银行业“反内卷”热潮涌动，基层“最后一公里”待破局

Core Viewpoint - The banking industry is undergoing a profound transformation from competitive logic to development models, driven by policies aimed at preventing "involution" and promoting efficiency [1][3]. Group 1: Industry Response - Multiple banking associations and institutions are actively responding to the call to end "involution" by promoting self-regulation and discouraging blind expansion and price wars [3][4]. - The Baise Banking Association has initiated self-regulatory agreements among 27 member banks to prohibit malicious low-price competition and encourage innovation and service enhancement [3][4]. - Other regions, such as Qingyang, are also exploring local strategies to resist "involution" and promote sustainable development [4]. Group 2: Institutional Actions - Some banks are implementing specific measures to combat "involution," including commitments to compliance, stable growth, and reasonable pricing [5]. - Major banks like ICBC and Guangfa Bank have emphasized the importance of resisting "involution" and focusing on long-term value rather than short-term metrics [5][6]. Group 3: Challenges in Execution - Despite the industry's efforts, there are still significant challenges at the grassroots level, including the persistence of practices like indicator swapping among employees [6][7]. - The pressure of year-end performance assessments leads to aggressive marketing tactics, which can undermine the goals of reducing "involution" [6][8]. Group 4: Recommendations for Change - Experts suggest that the banking sector should shift from focusing on short-term metrics to long-term indicators such as customer retention and satisfaction [9][10]. - A three-dimensional governance framework is proposed, emphasizing regulatory guidance, industry collaboration, and institutional transformation to shift the competitive logic from "scale competition" to "value creation" [9][10]. Group 5: Strategic Transformation - Banks are encouraged to transition from being "funding intermediaries" to "service intermediaries," focusing on wealth management, supply chain finance, and digital finance [11]. - The transformation requires banks to leverage their core advantages and integrate into broader economic ecosystems while nurturing specialized talent [11].