对话国联民生张明举：投行人从“规则适应者”逐渐转型至“行业深耕者”｜科创资本论

Core Viewpoint - The investment banking industry is undergoing a transformation from a "channel intermediary" to a "value partner," driven by the evolution of the Sci-Tech Innovation Board and the need for enhanced capabilities in value discovery, project selection, and comprehensive lifecycle services [1][7]. Group 1: Industry Changes and Reforms - The Sci-Tech Innovation Board has implemented a new round of reforms, including the introduction of a growth layer and the expansion of the fifth set of standards, which will reshape the investment banking ecosystem [1][4]. - The reforms allow more unprofitable but "hard technology" companies to go public, significantly broadening the business scope for investment banks and creating new business opportunities [1][4]. Group 2: Investment Banking Capabilities - Investment banks need to enhance three key capabilities: value discovery and project selection, comprehensive lifecycle service capabilities, and pricing and sales capabilities [2][7]. - There is a need for a new value assessment system that focuses on "hard technology" attributes and long-term development potential rather than solely on profitability metrics [1][5]. Group 3: Risk Assessment and Compliance - A risk assessment system tailored for unprofitable companies is essential, as these companies often face complex risk characteristics [5][6]. - Investment banks must ensure strict compliance and risk control throughout the project lifecycle to prevent "pseudo-technology" companies from entering the market [4][5]. Group 4: Market Dynamics and Opportunities - The capital market is increasingly supportive of unprofitable technology innovation companies, with policies encouraging their listing [6][9]. - Investment banks are advised to collaborate with experienced professional institutions to enhance project evaluation and market recognition [6][7]. Group 5: Future Outlook and Recommendations - The investment banking sector is encouraged to focus on industries aligned with national strategic priorities and to identify companies with a clear path to profitability despite current unprofitability [5][10]. - Recommendations include reinforcing substantive reviews of "hard technology" attributes and providing special support for essential but underfunded sectors like industrial software [10].