Nan Fang Du Shi Bao·2025-12-11 10:05Core Viewpoint - The establishment of China Galaxy Securities' Beijing Internet Securities Branch marks a significant step in the digital transformation of the securities industry, reflecting a broader trend of brokerages setting up internet branches to enhance operational efficiency and customer engagement [2][3][4]. Group 1: Industry Trends - The trend of establishing internet branches among brokerages is accelerating, with China Galaxy Securities being the latest to join, following the earlier establishment of internet branches by Guotai Junan and Guosen Securities [2][3]. - The first internet branch appeared around 2014, driven by policy changes allowing non-site account openings, leading to a competitive rush among brokerages to capture online resources [3]. - The shift from merely acquiring online traffic to a focus on comprehensive operational capabilities is evident, as leading brokerages adopt internet branches for centralized management [3][6]. Group 2: Digital Transformation - The Beijing Internet Securities Branch is positioned as a key platform for digital transformation, aiming to integrate online and offline financial services and promote the deep integration of technology and finance [4][5]. - The operational model of internet branches focuses on four main areas: transforming channel operations from decentralized to centralized, building digital platforms for wealth management, implementing automated operations tailored to different customer segments, and applying large model scenarios for personalized services [5][6]. Group 3: Challenges and Solutions - The establishment of internet branches may lead to cultural shifts within brokerages, including a transition from hierarchical to flat organizational structures and potential inter-departmental conflicts [7][8]. - To ensure efficient operation of internet branches, brokerages need to clarify organizational roles, design flexible structures, and establish scientific assessment mechanisms based on digital metrics rather than traditional performance indicators [7][8]. - Addressing conflicts between online and offline channels is crucial, with recommendations to adopt an O2O model that empowers offline institutions through online platforms rather than competing for customers [8].