Zheng Quan Shi Bao·2025-07-29 21:55Core Insights - The transition to buy-side advisory is a central theme in the development of brokerage wealth management, with the cultivation of advisory talent being crucial [1][2] - The current number of advisors has surpassed 82,800, but they need to serve over 240 million investors, resulting in a significant imbalance in the advisor-to-investor ratio [2][3] - There is a pressing need to establish a system for attracting and nurturing advisory talent to address the challenges faced during this transition [1][6] Supply and Demand Imbalance - The advisory talent supply is structurally short, with the ideal advisor-to-investor ratio being 1:200, while the current ratio is approximately 1:2800 [2][3] - The number of advisors has increased from 53,200 at the end of 2019 to 82,800, reflecting the industry's emphasis on advisory talent [2][3] - Major brokerages are adjusting their talent structures, with 21 firms having over 1,000 advisors and 7 firms exceeding 3,000 advisors [3] Quality of Advisory Services - The quality of advisory services is lacking, with many advisors focusing on high-net-worth clients and providing only basic services to new clients due to manpower constraints [3][4] - There is a significant gap between the standard advisory services offered and the market's demand for refined wealth management [4][5] - The industry recognizes the need for a shift from product sales to service-oriented advisory, emphasizing long-term client relationships [5][6] Challenges in Talent Development - The "specialist but not specialized" phenomenon is prevalent, where advisors juggle multiple roles, hindering effective talent development [6][7] - There is a lack of comprehensive training and a clear career development path for advisory talent, which affects motivation and retention [7][8] - The industry needs to enhance systematic professional training and establish a classification and grading system for advisory talent [8][9] Future Directions for Advisory Talent - Establishing a differentiated training mechanism based on capability is essential for developing various types of advisors [8][9] - Leveraging AI and technology to enhance training and operational efficiency is becoming a consensus in the industry [8][9] - Continuous professional development through internal and external training, as well as expert engagement, is necessary to elevate the overall advisory quality [9][10]