Experience in the Financial Services Industry

New product launch for a major international investment bank: Hamilton staff planned and executed the launch of a major new product in the European fixed income markets. All aspects of the product were developed, including determining where the product would trade, how it would be priced and branded, and how it would be promoted (via advertising and media focus). Significant ongoing contact with government regulatory bodies and the press was a critical part of the engagement.

New product development for a major brokerage house: A Hamilton principal participated in a study for a brokerage firm to develop a new broad-based product consisting of a group of bundled services that allowed the company to compete for customers in non-traditional markets. The product also allowed the company to increase its share of wallet from its existing customers. The product became very successful and positioned the client as a market leader.

Development of a strategic pricing framework for a value-added financial services network employing Internet Protocol: A global network provider jointly owned by the worldwide commercial banking industry needed to adapt their technical and business environment to the "Internet age." Hamilton examined in detail relevant business models and pricing innovations in rapidly changing industries including telecommunications, information services, and Internet commerce, and developed both strategic and tactical pricing frameworks for senior management. This work included in-depth marginal cost and revenue modeling of many potential deployment and growth scenarios.

Re-design of distribution channels for a major financial services provider: Hamilton surveyed distribution models from other industries to find innovative approaches to the distribution of existing financial products. The consultants identified management systems and practices that could serve as models for managing many related services. The team also further investigated automation of existing services and explored space utilization issues. The client has taken the recommendations forward and is implementing new sales channels for complicated products.

Development of a direct marketing strategy for a PC-based, venture-backed, financial software publisher: A Hamilton team conceived and developed a multi-tiered direct marketing program to maximize additional sales to existing customers. Within one year of implementation, this program became the largest profit generator in the company and helped enable the firm's successful initial public offering.

Evaluation of the market opportunity and competitive climate for a new interactive service offered by a major retail banking design firm: Hamilton staff identified new interactive technologies that were currently being used both inside and outside the financial services industry, and then determined which elements of these systems were most successful, and how they could be incorporated into the client's service. The team also investigated the likelihood of financial institutions investing in such a service, and analyzed the competitive climate to determine which pricing, distribution, sales and marketing approaches would be most effective. The company reordered its industry attack plan based on the project results.

Strategic and business planning for a new financial service video network venture: Hamilton developed a strategic plan for a start-up division of a retail bank design firm, including product definition, sales and service approach, and financial objectives. This venture has been funded and is penetrating the primary industry identified through the strategic planning effort.

Reorganization of a major property and casualty insurance company: Hamilton developed more cost-effective operations by formulating a new distribution strategy that resulted in increased revenues and lower distribution costs.

"Marketing due diligence" for a private investment firm: Hamilton worked with the analytical and deal making staff of a private investment firm to evaluate the growth potential of a $50 million distribution company the firm was interested in acquiring. Hamilton staff conducted a large number of interviews with competitors, customers, and suppliers to determine that the company indeed had an excellent reputation and would be surpassing its major competitors in market share. This marketing due diligence effort helped to assure the investors of the value of the acquisition, and they went ahead with the purchase. The company's performance two years after the acquisition has exceeded expectations.

Assessment and execution of an international expansion of distribution for a large U.S. fund manager: For a Boston-based fund manager, Hamilton staff reviewed the feasibility of marketing existing US dollar fund products in a variety of European markets. A number of different distribution channels were considered, including sales force, telemarketing, joint venture and co-branding. Once the decision on strategy was made, Hamilton staff helped the client execute the distribution program.

Investigation of strategic investment questions for a major investment house: For an investment firm taking significant stock positions in NYSE companies, Hamilton staff probed on areas of management or performance of target companies that typical Wall Street analysts would not be addressing. By talking with ex-employees, experts, and even customers of the companies, Hamilton was able to get behind the usual "hype" a company had about its prospects to see whether growth projections would actually be realized. Part of Hamilton's value to the client in this case was the training provided to its own analysts.

New international financial service investigation for a major bank: For a foreign office of a major bank, Hamilton evaluated the market potential for a new service that could be sold to other U.S. banks. The service was actually handled in the bank's foreign office, with computer linkage to all U.S. locations. Hamilton researched other U.S. banks to determine their interest in the service, and recommended the client should proceed fully with its plans for a U.S. roll out of the service.

New product development for a broad range of personal financial information products to be sold via direct marketing for a major mutual fund provider: Hamilton performed a business development opportunity scan to leverage the fund provider's reputation, expertise, and customer base for entry into the personal financial information industry. Product directions included newsletters, magazines, packaged software, on-line services, and others. A database marketing approach, using an extensive database of customer information, played a key role in developing competitive advantage.

Best practices in sales for a major retail banking organization: Hamilton staff researched financial services and non-financial services best practices in retail sales. The research looked at alternative organization structures, selling practices, management roles, sales force types, measurements, control systems and reward systems. A set of recommendations were developed for the retail branch network. These recommendations covered number of people required, roles and responsibilities, goals and objectives and compensation structures.