1.2.2 Pwc-Asset-Management-2020-A-Brave-New-World-Final

Amid unprecedented economic turmoil and regulatory change, most asset
managers have afforded themselves little time to bring the future into focus.
But the industry stands on the precipice of a number of fundamental shifts that
will shape the future of the asset management industry.
To help asset managers plan for the future, we have considered the likely
changes in the asset management industry landscape over the coming years and
identified key gamechangers which will impact the competitive environment.
Asset Management 2020

A Brave New World
www.pwc.com/assetmanagement
Contents
Introduction 4
The landscape in 2020: 6

The industry expands, the investor base morphs
1. Huge rise in assets and shift in investor base 7
2. Pressures on the asset management industry 14
3. Nothing to hide,nowhere to hide and nothing at risk 16
AM 2020: 18
Gamechangers that will redefine the industry
1. Asset management moves centrestage 19
2. Distribution is redrawn – regional and global platforms dominate 24
3. Fee models are transformed 26
4. Alternatives become more mainstream, passives are core and ETFs proliferate 28
5. New breed of global managers 31
6. Asset management enters the 21st century 34
A shared vision: 36
Wei and the asset management industry
Contacts 38
PwC Asset Management 2020: A Brave New World 3

Introduction
It’s March 11, 2020. As Wei boards her train in the suburbs of Beijing, heading for
her office in the capital of the world’s biggest economy, she checks her mobile device.
She has been sent a message from international dating company eMatch’s sister site,
eMatch Investments.
The technology-based financial adviser has analysed her financial strategy and automatically matched her dating style
with the funds and fund companies most likely to meet her future needs.
One of the recommended funds is the SearchCo Asset Management (SAM) Global 80 Big Cities fund, so Wei clicks on
her SAM app and plays a video that presents key information about the fund. California-based SearchCo, an internet
search engine used by more than half of the world’s population, moved into the funds industry in 2015, and by 2020 was
registered in more than 40 countries as an investment adviser. She clicks to select the fund and the fund is immediately
added to Wei’s eMatch Investments’ mobile account. The order and payment is handled by eCommerce.com, SAM’s service
provider in China. eCommerce.com started out as an internet commerce company in China until it decided to apply
its dominant position and sophisticated payment processing systems to other industries, including asset management
(AM). SearchCo bought a stake in eCommerce.com in 2017 to handle payments’ processing and transfer agency in the
Greater China region. As a result of its new collaboration with SearchCo, eCommerce.com by 2020 is starting to process
transactions in Europe and the US too. eCommerce.com sends Wei’s order to her chosen fund provider, based in Germany,
and deals with all the necessary back-office processes. Of course, Wei knows nothing of all this. She just expects that her
cash will buy units in her chosen fund and that by around 2030 she will have made sufficient return on her investment to
pay for her son’s university education in the US.
Amid unprecedented economic turmoil and regulatory change, most asset managers
have afforded themselves little time to bring the future into focus. But the industry
stands on the precipice of a number of fundamental shifts that will shape the future
of the AM industry.
The way many asset managers operate in 2020 will be significantly different
compared with the 2013 model. Our fictional investor, Wei, represents just one
example of how funds might be sold and distributed in 2020.
To help asset managers plan for the future, PwC has considered the likely changes in
the AM industry landscape over the coming years and identified key gamechangers
that will impact the competitive environment. This paper first presents how the
operating landscape for asset managers will change by 2020 and beyond. In the
second part of this paper, we discuss how asset managers may prepare for the
challenges these changes present and turn them into competitive advantages.
Disclaimer:
This paper makes a number of predictions and presents PwC’s vision of the future environment for the asset management industry.
These predictions are, of course, just that – predictions. These predictions of the future environment for the asset management industry
address matters that are, to different degrees, uncertain and may turn out to be materially different than as expressed in this paper. The
information provided in this paper is not a substitute for legal and other professional advice. If any reader requires legal advice or other
professional assistance, each such reader should consult his or her own legal or other professional advisors and discuss the specific facts
and circumstances that apply to the reader.
4 PwC Asset Management 2020: A Brave New World

Global investable assets for the asset management
industry will increase to more than $100 trillion by
2020, with a compound annual growth rate of nearly
6%. Asset managers must both create positive social
impact and deliver the clear message that they are a force
for good, to investors and policymakers.

The landscape in 2020:
The industry expands, the investor
base morphs

1
Huge rise in assets and
shift in investor base
The rise in the volume of investable assets which has occurred over the last two or
The future is bright. three decades is set to continue to increase in the future and investable assets are
expected to be significantly higher in 2020 than today.
Few people in the asset
management industry Global AuM to exceed $100 trillion by 2020
The Global Financial Crisis (GFC) of 2008–2009 was a major economic event
would have shared this affecting millions of people, but only led to a temporary detour in the long-term
sentiment in 2008 or growth path for assets managed by the industry. They have continued to rise
and today, worldwide assets under management (AuM) total $63.9 trillion. Our
2009. Not many believed prediction is this will rise to around $101.7 trillion by 2020, a compound growth rate
it even as asset prices of nearly 6%.
recovered in 2010–12. The table overleaf summarises our estimates of global AuM by types of products
(mutual funds, mandates and alternatives) and by clients within the AM industry.
However, changing
markets and investor To predict AuM growth, we examined the correlations between AuM and a number
of economic factors over the past 13 years – including two financial crises (the late-
needs will combine 1990s’ boom-and-bust and the GFC). We found a strong correlation between nominal
to produce a positive gross domestic product (GDP) and overall AuM growth, especially relating to the
fund industry. We also analysed the main products offered by the AM industry and
environment and huge developments in institutional assets.
opportunities for asset
As global economies become increasingly integrated and interdependent, regional
managers through 2020 AuM is influenced by GDP growth in other regions. For example, changes in AuM in
and beyond. China can be caused by changes in US GDP. Therefore we, looked at the impact of
GDP growth in strong economies such as the US when forecasting regional AuM.
Our prediction assumes a normal development of the world economy. Based on IMF
predictions to 2018 and our own hypothesis for the period 2018–2020, we believe
nominal global GDP will increase by 5.15%1 annually between 2012 and 2020.
In addition to using the GDP, we supplemented our analysis with experts’ points of
view and specific industry trends. We also took the ageing population of European
and some Asian countries into account as well as the generational shift of wealth.
The sections below identify and describe the drivers for the powerful growth in AuM
in the years to 2020.
1 PwC analysis based on IMF predictions to 2018.

Figure 1: Global AuM USD Trillion
Products 2004 2007 2012 2020 (estimated)
Global AuM 37.3 59.4 63.9 101.7
of which mutual funds 16.1 25.4 27.0 41.2
of which active investments 15.1 23.3 23.6 30.8
of which passive investments 1.0 2.0 3.4 10.5
of which mandates 18.7 28.8 30.4 47.5
of which active investments 17.6 26.5 26.6 35.3
of which passive investments 1.2 2.3 3.9 12.2
of which alternatives 2.5 5.3 6.4 13.0
Source: PwC analysis. Past data based on Hedge Fund Research, ICI, Preqin, Towers Watson and The City UK.
Note: Differences in sums are due to rounding. Mandates exclude alternatives.
In addition to using the GDP, we supplemented our analysis with experts’ points of view and specific
industry trends. We also took the ageing of European and some Asian countries into account as well as
the generational shift of wealth.
Figure 2: World Nominal GDP
USD Billion
120,000.00
100,000.00
80,000.00
60,000.00
40,000.00
20,000.00
0.00
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Source: IMF and PwC analysis.

The rising importance of South America, Asia, Africa,
Middle East (SAAAME)
Assets under management in the SAAAME economies are set to grow faster than in
the developed world in the years leading up to 2020, creating new pools of assets
that can potentially be tapped by the AM industry. However, the majority of assets
will still be concentrated in the US and Europe.
In 2010, Asia ex-Japan’s weightage in the MSCI World Index was only 9%, while its
total contribution to GDP approximated 18%. By 2020, Asia ex-Japan’s contribution
to GDP could be well above 25%. As this becomes reflected in the MSCI World Index,
it will result in new and substantial money flows into the capital markets of the East.
These flows will be considerably enhanced by the likely internationalisation of the
Chinese renminbi by 2020, which will open up what will eventually become one of
the world’s significant AM markets.
Global AuM growth will be driven by pension funds, HNWIs

and sovereign wealth funds
Figure 3: Client AuM USD Trillion
Clients 2004 2007 2012 2020
Pension funds 21.3 29.4 33.9 56.5
Insurance companies 17.7 21.2 24.1 35.1
Sovereign Wealth Funds (SWF) 1.4 3.3 5.2 8.9
HNWI 37.9 50.1 52.4 76.9
Mass affluent 42.1 55.8 59.5 100.4
Source: PwC analysis. Past data based on Credit Suisse Global Wealth Data Book, SWF Institute, The City UK, OECD and Insurance Europe.
Note: Differences in sums are due to rounding. The sum of AuM by clients does not equal the sum of AuM by products shown above due to double counting.
The sum of the assets of all clients will also include double counting as a part of the assets of Mass affluent and HNWI will be invested with insurance companies and
pension funds.
In 2012, the AM industry managed 36.5% of assets held by pension funds, sovereign
wealth funds (SWF), insurance companies, mass affluent and high-net-worth
individuals (HNWI).2 Our model predicts that by 2020 the AM industry will manage
$101.7 trillion of clients’ assets, implicitly assuming the penetration rate to remain
constant. However, given the AM industry is successful in penetrating these clients
assets further, we believe that the AM industry would be able to increase their share
of managed assets by 10% to a level of 46.5%, which would in turn represent a $130
trillion in Global AuM.
2 PwC analysis.

At the client level, the global growth in
Figure 4: Global AuM projection by region for 2020
assets will be driven by three key trends:
AuM in USD trn = CAGR
• The increase of mass affluent and
6.0%
high-net-worth-individuals (HNWIs)3 120
from SAAAME.
1.4% 101.7
100 1.5
• The expansion and emergence of 6.7
new SWFs with diverse agendas and 16.8% 16.2

80 11.9%
investment goals. 63.9
59.4 0.6 12.5%
60 0.4 27.9
• The increasing defined contribution 1.6 2.6 7.7
6.4
9.8%
(DC) schemes partly, driven 37.3 19.7
40 0.1 21.0
by government-incentivised or 0.6 3.9 4.4%
49.4
government-mandated shift to 20
12.9
5.1%
individual retirement plans. 30.1 33.2
19.9
0
Foundations and endowments will
2004 2007 2012 2020
also continue to gather AuM as the
n North America n Europe n Asia Pacific n Latin America n Middle East and Africa
generations born after World War II Source: PwC analysis. Past data based on Hedge Fund Research, ICI, Preqin, Towers Watson, and
continue to bequeath part of their The City UK data.
wealth. These foundations and
endowments will rely predominantly
on asset managers to earn returns on
their capital.
Figure 5: Global HNWI asset projection by region for 2020
The rise of SAAAME as
HNWI assets in USD trn = CAGR
an opportunity for asset
managers 90 4.9%
In a recent PwC survey, more than 40% 80 0.9% 76.9 0.3
of asset managers in developed countries 70
1.9
9.7%
looking to other countries for their long 22.6
term future believe the most important 60
50.1 52.4
0.2 6.0%
geographical area of focus will be the 50 0.2
0.7 0.9
SAAAME region. SAAAME markets 40 0.1
37.9 9.3 12.7 9.0% 21.6
will provide opportunities for existing 0.4 7.3 7.5%
30 17.0
global asset managers to tap new pools 19.2
of wealth and significantly expand their 20 14.3 3.1%
30.6
franchises (as we explore in the second 10 20.7 21.7 4.4%
15.8
section of this report). But it will equally
0
provide the backdrop for a number of
2004 2007 2012 2020
fast-growing SAAAME-based competitors
to emerge and not only take on the n North America n Europe n Asia Pacific n Latin America n Africa
global managers in SAAAME regions, but Source: PwC analysis. Past data based on Credit Suisse Global Wealth Data Book.
in developed markets as well.
3 HNWI are defined as those having wealth of USD 1 million or more.

Between 2010 and 2020, more than one billion more middle-class
consumers will emerge globally, representing the largest single-
decade increase in customers in history.
Figure 6: Global mass affluent wealth projection by region for 2020
Mass affluent wealth in USD trn = CAGR
120 6.8%
100.4
100 1.3% 0.9
4.5
80 9.9% 10.1% 43.3
55.8 59.5 10.1%

60 0.4
0.4 2.1
42.1 1.4 9.8%
0.2 15.1 20.5
40 0.8
11.9 4.2% 31.6
25.8 22.8
20 19.3 4.9%
20.1
10.0 13.0 13.7
0
2004 2007 2012 2020
n North America n Europe n Asia Pacific n Latin America n Africa

Source: PwC analysis. Past data based on Credit Suisse Global Wealth Data Book.
Mass affluent clients and The global middle class is projected to

HNWIs in SAAAME regions are grow by 180% between 2010 and 2040,
with Asia replacing Europe as home
key drivers of growth
to the highest proportion of middle
From more than $59 trillion and $52
classes, as early as 2015.5 Between 2010
trillion, respectively in 2012, assets
and 2020, more than one billion more
owned by mass affluent4 and HNWI
middle-class consumers will emerge
investors are expected to rise to more
globally, representing the largest single-
than $100 trillion and $76 trillion
decade increase in customers in history6.
respectively by 2020. The growth is
This increasing affluence will fuel the
expected to be higher for the mass
need for financial products for a young
affluent sector (with a CAGR of 6.8%)
and growing constituency. In addition
than for HNWIs (4.9%). The single
to the HNWI growth, there will be a
greatest contributor to this surge in mass
massive increase in the middle class in
affluent and HNWI assets is increasing
the developing regions. Although the
SAAAME wealth. Mass affluent clients in
growing middle class represents low
SAAAME regions will, for instance, more
individual wealth, there is significant
than double their wealth between 2012
opportunity to serve that demographic if
and 2020.
done thoughtfully and efficiently.
4 Mass affluent are defined as those having wealth between USD 100,000 and USD 1 million.
5 Source: European Environment Agency; OECD Development Centre; PwC analysis.
Notes: Data is forecast and was last uploaded by the European Environment Agency on 29 November 2010;
middle class is defined as households with daily expenditures between USD10 and USD100 per person in
purchasing power parity terms.
6 OECD 2010, Homi Kharas, The Emerging Middle Class in Developing Countries.

A more prominent role Figure 7: Global SWF assets projection for 2020
for SWFs in global capital
markets SWF assets USD trn = CAGR
Many countries have set up 12
government-owned SWFs for a variety
of macroeconomic purposes, such as 10
7.0%
stabilisation (insulating the public 8.9
budget from swings in commodity 8
prices), saving for future generations and 9.8%
investments in socio-economic projects. 6 5.2
There has been a rapid accumulation of 32.5%

4
foreign assets by many of these SWFs, 3.3
particularly by oil-exporting and some
2 1.4
Asian nations, thanks to high oil prices,
financial globalisation and sustained 0
large global imbalances. This trend is set 2004 2007 2012 2020
to continue over the next decade. As a
result, the size of SWFs is rising fast and Source: PwC analysis. Past data based on SWF Institute data.
Note: These figures only include estimated investable assets, and do not include foreign reserves or gold.
their presence in international capital
markets is becoming more prominent.
SWFs’ AuM are currently above $5
trillion and are set to surge to nearly Figure 8: Global pension fund assets projection by region for 2020
$9 trillion by 2020.
Pension fund assets in USD trn = CAGR
SWFs based in the Middle East and
Africa will grow the fastest, with 70 6.6%
Asia Pacific also seeing a rapid rise in 56.5
60
SWF assets. 1.1
5.0
50 2.9%
Pension fund assets will reach 8.8%
6.5
close to $57 trillion by 2020 40 11.3%

33.9 13.8
0.6 9.9%
Retirement assets have risen from $21.3 29.4
0.4 2.4
30 3.2
trillion in 2004 to $33.9 trillion in 2012 21.3 2.1 1.5 9.5%
8.5
and we predict they will grow by 6.6% a 20
0.2
1.3 7.1
0.8 6.2%
year to reach $56.5 trillion by 2020. 4.7
30.1
10 18.3 19.3 5.7%
Defined Benefit (DB) schemes will 14.3
persist for the balance of this half- 0

2004 2007 2012 2020
century and even though the majority
of them will be frozen and/or defeased, n North America n Europe n Asia Pacific n Latin America n Middle East and Africa
they will continue to represent a critical Source: PwC analysis. Past data based on The City UK data.
mass of AuM. However, the increase in
investable assets mainly stems from DC
schemes created in countries of fast-
growing GDP and prosperity. By 2020, Pension funds will swell the total each. But the US and Europe will still
DB schemes will represent a far smaller, assets managed as both developed have the largest pools of assets in 2020 –
though not insignificant, pool of assets; and developing countries attempt to above $30 trillion in North America and
however, DC will be the dominant model bring more savers under the retirement close to $14 trillion in Europe.
for retirement savings. The growth umbrella. Growth in new pension assets
in pension assets and the regional will be strongest in Latin America and
breakdowns are shown below. Asia Pacific with growth rates above 9%

Mutual fund growth will be fuelled
by the growing middle-class client
base that is saving for retirement and
wealth accumulation. Mandates, on
the other hand, will see growth through
institutional investors such as pension
funds, with the ongoing shift from
pay-as-you-go pension systems to DCs.
Mutual funds and mandates Figure 9: Global AuM projection for 2020
to grow in tandem
Mutual funds are expected to grow at AuM in USD trn = CAGR
an annual rate of 5.4% and mandates
120 6.0%
at an annual rate of 5.7%. Mutual fund
growth will be fuelled by the growing 101.7
100 1.4%
middle-class client base that is saving 13.0
for retirement and wealth accumulation.
80 16.8%
Mandates, on the other hand, will see 63.9
growth through institutional investors 59.4 6.4 47.5
60
such as pension funds, with the ongoing 5.3
9.3%
shift from pay-as-you-go pension systems 30.4
40 37.3 28.8
to DCs. Mandates will also swell as a 2.5 5.7%
result of the rise of SWFs and HNWI 20 18.7
5.4% 41.2
clients, who are accumulating wealth at 25.4 27.0
16.1
a fast pace. 0
2004 2007 2012 2020
n Mutual funds n Mandates n Alternative investments
Source: PwC analysis. Past data based on Hedge Fund Research, ICI, Preqin, Towers Watson, and
The City UK data.

2
Pressures on the asset
management industry
Why do we think this?

There are significant First, the costs of responding to, and complying with, regulation may plateau, but
will likely remain high by historical measures.
opportunities for asset
Commercial cost pressures will also rise as firms grow their distribution networks
managers ahead. and product manufacturing capabilities to take advantage of increased opportunity,
However, there are also particularly in SAAAME regions.
clouds looming in the Fees earned by asset managers will be under continued pressure amid the ongoing
future. Alongside rising push for greater transparency and comparability from investors as well as scrutiny
from policymakers and regulators.
assets, there will be rising
costs. The costs of asset Meanwhile, product sets for global firms will have to be diverse to match the needs
of scale clients such as large pension funds, endowments, insurers and SWFs. These
management will continue clients will increasingly expect alternative strategies to be part of the product set
to soar as they have in offered. With this pressure comes an additional cost, mainly to the global firms by
way of on-boarding clients and distributing these products.
recent years and margins
Investment in technology and data management will also need to be maintained
in 2020 may be no higher or increased to maximise distribution opportunities, or to benefit from new
– and may well be lower opportunities offered by new technologies and social networks, and to cope with the
rigours of regulation and reporting. Based on our analysis, we see operations and IT
– than in the current post- spending to continue to rise over the next years. While a cooling-off period can be
financial crisis era. Profits expected in major planned IT spending of the US in 2013–2014,7 European firms are
today are still 15%–20% expected to catch up with the technology investments and spending through 2020.
below their pre-crisis Fund distributors will have stress on their resources in the years to 2020; therefore,
the skills required for an increasingly complex and resource-intensive distribution
highs – according to landscape will test the industry’s best. There will be a different focus for wealth
industry analysis – and it managers, mainly due to changes in baby boomers’ needs. Wealth managers will
have to deal with decumulation rather than accumulation of wealth, helping
is debateable whether they clients manage retirement lifestyles and managing wealth transfer to the
will have reattained these younger generation.
levels by 2020.
7 Source: Celent, Wealth Management Spending A Global Perspective, Oct 2012.

New entrants to the AM industry from
other sectors could disrupt a structure Fund distributors will have stress on their resources in the years
that has existed largely, unchanged,
for several decades. A potential source to 2020; therefore, the skills required for an increasingly complex
of disruption could come from social and resource-intensive distribution landscape will test the
media or technology companies, which industry’s best.
may combine their reach, knowledge
and influence with banking alliances to
provide compelling AM propositions.
the big technology companies. This is So asset managers will enjoy ample
A social media firm such as Facebook
already evident in recent transactions opportunities over the coming years,
or Twitter could, for example, provide
in which Alipay bought Tianhong Asset but these opportunities will also be
distribution services, and partner with
Management Co. in Q3 2013. With this sought by a growing and diverse set
a bank or buy a back-office servicing
flexibility, Alipay’s customers are able to of competitors.
firm to create an integrated AM
invest their idle money in the Yu’E Bao
structure. Equally, a payments’ servicing
money market fund. This will also put
specialist such as Paypal could provide
additional pressures on fees as efficient
an operating model challenge in the
technology firms will be able to provide
back and middle offices. This shift in
services at reduced cost.
focus is in large part due to the fact that
the general public have high trust in

3
Nothing to hide, nowhere to
hide and nothing at risk
Alternative Investment Fund Managers Directive (AIFMD), Undertakings for

Beginning in 2013, Collective Investments in Transferable Securities (UCITS) V, VI, and VII, EMIR, PRIPS,
MiFID II and III, AIFMD and UCITS V, VI and VII, Shadow Banking I and II) and the
successive waves of US (Dodd-Frank amendments to the Investment Advisors Act) have all placed greater
product legislation in demands on asset managers and their service providers – forcing changes in fund
product features, service provider arrangements, regulatory and investor disclosure,
Europe, European Market distribution channels, compliance and risk management functions, etc. – and in some
Infrastructure Regulation cases forcing revision of business models.
(EMIR), Packaged Retail With the banking sector more under control, regulators are turning their attention
to asset managers, scrutinising their culture, interactions with customers and
Investment Products effectiveness in implementing required regulatory changes.
(PRIPs), Markets in
This regulatory focus will continue to increase through 2020, with firms having to
Financial Directive make corresponding increases in compliance staff to cope with increasing regulator
(MiFID) II and III. demands and the challenges of implementing regulation effectively. The costs of
not successfully meeting these challenges are likely to be increasingly significant –
both in terms of monetary fines and reputational damage, both of which the
industry can ill afford.
The G-SIFI debate – whether and which asset managers and funds are systemically
significant – is only just getting started. By 2020 we will have a much better idea of
what additional regulatory challenges the largest asset managers may have to bear,
but expect it to focus on increased reporting requirements and better planning for
recovery and resolution, particularly where clients’ assets are at stake.
Increasing regulatory pressure to restructure the banking sector will play into asset
managers’ hands. As the deleveraging of banks continues from 2013 to 2018, in part
driven by the European Central Bank’s ongoing focus on stress testing the balance
sheets of Europe’s top banks, asset managers will continue to move into areas
traditionally dominated by the banks.
Alternative asset managers will continue to broaden their product ranges to include
primary lending, secondary debt market trading including distressed and non-
performing loans, primary securitisations and off-balance sheet financing.
The move of alternative asset managers into the finance space vacated by banks will
lead to a period of sustained product regulation. The early stages of portfolio and risk
disclosure which has begun with Dodd-Frank and AIFMD transparency reporting, will
be continued with shadow banking legislative initiatives from 2014 and 2016, and
will have become the norm across the globe by 2020. Only the plain vanilla managed
account will remain outside product regulatory reporting regimes. While the

Access to portfolio-level data will become
the norm as institutional investors
including pension funds, increasingly
use portfolio-level data to manage their
own risk levels and for reporting to their
own home state regulator.
developed world has been at the forefront globe as more countries introduce will be criss-crossed with a network of
of this product reporting, increasingly DC pension plans. Tax Information Exchange Agreements,
Asia will follow suit as it is indirectly which entwine all of the major offshore
imposed to all jurisdictions through A consistent campaign of anti-tax financial centres into the global tax data-
peer reviews. avoidance measures, driven by the sharing arrangements.
OECD since the Base Erosion and Profit
By 2020, technology used by regulators Shifting (BEPS) report in 2013 will see Asset managers will have to build
may enable real-time access to the asset managers operating in a world extensive ‘Know your Customer’ and
investment portfolios of asset managers, where country-by-country reporting anti-money laundering (AML) systems in
either via asset managers or from of profits, tax paid and employee order to capture the key tax data needed
their administrators. Real-time portfolio numbers is the norm. to be able to deal with automatic tax data
data will be cross-referenced to provision, not only to the tax authority
market data and activity to support As part of the response to BEPS, many where the manager and the fund reside,
regulatory oversight of market conduct offshore financial centres will raise the but also to each tax authority where
and product appropriateness. bar as to the level of substance that is investors reside. Local AML rules will
needed within their jurisdiction in order include tax avoidance (and indeed aiding
Full transparency over investment activity to access double tax treaties (DTT); this tax avoidance) as a money laundering
and products will exist at all levels; process commenced with Mauritius offence, so asset managers’ customer
there will be nowhere for non-compliant and the Netherlands in mid-2013. handling teams will be required to be
managers to hide as regulatory, tax and This has shone the light on the level trained to spot and test for investor’s
other information’s reciprocal rights of substance and related profitability wealth to determine it has been
will extend across the globe. Access to that asset managers have in offshore generated by tax avoidance.
portfolio-level data will become the financial centres. In reaction to this, asset
norm as institutional investors including managers will increase cross-border Sadly, little progress will have been made
pension funds, increasingly use portfolio passports and reciprocities and will in aligning tax systems, so asset managers
level data to manage their own risk levels have to decide in which key locations will have to grapple with a huge jigsaw
and for reporting to their own they will have activities. This will puzzle of tax residency definitions for
home state regulator. result in a consolidation of the number potential investors, as well as different
of jurisdictions from which asset bases of taxation of investment income
This need for greater portfolio-level and capital gains in each jurisdiction.
managers operate.
transparency started with European
insurers under Solvency II, but will The concerns that pre-dated the arrival Portfolio-level disclosure, investor and
spread to the US and Asia. of FATCA in 2014–15 will turn to regulator reporting and tax information
acceptance as first the EU adopts a more exchange all demand huge capabilities
In 2013, Switzerland joined South for massaging fund data. These pressures
comprehensive regime of tax disclosure
Africa and other jurisdictions in requiring all add to the huge technology and data
under an updated EU Savings Directive,
pension funds to provide detailed focus and spend, which will be crucial for
and then some other countries or country
reporting to their home regulator. This asset managers in 2020.
groups follow the US to put in place their
requirement will spread across the
versions of FATCA. By 2020, the globe

AM 2020:
Gamechangers that will redefine
the industry
How can industry participants respond to the new world? PwC believes that there
The asset management are six powerful gamechangers that they will have to analyse and address in order
to capitalise on the opportunities this changing landscape presents.
industry will, as we have
set out, operate amid a We believe the six Gamechangers to be:
significantly changed 1. Asset management moves centre stage
landscape in 2020. 2. Distribution is redrawn – regional and global platforms dominate
3. Fee models are transformed
4. Alternatives become more mainstream, passives are core and ETFs proliferate
5. New breed of global managers
6. Asset management enters the 21st century

1
Asset management moves
centre stage
Historically, banks have dominated the financial landscape and have traditionally
Asset management has been innovators, as well as first movers. At the same time, insurance companies
have always enjoyed enviable asset flows, which have allowed them to create sizable
long been in the shadows captive AM divisions. Thanks to their sheer size and to their skills in lobbying, these
of its cousins in the institutions have had the ear of policymakers and have been able to have a voice in
the market structure and the political agenda.
banking and insurance
But their influence is expected to have diminished by 2020 and changing
industries. By 2020, it will demographics and markets will thrust the AM industry to centre stage. What will
have emerged definitively be the drivers of this shift in the balance of power?
from their shadows. First, regulation imposed in the wake of the global financial crisis (GFC) will
continue to provide a hindrance to the banks and insurers by forcing them to
abandon proprietary investing as well as other non-core businesses. The rising cost
of capital will severely curtail the ability of banks and insurers to provide and recycle
capital. We estimate that European banks alone have a capital shortfall of more than
$380 billion,8 amid the drive to deleverage. This will create a vacuum into which
asset management will step and place itself at the centre of efforts to reinvigorate the
world economy.
Second, as the world ages, retirement and healthcare will become critical issues
– as opposed to the looming concern of today. The speed of change over the next
generation is alarming: the old-age dependency ratio for the world is forecast to
reach 25.4% in 2050, up from 11.7% in 2010.9 Therefore, asset managers will need to
focus on longer term accumulation of wealth, and a broader mix of accumulation and
decumulation of their clients’ assets. As longevity rises, there will be a concurrent
increase in the costs of healthcare and AM clients will need to save more to pay for
healthcare, particularly in the US. Retirement is a particularly pressing issue in the
US, where 77 million Americans were born between 1946 and 1964.10
08 Source: PwC, De-leverage Take Two: Making a virtue of necessity, November 2013.
09 Source: ‘Old-age dependency ratios’, The Economist, 9 May 2009. Measures the number of elderly people
(65+) as a share of those of working age (15–64).
10 Source: Immigration Policy Center.

As the median age increases, there
Figure 10: Median age by region
will be a shift in portfolio allocations.
Customers will demand more fixed-
Age
income and income-generating assets; in
50 a recent PwC survey of asset managers,
45 low-risk yield products are the single
40 most important product type. But
demand for solutions-based products
35
tailored specifically for the retirement
30
market will grow rapidly. Retirees will
25 have increasingly disparate needs – some
20 will favour hobbies over healthcare,
15 some will favour spending over security
10
– so solutions and the allocation within
them will need to be tailored. While
5
these tailored products already exist in
0 the US and the UK, they do not exist in
2010 2015 2020 2025 2030 2035 2040 2045 2050
many other geographies. TIAA-CREF, for
instance, one of the largest retirement
–– Africa –– Asia –– Europe –– Latin America and the Caribbean –– Northern America
systems notes that average allocations to
Source: United Nations, Department of Economic and Social Affairs, Population Division,
World Population Prospects: The 2012 Revision, New York, 2013. life-cycle funds in the US rose from less
than 1% in 2005 to 22% by 2011.11
By 2020, most countries will offer
tailored retirement products, in some
Figure 11: Global urban and rural population trends and UN projections instances by law.
Population (billions)
Thirdly, asset managers can become
more important financial actors in
7 driving capital raising and deployment
required to meet the demands of
6
growing urbanisation and cross-border
5 trade. The world urban population
is expected to increase by 75% from
4 2010 to by 2050, from 3.6 billion to 6.3
billion. The urban profile in the East
3
will see many more ‘megacities’ emerge
2 (cities with a population in excess of 10
million). Today’s 23 megacities will be
1 augmented by a further 14 by 2025, of
which 12 will be in emerging markets.12
0
1950 1970 1990 2010 2030 2050
–– Urban –– Rural
Source: United Nations, Department of Economic and Social Affairs, Population Division,
World Population Prospects: The 2012 Revision, New York, 2013.
11 “Trends in Premium and Asset Allocations by TIAA-CREF Participants: 2005 – 2011,” TIAA-CREF Institute
Research Dialogue #112, 2013.
12 Source: United Nations, Department of Economic and Social Affairs, Population Division (2012). World
Urbanization Prospects: The 2011 Revision.

In a recent PwC survey of asset managers, low-risk yield products
are the single most important product type. But demand for
solutions-based products tailored specifically for the retirement
market will grow rapidly.
This will create significant pressure on

infrastructure. According to the OECD,
$40 trillion needs to be spent on global
infrastructure through 2030 to keep
pace with the growth of the global
economy. Some policymakers appear to
have grasped the nettle: in Europe, after
considerable debate, the European Long-
Term Investment Funds (ELTIF) initiative
was finally crafted in 2013, helping
European asset managers to invest
in infrastructure. But infrastructure
investing will be disproportionately
invested in emerging markets and
emerging market asset managers have
recognised this and already started to
focus on it.
Fourth, asset managers will be at the

centre of efforts by SWFs to deploy and
diversify their huge pools of assets.
Approaches to the SWF market will
evolve, becoming more sophisticated
and more targeted. The rapid growth
of SWF assets will provide a ready pool
of assets to tap; however, the winning
asset manager will need to focus on the
different needs and types of SWFs. They
have diverse objectives, cultures, time
horizons and risk appetites – specialist
information on individual SWFs is The AM industry needs to further
already sought by asset managers who develop trust within the broader
aspire to be successful and established in community and this starts with ensuring
this space by 2020. this community understands what
AM stands for and how it works. Asset
There is a clear opportunity for asset
managers are not quasi- (or shadow)
managers with sustainable, long-term
banks. They will need to demonstrate
capabilities to benefit from these trends.
that they can serve the requirements
We believe that asset management
of their clients by being client-centric,
will, by 2020, be widely viewed as
and of the broader economy by acting
an important part of the solution to
at all times in the best interest of clients
the considerable challenges faced by
and facilitating capital flows and capital
policymakers and the public alike. To
allocation in the economy.
benefit from the long term capabilities
the industry offers, individual firms
will need to engage openly with
policymakers and regulators alike.

The regulatory and public backlash Trust will also be derived from the
following the GFC has shown how creation of best practice governance
The asset management weak the industry was in being able regimes in which conflicts of interest
industry needs to further to effectively message its position. It is are genuinely and demonstrably well-
only in the last couple of years that we managed, or eliminated altogether.
develop trust within have seen asset managers outside the Policymakers, standard setters and
the broader community US invest in teams focused on policy and investors will emphasise trust and will
societal usefulness. Many firms remain seek to reduce instances of conflicts of
and this starts with hampered either by underinvestment interest. This will change the manager–
ensuring this community in such teams or by the sharing of client compact: asset managers will need
understands what asset such teams within a broader group to actively manage the expectations gap
and resultant dilution of messaging. between customers’ short-term desire
management stands for The industry by 2020 will increasingly for performance and the natural shift to
and how it works, as well focus on articulating its purpose, but on longer term assets such as private equity
broader messaging and PR campaigns and infrastructure. Efforts to educate
as the duty of care to ensure the community at large ‘gets will show the greater social purpose of
it practises on behalf us’ and views the industry as part of the the industry.
solution rather than part of the problem.
of investors. To achieve this will mean greater
The approach to achieving this should be investment in government and
based on firm, identifiable actions. These regulatory policy teams and associations
actions should start with a concerted at the regional level, or even better,
effort at both the industry and the firm global level, and a clear and well-
level to cultivate relationships with signalled focus on investor alignment of
policymakers and the greater public interest and transparency. Transparency
through the press. This means staying and alignment of interest will apply
close to decision-makers and the media. to portfolio management, product
Local expertise and market intelligence governance and distribution.
are imperative to better understand
regions, investor needs and geopolitical Asset management will become more
issues. Success requires considerable set- proactive by 2020 as the industry learns
up time talking to investors, distributors, to systematically deliver the message
regulators and politicians outside of the that it provides, enduring social value
home market. This creates challenges alongside strong investment returns.
as the AM industry is more fragmented This message will be targeted broadly –
than many others and has many players. beginning with clients and extending to
It is particularly important to devote national and pan-regional levels.
resources for dealing with governments The perception that AM is secondary
in regions away from one’s traditional to banks and insurers will have largely
centre of business, since they will faded by 2020 and, through its
become important potential investment efforts, the industry will be viewed
partners. Close cooperation can also as distinct and not as an adjunct to its
help mitigate any protectionist measures close relations.
imposed by individual countries which
view outside asset managers as a
potential threat.

Messaging will need to be systematic and consistently focused on the value the industry brings. This will change the way that the
industry approaches the media. A 2020 asset manager earnings’ release could for instance read as follows:
Press Release – InvestmentCo earnings’ announcement
For immediate publication January 7, 2020

Despite another challenging year in the financial markets, our focus on both our investors and the broader community has
continued to be repaid many times over as new inflows totalled over RMB278 billion. Our launch in 2014 of our retirement
solutions’ range has led to us providing an average annualised return of over 5% net of fees to nearly 70 million retirees
within the EMEA and South East Asian regions. Our innovative fee structure designed for the long-term horizons of such
investors and enabled through technology continues to be a key success factor in this story. Our Real Assets arm has now
established relationships with 24 cities from Panama City to Phnom Penh and has been hugely successful in working with
these cities by funnelling over RMB140 billion of public and private investment into sustainable projects since 2015. This
investment both serves the communities and provides a satisfactory yield to our investors. In particular, our projects in
Laos and Guatemala have enabled the provision of low-rent housing and basic water and power provision to over 4 million
people over the past 18 months. Our core asset solutions business remains key to our broader success, owing to our ability
to provide diverse solutions to our mass affluent and high-net-worth clients. This has led to strong growth of over RMB20
billion and we have expanded our distribution to 17 more territories over the past 15 months through a variety of local
partnerships. Effective risk management is at the heart of what we provide across our investor universe and is tailored to
the individual needs of the investor as well as taking into account our social and macroeconomic impact. Finally, we were
proud to have been instrumental in working with the governments of Ghana and Paraguay to establish their new state-
sponsored pension regimes and look forward to supporting their growth by expanding our retirement solutions’ range to
meet their specific needs. Overall, our continued commitment to both our clients and the broader social agenda has enabled
us to return a healthy 5% in dividend yield to you – our shareholders – while enjoying a steady growth in our underlying
stock price of 3% above the industry average.
About InvestmentCo
InvestmentCo is an independent asset management firm responsible for the investments and savings of over 100 million
individuals and institutions across the globe. We currently manage RMB14.3 trillion in assets ranging from passive
mandates to real assets and private equity. Our core philosophy remains that of better serving our investors and the broader
community in order to better serve our shareholders.

2
Distribution is redrawn –
regional and global platforms
dominate
The US will most likely not be a part of these efforts as it continues to adhere to its
By 2020, four distinct existing investment company regulatory model. Reciprocity within the four regions
will facilitate far greater global distribution opportunities for AM firms. While inter-
regional fund distribution block linkages will begin to form, they will be rare until after 2020.
blocks will have formed So how will these blocks form and linkages between them develop?
which will allow products
First, there will be far greater regulatory integration within the Greater China bloc
to be sold pan-regionally. including China, Hong Kong and Taiwan. The Hong Kong–China mutual recognition
These are: North Asia, will be fully established and the framework will have been adjusted to enable flexible
product with retail distribution from Hong Kong into China. Taiwan will also have
South Asia, Latin joined the link-up.
America and Europe.
In South-East Asia, the ASEAN countries’ efforts to create a structure that allows
As these blocks form recognition of mutual funds in all countries of the region will be well-established by
and strengthen, they 2020. The original ASEAN platform of Singapore, Thailand and Malaysia will now
include Indonesia, the Philippines and Vietnam, all emerging countries with large
will develop regulatory numbers of wealthy middle-class investors.
and trade linkages with Both the North Asia and South Asia regions will, by 2020, have created initiatives
each other, which will that facilitate cross-selling of investment funds. The APEC Asia Funds Passport
initiative will be in existence, with the first fund launched in 2016 by the founding
transform the way that members – Australia, New Zealand, Singapore and Korea. By 2020, other countries
asset managers view such as Japan will have come into the fold. As a result, the regional cross-border
fund passporting regimes will by 2020 have started to enter interregional bilateral
distribution channels. agreements, paving the way for an integrated passport at a quasi-global level and
allowing asset managers to distribute products across Asia.
At the same time, most of Latin America will have agreements that allow funds
established in one country to be distributed in another without the need for full
registration – and all the expense and resource this entails.
Meanwhile, the UCITS structure, which binds the European investment landscape
will continue to gain traction within Europe and in Asia and Latin America, where
it has already established strong roots. Reciprocity between the SAAAME markets
and Europe will be developing quickly by 2020, building on the reciprocity of the
AIFMD model, which allows non-EU alternative funds to be distributed in Europe.
Already by 2013, 70 memoranda of understanding for AIFMD had been signed by the
European Securities and Markets Authority.

The move to regionalisation will not The huge global platforms that will
result in the immediate creation of fund be created may be unwieldy and also
flows. The recognition and adoption involve considerable concentration in
of global platforms will be slow but small locales. But this will be balanced
steady. UCITS, which is the only regional by the benefits of scale and speed to
platform that currently exists, saw assets market for new products. Managers
rise steadily rather than spectacularly in will need to determine early which
the early years. Since the introduction jurisdictions to focus on to establish their
of the Directive in 1988, UCITS have platforms and the product set which
grown to 41% of total assets managed should be aligned to each.
in Europe and above 50% of net sales13.
It is likely that other investment funds Asset managers will require boots on the
will benefit from this precedent in terms ground because a rapport will have to
of cross-border or global distribution. be established with policymakers and
So Europe has an opportunity to open standard setters in every jurisdiction
itself up to greater flows by 2020 and it of operation. Although there will be
is to be hoped that regulation does not greater linkages at a regulatory level
focus on protectionism in the meantime. between many countries and regions,
Although, this concern exists in 2014, due to pressure from international
we do not feel it will materialise in the standard setters, regulators will
longer term. remain idiosyncratic in some areas.
The types of employees required by
Beneficiaries in these burgeoning asset managers for these roles may be
linkages will be territories that can different from those currently operating
demonstrate a framework of long-term in foreign jurisdictions. The soft skills of
stability and commitment to serving diplomacy and cultural knowledge and
an international fund industry. This understanding will be as important as
is likely to be the so-called gateway traditional functional skills.
locations of Ireland, Luxembourg
and, increasingly, Hong Kong and The scale of opportunity combined
Singapore. They are small enough to with increased cross-border access will
ensure a limited domestic agenda and provide the backdrop for a number of
have demonstrated a proven focus fast-growing SAAAME-based competitors
on providing experienced resources to emerge and not only take on the
to service the industry. In a world of global managers in SAAAME regions, but
increasing focus on systemic global risk, in developed markets too. As AM moves
however, the price of such a position will centre stage, a great many players will
be greater scrutiny by foreign regulators. seek to get in on the act.
We will also see some of the traditional
offshore locations, such as Cayman or
the Antilles, retool themselves as secure
and regulated jurisdictions, and then
potentially accessing the Mercosur block.
Traditional AM hubs, such as London,
New York, Frankfurt, and Paris will
continue to dominate the management
landscape, but this will begin to change
as a new centre of AM will emerge with
the shift in global assets.
13 Source: EFAMA.
3
Fee models are
transformed
By 2020, virtually all major territories with distribution networks will have
Most markets today introduced regulation to better align interests for the end-customer, and most
will be through some form of prohibition on having the asset manager allocate to
operate with a model distributors as evidenced in the UK’s Retail Distribution Review (RDR) and MiFID II.
that embeds distribution This will increase the pressures of transparency on asset managers and will have a
substantial impact on the cost structure of the industry.
and management fees in
RDR was conceived back in 2006, based on a ‘fair deal’ for retail investors to provide
some shape or form and greater transparency and value-to-cost for the customer. Implemented in the UK
misaligns distributor in December 2012, RDR was designed to end the potential conflict of interest that
objectives with those of arose when investors used independent financial advisors to source funds. The UK
regulator believed some of these advisers were directing their clients to funds that
the investor. This may be would provide the largest commissions for the advisers. In short, investors were
through embedded fee not necessarily receiving the best investment advice. The new regulation increases
transparency by making firms outline the fees that an adviser is charging a customer.
arrangements, such as in
RDR is now spreading, particularly in Europe, but also in other regions. Versions of
Europe or front-end fees RDR have already been created in India and Australia, and are in the process of being
as in Japan. created in Switzerland, Germany, Italy and South Africa. We believe by 2020, RDR
or similar regulation on fee models and the related disclosures will apply to all major
markets including Asia.
The main implications for fund managers of this shift are:
• Investment firms will increasingly use different models for the mass affluent – it
will simply be too expensive for many firms to service retail investors, so they will
offer more self-directed services. They will instead move up the curve to wholesale
platforms and HNWIs.
• The mass affluent market will become increasingly self-directed, which will
benefit online direct retail platforms.
• It will drive a lower cost model across the AM spectrum, since a whole raft of
commissions will be taken out of the structure.
• The absence of distribution commissions based on a management fee will

eliminate any incentive for distributors to sell products with high-expense ratios
that have no incremental value, further opening up the market for passive and
other low-cost products, such as ETFs.

• Simple-to-explain products will Regulators may push on from RDR and In many countries, these reforms are
benefit as advisers spend less time regulate fees in their entirety. In India, directional in nature, with greater
explaining strategies. a cap already exists and in the UK, the specificity expected in the years ahead.
Financial Conduct Authority is currently However, the message is clear: cost
• Solutions that are demonstrably
carrying out a review of fee levels. The matters; transparency is key; and
targeted to investor needs will
European Parliament recently suggested the firms who adapt quickly to this
become the norm as advisers and
creating a pan-European observatory of environment will be among the
managers work together to provide a
fund fees. While regulators are already winners in 2020.
compelling overall value proposition.
starting to compare and cooperate, by
This will provide an opportunity for
2020 there could be full-scale ‘contagion’
alternatives managers to participate
and a global regulatory consensus could
more broadly in the DC market and
well be underway. With the unbundling
retail marketplace, as they will be the
of the value chain for products, asset
alpha engines, albeit at a reduced fee
managers will see decreased margins,
from their historical levels.
placing the emphasis on scale and
• Increased focus on financial operational efficiencies.
education initiatives, both as a means
for managers to establish brand
and for distributors to explain the
value of advice.

4
Alternatives become more
mainstream, passives are
core and ETFs proliferate
Alternative and passive assets will grow considerably faster in the lead-up to 2020,
Traditional active to become more significant components of portfolios. By 2020, both alternatives and
passive products will represent 35% of total assets managed by the industry.14 We
management will continue consider passive investments to include exchange-traded funds and other index-
to be the core of the tracking schemes. Alternative investments primarily include hedge funds and hedge
fund-like products, private equity funds and real estate investments.
industry as the rising tide
of assets lifts all strategies Passive investments to reach $22.7 trillion by 2020
The increased share of passive investments will be driven by both institutional and
and styles of management. retail investors’ demands.
But traditional active The separation between alpha and beta currently observed in the industry will
management will grow further accelerate as investors increase their investment allocation towards passive
products in search of low management fees and broad beta market exposure.
at a less rapid pace than
passive and alternative An analysis of the top 10 global asset managers over the past five years confirms this
trend, with Vanguard showing the most significant growth during the past years with
strategies, and the overall its emphasis on passive products. It is followed by BlackRock, which has derived the
proportion of actively dominant part of its growth from iShares.
managed traditional
Figure 12: Share of active, alternative and passive within Global AuM
assets under management
will shrink. AuM 2012 (USD trn) AuM 2020 (USD trn)
7.3
66.0 22.7
50.2
11%
6.4
22%
10%
13%
79% 65% 13.0
n Passive n Alternative n Active

14 Source: PwC analysis based on Hedge Fund Source: PwC analysis. Past data based on ICI, Lipper, Hedge Fund Research, Preqin, The City UK
Research, Preqin, ICI, Lipper, Towers Watson and Towers Watson.
and The City UK data.

The increasing use of the core-satellite
Figure 13: Global passive investments AuM projection for 2020
allocation, bridging active and passive
exposures, will provide investors with
Passive investment estimation in USD trn = CAGR
better transparency for performance
attribution through clear isolation of 25
22.7
alpha and beta.
20 15.2%
Arguably, there has been a barrier for
the active managers because of the 10.5
regulation from RDR and MiFID II in 15 11.1%
Europe; therefore, passive strategies
are likely to be boosted as ex-US regions 10 25.7%
catch up with the US. Growth in passive 7.3
will also be driven by bans and cost 4.3 3.4 12.2
5 15.0%
transparency through regulation and, 2.2 2.0
eventually, investors’ desires, along 1.0 3.9 15.4%
1.2 2.3
with the trend towards more widely 0
diversified portfolios, which pursue 2004 2007 2012 2020
greater return with reduced volatility.

n Mandates n Investment Funds
In addition, new uses for ETFs will Source: PwC analysis. Past data based on ICI and Lipper.
develop as the level of product
sophistication continues to increase. For
example, institutions will increasingly
use them to achieve specific asset class
or geographic exposures, while retail
investors will employ ETFs as a lower Most global fund managers will have significant ETF offerings by
cost alternative to both active and 2020 to service the huge and growing demand. These offerings will
passive mutual funds and UCITs. encompass both passive and active strategies, and will also service
The growth of passive strategies will the need for swift market access to alternative strategies.
also be fuelled by new innovations in
this space, such as factor investing.
According to Morgan Stanley Capital Alternative investments to Uncertainty about the pace and
International (MSCI), factor investing reach $13 trillion by 2020 amount of state intervention creates
represents a genuine ‘third way’ between A wider range of investors including disproportionate opportunities and
active and passive, which will continue retail will be able to access alternatives impacts, and it slows the overall
to grow in popularity. Factor investing investments as regulators allow specific economy and bank activities including
will ‘cross over’ from the realm of active regulated vehicles – such as alternative lending. When the rules are changing,
managers, through highly sophisticated UCITS in Europe and alternative mutual many investors tend to withdraw,
institutional passive investors, and into funds in the US – to be more widely while those with higher risk tolerances
the mass-market retail space. distributed. Alternative asset classes will place bigger bets. This creates a chasm
feature more prominently in institutional that separates winners and losers.
Most global fund managers will have Institutional investors will exploit the
significant ETF offerings by 2020 to as well as retail portfolios, especially in
developed markets. In particular, their illiquidity premium, many of them enjoy,
service the huge and growing demand. by increasing allocations to alternatives
These offerings will encompass both growth will be driven by the HNWI and
SWF markets, while the traditional DB with illiquid risk-return profiles.
passive and active strategies, and will Alternative assets are expected to grow
also service the need for swift market plans, foundations and endowments
modestly increase their commitments. by some 9.3% a year between now and
access to alternative strategies. They 2020, to reach $13 trillion.
will likely provide higher margins to The demand for greater alpha will
firms, given that ETFs have much lower broaden the proportion of alternatives
operational costs. by DC pension funds as well.

Alternative assets will – with few
exceptions – be regulated. No alternative
structure, no matter what the
distribution channel, will be allowed to
operate outside the regulators’ purview.
In some parts of the world, alternatives

will effectively move into the mainstream
to the extent that the term ‘alternative’
may no longer remain in common usage
by 2020. Alternatives will become part
of the toolset employed in retail products
as investors seek strategies with the
prospect of alpha and protection against
downside risks. However, a blow-up
in illiquid assets that affects retail
investors could lead to a backlash and a
retrenchment of this trend. Regulators
in Europe and Asia are already watchful.
The industry will provide more
education on alternatives to convey the
message that the time horizons for such Figure 14: Global alternative assets projection for 2020
investments are generally long and the
natural progression of performance is Alternative Investment in USD trn = CAGR
sometimes slow and not as visible as
traded investments. 16
14 13.0
12
10 9.3%
8 3.8%
6.4
6 28.5% 5.3
4
2.5
2
0
2004 2007 2012 2020
Source: PwC analysis. Past data based on Towers Watson, Preqin, The City UK and Hedge Fund Research.
Alternative assets will – with few exceptions – be regulated. No

alternative structure, no matter what the distribution channel, will
be allowed to operate outside the regulators’ purview.

5
New breed of global
managers
The fundamental drivers of this new breed of managers are:

2020 will see the • The creation of new regional blocks and new fund platforms to service those
emergence of a new breed blocks will place the emphasis on cost, scale and efficiencies as never before.
The ability to streamline and integrate processes will be critical to global success.
of global managers, one
that will have highly • Economies of scale will become more important. Some of today’s large global
managers will become mega-managers, with a foot in all geographies and
streamlined platforms, channels. Similarly, some of today’s larger alternative managers will become large
targeted solutions for the global managers in their own right with full service alternative product offerings
and distribution channels.
customer and a stronger
and more trusted brand. • The drive to achieve scale will be given further impetus as fee unbundling is rolled
out across the world. Many regions will see a decline in the number and power of
These managers will intermediaries who rely on commissions, so asset managers will have to develop
not only emerge from or expand their own distribution capabilities through alliances with fee-only
distribution channels. This will also allow the asset manager to be closer to the
the traditional fund end-customer.
complexes, but from • Branding will play a major role in the desire to achieve greater scale. Brand will
among the ranks of large not just be important for asset gathering, but also for their own capital raising.
The mega-managers of 2020 and beyond, as well as those firms that aspire
alternative firms, too. to be mega-managers, will need to regularly tap capital markets to fund their
expansion. In order to do this, they will need brands that are recognised in all the
major markets.
• Similarly, large alternative managers that aspire to global growth will need to fund
their expansion by tapping the capital markets, or through strategic relationships
with others. Their global brands won’t need to achieve the same global awareness
as the mega-managers, but will still need greater recognition in the major markets
and through major distribution channels.

Strong branding and investor trust in 2020 will only be achieved
by those firms that avoid making mistakes that attract the ire of
investors, regulators and policymakers.
• Few if any asset managers have Managers in the avant-garde of the

created brands that are well-known in new breed will have a number of
both developed markets and SAAAME characteristics in common:
markets. This is in stark contrast
to the banking, consumer and • Attracting and developing talent will
automobile sectors. The emergence of be at the forefront of their efforts to
a mega-manager model will provide retain and enhance their competitive
the opportunity for a number of asset position. Talent development
managers to establish brands that initiatives will continue to have a key
will become known and trusted in role and will have evolved by 2020
all jurisdictions. to include innovative recruitment
techniques with extensive use of social
• Strong branding and investor trust in media in pursuit of diverse skill sets.
2020 will only be achieved by those They also will need to successfully
firms that avoid making mistakes partner with universities to tailor
that attract the ire of investors, learning for the particular skill sets
regulators and policymakers. This needed for successful careers.
emphasises all office functions: front,
back and middle, demanding an • The most forward thinking firms will
increased focus on investor reporting start now to recruit local teams in the
and transparency – accuracy, key emerging markets – building and
completeness and valuation, by way of integrating them into the organisation
third-party assurance – and country- before potentially redeploying them
by-country reporting. In addition, in their original territories as new
firms will make use of state-of-the- distribution strategies are executed.
art technology that helps to identify, For instance, regional hubs will be
segment and retain key clients (see used to attract and nurture talent in
section 6). Africa or China for training future
risk and portfolio managers, as well
• The shift to scale and the mega- as regional heads of distribution,
manager model will also be driven compliance and policy.
by global regulation, which will
provide a powerful barrier to entry • Remuneration models will be more
to smaller firms. However, market aligned with investor needs rather
structure will still leave room for than those of the firm. For example,
local market specialists, spanning a manager running a portfolio for
traditional, alternative and hybrid a pension fund and also a portfolio
managers, who may or may not for HNWIs will have distinct
partner with the mega-managers. compensation structures. Their
There will always be a place for best- compensation relating to the pension
of-breed specialist firms with deep fund may be a high base salary
domain and asset class expertise. with uplift for sustained return and
However, the gap between these reduction for excessive risk, while
specialist firms and the mega- their compensation for the HNWI
managers, which compete channel may be a (relatively) lower
everywhere on everything, will base with a bigger uplift for short-
widen dramatically. term return. Overall, remuneration
of managers will be more transparent
and a key part of the sales process

and ongoing investor communication.
Investors will recognise and
understand how their interests are
aligned to those of the manager. In
addition, non-financial performance
will be increasingly important.
Firms will evaluate and incentivise
employees in pursuit of customer
satisfaction, quality of service,
team pursuit of opportunities and
innovative thinking.
• Across the firm, there will be the

flexible use of technology allowing for
economies of scale, specialisation of
needs and improved reporting. The
outsourcing revolution that will take
place among SAAAME asset managers
will lead to the emergence of large
SAAAME-based asset servicers. These
groups will start to challenge existing
global service providers from 2020
onwards.
• The trust of the general public must

be regained by asset managers. They
will have to articulate the social
impact of the value that they are
providing for all customers. This
includes providing specific examples
of the impact of their investments in
the areas such as sustainability social
policy and retirement advice.
Firms will evaluate and incentivise employees in

pursuit of customer satisfaction, quality of service,
team pursuit of opportunities and innovative
thinking.

6
Asset management enters
the 21st century
The demand for a seamless, integrated and tailored solution for each customer will
Asset management is drive technology for asset managers in the future. There will be an emergence of
strategic technology activities, and by 2020 most global asset managers will have
a virtual business, but hired a chief digital officer (CDO) to lead these activities. Already, we have recently
operates within a relatively seen such appointments at a number of the top AM firms.
low-tech infrastructure. Currently, 40% of asset managers are not actively involved in social media, other
than hosting a website.15 Technology in the form of social media, mobile phones and
By 2020, technology will other devices will be pivotal in the collection and location of behavioural information
have become mission- that can be harnessed by asset managers to create appropriate products and reach
critical to drive customer more clients. At the moment, firms are adopting social media – the next step is social
listening. Through social media, firms will, in 2020, be able to identify an emerging
engagement, data mining client need through data mining and from what they see and hear in social media,
for information on clients then offer timely products and services. This can be achieved through the creation of
a digital intelligence infrastructure, which includes monitoring, dashboards, process
and potential clients, flows and integration into CRMs. The desired result is: more leads, more qualified
operational efficiency, leads and deeper engagement with existing leads, resulting in a tailored product for
the end-client.
and regulatory and tax
Big Data will become more important for asset managers to better understand their
reporting. At the same customers and align products, pricing, risk and financial data to smooth the flow
time, cyber risk will of information to the AM firm’s leadership and sales’ functions. The global cloud
computing market, for instance, will grow from $41 billion in 2011 to more than
have become one of the $241 billion in 2020.16 The influence of the retail sector, which has long understood
key risks for the industry, the importance of Big Data in responding to clients’ preferences, will pervade the
ranking alongside AM sphere.
operational, market and Asset managers will consistently deliver more operationally efficient organisations.
Technology will play a key role in cost efficiency by 2020, providing stronger investor
performance risk. management and CRM capabilities. With the increase in global access there will
be pressure on technology systems to provide accurate and timely information,
while meeting security and privacy needs. Technology will have the flexibility and
breadth to enable investor reporting as well as disclosure accuracy and completeness
for investors, regulators and tax authorities. This will facilitate compliance with
the plethora of overlapping tax and regulatory reporting requirements we will
15 PwC, #Social Media Studies, Asset Management in the Social Era, June 2013.
16 Source: Forrester, Information Archiving And Governance: A Market In Transition, August 2012.

It is not impossible to imagine
mergers and joint ventures
between asset managers and
vendors. Cloud computing
can significantly reduce fixed
technology costs, particularly
as security concerns over
cloud computing are assuaged
over time.
see emerge over the next few years. resource risks and the scarcity of the knowledge and influence with banking
Technology is a necessary cost, natural resources in particular. As these alliances to provide compelling AM
reducing overall AM costs to AM firms, risks become more material to the clients propositions. A social media firm such as
particularly when using outsourced of AM firms, so AM firms will focus on Google, Facebook or Twitter or product
technology solutions. For service them too. Going forward, AM firms will providers such as Apple (through iTunes)
providers, the competitive landscape will begin to consider natural resource risks or Amazon could, for example, provide
be red hot by 2020. Only those providers in the same way as other risks they face. front-office services, and partner with, or
with the best technology offerings even buy, a back-office servicing firm to
and with the scale to keep investing to The demand for scale will attract large create an integrated AM structure.
develop new offerings will survive. and pervasive companies that currently
operate in other sectors. In China, this Overall, there will be a significant
With fees under pressure and new development is already evident. focus on technology by 2020 to make
performance uncertain, creating the In 2013, Alipay launched an online the best use of data and provide new
optimal infrastructure for front and money market fund, Tu’E Bao that now product solutions that are both tailored
back offices will be critical. This is makes Tianhong Asset Management Co. and interactive.
likely to involve closer integration with the second largest asset management
vendors and the technology to plug company in China. It was successful,
and play with a number of vendors. It is in part, due to the strong trust of the
not impossible to imagine mergers and general public, to being an affiliate of a
joint ventures between asset managers technology company and to providing a
and vendors. Cloud computing can tailored product.
significantly reduce fixed technology
costs, particularly as security concerns In a recent PwC survey, more than a
over cloud computing are assuaged quarter of asset managers were not sure
over time. whether the use of mobile technology
for distribution or communication would
Risk products focused on avoiding play a critical role in their business. We
reputational risk, in particular, will grow believe that the expectation gap between
from being fringe strategies to material customer needs and asset managers’
components of the portfolios of many slow take-up of technology could provide
institutional investors – particularly opportunities for further new entrants to
pension schemes and endowments. come into the industry. The most likely
There will be a steady change in product source of disruption will come from
demand and investment policies, due to social media or technology companies,
increasing consciousness about natural which may combine their reach,

A shared vision:
Wei and the asset management
industry
The coming years will bring the industry higher volumes of assets than ever before
Will Wei achieve her and this confers a responsibility on firms to manage these assets to the best of their
collective ability. Asset managers must clearly outline their value proposition to
dream of building a customers while being fully transparent over fees and costs. Educating Wei in the
portfolio that will enable products and solutions that exist and then showing her how to combine them in a
portfolio will be critical to the mission. Equally, tailoring solutions to her specific
her son to study abroad? needs will be crucial to maintaining her trust and for her specific needs.
We cannot know In short, asset managers must both create positive social impact and deliver the
for sure. But we do know message that they are a force for good to investors and policymakers. The efforts
that Wei and millions required to satisfy investors and policymakers cannot be left to others.
like her around the world Equally, each asset manager must recognise the changing landscape and be ready
to actively embrace change in order to meet investors’ needs and to be successful.
depend on the asset Asset managers should consider each of the gamechangers above separately, but
management industry also recognise that they are interconnected. The response to them will require
considerable thought in order to create great strategy – there is no silver bullet to
to help them fulfil their building the successful asset manager of 2020 and beyond.
ambitions. The industry
The successful asset managers of 2020 will have already started to shape their
must respond to their responses to some or all of these gamechangers. Those that develop coherent
ambitions and needs. strategies and act with integrity towards clients over the coming years are
likely to build the brands that are not only successful in 2020, but that are still
trusted in 2020.

Asset Managers must create both positive social impact
and deliver the clear message that they are a force for
good, to investors and policy makers.

Contacts
If you would like to discuss any of the issues raised in this Report in more detail, please
speak with your usual PwC contacts or anyone listed below.
Editorial Board
Barry Benjamin Robert Mellor João Santos
Partner Partner Partner
PwC (US) PwC (UK) PwC (Brazil)
[email protected] [email protected] [email protected]
+1 410 659 3400 +44 (0) 20 7804 1385 +55 (00) 3674 2224
Ilse French Andrew O’Callaghan John Siciliano

Partner Partner Managing Director
PwC (South Africa) PwC (Ireland) PwC (US)
+27 (11) 7974094 +353 1 792 6247 +1 646 471 5170
Marie-Anne Kong Justin Ong Alex Wong

Partner Partner Partner
PwC (Hong Kong) PwC (Singapore) PwC (China)
+852 2289 2707 +65 6236 3708 +86 (21) 2323 3171
John Parkhouse Dariush Yazdani

Partner Partner
PwC (Luxembourg) PwC (Luxembourg)
[email protected] [email protected]
+352 49 48 48 2133 +352 49 48 48 2191
Gamechanger sector leads

Asset Management moves Fee models are transformed New breed of global managers
centre stage David Brown John Stadtler
Paula Smith Partner Partner
Partner PwC (UK) PwC (US)
PwC (UK) [email protected] [email protected]
[email protected] +44 (0) 7725 704549 +1 617 530 7600
+44 (0) 20 7212 5409
Alternatives become more Asset Management enters the
Distribution is redrawn – mainstream, passives are core 21st century
regional and global platforms and ETFs proliferate Keith Jackson
dominate Mike Greenstein Partner
Jose-Benjamin Longree Partner PwC (US)
Partner PwC (US) [email protected]
PwC (Luxembourg) [email protected] +1 646 471 8952
[email protected] +1 646 471 3070
+352 49 48 48 2033 Andrew O’Callaghan
Partner
PwC (Ireland)
[email protected]
+353 1 792 6247

PwC helps organisations and individuals create the value they’re looking for. We’re a network of firms in 158 countries with more than 180,000 people who are
committed to delivering quality in assurance, tax and advisory services. Tell us what matters to you and find out more by visiting us at www.pwc.com.
This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the
information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or
completeness of the information contained in this publication, and, to the extent permitted by law, PwC does not accept or assume any liability, responsibility or duty of
care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.
For more information on the Global Asset Management 2020, Marketing programme, contact Maya Bhatti at [email protected]
www.pwc.com/assetmanagement
© 2014 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity.
Please see www.pwc.com/structure for further details.

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Amid unprecedented economic turmoil and regulatory change, most asset

Asset Management 2020

The landscape in 2020: 6

PwC Asset Management 2020: A Brave New World 3

4 PwC Asset Management 2020: A Brave New World

PwC Asset Management 2020: A Brave New World 5

6 PwC Asset Management 2020: A Brave New World

1 PwC analysis based on IMF predictions to 2018.

PwC Asset Management 2020: A Brave New World 7

Products 2004 2007 2012 2020 (estimated)

Global AuM 37.3 59.4 63.9 101.7

of which mutual funds 16.1 25.4 27.0 41.2

of which active investments 15.1 23.3 23.6 30.8

of which passive investments 1.0 2.0 3.4 10.5

of which mandates 18.7 28.8 30.4 47.5

of which active investments 17.6 26.5 26.6 35.3

of which passive investments 1.2 2.3 3.9 12.2

of which alternatives 2.5 5.3 6.4 13.0

Figure 2: World Nominal GDP

Source: IMF and PwC analysis.

8 PwC Asset Management 2020: A Brave New World

Global AuM growth will be driven by pension funds, HNWIs

Figure 3: Client AuM USD Trillion

Clients 2004 2007 2012 2020

Pension funds 21.3 29.4 33.9 56.5

Insurance companies 17.7 21.2 24.1 35.1

Sovereign Wealth Funds (SWF) 1.4 3.3 5.2 8.9

HNWI 37.9 50.1 52.4 76.9

Mass affluent 42.1 55.8 59.5 100.4

PwC Asset Management 2020: A Brave New World 9

new SWFs with diverse agendas and 16.8% 16.2

3 HNWI are defined as those having wealth of USD 1 million or more.

10 PwC Asset Management 2020: A Brave New World

Figure 6: Global mass affluent wealth projection by region for 2020

Mass affluent wealth in USD trn = CAGR

55.8 59.5 10.1%

n North America n Europe n Asia Pacific n Latin America n Africa

Mass affluent clients and The global middle class is projected to

PwC Asset Management 2020: A Brave New World 11

There has been a rapid accumulation of 32.5%

close to $57 trillion by 2020 40 11.3%

persist for the balance of this half- 0

12 PwC Asset Management 2020: A Brave New World

PwC Asset Management 2020: A Brave New World 13

Why do we think this?

7 Source: Celent, Wealth Management Spending A Global Perspective, Oct 2012.

14 PwC Asset Management 2020: A Brave New World

PwC Asset Management 2020: A Brave New World 15

Alternative Investment Fund Managers Directive (AIFMD), Undertakings for

16 PwC Asset Management 2020: A Brave New World

PwC Asset Management 2020: A Brave New World 17

3. Fee models are transformed

5. New breed of global managers

6. Asset management enters the 21st century

18 PwC Asset Management 2020: A Brave New World

PwC Asset Management 2020: A Brave New World 19

20 PwC Asset Management 2020: A Brave New World

This will create significant pressure on

Fourth, asset managers will be at the

1 PwC analysis based on IMF predictions to 2018.

3 HNWI are defined as those having wealth of USD 1 million or more.

• The absence of distribution commissions based on a management fee will

• Few if any asset managers have Managers in the avant-garde of the

• Across the firm, there will be the

• The trust of the general public must