“Rising regulatory capital requirements, combined with low interest rates, have contributed to more selective credit appetite amongst traditional banks. Particularly entrepreneurs and SMEs thus face new challenges when seeking debt financing to support their business. While this environment creates an opportunity for alternative providers, such as peer platforms or credit funds, it typically comes at a higher cost to the borrower versus conventional bank financing. How will the inherent cost of the new credit ecosystem eventually be allocated fairly among its participants?“
“I am CFM’s bridge to the German financial services market. The German market so far has proved to be challenging for many Swiss financial services providers. Having direct access to potential targets, buyers or business partners is essential for any M&A strategy in the German market. After a number of exits, how will the German market be served by the Swiss banks?”
“Swiss insurers predominantly operate in saturated markets with traditionally low growth potential. Whilst some build up their asset management capabilities and offerings, others invest into online business models to acquire additional distribution knowledge and digital expertise. Does this ever pay out?”
“We provide our clients with unbiased and substantiated advice in and around M&A deals in the financial services space leveraging our strong expertise and track-record in the industry. However, what factors define the success of a transaction?”
“Life insurance companies are suffering from the low interest rate environment. They have stopped writing new business in the field of traditional guarantee products. The existing back books represent a burden on their balance sheets. Despite this, life insurers have so far preferred to run-off their back-books on their own balance sheets. Would there be customer-friendly alternatives that allow for capital release at the same time?“
“In recent years, Switzerland's Fintech industry has matured rapidly thanks to the country's established position as one of the globally leading places for innovation. Start-ups offer tremendous potential for traditional financial services firms providing opportunities for efficiency gains, new ways of client interaction and expansion of their service and product offering.“
“Many private banks hardly manage to acquire new clients whilst suffering from decreasing margins – still, building up a differentiating offering and tapping into new distribution channels may overwhelm many of the remaining players. What other strategic options might they have?”
“Swiss retail banks have so far successfully navigated through the financials crisis and the long period of low and negative interest rates. Whilst selected players are heavily investing into their digital offering and processes, others seem to materially lag behind. Do they rely on their current business setup so much that they underestimate the digital challenges ahead?”
“Through the increasing regulatory burdens of FinIA & FinSA and thereof following the increased human and financial resource demands, independent asset managers must rethink their strategic and organisational line-up. Especially for smaller, independent asset managers, the question of “attaching to a bigger player or merge?” arises quickly.“
