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论文编号：	15203
作者编号：	2320224049
上传时间：	2024/12/12 11:21:07
中文题目：	金融科技背景下建设银行T分行零售业务转型策略研究
英文题目：	Research on retail business transformation strategy of T Branch of China Construction Bank under the background of financial technology
指导老师：	张国萍
中文关键字：	商业银行；零售业务；金融科技；用户；消费；差异化战略
英文关键字：	Commercial Bank; Retail Banking; Fintech; User; Consumption; Differentiation Strategy
中文摘要：	零售业务始终是我国商业银行发展的稳定器和压舱石。在我国经济增速放缓、利率市场化推进和金融监管趋严的背景下，零售业务作为商业银行发展的重要驱动因素，愈发受到各大银行的重视。同时，数字经济的发展要求银行通过科技手段提升服务质效，适应现代化经济发展需求。 本文以建设银行T分行为例，通过问卷调查法和案例分析法评估了建设银行T分行在客户关系管理、财富管理、渠道运营成效、金融科技支持等方面存在的问题；基于竞争战略理论，运用PEST等模型分析该行零售业务内外部环境，通过SWOT分析框架结合兄弟行转型的优秀经验，试图为建设银行T分行提出转型策略。 本文为建设银行T分行提出了“巩固放大已有差异化优势，着力增强建行“用户”粘性，实现有效客户、零售资金总量、中间业务收入三大主体经营指标再上新台阶，总量在区域四行进一位次”的转型目标，并从客户经营转型、财富管理转型、渠道转型三个方面陈述转型策略的具体实施方法，并从内部管理、资源配置、技术支持等方面对零售业务实施转型的保障措施提出针对性的意见。 本文在战略管理的理论知识基础上，对建设银行T分行零售业务的转型发展提供了理论支撑，着力打造“用户”的零售银行，带动全行业务的转型升级，也为我国其他商业银行零售业务未来的发展方向以及战略实施提供参考性的建议。
英文摘要：	Retail banking has always been the stabilizer and ballast for the development of commercial banks in China. In the context of slowing economic growth, the advancement of interest rate liberalization, and tighter financial regulation, retail banking has increasingly become a key driver for the development of commercial banks, gaining greater attention from major banks. At the same time, the growth of the digital economy requires banks to leverage technological solutions to enhance service quality and efficiency, in order to meet the demands of modern economic development. This paper uses the T branch of China Construction Bank (CCB) as a case study. Through a questionnaire survey and case analysis, it evaluates the challenges faced by CCB’s T branch in areas such as customer relationship management, wealth management, channel operations, and financial technology support. Based on competitive strategy theory, the paper employs models like PEST to analyze the internal and external environment of the branch’s retail business. Using the SWOT framework, combined with best practices from peer banks’ transformations, the paper aims to propose transformation strategies for CCB’s T branch. The transformation goal for CCB’s T branch is defined as "consolidating and amplifying its existing differentiated advantages, enhancing user stickiness, and achieving new heights in three key operating metrics: effective customers, total retail funds, and intermediary business income, moving up one position among the top four banks in the region." The paper details the implementation of transformation strategies in three areas: customer management, wealth management, and channel operations. Additionally, it provides targeted recommendations for internal management, resource allocation, and technological support to ensure the success of the retail business transformation. By building on strategic management theories, this paper provides theoretical support for the retail banking transformation of CCB’s T branch. It aims to create a "user-centric" retail bank, driving the transformation and upgrade of the entire bank's business. The insights and strategies presented also serve as valuable reference points for the future development and strategic implementation of retail banking in other Chinese commercial banks.
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