近年来，我国经济社会发展快步进入互联网时代，移动支付、云计算、人工智 能等新技术逐渐改变着金融服务模式，互联网金融行业日益发展壮大。传统商业银 行要想在激烈的市场竞争中生存下去,就必须积极主动应战，进军互联网金融。零 售业务是商业银行最传统业务之一,俗话说，“得零售者得天下”，在利率市场化、 互联网金融和大数据分析的推动下,零售业务的发展已成为各家商业银行战略转型 的首要目标。尽管工商银行的零售业务因其传统基层网点网络分布数量巨大、客户 存量较多和产品系列全面等优势占据了零售银行市场的重要组成部分，但在互联网 背景下,快速变化的市场环境和不断提升的客户需求都要求其继续做出体制机制上 的创新及改变。 论文以工商银行DY分行为研究对象,首先提出研究背景和研究意义，然后介绍 了战略转型相关理论和SWOT分析、PESTEL分析等理论工具,通过对工商银行DY分 行零售业务转型的外部环境和内部环境进行分析，阐述了工商银行DY分行战略转型 必要性和紧迫性。结合现阶段工商银行DY分行零售业务发展现状及存在的不足，说 明传统经营模式已不再适应零售业务的发展，工商银行DY分行必须加快对零售业务 的变革，提高市场占有率和客户满意度，促进未来更好的发展。通过利用SWOT分析 方法对工商银行DY分行的优势、劣势、机会和威胁进行全面的分析，最终确定工商 银行DY分行的战略选择，并提出切实可行的加快“大零售”先行先试各项工作落地、 推动向智慧零售转型具体策略。最后通过变革零售业务组织架构、细化建立业务层 战略、细化建立职能层战略、进行必要战略实施控制、加强战略转型保障等措施来 推动工商银行DY分行智慧零售转型，促进工商银行DY分行整体效益及发展水平的 提升。本文将相关研究和工商银行DY分行零售实践相结合,尤其对正处于零售转型 阶段的商业银行提供了一个很好的案例,期望此次研究能够对工商银行DY分行零售 业务发展带来一些实际参考价值,并对国内其他商业银行零售业务发展起到一点借 鉴作用。 关键词：互联网金融；零售业务；战略转型；战略环境分析 Research on the strategic transformation of retail business of ICBC DY branch under the background of Internet Abstract In recent years, China's economic and social development has rapidly entered the Internet era, mobile payment, cloud computing, artificial intelligence and other new technologies are gradually changing the financial service mode, and the Internet financial industry is growing. In order to survive in the fierce market competition, traditional commercial banks must actively participate in the tide of Internet finance, especially for the retail business, which is one of the most traditional business of commercial banks. As the saying goes, "the retail business wins the world", driven by the interest marketization , Internet finance and big data analysis, The development of retail business has become the primary goal of strategic transformation of each bank. Although the retail business of ICBC occupies an important part of the retail banking market because of its huge number of traditional network outlets, large customer stock and comprehensive product series. However, in the context of the Internet, the rapidly changing market environment and constantly improving customer experience require it to continue to make institutional innovation and change. Paper by ICBC DY branch as the research object, first put forward the research background and research significance, then introduces the strategic transformation theory and the SWOT analysis, the theoretical tools such as PESTEL, through to the ICBC of retail business transformation of DY branch of the external environment and internal environment analysis, this paper expounds the strategic transformation of ICBC DY branch of necessity and urgency. Combined with the current development status and shortcomings of the retail business ICBC DY branch, it shows that the traditional business model is no longer suitable for the development of the retail business, and ICBC DY branch must accelerate the reform of the retail business, improve the market share and customer satisfaction, and promote better development in the future. The SWOT analysis method is used to comprehensively analyze the advantages, disadvantages, opportunities and threats of ICBC DY branch, finally determine the strategic choice of ICBC DY branch, and put forward practical strategies to accelerate the implementation of "big retail" and promote the transformation to smart retail. Finally, the smart retail transformation of ICBC DY branch was promoted by changing the organizational structure of retail business, elaborating the establishment of business layer strategy, elaborating the establishment of functional layer strategy, carrying out necessary strategy implementation control, and strengthening risk management control, so as to ultimately improve the overall operating efficiency and development level of ICBC DY branch. In this paper, the related research and industrial and commercial bank of retail practice of DY branch, especially for is in the midst of the retail transformation stage of commercial bank provides a very good case, the study is expected to ICBC DY branch of the retail business development brings some practical reference value, and the other domestic retail business of commercial bank development reference. Key words: Internet finance；Retail business；Strategic transformation；Strategic environmental analysis 目 录 第1章 引言 ····· 1 1.1研究背景与意义 1 1.1.1研究背景 ········ 1 1.1.2研究意义 ········ 2 1.2国内外研究现状 3 1.2.1国外研究现状 3 1.2.2国内研究现状 4 1.2.3研究述评 ········ 5 1.3研究内容与研究方法 ·········· 6 1.3.1研究内容 ········ 6 1.3.2研究方法 ········ 7 1.4技术路线 ············ 7 第2章 基本概念界定与相关理论基础 9 2.1相关概念 ············ 9 2.1.1战略转型定义、特征 ······ 9 2.1.2互联网金融概念、特征 10 2.1.3零售业务概念 ················ 11 2.2基础理论 ·········· 11 2.2.1战略转型理论 ················ 11 2.2.2战略转型层次结构 ········ 12 2.3理论分析工具 ·· 13 2.3.1 SWOT分析理论 ·············· 13 2.3.2 PESTEL分析模型 ·········· 14 第3章 工商银行DY分行外部环境分析 ·············· 15 3.1工商银行DY分行宏观环境分析 ········ 15 3.1.1政治环境分析 ················ 15 3.1.2经济环境分析 ················· 15 3.1.3社会环境分析 ················· 17 3.1.4技术环境分析 ················· 18 3.1.5环境因素分析 ················· 18 3.1.6法律因素分析 ················· 19 3.2 工商银行DY分行行业环境分析 ········ 19 3.2.1客户需求分析 ················· 19 3.2.2行业竞争分析 ················· 20 3.2.3行业进入壁垒分析 ········· 21 3.2.4替代品能力分析 ············· 22 3.3 本章小结 ·········· 23 第4章 互联网背景下工商银行DY分行零售业务现状分析 ·· 24 4.1工商银行DY分行及其零售业务基本概况 ··········· 24 4.2工商银行DY分行零售业务SWOT分析 ················· 26 4.2.1零售业务发展的优势 ····· 26 4.2.2零售业务发展的劣势 ····· 28 4.2.3零售业务发展的机会 ····· 29 4.2.4零售业务发展的威胁 ····· 30 4.3 本章小结 ·········· 32 第5章 互联网背景下工商银行DY分行零售业务战略转型方案 ············ 34 5.1工商银行DY分行零售业务转型动因分析 ··········· 34 5.1.1工商银行DY分行零售业务原有战略模式 ······· 34 5.1.2招商银行DY分行零售业务战略转型经验借鉴 ················· 35 5.1.3工商银行DY分行零售业务原有战略的问题和不足 ········· 36 5.2工商银行DY分行的使命和战略目标 · 37 5.3基于SWOT分析的零售业务战略选择 · 38 5.3.1 SO战略（增长战略） ··· 38 5.3.2 WO战略（扭转战略） ··· 38 5.3.3 ST战略（多元战略） ·· 39 5.3.4 WT战略（防御战略） ·· 39 5.4工商银行DY分行总体发展战略 ········ 40 第6章 工商银行DY分行零售业务战略转型实施与保障 ······ 42 6.1战略转型实施方案 ············ 42 6.1.1变革零售业务组织架构 42 6.1.2细化建立经营层战略 ···· 43 6.1.3细化建立职能层战略 ···· 43 6.1.4进行必要战略实施控制 44 6.2战略转型保障措施 ············ 45 6.2.1加强风险管理控制 ········ 45