Bank of Singapore’s EAM business: Standing tall against competition

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 offic...

Full description

Saved in:
Bibliographic Details
Main Authors: THAM, T. Mandy, KONG, Esther, KOH, Juliana
Format: text
Language:English
Published: Institutional Knowledge at Singapore Management University 2021
Subjects:
Online Access:https://ink.library.smu.edu.sg/cases_coll_all/400
https://cmp.smu.edu.sg/case/5186https://cmp.smu.edu.sg/case/5186
Tags: Add Tag
No Tags, Be the first to tag this record!
Institution: Singapore Management University
Language: English
id sg-smu-ink.cases_coll_all-1385
record_format dspace
spelling sg-smu-ink.cases_coll_all-13852022-06-22T07:03:54Z Bank of Singapore’s EAM business: Standing tall against competition THAM, T. Mandy KONG, Esther KOH, Juliana 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. The case allows participants to explore the following – (1) Explore the attractiveness and challenges of the EAM businesses for Bank of Singapore (2) Analyze the value propositions of Bank of Singapore in differentiating herself from competitors to the EAMs (3) Examine the strategies of Bank of Singapore in building the EAM business. 2021-12-01T08:00:00Z text https://ink.library.smu.edu.sg/cases_coll_all/400 https://cmp.smu.edu.sg/case/5186https://cmp.smu.edu.sg/case/5186 Case Collection eng Institutional Knowledge at Singapore Management University Private Bank custodian bank External asset manager Wealth Management in Singapore Finance Finance and Financial Management
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Private Bank
custodian bank
External asset manager
Wealth Management in Singapore
Finance
Finance and Financial Management
spellingShingle Private Bank
custodian bank
External asset manager
Wealth Management in Singapore
Finance
Finance and Financial Management
THAM, T. Mandy
KONG, Esther
KOH, Juliana
Bank of Singapore’s EAM business: Standing tall against competition
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. The case allows participants to explore the following – (1) Explore the attractiveness and challenges of the EAM businesses for Bank of Singapore (2) Analyze the value propositions of Bank of Singapore in differentiating herself from competitors to the EAMs (3) Examine the strategies of Bank of Singapore in building the EAM business.
format text
author THAM, T. Mandy
KONG, Esther
KOH, Juliana
author_facet THAM, T. Mandy
KONG, Esther
KOH, Juliana
author_sort THAM, T. Mandy
title Bank of Singapore’s EAM business: Standing tall against competition
title_short Bank of Singapore’s EAM business: Standing tall against competition
title_full Bank of Singapore’s EAM business: Standing tall against competition
title_fullStr Bank of Singapore’s EAM business: Standing tall against competition
title_full_unstemmed Bank of Singapore’s EAM business: Standing tall against competition
title_sort bank of singapore’s eam business: standing tall against competition
publisher Institutional Knowledge at Singapore Management University
publishDate 2021
url https://ink.library.smu.edu.sg/cases_coll_all/400
https://cmp.smu.edu.sg/case/5186https://cmp.smu.edu.sg/case/5186
_version_ 1794549841120985088