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SOCIAL MEDIA FOR WEALTH MANAGEMENT: THE TRAIN IS LEAVING

Benchmarking – Best Practices – Strategy

December 2013

MyPrivateBanking Report

3rd edition

Report Extract Original Report with 190

pages plus comprehensive data appendix

SOCIAL MEDIA FOR WEALTH MANAGEMENT | 2

CONTENTS

1.0 OVERVIEW RANKING TABLE 5

2.0 EXECUTIVE SUMMARY 6

3.0 SOCIAL MEDIA AND WEALTH MANAGEMENT 9

3.1 ONGOING GROWTH OF SOCIAL NETWORKS 9

3.2 CURRENT TRENDS IN SOCIAL MEDIA 12

3.3 ARE PRIVATE BANKING CLIENTS ACTIVE ON SOCIAL NETWORKS? 13

3.4 IMPLICATIONS FOR WEALTH MANAGERS 15

3.5 THE NEED FOR AN ADVISOR LEVEL SOCIAL MEDIA STRATEGY 16

3.6 ELEMENTS OF A SUCCESFUL SOCIAL MEDIA STRATEGY 18

4.0 METHODOLOGY 21

4.1 SELECTION OF BANKS AND SOCIAL MEDIA CHANNELS 21

4.2 DEFINITION OF PERSONAS AND USE CASES 23

4.3 EVALUATION PROCEDURE 25

4.4 DETERMINING THE CRITERIA 26

¬ Facebook presence (max. 10 points) 26

¬ LinkedIn Profile (max. 8 points) 27

¬ Twitter Stream (max. 7 points) 28

¬ YouTube Channel (max. 6 points) 28

¬ Google+ presence (3 points) 29

¬ Use of social media on own website (max. 6 points) 29

¬ Personalized social media (max. 4 points) 30

¬ Social Media Strategy (max. 5 points) 30

¬ Best Practice (max. 1 point) 31

5.0 SUMMARY: A LONG WAY TO SOCIAL MEDIA EXCELLENCE 32

5.1 DISSATISFYING RESULTS ON FACEBOOK, TWITTER AND LINKEDIN, ACCEPTABLE SCORES ON YOUTUBE 32

5.2 FACEBOOK: UNSATISFACTORY COVERAGE AND LIMITED USER INTERACTIVITY 34

5.3 LINKEDIN: ONLY TOP PERFORMERS UNDERSTAND IMPORTANCE 35

5.4 TWITTER: UNDERSTANDING CHANNEL CHARACTERISTICS IS KEY 36

5.5 YOUTUBE: GOOD IN CONTENT, STILL FEW SUBSCRIBERS 37

5.6 GOOGLE+: WIDELY UNDERESTIMATED IN POTENTIAL 38


5.7 WEBSITE SOCIAL MEDIA: ALARMING WEAKNESS IN ENABLING USER DIALOG 39

5.8 LOCAL/PERSONAL LEVEL PRESENCES: PERSONALIZATION REMAINS A PHENOMENON OF THE BEST 40

5.9 SOCIAL MEDIA STRATEGY: LACKING STRATEGY - THE ROOT OF ALL PROBLEMS 41

5.10 LEVERAGING SOCIAL MEDIA POTENTIAL: A LOT REMAINS TO BE DONE 42

6.0 PROFILES 44

6.1 ABN AMRO 44

6.2 BARCLAYS 49

6.3 BNP PARIBAS 54

6.4 BNY Mellon 59

6.5 CHARLES SCHWAB 64

6.6 CITI 69

6.7 COMMERZBANK 73

6.8 COUTTS 78

6.9 CREDIT AGRICOLE 83

6.10 CREDIT SUISSE 87

6.11 DBS 91

6.12 DEUTSCHE BANK 96

6.13 GOLDMAN SACHS 101

6.14 HSBC PRIVATE BANK 105

6.15 ING 109

6.16 INVESTEC 113

6.17 ITAÚ 118

6.18 JULIUS BÄR 122

6.19 J.P. MORGAN 126

6.20 MERRILL LYNCH 129

6.21 MORGAN STANLEY 133

6.22 NORTHERN TRUST 137

6.23 PICTET 141

6.24 RBC 146

6.25 SOCIETE GENERALE 150

6.26 STANDARD CHARTERED 154

6.27 SANTANDER 158

6.28 UBS 162

6.29 US TRUST 166

6.30 WELLS FARGO 170


7.0 SOCIAL MEDIA BEST PRACTICES 175

7.1 EVIDENCES OF A HOLISTIC SOCIAL MEDIA APPROACH 175

¬ Similar content spread across all social media channels – XXX Bank 175

¬ Linked content among several channels – XXX Bank 176

¬ Presences on all channels – XXX Bank 177

¬ Dedicated presences on all relevant channels - XXX Bank 178

7.2 PERSONAL LEVEL SOCIAL MEDIA EFFORTS 179

¬ Following the CEO on a personalized news site – XXX Bank 179

¬ A very active CIO channel on Twitter and Facebook – XXX Bank 180

¬ Local CIO Twitter channels – XXX Bank 181

¬ Management profiles linked to LinkedIn – XXX Bank 182

¬ Personal level Twitter channel – XXX Bank 183

7.3 USE OF SOCIAL MEDIA CAMPAIGNS 184

¬ An outstanding social media campaign - XXX Bank 184

¬ Using social media campaign for user engagement - XXX Bank 185

7.4 ENGAGING SOCIAL MEDIA FEATURES ON THE WEBSITE 186

¬ Implementation of a poll with social media add-ons on the wealth management site – XXX Bank 186

¬ Interactive and engaging social media strategy – XXX Bank 187

7.5 VIDEO CONTENT IN SOCIAL MEDIA 188

¬ Varied and frequently updated content on YouTube – XXX Bank 188

¬ Providing personal information on LinkedIn - XXX Bank 189

8.0 DISCLAIMER 190


1.0 OVERVIEW RANKING TABLE

Rank (2012)

Banks Total points

Face-book

Linked-In

Twit-ter

You-Tube

Google+

Web-site

Social Media

Personal/

Local Pres-ences

Social Media

Strategy

Best Prac-tice

1 (6) Barclays 40 …

2 (3) Coutts 37 …

3 (10) Wells Fargo

34 …

4 (8) Pictet 33 …

5 (15) Merrill Lynch

30 …

6 (18) … 24 4 6 4 5 0 2 2 1 0

6 (4) 24 4 5 3 4 2 3 0 2 1

6 (10) 24 8 5 7 0 0 1 2 0 1

9 (22) 23 0 7 6 4 0 2 0 3 1

10 (18) 21 4 4 0 6 0 2 2 2 1

11 (27) 20 0 3 5 5 1 3 0 3 0

12 (23) 18 0 5 4 4 0 3 0 2 0

13 (1) 17 6 0 0 5 0 5 0 1 0

14 (12) 16 8 0 0 5 0 1 2 0 0

14 (27) 16 7 0 0 5 0 1 0 2 1

16 (13) 15 8 0 0 5 0 0 0 1 1

16 (2) 15 9 0 0 5 0 1 0 0 0

16 (29) 15 0 8 3 0 0 1 2 1 0

19 (17) 14 0 0 4 6 0 3 0 1 0

19 (4) 14 9 0 0 5 0 0 0 0 0

19 (15) 14 0 0 0 6 1 0 4 2 1


Rank (2012)

Banks Total points

Face-book

Linked-In

Twit-ter

You-Tube

Google+

Web-site

Social Media

Personal/

Local Pres-ences

Social Media

Strategy

Best Prac-tice

22 (-) 12 5 0 0 3 0 0 2 1 1

22 (-) 12 0 2 4 5 0 0 0 1 0

24 (14) 11 0 2 0 5 1 0 2 1 0

25 (6) 9 0 0 0 5 0 3 0 1 0

25 (26) 9 0 2 0 5 1 1 0 0 0

27 (23) 8 0 0 0 5 1 1 0 1 0

28 (21) 7 0 0 0 5 0 1 0 1 0

29 (25) 6 0 0 0 5 0 0 0 1 0

29 (-) 6 0 0 0 4 0 1 0 1 0

Aver. 18.13 3.53 2.63 2 4.6 0.57 1.83 1 1.53 0.43

Analyzed wealth managers/private banks: ABN AMRO, Barclays, BNP Paribas, BNY Mellon, Charles Schwab, CITI, Commerzbank, Coutts, Credit Agricole, Credit Suisse, DBS, Deutsche Bank, Goldman Sachs, HSBC Private Bank, ING, Investec, Itaú, Julius Bär, J.P. Morgan, Merrill Lynch, Morgan Stanley, Northern Trust, Pictet, RBC, Societe Generale, Standard Chartered, Santander, UBS, US Trust, Wells Fargo


2.0 EXECUTIVE SUMMARY >> Many wealth managers still fall short of providing a dedicated social media strategy for their wealth management clients. Whilst social media is already an integral part of the everyday life of more and more wealthy individuals, the wealth management industry is lagging behind substantially, missing important opportunities to engage with both existing and potential clients. Only a vanguard of wealth management institutions recognizes social media as a strategic challenge and has invested in a structured, comprehensive approach towards social media <<

The third edition of the MyPrivateBanking Report on social media in wealth management provides a detailed analysis of the deployment of social media by the leading wealth managers and private banks worldwide. The overall picture has only improved marginally compared to last year’s report, as most private banks still do not take advantage of the opportunities that social media presents and lack effective social media strategies for their wealth management clientele. The winners of our benchmarking analysis are Barclays, Coutts and Wells Fargo.

Unlike in the previous reports, published in 2010 and 2012, the focus of this report is mainly on social media activities targeted specifically and exclusively at wealth management clients. This shift in our evaluation criteria reflects the accelerating adoption of social media by individuals and institutions all over the world. Consequently, every organization is now expected to communicate with its stakeholders via social media channels.

Our analysis shows that, generally speaking, private banks are not yet following this trend. The average number of points achieved is only 18.13 of 50, compared to 13 in 2010 and 27 in 2012. The decline in average points compared to last year is caused by the tightening of our evaluation criteria. While last year we’ve looked at all social media activities of a bank (including its retail division), provided that the content was at least marginally useful/relevant for wealth management clients, this time our focus is on social media presences provided mainly or exclusively for wealth management clients.

One main weakness that our analysts found was that, out of the 30 banks evaluated, only Barclays, Coutts, Pictet and Societe Generale have social media presences on all relevant social media networks, namely Facebook, LinkedIn, Twitter, YouTube and Google+.

These private banks succesfully demonstrate the current gold standard of social media in wealth management. Apart from being represented on all main social media channels these banks also offer additional social media content for their wealth management clients: the Barclays Wealth Blog provides information on behavioral finance and the Coutts Knowledge Exchange platform allows clients to interact with each other. Barclays also provides excellent examples of social media activites on a personal level, involving individual members of staff. Wells Fargo has developed a powerful social media strategy that integrates all relevant social media channels.

For most of the large universal banks, where private banking is only a sub-division of the group there is still a serious lack of social media presences that are specifically dedicated to wealth management clients. Even though coordinating such a segment-specific strategy presents challenges, there are succesful examples, such as Barclays and Societe Generale, of what a targeted social media strategy within a complex institution can look like. It is really important for a wealth manager to understand and target their private banking


clients as a specific client segment with specific interests and information needs. Compared to retail customers, the typical wealth management client has a strong interest in investment topics but may also be engaged in (and by) charity, the arts, exclusive sports events or social responsibility. These topics need to be reflected through the social networking activities of the private banks.

Only six banks in our sample of global wealth managers have a specific Facebook page for their wealthy clients. LinkedIn is slightly better positioned with 16 presences available. A total of 13 of the 30 private banks provide wealth management Twitter streams and 11 wealth managers offer specific YouTube channels for their private banking clientele. 11 banks have a presence on Google+ (although almost all are empty place holding presences) and we identified 12 wealth management blogs. In the area of local and personal level presences, we expect much more in the future, but currently there are only three wealth managers that show social media activities at the local level. For personal social media presences, the pictures is somewhat brighter: 12 wealth managers have personal but branded staff presences, mostly some kind of personalized Twitter streams. In only a few, rare cases, we found that wealth advisors are systematically present on LinkedIn or Facebook.

As important as having a presence is the quality of the presence. Quality in social media is reflected in the level of activities, having engaging content and several utility features. On average the wealth managers score 35% (of the maximum available points) for Facebook. For LinkedIn the score is slightly worse at 33%. Twitter does not look much different with 29%. Only YouTube stands out, with an average score of 77%. Google+ activity only reaches an average, overall score of 19%. However, for the top-ten performers in our ranking the figures look considerably better: they score for Facebook on average 54%, LinkedIn 71%, Twitter 57%, YouTube 75% and Google+ 40%.

The website of the wealth management institutions is another important vehicle for social media. Yet, the average score here is only 31% or 50% for the top-ten performers. For instance, 25 out of 30 wealth management websites evaluated do not provide any feedback or commenting feature for the website user.

The growing importance of a social media approach that includes the local and personal level is not yet reflected in the majority of social media strategies. The average score in this category is only 25% (45% for the top-ten performers). It is, however, both surprising and encouraging that more than one third of private banks already permit individual staff to become active and generate their own social media content. There are CIOs with a Twitter channel but also several wealth advisors who are not too shy to connect to their clients via social networks.

The most worrying fact remains the lack of an overall strategic approach. The wealth managers in our study only score an average of 31% in this category. Such a lack of a comprehensive strategic approach is, for instance, mirrored in the fact that only three wealth managers make a social media hub available on their websites, pages where the client can see the consolidated social media activities of a bank at a glance.

Social media has already become an important part of the daily lifes of individuals and its role will grow even greater. Wealth managers need to develop a strategy on how to respond to these changes in their business environment by developing a targeted social media strategy for wealth management clients and other users of their digital channels. The most important steps we recommend every bank to take, if they have not done so already, are as follows:


□ Leaders in every bank must open up to social media: …(More in full report)

□ Wealth managers must have a presence on all relevant social media platforms: …(More in full report)

□ Make sure content is relevant, interesting and engaging. …(More in full report)

□ Become part of the personal brand of your client on social media. …(More in full report)

□ Do not underestimate the importance of local and personal level social media activities. … (More in full report)


3.0 SOCIAL MEDIA AND WEALTH MANAGEMENT

…(More in full version of report)


4.0 METHODOLOGY 4.1 SELECTION OF BANKS AND SOCIAL MEDIA CHANNELS

This study analyzes the social media activities of 30 leading global private banks/wealth managers. The 30 providers that were analyzed are among the 50 largest banks for wealth management worldwide, ranked by assets under management. Only banks which met a certain minimum of social media implementation were included in the evaluation.

This report focuses predominantly on evaluating the social media activities of the banks and wealth managers that are open to the public. No password-protected or internal social media were included in the evaluation unless it was accessible to the public by means of a guest login. In the case of private networks our criterion related only to the presence of such a client network or platform. The rest of the analysis focuses on the banks’ presences on the social networks Facebook, Twitter, LinkedIn, Google+ and YouTube plus their use of social media tools and functions on the websites including blogs, shareable video content and commenting/rating functions.

Most of the banks and wealth managers are large financial conglomerates with multiple business activities serving different client segments. They are often represented in numerous countries, having many local business activities. Thus we used the following criteria for choosing relevant social media activities:

□ Social media activities by the wealth management or private banking unit of a bank either in its home market or targeted at an international community of wealth management clients.

□ Social media activities on a specific wealth management or private banking website. In case there was no wealth management website available our analysts checked the group presences for relevant content such as a sub site of a group presence directed at wealthy clients.

□ With regard to the major external social media platforms, our analysts differentiated between general presences of banking groups and presences targeted at wealth management clients. Explicit wealth management presences were required for Twitter, Google+ and LinkedIn to be counted whereas for Facebook and YouTube group presences were sufficient if at least 60% of the recent posts were relevant to wealthy clients.

□ Local or personal level presences, for instance, a local branch presence or a CEO channel with a strong connection to the wealth manager such as a link from the website or a bank branded channel.

□ Not included in our analysis were social media activities of other units of the banks such as presences for retail clients, job hunters and investment professionals, or social media activities strictly limited to local foreign markets.

In comparison to the last edition of this report (Social Media for Wealth Management 2012) our analysts have been stricter in excluding presences on group level this time. For the last edition banks were able to score with group presences firstly, if more than 50 per cent of the content was of relevance to wealthy clients and secondly, if they had a strong relation or reference to wealth management and private banking. These rules were


applied throughout all platforms. In comparison, the current report categorically excluded all group presences for Twitter, LinkedIn and Google+. Group presences were only included if the bank exclusively, or to a substantial part, offers private banking services. Group presences on Facebook and YouTube were only included unless the channel offers more than 60 per cent relevant topics to overall content.

The starting point of the analysis of the social media activities for the selected banks was their global website, where there was one, and the website intended for potential private banking clients in the home market. The home market here was deemed to be the country in which the bank has its corporate headquarters. The home market websites are the website of the banking group plus, where it exists, the website of a wealth management subsidiary. In cases where the home market is multilingual, such as Switzerland, the websites were studied in the language version of the majority of the population.


4.2 DEFINITION OF PERSONAS AND USE CASES

MyPrivateBankingResearch’s approach is based on qualitative, in-depth interviews with private banking clients, which has led us to identify four personas as representatives of wealth management social media users. They picture in detail the type of person who would interact with the social media system of the private bank. The personas represent the needs and characteristics of a larger user group and hence improve the possibility to adapt the system to the individual requirements of each persona.

Based on these personas our analysts have developed five core use cases.

The term 'use case' originated as a software and systems engineering term to signify the actions a user must take to achieve a specific result. The term can also be applied to user interfaces in website tests and comparisons. By ‘use case’ we mean a typical scenario of how and why certain user groups approach social media. We have derived our detailed evaluation criteria and their weightings directly from these use cases:

Use Case User Group Objective

Searching and downloading research and background material

General public, journalists, existing and potential clients

Finding up-to-date information on economics and financial markets

Background information on financial topics for investment decisions

Evaluating the banks’ expertise

Finding a competent wealth manager

Potential clients Understanding principle investment objectives and philosophy

Checking the portfolio, products and performance data

Checking the expertise of a bank with regard to research and insights

Understanding existing client relationships


Finding general information on the private bank in question

All kind of user groups: general public, journalists, existing and potential clients, applicants, suppliers, shareholders

Overview over the private bank and/or specific information

Understanding the broader role of the private bank in society and the banking landscape

Getting regular updates on the private bank

Staying in touch with an advisor Entertainment or general info

Existing and potential clients Existing and potential clients

Following and communicating with an individual staff member of the bank via social media Entertainment or information about specific issues relevant for a wealthy lifestyle, charity, the arts or similar topics


4.3 EVALUATION PROCEDURE

The social media activities of the banks were analyzed by two analysts, independently of each other and the analysis and evaluation were repeated after an interval of six to eight weeks. This was done to minimize the probability of misleading evaluations due to a purely subjective point of view or accidental website or Internet problems at a certain point in time. Also, given the quantity of information that needed to be analyzed, the possibility of not finding all the relevant information for individual members of the target group could not be ruled out. Double checking through having two evaluators working independently removed this danger. All findings were collected during the months of September and October 2013 and represent the status of websites and social media presences during this period only.

Although social media presences are so popular in the world at large, most banks still do not have a specific presence for their wealth management unit in most of the social media platforms reviewed. Whereas on Google+, LinkedIn and Twitter our analysts only included explicit wealth management or private banking channels we decided to include the social media presence of the global banking groups and of the banking units in their home market on Facebook and YouTube if at minimum 60 per cent of the posts were relevant to wealthy clients.

This difference has been drawn due to the nature of the individual platforms and their user demographics. Whereas on Facebook and YouTube the average user expects entertainment other platforms such as Twitter and LinkedIn address on average a rather older and more professional audience. We intend to reflect the varying use cases on platforms with this differentiation.

The evaluation was done on the basis of 44 different criteria that were divided among eight categories. Care was taken to keep the definition and allocation of points as free as possible from subjective influences, thus ensuring a high level of objectivity in the benchmarking process.


4.4 DETERMINING THE CRITERIA

In this study, the overall criterion for evaluating the social media is the extent to which the bank’s social media fulfils the use categories described above, from the point of view of various users. From this the following individual criteria were developed: up-to-datedness, traceability of social media channels, level of engagement and interactivity with the user, size of presences, possibility for feedback and commenting and user-friendliness. Overall, a score of 50 points was the maximum. Points were awarded at the point in time of the evaluation between September and November 2013 (snapshot principle). The banks surveyed could score points in the following areas:

□ Facebook presence (max. 10 points)

□ LinkedIn profile (max. 8 points)

□ Twitter stream (max. 7 points)

□ YouTube channel (max. 6 points)

□ Google+ presence (max. 3 points)

□ Use of social media on own website (max. 6 points)

□ Local/personal level presences (max. 4 points)

□ Overall social media strategy (max. 5 points)

□ Bonus points for best practice (max. 1 points)

□ TOTAL: maximum 50 points

Facebook presence (max. 10 points)

Facebook, with a membership of more than one billion worldwide, is still to this point the most widely used social network globally. Although reducing Facebook´s score by one point compared to the last edition of this report, it is still the social media platform that receives the highest allocation of points in this evaluation. Facebook enables banks to use the platform as a hub for the integration of various other social networks. It is possible, for example, to add the Twitter stream on Facebook (under a separate tab or on the Facebook page, depending on the application used). In essence, Facebook is not only the most important social network – the place to be - but also a potential integration hub for other social media:

…(More in full report)


LinkedIn Profile (max. 8 points)

LinkedIn is the largest international social media platform which focuses on business professionals. More than 230 million people in over 200 countries are members of LinkedIn. From a network which has been primarily seen as being of interest to company staff, alumni and job hunters, LinkedIn developed to be an important source of information to wealthy customers and potential clients, who prefer the rather professional tone of this network. Moreover, a majority of financial client advisors uses LinkedIn as the primary channel to network with wealthy clients. Therefore our analysts have increased the weighting of LinkedIn by 3 points in comparison to the last edition of this report. Subsequently LinkedIn is now listed as the second most important platform, just before Twitter.


Twitter Stream (max. 7 points)

Twitter is the global leader as a microblogging service. Whereas the number of active users is still growing (approximately 232 million) the importance of the network has been diminished by other upcoming platforms in the past year. However, Twitter´s speciality for transmitting news, quick commentary or other updates is still a stand-alone feature. Moreover, Twitter is an indispensable medium for wealthy clients as it is widely regarded as a professional channel. Therefore Twitter receives still the same amount of points but loses its rank to LinkedIn compared to the last edition of this report.


YouTube Channel (max. 6 points)

In 2013 YouTube users watched a combined 6 billion hours of videos per month. With more than 1 billion active users per month YouTube is the largest social video network worldwide. In the U.S., for instance, users between 18-34 years have spent more time on YouTube than on any TV cable channel. As online video content is gaining momentum the importance of YouTube will continue to grow. In contrast to consumer products the banking sector is still under-using video content, especially when it comes to disseminating their expert analysis and comment. Due to its growing impact other video networks and content have been excluded in this report and the section entirely focuses on YouTube.


Google+ presence (3 points)

Google´s social network has been launched two years ago and overtook Twitter as second most actively used network in mid 2013. Whereas other social networks are limited to one website, Google integrates Google+ into an entire digital cosmos. Therefore a Google+ banking presence can, for instance, have effects on the findability of companies on Google’s search engine. However, this rapidly growing network is still not on the screen of many banks and wealth managers. Google+ has not been included in the last edition of this report, but makes up three points of the evaluation now.



Use of social media on own website (max. 6 points)

MyPrivateBanking has recently published a full report on the use of websites to gain new private banking clients. A bank’s website is still identified as the main information hub as far as many (potential) clients are concerned; all the more important that social media should be used and integrated on the website through blogs, social video or a private client network. Other functions such as commenting and rating of a website develop interactivity on a website and improve overall communication with current and potential customers. Unlike the last edition of this report the current edition differs between strategic elements and social media elements of the website and deals with these in different sections. The website social media for the current report amounts up to a maximum of six points.


Personalized social media (max. 4 points)

Local and personal level (of individual bank staff) presences are an upcoming trend in social media. The term ‘personalized social media’ refers to social media channels on either local level such as country, state or branch level and personal social media presences linked to one person such as a CEO, CIO, or personal financial advisor. Personal and local level presences bridge the gap between customer and wealth manager. Social media in its essence is providing personal experiences to people. Compared to the last edition of this report our analysts increased the weighting of this criterion by 2 to a maximum of 4 points.


Social Media Strategy (max. 5 points)

In this section our analysts have measured strategic indicators of banks’ social media approaches. A strategy is essential to reap the full benefits of social media and to achieve real business success in the end. Therefore banks need to focus on giving easy access to clients and prospective clients to their social media channels, offering content for customer retention and strategic digital brand building. However, up to this point many times banks are missing to provide a strategic basis on which to build up their social media channels. Compared to the last report our analysts increase the weighting of this criterion by one point to a maximum of five available points.


Best Practice (max. 1 point)

□ Best Practice (1 point): we feature those banks that have distinguished themselves by developing a social media presence on one of the networks, or a social media facility on their own website, or a particular feature of either, that stands out among all the analyzed banks. For a best practice 1 additional point is awarded.

http://www.myprivatebanking.com/Report/benchmarking-of-top-50-wealth-management-websites-2013


5.0 SUMMARY: A LONG WAY TO SOCIAL MEDIA EXCELLENCE

…(More in full version of report)


6.0 PROFILES …(More in full version of report)


7.0 SOCIAL MEDIA BEST PRACTICES During our evaluation of the social media presences of private banks or wealth management divisions, we could observe some outstanding examples of well-thought through social media tools that go beyond the average level of social media offerings. For such features or functions, the banks listed below have been awarded best practices points…(More in full version of report)


8.0 DISCLAIMER IMPORTANT NOTICE AND DISCLAIMERS:

No Investment Advice

This report is not an offer to sell or the solicitation of an offer to buy any security in any jurisdiction where such an offer or solicitation would be illegal. This report is distributed for informational purposes only and should not be construed as investment advice or a recommendation to sell or buy any security or other investment, or undertake any investment strategy. It does not constitute a general or personal recommendation or take into account the particular investment objectives, financial situations, or needs of individual investors. The price and value of securities referred to in this report will fluctuate. Past performance is not a guide to future performance, future returns are not guaranteed, and a loss of all of the original capital invested in a security discussed in this report may occur. Certain transactions, including those involving futures, options, and other derivatives, give rise to substantial risk and are not suitable for all investors.

Disclaimers

There are no warranties, expressed or implied, as to the accuracy, completeness, or results obtained from any information set forth in this report. MyPrivateBanking GmbH will not be liable to you or anyone else for any loss or injury resulting directly or indirectly from the use of the information contained in this report, caused in whole or in part by its negligence in compiling, interpreting, reporting or delivering the content in this report.

Copyright

MyPrivateBanking GmbH’s Products are the property of MyPrivateBanking GmbH, Switzerland, and are protected by Swiss and international copyright law and other intellectual property laws. Customers are prohibited to copy, forward or store MyPrivateBanking Products outside of the legal entity that has made the purchase.

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