The Swiss private bank Vontobel intends to focus more strongly on its cooperation with clients in the future and is therefore realigning its business. This means that it will abandon its own equity brokerage business and sell it to Zürcher Kantonalbank. Vontobel intends to focus more strongly on the investment business in the future and to abandon the pure capital markets business.
All consulting tasks are therefore bundled in so-called Client Units. These are characterised by a flat management structure. This enables Vontobel to facilitate cross-divisional cooperation. This is essential for rapid innovation that is close to the market, above-average organic growth and the development of disruptive business models.
The various Client Units are grouped together in Centres of Excellence. These include a unit on technology-driven, digital wealth management called “Platforms & Services” and the newly created “Digital Investing” unit. This unit focuses primarily on end customers. This enables structured products to be offered to them.
With the focus on pure buy-side investment, the company wants to position itself exclusively on the side of investment clients. The new organization, which is geared towards client needs and Vontobel’s expertise, will further improve investment quality and client focus and thus the ability to generate organic growth. In addition to the growth drivers of client focus and performance, new client groups will be addressed and new sales channels will be opened up.
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