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Thought leadership - 

digital & financial services
Locations
ORM is…
An award-winning digital agency composed of thinkers,
creators and innovators. 
We lead brands through digital change to confidently
face the future.
Using data and insight to inform our thinking, we
architect strategies, platforms and applications across
owned media.
We enable our clients to take advantage of tomorrow,
while generating meaningful value for them today.
• Part of the Howard Hunt Group
• Group revenue £75m+
• Group employees 450+
• Established and profitable
Our services Our group
Clients
• Strategy and insight
• Experience design
• Content strategy and delivery
• Technology and development
• Client Services
ORM
• Head Office: London Bridge, London
• Project Office: Kings Cross, London
• Development Team: Wroclaw, Poland
GROUP
• Head Office: Dartford, Kent
• US Office: Boston, USA
• Europe Office: Madrid, Spain
• Based in London with 70 staff
• Adobe, Sitecore and EPiServer partner
• RAR Mobile Agency of the Year 2014
• Top 25 UK Agency - Drum Financial Report 2015
• Best FTSE 100 Website award in 2014 for RBS.com
• ISO9001 and ISO27001 accredited
Some facts Clients Locations
Digital trends in financial services as a whole
Convenience
Trends from retail are now
increasing expectations in
financial services
$83bn
—
is lost each year in poor 

customer experiences
(IBM)
62%
—
Smartphone penetration
in the UK - Europe
increase 10-20% YoY

We’ve become mobile first
72%
of smartphone owners 

use applications on

a daily basis

92%
—
of UK smartphone users
browse the internet daily
on their device

25%
—
of smartphone owners
would rather give up 

their PC than their mobile

34%
—
of UK smartphone users
spend as more time on
their mobile as their PC

52%
growth in tablet
ownership; faster than
PCs experienced

84%
of mobile device 

owners browse while 

watching TV

Wealthy individuals are digital natives
48hrs
—
HNWIs spend 

this many hours online per
week, on 4 devices
$2500—
is the average one-off online
expensive 

purchase by HNWIs
45%
—
luxury buyers influenced by
online videos and tailored
content
$4m
—
those with a net worth in
excess of this tend to be
the most digitally savvy
65%
—
highlight the value
of online collaboration
80%
—
of European HNWIs use
search engines to find
what they need
92%
—
consider digital tech as a
major source of ongoing
wealth generation
They use social to research and make decisions
4%
—
of investors currently
interact with their adviser
on social media
52%
—
of investors said they
would connect with their
adviser on social media
30%
—
use social to recommend 

a financial product 

or service
28%
—
perceive a financial
company as innovative 

if they offer social tools
34%
—
subscribe to finance-
related blogs

44%
—
seek advice to help make
a financial decision

33%
—
use social media to 

re-evaluate a financial
decision that has already
been made
46%
—
follow a recognised
industry expert/exec
on social media
By 2015, “digital natives” will hold the majority
of buying power in the economy, and by 2025,
they will dominate UK savings capacity
– PWC
Revolution is coming to your cyberspace very soon!
Timing (years)
0
5
10
15
20
25
30
35
40
45
50
0 1 2 3 4 5
Impact(%changeindigitalbusiness)
Realestate
Professional services
Finance
ICT and media
retail trade
Arts and recreation Government services
Utilities
Recruitment and cleaning
Transport and post
Health
Education
Agriculture
Mining
Manufacturing
Construction
Wholesale trade
Accommodation and
food services
Short fuse, Big Bang
32% of the economy
Long fuse, Big Bang
33% of the economy
Long fuse, Small Bang
18% of the economy
Short fuse, Small Bang
17% of the economy
Audience needs are changing
Consumers to 

lower-tier intermediaries
Authenticity and
simplicity
• More retail focus to
content
• Features and benefits
• Peer to peer advice
• Educational tools
• Experts as personalities
All expect
Hyper-convenience
• Digital self-service
• Multiple media types
• Responsive and adaptive
• Specific touchpoints for
specific tasks
Intermediaries 

to institutions
Accessible expertise
and the inside track
• Audience specific portals
• Thought leadership hubs
• Advice centres
• Access to experts
All expect
More relevance
• Need based navigation
• Personalisation
• Content syndication
Banking
Customers are demanding innovative digital capabilities to access financial products and
are willing to pay for services they believe will offer more convenience and value

• Telephone banking - HSBC call volumes down 5% in 2014 after a 4% drop in 2013
• Branches operated by the UK’s retail banks shrunk by +25% in the last 20 years
• Only 16% of customers don’t use online or mobile banking*
• 39% of SMEs use online at least once a day, 69% at least once a week and 79% at least
once a month. Only 7% never use
• 69% currently use the internet to purchase financial products ***
• 6% via a mobile device.
• Nearly 90% of Tesco Bank’s sales currently online
*YouGov polling carried out for the BBA
**Accenture Survey
*** PwC survey of 3,000 banking customers in 9developed and emerging markets
Banking habits are changing rapidly
Joint ventures
• JV with Monitise,  "investing in, building and scaling fintech businesses with
the potential to redefine and support financial services globally."
• Access to Monitise's new cloud-based platform connecting banks to digital
innovation for their customers
• Opportunity to partner with Santander
• Santander set up $100 million fund last year to invest in fintech startups too
https://www.bcgperspectives.com
Winning Banks in 2020 will…
Browsing states, learning from other sectors
Advice
Commercial
Inspiration
In your industry
Help and Advice Transacting Future Gazing
Take the logo off and they all look the same…
Homepage trends
• Homepage content is focusing on customer’s
needs/tasks rather than actual products
• Carousels and banners are being replaced by
images aimed at engaging customers on an
emotional level
• The primary navigation tends to show fewer links,
to clearly displaying the products range
• ‘Mobile first’ approach and responsive websites
are a given
• Homepages are de-cluttered, making space for
highly relevant tasks and content
• Innovation – getting customers involved in the
digital process through crowdsourcing and
feedback
• Seamless journeys and a strong brand identity link
up online and offline experience
Mobile 

first
Content led
Innovative UX & design
Asset Management
The UK investment management industry is at a
turning point. Traditional active managers have
already had to adapt to institutional changes, but
now face a confluence of retail trends”
– Deloitte, Seismic shifts in investment management
Your industry is being disrupted
Individual
Responsibility
Concern of 

high costs and
low returns
Increasing
requirement for
international
products
“Retailisation”
Asset
Managers

going direct
New kinds of
intermediaries
Disruptive
wealth creation
models
Technology
The trend to go direct at volume is growing
New entrants Your peers
“Nutmeg targets
100k users by Q2
2015”
The group raised £19m
from investors
including Schroders
“Investec to
launch a rival
to Nutmeg”
Wealth manager is
setting up a
discretionary
investment
platform later this
year.
Wednesday 06 May 2015
“Barclays plans
D2C offering 

for 2015”
Monday 07 July 2014
“Hargreaves
to launch D2C
discretionary
service to plug
advice gap”
Wednesday 03 September
2014
New investment models
Q2 2015: 

eToro raising an additional $12million
The total investment volume raised among the investors amounted to $39 million.
Funding circle fund £623,610,260 worth of loans so far
New investment models
Peer-to-peer lending:
£838 million and helping both borrowers and lenders get great rates.
How are brands meeting needs?
Always on

• Real-time
performance

• Responsive and
adaptive

• Specific touch
points for specific
tasks
Accessible advice

• ‘Retail’ style
thought
leadership hubs 

• Online access to
professionals

• Educational tools
Peer investing

• Find and follow
investors

• Transparent
performance

• Peer comments,
advice and
sharable info
D2C platforms


• Audience specific
portals
• Digital self-service 

• Needs based
navigation
• Digital
transactional
portals
Data informed
investment
• Data informed
client acquisition
• Personalisation
• Content
syndication

• Intermediary tools
Closing the ‘advice gap’
“A 'fundamental step-change' is required in order to make financial
advice accessible to those with portfolios below £100,000”
“For the average person in the UK accessing advice is very difficult
and they are left with two choices, one is to do nothing, which I would
advocate is not a great idea, or move to DIY investing solutions.”

– Chris Williams, founder, Wealth Horizon
Accessible advice
Digitising investment selection
and management
The move provides increased accessibility and
transparency, but reduces the opportunity for
AMs to effectively cross and up-sell their services
• Platforms reached record highs in the fourth
quarter of 2014 as upcoming pension freedoms
and demand for income boosted inflows
D2C platforms
Advisers using tablets as
productivity tools
“Clients can access our comprehensive range of
tools and economic research, as well as analysis
across all asset classes, including equities,
foreign exchange, fixed income, emerging
markets, and futures and options.
On-the-Go brings intermediaries 

all our fund information, market 

insights and videos.”
Which audience should we be focusing on in the digital space?
Artemis mainly focuses on its individuals audience with its
website.
Which audience should we be focusing on in the digital space?
BlackRock’s digital presence focuses more
on intermediaries and institutional
audiences. Institutional content is
particularly strong with specialist events for
pension funds with online registration.
There are video viewpoints from subject
matter experts on themes such as
sustainable investing and Beta strategies.
Which audience should we be focusing on in the digital space?
M&G iView and Learning Matters
focuses on intermediaries and
specifically lower tier IFAs. These are
starved of face to face contact and
need help running their businesses.
Regular macro-ecomomic trends starting to appear on
asset manager’s content pages
Guest writers
JP Morgan provides advice within its
insights section from notable financial
advice columnists, such as here where
Ian Cowie from the Sunday Times
talks about the structural advantages
of income trusts.
Owned digital magazines
• Insight pieces are finely segmented
• Different interest areas reflect make up of
major FS online content providers like
Morningstar
• Overviews, funds, viewpoints, retirement
Media rich expert analysis
Socially powered expert analysis
Insurance
Macro trends in insurance
Consultative
approach
Risk increasing
due to global
change
Technology
Brokers
1
• Lack of trust in insurers
• Apathy and lack of interest
• Lack of understanding of what you
get for their money
How can digital change
perceptions of insurance?
Challenges facing your industry
2
• Digital experiences primarily look
at price and purchase incentives
• This reinforces the perception that
insurance is a price-driven
commodity
• But what about improving the
customer experience?
Buying insurance is
decided on price, isn’t it?
Challenges facing your industry
3
• Great customer
experience/advice
• Great UX – e.g. easy to
fulfil online
How can you buck the
disintermediation trend?
Challenges facing your industry
Insurance brokers must respond to these challenges
Insight led
experiences
Contextual 

expertise
Fast speed of
response
Facilitate risk
through digital
From our review of the market the direction to market leading is clear:
Tactics
• More retail approach to IA and
customer journeys
• Visual merchandising: the
placement of CTAs/products on
customer journeys that are
organised by need
• Personalisation and visitor 

self-selection
• Shorter, features and benefits
led content
• Mobile-first design
• More helpful and supportive 

of customers
Success measures
• Increase in applications and
completions
• Increase in proportion of
digital interactions
• More return visitors browsing
more services for longer
• More recommendations
• Increase in products held by
each customer
Strategic approach
• Differentiated experience
from your peers
• Customer not inwardly
focused
• Simpler to consume (across
purchase/renewal, advice
and inspiration journeys)
• Ability to measure, test and
learn
Achievedby
Inorderto
A game-changing digital strategy
1
• Power shifting to standardised risk
• New business opportunities in
emerging risks e.g. nanotechnology
• Niche market opportunities now
accessible through digital, new
sectors and geographies
Customer revolution
How are brokers responding to this?
2
• Investing in digital for competitive
advantage
• Dealing with the ‘Black Swan’
problem of emerging risks,
particularly technological
• Managing and tracking 

risk change
Demands for profitability
How are brokers responding to this?
3
• New markets, new products
• Technology and analytics to create
insights, data led decision
Information
How are brokers responding to this?
What do risk facilitation leaders look like?
Needs-based approach
Using digital to support
both cost efficiency and a
more consultative approach,
simultaneously
Content leaders
Expand information
gathering to better
anticipate risk, and through
content pass this expertise
on to the client
Data experts
Improve their ability to
collect, integrate, analyse
and communicate data into
actionable insights
What could this mean for consumer needs?
Ecotricity use customer data to
promote the use of green
energy
Hive combines gas-use tracking
hardware and cloud-based
account management to give
more control over home heating
MyVirgin media uses customer
analysis to recommend products,
whose delivery can be tracked
from within the platform
Lending
There’s already familiarity with the
digital payday loan model
This model is being rolled out
to business lending • Everline allows small and medium
sized businesses to borrow up to
£120,000 for up to 24 months
• Up to date business data and
innovative technology supports
responsible, real time, automated
risk decisions
• 10 minute application process.
Funds in 5 minutes
• Over 6,000 business loans and
lending +£60m to small businesses
Amazon lending – business
lending for resellers • The interest rate for all sellers is
5.9%, with a 1% arrangement fee.
Less than funding circle
• Borrowers must pay Amazon back
within four to six months
• Apply from within your Amazon
merchant account
• Buyer ratings and performance
count used as part of acceptance
criteria
• Money within five business days
• Already in US and now UK and
China
Bank and peer to peer lending partnerships
Creating the business case
• Targeted • Lifestyle approach • Great case studies
Platform Black: a new working
capital model “Pay-as-you-go working capital”
innovates the traditional invoice
factoring model by allowing clients
to auction outstanding payments to
institutions and private investors.
• Access to a much larger pool of
potential buyers
• Using digital to deliver services at
very low costs
• Cash into the client’s account
within ten days of the auction
closing
Content Strategy
Know your audiences
What you want 

to communicate
What your
audience is
interested in
Successful content
The content sweet-spot is about meeting the goals of your business
and the needs of your customers
Case study: ING.world
• Story-led approach from a digital
quarterly magazine
• Gives analysis and insight on the
world of business 

and finance
• Interviews, articles, customer
stories and opinion pieces - each
edition explores a single theme
from a variety of angles
• Release coincides with ING's
results days
• 35,000 unique visitors per issue
• Won a Digital Communication
award for being 

Europe’s best branded web
magazine
Case study:

The Financialist • Credit Suisse thinking relevant to
the lives and conversations of a
sophisticated UHNW audience
• Global trends and the art of living,
future-oriented
• Informed but offbeat take on
things. Not the conventional
wisdom
• Longer format articles and daily
spark blog
• Articles organised by interest
• Promoted through Twitter and
LinkedIn
• 70-100 likes for some articles and
many shares
1. Content quality
Move from reference resource to ‘browsable’ content
Reference resource ‘Browsable’ content Tactic for ‘browsable’
Feels like… A journal A magazine
Pull quotes, strong imagery,
journalistic tone
Publishing frequency Quarterly New content weekly or more Editorial calendar
User mindset
Researching specific topics – 

search and filter vital
‘Flicking through’ for any
interesting articles
Promote related content
Shelf life Longer Shorter
Publish short pieces
frequently
Length Long form, in depth Snackable’
Vairety of formats – articles,
blogs, videos, infographics
Looking for…
Facts, figures, date and
examples
Insight, comment, latest
trends
Tag and categorise by theme/
trend
Importance Source credibility vital Author credibility important
Showcase author knowledge
and expertise
Give users valuable, online-only content
• This will increase interactions
• Consider online versions of
annual reports – they go above
and beyond the usefulness 

of the hard copy documents by
giving video content/interactive
charts etc.
TUI Travel plc online Annual Report
Keep long form content, but add a shorter version
• Traditional FS content is very
long form and feels like a report
• Sites need more ‘browsable’
content too, so that the needs of
all audience types are met
Example: JSTOR Daily
• Short articles inspired by the
journal findings
• Each article contains links to the
to the relevant journals
• JSTOR daily receives 150,000
page views a month
JSTOR
Make your content
work online
Web-content should be:
• Concise – people don’t ‘read’
online, they scan
• ‘Chunked’ using bullets and
subheadings
• Simple sentence structure 

and clear language
• Linked to and from – unlike print
• Findable – site structure should be
intuitive
• Accessible – PDFs should be
avoided where possible
Clear ‘share’ button
Subheads add structure
and make scanning
easier
Graphs visually
illustrate data
Links allow users to
find out more
Blog post from econsultancy
‘Heroise’ authors
Thought leadership content relies
on author credibility. Use bio pages
to prove author expertise, raise
their profiles, and enable users to
see all articles they have written:
• Image & Bio
• Twitter handles & LinkedIn info
• Links to all author articles
JP Morgan
Create a community
Simple ways to drive interaction
include:
• Comment and feedback
functionalities
• Ability for people to get in touch
with authors (LinkedIn)
Economist
2. Content visibility
Help users discover content that is of value to them
• Through easy-to-navigate search
• Through curation and recommendation
• By helping users stay on top of latest trends and thinking
• By helping with a paper or presentation
• By supporting decision-making
• By making the user part of a community of thinkers
• By making it relevant
• By introducing personalised content
• Through tailored experiences
Tagging
• ‘Reference resource’ users need to be able to find content that they’re looking for quickly
• Browsing users need to be signposted to related content that they may find interesting
Clickable, visible
tags aggregate
content on a theme
Tags also power
related content
The Guardian article page
Introduce searching and filtering
• Users looking for content on a specific topic will search
• A good search tool will enable them to refine the results based on content type, publication date etc.
Clickable, visible tags
aggregate content 

on a theme
Econsultancy search results page
Give users a clear next step
Online content should always prompt users into action – this could be reading another
article, getting touch, or signing up for an event
Prompting action
Prompting action
Deloitte
Encourage promoting and sharing
• Readership will grow organically
if content 

is useful and sharing is made
easy
• Professional audiences do share
– especially on Twitter and
LinkedIn
• Promote articles across your own
social media 

accounts too, using relevant
hashtags
Rbs.com – corporate content, often shared
Show users content that is relevant to them
• Basic personalisation – uses
tagging to surface 

content of a similar type (you
may also like…), 

or uses preferences that users
have previously 

given in a login area
• Advanced personalisation – rules
based personalisation displays
relevant content based on
previous browsing behaviour,
search terms
Econsultancy – recommended content
Proactively alert readers to new content
• Allow users to register to receive
alerts for new content on topics
that interest them most
• Tag content as you upload it, and
these emails will be
automatically generated
• Measuring click-throughs will
also give insight into which
content is working, and which
isn’t
Henderson Asset Managers: Preference centre
’Drip feed’ content to keep visitors coming back
Journal content
released quarterly/
monthly/weekly
Continuous release of
additional shorter pieces in a
variety of formats: blogs,
interviews, videos, lists etc.
Journal content
released quarterly/
monthly/weekly
Continuous release of
additional shorter pieces in a
variety of formats: blogs,
interviews, videos, lists etc.
Journal content
released quarterly/
monthly/weekly
Test and learn to create better content over time
Measure 

impact
Learn and 

adapt
Publish
• What worked?
• What didn’t?
• A/B test
• Experiment with
content formats
• Number of views
• Dwell time
• Bounce rate
• Shares
Consider best format
for message + audience
You need to know what users like, 

and which articles are popular
Michael Walker, Senior Business Development Manager, ORM
michael.walker@ormlondon.com
ormlondon.com

@ormlondon
Thank you

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ORM thought leadership in Financial Services

  • 1. Thought leadership - 
 digital & financial services
  • 2. Locations ORM is… An award-winning digital agency composed of thinkers, creators and innovators.  We lead brands through digital change to confidently face the future. Using data and insight to inform our thinking, we architect strategies, platforms and applications across owned media. We enable our clients to take advantage of tomorrow, while generating meaningful value for them today. • Part of the Howard Hunt Group • Group revenue £75m+ • Group employees 450+ • Established and profitable Our services Our group Clients • Strategy and insight • Experience design • Content strategy and delivery • Technology and development • Client Services ORM • Head Office: London Bridge, London • Project Office: Kings Cross, London • Development Team: Wroclaw, Poland GROUP • Head Office: Dartford, Kent • US Office: Boston, USA • Europe Office: Madrid, Spain • Based in London with 70 staff • Adobe, Sitecore and EPiServer partner • RAR Mobile Agency of the Year 2014 • Top 25 UK Agency - Drum Financial Report 2015 • Best FTSE 100 Website award in 2014 for RBS.com • ISO9001 and ISO27001 accredited Some facts Clients Locations
  • 3. Digital trends in financial services as a whole
  • 4. Convenience Trends from retail are now increasing expectations in financial services $83bn — is lost each year in poor 
 customer experiences (IBM)
  • 5. 62% — Smartphone penetration in the UK - Europe increase 10-20% YoY
 We’ve become mobile first 72% of smartphone owners 
 use applications on
 a daily basis
 92% — of UK smartphone users browse the internet daily on their device
 25% — of smartphone owners would rather give up 
 their PC than their mobile
 34% — of UK smartphone users spend as more time on their mobile as their PC
 52% growth in tablet ownership; faster than PCs experienced
 84% of mobile device 
 owners browse while 
 watching TV

  • 6. Wealthy individuals are digital natives 48hrs — HNWIs spend 
 this many hours online per week, on 4 devices $2500— is the average one-off online expensive 
 purchase by HNWIs 45% — luxury buyers influenced by online videos and tailored content $4m — those with a net worth in excess of this tend to be the most digitally savvy 65% — highlight the value of online collaboration 80% — of European HNWIs use search engines to find what they need 92% — consider digital tech as a major source of ongoing wealth generation
  • 7. They use social to research and make decisions 4% — of investors currently interact with their adviser on social media 52% — of investors said they would connect with their adviser on social media 30% — use social to recommend 
 a financial product 
 or service 28% — perceive a financial company as innovative 
 if they offer social tools 34% — subscribe to finance- related blogs
 44% — seek advice to help make a financial decision
 33% — use social media to 
 re-evaluate a financial decision that has already been made 46% — follow a recognised industry expert/exec on social media
  • 8. By 2015, “digital natives” will hold the majority of buying power in the economy, and by 2025, they will dominate UK savings capacity – PWC
  • 9. Revolution is coming to your cyberspace very soon! Timing (years) 0 5 10 15 20 25 30 35 40 45 50 0 1 2 3 4 5 Impact(%changeindigitalbusiness) Realestate Professional services Finance ICT and media retail trade Arts and recreation Government services Utilities Recruitment and cleaning Transport and post Health Education Agriculture Mining Manufacturing Construction Wholesale trade Accommodation and food services Short fuse, Big Bang 32% of the economy Long fuse, Big Bang 33% of the economy Long fuse, Small Bang 18% of the economy Short fuse, Small Bang 17% of the economy
  • 10. Audience needs are changing Consumers to 
 lower-tier intermediaries Authenticity and simplicity • More retail focus to content • Features and benefits • Peer to peer advice • Educational tools • Experts as personalities All expect Hyper-convenience • Digital self-service • Multiple media types • Responsive and adaptive • Specific touchpoints for specific tasks Intermediaries 
 to institutions Accessible expertise and the inside track • Audience specific portals • Thought leadership hubs • Advice centres • Access to experts All expect More relevance • Need based navigation • Personalisation • Content syndication
  • 12. Customers are demanding innovative digital capabilities to access financial products and are willing to pay for services they believe will offer more convenience and value
 • Telephone banking - HSBC call volumes down 5% in 2014 after a 4% drop in 2013 • Branches operated by the UK’s retail banks shrunk by +25% in the last 20 years • Only 16% of customers don’t use online or mobile banking* • 39% of SMEs use online at least once a day, 69% at least once a week and 79% at least once a month. Only 7% never use • 69% currently use the internet to purchase financial products *** • 6% via a mobile device. • Nearly 90% of Tesco Bank’s sales currently online *YouGov polling carried out for the BBA **Accenture Survey *** PwC survey of 3,000 banking customers in 9developed and emerging markets Banking habits are changing rapidly
  • 13. Joint ventures • JV with Monitise,  "investing in, building and scaling fintech businesses with the potential to redefine and support financial services globally." • Access to Monitise's new cloud-based platform connecting banks to digital innovation for their customers • Opportunity to partner with Santander • Santander set up $100 million fund last year to invest in fintech startups too
  • 15. Browsing states, learning from other sectors Advice Commercial Inspiration
  • 16. In your industry Help and Advice Transacting Future Gazing
  • 17. Take the logo off and they all look the same…
  • 18. Homepage trends • Homepage content is focusing on customer’s needs/tasks rather than actual products • Carousels and banners are being replaced by images aimed at engaging customers on an emotional level • The primary navigation tends to show fewer links, to clearly displaying the products range • ‘Mobile first’ approach and responsive websites are a given • Homepages are de-cluttered, making space for highly relevant tasks and content • Innovation – getting customers involved in the digital process through crowdsourcing and feedback • Seamless journeys and a strong brand identity link up online and offline experience
  • 21. Innovative UX & design
  • 23. The UK investment management industry is at a turning point. Traditional active managers have already had to adapt to institutional changes, but now face a confluence of retail trends” – Deloitte, Seismic shifts in investment management
  • 24. Your industry is being disrupted Individual Responsibility Concern of 
 high costs and low returns Increasing requirement for international products “Retailisation” Asset Managers
 going direct New kinds of intermediaries Disruptive wealth creation models Technology
  • 25. The trend to go direct at volume is growing New entrants Your peers “Nutmeg targets 100k users by Q2 2015” The group raised £19m from investors including Schroders “Investec to launch a rival to Nutmeg” Wealth manager is setting up a discretionary investment platform later this year. Wednesday 06 May 2015 “Barclays plans D2C offering 
 for 2015” Monday 07 July 2014 “Hargreaves to launch D2C discretionary service to plug advice gap” Wednesday 03 September 2014
  • 26. New investment models Q2 2015: 
 eToro raising an additional $12million The total investment volume raised among the investors amounted to $39 million. Funding circle fund £623,610,260 worth of loans so far
  • 27. New investment models Peer-to-peer lending: £838 million and helping both borrowers and lenders get great rates.
  • 28. How are brands meeting needs? Always on
 • Real-time performance
 • Responsive and adaptive
 • Specific touch points for specific tasks Accessible advice
 • ‘Retail’ style thought leadership hubs 
 • Online access to professionals
 • Educational tools Peer investing
 • Find and follow investors
 • Transparent performance
 • Peer comments, advice and sharable info D2C platforms 
 • Audience specific portals • Digital self-service 
 • Needs based navigation • Digital transactional portals Data informed investment • Data informed client acquisition • Personalisation • Content syndication
 • Intermediary tools
  • 29. Closing the ‘advice gap’ “A 'fundamental step-change' is required in order to make financial advice accessible to those with portfolios below £100,000” “For the average person in the UK accessing advice is very difficult and they are left with two choices, one is to do nothing, which I would advocate is not a great idea, or move to DIY investing solutions.”
 – Chris Williams, founder, Wealth Horizon Accessible advice
  • 30. Digitising investment selection and management The move provides increased accessibility and transparency, but reduces the opportunity for AMs to effectively cross and up-sell their services • Platforms reached record highs in the fourth quarter of 2014 as upcoming pension freedoms and demand for income boosted inflows D2C platforms
  • 31. Advisers using tablets as productivity tools “Clients can access our comprehensive range of tools and economic research, as well as analysis across all asset classes, including equities, foreign exchange, fixed income, emerging markets, and futures and options. On-the-Go brings intermediaries 
 all our fund information, market 
 insights and videos.”
  • 32. Which audience should we be focusing on in the digital space? Artemis mainly focuses on its individuals audience with its website.
  • 33. Which audience should we be focusing on in the digital space? BlackRock’s digital presence focuses more on intermediaries and institutional audiences. Institutional content is particularly strong with specialist events for pension funds with online registration. There are video viewpoints from subject matter experts on themes such as sustainable investing and Beta strategies.
  • 34. Which audience should we be focusing on in the digital space? M&G iView and Learning Matters focuses on intermediaries and specifically lower tier IFAs. These are starved of face to face contact and need help running their businesses.
  • 35. Regular macro-ecomomic trends starting to appear on asset manager’s content pages
  • 36. Guest writers JP Morgan provides advice within its insights section from notable financial advice columnists, such as here where Ian Cowie from the Sunday Times talks about the structural advantages of income trusts.
  • 37. Owned digital magazines • Insight pieces are finely segmented • Different interest areas reflect make up of major FS online content providers like Morningstar • Overviews, funds, viewpoints, retirement
  • 38. Media rich expert analysis
  • 41. Macro trends in insurance Consultative approach Risk increasing due to global change Technology Brokers
  • 42. 1 • Lack of trust in insurers • Apathy and lack of interest • Lack of understanding of what you get for their money How can digital change perceptions of insurance? Challenges facing your industry
  • 43. 2 • Digital experiences primarily look at price and purchase incentives • This reinforces the perception that insurance is a price-driven commodity • But what about improving the customer experience? Buying insurance is decided on price, isn’t it? Challenges facing your industry
  • 44. 3 • Great customer experience/advice • Great UX – e.g. easy to fulfil online How can you buck the disintermediation trend? Challenges facing your industry
  • 45. Insurance brokers must respond to these challenges Insight led experiences Contextual 
 expertise Fast speed of response Facilitate risk through digital
  • 46. From our review of the market the direction to market leading is clear: Tactics • More retail approach to IA and customer journeys • Visual merchandising: the placement of CTAs/products on customer journeys that are organised by need • Personalisation and visitor 
 self-selection • Shorter, features and benefits led content • Mobile-first design • More helpful and supportive 
 of customers Success measures • Increase in applications and completions • Increase in proportion of digital interactions • More return visitors browsing more services for longer • More recommendations • Increase in products held by each customer Strategic approach • Differentiated experience from your peers • Customer not inwardly focused • Simpler to consume (across purchase/renewal, advice and inspiration journeys) • Ability to measure, test and learn Achievedby Inorderto A game-changing digital strategy
  • 47. 1 • Power shifting to standardised risk • New business opportunities in emerging risks e.g. nanotechnology • Niche market opportunities now accessible through digital, new sectors and geographies Customer revolution How are brokers responding to this?
  • 48. 2 • Investing in digital for competitive advantage • Dealing with the ‘Black Swan’ problem of emerging risks, particularly technological • Managing and tracking 
 risk change Demands for profitability How are brokers responding to this?
  • 49. 3 • New markets, new products • Technology and analytics to create insights, data led decision Information How are brokers responding to this?
  • 50. What do risk facilitation leaders look like? Needs-based approach Using digital to support both cost efficiency and a more consultative approach, simultaneously Content leaders Expand information gathering to better anticipate risk, and through content pass this expertise on to the client Data experts Improve their ability to collect, integrate, analyse and communicate data into actionable insights
  • 51. What could this mean for consumer needs? Ecotricity use customer data to promote the use of green energy Hive combines gas-use tracking hardware and cloud-based account management to give more control over home heating MyVirgin media uses customer analysis to recommend products, whose delivery can be tracked from within the platform
  • 53. There’s already familiarity with the digital payday loan model
  • 54. This model is being rolled out to business lending • Everline allows small and medium sized businesses to borrow up to £120,000 for up to 24 months • Up to date business data and innovative technology supports responsible, real time, automated risk decisions • 10 minute application process. Funds in 5 minutes • Over 6,000 business loans and lending +£60m to small businesses
  • 55. Amazon lending – business lending for resellers • The interest rate for all sellers is 5.9%, with a 1% arrangement fee. Less than funding circle • Borrowers must pay Amazon back within four to six months • Apply from within your Amazon merchant account • Buyer ratings and performance count used as part of acceptance criteria • Money within five business days • Already in US and now UK and China
  • 56. Bank and peer to peer lending partnerships
  • 57. Creating the business case • Targeted • Lifestyle approach • Great case studies
  • 58. Platform Black: a new working capital model “Pay-as-you-go working capital” innovates the traditional invoice factoring model by allowing clients to auction outstanding payments to institutions and private investors. • Access to a much larger pool of potential buyers • Using digital to deliver services at very low costs • Cash into the client’s account within ten days of the auction closing
  • 60. Know your audiences What you want 
 to communicate What your audience is interested in Successful content The content sweet-spot is about meeting the goals of your business and the needs of your customers
  • 61. Case study: ING.world • Story-led approach from a digital quarterly magazine • Gives analysis and insight on the world of business 
 and finance • Interviews, articles, customer stories and opinion pieces - each edition explores a single theme from a variety of angles • Release coincides with ING's results days • 35,000 unique visitors per issue • Won a Digital Communication award for being 
 Europe’s best branded web magazine
  • 62. Case study:
 The Financialist • Credit Suisse thinking relevant to the lives and conversations of a sophisticated UHNW audience • Global trends and the art of living, future-oriented • Informed but offbeat take on things. Not the conventional wisdom • Longer format articles and daily spark blog • Articles organised by interest • Promoted through Twitter and LinkedIn • 70-100 likes for some articles and many shares
  • 64. Move from reference resource to ‘browsable’ content Reference resource ‘Browsable’ content Tactic for ‘browsable’ Feels like… A journal A magazine Pull quotes, strong imagery, journalistic tone Publishing frequency Quarterly New content weekly or more Editorial calendar User mindset Researching specific topics – 
 search and filter vital ‘Flicking through’ for any interesting articles Promote related content Shelf life Longer Shorter Publish short pieces frequently Length Long form, in depth Snackable’ Vairety of formats – articles, blogs, videos, infographics Looking for… Facts, figures, date and examples Insight, comment, latest trends Tag and categorise by theme/ trend Importance Source credibility vital Author credibility important Showcase author knowledge and expertise
  • 65. Give users valuable, online-only content • This will increase interactions • Consider online versions of annual reports – they go above and beyond the usefulness 
 of the hard copy documents by giving video content/interactive charts etc. TUI Travel plc online Annual Report
  • 66. Keep long form content, but add a shorter version • Traditional FS content is very long form and feels like a report • Sites need more ‘browsable’ content too, so that the needs of all audience types are met Example: JSTOR Daily • Short articles inspired by the journal findings • Each article contains links to the to the relevant journals • JSTOR daily receives 150,000 page views a month JSTOR
  • 67. Make your content work online Web-content should be: • Concise – people don’t ‘read’ online, they scan • ‘Chunked’ using bullets and subheadings • Simple sentence structure 
 and clear language • Linked to and from – unlike print • Findable – site structure should be intuitive • Accessible – PDFs should be avoided where possible Clear ‘share’ button Subheads add structure and make scanning easier Graphs visually illustrate data Links allow users to find out more Blog post from econsultancy
  • 68. ‘Heroise’ authors Thought leadership content relies on author credibility. Use bio pages to prove author expertise, raise their profiles, and enable users to see all articles they have written: • Image & Bio • Twitter handles & LinkedIn info • Links to all author articles JP Morgan
  • 69. Create a community Simple ways to drive interaction include: • Comment and feedback functionalities • Ability for people to get in touch with authors (LinkedIn) Economist
  • 71. Help users discover content that is of value to them • Through easy-to-navigate search • Through curation and recommendation • By helping users stay on top of latest trends and thinking • By helping with a paper or presentation • By supporting decision-making • By making the user part of a community of thinkers • By making it relevant • By introducing personalised content • Through tailored experiences
  • 72. Tagging • ‘Reference resource’ users need to be able to find content that they’re looking for quickly • Browsing users need to be signposted to related content that they may find interesting Clickable, visible tags aggregate content on a theme Tags also power related content The Guardian article page
  • 73. Introduce searching and filtering • Users looking for content on a specific topic will search • A good search tool will enable them to refine the results based on content type, publication date etc. Clickable, visible tags aggregate content 
 on a theme Econsultancy search results page
  • 74. Give users a clear next step Online content should always prompt users into action – this could be reading another article, getting touch, or signing up for an event Prompting action Prompting action Deloitte
  • 75. Encourage promoting and sharing • Readership will grow organically if content 
 is useful and sharing is made easy • Professional audiences do share – especially on Twitter and LinkedIn • Promote articles across your own social media 
 accounts too, using relevant hashtags Rbs.com – corporate content, often shared
  • 76. Show users content that is relevant to them • Basic personalisation – uses tagging to surface 
 content of a similar type (you may also like…), 
 or uses preferences that users have previously 
 given in a login area • Advanced personalisation – rules based personalisation displays relevant content based on previous browsing behaviour, search terms Econsultancy – recommended content
  • 77. Proactively alert readers to new content • Allow users to register to receive alerts for new content on topics that interest them most • Tag content as you upload it, and these emails will be automatically generated • Measuring click-throughs will also give insight into which content is working, and which isn’t Henderson Asset Managers: Preference centre
  • 78. ’Drip feed’ content to keep visitors coming back Journal content released quarterly/ monthly/weekly Continuous release of additional shorter pieces in a variety of formats: blogs, interviews, videos, lists etc. Journal content released quarterly/ monthly/weekly Continuous release of additional shorter pieces in a variety of formats: blogs, interviews, videos, lists etc. Journal content released quarterly/ monthly/weekly
  • 79. Test and learn to create better content over time Measure 
 impact Learn and 
 adapt Publish • What worked? • What didn’t? • A/B test • Experiment with content formats • Number of views • Dwell time • Bounce rate • Shares Consider best format for message + audience You need to know what users like, 
 and which articles are popular
  • 80. Michael Walker, Senior Business Development Manager, ORM michael.walker@ormlondon.com ormlondon.com
 @ormlondon Thank you