Why care about CX?

Why have highly reputable asset management companies developed CX capabilities?
Why are an increasing number of firms joining them?
After decades of getting by without CX (client experience) , why now?
Is it just a fad?
What can anyone possibly tell me about *my* clients that I don’t already know?

Read on for the answers

Exploit CX, or don’t be surprised

CX has become THE reliable differentiator. Bargaining power has shifted from asset managers to clients. This has reduced the reliability of investment performance and pricing as differentiators. As a result, in a survival-of-the-fittest market, for many asset managers, CX has become THE reliable differentiator.

CX is here to stay. Your institutional clients are now consumers in the B2C economy, so they recognise and expect good CX. This is a recent change in society that we do not expect to change or reverse. Instead, it is driving demand for CX from your B2B asset management firm and our research into Covid-19 implies that greater remote working will accelerate this trend.

CX is controllable, commercial, and incremental. Extraordinary CX creates advocacy, which drives growth, while superior CX protects your gross profits by retaining clients. Marketing and servicing teams can now create data about clients’ online behaviours that sales and relationship teams can exploit. They will be disadvantaged if they do not. Lastly, a deliberate, governed and controlled client journey minimises complexity and costs. This defends your net profits.

Read on for the research that supports these statements

Research library

Asset management CX research importance of measuring client behaviour

Importance of measuring client behaviours

What humans do can dramatically contradict what they say. If you want the true story, measure their behaviours:

What digital experiences are asset managers giving to institutional clients today through portals, and what are they planning for the future? Which services are the same through a portal, which can you improve, and which ones enable you to generate entirely new value? And how are firms tracking clients’ online behaviours to ensure the ongoing relevance of their digital experiences?


How did clients’ needs change as a result of COVID-19? What were asset managers’ immediate responses? What does this mean for client experience (CX)? What’s the direction of travel? What will firms need for the journey ahead?


When CX fails, it is not because of lack of capability – it is because of knowledge, strategy, and culture. Check out our research on why CX initiatives fail, the paving stones to client dissatisfaction, and the features of some eye-rollingly out-of-date cultures.


Segmentation and tiering

Across the end-to-end client journey, insurers have specific needs, and they behave differently to mainstream institutional clients. As a result, a well-managed client experience could be particularly impactful to these intimate relationships.


Other actions you may want to take

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CX community

Asset Management CX Forum

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