银行业反内卷潮涌 基层最后一公里待破

Core Viewpoint - The banking industry is undergoing a profound transformation in its competitive logic and development model, driven by policies aimed at preventing "involution" and promoting efficiency [1][2]. Group 1: Industry Response to Involution - Multiple banking associations and institutions are actively responding to the call to end "involution" and "price wars," advocating for a shift towards standardized and stable development [2][3]. - The Baise Banking Association has initiated self-regulatory agreements among 27 member banks to prohibit malicious low-price competition and encourage differentiation and value creation [2]. - Other regions, such as Qingyang, are also exploring local strategies to combat "involution," emphasizing sustainable development and improved assessment mechanisms [3]. Group 2: Challenges in Implementation - 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]. - The pressure of year-end performance assessments leads to aggressive marketing tactics, which contradict the push for a more rational and customer-focused approach [4][6]. - Employees report that the focus on short-term metrics, such as "point-in-time deposits," creates a distorted operational environment, leading to unhealthy competition [7]. Group 3: Strategic Shifts in Banking - The industry recognizes that true "anti-involution" requires a change in how goals are achieved, moving towards a more sustainable business model that prioritizes long-term value over short-term gains [8]. - Banks are encouraged to reduce the weight of short-term performance indicators and increase the focus on metrics that reflect long-term operational quality, such as customer retention and satisfaction [8]. - A three-dimensional governance framework is proposed, involving regulatory guidance, industry collaboration, and institutional transformation to shift the competitive logic from "scale competition" to "value creation" [8][9]. Group 4: Transformation of Banking Roles - Banks are urged to transition from being "fund intermediaries" to "service intermediaries," leveraging their strengths in customer relationships and risk management to enhance service offerings [10]. - The transformation involves diversifying revenue sources by focusing on wealth management, supply chain finance, and digital finance, thereby addressing challenges posed by narrowing interest margins [10]. - Different types of banks are advised to adopt tailored strategies based on their size and market position, with large banks focusing on comprehensive financial services and smaller banks serving local communities [9][10].