Targeted global development? new dilemma: This article explores the topic in depth.
Meanwhile,
Targeted global development? However, new dilemma:
Fortune managers must segment their customers according to geography. Furthermore, but also according to mentalities, values and stages of life. Moreover,
Switzerland’s global reputation in wealth management is based on three pillars: discretion, stability and expertise. Consequently, But as wealth creation becomes more fragmented. In addition, international and dynamic, the managers must face a major strategic question: should they bet on an advanced regional specialization or expand their horizon to seduce a more global customers?
The most efficient managers today do not choose between one or the other. Nevertheless, They do both – and do it in a thoughtful way.
Local depth as a competitive bulwark
Let’s start with specialization. Consequently, Focusing on a single region – Latin America. for example – allows managers to develop targeted global development? new dilemma a real cultural and regulatory mastery. In addition, It is not enough to know where the wealth is. For example, It is still necessary to understand how it is perceived, how it circulates and how it is transmitted from generation to generation. In the regions marked by a strong political and legal complexity, this depth of analysis becomes a decisive advantage. A family office in São Paulo. for example, does not have the same priorities as a tech entrepreneur in Singapore or a family holding company with the United Arab Emirates.
Independent managers based in Switzerland who have invested in this type of regional expertise are rewarded with a rare. commodity in our profession: confidence.
But the opening is both a lever and protection
That said, specialization is no longer enough. According to the BCG Global Wealth Report 2025, the global financial heritage reached $ 305,000 billion in 2024. targeted global development? new dilemma A large part of this growth is now from regions located outside traditional bastions. North America. Asia continue to generate significant flow of private capital, and new segments of wealthy clients emerge – from the “Millionaires of the Daily” (Emillis) to first generation entrepreneurs, digital investors and women at the head of emerging fortunes.
In this context, Swiss players who limit themselves to a single market take the risk of being exceeded. Geographically diversifying not only helps protect yourself against local shocks, but also access new customers of customers. It is still necessary that this expansion is strategic. Going internationally does not mean becoming generic.
The place is not enough. You have to talk to the right people
Too often, expansion strategies focus on the question: where to go next? But the real question is: who are we speaking? Today, wealth creation is closely linked to entrepreneurship, private markets targeted global development? new dilemma and family businesses. According to studies published by UBS. encouraging the entrepreneurial spirit is one of the safest ways to build long -term economic value and to transmit a heritage over several generations.
This implies for advisers to review their approach – not only on the regulatory level. in terms of product supply, but also in the tone, the tools and the understanding of the motivation levers for these customers. A tech founder of the new generation does not expect the same discussions as a retired patriarch. Today’s wealth is multidimensional -. makeshift managers must segment their customers not only according to geography, but also according to mentalities, values and stages of life.
The Swiss advantage – provided you evolve
Switzerland remains a unique platform for international wealth management. Its legal framework. its political neutrality and its multilingual pool of highly qualified talents continue to attract families from around targeted global development? new dilemma the world. But to preserve this advantage, you have to evolve with your time.
This means investing in digital tools, adopting AI prospecting approaches, and anticipating demographic changes.
This also involves constituting teams like the world they serve-culturally diverse, multilingual, capable of thinking beyond borders. The regulatory control of several jurisdictions, especially in emerging markets, is no longer a luxury.
Ultimately, it is not a real dilemma
To tell the truth, specialization and expansion should not oppose. Well orchestrated, they complement each other. The brands that will shape the future of Swiss fortune management are those that will be able to anchor themselves in a region – by mastering its culture. its laws and the expectations of its customers – while adapting this model to other markets, other profiles and other forms of wealth.
The ancient model of the omniscient generalist is erased. It gives way to a new targeted global development? new dilemma generation of advisers – precise, strategic and deeply adaptable.
Targeted global development? new dilemma
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