A good broker can transform an equity trader’s day. They’re not just order-takers, they’re problem-solvers, partners and sometimes even advisors. But reaching that level of trust and understanding requires give and take. Communication is key—and sometimes, that means having tough conversations. To spark a healthy dialogue, we surveyed 40 U.S. buy-side traders about what they wish their brokers understood better about their daily grind.
There is no doubt that institutional investors are shifting investment assets into lower-cost passive strategies. But, reports of the death of active management are not just premature, they are altogether incorrect. Greenwich Associates is...
Greenwich Associates interviewed regional and local fund selection decision-makers at leading intermediary distributors in Europe, covering quantitative and qualitative evaluations of investment managers. This report provides competitive insights on...
A combination of changes, including: rising interest rates, a less zealous regulatory environment, tax cuts, and overall optimism among business owners ...
A comprehensive analysis of sales, consultant relations and client service productivity.
The exchange-operated opening and closing auctions or “crosses” are becoming an increasingly important part of the trading day...
Staffing and allocation of time spent on treasury and cash management functions by European treasury professionals from the 2016 banking and cash management studies.
Market trends collected from the 2016 European Banking and Treasury Study. Information includes number of banks used for corporates, network banking use, product usage and staffing and time allocation.
During the 2016 European Banking and Treasury Study, we asked corporates in Europe what was their company's most significant needs post the Brexit vote.
The buy side today has access to data and information that would have been unheard of 20 years ago. Whereas in the past they relied primarily on research and information from their sell-side trading counterparties, today they have as much, if not...
Even organizations that spend significant resources on customer experience management (CEM) programs often focus their efforts exclusively on front-line staff and procedures while excluding back-office and other non-customer-facing functions.
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