Scorpio Partnership in conjunction with SunGard announces the launch of FutureAdvisor Asia. This insight explores the issue of how the wealth management industry can become better connected to the regions wealthy. FutureAdvisor captures the views of 400 HNWIs and 96 wealth advisors and senior managers across China, Hong Kong, Singapore, Indonesia and the Philippines.

1. BANKING
FUTUREADVISOR ASIA
Embracing digital: a high stakes revolution
in high net worth client management
Insight Report

2. FUTUREADVISOR ASIA:
WHAT WILL IT TAKE TO CONNECT WITH
CLIENTS AND COMPETE IN ASIAN
WEALTH MANAGEMENT?

3. www.sungard.com/ambit 1
Introduction
Competition in the global wealth management space has never been more
intense. Within the industry, it is the Asia-Pacific markets that are seen as the
world’s engine room for growth. Double-digit net new money targets have
been committed to by most wealth managers across the region. This is in
spite of more modest recent single digit achievements at virtually all of them.
The optimism is heartening.
The rationale is, put simply, that today there are more high net worth
individuals (HNWIs) in Asia than anywhere else; the challenge for the industry
is how to connect to these individuals fast, establishing relationships so that
their financial needs can be met today and in the future. For wealth advisors
and the firms they work for, the question is how to attract and win clients in an
increasingly competitive market. The reality is that advisors and their financial
institutions need to take a fresh look at client management and re-evaluate
whether their current business models are going to enable business success.
Looking at the future of the wealth management industry in Asia there
are five questions that firms need to consider:
›› How do we become better connected to our clients?
›› What do we need to be competitive?
›› Where can we gain market share?
›› Which channels should we be using to engage our customer base?
›› Why can we be confident about future business success?
To help firms answer these fundamental questions, SunGard has sought
evidence and insight. This research exercise has been undertaken in the
Asia-Pacific wealth management sector and was led by Scorpio Partnership,
the global leader in high net worth and wealth industry market insight, based
on more than 20,000 interviews with clients and professionals.
The evidence has been generated by collating the views of 400 HNWIs in the
five markets of China, Hong Kong, Singapore, the Philippines and Indonesia.
These markets are considered to be the power houses of future growth for
the wealth industry. To complement and challenge these individuals’ views,
the research has also collated the views of approximately 96 wealth advisors
and senior managers in the industry located across the same markets.
The insight has come from the analysis of the findings by Scorpio Partnership.
They have drawn on their experience surrounding the evolution of HNWI
requirements in wealth services and the ways in which advisors can remain
competitive. Their views have been developed in collaboration with SunGard
to prepare FutureAdvisor Asia, a report that assesses the opportunities today
for wealth management firms in Asia, and examines what is required to
enable wealth advisors to be successful in the future.

4. 2 FutureAdvisor Asia
TABLE OF CONTENTS
4 Executive summary
4 Embracing digital: the changing face of wealth management in Asia
4 Asia’s HNWIs’ expectations for future wealth management
5 Weaknesses of today’s Asian wealth management model
5 Looking ahead: The development of Asia’s future advisor
6 Building future client connections
6 Digitally connected: Asia’s HNWIs have more digital gateways than you think
7 Surfing for wealth: how Asia’s millionaires are increasingly managing their
fortunes online
8 There’s an app for that: growing demand for financial management apps
10 Sky’s the limit: understanding Asia’s HNWIs ambitions for growth
11 A balancing act: how Asia’s wealthy are looking to rebalance their portfolios
12 Getting the right advice: building the role of the wealth advisor
13 Developing Asia’s future advisors
13 Misconceptions: Asia’s wealth management industry may be young but it is not
without experience
14 Capacity costs: understanding its impact on the wealth advisor and ultimately
their clients
15 The client-centricity challenge: how much ‘face-time’ is enough?
16 BYOD: Asia’s advisors are predicting new levels of mobile wealth management
18 An integrated digital experience: what do advisors want?
20 Brand and reputation: how important are they?
21 Reality hurts: client knowledge will need a major upgrade
22 Value of services: endorsed by the advisor, challenged by Asia’s wealthy
24 Conclusion
25 Appendix
25 Research methodology sample

5. www.sungard.com/ambit 3
TABLE OF GRAPHS
Figure 1: Computing and mobile device ownership in selected Asia markets
Figure 2: Computing and mobile device ownership in Asia by net investable worth
Figure 3: The number of hours in a week spent online by Asian millionaires
Figure 4: The most active surfers for wealth in Asia are the wealthiest
Figure 5: The usage levels of mobile apps among Asia’s millionaires
Figure 6: The range of financial services activities undertaken online in the future
Figure 7: The rationale for Asian millionaires when engaging with the wealth management community
Figure 8: The balance of wealth assets managed professionally for HNWIs
Figure 9: Future investment preferences for HNW investors
Figure 10: The growing interest in the use of professional advisors
Figure 11: The market-by-market preferences for wealth management support
Figure 12: The level of experience for wealth managers in Asia
Figure 13: Client-advisor ratios
Figure 14: The time-motion activities in an average week for
a wealth manager in the targeted Asian markets
Figure 15: The usage levels of mobile technology for Asian wealth managers today
Figure 16: The dominance of tablets for Asian wealth managers in five years
Figure 17: The future requirements of the market in Asia to remain competitive
Figure 18: Asia’s HNWIs’ wish list from wealth managers in order to do more business
Figure 19: Asian wealth advisors immediate priority developments for their businesses
Figure 20: The difference of opinion between Asia-based advisors and HNWIs on key factors for selecting
a wealth manager
Figure 21: The differences of view between clients and advisors on wealth matters
Figure 22: The advisors’ perception of value for money of the wealth management industry in Asia
Figure 23: The perception of value for money of the international wealth managers by HNWIs
Figure 24: The perception of value for money of the local wealth managers by HNWIs

6. 4 FutureAdvisor Asia
EXECUTIVE
SUMMARY
Embracing digital: the changing face of wealth
management in Asia
1. In Asia the rise of mobile technology among wealthy
clients is fast and significant. Most high net worth
individuals (HNWIs) now have at least 3 personal digital
gateways to the internet outside the home, with the
wealthier HNWIs being the biggest users of tablets and
smartphones to get online.
2. The amount of time spent online in relation to wealth
management among HNWIs in the Asian markets in this
study is 5.3 hours per week. As their wealth increases, so
does their time spent online. For wealthier Asians, with
wealth in excess of US$6m, their time increases to 7.3
hours which amounts to 30% of their online time in a week.
3. In essence, every five seconds an Asia-based millionaire
is online managing issues related to their finances and
therefore interacting with the financial industry. China’s
millionaires are the most digitally active and Indonesia’s
millionaires are the biggest users of BlackBerrys.
4. The top three client requirements from the web are
investment research, investment monitoring and active
investment. Looking forward, Asia’s wealthiest investors
expect more financial advice, both online and in person.
5. To support efficiencies, wealth managers predict in five
years the dominant tools for the delivery of financial
services to HNWIs will be tablets. Activities will include
on-boarding, portfolio analysis, pitches, contact
management and investment research.
Asia’s HNWIs’ expectations for future wealth
management
6. Asian investors aim to increase their wealth, on average,
3.7 times within a time period just over 12 years. These
investors are confident (just over 60%) that they will
achieve this goal.
7. When selecting a financial institution the brand and
reputation of the business are paramount, while the
facilities to interact digitally are also important and are
expected to become more important. In essence, the
digital footprint
of their wealth provider will make an impression.
8. In the future, the role of the independent financial advisor
will be increasingly important to clients, more so than the
private banker or priority banker. Both wealth managers
and HNWIs recognize that the financial plan is becoming
a core capability requirement for the industry.
9. HNWIs in the region make the bulk of their wealth locally
and want to continue to invest heavily in home markets.
Equally, they are now moving towards a rebalancing of
their portfolios, moving out of cash into more diverse asset
classes including commodities and private equity.
10. Private client investors in the region consider their wealth
management firms to be relatively solid value for money.
However, the industry has a much higher opinion of its
own value. This belief in value delivered to clients is nearly
twice as high as the perception of value that clients hold.

7. www.sungard.com/ambit 5
Weakness of today’s Asian wealth management model
11. Wealth managers are stretched in terms of their client-
advisor ratios and yet they remain under pressure to grow
their book. The regional client-advisor average ratio is 86
as opposed to the global ratio of around 50-60 clients.
12. Currently the average advisor is spending less than 40%
of their working hours in client-facing activities and 12% of
the time in prospecting. Client meetings represent just
over half a day a week while the most significant time
usage is answering emails at 5.4 hours.
13. The advisors strongly believe that they know their clients
well. They believe they manage approximately 38% of the
clients’ total wealth. However, the client responses
indicated advisors have a very poor level of knowledge
and often manage much less than the stated 38%.
14. Local wealth managers are going to be expected to
increase their capabilities in financial planning, asset
allocation and investment management to compete.
Notably, the wealthiest clients have a more favorable
impression of the local firms compared to the less wealthy.
15. The top priorities for future development in wealth
management are: enhanced business intelligence, CRM
system upgrades and improved risk management tools. Half
the advisors believe their current systems are inadequate.
Looking ahead: the development of Asia’s future advisor
16. The expertise in the industry is higher than widely assumed
with the average experience level in client-facing roles close
to a decade. Crucially, these experienced resources need
training to adapt to the digital evolution occurring in
wealth management.
17. The reality is that Asia’s advisors are already using mobile
technology in nearly 50% of their wealth services to
enable them to compete. The issue is the tools being used
are often neither approved nor synchronized with their
financial institution’s systems.
18. The expectation is that the wealth management industry
will need to become much better managers of data and
content in order to improve individual relationships and
product development for each client. The digital
environment is a major factor in this assumption.
19. The future advisor in countries such as Hong Kong,
Singapore and China are likely to see greater client demand
for an integrated and online client experience. The
Philippines and Indonesia are slightly behind this pace where
retail banking continues to play a dominant role with HNWIs.
20. The future advisor at either a local or an international
wealth manager will be under pressure to deliver a
broader and more strategic planning and assessment
solution to win business. The value of this service will need
to be demonstrable.

8. 6 FutureAdvisor Asia
BUILDING FUTURE
CLIENT CONNECTIONS
Digitally connected: Asia’s HNWIs have more
digital gateways than you think
The HNW investor, termed as an individual with a minimum
investment level of US$1m, possesses a good number of
digital devices and is far more active online than the wealth
management industry realizes. This has significant consequences
on their expectations of future relationships with financial
institutions and their advisors.
Today, in the five Asian markets, the average wealthy investor is
likely to have a laptop or desktop plus at least two other digital
devices including a tablet along with a smartphone or BlackBerry.
For reference, 57% of the sample owned an iPad while 42%
owned another type of tablet device. Interestingly, the
importance of the BlackBerry as an important aid in connectivity
for wealth management is diminishing except in Indonesia.
Essentially, all of the devices owned are internet-enabled and
so these investors have multiple gateways to the digital world.
The millionaires consider these to be crucial in terms of how they
manage their lives personally, professionally and financially.
Notably, the uptake in tablet-based devices is significant.
Chinese and Hong Kong millionaires are the top of the pack in
terms of ownership. Singaporeans are not far behind. To all of
them, there is no turning back from digital mobility. It is already
their way of life.
It is not surprising then that the wealthier the client across Asia, the
higher the likelihood they will own an iPad or other tablet. What is
interesting however is that the research is also suggesting that
these devices are fast becoming the tool of choice for the
wealthiest in the region and may even usurp the smartphone or
even the laptop as a primary gateway for getting online.
Laptop
D
esktop
com
puter
Sm
artphone
iPad
Standard
m
obile
phone
Tablet
(notiPad)
Blackberry
N
one
of
these
$1m to $2m
$2m to $4m
$4m to $6m
More than $6m
51%
93%
91%
85%
80%
93% 91%
87%
86%
85%
67%
65%
49%
45%
39%
36%
31% 24%
17%
20%
0%
29%
44%
38%
42%
53%
90%
92%
91%
Which of the following devices do you own personally?
Laptop
D
esktop
com
puter
Sm
artphone
iPad
Standard
m
obile
phone
Tablet
(notiPad)
Blackberry
N
one
of
these
China
Hong Kong
Indonesia
Philippines
Singapore
30%
30%
95%
84%
82%
81%
75%
93%
98%
92%
88%
60%
70%
67%
62%
48% 48%
45%
37%
32% 24%
22%
19%
11% 0%
68%
37%
36%
32%
55%
58%
84%
90%
93%
86%
Which of the following devices do you own personally?
Figure 1: Computing and mobile device ownership in selected Asia markets
Figure 2: Computing and mobile device ownership in Asia by net investable worth

9. www.sungard.com/ambit 7
Surfing for wealth: how Asia’s millionaires are
increasingly managing their fortunes online
Tablets are not just sitting idle with these wealthy clients, they
are using their devices and quite frequently. While it is clear
that the Asian millionaire is a very active digital surfer, the
significant finding is actually how much time they are online in
relation to their finances. It is becoming apparent that HNWIs
are essentially the Formula 1 drivers of the internet
superhighway.
The wealthy investor in Asia spends on average 5.3 hours each
week on matters related to their banking and investments.
In terms of the total average time spent online by Asia’s
millionaires, this equates to around 25% of their surf time.
It also suggests that staggeringly, every 5 seconds, a
millionaire in Asia is interacting with wealth matters digitally
and this is only set to increase.
This regional average above is interesting and plots a clear
course for the future of wealth management. Yet, market
differences provide a new layer of revelation. For instance, the
most digitally active wealthy are the China-based millionaires,
allocating an average of 6.3 hours a week.
Similarly, the younger population of millionaires across the
five markets are spending 29% of their online time around
their financial affairs while millionaire women spend
approximately 50 minutes less time a week surfing for
information on their banks and their investments than their
male counterparts.
However, the biggest discovery is that the richer the client
base in Hong Kong, China, Singapore, Indonesia and the
Philippines (those with net wealth exceeding US$6m), the
more time they spend connected to their wealth via the
internet. This gold-plated, double-click group of investors
spend on average 7.4 hours, or 30% of their digital life
interacting with wealth matters.
12
6
39
12
6
39
12
6
39
12
6
39
12
6
39
12
6
39
News
4.1 hours
Social media
3.7 hours
General research
3.3 hours
Banking Investments
5.3 hours
Online purchasing
2.3 hours
Gaming
2.1 hours
Figure 3: The number of hours in a week spent online
by Asian millionaires
N
ew
s
Social
m
edia
Investm
ents
G
eneral
research
O
nline
purchasing
G
am
ing
Banking
$1m to $2m
$2m to $4m
$4m to $6m
More than $6m
2.6
4.1
3.9
3.9
4.8
%OFRESPONDERS(hours)
4.4
3.8
3.7
3.5
4.2
3.5
3.7
45%
39%
36%
31%
2.8
1.6
2.2
2.4
3.2
2.2
2.2
2.4
3.4
2.8
3.1
3.5
5
4
3
2
1
0
Figure 4: The most active surfers for wealth in Asia are the wealthiest

10. 8 FutureAdvisor Asia
There’s an app for that: growing demand for
financial management apps
With this hyper-activity of millionaires around their finances
online, the crucial question is what exactly are they doing and
how are they travelling across the digital superhighway?
In this context, the usage of mobile apps is noteworthy for
wealth managers. China’s millionaires are the most active
consumers of mobile apps in all areas including banking,
investments and portfolio monitoring. This is the highest level
of activity in the region and there is some distance between
them and the other researched countries.
The markets that are least active, but are still users of mobile
apps appear to be both Indonesia and the Philippines.
Meanwhile, there is generally a lower uptake of portfolio
monitoring apps but this is not because of a disinterest on the
part of wealthy investors in Asia. In fact they suggest clearly
they would like more capabilities here but bemoan the lack of
apps online that meet their needs. Again, the higher the
investable wealth, the more active they were in this area.
Aside from the actual usage of mobile apps, the regional
millionaires were clear about their activities in relation to
financial matters online. In essence they use the internet
relatively equally for a broad mixture of activities including
financial research, investment monitoring, actual investing,
general banking, evaluating financial news and interacting with
their financial institutions.
Note: Graphic shows the highest and lowest countries in each category. All others countries are in the middle.
84%
80%
83%
75%
79%
68%
72% 74%
77%
62%
73%
58%
54% 52%
44%
51%
47%
44%
16%
70%
64%
50%
53%
48% 50%
36%
42%
38% 38%
28%
23%
28%
20%
25%
22%
12%
16%
2%
Socialnetworking
%RESPONDENTS
Banking
Music
Maps/navigation
Games
Weather
Video/movies
Shopping/retail
Travel
Investments
Education/learning
Lifestyle/hobbies
Dining/restaurant
Health
Sports
Household
Portfoliomonitoring
Idon’tuseanyapps
News
China
Hong Kong
Indonesia
Philippines
Singapore
Figure 5: The usage levels of mobile apps among Asia’s millionaires

11. www.sungard.com/ambit 9
Notably, when investors predict their usage patterns in five
years’ time, they point to a decrease in directly evaluating
financial news and specifically for their investments. In fact,
they expect the largest increase to be their interaction directly
with their financial institution on matters related to their
wealth. Furthermore, they expect their financial providers to
keep pace with them on this crucial aspect and at the moment
there are signs of doubt that they can keep up.
Doubts notwithstanding, the future role of the wealth manager
will be an increasingly important resource to the Asian HNW
sector in terms of information and enablement to help them
achieve their personal financial goals. In particular, access is a
key factor for HNWIs in the region and while they may have
significant personal fortunes, they recognise that they may
lack the level of specialist investment knowledge held by a
wealth management professional.
Essentially, the client is acutely aware that the advisor has the
necessary skills required to navigate the complex financial
markets. The key now is to determine how the advisor can deliver
this requirement in a manner that meets the needs of the client at
the right time and place and in the most efficient manner.
0% 10% 20% 30% 40% 50%
Access to specific investments and markets: 49%
Lack of knowledge: 35%
Lack of time: 25%
Preference to delegate: 22%
Another family member takes
control of the investment: 21%
Disinterest in
investments: 8%
Other: 2%
Reasons clients are using their financial advisers:
Figure 7: The rationale for Asian millionaires when engaging with the wealth management community
Making investments
Undertaking general banking
(accounts payments etc)
Monitoring your investments
Gathering financial news
Undertaking financial
research on your own for
your personal investments
Engaging with your financial
institutions on your personal
investments
18.0%
17.8%
17.5%
15.9%
15.6%
15.3%
Making investments
Undertaking general banking
(accounts payments etc)
Monitoring your investments
Gathering financial news
Undertaking financial
research on your own for
your personal investments
Engaging with your financial
institutions on your personal
investments
18.0%
17.8%
17.5%
15.9%
15.6%
15.3%
Figure 6: The range of financial services activities undertaken online in the future

12. 10 FutureAdvisor Asia
Sky’s the limit: understanding Asia’s HNWIs
ambitions for growth
Today’s millionaires in Asia are sprinting like Olympians when
it comes to wealth creation. The assessment here shows how
much ambition these investors have and crucially, in light of
their ambitions, how important they are in a digital wealth
management context.
The average wealth of the community was US$3.7m. Their
ambition in order to meet all of their financial requirements
was to attain US$13.8m. Again, the mainland Chinese and the
Singaporeans had the largest wealth goal figures at US$15.2m
and US$15.6m respectively. In sum, these fast track wealth
creators have set a financial target of 3.7 times their current
wealth level. Their view is it would take an average of 12.9
years to meet this target and they have a 60% confidence
rating in their ability to achieve this sum within that timeline.
These are clearly confident individuals.To even get this far, one
would expect that.And not surprisingly, when it comes to finances,
to date the majority have been handling their wealth on their
own. But if their confidence levels of achievement are only set at
60%, there is clearly an opportunity for the wealth management
industry, if they can get more connected to individual clients, to
demonstrate their value and win new business.
-20%
0
20%
40%
60%
80%
100%
To what extent do you agree with the following statements?
Strongly agree Agree Somewhat agree Strongly agree Agree Somewhat agree
Overall(401)
Country Net Assets
China(151)
HongKong(75)
Indonesia(50)
Philippines(50)
Singapore(75)
$1m
to
$2m
(153)
$2m
–$4m
(98)
$4m
–$6m
(85)
Morethan
$6m
(61)
4%
4%
20%
80%
17%
83%
19%
81%
22%
78%
23%
78%
23%
77%
23%
77%
22%
78%
19%
81%
11%
89%
12%
21%
32%
27%
3%
12%
12%
38%
33%
14%
38%
20%
23%
4%
7%
11%
27%
33%
18%
10%
8%
5%
18%
33%
28%
6%
16%
23%
27%
27%
5%
6%
12%
28%
27%
22%
4%
15%
18%
30%
31%
4%
15%
21%
35%
26%
4%
5%
11%
38%
40%
Wealthmanagedbyprofessionals–Wealthmanagedbyme
Wealth managed by me Wealth managed by professionals
Figure 8: The balance of wealth assets managed professionally for HNWIs

13. www.sungard.com/ambit 11
A balancing act: how Asia’s wealthy are looking to
rebalance their portfolios
The fundamental question is how do Asia’s HNWIs expect to
achieve their growth ambitions in terms of their investment
plan? Also, what role do they expect the wealth management
industry to play in meeting this goal? Getting connected and
understanding their clients’ future asset allocation interests
would be a logical start.
The results of our research reveal a marked portfolio
rebalancing away from cash by as much as a quarter of the
current holdings. This is unsurprising given the wealth
ambitions of these millionaires who now clearly recognize that
having too much cash liquidity is not going to assist them in
achieving their financial goals.
On a country basis, there is a variance to the asset class
preferences but fundamentally these investors across the
region are pointing towards capital growth. To achieve this,
these wealthy investors are anticipating measured increase
into more specialised fields such as private equity, natural
resources, commodities and collectables.
Realestate
Cash
Equities
Mutualfunds
Bonds
Cash
equivalents
Private
equity
Natural
resources
Collectables
(art,antiques
etc.)
Commodities
Other
Noneof
these
China
Hong Kong
Indonesia
Philippines
Singapore
60% 52%
42%
40%
62%
56%
51%
30%
20%
72%
64%
78%
64%
49%
41% 36%
33%
24%
35%
41%
37%
32%
10%
48%
37%
29%
20%
14%
37%
27%
18%
39%
24%
48%
27%
20%
14%
19%
31%
25%
16%
22%
18%
33%
23%
12% 4% 4%
20%
15%
4%
2% 2%
1%
2%
1%
22%
34%
Which of these asset classes would you like to have investments in within
the next 5 years?
Figure 9: Future investment preferences for HNW investors

14. 12 FutureAdvisor Asia
Technology is changing the boundaries of the wealth
management relationship model. Clients are increasingly
expecting that they can access their advisor, their institution and
fundamentally, their wealth at any point in time. Critically, that
access is not just going to be purely for the pleasure of counting
the coins in the vault. It is going to enable the HNWI to make the
most out of the opportunities they see around them and to
determine if they are on track with their wealth creation ambitions.
In conclusion, the evidence based on Asia’s HNWI feedback
suggest they are not just on the internet superhighway and
driving fast, they are looking to their wealth managers to provide
the lighting on the digital streets ahead of them so they can get to
their destination even faster and more safely. Failure to help will
mean the HNWIs may take a drive in a different direction.
Getting the right advice: building the role of the
wealth advisor
The evidence suggests recognition that the future advisor has a
role to play that goes beyond pure execution and brokerage,
even with these assured HNW investors.
According to Asia’s HNWIs, the winners will be wealth
management professionals with a strong local investment
management capability given the strong preference among these
wealthy investors to both source and invest in opportunities close
to home. Apparently, these HNWIs want to see, touch and know
how their portfolios perform at any time and they want to be
assured that their advisors are on alert to act in the event of
significant movements in their portfolios.
When pressed, HNWIs detailed that the advisors will help them
to access markets and provide the necessary knowledge and
insight they lack and as well as, in an increasing number of cases,
take on the responsibility of carrying out the investment strategy
on their behalf.
The country where the role of the independent financial advisor is
set to become most popular is China. Singapore was a close
second where a large portion of the sample already indicating
activity with wealth management-related independent financial
advisors today.
In five years’ time, the priority bank and the private bank in China
will remain major influences on the HNWI’s wealth creation plans.
Meanwhile, HNWIs in Hong Kong are dumping their friends and
family off the advice influence charts.
Such a development of influences in the wealth planning and
implementation process is revealing. When considered alongside
the rapid emergence and expectation of more regular online
interaction between client and advisor, it places an even greater
emphasis on the capabilities of the future financial advisor to be
even more omnipresent and capable.
Independent
financial advisors
Priority banks
Family
Private banks
Current advice channel usage Predicted change in advice
channel usage in the future
Friends
Accountants
Traditional
media
Lawyers
Retail banks
Social media
Family offices
50%45%40%35%15%10%0% 5% 30%25%20%
40% 47%
32% 38%
28% 34%
33% 36%
31% 32%
22% 24%
21% 22%
18% 20%
18% 23%
12% 16%
11%
Figure 10: The growing interest in the use of
professional advisors
Independent
financial
advisors
Prioritybanks
Family
Privatebanks
Friends
Accountants
Traditional
media
Lawyers
Retailbanks
Socialmedia
Familyoffices
Noneof
these
China
Hong Kong
Indonesia
Philippines
Singapore
36%
44%
39%
35%
26%
18%
40%
36%
35%
28%
23%
52%
48%
44%
46%
38%
31%
26%
27%
36%
30%
29%
23%
18%
28%
22%
18%
34%
21%
16%
20%
31%
26%
20%
14%
16%
25%
19%
6%
8%
25%
24%
13%
8%
15%
6%
7%
20%
10%
8%
8%
12%
4%
6%
1%
4%
18%
22%
20%
36%
Which investment advice channels do you use to help you make your
investment decisions in 5 years’ time?
Figure 11: The market-by-market preferences for wealth management support

15. www.sungard.com/ambit 13
DEVELOPING ASIA’S
FUTURE ADVISORS
Misconceptions: Asia’s wealth management industry
may be young but it is not without experience
Amid these developing needs of the wealthy investor in Asia,
the burning question is the level of readiness of the wealth
managers. How able are they to better connect with their
prospective and existing clients? How well do they really know
their clients’ interests and needs? What are they worried
about in terms of their ability to compete? And finally, what
are they and the institutions they are working for doing now to
embrace and enhance the digital client experience?
In terms of the advisors’ corporate background and
experience, the first finding of significance is that the level of
experience in this industry may be higher than many assume.
Generally, the industry is described as a young one which
really has only started developing since the late 1990s.
However, one could argue that modern wealth management
worldwide is in the same boat. With that being the case, the
respondents in this survey on average had nearly a decade’s
worth of wealth management industry experience with 70% in
client-facing roles. Moreover, these professionals had 14 years
on average in the financial services markets as a whole. These
are not rookies, they have been around the block, often.
*other asia refers to Indonesia and The Philippines
Years in the current wealth management role
Total years in wealth management/financial services
Overall
40 yrs to 49 yrs
50 yrs and over
18 yrs to 29 yrs
30 yrs to 39 yrs
Hong Kong
Other Asia
Singapore
China
0 5 10 15 20 25 30
9.3
14.1
5.6
7.0
8.7
10.5
10.8
19.0
12.9
27.0
10.1
8.3
9.9
8.8
17.4
10.1
12.8
15.7
Figure 12: The level of experience for wealth managers in Asia

16. 14 FutureAdvisor Asia
Capacity costs: understanding its impact on the
wealth advisors and their clients
Interestingly, it appears these wealth advisors are just coming
into their prime. They are acutely aware of their need to up
their game on the client engagement level in order to raise
their levels of business activity.
But in this context, it is worth noting that half of the advisors
surveyed believe they have too much work to do while 47%
consider that they are working at capacity. This capacity can
be measured by looking at the volume of relationships the
advisors manage on average.
For instance, the average client to advisor loading is around
86. In China, this rises markedly to 118 clients per advisor.
Such a number would perhaps explain why 74% of China-
based advisors believe they are operationally extended
beyond their capacity. Similar characteristics of high client
ratios are also reflected in Indonesia and Philippines where
the wealth management markets are still dominated by retail
banking offerings. For reference, global client-loading
averages for a full service wealth business are typically at
around 50-60 clients. The impact of too many clients will
obviously have a detrimental impact on the quality of
relationships that wealth advisors can have with their clients,
and ultimately reduce service levels.
Equally, another important influence on capacity is the amount
of time spent on internal administrative tasks. It is clear that
from the professionals’ viewpoint, this is an industry that is
working at or close to full speed with the current tools it has.
Looking forward, the pressures for revenue growth will place
even greater demands on client loading averages. The industry
needs more clients to support its business model. It is in this
context that embracing digital channels may represent a
breakthrough moment for the wealth management industry
in terms of efficiencies and profitability.
Overall
18to29
30to39
40to49
50andover
Singapore
China
HongKong
OtherAsia
85.8
95.7
104.2
56.2 56.0
75.3
117.6
49.8
106.3
In your own role, if you deal with private clients, how many clients do
you personally manage?
Figure 13: Client-Advisor ratios

17. www.sungard.com/ambit 15
The client-centricity challenge: how much
“face-time” is enough?
The essence of the wealth management value proposition is
the relationship between the advisor and their client. Basically,
time in front of the client is the gateway to new business
opportunities. The crude traditional equation is less face time,
less business. Yet the research shows that client-facing activities
in Asia typically do not exceed 40% of total professional time.
In terms of face time, the advisor’s average week includes just
over 20% of their time in client meetings or looking for new
clients. If we include phoning clients and a portion of
answering emails as “virtual” face time with clients, this figure
rises to close to but still less than two days per week.
The rest of the activities are internally focused. If one also
takes into account the fact that these advisors are typically
spending up to four days a month on business travel, this sets
the full picture of the working patterns of the modern advisor.
They may not be always pointing in the right direction for
growth if they are currently only allocating 12% of their time
prospecting for new clients.
Naturally, in defence of the current working patterns, many of
these activities would not be taking place unless they were on
behalf of a client. But it is worth noting that front line staff
could easily be spending in excess of 60% of their time not
interacting with clients. Some might consider this a good ratio,
and they may not be wrong. But as the industry becomes ever
more competitive and client expectations grow, there is a
pressing need for wealth managers to improve their ability to
focus on their clients, whether through virtual channels or
through improvement of new business processes that free up
advisors for a greater percentage of ‘face time’.
Answering
emails
(5.4 hours)
Client
meetings
(4.8 hours)
Looking for
new clients
(4.9 hours)
Research
on markets
(4.1 hours)
Phoning
clients
(4.2 hours)
Non-client
meetings
(3.4 hours)
Compliance
paperwork
(3.8 hours)
General
paperwork
(3.2 hours)
Client
reporting
(2.9 hours)
Training
(2.3
hours)
Note: The remaining 1.0 hours of the 40-hour week is classified as “Other”
Figure 14: The time-motion activities in an average week for a
wealth manager in the targeted Asian markets

18. 16 FutureAdvisor Asia
0 10 20 30 40 50 60 70 80 90 100
Which of the following devices do you use MOST to help you carry out the following activities?
Smartphone Standard mobile phone Blackberry iPad Tablet (not iPad) None
% OF RESPONDENTS
Credit monitoring
Trade order entry
29%
35%
1%
1%
38%
15%
19%
32%
7%
7%
6%
9%
35% 4% 7% 25% 5% 23%
14% 1% 9% 35% 11% 29%
11% 3% 3% 42% 9% 31%
16% 5% 9% 27% 8% 34%
14% 30%2%1% 11% 42%
16% 4%1% 23% 14% 42%
13% 4% 1% 23% 13% 47%
8% 3% 4% 25% 13% 47%
Customer data
management
Portfolio analysis
Outstanding clients
Presentations
Investment research
Social media sites for
following market news
Financial markets news
Business emails
Figure 15: The usage levels of mobile technology for Asian wealth managers today
BYOD: Asia’s advisors are predicting new levels
of mobile wealth management
When taking travel time into account, in addition to the workflow,
there is an interesting conclusion about the future advisor in the
wealth management industry – their office must essentially be in
the palm of their hands. Consequently, they need to increase
efficiency and interactivity while on the road in order to improve
their client connectivity. No access means no business.
In this fast developing environment, the future advisor is
already intuitively using the technology at their fingertips
and integrating it into their working patterns. As is being seen
elsewhere in the world, the trend for ‘BYOD’ or ‘Bring Your
Own Device’ is catching on in Asia. Many advisors may be
doing this in spite of their institutional employer who may not
yet have approved processes for solutions on iPads, other
similar tablet devices or smartphones. The audience ruefully
remarked that their companies were moving at terrestrial
rather than digital speed as there are of course, security and
efficiency concerns at play for the firms.
But in some cases, it is possible that the impression that the
institutions are behind the curve might be too gloomy. When
looking at activities such as investment research, portfolio
analysis and even credit monitoring, the technological
solutions are not a pipedream. However, the crucial question
is whether they are operating in sync with the business’s
current or legacy systems and the answer is typically no, with
the follow-on question from advisors being – why not?

19. www.sungard.com/ambit 17
0
20
30 40 50 60 70 80 90 100
Which of the following devices do you think you will use MOST in 5 years to help you carry out the following activities?
Smartphone Standard mobile phone Blackberry iPad Tablet (not iPad) None
% OF RESPONDENTS
Credit monitoring
Outstanding clients
Trade order entry
32%
30%
3%
3%
18%
3%
36%
48%
8%
7%
3%
8%
32% 1%2% 46% 13% 6%
26% 3% 3% 48% 13% 7%
16% 1%1% 57% 13% 13%
20% 1%2% 47% 13% 18%
27% 34%2% 2% 11% 23%
22% 1%1% 41% 14% 22%
24% 3% 2% 34% 16% 21%
18% 1%2% 35% 19% 25%
Customer data
management
Portfolio analysis
Presentations
Financial markets news
Social media sites for
following market news
Investment research
Business emails
Figure 16: The dominance of tablets for Asian wealth managers in five years
This current state of play is significant and illustrates a more
digitally active industry than many realise. Yet, when casting
forward into the future, the expected shifts are very marked.
Put simply, tablet devices will essentially dominate the client
engagement aspect for relationship managers in Asia. The swipe
will eventually replace the double-click. It’s just a matter of time.
A particular growth area will be in the field of customer data
management where the role of the tablet devices will
effectively double and the role of the desktop/laptop (under
“none”) will more than halve. Many other areas, such as
presentations, on-boarding clients and portfolio analysis will
increase in importance by approximately 50% more than they
are used today.
This staggering step change in the use of mobile technology will
transform wealth management in the region. The positive news is
that the wealthy clients are very willing recipients of this step
change and indeed from their perspective they are positively
pushing for an upgrade among their advisors when it comes to
the availability of online client services. This is simply because
they are already spending large proportions of their time surfing
the internet and conducting financial investments online.

20. 18 FutureAdvisor Asia
An integrated digital experience: what do
advisors want?
Looking forward, an integrated digital experience will become
part of the core client services that wealth management firms
offer. So it is interesting to determine what advisors today
believe are important features of their wealth offering to Asia’s
HNW sector. The response is that the intellectual expertise of
the industry around strategic issues such as long-term
planning, asset allocation and monitoring top the charts.
Not surprisingly, the clients agree. These skills are also
considered to be of paramount interest to them but they have
struggled to find it at more traditional institutions such as
private banks and priority banks.
Moving forward, private clients are increasingly and actively
seeking out financial institutions that demonstrate they have
the capacity to get to know them well, advise them
appropriately based on their expertise and knowledge and
maintain a high level of client engagement or understanding
as the relationship develops. Those institutions that do will get
more business now and tomorrow.
0 10 20 30 40 50 60 70 80 90 100
In your opinion what do your private clients most value from providers of wealth management services?
This is VERY important This is MODERATELY important This is NOT AT ALL important
% OF RESPONDENTS
Philanthropy
Private equity
Brokerage (local)
Tax advice
Brokerage(international)
67% 27% 6%
66% 3%31%
65% 31% 4%
63% 32% 5%
54% 41% 5%
47% 44% 9%
43% 52% 5%
42% 53% 5%
39% 49% 13%
38% 54% 8%
32% 56% 11%
30% 55% 15%
30% 45% 25%
19% 51% 30%
13% 43% 45%
General banking
Discretionary portfolio
management (international)
Discretionary portfolio
management (local)
Credit
Trust services
Advisory portfolio
management (local)
Advisory portfolio
management (international)
Financial planning
Asset allocation
Investment monitoring
Figure 17: The future requirements of the market in Asia to remain competitive

21. www.sungard.com/ambit 19
Significantly, the findings suggest that many wealthy clients in
Asia expect that the world of digital data management is
going to be an advantage in this process. In fact, this is
echoed by the future advisors when they stipulate the most
important areas for improvement and development in the
wealth management business model in order to not just
remain competitive but to grow market share.
At the top of the order is business intelligence – defined as
raising the bar around the knowledge of both clients and
prospects – alongside CRM (client relationship management)
systems and risk management tools.
TOP PRIORITIES
1. Business intelligence
2. CRM systems
3. Risk management tools
4. Financial planning tools
5. Recruitment of front office staff
6. Investment research, live market news feeds
7.Training
8. Compliance tools
9. Portfolio modelling tools
10. Branding, marketing and advertising
Figure 19: Asian wealth advisors immediate priority
developments for their businesses
Priorities for local institutions Priorities for international institutions
Trust services
Adjust fees
Online banking
Staff efficiency
Administration
Performance
Hospitality events
Reporting
Brokerage
Credit
New branches
Tax advice
Periodic contact
Alternate investments
International investment
management
Loyalty rewards
Financial planning
New products and services
0% 5% 10% 15% 20% 25% 30% 35% 40%
Figure 18: Asia’s HNWI wish list from wealth managers in order to do more business

22. 20 FutureAdvisor Asia
What is increasingly clear is that the influence of branding is
substantial, particularly in congested industries such as Asian
wealth management. The second order of priority is the level of
expertise that is quickly demonstrated by the institution when
first engaging the new Asian investor. So clearly, the advisor is
not an unimportant element of the value proposition.
Notably, the role of being referred by a friend or family to a
wealth management provider is not necessarily as influential
as wealth managers believe. It appears that clients are wary of
the limitations of entrusting a single source of reference in
choosing a provider. If advisors want to expect more business
through referrals into the future, they may need to reconsider
their process of generating referrals.
Unsurprisingly, if an Asian HNWI is going to be a referral
agent, they expect something in return. This was expressed
loud and clear in the statement that loyalty rewards was a
major influence in clients doing more business, especially with
the local institutions. Such loyalty rewards could be extended
to include acknowledging referrals.
Taking the above into account, this subtle yet significant
divergence of the relative importance of referrals between the
clients and the advisors is likely to have an impact in the way
the industry develops.
Brand and reputation: how important are they?
On one level, while the above priority lists (Figures 18 and 19)
are very encouraging as it acknowledges the need to improve
client engagement at all levels, it also reveals one major
difference with the views of the HNWIs. This is around the
perceived level of importance of actively promoting the
institution and its capabilities in the wider market. Essentially,
the debate centres on the role of the corporate brand versus
the advisor.
This is a thorny topic for the current ideology of wealth
management both in Asia and globally. There is effectively a
civil war underway between those that consider the personality
and function of the relationship manager or advisor to be the
exclusive reason for the evolution and future survival of the
industry. To them, the broader issues of brand, corporate
visibility and breadth of capabilities are not major influences.
Equally, they contend that the growth of their model will come
primarily from personal referrals and little else.
The other side of the argument is that when seeking out new
business, there is little to gain in not promoting the institution’s
capabilities to the wider market. Equally, the role of the
relationship manager remains centrifugal to the wealth
management model. But the manager’s effectiveness as a
revenue-generator will be enhanced substantially when there
is a strong corporate identity helping to attract new clients.
This brand, according to clients, clearly gives them the
confidence that they are making the right decision in investing
a portion, or all, of their fortune with the institution.
0
10
20 30 40 50 60 70 80
Client response Advisor response
Branch network
Size of institution
All-in-one product and
service offering
Advice proposal
Convenience
Best price
Referral from family
Offshore services
Referral from friends
Marketing materials
Onshore services
Credit rating
Privacy
Brand and reputation
Experience of professionals
Figure 20: The difference of opinion between Asia-based advisors and HNWIs on key factors
for selecting a wealth manager

23. www.sungard.com/ambit 21
Reality hurts: client knowledge will need a
major upgrade
As a final element in the level of connectivity between the wealth
management sector and the Asia-based private clients, there
is the debate surrounding the relative roles and actions of the
local wealth manager versus the international wealth manager.
In examining this, the first step was to determine how much of
the clients wealth was generated within their home market
and how much was sourced internationally.
It is surprising and a bit disconcerting to see that the advisors
have a quite a different view to their clients. They believe that
the bulk of their clients’ wealth comes from outside their home
country and that a significant portion is housed with
international providers who are perceived to offer both the
best expertise and values. These are the same advisors of
whom 88% believe they have a strong understanding of their
clients’ entire investments and objectives.
Somewhat agree
To what extent do you agree with the following statements?
AgreeStrongly agree Somewhat agree Agree Strongly agree
WEALTH IS... INTERNATIONALDOMESTIC WEALTH IS...
Managed by local
institutions (26%)
Managed in home
country (35%)
Generated in home
country (48%)
Managed by local
institutions (47%)
Managed in home
country (51%)
Generated in home
country (51%)
Managed by
international
institutions (75%)
Managed outside
home country (65%)
Generated outside
home country (51%)
Managed by
international
institutions (53%)
Managed outside
home country (49%)
Generated outside
home country (49%)
ADVISORS
CLIENTS
27% 19% 6%22% 16%10%
16% 18% 24% 32% 9%
10%
13%
14%
15%18%20%14%14%20%
17%17%10%14%27%
17%19%10%14%27%
27%38%17%7%2%
1%
Figure 21: The differences of view between clients and advisors on wealth matters
However in reality, this is quite the opposite. HNWIs in Asia are
often more skewed toward their local providers. They are also
equally more interested in generating future new wealth from
their home countries partly because that is where their core
wealth originated from. This insight into the HNWIs is not only
revealing but also highlights a discrepancy between the
advisors’ understanding of their clients’ investment
preferences and the reality of the situation, one which needs
to be addressed as a priority.
On a positive note, this presents a challenging opportunity for
the future advisor. Those who are willing and able to step up
to narrow this gap will be able to better position themselves
as a trusted advisor. Perhaps intuitively, advisors are already
aware of this gap, and this could explain why, as pointed out
earlier (Figure 19), business intelligence was listed as the
highest priority for future development.

24. 22 FutureAdvisor Asia
Value of services: endorsed by the advisor,
challenged by Asia’s wealthy
Critically, when it comes to assessing the value of the industry
there is also a slight mismatch between the buyers of the
services and the providers.
From the advisor’s perspective, there is a generally positive
sense of good value with 62% ranking the business as either
good value or excellent value. The China market again has an
even higher perception of its strengths. Both Hong Kong and
Singapore which are ultimately the more mature markets in the
region in terms of wealth management, take a more muted
view at 44% and 47% respectively. Overall however, if the
advisors had to do a scorecard on value, the result would
definitely be positive.
Unfortunately, it appears that their clients have a slightly
different perspective. When asked to assess their views on the
value of both their local and international wealth managers,
they suggest that they expect more work to be done in order to
gain their confidence and ultimately more business.
0
20
40
60
80
100
Overall
18to29
30to39
40to49
50andover
Singapore
China
HongKong
OtherAsia
19%
43%
20%
15%
3% 2% 3%
17% 14% 20%
20%
40%
10%
10% 9%
38%
26%
24%
8%
4%
62%
27%
13%
31%
25%
19%
13% 10%
20%
30%
40%
14%
36%
41%
9%
10%
55%
19%
8%
33%
42%
%OFRESPONDENTS
Excellent
Do you believe wealth management is good value for money?
Good Moderate Poor Very poor
Figure 22: The advisors’ perception of value for money of the wealth management industry in Asia
Overall, for the international providers, the clients in the region
believe only 44% of the industry is delivering value. On the
positive side, clients with more assets consider the international
wealth management industry to be of better value.
The picture is similar for the domestic providers. Notably, Chinese
clients’ view of their local providers is better than the regional
average view on local providers but it is still not as bullish as how
the professionals’ view themselves. Again, the good news is that
the wealthier the client the more satisfied they are, in terms of
value for solutions from their local wealth provider.
What is very striking is how similar in perceived value both the
local and international wealth managers are in the eyes of the
wealthy clients. This would suggest that, unlike in years gone by
when it was largely accepted that the domestic wealth
managers in many of these markets did not have the capacity to
compete effectively against the international operators, this
now does not seem to be the case.

25. www.sungard.com/ambit 23
The evidence from this research shows that clients appear to
be increasingly making use of the local wealth managers as
they are believed to be able to adequately meet the HNWIs’
investment and banking needs. Moreover, these clients openly
0
20
40
60
80
100
%OFRESPONDENTS
Very good (9-10) Good (7-8) Neutral (5-6) Poor (3-4) Very poor (1-2)
Do you believe your international advisor is good value for money today? (scale of 1-10)
Overall
Country Net Assets
China
HongKong
Indonesia
Philippines
Singapore
$1m
to$2m
$2m
to$4m
$4m
to$6m
Morethan$6m
10%
33%
39%
15%
3% 4%
9%
38%
38%
11%
5%
30%
43%
20%
3% 3%
14%
31%
48%
3%
27%
15%
52%
6% 5% 4%
16%
44%
28%
8% 3%
39%
45%
11% 18%
31%
33%
17% 15%
39%
27%
12%
7%
25%
33%
31%
5%
Figure 24: The perception of value for money of the local wealth managers by HNWIs
0
20
40
60
80
100
%OFRESPONDENTS
Very good (9-10) Good (7-8) Neutral (5-6) Poor (3-4) Very poor (1-2)
Do you believe your international advisor is good value for money today? (scale of 1-10)Overall
Country Net Assets
China
HongKong
Indonesia
Philippines
Singapore
$1m
to$2m
$2m
to$4m
$4m
to$6m
Morethan$6m
12%
32%
37%
15%
4%
13%
37%
34%
14% 10%
27%
37%
22%
5% 8%
4%
33%
50%
4%
29%
25%
33%
8%
4% 8% 8%
17%
38%
26%
12%
5%
32%
44%
16%
4%
14%
33%
37%
16% 13%
41%
31%
10%
5%
19%
38%
31%
4%
Figure 23: The perception of value for money of the international wealth managers by HNWIs
acknowledge that they would be interested in products and
services from their local providers such as investment
management, asset allocation and portfolio monitoring that have
typically been within the domain of international private banks.

26. 24 FutureAdvisor Asia
Conclusion: making an impression with the digital
wealth footprint
In summary, establishing connectivity to the HNW client in
wealth management is the clarion call across Asia. Clients
want it, in fact they are shouting for it. Advisors want it and
they are working as hard as they can to prove it. In this
environment, digital is coming of age.
The future advisor accepts that the digital environment
presents a new dimension to their ability to enhance client
relationships. Currently, they are doing all they can to harness
the environment to their advantage. They are acutely aware
that much of what they are doing is tactical and possibly even
inefficient. But they know that if they do not up the pace, they
will be left behind in the race for wealth management.
The client is very clear about the importance of the digital
footprint in the management of their future wealth. In fact,
they are seeking to push the boundaries even further. They do
not just want to have a digital solution that provides
administrative support. They want a solution that deepens the
interactivity between them, their wealth and the advisors that
support them. They appear to expect that the wealth
management industry should harness digital to improve the
level of knowledge they have around their wealth.
The reality is that the solutions for developing a digitally
integrated wealth management proposition are already
beyond beta-testing. The challenge is proving to the
professional community that there is a demand for these
solutions, a benefit in integrating them into the business
workflow that offers not just operational efficiencies but also
new revenue-generating opportunities. In an industry still
steeped with many pre-digital processes, it is fairly obvious
which efficiencies need improving.
Just as a reminder, every five seconds a client in Asia is going
online to actively engage with their fortunes. In the average
time taken to read this report it is very likely that your industry
has been approached digitally by at least 360 millionaires in
each of the five markets Hong Kong, China, Singapore,
Indonesia and the Philippines.
The digital evolution is not about to start, it is clearly already
underway. Your HNW client has already left footprints in the
digital sand – it is up to you, the future advisor to figure out if
you are willing to follow.

27. www.sungard.com/ambit 25
APPENDIX
Research methodology sample information
Within this wealthy group, the average net worth was US$3.7
million while nearly 20% of respondents had an average wealth
of US$8.5 million. These fast trackers of fortune creation were
bringing home an average of almost US$240,000 a year in
income with the mainland Chinese leading the way with the
biggest pay check averaging US$316,000.
With respect to the work-life profile of these millionaires, nearly
nine tenths of the sample had children and were actively creating
wealth rather than living off wealth. The majority (60%) were
highly skilled professionals in full time employment, while 27%
ran their own business. In relative terms, the most business
owners were in the Philippines and Indonesia.
For the wealth advisors, 61% of the sample size was based
in Hong Kong and Singapore. One third worked for local or
international private banks, 12% worked for priority banks
and 15% worked for independent financial advisor firms or
family offices.
The bulk of these advisors were just entering the prime of their
financial careers with just over one third of the professionals
aged 40 years and above.
In terms of expertise, the average tenure in a client facing role
was nine years while the average total professional experience in
the financial services industry was 14.1 years.
Overall, these are well experienced professionals that have a
good idea of what they need. So, they are worth listening to.
0
100
200
300
400
500
NUMBEROFRESPONDENTS
Overall
Gender Age Country Net assets
Male
Female
25to39
40to44
45to49
50andover
China
HongKong
Indonesia
Philippines
Singapore
$1mto$2m
$2mto$4m
$4mto$6m
Morethan$6m
401
234
167
70
141
151 153
75 75
50 50
96 98
85
61
90
0
20
40
60
80
100
NUMBEROFRESPONDENTS
Overall
25to39
40to44
45to49
50andover
China
HongKong
OtherAsia
Singapore
Age Country
96
13
47
25
10
39
27
20
10
HNWI sample distribution details:
About Scorpio Partnership
Scorpio Partnership is a global market insight and business
strategy advisor specialised in HNW and UHNW markets. The
owner-managed company has undertaken over 20,000
interviews with private clients and advisors in over 35 countries.
The focus of the business is to identify the needs of the wealthiest
consumers on the planet and ways in which the financial industry
meet those needs. FutureAdvisor is the latest in a series of
publicised research initiatives which include FutureWealth and
FuturePriority focused on tracking the HNW.
Started in 1998, the award winning firm is independent and has
advised many of the world’s leading brands in financial services
as well regulators, global technology firms and investment banks.
www.scorpiopartnership.com
Advisor sample distribution details:

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or its subsidiaries in the U.S. and other countries. All other trade names are trademarks or registered trademarks of their respective holders.
About Ambit Wealth Management
SunGard’s Ambit Wealth Management solution suite is a complete wealth
management system that helps banks and family offices across Asia develop highly
personalized client services, so that they can attract, retain and grow profitable client
relationships. The solution also helps financial institutions adapt to rapidly changing
market conditions, improve staff productivity through better workflow management
and ensures strong profitability management, through better cost control and
improved operational efficiency.
About Ambit
The global banking model has shifted and a transformation is occurring in how
money is being managed as banks strive to re-build trust and create value for their
shareholders. A focus of investment for banks is on ensuring regulatory compliance
and in assuring shareholders that they fully understand and can manage their risk
exposures. SunGard’s Ambit solution suite helps banks successfully navigate these
challenges by helping ensure regulatory compliance, enhancing the multichannel
experience, improving customer trust, driving efficiency into operations and ensuring
a clear insight into enterprise-wide risk exposures. The Ambit Banking solution suite
includes integrated solutions for customer management, core banking, card
management, wealth and private banking, asset finance, liquidity optimization,
reconciliation, treasury management and risk and performance management.
Find out more at www.sungard.com/ambit
About SunGard
SunGard is one of the world’s leading software and technology services companies.
SunGard has more than 17,000 employees and serves approximately 25,000
customers in more than 70 countries.
SunGard provides software and processing solutions for financial services,
education and the public sector. SunGard also provides disaster recovery services,
managed IT services, information availability consulting services and business
continuity management software.
With annual revenue of about $4.5 billion, SunGard is the largest privately held
software and services company and was ranked 480 on the Fortune 500 in 2012.
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