Core Viewpoint - The merger and acquisition (M&A) market is entering a new phase of structured activity driven by policy support and industry transformation, with commercial banks strategically positioning themselves in this area to reshape public business patterns and enhance their role in empowering the real economy's transition and upgrade [1] Group 1: Industry Trends - The traditional interest margin model is under pressure, making high-tech and high-value-added M&A finance a key option for banks to explore new growth avenues and optimize income structures [1] - M&A serves as a top-level strategic decision for enterprises, providing banks with opportunities to upgrade client relationships and transition from basic financial service providers to long-term strategic partners for corporate development [1] Group 2: Competitive Dynamics - As the strategic direction becomes an industry consensus, the competition shifts from "whether to engage" to "how to excel" in M&A finance, emphasizing the need for deep capabilities [1] - Future competitive advantages may depend on three core dimensions: 1. Depth of industry engagement, requiring banks to develop profound industry insights beyond financial statements in fields like artificial intelligence and biotechnology [2] 2. Breadth of ecosystem integration, necessitating collaboration with top investment banks, law firms, accounting firms, and private equity funds to create a stable and trustworthy service community [2] 3. Precision in risk pricing and management, as technology M&A involves new risks that demand advanced tools and models for identification, quantification, and management [2] Group 3: Strategic Importance - The construction of comprehensive financial service capabilities is crucial for banks to build future core competitiveness, as M&A business tests banks' industry research, transaction design, resource integration, and risk management levels [2] - This development is essential for banks to break through traditional financial intermediary roles and effectively respond to the trend of financial disintermediation [2]

Core Viewpoint - The banking industry is experiencing increased pressure on deposit acquisition due to declining deposit rates, leading to unconventional marketing strategies such as gift giveaways and promotional activities to attract customers [1][2][3]. Group 1: Deposit Acquisition Strategies - Banks are implementing various marketing tactics, including limited edition gifts, cash vouchers, and exclusive lottery events to attract deposits [2][3]. - A specific example includes a bank offering a潮玩盲盒 (trendy toy blind box) or camping gear for customers who deposit a certain amount [2]. - The phenomenon of "deposit migration" is becoming more pronounced as customers shift funds to wealth management products and funds, increasing the urgency for banks to enhance their deposit offerings [2][3]. Group 2: Regulatory Response - Regulatory bodies have begun to scrutinize banks' deposit acquisition methods, prohibiting practices such as offering physical gifts and collaborating with internet platforms for member benefits [3]. - Banks are required to conduct self-assessments and rectify any non-compliant practices, including the suspension of products that involve high-interest offerings or non-standard deposit acquisition methods [3]. - The prohibition of "manual interest supplementation" has been reiterated, emphasizing the need for banks to adopt compliant and sustainable deposit strategies [3]. Group 3: Future Competitive Landscape - The competition for deposits is expected to shift from price-based strategies to a focus on comprehensive financial service capabilities [4][5]. - Banks are encouraged to develop new customer acquisition systems that emphasize core services like payment and settlement, wealth management, and innovative digital service offerings [4][5]. - Experts suggest that banks should move away from traditional growth metrics and focus on maintaining stable deposit growth while managing liability costs effectively [5].