The sharp increase in the amount of content produced by Asset Managers in recent years has been matched only by a corresponding rise in the amount of regulation to which it is subject. As well as the supply chain inside a firm for creating, reviewing, approving and publishing fund content, the chain further extends outside the organization to legal advisors and regulators, often in multiple jurisdictions. Indeed, such has been the focus on the accuracy and compliance of content that perhaps the creative elements of content delivery have understandably taken a back seat.
The consumers of content, be they institutions or retail investors, still need to be wowed by content though so how can Asset Management firms ensure that this opportunity to differentiate is not lost or diluted?
Regulators expect content to be compliant, accurate, easily comparable, uncomplicated, accessible, and auditable. This doesn’t have to be at odds with the needs of sales and marketing teams that require content to have a narrative, to articulate a message, perhaps even to tell a story and, ultimately, to connect with their content consumers and invoke a response to a call-to-action. This takes that content beyond the rudimentary statement of facts but, crucially, not into the promotional realms that other industries enjoy that could leave them open to misinterpretation.
Appropriate translation is a key part of this process, as discussed in an earlier blog, but technology also has a part to play in accelerating content workflows and allowing suitable time for creating persuasive content that plays a role in convincing buyers and enhancing the corporate brand. By implementing a content supply chain that engenders collaborative content creation, while also helping to overcome potential delays from regulatory approval of that content, Asset Managers can meet their regulatory obligations and still distinguish their products from those of their rivals.
Technology can also assist in the formulation and curating of (often vast) glossaries of terminology that can make content more both digestible and captivating. These can be defined so that they comply with all necessary regulations but are readily understood by the customer, increasing investor confidence and enriching brand profile. This is especially important now that digital channels are a ubiquitous part of content marketing; when integrated effectively, content management and delivery technologies can increase speed-to-market for regulated fund content, new product launches and ongoing update communications.
Our eBook, A New Global Content Operating Model for Asset Managers, discusses how the Asset Management content supply chain can be better joined up to co-ordinate people, processes and technology, optimizing content creation for complex regulatory materials. We do not pretend that this happens overnight though – it is a vision for firms that are held back by factors like an absence of centralized content control, lack of alignment between the legal and marketing lines-of-business or who suffer from sluggish delivery of content across geographies.
Overcoming these challenges might seem insurmountable but organizations we work with have committed to this transformation and are achieving change with improved efficiency and reduced costs. It is one such example of transformation that will be discussed in the next blog in this series.