Core Viewpoint - Zijin Bank (601860) emphasizes its commitment to supporting agriculture and small enterprises, focusing on a "small and scattered" strategy to enhance its service offerings and market reach [1] Group 1: Strategic Focus - The company is deepening its engagement with the "three rural" sectors, targeting small and micro enterprises, individual businesses, and new agricultural operators through a structured marketing approach [1] - Zijin Bank is enhancing its regional industry research and analysis capabilities to better integrate business development with local特色产业, thereby building differentiated advantages [1] - The bank is aligning its services with policy directions, actively engaging with small and micro enterprises in high-tech, green low-carbon industries, and advanced manufacturing clusters to innovate product and service models [1] Group 2: Financial Services Expansion - Zijin Bank is accelerating its supply chain finance initiatives by leveraging core enterprises to create a chain-based referral platform, providing comprehensive services such as financing, settlement, and wealth management to upstream and downstream small and micro clients [1]

截至2026年1月16日收盘，紫金银行（601860）报收于2.75元，较上周的2.77元下跌0.72%。本周，紫金 银行1月13日盘中最高价报2.84元。1月16日盘中最低价报2.74元。紫金银行当前最新总市值100.68亿 元，在农商行板块市值排名9/10，在两市A股市值排名2037/5183。 本周关注点 机构调研要点 问：贵行2026年信贷投向主要是哪些？ 答：我行坚持服务实体经济、坚持做小做散，围绕金融"五篇大文章"，积极稳妥加大信贷投放力度，持 续优化普惠金融产品与服务，为地方经济和社会发展提供优质的金融服务。 问：贵行在息差管理方面有什么举措？ 答：我行将继续通过调整资产负债结构、降本增效、提升综合收益等方式加强息差管理。资产端，坚持 做小做散，优先投放小微企业贷款，强化贷款利率管控，一户一策、因地制宜，用好综合服务方案，提 升贷款综合收益率；负债端，优化存款来源和期限结构，控制高息存款的规模，加快中长期存款向短期 存款转化。 问：贵行2026年发展思路，重点关注哪些业务？ 答：2026年，我行仍将坚守服务三农、服务中小、服务城乡的市场定位，以服务实体经济为根本宗旨， 以深化改革创新为强大动力， ...

Core Viewpoint - The introduction of the "sub-package management" method by a city commercial bank aims to enhance customer management and marketing efficiency, particularly in response to competition from large banks in the county market [1][2]. Group 1: Impact on Small and Medium Banks - The "sub-package management" approach is seen as a response to the competitive pressure from large banks, which have been expanding their reach into county markets, leveraging their financial strength to impact the loan quality and quantity available to small and medium banks [1][3]. - There is a concern that the implementation of this method may increase the pressure on grassroots employees and lead to a culture of universal marketing, which could be detrimental to employee morale and effectiveness [1][2]. Group 2: Strategies for Small and Medium Banks - Small and medium banks are encouraged to adopt a localized approach by deeply engaging with local governments and integrating into grassroots governance, thereby leveraging their familiarity with the region to build trust and expertise in specific industries [3][4]. - A focus on differentiated competition is essential, where small and medium banks should identify their strengths in the financial landscape and avoid mimicking large banks' strategies. Emphasizing inclusive finance and digital finance can create unique value propositions [3][4]. - Digital empowerment is crucial for small and medium banks to enhance operational efficiency and customer experience through the adoption of financial technology, which can also improve risk management capabilities [4].