京管泰富基金总经理朱瑜：以金融报国之志行价值创造之事

Core Viewpoint - The Chinese public fund industry is entering a critical new stage of high-quality development, with a comprehensive reshaping of its development path as it transitions towards high-quality economic structure [1] Group 1: Industry Transformation - The public fund industry is shifting from a scale expansion model to a comprehensive upgrade focused on "core investment research, specialized services, and distinctive development" [1] - Regulatory policies are guiding the industry back to its asset management roots, addressing issues such as "funds making money while investors do not" [1] - The competitive landscape is optimizing, with clearer strategic positioning between leading and smaller institutions [1] Group 2: Strategic Positioning - The high-quality development of public funds is closely aligned with national strategies and the needs of the real economy [2] - The company positions itself as a "catalyst" for state-owned enterprise (SOE) reform, an "incubator" for industrial upgrades, and a "national team" for wealth management [2] - The goal is to leverage professional asset management capabilities to contribute uniquely to the high-quality development of the capital [2] Group 3: Collaborative Ecosystem - The company has established a collaborative mechanism with shareholders and various industrial groups, providing multi-dimensional support for development [3] - This ecosystem offers valuable industry insights and guides forward-looking layouts for product innovation [3] - The collaborative effect is creating value by attracting long-term institutional investors and optimizing equity structures for SOEs [3] Group 4: Research and Development - Enhancing core investment research capabilities is essential for sustainable competitiveness in the asset management industry [4] - The company is building an integrated research platform that is "research-driven, platform-operated, and deeply collaborative" [5] - The platform is designed to provide high-quality research resources tailored to different product lines, ensuring efficient linkage between macro, industry, credit evaluation, and investment decisions [5] Group 5: Talent Development - The importance of talent in the high-quality development process has been elevated, with a focus on creating a healthy development ecosystem that nurtures long-termism and professional capabilities [7] - The company emphasizes a "cultural leadership" talent strategy, aiming to attract and retain top talent through a platform that aligns personal and organizational values [7][8] - A long-term assessment mechanism and deferred payment incentives are implemented to bind team interests with those of investors [7] Group 6: Client-Centric Approach - The principle of "putting investors' interests first" is being integrated into all operational processes, reflecting a shift from scale-oriented to client experience-oriented practices [9] - The company has established a rapid response mechanism to market fluctuations, ensuring timely communication with investors [10] - By aligning the interests of shareholders, executives, and fund managers with those of investors, the company aims to build trust and long-term partnerships [10] Group 7: Future Outlook - The future of the public fund industry will see deep differentiation, with both "large and comprehensive" and "small and beautiful" models coexisting [11] - The company aims to focus on distinctive paths, becoming an irreplaceable boutique asset management institution in specific fields [11] - The vision for high-quality development includes depth in research, warmth in service, and robustness in corporate culture, ensuring resilience against market challenges [11]