Core Insights - The era of buyer wealth management has officially arrived, prompting a shift from traditional product-selling models to a more client-centric approach in the securities industry [1][3] - Experts from various securities firms discussed the challenges and necessary transformations in the industry during a recent forum [1] Group 1: Buyer Thinking Evaluation Standards - The core evaluation standard for determining whether an institution or advisor possesses buyer thinking is centered around "how to earn money," contrasting with the traditional focus on product sales [5][7] - Institutions like Ping An Securities have shifted to a model focused on "earning retention money," emphasizing long-term client relationships and service value [7][11] - The recognition of the buyer fee model by clients is crucial for the transformation process, as many still prefer traditional commission-based structures [9][14] Group 2: Transformation Challenges and Solutions - The necessity for transformation in the wealth management industry is driven by declining commission levels and changing client demands for sustainable returns [14][15] - Institutions must overcome the "license dependency" mindset and create real, sustainable value for clients to gain their trust and long-term loyalty [15] - A collaborative approach involving professional services, a scientific assessment mechanism, and a reasonable profit distribution system is essential for successful transformation [15][16] Group 3: Asset Allocation Services - Asset allocation is identified as a critical component of wealth management, with a focus on long-term returns [16][17] - Institutions need to enhance their asset allocation capabilities by broadening their product frameworks and developing a core methodology tailored to different investor profiles [17][18] - Effective communication between research strategies and client services is vital for translating institutional insights into tangible client returns [18] Group 4: Building Competitive Advantages - To establish core competitiveness, firms must have clear strategic insights and maintain a long-term commitment to building unique service offerings [19][20] - Collaboration across departments is emphasized as essential for the success of buyer wealth management initiatives [20] - Differentiation in product offerings and transparent communication about risk and return characteristics are crucial for addressing information asymmetry in the wealth management sector [20][21]

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].