past 20 years in this business, I’ve participated in many of these discussions and seen the decision go both ways. Sometimes the decision is successful and other times it ends up a costly mistake. On one hand, it isn’t always less expensive nor less risky to build software solutions in-house as opposed to buying commercial solutions. I’ve seen cases where application development projects were initiated with the intent of justifying and maintaining the technology team, but unfortunately never get off the ground because they can’t be supported technically or economically. What then ends up happening, after all the internal effort and expense, is a new commercial solution is procured to replace it. On the other hand, there are times when the technological or business needs are so pertinent to the company’s value or operations, that they cannot be outsourced. In these circumstances, if the project or platform has the board of directors’ approval and the IT organization is truly committed to the budget and vision, then there’s a good case for insourcing as opposed to outsourcing. At the end of the day, the success or failure of any development effort should be measured against the same criteria. When weighing the decision to build or buy, I recommend using these six criteria:
In a budget-conscious financial services industry, marketing spend is a top concern. That’s why, when we meet new firms looking to invest in automating their fact sheet production, one of the first questions asked by marketers is, ‘How much will it cost?’. Before digging into their business requirements, our dreaded answer to this question is, “It depends”, as there are many factors to be considered and one size does NOT fit all.
Among the major dependencies affecting the cost of automating your marketing documents are:
- The complexity of your designs
- The number of templates and variations you have
- The complexity of your data
- The extent of your language requirements
- The amount of flexibility you have with requirements
- The number of documents to be produced
The complexity of your fact sheets and flexibility of your firm’s operating model will ultimately determine the cost to automate them. To give you a better idea of what this means, let’s look at a few common scenarios. These are actual case studies of companies who have implemented Fact Sheet automation recently and how much it cost them.Read More