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论文作者（签名）：
2022年 1月 27日
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G银行零售业务数字化转型策略优化研究
摘要
近几年我国经济一直保持着较快的增长速度，居民的收入水平也在不断提高。人
们消费能力的增强，为商业银行零售业务带来了广阔的发展前景。另一方面，金融脱
媒趋势已不可逆，对公和同业业务监管趋严，不良贷款压力加大。于是零售业务凭借
本身稳定性和节约性的特点，成为了商业银行收入增长点。各个银行纷纷着手深耕零
售市场，加大对零售业数字化转型的战略布局。新冠肺炎疫情的发生对我国以及世界
经济都带来了不可估量的影响。随着疫情常态化的形成，商业银行出现了线下网点业
务办理受阻，线上各渠道业务量大幅增加的情况。这种突如其来的变化也成为了商业
银行零售业务数字化变革的最佳助推剂。笔者认为以总资产几乎占据银行业半壁江山
的国有商业银行为研究对象更具有代表性。所以本文以国有大型商业银行G行为例，
首先介绍了其零售业务的发展现状和现有的零售业务数字化转型策略，然后对G银行
当前零售业务数字化转型中存在的阻力进行探析，分析结果表明G银行在转型中存在
经营模式不合理、顶层思维传达不及时、数字金融科技应用效果不佳、产品和服务同
质化严重等问题，在理性思考了导致这些问题出现的原因后，有针对性的提出了与之
相对应的转型策略优化建议，为G银行日后零售业数字化转型的顶层设计和策略实施
提供参考。文章的最后对全文进行总结，并对未来我国商业银行零售业务发展做出了
美好展望。
关键词：国有银行；零售业务；数字化转型
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G银行零售业务数字化转型策略优化研究
ABSTRACT
In recent years, China's economy has maintained a fast growth rate, and residents'
income level is also improving. The enhancement of people's consumption power has
brought broad development prospects for the retail business of commercial banks. On the
other hand, the trend of financial disintermediation has become irreversible, the regulation
of public and inter-bank business has become stricter, and the pressure of non-performing
loans has increased. Therefore, retail business has become a growth point of income of
commercial banks by virtue of its stability and economy. Various banks have begun to
deepen the retail market and increase the strategic layout of the digital transformation of
the retail industry. The COVID-19 outbreak has had an incalculable impact on our country
and the world economy. With the normalization of the epidemic, offline business of
commercial banks has been blocked and the business volume of online channels has
increased significantly. This sudden change has also become the best booster for the digital
transformation of retail business of commercial banks. The author thinks that it is more
representative to study state-owned commercial banks whose total assets almost account
for half of the banking industry. Therefore, taking G Bank, a large state-owned commercial
bank, as an example, this paper first introduces the development status of its retail business
and the existing digital transformation strategy of retail business, and then analyzes the
obstacles in the current digital transformation of retail business of G Bank. Analysis results
show that the G bank exist in the transformation of business model is not reasonable, the
top thinking not communicated in a timely manner, digital financial technology application
effect, poor homogeneity serious problems such as products and services, the rational
thinking after the cause of these problems, targeted put forward the optimization advice
and at the same time the transformation of strategy, It provides reference for the top-level
design and strategy implementation of G Bank's retail digital transformation in the future.
At the end of the article, the author summarizes the whole paper and makes a good
prospect for the future development of China's commercial banks' retail business.
KEYWORDS:State-owned banks; Retail business; Digital transformation
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