With a market of over 600 million consumers and combined GDP of nearly US$3 trillion, ASEAN is vibrant and growing. And with the easing of restrictions on cross-border trade, and ASEAN’s commitment to building an investment climate that is conducive to business, more money is flowing in and out of the member states. Bursa Malaysia, Singapore Exchange and the Stock Exchange of Thailand are now connected via the ASEAN Trading Link, and liberalisation of other financial services has continued to further strengthen the region’s financial sector. But how can firms differentiate themselves and deliver a successful wealth management offering to clients in this region? What must ASEAN countries do in terms of raising regulatory standards in order to become trusted and esteemed financial centres? In which ways can they position themselves as jurisdictions of choice for wealth management?

Many markets in ASEAN lag behind other Asian countries such as Hong Kong and South Korea in terms of customer sophistication and investment in financial products. But this is partly down to the range of products available on the market, and the accessibility of those products. What are the key benefits of regional integration from a distribution perspective? And what will the changes mean for both local and international product providers? What are the challenges relating to the alignment of different member states’ regulatory environments? What are the financial implications for issuers and distributers of the necessary regulatory harmonisation?

The consequences of failing to plan and prepare for the succession of a family business are severe. Recent studies have shown that Asian family businesses lose on average 60% of their value at the point of transition from one generation to the next. Plus, as seen in a number of high-profile family disputes in the media, clashes between decision-makers, stakeholders, and other members of the family can have a significant impact on the future prosperity of the business, and on Asia’s capital markets. What are the ingredients necessary for running a sustainable family firm? How can wealth managers and advisers help their clients to understand the importance of establishing shared family goals and governance?Disagreements between siblings, cousins, and different generations within the family are inevitable – but what role should wealth managers and advisers play in conflict or dispute resolution? The next generation may or may not want to be involved in taking over the family firm. How can firms select, prepare and steward new leaders to take over from the incumbent patriarch or matriarch?

Offshore financial centres present a means of accessing special products and services that wealthy individuals may not necessarily be able to enjoy in their home jurisdictions. The British Virgin Islands (BVI) is traditionally known as an offshore company formation specialist; the Cayman Islands are closely associated with hedge funds; Switzerland is renowned as a centre for private wealth management; and Luxembourg as a mutual funds domicile. In recent years, other financial centres have emerged, finding novel ways to differentiate themselves. What has prompted the growth of the numerous and wide-ranging offshore centres that exist today? What are the benefits for high net worth and ultra high net worth individuals of placing portions of their wealth in structures and vehicles overseas? How are different offshore centres tailoring their legal systems to cater for the use of trusts and foundations, and for Shariah-compliant structuring? And how are they balancing the idea of an attractive and flexible investment environment with greater transparency and high regulatory standards?

When successful entrepreneurs start to accumulate large amounts of money, they develop new requirements around wealth protection and growth of the wealth they have earned. As these prosperous individuals and their families age, their needs become more and more complex. What are the main concerns of wealthy individuals; what do they want from an adviser or wealth manager? What issues do clients in Asia tend to overlook? In cases where personal or family wealth is very much tied to a business, what can go wrong? What is the role of the family office, and what value can it bring to families in this region?

Today, while North America represents just 14 percent of the worldwide Internet audience, Asia Pacific accounts for an impressive 41 percent. With e-commerce and mobile commerce flourishing among Asian consumers, financial services providers are being compelled to review distribution channels, and explore new ways to engage their different client segments. What must firms do to meet customer expectations in terms of online and mobile wealth management offerings? How can distributors use technological creativity to stay ahead? Can digital initiatives be rolled out globally, or do customer preferences differ between markets? Is the Internet making the wealth management market a more competitive and difficult place?