Zheng Quan Shi Bao Wang·2025-10-17 23:59Core Insights - The transformation towards buy-side investment advisory services has become a core path for the development of wealth management in the securities industry, driven by market recovery and industry changes [1][2][3] - A comprehensive capability building, ecological platform layout, and deep organizational transformation are essential for securities firms to transition from "selling products" to "managing assets" [1][2] Industry Mission and Service Philosophy - The mission of the Chinese securities industry is shifting from "zero-sum game" to growing together with clients, focusing on the stable appreciation of residents' wealth [2] - Investment advisory is viewed as a systematic capability that encompasses education, research, and investment [2] - Firms must enhance their comprehensive capabilities to compete with top international institutions, making the buy-side advisory transformation a necessary choice amid declining commission rates and narrowing spreads [2] Practical Insights from Regional Firms - Trust is fundamental in wealth management, especially in regions with strong local cultures, where close relationships between clients and advisors are crucial [2] - Securities firms should help clients achieve wealth preservation and appreciation through diversified product allocation, regardless of market fluctuations [2] ETF Business Development - The ETF market is expanding rapidly, becoming a focal point for wealth management strategies, although growth may lag behind other financial institutions [4][5] - Securities firms should integrate research and accompanying services to build core capabilities in client segmentation, intent insight, and asset allocation [4] - The ETF market's supply is rich, but client consumption capabilities need improvement; firms are developing strategies to enhance ETF service capabilities [5] Organizational Change and Assessment Mechanisms - Organizational transformation is critical for the buy-side advisory transition, requiring firms to balance short-term profits with long-term value [6] - Firms are moving towards a centralized management model for advisory teams, focusing on unified training and assessment to elevate professional standards [6] - The assessment of advisors should shift from sales metrics to comprehensive dimensions like AUM growth and client profitability [6] Technology and Future Outlook - AI and digitalization are expected to fundamentally change the service models and organizational structures of investment advisory [6] - Future advisory roles may diverge into standardized services driven by AI and deep advisory roles based on experience [6] - Firms need to proactively develop technological capabilities to reshape their organizational structures and business models [6][7]