Ⅰ 摘要 随着互联网技术的飞速发展，依托于大数据、云计算等信息技术的不断创新，在 开放的互联网平台上逐步形成了功能化金融业态，互联网金融迅速崛起。尤其是最近 几年移动互联网的普及使用，为互联网金融创造了得天独厚的发展机会，互联网金融 达到了前所未有的高度。 相较于传统金融机构，互联网金融企业具有效率高、成本低、覆盖广、发展快等 特点，而传统金融机构由于决策效率低，创新能力不足。在互联网金融的出现后，从 融资和支付两个领域打破了商业银行的垄断，弱化了传统金融机构的金融中介职能， 蚕食了个人存款业务，分流了个人信贷业务，减少了传统理财业务，收窄了银行利差， 加剧了银行间竞争。 受到互联网金融、政策面以及市场环境影响，D商业银行最近几年出现了增速下 滑、不良率上升、组织架构落后、盈利能力弱等问题，这些问题对于城商行具有普遍 性。因此，D商业银行要想在经济新常态下稳定发展，必须根据内外部环境特点，借 鉴互联网金融经验，综合剖析在互联网金融模式下商业银行的战略转型策略，从而制 定符合自身的发展战略，实现降费增效、高质量发展。 本文首先对D商业银行基本情况及目前面临的问题进行了阐述，然后对D商业 银行当前所处的战略环境进行了分析。其中外部环境描述中，通过运用PEST分析其 宏观环境，通过运用波特五力模型分析行业环境和竞争者，从而分析D商业银行面 临的外部机会和挑战；内部环境描述中，通过描述D商业银行资源状况，分析其核 心能力与评价，指出D商业银行内部发展状况和经营管理情况，从而总结D商业银 行内部环境情况。最后，提出D商业银行战略转型构想，从具体业务角度、不同领 域如何获取竞争优势进行研究，指明D商业银行的未来发展方向：以市场为导向， 以客户为中心，以互联网、大数据、云计算等先进技术为支持，巩固传统业务优势， 积极进行产品创新，向数字银行方向转型发展，提升效能，降低企业成本。从网点、 服务、数据、产品、区域和盈利手段6个维度进行思路转变，打造智能平台，助力大 零售、对公和金融市场业务，在互联网金融背景下实现高质量发展。 关键词：互联网金融 城市商业银行 战略转型 Abstract Ⅱ Abstract With the rapid development of Internet technology, relying on the continuous innovation of information technology such as big data and cloud computing, has gradually formed a functional financial industry on the open Internet platform, and Internet finance has risen rapidly. Especially in recent years, the popularity of mobile Internet has created unique opportunities for development of Internet finance, and Internet finance has reached unprecedented heights. Compared with traditional financial institutions, Internet financial companies have the characteristics of high efficiency, low cost, wide coverage, and rapid development. Traditional financial institutions have insufficient innovation capacity due to low decision-making efficiency. After the emergence of Internet finance, it broke the monopoly of commercial banks from the two fields of financing and payment, weakened the financial intermediation function of traditional financial institutions, eroded personal deposit business, diverted personal credit business, and reduced traditional wealth management business. Narrow bank spreads and intensified inter-bank competition. Affected by Internet finance, policy, and market environment, D Commercial Bank has experienced problems such as declining growth rate, rising NPL ratio, backward organizational structure, and weak profitability in recent years. These problems are universal for city commercial banks. Therefore, if Commercial Bank D is to develop steadily under the new normal economy, it must learn from the experience of Internet finance based on the characteristics of the internal and external environment and comprehensively analyze the strategic transformation strategies of commercial banks under the Internet financial model, so as to formulate its own development strategy and achieve Cost reduction and efficiency improvement, high-quality development. This article first explains the basic situation of D Commercial Bank and the problems it currently faces, and then analyzes the current strategic environment of D Commercial Bank. In the description of the external environment, the macro environment is analyzed by using PEST, and the industry environment and competitors are analyzed by using the Porter five-force model to analyze the external opportunities and challenges faced by D commercial banks. In the description of the internal environment, D commercial banks are Abstract Ⅲ described by The status of resources, analysis of its core competence and evaluation, pointed out the internal development status and operating management of D Commercial Bank, and summarized the internal environment of D Commercial Bank. Finally, the D commercial bank's strategic transformation concept is put forward. From the perspective of specific business and how to obtain competitive advantages in different fields, it studies the future development direction of D commercial bank: market-oriented, customer-centric, Internet, big data, cloud Supported by advanced technologies such as computing, consolidate the advantages of traditional businesses, actively carry out product innovation, transform and develop towards digital banking, improve efficiency, and reduce corporate costs. Change the mindset from 6 dimensions of outlets, services, data, products, regions and profit means, build an intelligent platform, help large retail, public and financial market businesses, and achieve high-quality development in the context of Internet finance. Key words: Internet finance City commercial bank Strategic transformation 目 录 Ⅳ 目 录 摘要 ............................................................... Ⅰ Abstract ............................................................. Ⅱ 第1章 绪 论 ........................................................ 1 1.1 选题背景与研究意义 .............................................. 1 1.1.1 选题背景 .................................................. 1 1.1.2 研究意义 .................................................. 1 1.2 国内外研究综述 .................................................. 2 1.2.1国外文献综述 .............................................. 2 1.2.2国内文献综述 .............................................. 3 1.3 研究思路与研究方法 .............................................. 4 1.3.1 研究思路 .................................................. 4 1.3.2 研究方法 .................................................. 6 第2章 基本概念和理论基础 ............................................. 7 2.1 商业银行及其经营模式 ............................................ 7 2.1.1 商业银行的定义 ............................................ 7 2.1.2 商业银行的经营模式 ........................................ 7 2.2 商业银行的战略特征 .............................................. 9 2.2.1 大型商业银行的战略特征 ................................... 10 2.2.2 股份制商业银行的战略特征 ................................. 10 2.2.3 城市商业银行的战略特征 ................................... 10 2.2.4 农村金融机构的战略特征 ................................... 11 2.2.5 其他类金融机构的战略特征 ................................. 11 2.3 互联网金融及其发展 ............................................. 11 2.3.1 互联网金融的概念 ......................................... 11 2.3.2 互联网金融的发展状况 ..................................... 12 2.3.3 互联网金融的表现形式 ..................................... 12 2.3.4 互联网金融的特征 ......................................... 13 2.4 战略转型内涵及其意义 ........................................... 14 目 录 Ⅴ 第3章 D商业银行发展历程及战略演变 ................................... 15 3.1 D商业银行发展历程 ............................................. 15 3.1.1 D商业银行概况 ........................................... 15 3.1.2 D商业银行的经营管理状况分析 ............................. 15 3.2 D商业银行战略演变 ............................................. 16 3.3 互联网金融背景下D商业银行业务发展状况 ......................... 17 3.3.1 盈利能力逐年下降 ......................................... 17 3.3.2 中间业务收入占比过低 ..................................... 19 3.3.3 个人定期存款结构不合理 ................................... 20 3.3.4 传统盈利业务逐步掉队（以POS收单业务为例） ............... 21 3.3.5 小微企业