“资产提升战”打响！工行、农行、中行、建行等齐下场，已有人薅到上万元“羊毛”

Core Viewpoint - The banking industry has initiated a new round of "asset enhancement battles" in the retail sector, with some banks offering rewards exceeding 3,000 yuan. Retail AUM (Assets Under Management) is now seen as a key indicator of a bank's competitive strength and future profitability. The phenomenon of customers frequently switching banks for short-term incentives indicates that short-term activities fail to create long-term customer loyalty. To effectively enhance retail AUM, banks need to abandon short-term thinking and focus on building comprehensive capabilities centered around professional services and long-term trust [1][23][41]. Group 1: Asset Enhancement Activities - Multiple banks have launched new "asset enhancement activities" at the beginning of the year, allowing customers to earn points and benefits by meeting certain criteria. This includes major state-owned banks like ICBC, ABC, BOC, and CCB, with rewards such as 240,000 "small beans" convertible to over 3,790 yuan in JD E-cards for qualifying customers [2][24]. - Agricultural Bank of China has announced that from January 1 to January 31, customers can earn up to 600 million exclusive points if their average financial assets increase by 10,000 yuan or more [5][27]. - Nanjing Bank and other city commercial banks have also introduced similar activities, with Nanjing Bank offering 1,000 comprehensive points for every 10,000 yuan increase in average financial assets, with a maximum of 80,000 points per month [6][28]. Group 2: Market Dynamics and Challenges - The current "asset enhancement battle" reflects a tactical "New Year rush" and a strategic shift in the banking sector, driven by the need to adapt to changing interest rate environments. Retail AUM has become a critical measure of a bank's competitive edge and future profitability [9][31]. - The phenomenon of customers switching banks for incentives highlights two major challenges: the superficial nature of customer relationships ("high flow, low retention") and the lack of differentiation in service offerings, which makes it difficult to establish long-term trust [17][39]. - The "sheep shearing" phenomenon, where customers exploit short-term incentives, indicates a lack of customer loyalty and reveals weaknesses in banks' customer relationship management strategies [11][40]. Group 3: Recommendations for Improvement - To effectively enhance retail AUM, banks should shift from short-term activity thinking to a focus on professional services and long-term trust. This includes transitioning from product sales to asset allocation, integrating financial services with everyday life, and implementing refined customer segmentation and operations [19][41]. - Banks should strengthen their investment advisory capabilities to transition from merely selling products to providing comprehensive asset management solutions, thereby building a "moat" around their services [20][42]. - Digital transformation should evolve from being a mere outreach tool to empowering an ecosystem that enhances customer engagement and retention, creating a complete service loop that turns short-term activity flows into long-term customer relationships [21][43].