*Should financial products have uniform commissions?'**
*
*One danger in keeping the incentive structures common across all categories
is that distributors will stop focusing on products that are more difficult
to sell*
*

‘If customers are to be attracted to higher-risk products, those doing the
selling need incentives - uniform commissions will kill the business’

Those clamouring for standardised commissions across all financial products
would do well to keep in mind Abraham Lincoln’s statement that ‘Equality of
opportunity is freedom, but equality of outcome is tyranny’. Many argue for
a customer-centric model instead of a commission-centric one and claim
various financial products are opaque. While the idea of standardised
commissions sounds idealistic, it is highly infeasible — it’s like saying
that each financial product will give exactly the same returns.

Good practices such as the need for transparency in advice or commissions on
the basis of performance are good causes to pursue, but their pursuit must
not be diluted by impractical ideas such as standardised commissions.

We need to keep three key underlying facts in mind: The risk-versus-returns
profile of products differs not just between various categories of financial
products but also within the same category. As an illustration, while the
differences between the risk-versus-returns of debt and equity products are
stark, the differences between different equity products or debt products
are equally vast. Each product, therefore, needs to be priced according to
its underlying risk and potential return and, in turn, the commission
payable to the distributor must be aligned. To bring fairness to this mix,
some portion of the commission could be paid at the time of buying the
product, while the balance would be paid on the basis of the performance of
the product over time.

Building a critical mass and ensuring deeper penetration in a developing
market requires a sustainable high-volume distribution model. Basic
economics tell us that this can only be built on the back of an attractive
commission structure. To reach customers in the hinterland, the right
financial incentives are a must for distributors to build scale. Low
standardised commissions will potentially result in distributors looking for
easy pickings, rather than investing in deepening the market.

Given our conservative nature (look at our unproductively high savings
rate), advisors and distributors in India have a huge challenge getting a
very risk-averse population (that prefers investing in fixed deposits, small
savings scheme and other low-yield instruments) to move to even slightly
higher risk categories of investment. In order to be able to do this, the
distribution and advisory force will have to be better educated and trained
— to understand customer needs, to give appropriate advice and invest in
building trusted relationships. This investment in training will not happen
unless there is payback — initially, in the form of attractive commissions
and, as relationships mature, in the form of a success and
transparency-based advisory fee. In a balanced portfolio, low
commission-based debt products or term plans will only be sold if the
commissions on equity or ULIP plans compensate the advisor adequately, thus
enabling them to sustain interest in nurturing the relationship.

In a relatively free-market model, as adopted wisely by India, there will
always be a thin grey line between protecting investors’ interest and
over-regulating the spirit of free markets. Companies that invest in
product- innovation, in building long-term performance and distribution
reach and enhanced customer service infrastructure must seek and be rewarded
with differentiated pricing and thus be able to pay better commissions.

Ravi Trivedy
Executive Director, Business Advisory, KPMG Advisory Services

*

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