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December 2014—Market appreciation has continued to fuel strong asset and profit growth for North American asset managers. But below the surface, the sources of industry growth and profitability have been shifting.
December 2014—The global banking industry continues to progress on the road back from the global financial crisis, improving return on equity 9.5% in 2013 and 9.9% in the first half of 2014. Most of the value creation is coming from banks that adhere to one of five distinctive strategies.
November 2014—Digitization is challenging the very way banks operate. Yet it also represents a significant opportunity, as McKinsey’s Somesh Khanna explains.more
October 2014—McKinsey’s latest Global Payments Map paints the picture of an industry’s return to sustainable growth, robust in some markets and products, solid in others.
October 2014—While the numbers paint an optimistic picture for commercial banking in North America, new research from McKinsey has found that performance is highly variable across banks and that this performance gap may be widening.
August 2014—The ongoing integration of alternatives into the core of both retail and institutional portfolios will represent one of the most attractive growth opportunities for asset managers in the coming five years. It is an opportunity that will change the competitive dynamics of the industry as the business models and strategies of traditional and alternatives managers converge.
July 2014—As competition intensifies in U.S. retail, the world's largest asset management market, managers must take a more scientific and analytical approach to market positioning, sales and distribution to capture growth.
June 2014—Swap execution facilities, or SEFs, newly-created platforms mandated by U.S. regulators for trading selected interest-rate and credit-default swaps, could result in major structural declines in broker-dealers’ flow derivative revenues and profits.
May 2014—The DCIO market represents one of the most attractive growth opportunities in asset management. But asset managers that are dabbling in DCIO face a stark choice: commit to invest in a well-defined strategy, or re-allocate time and resources to other opportunities. A half-hearted approach is unlikely to be successful.
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