近年来，数字经济迅速发展备受瞩目，不仅发展速度快，涉及产业广，还对各行业的经营管理模式产生了深刻影响，银行业就是其中一个代表。在银行的数字化转型中，银行零售业务数字化转型的需求更为迫切。一方面，零售客户数量与专职客户经理人员数量比值远小于公司机构类客户，如何触达更多零售客户、提升他们的使用体验是当前银行零售业务发展亟待解决的问题。另一方面，零售客户对银行产品服务的体验更直观，从感受到选择的决策链条更短，可以说零售客户选择银行更为自主，更换主办银行的选择成本更低，因此市场竞争也会更加激烈。银行数字化转型相关的研究多以文献研究和案例访谈研究为主，以网络公开年报等数据的实证分析为辅，得出结论多为肯定数字化转型对银行及其零售业务发展重要意义，指出银行应该加强金融科技投入，开展大数据分析和AI 辅助决策等创新，应加强银行各个渠道的数字化程度，使线上线下的服务更智能化、人性化等较为宏观的行业性建议。相对而言，本文在以下方面有所变化：首先，在总结国内银行转型经验的同时，也对国外银行的情况进行了分析。其次，在分析数字化转型优势和经验时也对转型过程中可能存在的风险进行了梳理分析。第三，切入点相对微观，作者正在 S 行经历数字化转型的过程，以这一具体机构为研究对象，研究数据、存在问题和转型措施均为一手资料，得出的结论也更为具体实际。最后，在总结国内银行转型经验此外，因为有对转型过程中细节和问题的积累，对下一步改进方向的思考也更为全面。本文通过梳理国内外银行数字化转型经验，对 S 行零售业务发展存在的问题进行了分析，并结合前述经验和 S 行实际分析了其转型的措施，得出了后续提升建议：首先，银行在数字化转型初始期应该确定清晰长远的整体发展规划。其次，转型过程中要重构其组织架构，打破过去营销-运营-风控-行政的职能划分思路，通过不同管理措施来加强部门间“业务联系”和“利益联系”。第三，需建立覆盖更为全面、分类更多维度的客户基础数据库，作为开展数字化转型工作的基础，如进一步联通零售板块与对公板块之间的数据，发挥整体效益。第四，更多的将银行服务融入人们的生活场景，成为客户在各个消费生活场景背后的底层基础，紧跟国家对政务及社会服务智慧水平提升的要求，及时创新产品。
In recent years, the rapid development of the digital economy has attracted much attention. Its growth rate is not only fast and involves a wide range of industries but also profoundly impacts various industries‘ business models, with banking industry being one representative example. In the digital transformation of banks, the transformation needs of the retail business are more urgent. On the one hand, the traditional model relied on by retail business development is hard to sustain, and the extensive development model that merely relies on increasing the number of physical branches or increasing labor force inputs has almost reached its limit. How to transform the traditional business model and find new growth momentum is an urgent issue for the current development of bank retail businesses. On the other hand, with the continuous online migration of customer consumption behavior, data begins to "wake up" from a "dormant" state. The significance of data shifts from "behind-the-scenes" to "front stage", and data analysis and application become essential driving forces for the development of bank retail in the new era. Through literature review, it was found that previous research on the digital transformation of banks focuses mainly on literature research and interview studies, supplemented by empirical analysis of public annual report data. Most conclusions affirm the significant importance of digital transformation to banks and their retail business development. They point out that banks should strengthen financial technology investment, carry out big data analysis, AI-assisted decision making, and other innovations. It is suggested to enhance the digitization level of various channels in banks, making services both online and offline more intelligent and humane, etc. all of which are mostly macro-level recommendations. There is less analysis about risks or uncertainties related to the digital transformation process. This paper studies the digital transformation of Bank S‘ retail business through case analysis, considering that Bank S‘ transformation measures have drawn upon advanced experiences from domestic and foreign counterparts. The measures are relatively comprehensive, and the transformation results are quite noticeable. At the same time, it analyzes the problems existing in the digital transformation of the retail business in banks and proposes suggestions for the next step of the deeper transformation of the industry. Abstract III Compared with previous studies, this paper differs in the following aspects: firstly, it summarizes the transformation experience of domestic banks while analyzing the situation of foreign banks. Secondly, when analyzing the advantages and experiences of digital transformation, it sorts out the potential risks during the transformation process. Thirdly, this research takes a more micro perspective, studying the ongoing process of digital banking transformation of Bank S where the author works, using a case study approach. The research data, existing problems, and transformation measures are all from first-hand data sources. By summing up details and problems in the transformation process, it derives universal experience from the industry‘s digital transformation and proposes suggestions for further deepening the transformation.
