长沙晚报全媒体记者 陈星源 实习生 黄博煜 "手里好几张信用卡，付款时总能找到一张有活动的。"曾经，在周五用信用卡买咖啡省下几元钱，是长 沙上班族小王习以为常的消费乐趣。不过，这样的场景如今已越来越少见了。 作为银行拓展年轻客户、冲刺发卡量的"神器"，联名信用卡正在悄然退场。央行数据显示，截至2025年 三季度末，全国信用卡总量为7.07亿张，近三年累计减少近1亿张。业内人士指出，这标志着国内信用 卡业务已告别过去"跑马圈地"式的规模扩张，全面步入以降本增效、优化结构为核心的深度调整期。 银行信用卡正不断瘦身 记者了解到，此番行业的整体"瘦身"，最直观的表现便是联名信用卡的批量停发。2025年以来，国内信 用卡市场产品结构优化提速，国有大行与股份行的调整力度尤为显著。 例如，邮储银行宣布停发华润通联名卡，交通银行宣布停发天涯明月刀卡换发为Y-POWER黑卡等，中 信银行宣布停发QQ音乐等3款手游联名卡；11月，招商银行一次性停发12款信用卡，涵盖盒马联名卡、 VISA三体联名卡等产品，浦发银行更是宣布停止18款信用卡发行，包括银联世界技能大赛联名卡等主 题卡与联名卡。 这场联名信用卡收缩浪潮并非短期突发，而是 ...

总部位于天津的银行系寿险公司高层调整进入关键阶段。12月8日，北京商报记者了解到，近日，张晨松获批担任光大永明人寿董事长。在业内看来，这位 持有多国精算师资格的"精算专家"，将带领三年亏损超36亿元的光大永明人寿，开启一场从规模扩张向价值创造的艰难转型。 面对行业深度调整、业绩持续承压、合规屡屡亮红灯的复杂局面，这位精算背景的掌舵人，能否带领公司走出亏损泥潭，实现从"规模驱动"到"价值驱动"的 华丽转身？ 精算"内核"掌舵 12月5日，天津金融监管局发布批复称，核准张晨松光大永明人寿董事长的任职资格。 作为持有多国精算师资格的专业人士，张晨松的职业轨迹多年围绕精算与风险主线展开。简历显示，张晨松，中国、北美、英国精算师，特许企业风险分析 师。张晨松于2013年4月加入公司，历任总经理助理、副总经理、财务负责人、总精算师。曾任泰康人寿精算部精算师、风险管理部总经理，华诚人寿 （筹）拟任总精算师等职务。 进入2025年，前三季度该公司实现保险业务收入168.99亿元，同比增长4.64%；净利润0.7亿元，同比扭亏为盈。但第三季度亏损2.07亿元，全年能否实现盈 利仍需时间给出答案。 "一家险企要实现扭亏，离不开几 ...

Core Viewpoint - Recent adjustments in credit card installment services by multiple banks signal a significant transformation in the industry, moving from a scale-driven approach to a value-driven strategy, emphasizing compliance and quality [1][4]. Summary by Sections Credit Card Installment Business Adjustments - Banks like Industrial and Commercial Bank of China and Everbright Bank have announced the cessation of installment plans exceeding 36 months and the discontinuation of self-selected installment features, indicating a shift in operational strategy [1][3]. - Everbright Bank will terminate its self-selected installment service on December 9, 2025, affecting new transactions while existing installment agreements remain unchanged [2]. - Industrial and Commercial Bank of China will stop offering installment plans longer than 36 months starting December 5, 2025, as part of its risk management strategy [3]. Reasons for Adjustments - The adjustments are aimed at optimizing risk structures and enhancing business compliance, responding to regulatory guidance to manage consumer debt levels effectively [3][4]. - The changes are also intended to reduce potential non-performing assets and improve capital efficiency, addressing the complexities of long-term debt management [3]. - The adjustments reflect a threefold consideration: responding to regulatory requirements, optimizing product structures, and reducing overall costs amid narrowing net interest margins [3]. Industry Transformation - The credit card industry is transitioning from a growth-focused model to one centered on risk control, scenario-based services, and user experience, marking the end of aggressive market expansion [4]. - The current market dynamics show a decline in total credit card numbers, while leading institutions maintain stable growth in card circulation, contrasting with the declining balances faced by smaller banks [4]. - Future industry directions should focus on digital integration, service ecosystem development, and deepening customer value to achieve a qualitative leap from quantity to quality [4].

Core Viewpoint - The banking industry is experiencing intense competition characterized by price wars and scale wars, leading to a detrimental "involution" that affects both the industry ecosystem and the real economy [1][2]. Group 1: Competition Dynamics - The competition among banks has escalated to unprecedented levels, resulting in a "price war" where loan rates have dropped below 3%, nearing the banks' funding cost limits [1]. - The "scale war" continues unabated, with banks pressured to attract deposits, leading to practices like "manual interest compensation" and "high-interest deposit purchases," which often breach financial compliance [1][2]. - This low-level repetitive competition not only compresses banks' profit margins but also leads to a waste of credit resources, weakening overall innovation and service quality in the banking sector [2]. Group 2: Need for Change - The banking industry requires a "de-involution" movement to alleviate the intense competition and reduce the burden on frontline employees [2]. - Financial regulatory authorities advocate for a shift from "scale-driven" to "value-driven" sustainable development in banking competition, emphasizing the need for banks to enhance their internal capabilities and innovation [2][3]. - Banks should diversify their revenue streams by expanding non-interest income businesses, such as wealth management and consulting services, to reduce reliance on interest margin income [2]. Group 3: Differentiation and Internal Optimization - Different types of banks need to establish clear differentiation in their development strategies, focusing on specific customer groups and business areas to provide unique financial services [3]. - In a competitive environment still influenced by "scale obsession," optimizing internal assessment and incentive mechanisms is crucial, incorporating diverse performance metrics beyond just deposit and loan scales [3]. - Financial regulatory bodies should continuously refine the competitive ecosystem, promoting differentiated competition among various types of institutions and establishing fair and orderly competition frameworks [3][4].

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]