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To be competitive, advisors need to determine and consistently demonstrate what makes them unique and relevant to ultra-wealthy clients. This workbook from Natixis Global Associates helps advisors define what they stand for, understand how they are perceived, determine the priorities and needs of clients, create a personal brand message, develop and implement a brand-building plan, and measure the results.

In the latest issue of Private Banking Newsletter, Baker & McKenzie examines the case of Centre Trustees (CI) Ltd & Another v Van Rooyen & Others, in which the Royal Court of Jersey endorsed the removal of the protector who had put himself in a position where his own interests were in serious conflict with the interests of the trust beneficiaries.

While it is always a good practice to be prepared for possible future transitions, the current economic climate makes succession planning imperative. A well designed succession plan will help protect client relationships, ensure business continuity, promote economies of scale and provide procedures for dealing with the eventual retirement of advisory firm founders.

While it is critical to reward good performance by general partners, risks and returns should be equitably shared. Non-marketable alternative asset investors should hold frank discussions with general partners about fee arrangements, fund sizes and other activities that may dilute a proper alignment of incentives.

The crisis of confidence in private banking has some obvious causes. It also has one not so obvious remedy: change the ownership structure. This remedy, however, requires a high level of involvement in all aspects of the business. For those families willing to make the commitment, Mutual Private Bank says, the only confidence that matters may be in their own choices.

This PriceWaterhouseCoopers study of global private banking and wealth management provides insight into the themes and trends affecting the world of wealth management as well as practical suggestions for actions wealth managers should be taking. The study is conveniently divided into six sections covering performance, client service, products and services, talent, operations and technology, and risk management.