Both domestic and foreign banks are grappling for a bigger share of the fledgling private banking business in China, as the accumulating wealth of Chinese households seems to promise alluring profits for the novice financial service.

The aggregate household wealth in China almost doubled in five years to hit 1.44 trillion U.S. dollars in 2004, up from 890 billion U.S. dollars in 1999, according to a Boston Consulting Group (BCG) survey.

Meanwhile, the liquid assets of Chinese wealthy families are estimated to reach 1.6 trillion U.S. dollars by 2009, doubling the number for 2004.

The rapidly-growing household wealth in China forms sharp contrast against the slow development of the wealth management services.

Many Chinese simply hold the notes in their hands, shunning investment. The BCG survey found that the wealthy Chinese kept 71 percent of their property in cash, while the world average is only 34.6 percent.

"The private banking business in China is still at primary stage. Almost every bank is taking its first step in 2007." said Mao Feng, the managing director of the private clients and asset management department of Deutsche Bank.

Bank of China recently opened its first private banking department in Beijing and Shanghai in March this year, to provide individual services for clients with liquid financial assets above one million U.S. dollars.

It had pledged to provide services of international standards by joining hands with the Royal Bank of Scotland (RBS).

More domestic banks are hurrying to step up their private banking services for top-class clients.

Citibank, Standard Chartered, Hong Kong and Shanghai Banking Corporation (HSBC) have opened offices for private banking business in China to ensure their share for the most lucrative banking service, which makes on average ten times the profits of the retailing business in the European and American markets.

The private banking market in China is growing at an annual rate of 12 percent, says a report from the Bank of China.

Private enterprise owners and management personnel of middle and high levels would each account for 35 percent of the target clients for the private banking service, and others may include professionals such as lawyers, senior economists, IT engineers, said Lian Ping, the chief economist with the Bank of Communications.

Lian said the domestic banks should improve client segmentation to provide more client-oriented services in order to compete with the more experienced foreign banks.

Talents with professional training are badly needed to provide advice and service specifically tailored to clients, Lian added.

Domestic banks need the support of strong investment banks when it develop its private banking business in China, said Zhou Wei, manager of the wealth management department of the Industrial and Commercial Bank of China.

"It would take a long time for foreign banks to provide good private banking service for Chinese customers, as we could not succeed without the strong support from investment banks and a powerful consulting group," said Claude Haberer, CEO of BNP Paribas Private Bank in North Asia.

Experts also urged related departments to establish a risk supervision system to help ward off various risks involved in the private banking business, and called for the setting up of a multi-level financial market with a comprehensive and balanced portfolio for better development of the service in China.