| How to avoid head-on competition with large banks and build regional characteristics |
| Lack of specific implementation approaches and differentiated paths - "understand the big picture, hard to find small entry points" |
| Rough customer segmentation, resource mismatch, unable to retain key customers |
| Homogenized wealth management products, insufficient professionalism of wealth managers, customer attrition |
| Lack of effective customer activation methods, many dormant accounts |
| All branches look the same, lacking flagship/light/community store differentiation |
| Many inefficient branches, high rent and labor costs, low efficiency per square meter and per person |
| Three lines of defense exist in name only, risk management is superficial |
| Too many assessment indicators, frontline staff overwhelmed, incentives ineffective |
| Invested in many systems, but business and technology remain disconnected |