The high-end personal customers of product commercial banks are mainly enterprises, and some of them are company executives or professionals. The main source of wealth is work. High-end individual customers of commercial banks have rich investment knowledge and experience, and can make independent judgments on the economic situation and adjust their asset structure independently. However, some customers do not have the ability to distinguish macroeconomics independently and do not understand the financial market. The characteristics of high-end individual customers in commercial banks are different in different regions, cultures and cycles. Commercial banks have specialized services, so they must guide customers to allocate combined resources, guide customers to do a good job in comprehensive resource management and take the initiative to allocate production. Diversified asset allocation can avoid pursuing profits in a single market, but achieve the goal of maximizing profits in a complete financial fluctuation.
1. Asset allocation and risk tolerance are contradictory.
According to the degree of risk preference, high-end individual customers of commercial banks can be divided into three types: conservative, steady and active. High-end individual customers are mostly active investors, who can take certain risks when investing and have a high tolerance for risks. Conservative customers can appropriately allocate some high-risk commodities when their asset allocation and their risk tolerance are balanced. In actual control and implementation, the risk tolerance of customers and the risk level of products are matched, that is to say, conservative customers can only configure low-risk or medium-risk products. If customers want to configure a small number of high-risk products, they need to consciously change their risk levels, which is contradictory to the original intention of customers.
2. Asset allocation is limited by product risks.
In order to provide more financial management methods and asset tools for high-end customer resource allocation, commercial banks should provide a variety of product shelves like shopping malls. Commercial banks should establish an open product platform with the nature of integrating market resources, including the investment direction of various customer asset allocation such as currency, stocks, bonds and foreign exchange. At present, the products and services of commercial banks depend on the wealth management products issued by the internal asset management departments of commercial banks, and the space involved in wealth management products is relatively small. Only direct investment can be made in the bond market, non-standardized option assets and intra-bank bond market, but not in the futures market, alternative investment market or secondary equity market. There is no way to ensure the diversification of customer asset allocation and realize real asset management. The number of investment products of commercial banks is limited, and third-party institutions cannot meet the investment needs of high-end individual customers. The product service efficiency of commercial banks is low. For example, for a low-risk structural product, the average approval time from product launch to product launch is more than two weeks, which makes it difficult to keep up with the pace of financial innovation and makes many high-quality financial resources drain.
3. The allocation of high-risk assets is too high.
According to the perspective of resource allocation, entrepreneurs' assets can be divided into three categories: defensive assets, asset assets and offensive assets. Defensive assets are used to prevent unpredictable events and ensure basic needs of life, including gold and deposits. Asset assets are used to keep pace with economic growth and asset appreciation, including stocks and bonds. Offensive assets are mainly used to obtain high returns and achieve a great leap in wealth, such as investment real estate and enterprise stock investment. Most entrepreneurs like to take risks, and the allocation of resources is uneven. Some entrepreneurs invest heavily in enterprises, do not keep idle funds, and put all their assets into enterprises. Some entrepreneurs have high investment attributes in asset allocation, and are keen on the investment nature of offensive assets such as investment property and enterprise investment, so as to achieve high returns and take high risks. In the new economic normal period, under the condition that the radical growth model cannot be maintained, the uncertainty of entrepreneurs' allocation of offensive assets is increasing.