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$\"\"\/$ <\/figure>\n\n\n\n
\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
Mr. Jing Lei has 20 years of professional investment and business management experience in well-known international. And domestic large multinational investment companies. From 1998 to 2008, Mr. Ray worked as a research investor at the New York headquarters of American International Group (AIG).<\/p>\n\n\n\n
From 2008 to 2013, Mr. Jinglei served as Deputy Director, Chief Investment Officer and Head of Asset Management Center of AIA China.<\/h3>\n\n\n\n
In October 2013, Mr. Jing Lei joined Harvest Fund Management Limited as Chief Investment Officer (CIO) and Managing Director of Institutional Investment and Fixed Income business. On March 21, 2018, Mr. Lei became the General Manager of Harvest Fund Management Co., LTD.<\/p>\n\n\n\n
McKinsey: With the official landing of new regulations on asset management. China’s asset management industry has entered a new stage of high-quality development. Looking ahead to 2030, what do you think are the major development opportunities that will significantly contribute to net inflows for Chinese asset management institutions or bring about a fundamental shift in the industry’s business model?<\/p>\n\n\n\n
Jing Lei: In the next 5-10 years, I think big wealth, pension and customer orientation are the three key opportunities. Only by fully embracing these trends can asset management institutions have the opportunity to become industry leaders in the future.<\/p>\n\n\n\n
The era of wealth management is irreversible.<\/h3>\n\n\n\n
Since the beginning of 2019, wealth management has become a general trend, and the characteristics of “institutional retail customers. And professional institutional customers” will continue. At the retail end, the professionalism of each channel has been improved, and the screening and management behind the fund product pool, as well as customer access requirements, are developing toward standardization. <\/p>\n\n\n\n
The importance of retail customers is not only reflected in the number of customers, but also includes customer experience and other dimensions, which requires asset management institutions to better understand the selection criteria of retail customer channels, and accurately match the target with customer needs. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
On the institutional side, the professionalism of institutional customers, including financial management, social security, pensions, and investment consulting, is improving. The current market environment is mainly beta driven, which requires fund companies to form a more in-depth analysis and judgment of an industry or industry. <\/p>\n\n\n\n
The specialization of institutional clients has put forward higher and more comprehensive goals to fund companies, such as income targets, risk management, process experience, etc., forcing fund companies to accelerate transformation and adjustment.<\/p>\n\n\n\n
The domestic three-pillar system falls into place, and the elderly care will create significant incremental opportunities.<\/h3>\n\n\n\n
The personal pension system officially landed at the end of 2022, becoming an important symbol of the formation of the domestic three-pillar system. The aging trend of the domestic population is intensifying. And the future pension market cake is large and the increment is also large.<\/p>\n\n\n\n
At present, the first and second pillars in China are more driven by investment objectives than by liabilities. How to conduct pension management around liabilities will become an important issue for asset management institutions.<\/p>\n\n\n\n
I think the future will shift from product and strategy to debt management, from capital gains to revenue driven. Pension funds are different from traditional public funds in terms of product form and customer form, which requires asset management institutions to establish independent teams in the creation of pension products, strategy formation, investment research, trading, etc., and build professional capabilities for pension.<\/p>\n\n\n\n
From product orientation to customer orientation.<\/h3>\n\n\n\n
In recent years, the channel focus has received the amount of stock, to the profit experience. And then to the realization of customer goals, reflecting the gradual deepening of customer orientation. Customers are crucial to asset management institutions. <\/p>\n\n\n\n
And fund companies need to reach out to wealth managers and product managers through omni-channel coverage to understand the deep-seated drivers behind customer demand.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
At present, both the customer owner and the fund manager have a far insufficient understanding of the customer. Although both sides are fully aware of the importance of the customer, neither side understands the full picture of the customer information. <\/p>\n\n\n\n
And everyone makes decisions based on one-sided information and small samples of customer behavior. In the future, asset management institutions will work with channel parties to take customers as the core and deeply understand customer needs.<\/p>\n\n\n\n
McKinsey: In the wealth management space. We are seeing a gradual transition from the product shelf model to the buyer advisory model. How do you think asset management institutions should adapt to this transition?<\/p>\n\n\n\n
Jing Lei: In my opinion, now more or the combination of two models. Buyer investment should be based on product shelves.<\/p>\n\n\n\n
To truly implement buyer investment, we need to focus on the customer, and the customer’s interests are the only standard. Product shelf dimension, after several years of market fluctuations, we see two trends, one is the improvement of standards, including product access, fund manager access;CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Second, the sustainability of performance is increasingly important. <\/h3>\n\n\n\n
To achieve performance sustainability not only depends on fund managers, but also requires the integration and interaction of platforms and people. <\/p>\n\n\n\n
Platform capabilities empower fund managers and help fund managers expand their circle of competence. In the next 5-10 years, fund companies need to build a new investment research and management framework. And strengthen the capture of beta through platform capabilities and systematization.<\/p>\n\n\n\n
McKinsey: In the context of China’s pension system, what do you think asset management institutions can do to better grasp the opportunities for pension development?CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Jinglei: On the one hand, asset management institutions can act as product providers, give full play to their investment capabilities in multiple asset classes, and provide a wealth of underlying products and tools for pension asset allocation. <\/p>\n\n\n\n
On the other hand, asset management institutions can exert efforts at the channel end to carry out more refined channel management and expansion.<\/h3>\n\n\n\n
As a customer owner, the channel needs to sink to each customer, and carry out hierarchical and group management of customers through age, gender, region and other dimensions, so as to gradually build the debt-side capability.<\/p>\n\n\n\n
McKinsey: What structural issues and medium – and long-term challenges do you think Chinese asset management institutions are facing?<\/p>\n\n\n\n
J: As I mentioned earlier, I think the key challenge is the sustainability of performance.<\/p>\n\n\n\n
Asset managers are often more reliant on individuals, and the movement of fund managers can easily disrupt performance. More and more asset management institutions begin to stratify the management of fund managers. And build a talent echelon mechanism to achieve sustainable performance. The second level of sustainability involves thinking about how best to meet customer needs.<\/p>\n\n\n\n
In my opinion, the actual needs of customers can be divided into three aspects, including liquidity, certainty and risk-return. <\/h3>\n\n\n\n
Asset management institutions can match currency and short bonds, non-standard and fixed income, stocks and other products accordingly to fully meet the diversified needs of customers.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
The second challenge comes from inadequate customer perception.<\/h3>\n\n\n\n
Fund companies take product production as the core, do not directly own customers, and are in the mode of “blind people and elephant” for a long time. In contrast, banks, insurance, securities brokerages, the Internet and other institutions have more advantages in the client side, and fund companies can consider in-depth cooperation with several core channels to form a more complete and clear understanding of customers.<\/p>\n\n\n\n
The third challenge revolves around operations and management.<\/h3>\n\n\n\n
Finance is essentially a service industry, and the challenges faced by the service industry are all encountered by asset management institutions, such as technology application, pricing issues, and talent management. Specifically, at the science and technology end, the application of various technologies in the asset management business is becoming more and more extensive. <\/p>\n\n\n\n
And how to better combine intelligent technology with manual labor in the future, how to build supporting mechanisms and systems to support the new ecology of man-machine combination will become an important topic that asset management institutions need to overcome.<\/p>\n\n\n\n
On the pricing side, we see that the rate of the entire industry continues to decline, resulting in pressure on product profits, and asset management institutions need to build coping strategies to mitigate the potential impact of fee reductions.<\/p>\n\n\n\n
On the talent side, talent has always been the core competitiveness of asset management institutions.<\/h3>\n\n\n\n
And continuously improving the talent cultivation mechanism, building and expanding the talent echelon, and improving talent retention and attractiveness will become one of the challenges that asset management institutions continue to face.<\/p>\n\n\n\n
McKinsey: What core characteristics do you think the next generation of managers will need to have in order to take advantage of these opportunities, meet the challenges, and stand out in the competitive landscape of the future? And what key actions should be taken?<\/p>\n\n\n\n
Jing Lei: The first is discipline, which means that asset management institutions should “do what they say”.<\/p>\n\n\n\n
Clients are becoming more and more professional, and the certainty of customer requirements is increasing, which requires asset management institutions to strengthen discipline in the first place, and through the upgrading of processes and management models.<\/p>\n\n\n\n
The second is adaptability, which requires asset management institutions to constantly make transformation and adjustment to cope with the rapidly changing market environment.<\/h3>\n\n\n\n
Nowadays, customers have more and more personalized requirements, it is difficult to use a product or strategy to meet customer needs, so it is necessary to strengthen product richness, and each strategy should be distinct. At the same time, we see that beta concentration is improving, and how to better slice beta will be the key to future success. <\/p>\n\n\n\n
Adaptability needs to be promoted from top to bottom by institutions, and timely adjust investment and research capabilities and strategic directions when macro policies change.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
The third is digitalization, asset management institutions need to fully embrace the digital trend and adhere to digital transformation, build a new human-machine integration ecology, otherwise it will be eliminated by the market in the future.<\/p>\n\n\n\n
Science and technology investment is huge and often the early effect is not significant, and it needs to be adhered to and promoted from top to bottom as the “No. 1 project”.<\/p>\n\n\n\n
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$\"\"\/$ <\/figure>\n\n\n\n
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\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
Mr. Jing Lei has 20 years of professional investment and business management experience in well-known international. And domestic large multinational investment companies. From 1998 to 2008, Mr. Ray worked as a research investor at the New York headquarters of American International Group (AIG).<\/p>\n\n\n\n
From 2008 to 2013, Mr. Jinglei served as Deputy Director, Chief Investment Officer and Head of Asset Management Center of AIA China.<\/h3>\n\n\n\n
In October 2013, Mr. Jing Lei joined Harvest Fund Management Limited as Chief Investment Officer (CIO) and Managing Director of Institutional Investment and Fixed Income business. On March 21, 2018, Mr. Lei became the General Manager of Harvest Fund Management Co., LTD.<\/p>\n\n\n\n
McKinsey: With the official landing of new regulations on asset management. China’s asset management industry has entered a new stage of high-quality development. Looking ahead to 2030, what do you think are the major development opportunities that will significantly contribute to net inflows for Chinese asset management institutions or bring about a fundamental shift in the industry’s business model?<\/p>\n\n\n\n
Jing Lei: In the next 5-10 years, I think big wealth, pension and customer orientation are the three key opportunities. Only by fully embracing these trends can asset management institutions have the opportunity to become industry leaders in the future.<\/p>\n\n\n\n
The era of wealth management is irreversible.<\/h3>\n\n\n\n
Since the beginning of 2019, wealth management has become a general trend, and the characteristics of “institutional retail customers. And professional institutional customers” will continue. At the retail end, the professionalism of each channel has been improved, and the screening and management behind the fund product pool, as well as customer access requirements, are developing toward standardization. <\/p>\n\n\n\n
The importance of retail customers is not only reflected in the number of customers, but also includes customer experience and other dimensions, which requires asset management institutions to better understand the selection criteria of retail customer channels, and accurately match the target with customer needs. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
On the institutional side, the professionalism of institutional customers, including financial management, social security, pensions, and investment consulting, is improving. The current market environment is mainly beta driven, which requires fund companies to form a more in-depth analysis and judgment of an industry or industry. <\/p>\n\n\n\n
The specialization of institutional clients has put forward higher and more comprehensive goals to fund companies, such as income targets, risk management, process experience, etc., forcing fund companies to accelerate transformation and adjustment.<\/p>\n\n\n\n
The domestic three-pillar system falls into place, and the elderly care will create significant incremental opportunities.<\/h3>\n\n\n\n
The personal pension system officially landed at the end of 2022, becoming an important symbol of the formation of the domestic three-pillar system. The aging trend of the domestic population is intensifying. And the future pension market cake is large and the increment is also large.<\/p>\n\n\n\n
At present, the first and second pillars in China are more driven by investment objectives than by liabilities. How to conduct pension management around liabilities will become an important issue for asset management institutions.<\/p>\n\n\n\n
I think the future will shift from product and strategy to debt management, from capital gains to revenue driven. Pension funds are different from traditional public funds in terms of product form and customer form, which requires asset management institutions to establish independent teams in the creation of pension products, strategy formation, investment research, trading, etc., and build professional capabilities for pension.<\/p>\n\n\n\n
From product orientation to customer orientation.<\/h3>\n\n\n\n
In recent years, the channel focus has received the amount of stock, to the profit experience. And then to the realization of customer goals, reflecting the gradual deepening of customer orientation. Customers are crucial to asset management institutions. <\/p>\n\n\n\n
And fund companies need to reach out to wealth managers and product managers through omni-channel coverage to understand the deep-seated drivers behind customer demand.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
At present, both the customer owner and the fund manager have a far insufficient understanding of the customer. Although both sides are fully aware of the importance of the customer, neither side understands the full picture of the customer information. <\/p>\n\n\n\n
And everyone makes decisions based on one-sided information and small samples of customer behavior. In the future, asset management institutions will work with channel parties to take customers as the core and deeply understand customer needs.<\/p>\n\n\n\n
McKinsey: In the wealth management space. We are seeing a gradual transition from the product shelf model to the buyer advisory model. How do you think asset management institutions should adapt to this transition?<\/p>\n\n\n\n
Jing Lei: In my opinion, now more or the combination of two models. Buyer investment should be based on product shelves.<\/p>\n\n\n\n
To truly implement buyer investment, we need to focus on the customer, and the customer’s interests are the only standard. Product shelf dimension, after several years of market fluctuations, we see two trends, one is the improvement of standards, including product access, fund manager access;CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Second, the sustainability of performance is increasingly important. <\/h3>\n\n\n\n
To achieve performance sustainability not only depends on fund managers, but also requires the integration and interaction of platforms and people. <\/p>\n\n\n\n
Platform capabilities empower fund managers and help fund managers expand their circle of competence. In the next 5-10 years, fund companies need to build a new investment research and management framework. And strengthen the capture of beta through platform capabilities and systematization.<\/p>\n\n\n\n
McKinsey: In the context of China’s pension system, what do you think asset management institutions can do to better grasp the opportunities for pension development?CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
Jinglei: On the one hand, asset management institutions can act as product providers, give full play to their investment capabilities in multiple asset classes, and provide a wealth of underlying products and tools for pension asset allocation. <\/p>\n\n\n\n
On the other hand, asset management institutions can exert efforts at the channel end to carry out more refined channel management and expansion.<\/h3>\n\n\n\n
As a customer owner, the channel needs to sink to each customer, and carry out hierarchical and group management of customers through age, gender, region and other dimensions, so as to gradually build the debt-side capability.<\/p>\n\n\n\n
McKinsey: What structural issues and medium – and long-term challenges do you think Chinese asset management institutions are facing?<\/p>\n\n\n\n
J: As I mentioned earlier, I think the key challenge is the sustainability of performance.<\/p>\n\n\n\n
Asset managers are often more reliant on individuals, and the movement of fund managers can easily disrupt performance. More and more asset management institutions begin to stratify the management of fund managers. And build a talent echelon mechanism to achieve sustainable performance. The second level of sustainability involves thinking about how best to meet customer needs.<\/p>\n\n\n\n
In my opinion, the actual needs of customers can be divided into three aspects, including liquidity, certainty and risk-return. <\/h3>\n\n\n\n
Asset management institutions can match currency and short bonds, non-standard and fixed income, stocks and other products accordingly to fully meet the diversified needs of customers.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
The second challenge comes from inadequate customer perception.<\/h3>\n\n\n\n
Fund companies take product production as the core, do not directly own customers, and are in the mode of “blind people and elephant” for a long time. In contrast, banks, insurance, securities brokerages, the Internet and other institutions have more advantages in the client side, and fund companies can consider in-depth cooperation with several core channels to form a more complete and clear understanding of customers.<\/p>\n\n\n\n
The third challenge revolves around operations and management.<\/h3>\n\n\n\n
Finance is essentially a service industry, and the challenges faced by the service industry are all encountered by asset management institutions, such as technology application, pricing issues, and talent management. Specifically, at the science and technology end, the application of various technologies in the asset management business is becoming more and more extensive. <\/p>\n\n\n\n
And how to better combine intelligent technology with manual labor in the future, how to build supporting mechanisms and systems to support the new ecology of man-machine combination will become an important topic that asset management institutions need to overcome.<\/p>\n\n\n\n
On the pricing side, we see that the rate of the entire industry continues to decline, resulting in pressure on product profits, and asset management institutions need to build coping strategies to mitigate the potential impact of fee reductions.<\/p>\n\n\n\n
On the talent side, talent has always been the core competitiveness of asset management institutions.<\/h3>\n\n\n\n
And continuously improving the talent cultivation mechanism, building and expanding the talent echelon, and improving talent retention and attractiveness will become one of the challenges that asset management institutions continue to face.<\/p>\n\n\n\n
McKinsey: What core characteristics do you think the next generation of managers will need to have in order to take advantage of these opportunities, meet the challenges, and stand out in the competitive landscape of the future? And what key actions should be taken?<\/p>\n\n\n\n
Jing Lei: The first is discipline, which means that asset management institutions should “do what they say”.<\/p>\n\n\n\n
Clients are becoming more and more professional, and the certainty of customer requirements is increasing, which requires asset management institutions to strengthen discipline in the first place, and through the upgrading of processes and management models.<\/p>\n\n\n\n
The second is adaptability, which requires asset management institutions to constantly make transformation and adjustment to cope with the rapidly changing market environment.<\/h3>\n\n\n\n
Nowadays, customers have more and more personalized requirements, it is difficult to use a product or strategy to meet customer needs, so it is necessary to strengthen product richness, and each strategy should be distinct. At the same time, we see that beta concentration is improving, and how to better slice beta will be the key to future success. <\/p>\n\n\n\n
Adaptability needs to be promoted from top to bottom by institutions, and timely adjust investment and research capabilities and strategic directions when macro policies change.CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n
The third is digitalization, asset management institutions need to fully embrace the digital trend and adhere to digital transformation, build a new human-machine integration ecology, otherwise it will be eliminated by the market in the future.<\/p>\n\n\n\n
Science and technology investment is huge and often the early effect is not significant, and it needs to be adhered to and promoted from top to bottom as the “No. 1 project”.<\/p>\n\n\n\n
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