随着资管新规全面落地，主动管理转型浪潮席卷行业，"马太效应"加剧下行业分化带来的阵痛愈发凸 显。头部机构凭借综合优势，强者恒强，中小机构却因传统路径失效、核心能力构建受阻而陷入转型困 局。 日前，渤海汇金总经理吴国威在接受中国证券报记者专访时表示，在此背景下，差异化定位成为中小机 构突围关键，券商资管需激活自身基因、深耕特色赛道，投研体系则亟待向"科学化+数字化"转型，摒 弃追求短期收益的误区。同时，资管业务需锚定国家战略、构建穿越周期的核心能力。 此外，在AI技术应用方面，吴国威表示，公司建立了"战略锚定-流程嵌入-合规护航-迭代驱动"四维机 制，成立跨职能AI赋能工作小组，推行业务部门发起制，贴合实际需求。推动AI与业务原生融合，实 现指令生成、报告核对等环节标准化应用；搭建全流程管控体系保障合规，通过"业务反馈-模型优化- 价值验证"迭代机制，配套创新容错机制与全员培训，提升投研效率和服务质量。 资管行业的转型阵痛与破局方向 随着资管新规的全面落地，主动管理成为行业发展的核心共识，资管行业正经历前所未有的深刻调 整。"马太效应"持续加剧的行业格局下，头部机构凭借资金、品牌、投研等综合优势加速领跑，而中小 ...

随着资管新规的全面落地，主动管理成为行业发展的核心共识，资管行业正经历前所未有的深刻调 整。"马太效应"持续加剧的行业格局下，头部机构凭借资金、品牌、投研等综合优势加速领跑，而中小 机构则面临生存与转型的双重压力，行业分化愈发明显。 "头部机构依托强大的渠道掌控力、持续的投研资源投入及创新品种先发优势，强者恒强，在规模扩张 与业绩稳定性上形成显著壁垒。与之相对，中小机构过去依赖单一产品创新实现快速增长的路径难以为 继，转型路上遭遇多重制约。"吴国威表示，中小机构在成本控制、人才、科技、品牌等方面投入资源 的平衡难题日益突出；在创新维度上，随着市场规范化进程的推进，简单的业务模式创新已无法形成竞 争力，核心能力构建的难度持续加大；在合作生态中，即便具备差异化优势，中小机构也需长期积累核 心实力以满足合作准入门槛要求，转型周期漫长。 在此背景下，差异化定位成为中小机构突围的关键。吴国威认为，对于券商资管而言，突破传统公募基 金竞争重围的核心，在于激活券商特有基因。券商资管依托综合金融平台协同财富、研究、投行等内部 资源，可挖掘客户多层次需求；深耕固定收益、量化投资、衍生品等特色赛道，强化绝对收益导向的产 品体系； ...

随着资管新规全面落地，主动管理转型浪潮席卷行业，"马太效应"加剧下行业分化带来的阵痛愈发凸 显。头部机构凭借综合优势，强者恒强，中小机构却因传统路径失效、核心能力构建受阻而陷入转型困 局。 日前，渤海汇金总经理吴国威在接受中国证券报记者专访时表示，在此背景下，差异化定位成为中小机 构突围关键，券商资管需激活自身基因、深耕特色赛道，投研体系则亟待向"科学化+数字化"转型，摒 弃追求短期收益的误区。同时，资管业务需锚定国家战略、构建穿越周期的核心能力。 ● 本报记者 谭丁豪 资管行业的转型阵痛与破局方向 随着资管新规的全面落地，主动管理成为行业发展的核心共识，资管行业正经历前所未有的深刻调 整。"马太效应"持续加剧的行业格局下，头部机构凭借资金、品牌、投研等综合优势加速领跑，而中小 机构则面临生存与转型的双重压力，行业分化愈发明显。 "头部机构依托强大的渠道掌控力、持续的投研资源投入及创新品种先发优势，强者恒强，在规模扩张 与业绩稳定性上形成显著壁垒。与之相对，中小机构过去依赖单一产品创新实现快速增长的路径难以为 继，转型路上遭遇多重制约。"吴国威表示，中小机构在成本控制、人才、科技、品牌等方面投入资源 的平衡难 ...

面对行业变局，吴国威详细介绍了公司的破局路径，为中小券商提供了实践样本。他表示，渤海汇金确 立了专业化、特色化、精品化的发展定位，以固收业务为基础，重点布局"固收+"、可转债及ABS等特 色领域，形成一套可落地、可复制的转型实践方案。 在定位落地规划上，渤海汇金明确以固收为基础，以"固收+"和ABS业务为特色，以权益为突破的核心 方向，构建差异化的产品体系。"固收+"策略聚焦转债、衍生品、基金投资三大方向，结合公募和私募 客群的差异设计专属产品。ABS业务方面，紧扣"盘活存量资产"的政策导向，持续深耕不动产资产证券 化领域，助力企业实现存量资产价值变现。权益投资则避开传统主动选股的红海竞争，以"FOF+量化 +指数"为突破方向，自研平衡转债指数、红利低波指数等系列特色指数，依托"ETF-FOF"等券商优势品 类构建差异化竞争力。 随着资管新规全面落地，主动管理转型浪潮席卷行业，"马太效应"加剧下行业分化带来的阵痛愈发凸 显。头部机构凭借综合优势，强者恒强，中小机构却因传统路径失效、核心能力构建受阻而陷入转型困 局。 日前，渤海汇金总经理吴国威在接受中国证券报记者专访时表示，在此背景下，差异化定位成为中小机 构 ...

Core Viewpoint - The withdrawal of public fund license applications by Guojin Securities Asset Management marks the end of the "application boom" for broker asset management public licenses that began in 2023, indicating a shift towards deep adjustment and differentiated development in the industry [1][2]. Group 1: License Application Trends - The surge in applications for public licenses began in May 2022 when the CSRC relaxed restrictions on the number of public licenses, allowing broker asset management subsidiaries to apply [2]. - In 2023, six institutions, including China Merchants Asset Management and Xingye Asset Management, submitted applications, but only two received licenses that year [2]. - By 2024, there were no new public licenses granted, and by late 2025, several broker asset management firms began withdrawing their applications [2][4]. Group 2: Regulatory Context and Industry Response - The timing of the withdrawal coincides with the approaching deadline for the Asset Management New Regulations, which require brokers to complete the public transformation of their products by the end of 2025 [4]. - Many broker asset management firms are transferring their public products to affiliated fund companies as a common strategy to comply with the regulations [4]. Group 3: Market Dynamics and Future Directions - The withdrawal of public license applications has led to a clear differentiation in the development paths of broker asset management firms, with only 14 out of 30 firms obtaining public qualifications [5]. - Firms with public licenses are encouraged to seek differentiated advantages in a competitive market, while those without may focus on traditional strengths in private asset management [5]. - The private asset management sector is experiencing a resurgence, with the scale of private products reaching 5.73 trillion yuan by September 2025, an increase of approximately 270 billion yuan from the end of 2024 [5].

Core Insights - Price wars have become a norm across various industries, with a 42% year-on-year increase in brands participating, yet over 60% of these brands have seen a decline in profit margins [2] - The significance of brand building is emphasized, suggesting that in a low-price competition environment, brand value becomes even more critical [2] Price War Dilemma - Low-price competition can lead to short-term sales boosts, but these are often unsustainable, as evidenced by a home appliance brand that saw a spike in sales during a price war, only to return to previous levels afterward [3] - Frequent price cuts can damage brand image and create a consumer expectation of discounts, leading to reduced brand premium [3] - The concept of "value positioning" is introduced as a strategy to escape price wars, focusing on finding a unique market space rather than engaging in price competition [3] Brand Value - In a low-price environment, brand value serves as a crucial competitive advantage, as demonstrated by a domestic sports brand that maintained high product pricing and market share through a strong "national trend" positioning and technological innovation [4] - Brand value plays three key roles: establishing consumer trust, providing emotional value beyond functionality, and forming stable consumer communities [4] Differentiation Strategy - Differentiation is highlighted as an effective strategy to navigate price wars, with a new coffee brand successfully avoiding direct competition with giants by focusing on office scenarios and offering subscription and customization services [5] - Key points for effective differentiation include understanding real consumer needs, providing unique value experiences, and ensuring sustainable positioning [5] Emotional Connection - Emotional connections are vital for brand value, especially when product functionalities are similar, as shown by a high-end skincare brand that built strong ties with consumers through storytelling and community engagement [6] - Building emotional connections requires consistent quality, continuous value communication, and exceeding customer expectations in service [6] Value Restructuring - Brands facing price competition should opt for value restructuring rather than passive following, as illustrated by a smart home brand that shifted focus from product pricing to comprehensive smart home solutions [7] - The key to value restructuring lies in redefining competitive dimensions, focusing on user value, and fostering long-term customer relationships [7] Systematic Construction - Brand value construction is a long-term process requiring systematic investment, as evidenced by a kitchen appliance brand that established a high-end image through continuous innovation and brand communication [9] - Four supporting elements for systematic brand value construction include a clear value proposition, excellent product experience, consistent communication strategies, and comprehensive user services [9] Long-term Perspective - Successful brands often adhere to a long-term perspective, as demonstrated by a food and beverage brand that maintained brand investment during intense price competition, ultimately emerging as an industry leader [10] - Key traits for maintaining a long-term perspective include strategic patience, innovative courage, and a strong belief in brand value [10] Conclusion - Brand building remains essential in the face of price wars, serving as a "Noah's Ark" for companies navigating market cycles, with those focusing on differentiation, emotional connections, and value restructuring likely to succeed [11]

Core Viewpoint - The announcement of a large asset transfer by Bohai Bank is seen as a positive move to optimize asset structure and mitigate potential risks, reflecting the bank's strategic adaptability in a challenging environment [1] Group 1: Asset Transfer and Strategy - The asset transfer is beneficial for banks as it helps in optimizing asset structure and shedding potential risks [1] - Bohai Bank has actively adapted to new trends in the banking industry by restructuring its strategies to focus on stabilizing scale, adjusting structure, increasing revenue, and reducing costs [1] - The bank's proactive asset transfer has effectively reduced risks while optimizing its business structure and enhancing efficiency [1] Group 2: Financial Performance - In 2024, Bohai Bank achieved a revenue of RMB 25.482 billion, a year-on-year increase of 1.94%, and a net profit of RMB 5.256 billion, up 3.44% [3] - For the first half of 2025, the bank reported a revenue of RMB 14.215 billion, a growth of 8.14%, and a net profit of RMB 3.830 billion, increasing by 3.61% [3] - The cost-to-income ratio for the first half of 2025 was 32.17%, a reduction of 6.52 percentage points compared to the same period in 2023 [3] Group 3: Risk Management - Bohai Bank has enhanced its risk management by actively addressing challenges and increasing the disposal of non-performing assets, achieving a record high in problem asset recovery [4] - The bank has taken the lead in clearing high-risk internet lending businesses, demonstrating a proactive approach to risk management [4] - Standard & Poor's has upgraded the bank's rating outlook from negative to stable due to its effective risk control strategies [4] Group 4: Strategic Positioning - Bohai Bank emphasizes long-term development over short-term gains, focusing on quality improvement rather than scale [2][3] - The bank has aligned its business positioning with national strategies and technological trends, enhancing its competitive advantages [5][6] - As of the first half of 2025, the bank's loans to technology enterprises reached RMB 71.252 billion, a 51.28% increase from the previous year, while loans to the manufacturing sector and green loans also saw significant growth [6]

Core Insights - The report highlights the rapid growth of the global and Chinese online retail markets, with a compound annual growth rate (CAGR) of 7.6% from 2020 to 2024 and an expected 7.5% from 2025 to 2029, driven primarily by the Asia-Pacific region [2][16][25]. - China's online retail market is transitioning from rapid expansion to refined operations, with the number of online shoppers projected to reach 974 million by 2024, and emerging models like instant retail and live commerce becoming key growth drivers [2][16][17]. - The top 100 online retail companies in China are expected to generate sales exceeding 2.17 trillion yuan in 2025, reflecting a year-on-year growth of 13.6%, with over 60% of these companies achieving positive growth [2][17]. Global Online Retail Market - The global online retail market is experiencing high growth, with the Asia-Pacific, North America, and Europe regions accounting for 90% of the market share, and the Asia-Pacific region expected to reach a market size of $2.7 trillion by 2029 [2][16][25]. - The online retail market in North America is characterized by a stable growth structure led by major players like Amazon, Walmart, and eBay, with a projected market size of $1.71 trillion by 2029 [37][46]. - In Europe, the online retail market is growing steadily, with significant regional differences, and is increasingly influenced by digital payment and logistics infrastructure [48][56]. Chinese Online Retail Market - The Chinese online retail market is shifting towards precision operations, with a notable increase in retail share from lower-tier cities, which now account for 58% of the market [2][16][17]. - Instant retail and live commerce are emerging as significant growth engines, with rural online retail sales expected to grow at a CAGR of 11% from 2022 to 2024 [2][16][17]. - The top 100 online retail companies in China exhibit a "multi-format synergy" characteristic, with 63 consumer brand companies, 24 physical retail companies, and 13 e-commerce companies contributing to a trillion-yuan market [2][17]. Industry Trends and Innovations - The report identifies three major directions for industry development: retail media expansion through multi-channel marketing, differentiated positioning based on consumer needs, and innovative business models that enhance collaboration between suppliers and retailers [3][21]. - The rise of retail media is seen as a way for consumer brands and retailers to redefine their core value by becoming content producers and leveraging digital marketing strategies [21][23]. - The online sales ratio of physical retail companies is increasing, with over 60% of the top 70 physical retail companies achieving an online sales ratio exceeding 10% [20][21].

Core Insights - The article highlights the strategic expansion of Dingdong Maicai's "Taste of China" initiative, focusing on sourcing and promoting local delicacies and ingredients across the nation [1][4] - The company has signed over 30 million yuan in direct procurement orders for the Yangtze River Delta hairy crabs, indicating a significant investment in regional specialties [1] - Dingdong Maicai aims to enhance its supply chain and product offerings by introducing unique regional products, such as the Qinghai-Tibet Plateau hairy crabs, which challenge traditional perceptions of crab sourcing [2][3] Group 1 - Dingdong Maicai's "Taste of China" plan is a key component of its "Good Products" strategy, which currently includes nearly 300 SKUs across various categories, including fruits, vegetables, and snacks [1][3] - The Yangtze River Delta hairy crabs are expected to see a doubling in sales compared to last year, showcasing the growth potential of regional specialty products in the national market [1] - The company has established a direct procurement model in the Qinghai-Tibet Plateau, ensuring high-quality crabs that are free from feed and drugs, with a low-density farming approach [2] Group 2 - The "Taste of China" initiative aims to bring local ingredients to a wider audience, enhancing consumer choices while providing branding opportunities for local farmers [4] - Dingdong Maicai's strategy emphasizes the importance of sourcing directly from producers and maintaining quality control, differentiating itself from competitors focused on price and efficiency [4] - The company has successfully promoted regional vegetables, such as Gobi vegetables, achieving over 10 million units sold, indicating a strong consumer interest in local flavors [3]

Core Viewpoint - The People's Bank of China has updated the significant changes in non-bank payment institutions, highlighting key changes in major shareholders and business types for companies like Chuanhua Payment, Beijing GaoHuiTong, and Lakala Payment [1][2]. Company Summaries - Chuanhua Payment's major shareholder has changed from Chuanhua Logistics Group to Shanghai Xunhui Information Technology, with the actual controller shifting from Xu Guanju to MENGPO [2]. - Beijing GaoHuiTong has reduced its business types, exiting Class II stored value account operations while retaining Class I operations [2]. - Lakala Payment's major shareholder, Legend Holdings, has decreased its shareholding from 26.54% to 23.54% [2]. Industry Trends - The payment industry is undergoing continuous adjustments, with six significant changes reported in 2025 alone, including capital increases, executive adjustments, and changes in shareholding structures [4]. - The frequency of adjustments among payment institutions is attributed to four main reasons: strategic adjustments, compliance needs, business focus, and capital operations [4][5]. - The current payment industry is in a phase of "high-quality development + differentiated competition," with regulatory requirements becoming stricter and the value of licenses returning to scarcity [5][6].