在利率市场化、资本约束等背景环境下，国内商业银行纷纷不断改变之前单 纯依靠“利差”的传统业务发展模式。而零售业务受经济波动影响小、资本占用 低、利润来源较为稳定，逐渐得到前所未有的重视，慢慢成为国内外商业银行发 展重心。 S银行是H地区内重要的金融力量之一，要想适应经营环境的变化，构建更 加健康持续的发展模式就必须重视零售业务的战略发展地位。S银行H分行零售 业务发展近年来虽然也取得了一些成绩，但也出现了一系列的瓶颈问题制约了发 展。本文首先梳理了有关于国内外对商业银行零售业务的理论研究成果，在此基 础上，分析了S银行H分行零售业务发展面临的宏观环境，介绍了S银行H分行 零售业务发展的现状，对其资产业务、负债业务、中间业务收入、客户基础等重 点指标进行了分析，发现S银行H分行零售业务目前存在重点产品业务发展滞后、 全量客户基础不牢、零售队伍建设不足、线上线下渠道发展不稳、零售产品同质 化严重、业务协调联动差等问题。国外花旗银行、以及国内有“零售之王”美誉 的招商银行在发展零售业务方面有着先进的经验，本文总结归纳了其在产品、队 伍、渠道、组织架构等方面的先进做法，借鉴其零售业务发展的成功经验，结合 S银行H分行自身的实际情况提出改进的对策和建议，以期为S银行H分行零售 业务发展提供借鉴与指导，尝试提出一系列的措施和建议来不断推动S银行H 分行零售业务快速、健康持续发展。 S银行H分行是国内股份制商业银行的典型代表，其零售业务所出现的问题 具有一定的普遍性，故本文的研究成果也可以为我国同类商业银行零售业务的发 展提供一定的借鉴。 关键词；商业银行；零售业务；发展策略 III Abstract Underthebackgroundofcapitalconstraintandinterestrateliberalization, domesticcommercialBankshavecontinuouslychangedthetraditionalbusiness developmentmodelthatreliedsolelyon"interestratespread".Retailbusinessis littleaffectedbyeconomicfluctuations,withlowcapitaloccupationandstable sourceofprofits,whichhasgraduallyreceivedunprecedentedattentionand graduallybecomethedevelopmentfocusofdomesticandforeigncommercial Banks. SbankisoneoftheimportantfinancialforcesinHregion.Atpresent,profit growthhasreachedaplateau.Inordertoadapttothechangesofinternaland externalbusinessenvironment,itisnecessarytoattachimportancetothestrategic developmentstatusofretailbusinessinordertobuildamorebalancedandstable developmentmodel.AlthoughtheretailbusinessofSbankHbranchhasbeen developingandgrowinginrecentyears,ithasmadesomeachievements,buta seriesofbottleneckproblemshavealsoappeared,whichdeserveattention.Firstly, thispaperreviewsthetheoreticalresearchontheretailbusinessofcommercial Banksathomeandabroad.Onthisbasis,introducesthepresentsituationofthe retailbusinessdevelopmentbankofS,H,onitsassetsbusinessandliabilities business,intermediatebusinessincome,customerbaseandsoonkeyindicatorsare analyzed,andfoundthatthebankofS,Hretailbusinessisthekeyproductbusiness developmentlagsbehind,thewholeamountretailcustomerbase,lackofteam construction,unstableonlinechanneldevelopment,retailproducthomogeneity serious,businesscoordinationissuesuchasdifferenceoflinkage.Citigroup,abroad anddomestichavethereputationofthekingofthe"retail"Chinamerchantsbank hasadvancedexperienceinthedevelopmentofretailbusiness,thispapersumsup itsproduct,team,channels,advancedpracticesinaspectsoforganizationalstructure, drawlessonsfromthedevelopmentoftheretailbusinesssuccessexperience, combinedwiththeactualsituationofthebankofS,Himprovementcountermeasure andthesuggestionisputforward,inordertothebankofS,Hreferenceand guidancefortheretailbusinessdevelopment,Ittriestocontinuouslypromotethe rapid,healthyandsustainabledevelopmentofretailbusinessofSbankHbranchby focusingonbreakingthroughtheshortboardbusiness,strengtheningthecustomer baseinmultipledimensions,improvingthefightingcapacityofretailbusiness, IV optimizingonlineandofflinedoublechannels,acceleratingproductinnovationand researchanddevelopment,andinnovatingandreformingmechanismguarantee. SbankHbranchisatypicalrepresentativeofdomesticjoint-stockcommercial Banks,andtheproblemsinitsretailbusinesshaveacertainuniversality.Therefore, theresearchresultsofthispapercanalsoprovidecertainreferenceforthe developmentofretailbusinessofsimilarcommercialBanksinChina. Keywords：CommercialBanks；retailbusiness；developmentstrategy V 目录 第一章绪论................................................................................................1 第一节选题背景与意义......................................................................................1 一、选题背景...................................................................................................................1 二、选题意义...................................................................................................................1 第二节文献综述..................................................................................................2 一、国内研究现状........................................................................................................2 二、国外研究现状........................................................................................................3 三、文献综评................................................................................................................4 第三节研究思路和研究方法..............................................................................4 一、研究思路...................................................................................................................4 二、研究方法...................................................................................................................5 第二章S银行H分行零售业务发展环境分析及概况...........................6 第一节S银行H分行零售业务发展环境分析...................................................6 一、政治环境分析........................................................................................................6 二、经济环境分析........................................................................................................6 三、社会环境分析........................................................................................................7 四、技术环境分析........................................................................................................7 第二节S银行H分行零售业务发展概况............................................................8 一、S银行H分行概况...................................................................................................8 二、S银行H分行资产业务发展情况...........................................................................8 三、S银行H分行负债业务发展情况.........................................................................10 四、S银行H分行中间业务收入业务发展情况.........................................................12 五、S银行H分行个人客户发展情况.........................................................................12 第三章S银行H分行零售业务存在问题及分析.................................13 第一节重点业务发展滞后................................................................................13 一、中间业务收入落后................................................................................................13 二、代发工资业务薄弱................................................................................................13 三、私人银行业务亟需改进........................................................................................14 VI 第二节全量客户基础薄弱................................................................................14 一、客户规模不大........................................................................................................14 二、客户结构不优........................................................................................................14 第三节零售产品同质化严重............................................................................15 一、产品同质化严重....................................................................................................15 二、产品创新不足........................................................................................................16 第四节渠道获客能力薄弱................................................................................17 一、受互联网金融冲击较大..........