金融学院知识库

随着国内经济由投资拉动转向消费驱动、由供给侧改革转向需求侧管理，提振消费、扩大内需成为经济发展的重要驱动力，银行经营模式也发生了深刻的变化。零售业务凭借资本投入量少、负债成本低、抗风险能力强且利润贡献较稳定等特性，逐渐成为商业银行新的利润增长点，帮助商业银行突破增长瓶颈。同时，金融科技的迭代更新打破了条块分割、界限分明的传统银行业务结构，催生了高度一体化的零售经营管理新模式。加快零售业务稳健转型，是中国银行业在新发展形势下，实现从规模扩张、粗放式经营转变到精细化管理、高质量发展阶段的必然选择，助力商业银行核心竞争力的提升。

近年来，平安银行一直坚定不移地推进零售转型，凭借构建全面的消费金融生态圈，创造更大的零售资产规模，贡献更多的零售业务收入，成为银行业内迅速转型、积极赶超并实现超越的杰出典范。因此，本文选取平安银行作为案例研究对象，首先对平安银行零售业务转型的三个阶段进行梳理，并从资产端、负债端、中间业务以及金融科技应用程度四个方面描述转型现状，分析其转型动因并详细介绍了平安银行深入贯彻的“五位一体”新模式，重点研究了平安银行在零售转型过程中从产品体系、渠道体系、风控体系及支撑体系等方面实施的主要路径，通过对转型前后的零售业务财务分析，以及运用因子分析法构建零售业务转型的绩效评价模型，多维度评价其转型效果。最后归纳出平安银行零售转型在战略制定、客户管理、科技应用等方面的启示，并对其他股份制商业银行深化零售业务转型提出建议：一是围绕客户需求，打造一体化服务；二是优化营销体系，加强场景化零售；三是深耕财富管理，推进大零售转型；四是健全风控体系，深化大数据应用。

With the domestic economy shifting from investment-driven to consumption-driven and from supply-side reform to demand-side management, boosting consumption and expanding domestic demand have become important drivers of economic development, and the business model of banks has also undergone profound changes. Retail business has gradually become a new profit growth point for commercial banks, helping them to break through the growth bottleneck by virtue of low capital investment, low cost of debt, strong risk resistance and stable profit contribution. At the same time, the iterative update of financial technology has broken the traditional banking business structure of compartmentalization and clear-cut boundaries, giving rise to a new model of highly integrated retail operation and management. Accelerating the steady transformation of retail business is an inevitable choice for China's banking industry to realize the transformation from scale expansion and rough operation to the stage of refined management and high-quality development under the new development situation, helping to improve the core competitiveness of commercial banks.

In recent years, Ping An Bank has been steadfastly promoting retail transformation, creating a larger retail asset scale and contributing more retail business income by building a comprehensive consumer finance ecosystem, becoming an outstanding example of rapid transformation, actively catching up and achieving transcendence in the banking industry. Therefore, this paper selects Ping An Bank as a case study, firstly, it compares the three stages of Ping An Bank's retail business transformation, describes the current status of the transformation from four aspects: asset side, liability side, intermediate business and the degree of financial technology application, analyzes the motivation of its transformation and introduces in detail the "five-in-one" model that Ping An Bank has implemented in depth. The new model focuses on the main paths implemented by Ping An Bank in the process of retail transformation in terms of product system, channel system, risk control system and support system, and evaluates the transformation effect in multiple dimensions by analyzing the financial analysis of retail business before and after the transformation and constructing a performance evaluation model of retail business transformation using factor analysis. Finally, the insights of Ping An Bank's retail transformation in terms of strategy formulation, customer management and technology application are summarized, and suggestions are made for other joint-stock commercial banks to deepen their retail business transformation: first, to build integrated services around customer needs; second, to optimize the marketing system and strengthen the scenario-based retailing; third, to deepen wealth management and promote the big retail transformation; fourth, to improve the risk control system and deepen the application of big data.