国际经济与贸易学院知识库

互联网金融不仅是金融环境和金融模式的大变革，也是未来全球金融体系发展的大势所趋。结合2019年，央行发布《金融科技（Fintech）发展规划（2019-2021）》，规划明确今后我国将重点在金融科技、互联网金融融合、产品创新、金融服务有效升级、合规风控方面采取大力措施，可以看出，未来我国金融体系发展正是在互联网金融背景下不断完善，互联网金融背景下的金融创新。这主要目的是通过现代先进技术升级产品属性、促进服务人性化、程序智能化，推进金融领域更好发展。金融行业面临的业务洗牌已经从最初的简单电子化到全民电子支付再到如今互联网金融深入民众生活，银行正在面临前所未有之挑战。

大型国有银行虽然受到金融浪潮的冲击，但由于自身强劲的资本基础，在新时代背景下转型具有绝对优势，而中小商业银行在新的时代背景下如果缺乏硬件的支持和优良的转型策略则所做努力就会显得微乎其微、力不从心。我们认识到，互联网金融的运营模式是一种完全区别于传统金融模式但又能够兼并传统金融运营模式的新型升级化模式，它抓住了网络金融的广泛性和便捷性，同时在获客上又巧妙精准的定位于零售型个人客户、小微企业等，利用长尾效应达到了最大的获利效果，在未来很长一段时间内都将成为金融行业的发展趋势。

中小商业银行应该积极迎合发展趋势，改变传统银行运营模式才能抓住时代的机会顺利转型。实践证明当前我国中小商业银行还存在着净息差趋势性下滑、不良贷款率持续攀升、融资端客户面临流失等诸多问题，但也存在着拥有本地资源、决策机制灵活、以及更容易打造差异化产品的优势。基于现有条件如何作出改变，探寻出最适合中小商业银行发展的转型策略是本文探讨的核心。

论文主要内容是从分析互联网金融给商业银行带来的挑战和机会出发，以B银行为具体案例探讨商业银行转型面临的困境，并在此基础上提出中小商业银行转型的方向和实现路径。研究目的是通过调研案例整理后的数据反映中小商业银行转型中存在的客观问题，针对这些已发现的问题，提供解决问题的思路、关键性方法和所需要的条件。论文的主要观点有：1、互联网金融下数字金融模式是未来世界金融体系变革的大势所趋，国内中小商业银行面对这种变化，转型是必经之路。2、中小商业银行现阶段的策略转型存在一定的局限性，受到诸多因素的制约，因此转型存在一定的困难。3、通过B银行具体案例分析，可以发现B银行转型中的制约因素主要在于盈利模式过于传统、营销力度不够大、产品覆盖度不高以及获客渠道较为单一。因此针对性的采取改变盈利模式、加强产品创新；打造智能化网点、优化人力资源，赋能金融科技、实现数字化转型的措施才能保证转型的成功。4、中小商业银行在转型策略方面建议各商业银行注重现有金融模式移动化、互联网化发展，同时借鉴互联网金融的模式创新，从产品、渠道、业务、营销角度创新，最后善于利用基于合作的银行互联网金融平台充分把握机会，实现策略转型升级。

Internet finance is not only a major change in the financial environment and financial model, but also a major trend in the future development of the global financial system. Combined with the fact that in 2019, the Central Bank issued the "Financial Technology (Fintech) Development Plan (2019-2021)", which specifies that in the future, China will focus on financial technology, the integration of Internet finance, product innovation, effective upgrading of financial services and compliance with risk control to take vigorous measures, it can be seen that the future development of China's financial system is precisely the continuous improvement in the context of Internet finance and Internet financial innovation in the context of finance. The main purpose of this is to promote better development in the financial sector by upgrading product attributes, promoting humanised services and intelligent procedures through modern advanced technology. The financial industry is facing a business reshuffle that has gone from simple electronic at the beginning to universal electronic payments and now to the depth of internet finance in people's lives, and banks are facing unprecedented challenges.

Although large state-owned banks have been hit by the financial wave,they have an absolute advantage in transforming themselves in the new era due to their strong capital base,while small and medium-sized commercial banks will have little to no effort if they lack hardware support and good transformation strategies in the new era. We recognise that the operation model of Internet finance is a new and upgraded model that is completely different from the traditional financial model but can be combined with the traditional financial operation model. This will be the development trend of the financial industry for a long time to come.

Small and medium-sized commercial banks should actively meet the development trend and change their traditional banking operation mode in order to seize the opportunity of the times for a smooth transformation. Practice has shown that small and medium-sized commercial banks in China still have many problems, such as the trend of declining net interest margin, rising non-performing loans and the loss of customers in the financing side, but they also have the advantages of having local resources, flexible decision-making mechanisms and the ability to create differentiated products more easily. How to make changes based on the existing conditions and find the most suitable transformation strategy for the development of small and medium-sized commercial banks is the core of this paper.

The main content of the paper is to analyse the challenges and opportunities brought by Internet finance to commercial banks,to discuss the dilemmas faced by commercial banks in their transformation using Bank B as a specific case,and on this basis to propose the direction and realization path for the transformation of small and medium-sized commercial banks. The aim of the study is to reflect the objective problems in the transformation of small and medium-sized commercial banks through the data collated from the research cases, and to provide ideas, key methods and conditions needed to solve the problems in response to these identified problems.

The main content of the thesis is to discuss the dilemmas faced by commercial banks in their transformation, starting from the analysis of the challenges and opportunities brought by Internet finance to commercial banks, using Bank B as a specific case, and on this basis to propose the direction and realization paths for the transformation of small and medium-sized commercial banks. The aim of the study is to reflect the objective problems in the transformation of small and medium-sized commercial banks through the data collated from the research cases, and to provide ideas, key methods and conditions needed to solve the problems in response to these identified problems. The main points of the thesis are: 1. The digital financial model under the Internet finance is the general trend of the future change of the world financial system, and the transformation of domestic small and medium-sized commercial banks is the way to go in the face of this change. 2. The strategic transformation of small and medium-sized commercial banks at this stage has certain limitations and is constrained by many factors, so there are certain difficulties in the transformation. 3. Through the analysis of the specific case of Bank B, it can be found that Bank B The constraints in the transformation of Bank B mainly lie in the overly traditional profit model, insufficient marketing efforts, poor product coverage and a single customer acquisition channel. Therefore, targeted measures should be taken to change the profit model, strengthen product innovation, create intelligent outlets, optimise human resources, empower financial technology and realise digital transformation in order to ensure the success of the transformation.4. In terms of transformation strategies, small and medium-sized commercial banks are recommended to focus on the mobile and internet development of existing financial models, while drawing on the model innovation of internet finance, from the perspective of product, channel, business and marketing perspective innovation, and finally good at using the cooperation-based bank Internet finance platform to fully grasp the opportunity to achieve strategic transformation and upgrading.