银行业综合整治“内卷式”竞争 需走差异化可持续发展之路

Core Viewpoint - The banking industry is facing significant challenges due to "involution" competition, which has been recognized as a consensus across various sectors since the Central Economic Work Conference proposed comprehensive measures to address it [1] Group 1: Regulatory Actions - The Guangdong Banking Association has initiated a "1+3+N" system to combat "involution" competition, which includes a negative list from regulatory authorities, self-regulatory agreements, and industry-specific measures [1] - The Ningxia Banking Association has also held discussions on the state of "involution" competition within the industry, indicating a broader recognition of the issue [1] Group 2: Market Dynamics - On the deposit side, banks are experiencing a "stagnant" interest rate environment, leading to practices such as "high-interest deposits" and "buying indicators" to meet performance targets [2] - Some banks are engaging in practices that effectively raise actual interest rates despite official reductions, such as manual interest supplements and high-interest bids for deposits [2] - On the loan side, there is significant downward pressure on interest rates, with some banks offering loans at rates below the yield of government bonds, particularly for large enterprises [2] - The consumer loan market has seen intense price competition, with rates dropping below 2.5%, leading to market disorder and potential misuse of funds [2] Group 3: Implications of Involution - The competitive practices, while seemingly beneficial to consumers, are severely squeezing banks' profit margins and threatening the industry's long-term health [3] - Involution can lead to increased risks of regulatory violations, as banks may relax risk assessments to gain market share, raising the likelihood of bad debts and adverse selection [3] - The distortion of market signals due to involution can hinder macroeconomic regulation efforts [3] Group 4: Strategic Recommendations - The banking industry needs to shift from "losing money for visibility" to "quality-driven survival," focusing on sustainable development [3] - Banks should adjust their business structures based on their resource endowments and explore differentiated development strategies [3] - Enhancing service capabilities instead of competing solely on interest rates can create a more diverse financial institution landscape and ensure stable operations [3] - Banks should also seek to identify customer needs and expand non-interest income to diversify and strengthen their risk resilience [3] Group 5: Internal Management - A scientific and reasonable incentive mechanism and performance evaluation system should be established within banks to avoid short-term, volume-driven behaviors [4] - Increasing the diversity of performance indicators can stimulate employee motivation and innovation [4]