The Driving Factors for Optimizing the Strategic Layout of International Investment Banks in the Asia Pacific Market: Taking Goldman Sachs, Morgan Stanley, and UBS as Examples

This study uses Goldman Sachs, Morgan Stanley as case studies and proposes a dual-dimensional driving model, measuring the substantive depth of localization through the Decision Power Index (DPI) and quantifying structural resilience through the Business Elasticity Coefficient (BEC), while analyzing strategic optimization paths. Adopting a mixed research design with multiple methods, based on case comparison, Vector Autoregressive (VAR) model of ten-year income data, Natural Language Processing (NLP) analysis of regulatory texts, and Monte Carlo simulation, core patterns were discovered. Localization requires breaking the 60% LDI threshold to activate regulatory network embedding and avoid Morgan Stanley’s compliance cost increase of 22% due to debt-driven investment (LDI) being only 48.8%; BEC>0.25 can buffer geopolitical shocks and reduce revenue sensitivity to 0.1%; LDI and BEC collaborate to generate a risk multiplier effect, resulting in a 40% reduction in UBS Hong Kong stock underwriting volatility after the restructuring of Credit Suisse. Research provides a practical framework for international investment banks: establishing risk isolation units in the short term, building a “golden ratio” business portfolio in the medium term, and establishing institutional adaptability in the $400 billion Asia Pacific wealth management market and geopolitical fluctuations through the decentralization of decision-making centers and optimization of blockchain clearing networks in the long term.