当下我国金融市场发展和国际市场日渐靠拢，国内资本市场压力空前高涨。 “十二五”规划推出后，经济发展速度加快，利率市场化改革也逐步深入，银行之间 的竞争更加激烈。最近几年中我国经济迅速发展，国民收入水平也随之提高，单 一的银行存款业务已经和社会群众多样化的理财需求相矛盾，银行只有提供更优 质的服务、各种各样的理财和投资等咨询业务，才能够满足客户的需求。吉林银 行属于城市商业银行，银行产品、管理和服务等方面都存在不足，不利于银行零 售业务的稳定前行，吉林银行如何实现零售业务转型发展是该银行高度关注的问 题。 新的经济发展背景中，吉林银行零售业务转型是一个大工程，一方面要借鉴 科学的零售业务理论，另一方面要学习国内商业银行零售业务转型的成功之法， 立足于本银行零售业务转型现状，根据存在的不足，设计出科学的转型方案，才 会实现零售业务顺利的转型，推动吉林银行的稳健发展。 文章先概述商业银行零售业务相关概念和理论；然后探讨吉林银行零售业务 概况和其中的不足，问题主要是四个方面：业务发展不平衡不充分；客户来源渠 道及关系管理水平有待扩大提升；产品种类及创新能力有待丰富加强；队伍建设 步伐及服务方式有待转变；然后，论文分析了国内商业银行零售业务转型的经验， 主要是针对国有商业银行、股份制商业银行和城市商业银行三个角度进行经验剖 析和总结，最终得出可借鉴的经验；最后，根据可借鉴的经验，结合吉林银行现 状和存在问题及原因，归纳出吉林银行零售业务转型的策略建议，即强化以客户 为中心的服务理念，实施自助渠道与运营模式的整体转变，建立符合客户需求的 专属社区银行，打造金融科技快速进入的绿色通道。同时分析确保策略实施的保 障，即加强组织领导及精细化管理水平，培育有利于创新发展的运行机制，建立 产品体系差异化的良好生态，加强人才培养及营销体系建设，完善零售考核制度， 强化合规风险管理。总而言之，希望通过系列研究为吉林银行零售业务发展贡献 自己的一份微薄力量。 关键词：吉林银行；零售业务；转型研究II Abstract At present, China's financial market development and the international market increasingly close, domestic capital market pressure unprecedented high.Since the launch of the 12th five-year plan, economic development has been accelerated, interest rate liberalization has been deepened, and competition among Banks has become more intense.In recent years, China's economic development has been promoted step by step, and the national income level has also been improved accordingly. The single bank deposit business has been in conflict with the diversified financial management needs of the public. Only by providing better services, a variety of financial management and investment consulting services, can Banks meet the needs of customers.As an urban commercial bank, Bank of Jilin has deficiencies in bank products, management and services, which are not conducive to the stable development of its retail business. How Bank of Jilin realizes the transformation and development of its retail business is a problem the bank pays close attention to. In the new economic development background, Bank of Jilin retail business transformation is a big project, on the one hand, to draw lessons from the scientific theory of retail business, on the other hand to learn of the success of domestic commercial bank retail business transformation, based on the bank's retail business transformation of the status quo, according to the shortage of transformation plan of design science, to achieve the transformation of retail business smoothly, promote the stable development of Bank of Jilin. Firstly, this paper summarizes the concepts and theories related to the retail business of commercial Banks.Then it discusses the general situation of retail business transformation of Bank of Jilin and its deficiencies.Customer source channels and relationship management level need to be expanded and improved;Product categories and innovation capacity need to be enriched and strengthened;The pace of team building and service mode need to be changed;Then, the paper analyzes the experience of domestic commercial Banks in the transformation of retail business, mainly for state-owned commercial Banks, joint-stock commercial Banks and urban commercial Banks from three perspectives to analyze and summarize the experience, and finally draw lessons from the experience;Finally, based on the experience of lessons, combined with current situation and existing problems and causes of Bank of Jilin transformation, summing up the policy Suggestions of Bank of Jilin retail business transformation, namely to strengthen the customer-oriented service concept, implementing self-serviceIII channels and operation mode of the overall transformation, exclusive community Banks set up in accordance with customer requirements, make science and technology financial fast into the green channel.At the same time, the paper analyzes the guarantee of strategy implementation, namely strengthening organizational leadership and fine management level, cultivating operation mechanism conducive to innovation and development, establishing good ecology of product system differentiation, strengthening talent training and marketing system construction, improving retail assessment system, and strengthening compliance risk management.In a word, I hope to contribute to the retail business development of Bank of Jilin through a series of studies. Key words: Bank of Jilin；Retail business；TransformationIV 目 录 摘要...............................................................I ABSTRACT ...........................................................II 第 1 章 绪 论........................................................1 1.1 研究背景及意义................................................1 1.1.1 研究背景................................................1 1.1.2 研究意义................................................1 1.2 国内外研究现状................................................2 1.2.1 国外研究现状............................................2 1.2.2 国内研究现状............................................3 1.3 研究内容与方法................................................4 1.3.1 研究内容................................................4 1.3.2 研究方法 ................................................5 1.4 论文创新之处..................................................5 第 2 章 相关理论概述..................................................6 2.1 商业银行零售业务一般概念......................................6 2.1.1 商业银行零售业务的含义..................................6 2.1.2 商业银行零售业务的分类..................................6 2.1.3 商业银行零售业务的特点..................................8 2.2 商业银行零售业务相关理论......................................8 2.2.1 客户价值理论............................................8 2.2.2 金融风险管理理论........................................9 2.2.3 金融创新理论............................................9 2.2.4 长尾理论...............................................10 第 3 章 吉林银行零售业务现状分析.....................................11 3.1 吉林银行简介.................................................11 3.1.1 吉林银行发展简史.......................................11 3.1.2 吉林银行产品及服务情况.................................12 3.1.3 吉林银行零售业务基本情况...............................12 3.2 吉林银行零售业务概况.........................................14 3.2.1 个人金融业务...........................................14 3.2.2 小微金融业务...........................................15 3.3 吉林银行零售业务存在的问题...................................16 3.3.1 业务开展不平衡不充分...................................16 3.3.2 客户来源及客户关系管理水平偏低.........................17 3.3.3 产品种类及创新能力不够.................................17 3.3.4 队伍建设步伐及服务方式落后.............................17 3.4 吉林银行零售业务存在问题的原因...............................17V 3.4.1 零售业务发展起步较晚...................................17 3.4.2 科技支撑能力偏弱.......................................18 3.4.3 以客户为中心的理念不牢固...............................18 3.4.4 考核激励机制不健全.....................................18 第 4 章 国内商业银行零售业务转型经验借鉴.............................20 4.1 国有商业银行零售业务转型经验.................................20 4.1.1 中国建设银行零售业务转型概况...........................20 4.1.2 中国建设银行零售业务转型经验...........................20 4.2 股份制商业银行零售业务转型经验...............................21 4.2.1 招商银行零售业务转型概况...............................21 4.2.2 招商银行零售业务转型经验...............................22 4.3 城市商业银行零售业务转型经验.................................23 4.3.1 北京银行零售业务转型概况...............................23 4.3.2 北京银行零售业务转型经验...............................23 4.4 对吉林银行零售业务转型的启示................................ 23 第 5 章 吉林银行零售业务转型的策略建议及实施保障.....................25 5.1 吉林银行零售业务转型策略建议.................................25 5.1.1 强化以客户为中心的服务理念.............................25 5.1.2 实施自助渠道与运营模式的整体转变.......................25 5.1.3 建立符合客户需求的专属社区银行.........................26 5.1.4 打造金融科技快速进入的绿色通道.........................27 5.2 吉林银行零售业务转型策略实施保障.............................27 5.2.1 加强组织领导及精细化管理水平...........................27 5.2.2 培育有利于创新发展的运行机制...........................28 5.2.3 建立产品体系差异化的良好生态...........................29 5.2.4 加强人才培养及营销体系建设.............................29 5.2.5 完善零售考核制度.......................................30 5.2.6 强化合规风险管理.......................................31 第 6 章 结 论.......................................................32