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Wealth Management for Non-Resident Indians 2010 - Product Image

Wealth Management for Non-Resident Indians 2010

  • ID: 1294061
  • July 2010
  • 27 pages
  • Datamonitor
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Non-resident Indians are a lucrative customer segment, but private banks looking to attract and retain these individuals face a number of distinct challenges. To succeed in this market, banks need to understand the changing nature of these customers and the shifting competitive landscape, and have well-developed strategic plans.


- Interviews were conducted with bankers and managers servicing the NRI segment in Europe, Asia Pacific and the Middle East in June and July 2010.

- Most of these bankers worked for international private banks, although Datamonitor also spoke to one India-based bank targeting this segment.

Highlights of this title

Because of their backgrounds, NRIs are well disposed towards investing in India and notably price sensitive, control hungry and return orientated. The crisis hasn’t materially altered the character of NRIs; it has, however, made them a little more risk averse and even more interested in investing in India.

There is intense competition among private banks for NRIs’ custom, both from international banks and increasingly from domestic banks in the Middle East and India. The Indian banks are READ MORE >

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Executive Summary
NRIs are an attractive customer segment with a very distinctive and fast changing profile
Success in the NRI segment lies in finding smart answers to three strategic questions

Table of figures
Table of tables
The Non-Resident Indian Customer
The Middle East is still the major host region for NRIs, but there are signs that they are increasingly looking in the direction of Asia
Defining characteristics: NRIs display many attributes typical of entrepreneurs, and retain strong links to India
Many NRIs are entrepreneurs; they are price sensitive and return oriented, and reluctant to give up control
NRIs retain strong cultural, financial, familial and emotional links to their homeland
The crisis has seen NRIs focus even more on India, and become a little more cautious
NRIs are even more keen to invest in India than they were in the past
NRIs are not quite so enthusiastic about risk as they used to be
Private banks need to focus on service quality, price and product if they are to attract NRIs
Banks need to be financially robust in order to do business with NRIs
NRIs are looking for fixed income opportunities and are interested in advisory asset management services
Fixed income products are in demand among NRIs, as are many other product categories
Advisory asset management services are in demand among NRIs
Wealth Management for Non-Resident Indian Customers
Competition for NRI business around the world is fierce, and the crisis has done nothing to change this
International private banks have continued to prioritize the NRI segment throughout the crisis
Key international players
Key Middle East-based players
Key India-based players
In order to successfully compete, banks need to have powerful USPs and be cunning in how they sell to and service this segment
There are a number of key questions that banks need to ask themselves
What is our USP in this segment?
What is our route to market within this segment?
How do we best service this segment?
How banks should answer these questions will depend very much on their nature
International banks with a presence in India
International banks with no presence in India
India-based banks
Country-specific banks (outside India)
Further reading
Ask the analyst
Datamonitor consulting
List of Tables
Table 1: Countries with the largest numbers of NRIs across the world
Table 2: NRI remittances and compensation of employees, received (current $m), 2000-08
Table 3: NRI deposits outstanding ($m), 2000-10
Table 4: Wealth managers' strategies for targeting NRIs
List of Figures
Figure 1: Most NRIs have chosen to make the Middle East their home
Figure 2: Saudi Arabia is the single most popular country for NRIs
Figure 3: The level of NRI deposits within India has more than doubled over the last 10 years

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