Archive for July, 2010

Hedge Funds–Muddling Through Their Marketing

While a number of large established hedge funds have recovered quite well from the financial crisis, many small funds have continued to struggle. We anticipated this development in the new normal environment where competition is greater and margins are tighter. In such an environment, there is greater differentiation between the strong firms and weak ones; weak firms will have trouble surviving.

As we speak to small hedge funds, we notice a common theme; many are having a hard time understanding why their marketing has been unsuccessful lately since it was so successful when they started a few years ago. Many of these firms are very sophisticated investors, but are quite naive when it comes to marketing. Just a few years ago, they were able to attract clients fairly easily, often without a marketing function at all. If they had marketing resources, they were usually limited to an unsophisticated sales person who simply called potential investors, or they relied on prime brokers for introductions.

In the current environment, hedge funds are being forced to run as businesses, with proper infrastructure and strategic marketing in order to remain competitive. Many hedge fund managers have never had to understand strategic marketing as the business was easy in the past. Now, not only is the business more competitive, but the entire investment industry is converging such that hedge funds and traditional managers look more and more alike. Their products and business structures are converging. In a few years, there is likely to be little distinction between “alternative” firms and “traditional” firms. The sooner the hedge funds understand this, the sooner they will get their businesses on track for the future.

2 comments July 21st, 2010

Intra-preneurial Spirit

Over several years, we have provided service for, and have been affiliated with, a number of large financial service organizations who have formed their own asset management units. The appeal of asset management is quite obvious: recurrent revenue and generous profit margins. Despite the effects of the financial crisis which will continue to put pressure on these businesses, well run asset managers should continue to thrive.

When set up properly, asset management groups within large organizations can operate quite independently of their parent, yet draw on its vast resources. If they can establish the entrepreneurial culture necessary to be successful in the business, they can also serve as a model for other businesses within the greater organization. In order to do so, there must be separate leadership, infrastructure, and compensation incentives which are aligned with the goals and progress of the asset management effort.

In the best situations, this “intra-preneurial” spirit can not only drive the success of the asset management business, but provide an example of best practices for the rest of the organization.

Add comment July 7th, 2010


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