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  "documentTitle": "IBV Old Game New Rules FinMarkets",
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  "notes": "This is a text-heavy slide from an IBM Institute for Business Value report.",
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      "text": "8 Creating value | IBM Institute for Business Value",
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      "text": "Not surprisingly, sell-firms are examining their service models and exploring new approaches. The one that they ultimately choose will depend on the cost to serve versus the value-add to clients. It remains to be seen which model will prevail.",
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      "text": "Customer value: Creating a mutually beneficial proposition. In today's climate, securities companies must reexamine who they want to serve, and how. Constrained by the economic climate and an environment filled with cautious investors and anxious competitors, sell-side firms are digging in. In the face of declining growth, these companies are rightly focusing on the levers that can today improve the bottom-line: strategies for reducing costs and increasing efficiencies. This represents a major shift—but needed prudence.",
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      "text": "Many businesses are starting to segment their customer base to gain better insight into clients' needs and profit potential, as well as the overall value (direct and indirect) of each firm-wide relationship (as opposed to gauging value based only on each separate account-level relationship). By taking this approach, these organizations can develop offering portfolios that better address the requirements of clients and, ultimately, contribute more to the bottom line. Clients will benefit from more-focused coverage because the salespeople assigned to their account are expected to demonstrate a more-comprehensive understanding of their clients' needs and their market—thereby providing more-effective counsel.",
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      "text": "In the past, many firms assigned individual accounts according to, say, geography. This \"atomistic\" approach implies that the person servicing those clients can understand each client's entire portfolio. As products proliferate and grow more complex, the need for a deeper understanding of these offerings is prompting sellers to explore other models. More recently, several firms have started to group sales personnel according to customer segments. For example, rather than being responsible for a thrift, a hedge fund and a pension fund in Dallas, a salesperson might now cover hedge funds in Dallas, Houston and Denver. One remaining drawback, however, is that no one is directly responsible for overseeing the entire investor relationship.",
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