金融科技的发展是新一代银行业变革的关键技术驱动力。21 世纪以来，互联网技术的发展已 经成为中国产业结构不可忽视的推动力。在互联网金融的高速发展下，中国的商业银行将要面临 一场深入的改革。在金融科技的大力冲击下，传统商业银行网点经营模式已经无法支付其网点运 营的成本。在当前时代背景下，商业银行网点要想占据一定的市场份额，网点经营模式迫切需要 转型。而商业银行的基层网点作为承载金融服务的重要物理节点和服务实体，对群众生活的重要 性逐渐增强，鉴此各商业银行不得不重视增加对金融科技的投入和建设力度。然而在我国经济发 展逐渐趋好和产业结构亟需升级的背景下，银行网点面临内部和外部环境的挑战越发严峻。随着 金融科技的不断蔓延，商业银行为了更能参与市场的激烈竞争，只能选择对银行传统物理网点的 经营模式进行转型。 本论文先对“银行网点”、“网点转型”、“金融科技”三个核心名字做了充分的诠释，并 介绍了金融科技中主要的三大科技技术，即“云计算”、“大数据”和“搜索引擎”，再以某大 型商业银行管辖下的 CQ 市的 S 支行为例进行探讨和研究。作者对 S 支行的现状进行了介绍，对 S 支行网点转型前的问题做了具体分析，并运用了 SWOT 的分析法给 S 支行网点提供了一条可转型 的路径选择。通过对网点的实际走访和与员工访谈，切实了解到目前基层网点的分布与设计、网 点的经营模式、业务流程及绩效考核方案等现实情况，并将当前网点面临的问题进行一一罗列。 而后作者对国内外商业银行转型的典型案例进行了阐述，吸取了国内外商业银行转型的先进经 验，通过文献研究法，将理论与实际相结合制定出 S 支行网点经营模式转型的思路和目标，并以 “发现问题、解决问题”的形式对网点现状进行了一对一的解决，探讨出了 S 支行网点经营模式 转型的可操作性建议，从而达到提升 S 支行核心竞争力，提高网点产能，提升员工绩效，增强员 工工作积极性的目的。 关键词：金融科技 经营模式 转型III Abstract The development of financial technology is the key technology driving force of the new generation of banking reform. Since the 21st century, the development of Internet technology has become a driving force that can not be ignored in China's industrial structure. With the rapid development of Internet finance, China's commercial banks will face an in-depth reform. Under the strong impact of financial technology, the traditional business model of commercial bank outlets has been unable to pay the cost of their outlets. Under the background of the current era, in order to occupy a certain market share, the business model of commercial bank outlets urgently needs to be transformed. As an important physical node and service entity carrying financial services, the grass-roots outlets of commercial banks have gradually become more and more important to people's lives. In view of this, commercial banks have to pay more attention to the investment and construction of financial technology. However, in the context of the gradual improvement of China's economic development and the urgent need to upgrade the industrial structure, banking outlets are facing more and more severe challenges from the internal and external environment. With the continuous spread of financial technology, in order to participate in the fierce market competition, commercial banks can only choose to transform the business model of the traditional physical outlets of banks. In this paper, the three core names of "bank outlets", "network transformation" and "financial technology" are fully explained, and then the s-branch behavior of a large commercial bank under the blind management of CQ city is discussed and studied. The author introduces the current situation of s sub branch, makes a concrete analysis of the problems before the transformation of s sub branch outlets, and uses the SWOT analysis method to provide a transformable path for s sub branch outlets. Through the actual visits to the outlets and interviews with employees, we can really understand the current situation of the distribution and design of the grass-roots outlets, the operation mode, business process and performance evaluation scheme of the outlets, and list the problems faced by the outlets one by one. Then the author expounds the typical cases of the transformation of the domestic and foreign commercial banks, draws on the advanced experience of the transformation of the domestic and foreign commercial banks, through the literature research method, combines the theory and practice to formulate the ideas and objectives of the transformation of the business model of s sub branch outlets, and solves the current situation of the outlets one-to-one in the form of "developing problems and solving problems", and probes into the s Operational suggestions for the transformation of the business model of sub branch outlets, so as to achieve the purpose of improving the core competitiveness of s sub branch, improving the capacity of outlets, improving the performance of employees, and enhancing the enthusiasm of employees. Key words: financial technology business model transformationV 目录 1.绪论........................1 1.1 研究背景和研究意义......1 1.1.1 研究背景....1 1.1.2 研究意义....2 1.2 国内研究现状..................2 1.2.1 银行网点转型的相关研究........2 1.2.2 基于互联网平台的高新科技在金融行业中的应用..............................4 1.3 国外研究现状..................6 1.3.1 网点转型的必要性和互联网金融的发展机遇.......6 1.3.2 数字技术在金融科技中的发展研究.......................7 1.4 国内外研究现状评述......8 1.5 研究方法与内容..............9 1.5.1 研究方法....9 1.5.2 研究内容....9 1.6 可能的创新点................10 2.基本概念和相关理论.........................13 2.1 基本概述.......................13 2.1.1 银行网点..13 2.1.2 网点转型..13 2.1.3 金融科技内涵.........................14 2.1.4 银行业涉及的科技技术.........15 2.2 网点经营模式转型的相关理论..................15 2.2.1 长尾理论...15 2.2.2 金融创新理论..........................16 2.2.3 金融中介理论..........................16 3.某商业银行 S 支行网点环境分析....17 3.1 某商业银行 S 支行网点现状......................17 3.1.1 某商业银行 S 支行概况.........17 3.1.2 某商业银行 S 支行网点客户特征........................17VI 3.1.3 某商业银行 S 支行网点的经营模式....................18 3.1.4 某商业银行 S 支行与同级行的横向比较............19 3.2 某商业银行 S 支行转型前存在的问题......20 3.2.1 员工的思想转型不到位.........20 3.2.2 移动金融工具差异化小，营销推动趋于表面化20 3.2.3 网点缺乏场景创新.................21 3.2.4 绩效管理方案不完善..............21 3.3 某商业银行 S 支行网点经营的 SWOT 分析21 3.3.1 机遇..........21 3.3.2 挑战..........22 3.3.3 优势..........22 3.3.4 劣势..........23 3.3.5 SWOT 策略分析矩阵................23 4.金融科技时代的影响及国内外银行网点转型经验借鉴..............................25 4.1 金融科技时代客户金融行为新特征...........25 4.2 金融科技对银行业务的影响......................25 4.3 国外商业银行网点转型经验借鉴...............26 4.3.1 充分利用大数据，提高客户满意度.....................26 4.3.2 线上线下相结合，提高客户的体验度.................27 4.4 国内部分银行网点转型经验借鉴...............28 4.4.1 精准服务客户，构建金融生态圈.........................28 4.4.2 设立独立的组织架构，与第三方公司合作引流客户........................28 4.5 国内外经验对某商业银行 S 支行网点转型的启示..................29 5.S 支行网点具体的转型策略..............31 5.1 网点转型策略的思路和目标.......................31 5.1.1 转型方案的思路......................31 5.1.2 转型方案的目标......................32 5.2 实地调研与员工访谈....33 5.2.1 网点在布局和营运上传统化现象较严重.............34 5.2.2 网点的营销方式存在同质化现象.........................34 5.2.3 自助渠道功能定位不清晰......35 5.2.4 绩效考核在移动金融业绩指标上不明确.............35 5.3 金融科技对网点经营模式转型的体现.......36VII 5.3.1 网点布局转型及网点内部重塑改造.....................36 5.3.2 优化线上平台，打造网络金融生态圈.................36 5.3.3 营销模式转型，线上线下相结合，后台支持前台............................37 5.3.4 加强风险控制，优化绩效考核方案，加快内部职能转型................38 6.结论及展望..........39 致 谢......................41