Dissertation Submitted to
Hebei GEO University
for
The Master Degree of
Business Administration
STUDY
ON
DIGITAL
TRANSFORMATION
AND
DEVELOPMENT COUNTERMEASURES OF RETAIL
BUSINESS OF C SUB-SUB-BRANCH OF AGRICULTURAL
BANK OF CHINA
by
Xue Xiao
Supervisor: Jiangao Niu
Associate Supervisor: Rongbin Zhang
December 2021

河北地质大学硕士学位论文
摘要
近几年，数字化技术的蓬勃发展，使得当今社会的各个行业都在寻找竞争发展的
关键转折点，大数据、人工智能、云计算等技术的盎然兴起，对经济运行方式和社会
生活习惯都有着极大的改变。对于商业银行来说，经营方式在数字化转型的影响下发
生了巨大的改变，各家银行都在努力寻找适合自己的转型之路，在金融科技、数据应
用、场景搭建以及渠道构建等方面进行多种探索。伴随着资本市场的日益成熟，企业
的融资渠道不断拓宽，“金融脱媒”导致商业银行对公业务的优势逐渐减少。而由于
稳定的客户收益、分散的经营风险、巨大的创新空间，零售银行业务早已成为银行发
展的重要战略选择，在新经济时代，零售业务的崛起是商业银行实现可持续发展的必
然趋势。为了更加适应市场的潮流，农行的零售业务数字化转型已初露端倪，但由于
缺少对转型战略的整体谋划、营销服务渠道整合力弱以及科技应用力不足等原因，数
字化转型工作一直没有较大的突破，尤其是近几年其他股份制商业银行和第三方支付
公司的崛起，使其面对着更大的压力和困难。
笔者根据在农行工作7年的工作经历，以本人所在县域支行为研究对象，由于我
所在的C支行为S市最大支行，所以将C支行作为研究对象，将使整个研究更加全面
和完整。对于县域支行大部分网点来说，由于对公业务客户群体单一、规模小、开展
业务权限受限的问题，导致零售业务无疑成为支行发展的主要突破口。本文结合C支
行目前零售业务发展现状，通过分析C支行的零售业务发展情况，并结合C支行数字
化转型的发展动因，挖掘该支行在零售业务数字化转型中存在的难点和痛点，通过
SWOT分析网点的优势和劣势、挑战以及机遇，对农行C支行的零售业务数字化转型进
行方案设计。
本文通过对上述内容的研究，提出农行C支行零售业务数字化转型的相应对策和
建议：一是做好自我剖析，明确战略目标；二是优化流程，提高效率；三是提高数据
应用，实现精准营销；四是加强重点客户挖掘与维护；五是加大场景建设力度；六是
提高风控能力。同时提出在转型业务过程中应该有的各项保障措施，从而促进C支行
零售业务更好的发展。研究本课题可以以小抓大，从S市最大的支行抓起，从而提高
农行整体零售业务水平，扎扎实实实现零售业务在支行推进，早日实现C支行成为一
级强行的工作目标。
关键字：商业银行；零售业务；数字化转型
II

农行 C支行零售业务数字化转型发展对策研究
Abstract
In recent years, with the booming development of digital technology, all industries in
today's society are looking for the key turning point of competitive development. The
emergence of big data, artificial intelligence, cloud computing and other technologies has
greatly changed the way of economic operation and social life habits. For commercial
banks, the operation mode has changed greatly under the influence of digital
transformation. All banks are trying to find their own transformation path, making various
explorations in fintech, data application, scene building and channel construction. With the
increasing maturity of the capital market, the financing channels of enterprises continue to
expand, "financial disintermediation" leads to the gradual reduction of commercial banks'
advantages over the public business. Retail banking has long been an important strategic
choice for the development of banks due to stable customer benefits, dispersed operational
risks and huge space for innovation. In the era of new economy, the rise of retail business is
an inevitable trend for commercial banks to achieve sustainable development. In order to
more adapt to the market, the trend of agricultural bank of retail business of digital
transformation on the horizon, but due to lack of transformation strategy of overall
planning, marketing and service channel integration weak and lack of power, science and
technology application of digital transformation work has been no big breakthrough,
especially in recent years other joint-stock commercial Banks and the rise of the third party
payment companies, Make it face greater pressure and difficulties.
Based on my seven-year working experience in the Agricultural Bank of China, the
author takes my county Sub-branch as the research object. As THE Sub-branch C where I
work is the largest Sub-branch in S City, taking C Sub-branch as the research object will
make the whole research more comprehensive and complete. For most Sub-branches of
county sub-Sub-branches, retail business has undoubtedly become the main breakthrough
for the development of sub-Sub-branches due to the problems of single customer group,
small scale and limited business authority for corporate business. Based on the current
development status of RETAIL business of C Sub-branch, this paper analyzes the
development status of RETAIL business of C Sub-branch and explores the difficulties and
pain points in the digital transformation of retail business of C Sub-branch. Analyze the
strengths, weaknesses, challenges and opportunities of the network through
SWOT，
design the digital transformation of retail business of C Sub-branch of Agricultural Bank of
China.
Based on the above research, this paper puts forward the corresponding
countermeasures and suggestions for the digital transformation of retail business of
AGRICULTURAL Bank of China C Sub-branch: First, do a good job of self-analysis and
define strategic objectives; Second, optimize the process and improve efficiency; Third,
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