【导读】多位券商专家热议买方财富时代的变革与转型 中国基金报记者 孙越 买方财富时代浪潮已至，传统以"卖产品"为核心的财富管理模式正加速迭代，券商行业如何找准转型方向、破解实践难题？ 9月17日上午，由中国基金报主办的2025中国资本市场发展论坛暨证券行业论坛在上海举行。在大会的圆桌论坛环节，东吴证券首席战略官、研究所联席 所长孙婷，平安证券执行委员会委员、副总经理姜学红，国元证券执行委员会委员、副总裁梁化彬，国联民生证券资产配置部总经理程棵、中泰证券资管 副总经理姜诚等重磅嘉宾，围绕《买方财富时代的变革与转型》这一主题展开探讨，用一线实践经验为行业转型提供关键参考。 买方思维的核心评价标准是什么？ 作为本次圆桌论坛的主持人，东吴证券首席战略官、研究所联席所长孙婷率先抛出核心议题："当前买方财富时代已正式到来，但从市场实践来看，不少 机构和从业者仍停留在卖产品的传统模式中。若要精准评价一家机构或一位投顾是否真正具备买方思维，其核心评价标准应如何界定？" 平安证券执行委员会委员、副总经理姜学红认为，"挣什么钱"是检验买方投顾与传统模式的核心标准。过往财富管理行业的主流路径，多以"挣销售的 钱"为导向：将产品销售 ...

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].