在"规模情结"尚存的竞争环境中，进一步优化内部考核激励机制不可或缺。银行应避免单纯以存贷 款规模等指标进行考核的方式，将业务创新、风险管理、客户满意度等多元化标准纳入绩效考核体系， 不断激发员工的工作积极性和创造力。 此外，金融管理部门要不断优化金融行业竞争生态，推动不同类型机构找准自身市场定位、形成错 位竞争，构建分类分层、公平有序的竞争格局。例如，在考核机制方面，可以根据国有大行、股份制银 行以及地方性商业银行的不同经营特点，分类设置不同的考核指标。 当前，银行业需要一场"反内卷"风暴，为白热化的行业竞争降温，也为苦不堪言的基层员工减负。 同时也要注意的是，在实践过程中，不能将"反内卷"简单地与"反对竞争"画等号。 实际上，金融管理部门主张的"反内卷"，核心在于通过制度约束和引导，推动银行业竞争从"规模 驱动"走向"价值驱动"的可持续发展路径。在重塑金融行业竞争逻辑的过程中，需要银行练好内功、提 升创新动力，也需要相关部门加以引导和支持。 对于银行机构来说，营收结构的相对单一是"内卷"严重的重要原因之一。因此，拓展增量业务是提 高营收的重要途径。各家银行应积极拓展非利息收入业务，如财富管理、支付结算、咨询 ...

Core Viewpoint - The banking industry in Guangdong is initiating a "de-involution" campaign to address excessive competition and promote a shift from scale-driven growth to value creation [1][5][10] Group 1: Regulatory Actions - The Guangdong Banking Association held a meeting on July 17 to discuss the "de-involution" strategy, which includes a comprehensive negative list of prohibited behaviors [3] - The "1+3+N" system will be implemented, where "1" refers to the regulatory negative list, "3" includes self-regulatory agreements, and "N" pertains to industry self-discipline measures [3][6] - The meeting was attended by representatives from various regulatory bodies and banking institutions, emphasizing a unified approach to combat unhealthy competition [3][4] Group 2: Industry Challenges - The banking sector is facing a tightening net interest margin due to aggressive pricing wars and irrational competition, leading to a cycle of reduced profitability [6][7] - Non-symmetrical declines in deposit and loan rates have resulted in a market environment where banks are forced to engage in practices like "buying indicators" and offering unsustainable rates [6][7] - The phenomenon of "task swapping" among bank employees to meet performance metrics has become prevalent, indicating a deeper issue of competition within the industry [6][7] Group 3: Strategic Recommendations - Large banks should balance scale expansion with innovation, focusing on technology to reduce costs and enhance non-interest income [8][9] - Mid-sized banks need to establish competitive advantages through regional focus and specialized services, while small banks should leverage policy support and local market strengths [8][9] - The "de-involution" initiative is expected to encourage a rational return to competition, but its long-term success will depend on the commitment to execution and transformation within institutions [9][10]

Core Viewpoint - Multiple wealth management companies are reducing fees to attract customers, with management fees for mainstream wealth management products dropping to a range of 0.05% to 0.15% [1][2] Group 1: Fee Reductions - Several wealth management companies have announced fee reductions for various products, with specific examples including Bank of China Wealth Management reducing its fixed management fee from 0.3% to 0.05% per year [2] - Minsheng Wealth Management has also lowered the annual fixed management fee for one of its pure fixed-income products from 0.5% to 0.05% [2] - Cash management products are becoming a focal point for banks, with Zhaoyin Wealth Management launching two cash management products and reducing management fees for four cash management plans, with some fees dropping to as low as 0.01% [3] Group 2: Market Trends - The total scale of bank wealth management products has been steadily increasing, reaching a total of 31.5 trillion yuan by the end of May 2025, up by 0.19 trillion yuan from April and 1.58 trillion yuan from the end of the previous year [1] - The structure of wealth management products is changing, with fixed-income products still dominating the market, accounting for 92.5% of the total, while cash management products have seen significant growth, increasing by 97 products to a total of 2,054 [4] Group 3: Future Outlook - Industry experts predict that the scale of bank wealth management products may exceed 33 trillion yuan by the end of the year, although volatility in the bond market could impact this growth [7] - Long-term strategies for wealth management companies may need to shift from "scale-driven" to "value-driven" approaches, focusing on optimizing asset allocation and enhancing risk management capabilities [6]