The growth rate of the size of the private banking asset management of multiple banks is below 10%

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Experts believe that the development of private banking business is facing the two major issues of homogeneity and insufficient professional talents. The reporter Peng Yan, with the disclosure of the 2022 semi -annual report, the results of private banks have also surfaced in the first half of this year. A reporter from the Securities Daily combed and found that many A -share listed banks have disclosed the development of private banking business in the half -year report of 2022. From the perspective of asset management, China Merchants Bank continued to sit firmly. According to data from the semi -annual report, as of the end of June this year, the total assets of private banks managed by China Merchants Bank were 3.65 trillion yuan, an increase of 7.48%over the end of the previous year. It is also the only bank with a scale of more than 3 trillion yuan in private banks in private banks. Followed by the ICBC, the bank's private bank managed the asset size of 2.47 trillion yuan, an increase of 6.27%over the end of last year; At the end of the year, the number of private banks managed by the Construction Bank of the private banking customer's financial assets reached 2.18 trillion yuan, ranking third, an increase of 7.74%over the end of last year; the Agricultural Bank of China was also chasing the trend, and the balance of private bank customer assets entered the "2 The trillion yuan club "reached 2.06 trillion yuan, ranking fourth, an increase of 11.7%from the end of last year. As a joint -stock bank, Ping An Bank, in the first half of this year, the balance of asset management of private banks' asset management was 1.55 trillion yuan, an increase of 10.5%over the end of last year. Looking at the scale alone, the size of private banks managed by Ping An Bank has surpassed the Bank of Communications. In the first half of this year, the Bank of Communications managed by the Bank of Communications was 1.03 trillion yuan, an increase of 3.69%over the end of last year. Except for the aforementioned ICBC, Agricultural Bank, Bank of China, Construction Bank, Bank of Communications, China Merchants Bank, and Ping An Bank, most of the asset management scale of private banks in other listed banks is below trillion yuan. Industrial Bank led the asset management of more than 700 billion yuan in private banks; followed by Minsheng Bank, the bank's asset management scale of private banks in the first half of this year was 556.377 billion yuan; the scale of private banking asset management of Everbright Bank was 537.076 billion yuan. Although the scale of management assets is bright, from the perspective of the growth rate, the growth rate of private banks managed by more private banks managed by more banks in the first half of this year has slowed down, compared with the same period last year, the growth rate has also declined significantly. Taking the China Merchants Bank as an example, as of the end of June this year, the total assets of private banks managed by their management were 3.65 trillion yuan, an increase of 7.48%over the end of last year. The growth rate of the same period last year was 12.78%. The growth rate of private banks managed by Construction Bank decreased from 8.45%in the first half of 2021 to 7.74%in the first half of 2022. The growth rate of private banks managed by Ping An Bank also dropped from 19%in the first half of 2021 to 2022 10.5%in the first half of the year. Our reporter sorted out the data and found that although the private banking business has risen in the first half of this year, the scale of asset management (AUM) showed a growth trend, compared with the same period last year, the growth rate has fallen significantly. Among them, some banks in the first half of last year's private bank asset management achieved double -digit growth, which was significantly higher than the number of digits in the first half of this year. "Promoting the transformation and upgrading of private banking business" is still the key content of the semi -annual reports of various banks. Keywords such as upgrading the financial service system, building a diversified product system, and promoting digital transformation are still frequently mentioned. For example, in terms of digital transformation, China Merchants Bank has strengthened the management of the entire life cycle of the product, accelerated the digital transformation of private banking business, and promoted the comprehensive improvement of business operation efficiency, management efficiency, and comprehensive customer service experience through online and digitalization. Construction Bank deepen the professional operation of private banks, continuously releases large -scale asset allocation strategies and policy interpretation analysis, enhances asset allocation service capabilities, and expands the coverage of private banking services. Du Yang, a postdoctoral of the Bank of China Research Institute, said that the private banking business is in the development stage, mainly facing the following two problems: First, the private banking business is seriously homogeneous. The second is insufficient professional talents. Therefore, the transformation of private banking business is imperative. On the one hand, private banking business is conducive to banks' light capital operations and sustainable development. Private customers have more needs in wealth management and consultation, which can bring considerable handling fees and commissions income to commercial banks, and enhance the level of non -interest income. On the other hand, as the proportion of high -net -worth individuals continues to increase, commercial banks need to meet customers with more diversified financial needs by improving the financial service system, enhancing the digitalization and intelligent level of business, and improving their core competitiveness. The industry's field sees market opportunities. "The development of private banking business needs to start from the aspects of strategic positioning, development model, talent team and product system." Dong Ximiao, chief researcher of Zhailian Financial, told the Securities Daily reporter that first of all, the strategic positioning must be clear. The overall strategy is matched and collaborative; secondly, the appropriate development model must be selected, including the organizational structure and operation model. Finally, to establish a relatively complete product architecture, private bank products need to highlight the unique and exclusive characteristics.

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