Core Viewpoint - The article discusses the evolution of the buy-side advisory market in China, highlighting its distinct characteristics compared to the mature U.S. market, emphasizing the need for a unique approach to meet local demands and challenges [2][4]. Group 1: Comparison with U.S. Market - The U.S. buy-side advisory market is characterized by a regulatory framework established by the Investment Advisers Act of 1940, which mandates fiduciary duty, ensuring client interests are prioritized [2][3]. - Key features of the U.S. market include standardized development through regulatory oversight, structural segmentation with both small and large advisory firms, and professionalized services that evolve from basic portfolio management to comprehensive financial planning [3]. Group 2: China's Unique Approach - In China, the rise of buy-side advisory is driven by a "demand-driven" model, where investors face new realities of risk and uncertainty, leading to a need for guidance in navigating market complexities [4][6]. - The primary task for Chinese buy-side advisors is to become "explorers of clients' life goals," focusing on understanding clients' aspirations to create tailored investment strategies [6][7]. Group 3: Milestones in China's Development - The first milestone is establishing trust through deep communication and professional support, which is essential for building long-term client relationships [6][7]. - The second milestone involves creating value through advisory services that not only optimize asset allocation but also act as a stabilizing force during market fluctuations, shifting the focus from short-term gains to long-term life goals [8][9]. - The third milestone emphasizes the application of technology, particularly AI, to enhance client insights and improve service delivery, ensuring that technology serves to empower human advisors rather than replace them [9]. Group 4: Future Outlook - The long-term value of buy-side advisory in China lies in its ability to help investors understand the significance of investing in relation to their life goals, ultimately providing a solid foundation for a stable and fulfilling life [10][11].

Core Viewpoint - The 2025 Wind Wealth Management Forum emphasized the integration of AI technology in transforming the value of buy-side advisory services in wealth management, highlighting the industry's shift towards high-quality service and client-centric approaches [1][8][10]. Group 1: Event Overview - The forum, held on September 25, 2025, in Shanghai, gathered leaders and experts from banking, securities, asset management, and fintech sectors to discuss the future of wealth management in the AI era [1]. - The event featured four keynote speeches, three roundtable discussions, and an awards ceremony, facilitating in-depth exchanges among hundreds of attendees [1]. Group 2: Keynote Insights - Wind's Senior Vice President, Jian Mengwen, highlighted the importance of a scientific evaluation system and fair selection mechanisms to empower outstanding financial advisors [6]. - The keynote on "AI Reshaping the Wealth Management Value Chain" discussed the increasing demand for buy-side advisory services as equity assets gain a larger share in household portfolios due to low interest rates [8]. - HSBC's Wang Ying presented on the transition from scale competition to value cultivation, emphasizing the need for comprehensive upgrades in client insights, product services, and investment research capabilities, with AI as a key enabler [10]. Group 3: Roundtable Discussions - A roundtable on maintaining high-quality wealth management services amidst declining fee trends emphasized that finding the right positioning and focusing on service quality is essential for navigating industry cycles [17]. - Another roundtable focused on supply-side reforms in asset management, advocating for a client-centered product creation mechanism that connects demand insights to product implementation [19]. - The discussion on intelligent advisory services concluded that AI should empower human advisors rather than replace them, promoting a collaborative model as the optimal solution [21]. Group 4: Awards and Recognition - The 2025 Wind Star Selection for Financial Advisors recognized outstanding talents in wealth management, with awards for "Outstanding Investment Advisors" and "Outstanding Financial Advisors" presented to top performers from various banks and financial institutions [22][24]. - A total of 68 institutions and 135 financial advisors received honors, showcasing the industry's commitment to excellence in wealth management [24]. Group 5: Future Directions - Wind aims to continue evolving the wealth management industry towards greater professionalism and intelligence, serving as a bridge between buy-side advisors and asset management institutions [26]. - The Star Selection platform is designed to empower financial advisors with a comprehensive suite of tools and resources, enhancing their capabilities across various business scenarios [27].

Core Viewpoint - The "Second Golden Unicorn Best Investment Advisor Selection" event highlights the rapid growth of China's wealth management industry, emphasizing the critical role of investment advisors in guiding asset allocation for the public [1] Group 1: Industry Growth and Challenges - The wealth management industry in China is entering a high-growth cycle as residents' financial literacy improves [1] - Investment advisors face challenges such as the shift from "single investment" to "comprehensive wealth planning," necessitating a broader skill set beyond just financial knowledge [2] - The era of "knowledge payment + professional capability" is identified as a core challenge for the industry's transformation, with many advisors still focused on product sales rather than comprehensive service [2] Group 2: Service Innovation and Technology - The future service philosophy for investment advisors should integrate technology to provide diversified, supportive services rather than just product offerings [2] - The "asset allocation + buy-side advisory + all-staff advisory" model is recognized as a leading service approach, emphasizing the importance of personalized and professional service [2] - The concept of "warm service" is not merely a slogan but a tangible aspect of daily operations at companies like Guangfa Securities, which aims to enhance traditional service methods [2]

Core Viewpoint - The transformation of wealth management in China requires significant improvements in various areas, particularly in buyer investment advisory services, which are currently insufficiently developed [1] Group 1: Wealth Management Transformation - The depth of buyer investment advisory services is far from adequate [1] - The concept of "long money, long investment" has not been fully realized [1] - There is a relative lack of excellent client managers, leading to insufficient trust from clients [1] Group 2: Future of Wealth Management - Buyer investment advisory services are considered the foundation of wealth management transformation [1] - Buyer investment advisory, represented by "fund advisory," has established a new legal relationship similar to full discretionary management [1] - This new relationship is expected to become the cornerstone of future wealth management [1]

Core Insights - The wealth management business of brokerage firms has undergone significant changes over the past year, driven by a more rational investment approach from a new generation of investors and a shift from "scale expansion" to "value creation" [1][3][8] Group 1: Market Trends - The A-share market has seen a recovery since the implementation of the "9·24" financial policy, with daily trading volume stabilizing above 2 trillion yuan [1] - Investors are increasingly favoring ETFs (Exchange-Traded Funds) for their low costs and risk diversification, with a notable increase in participation among individual investors [3][4] - The proportion of new investors under 30 years old has risen by 10 percentage points to nearly 30%, with over 25% of new investors engaging in ETF trading, which is 10 percentage points higher than older investors [4] Group 2: Investor Behavior - Investors are transitioning from a "chasing gains" mentality to a more structured "asset allocation" approach, characterized by "indexing," "institutionalization," and "configuration" [3] - New investors exhibit a stronger awareness of financial planning, with a higher allocation to fixed-income products compared to older clients, indicating a focus on stability and diversification [4] Group 3: Service Model Challenges - The growth in investor numbers presents challenges for brokerage firms in terms of meeting diverse and evolving client needs, necessitating a shift towards more intelligent, personalized, and scenario-based services [6][7] - Social media has raised client expectations for service, requiring firms to balance online convenience with offline trust-building [6] Group 4: Business Transformation - Many brokerage firms are transitioning to a buyer advisory model, focusing on asset allocation and comprehensive wealth management throughout the client lifecycle [7][8] - The industry faces intense competition and service homogenization, leading to a reliance on price competition, which pressures profit margins [7][8] Group 5: Future Growth Opportunities - Future growth points for brokerage firms are expected to arise from five areas: scaling the buyer advisory model, refined client segmentation, comprehensive services for corporate finance and family trusts, ecological planning for retirement finance, and cross-border wealth services [9]

Core Viewpoint - The wealth management business of brokerages has undergone significant changes over the past year, driven by a shift in investor behavior towards more rational asset allocation and the increasing popularity of ETFs as investment tools [1][2]. Group 1: Changes in Investor Behavior - Investors have shown a marked increase in enthusiasm for equity asset allocation, transitioning from a "chasing gains" mentality to a more structured "asset allocation" approach [2]. - The proportion of new investors under 30 years old has increased by 10 percentage points compared to the previous year, with over 25% of new investors participating in ETF trading, which is 10 percentage points higher than older investors [3]. - New investors are more focused on financial planning, with a higher allocation to fixed-income products compared to older clients, indicating a preference for stability and diversification in asset structure [3]. Group 2: Evolving Service Models - The growth in investor numbers has posed challenges for brokerages in terms of meeting diverse and sophisticated service demands, necessitating a shift towards more intelligent, personalized, and scenario-based services [4]. - Social media has raised client expectations for service, leading to a demand for both convenient online services and deeper offline trust relationships [5]. - Brokerages are transitioning from merely providing product sales to offering comprehensive advisory services that include asset selection and long-term client engagement [5][6]. Group 3: New Growth Opportunities - Brokerages are exploring new profit growth points by focusing on client service and engagement, moving away from reliance on commission income [6][7]. - Future growth areas are identified as including the scaling of buy-side advisory models, refined client segmentation, comprehensive services for corporate finance and family trusts, ecological layouts for retirement finance, and cross-border wealth services [7].

炒股就看金麒麟分析师研报，权威，专业，及时，全面，助您挖掘潜力主题机会！ 证券时报记者 谭楚丹 孙翔峰 2024年"9·24"一揽子金融政策落地以来，A股市场回暖，日均成交额明显增长，且已站稳2万亿元关口。 ETF投资崛起与配置觉醒 多位券商人士向证券时报记者表示，过去一年，伴随A股吸引力上升，投资者的投资习惯、配置需求、投资偏好发 生显著变化。 "投资者对权益资产的配置热情显著增强"是多名受访人士观察到的明显变化。中泰证券首席财富官胡增永谈到， 当前个人投资者的投资行为呈现"指数化""机构化""配置化"三条较为清晰的主线，"指数化"带来低成本的β（贝 塔）收益，"机构化"解决了产品选择与风险控制，"配置化"则实现收益增强与风险对冲，协同推动个人投资者 从"追涨杀跌"的1.0时代，迈入"资产配置"的2.0时代。 其中，ETF成为备受追捧的投资工具。"个人投资者对ETF等工具的认可度大幅提高，特别是宽基指数和行业主题 ETF。"兴业证券首席财务官许清春表示，这一变化主要源于投资者对指数产品分散风险、运作透明、成本低廉等 特点的认同。从数据上看，同一时期兴业证券非货ETF的参与客户数量提升了11倍。 多名受访券商 ...

Core Viewpoint - The article discusses the transformation of the wealth management industry in China, emphasizing the shift from a product-selling model to a client-centered approach in the era of buyer wealth management [1][4]. Group 1: Buyer Thinking Evaluation Standards - The core evaluation standard for determining whether an institution or advisor possesses buyer thinking is based on the revenue model, specifically focusing on "earning retention fees" rather than "sales commissions" [6][8]. - Institutions must prioritize customer interests and provide value through quality service and stable returns to encourage long-term product holding [8][10]. - The recognition of the buyer fee model by clients is crucial for the transformation process, as many still prefer traditional commission-based structures [10][12]. Group 2: Challenges and Breakthroughs in Transformation - The necessity for transformation is driven by declining commission levels and changing client demands for sustainable returns through professional investment [16][17]. - Institutions must overcome the "license dependency" mindset and create real, sustainable value for clients to gain their trust and loyalty [17][18]. - A successful transformation requires a collaborative approach involving consensus on direction, a buyer-oriented assessment system, and a focus on professional service [18][19]. Group 3: Importance of Asset Allocation Services - Asset allocation is highlighted as a critical component of wealth management, with a focus on long-term returns [20][21]. - Institutions need to enhance their asset allocation capabilities by expanding product offerings, developing core methodologies, and ensuring effective communication of strategies to clients [21][22]. Group 4: Building Differentiated Competitive Advantages - To establish core competitiveness, firms must have clear strategic insights and maintain a long-term commitment to building unique services and brands [23][24]. - Collaboration across departments and a focus on customer needs are essential for creating a service-oriented culture [24][25]. - Transparency and clear communication of product risks and benefits are vital to addressing information asymmetry in the wealth management industry [25].

Core Viewpoint - Guosen Securities breaks the shackles of standardized services by customizing exclusive paths for different client groups [1] Group 1: Customized Wealth Management Services - Retail clients receive inclusive services through "Guosen Xintougu," which offers account health diagnostics and portfolio configuration advice, supported by over 3,000 frontline advisors using live broadcasts and short videos to explain market logic [2][5] - High-net-worth clients benefit from "Guosen Leading 30," which collaborates with top market managers to design tailored cross-market, multi-asset, and multi-strategy allocation plans that align wealth management with life planning [2][5] - Innovative services like "Guosen Xinzhi Investment" provide post-purchase management solutions, with a dedicated advisory team diagnosing portfolio status and customizing adjustment plans based on clients' risk tolerance and liquidity needs [2][5] Group 2: Service Advantages in Wealth Management - Since the inception of the "Golden Sunshine" advisory service brand in 2005, Guosen Securities has expanded its reach to nearly 5 million clients, managing assets close to 500 billion [5] - The company has developed a comprehensive service system that includes pre-investment diagnostics, ongoing support during investment, and post-investment tracking [5] - A full-dimensional tool system enhances investment efficiency, from capturing market trends to implementing strategies [5] - "Guosen Xintougu" provides account health diagnostics and portfolio configuration advice, making professional guidance easily accessible through a combination of standardized headquarters and personalized branch services [5] - "Guosen Leading 30" connects with top market managers to create customized allocation plans across various markets and assets [5]

Core Viewpoint - The Chinese capital market is undergoing a profound transformation from scale expansion to quality improvement, with a strategic goal of cultivating first-class investment banks and enhancing the functional positioning of the securities industry as outlined in the 2023 Central Financial Work Conference [1][2]. Group 1: Financial Strategy and Regulatory Changes - The 2023 Central Financial Work Conference introduced the goal of building a "financial power" and emphasized the cultivation of first-class investment banks, marking a historical shift in the functional positioning and development model of securities firms [2]. - The China Securities Regulatory Commission (CSRC) issued guidelines in March 2024 to strengthen the regulation of securities companies and public funds, prioritizing functional roles and setting specific requirements for market stability, professional capability enhancement, and long-term investor returns [2][3]. - The revised Securities Company Classification Evaluation Regulations, effective from August 2025, highlight the importance of functional performance and introduce new indicators to guide securities firms in enhancing their service capabilities [3]. Group 2: Business Transformation and Functional Enhancement - Investment banking is shifting from a focus on IPO underwriting to providing comprehensive lifecycle services, addressing the diverse needs of technology and green energy companies throughout their development stages [4][5]. - Wealth management is transitioning from a commission-based model to a client-centric advisory approach, emphasizing the importance of aligning services with clients' long-term wealth preservation and growth goals [6][7]. - Institutional business is evolving from basic trading services to a comprehensive capital intermediary model, driven by the diverse needs of institutional investors for integrated financial services [8]. Group 3: Professional Service Capability Improvement - The establishment of a unique financial culture and incentive mechanisms is crucial for supporting functional development, ensuring alignment with national financial reform and regulatory requirements [9][10]. - Enhancing business collaboration capabilities is essential for breaking down internal resource silos and maximizing comprehensive service efficiency, necessitating organizational adjustments and the establishment of collaborative management structures [11][12]. - Developing advanced financial technology capabilities is a key driver for functional construction, enabling a shift from traditional labor-intensive models to data-driven approaches that enhance client services, research analysis, and risk management [13][14].