荡秋千的英文与银行有关的英语文章

2021年1月12日发(作者：范周)
Banking market positioning in Luxembourg

A large number of players in international banking and investment management are present today
in Luxembourg, and many of them have succeeded in enlarging and diversifying their
Luxembourg operations.
Today, the financial sector accounts for over 25% of the GDP of the Grand Duchy. It is
unchallenged that Luxembourg relies on an international renown and has what it takes to assert its
competitiveness in Europe and beyond. In order to keep up with new market needs and constraints,
players in the marketplace are reviewing the adequacy of their business model as well as the
efficiency of their services and organization to meet clients and shareholders’ expectations.
The key strategy of local financial institutions is to target and serve international private and
corporate investors with high value-added products and services. For this reason, the marketplace
continues to provide the European financial market with innovative international solutions
including securitization vehicles, private equity structures, real estate vehicles, cross-border
pension funds and hedge funds, which have strongly benefited from a longstanding quality
infrastructure and considerable expertise.

Business case #1
The issue
The parent company requested that its various Luxembourg entities align their strategy with that
of the Group and improve
Our approach
1. Reassessment of the strategy for each subsidiary in Luxembourg for both local market and
within the Group, taking into account (amongst other) the following activities: private banking,
corporate banking, capital markets, lending, asset management, custody, company domiciliation
and life insurance.
2. Identification of non-profitable activities, existing activities to be reinforced and new activities
to be developed.
3. Definition of the most efficient business model from a regulatory, tax and organizational
perspective. The analysis focused on whether one single entity or various entities should be set up
and on the underlying organizational and tax impacts.
The outcome
A new strategy: a reshaping of the organizational structure, client targeting, and product and
service offering.

Business case #2
The issue
A banking Group was considering the transfer of its Luxembourg activities to various other
locations. The challenge of the Luxembourg bank was to identify products and services which
would complement those marketed by the Group, by leveraging the opportunities that
Luxembourg has to offer.
Our approach
1. Review of the current market strategy (business activities, client segmentation, product and
service offering, and pricing).