券商中国·2025-10-17 23:42Core Viewpoint - The transformation towards buy-side investment advisory services has become the core path for the development of wealth management in the securities industry, driven by market recovery and industry changes. Firms must return to a client-centric approach through systematic capability building, ecological platform layout, and deep organizational transformation to achieve the transition from "selling products" to "managing assets" [1][3]. Group 1: Buy-Side Advisory Transformation - The mission of the Chinese securities industry is shifting from a "zero-sum game" to growing together with clients, emphasizing the importance of a systematic capability in investment advisory that includes education, research, and investment [3][5]. - The buy-side advisory transformation is a necessary choice against the backdrop of declining commission rates and narrowing spreads, requiring a return to the essence of service for sustainable growth [5][7]. - The success of buy-side advisory relies on the deep integration of asset management capabilities, advisory capabilities, and client service capabilities [7][8]. Group 2: ETF Business Development - The ETF market has seen significant growth, becoming a key focus for securities firms' wealth management strategies, although the growth rate may lag behind that of insurance and bank wealth management subsidiaries [10][11]. - Securities firms should leverage ETF products not just as investment vehicles but as tools for client engagement and service, emphasizing the need for personalized services despite potential standardization of products [10][11]. - The ETF ecosystem involves collaboration among exchanges, fund companies, market makers, and investors, with a focus on enhancing trading liquidity to support wealth management initiatives [10][11]. Group 3: Organizational Change and Assessment Reforms - Organizational transformation is crucial for the buy-side advisory transition, requiring firms to make firm decisions between short-term gains and long-term value [12][13]. - The assessment of advisory personnel should shift from sales metrics to comprehensive dimensions such as AUM growth and client profitability, closely linking with long-term client interests [12][13]. - Technology and AI are expected to reshape advisory services and organizational structures, leading to a bifurcation of advisory roles into standardized services and deep advisory based on experience [12][13].