The asset management industry in Germany has been increasingly facing the challenge to use measures to also optimize its distributions systems as means for securing competitive advantage.

Therefore, this book falls back on new institutional economics approaches of management science to outline with a model-shaping intent the way in which a deliberate choice and design of varying "institutional arrangements" operates as a device for optimizing net inflows from private investors. The results of a comparative multi-case study (incl. Deka, Julius Br, Fidelity) are used to demonstrate as how in a significantly changing distribution landscape a systematic choice and design of a "partnership"-type of distribution system seems to provide the potential for a sustained improvement in distribution effectiveness. In this context, this inquiry is also able to discuss the impact of single "success factors" or management levers. The discussion offers a perspective on the way in which various information-processing and motivating means (such as branding, monitoring, or incentives) have to be applied in the attempt to strengthen the net inflow streams from private investor through the distribution channel of banks.

Foreword The content of this book is dealing with distribution systems for mutual funds in Germany. The production and distribution for these investment vehicles is usually organised along multiple structural levels: The producers of investment funds avail themselves of banks and insurance networks as distribution agents, and consequently do not have direct access to the investors. Both groups, especially in the last couple of years, have expressed strong interest in optimising the marketing of these financial services. It has to be taken into account that in Germany - as well as in other countries in Continental Europe - the producers of investment funds usually are part of banks or insurance groups. This translates into a very strong integration of value chains related to producers and distribution agents, resulting in a tendency of banks to sell primarily their own products to their clients. However, the economic crisis at the beginning of this decade highlights that profitability in the mutual fund market requires growth (i.e. de facto the acquisition of new clients). As alternative distributions channels, like for example direct marketing or distribution via independent financial advisors, play only a relative minor role, this growth requires the optimisation of existing and exploration of new relationships in particular with the distribution channel of banks.