Core Viewpoint - The banking industry's "opening red" campaign has significantly advanced this year, with many banks starting their marketing efforts as early as October and November, leading to a dual pressure of "opening red" and year-end performance reviews for employees [1][3][10]. Summary by Sections Opening Red Campaign - The "opening red" campaign refers to traditional marketing activities by commercial banks aimed at seizing market share and boosting performance at the beginning of the year [2]. - This year, banks have initiated their "opening red" activities much earlier than in previous years, with some banks reporting a campaign duration of up to six months [10][11]. Performance Indicators - During the "opening red" period, banks set specific performance targets, such as monthly average increases in financial assets and savings [3]. - For example, a bank in Sichuan requires a monthly average increase of 40 million yuan in financial assets and 16.5 million yuan in savings [3]. Customer Engagement Strategies - Banks are employing various strategies to attract and retain customers, including offering higher interest rates for deposits made through customer managers compared to online applications [5]. - Some banks are providing incentives like WeChat discounts for customers who increase their financial assets during December [5]. Challenges Faced by Employees - Employees are experiencing significant pressure to meet both "opening red" and year-end performance targets, leading to fatigue and stress [1][4]. - New employees, like a newly appointed wealth manager, face challenges in meeting deposit targets due to a lack of established client relationships [2][5]. Market Dynamics - The early and extended "opening red" campaigns are driven by narrowing interest margins and a shortage of quality market assets, prompting banks to secure clients and funds earlier [10][11]. - The focus of the banking industry is shifting from mere scale expansion to deepening service quality, integrating wealth management, and enhancing customer loyalty [10][11]. Year-End Performance Pressure - As the year-end approaches, banks are also focused on completing their annual performance targets, which adds to the stress of employees [13]. - Employees report difficulties in retaining existing clients and acquiring new ones, with some clients moving their funds to foreign banks for better returns [13][14]. Recommendations for Improvement - Experts suggest that banks need to shift their focus from short-term performance metrics to long-term client relationship quality, incorporating customer needs analysis into their service processes [14]. - There is a call for banks to optimize resource allocation and provide ongoing training to support employees in building sustainable client relationships rather than merely chasing short-term targets [14].

经济观察报 记者 老盈盈 "为什么一直不能破零？！"连续4天存款进度依然为"零"后，下班前的会议上，潘晓的主管拿着任务清 单，一条一条对他进行督导。11月中下旬，在银行"开门红"启动会上，他领取了自己的"军令状"，其中 有1500万元的存款指标。作为刚转岗为理财经理的他，手上没有熟客，想靠自己拉存款简直太难了。如 今，他满脑子都是"存款能不能从天上掉下来"。 启动会后第5天，在坚持不懈地给客户打电话后，潘晓的存款指标终于"破零"，一位客户存了5万元。这 天，他给马上存款要到期的客户打电话，也收获了一个8万元的存款储备。 吸收存款是各家银行"开门红"的重要任务。经济观察报记者发现，正值银行"开门红"期间，联系客户经 理预约办理定期存款业务，相比通过银行APP（手机应用程序）购买，会有不同幅度的利率上调。比 如，潘晓所在的股份制商业银行，银行APP显示3年期定期存款利率仅为1.25%，而通过客户经理预约可 调整至1.75%，起存金额为1万元。 有的城商行和农商行的利率优惠力度更大。例如九江银行，该行APP显示2年期、3年期和5年期的定期 存款利率均为1.35%，该行广州地区的一位客户经理对记者表示，通过线下预约， ...

Core Viewpoint - Local rural commercial banks are actively preparing for the end of the year and the beginning of 2026, emphasizing the need to connect the "year-end" and "new year" strategies to avoid fluctuations in business rhythm [1][2][3] Group 1: Year-End and New Year Strategies - Nearly 30 local rural banks have held operational meetings to summarize the third quarter and prepare for the final push of the year [2][3] - Many banks are adopting a proactive approach by linking year-end performance with early preparations for the next year's business, aiming for a seamless transition [1][3] - The focus on "target-driven" and "responsibility tracking" indicates a heightened urgency in meeting year-end performance metrics [2] Group 2: Competitive Landscape and Market Conditions - The narrowing net interest margins for small and medium-sized banks have significantly reduced their motivation and capacity to raise deposit rates [4][5][6] - The average net interest margin for city commercial banks and rural commercial banks has decreased to 1.37% and 1.58%, respectively, indicating a further decline in profit margins [5] - Regulatory pressures and market conditions have constrained banks' pricing power, making it difficult to engage in competitive deposit rate increases [6] Group 3: Economic Context and Implications - The early preparation for the "new year" by banks is influenced by the government's planning cycles and the need for businesses to secure financing amid international economic uncertainties [4] - The competition for deposits and quality clients has intensified, prompting banks to extend their marketing cycles to secure business resources ahead of year-end competition [4]