The TIAA E&F offering covers a range of endowment sizes and approaches.
Apart from size, the distinction between the different business units is not clear.
Furthermore, it is challenging for prospective clients to understand which business unit is the best fit for their needs and investment policy.
I attended every interview with TIAA stakeholders and E&F customers. I took notes and participated in the interview synthesis.
Chief Investment Officer
Chief Operating Officer
President & Exec Director
Professor of Finance
Culture & Community non-profits
Top insights from synthesis of the full research.
An investment firm should feel like an extension of the staff
Clients want their investment firm to understand their organization’s unique needs (staff size, structure, investment knowledge and limitations) and meet them where they are.
A strong emotional connection builds confidence
EQ is equally important as IQ. Clients select an investment firm based on their holistic assessment - including process, philosophy, people and ‘gut’ feeling.
A deeper understanding of the firm’s process, philosophy and people
Lead with process, philosophy and people. Follow with thought leadership. Thought leadership can be a vehicle for creating awareness, but doesn’t play a huge role in a committee’s decision-making process.
Shared values through action
Shared values is important but delivering on this means actively supporting the client’s organization.
A non-profit’s search to find a financial management firm, like TIAA, to handle their endowments and foundations.
Express the business unit’s unique value and philosophy beyond an endowment investment context.
Enable prospective clients to discover which firm is the best fit for their needs; allow the business units to target the best fit clients.
Raise awareness and be top of mind before the need arises.
Develop content with basic to advanced levels of sophistication accommodating the investment expertise amongst the target audience.