如何通过成功的人工智能策略将高净值人士的飞行风险转化为忠诚客户

How WMs can turn flight risks into loyal clientswith a winning AI strategy In brief 01Although over 80% of Next-gen HNWIs self-identify as a post-inheritance flight risk, many WM firmslack a loyalty-building strategy to sufficiently counteract this impending disruption. 02Understanding what Next-gen HNWIs want – and giving RMs the AI-driven technology tools theyneed to meet these expectations – is an imperative that every WM firm faces. 03Completing five essential steps will help WM firms overcome the challenges by empowering theirRMs to focus on building long-term engagement across every Next-gen HNWI segment. For WM executives who fail to address the loyaltyimplications, the Capgemini World Wealth Report 2025research suggests a strong potential for client attritionand a relationship manager (RM) talent crisis. Conversely,WM firms that take action will be best positioned to retaininherited HNWI relationships while also attracting newindividuals who are dissatisfied with their ancestral WMfirms. It’s a similar story for strengthening bonds withexisting RMs and wooing talent away from competitors. Despite a decade of keen industry interest in maintaininggenerational loyalty throughout the rapidly approaching“great wealth transfer,” most wealth management (WM)executives face a stark reality: their firms simply aren’t ready. This preparedness deficit stems from a convergence offactors, according to the latest research in the CapgeminiWorld Wealth Report 2025. Not only will an estimatedUSD 83.5 trillion of wealth held by aging high-net-worthindividuals (HNWIs) move generationally across all wealthbands, but the investor playing field is fundamentallychanging. In this article we’ll explore the critical trends WM executivesshould understand and address, along with practical stepsfor empowering RMs to win HNWI loyalty for marketplacesuccess. Signs of industry disruption ahead With the worldwide population of HNWIs on the rise, manyWM firms are bullish about the expanding population theyaim to serve. However, the great wealth transfer is alsopoised to disrupt the WM industry by significantly straining,or even breaking, well-established loyalty bonds. Increasing volume and diversity of HNWIs: As family wealth flows to multiple successivegenerations, there are exponentially more clients toserve. Additionally, over half (56%) of the total wealthis projected to be transferred to women, who canhave considerably different investment goals, styles,and priorities to men. WMs now face the convergence of three significant loyalty-related HNWI trends: Changing RM landscape:An impending retirementwave will leave a shrinking pool of experienced RMs.In their place? A stream of young, digitally native RMswho expect workplaces to evolve technologically andculturally. What’s more, RMs are already reportingsuch significant dissatisfaction that roughly a quarterplan to change WM firms or start their own shopwithin the foreseeable future. Shifting investment preferences among Next-generation (Next-gen) HNWIs:Made up of GenX, millennials, and Gen Z, this group expects hyper-personalized engagement. In fact, 81% of Next-genHNWIs plan to switch away from their parents’ WMfirm quickly, driven by things like a lack of preferreddigital channels (46%), unavailability of alternativeinvestments (33%), and inadequate value-addedservices (25%). The volume of HNWIs, and their accelerating hyper-personalizationexpectations, will grow dramatically in the near term, with fewer RMsavailable to serve them.” Source: Capgemini World Wealth Report 2025 Next-gen HNWIs valueRMs above firms •Yet, 56% of RMs say their firms lack the necessary toolsto address Next-gen HNWIs’ needs, namely: proactiveinsights, tailored recommendations, and seamlesscommunications across channels. As for your RM’s importance in the loyalty-building process,our research also showed: •Two-thirds of Next-gen HNWIs view the strength of afirm’s RM pool as a key factor in choosing a WM provider. Given the report’s findings, it’s clear that developing Next-gen HNWI loyalty requires WM firms to fortify their RMposture. This includes modernizing the live and self-servicetechnologies needed to meet client expectations (Figure 1). •62% of Next-gen HNWIs say they would follow their RMif the advisor moved to a different firm, meaning loyaltyhas shifted away from the institution-level bonds felt byprevious generations. Leveraging the right technologyat the right time Like many modern situations, leveraging automationstrategically isn’t about adopting technology fortechnology’s sake. The key is knowing what Next-gen HNWIclients want from their WM firm, and which tools RMs needto build loyalty. versus mobile apps (Figure 1). Across some types ofinteractions, like making inquiries or addressing a concern,even the old-school phone call prevailed over apps. Less surprising was the decline in face-to-face meetinginterest, which generally scored the lowest across all typeso