在金融脱煤与利率持续下行的背景下，存贷比越来越少，商业银行之间的竞争越演 越烈，银行传统信贷业务利润不断收窄。同时，外部监管压力亦持续升级，商业银行的 盈利进一步被压缩，仅依靠传统的银行信贷业务，明显是适应不了市场的发展，因此商 业银行不得不发掘新的市场，创造新的盈利模式。零售业务的优势是涉及面广、基数庞 大、成本低微、风险易控、利润可观，较发展到极限的传统信贷业务来说，仍有很大的 开发空间。于是，在复杂多变的金融环境下，发展零售业务便成为了各大商业突围而出 的武器，实现利润增长。 在外资银行和国内股份制商业银行的激烈竞争下，本文以东莞农村商业银行为研究 对象，采用文献参考法、实地调研法、SWOT 分析法，对东莞农村商业银行的零售业务 发展进行剖析并制定建议策略。 首先，简要地介绍一下东莞农村商业银行目前的业务构成模式，发现其零售客户群 体大，但客户经营方面明显不足，中间业务收入具有较大提升空间，是未来发展方向。 在客户关系管理上，存在管理理念落后，管理系统粗放，管理架构不完全，产品单一等 弊端，导致东莞农村商业银行零售业务的发展面临巨大的挑战和压力。 其次，通过内外部环境分析法与 SWOT 分析法，对东莞农村商业银行的竞争优劣 势、发展机遇与威胁进行分析，得出准确的零售业务营销市场定位—即做东莞人身边的 银行，须立足本土，利用本土银行的群众优势和品牌优势，不断向外渗透，争夺高质楼 盘客户与特定单位市场，同时，做好客户细分工作，针对不同的群体开发个性产品，增 强客户体验。 最后，根据东莞农村商业银行的零售业务经营现状，结合内外部环境分析与 SWOT 分析结论，制定适应市场的营销策略，产品策略、价格策略、渠道策略、促销策略、其 他策略。通过对东莞农村商业银行零售业务发展进行研究，一方面可促进东莞农村商业 银行的零售业务发展，成功转型升级，创造新效益，另一方面亦为其他农村商业银行发 展零售业务作参考作用。II ABSTRACT Under the background of financial coal removal and interest rate, the deposit and loan ratio is getting less and less, the competition between commercial banks is getting stronger and stronger, and the profits of traditional bank credit business are continuously narrowed. At the same time, external regulatory pressure has also continued to escalate. The profitability of commercial banks has been further reduced. Relying on traditional bank credit businesses alone, it is obviously unable to adapt to the development of the market. Therefore, commercial banks have to explore new markets and create new profit models. The advantage of the retail business is that it involves a wide range of areas, a large base, low costs, easy to control risks, and considerable profits. Compared with the traditional credit business that has reached the limit, there is still a lot of room for development. As a result, in the complex and changeable financial environment, the development of retail business has become a weapon for major businesses to break out and achieve profit growth. Under the fierce competition of foreign bank and domestic joint-stock commercial bank, this paper takes Dongguan rural commercial bank as the research object, adopts literature reference method, field research method, SWOT analysis method, analyzes the development of retail business of Dongguan rural commercial bank and makes suggestions and strategies. First of all, briefly introduce the current business composition model of Dongguan rural commercial bank, found that its retail customer group is large, but the customer management is obviously insufficient, intermediate business income has a greater room for improvement, is the future development direction. In customer relationship management, there are disadvantages such as backward management concept, extensive management system, incomplete management structure, and single products, which lead to the huge challenges and pressures on the development of the retail business of Dongguan Rural Commercial Bank. Secondly, through internal and external environmental analysis and SWOT analysis, the competitive advantages and disadvantages, development opportunities and threats of Dongguan Rural Commercial Bank are analyzed, and an accurate positioning of the retail business marketing market is obtained-that is, the banks around Dongguan people must be based on the local area. Using the advantages of the local bank's mass and brand, it constantly penetrates to compete for high-quality real estate customers and specific unit markets. At the same time, it does a good job in customer segmentation, develops individual products for different groups, and enhances customer experience. Finally, according to the current situation of the retail business of Dongguan ruralIII commercial bank, combined with the analysis of internal and external environment and SWOT analysis, we formulate marketing strategies that adapt to the market: product strategy, price strategy, channel strategy, promotion strategy, service strategy, and other strategies. Through the research on the development of the retail business of Dongguan rural commercial bank, on the one hand, it can promote the development of the retail business of Dongguan rural commercial bank, successfully transform and upgrade, and create new benefits. On the other hand, it also serves as a reference for other rural commercial banks to develop the retail business.IV 目 录 摘要...........................................................................................................................................I ABSTRACT ............................................................................................................................. II 第一章 绪论..............................................................................................................................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................................................................................................................... 1 1.2 国内文献综述.................................................................................................................. 2 1.3 国内外零售银行经验借鉴.............................................................................................. 3 1.4 研究目标与内容.............................................................................................................. 4 1.5 研究方法与路线.............................................................................................................. 4 第二章 东莞农村商业银行零售业务发展现状及存在问题 .................................................6 2.1 东莞农村商业银行的变迁.............................................................................................. 6 2.2 东莞农村商业银行零售业务发展现状.......................................................................... 7 2.2.1 经营策略................................................................................................................... 7 2.2.2 营销渠道................................................................................................................... 8 2.2.3 产品模式................................................................................................................... 9 2.2.4 风险管理................................................................................................................. 12 2.2.5 经营成效................................................................................................................. 13 2.3 东莞农村商业银行零售业务存在问题........................................................................ 13 2.3.1 人才配置不全......................................................................................................... 14 2.3.2 产品种类单一......................................................................................................... 14 2.3.3 科技实力不足......................................................................................................... 15 2.3.4 营销能力较弱................................................................................