2008 年，IBM 对外发布了“智慧的地球”战略，指出下一阶段，人类将实现 IT 与各行各业的深度融合。在此基础上，智慧银行的概念也慢慢被提出。2017 年，我国成立金融科技（FinTech）委员会，发布《2017 年金融科技研究指 引》，设立金融科技研究中心，组织开展大数据、云计算、人工智能等金融科 技关键领域课题研究。目前国内物联网、云计算等全球性信息科技产业链得到 较快发展，智慧银行在国内由不可能成逐步成为现实。我国传统商业银行要想 维持以往的发展速度，就需要尽早进行智慧银行改革。 本文基于以上研究背景，运用包括文献研究法、案例分析法和比较分析法 等多种研究方法，分析研究了 Z 商业银行在智慧银行发展时所遇到的外部竞争 环境压力和自身经营现状痛点。在此基础上，本文提出了 Z 银行应该在渠道整 合、网点建设、业务流程、客户体验等方面加大投入和着重发展，同时配以组 织、资金、技术、人才和内控方面的保障性措施，将智慧银行发展得更深、更 远、更广。 论文研究发现，智慧银行凭借其业务处理的智能化、数据处理的精准化以 及服务群体的大众化，既顺应了新技术发展的时代潮流，也应对了互联网金融 企业冲击。因此，智慧银行的构建逐渐成为商业银行的主要战略方向之一。然 而，机遇与挑战总是相伴相生，智慧银行的发展也不例外。因此，传统商业银 行更应该通过结合自身实际情况来寻求最优的智慧银行建设方案。本文从总行 层面对智慧银行发展提出了详细的改进建议和策略，在理论和现实方面具有重 要的意义，以供其他机构借鉴。 关键词，商业银行，智慧银行，发展策略 论文类型，应用/专题研究浙江工业大学硕士学位论文 Z 商业银行智慧银行发展策略研究 II SMART BANK DEVELOPMENT STRATEGY RESEARCH OF Z BANK ABSTRACT In 2008, IBM unveiled its Smart Earth strategy, pointing out that the next stage will be a deep integration of IT and all walks of life. On this basis, the concept of smart bank has also been gradually put forward. In 2017, China set up the FinTech Committee, issued the Financial Science and Technology Research Guidelines for 2017, set up the Financial Science and Technology Research Center, and organized the research in key fields of financial science and technology, such as large data, cloud computing, artificial intelligence. With the continuous development of the new generation of information technology, such as Internet of Things, Cloud Computing and Big Data, it is possible to develop intelligent banks in China. In order to maintain sustainable development, it is urgent for Chinese traditional commercial banks to carry out smart bank reform. Based on the above research background, this paper uses a variety of research methods, including literature research, case analysis and comparative analysis, to analyze the Z commercial bank in the development of the smart bank encounter the pressure of external competitive environment and their own operating status. On this basis, this paper proposes that Z Bank should increase investment and focus on development in channel integration, network construction, business process, customer experience and other aspects. At the same time, with the safeguard measures of organization, capital, technology, talent and internal control, the development of intelligent bank will be deeper, farther and wider. The paper finds that with the intelligence of business processing, the precision of data processing and the popularity of service groups, smart banks not only conform to the trend of new technology development, but also impact on Internet financial enterprises. Therefore, the construction of smart banks should be a strategic choice for commercial banks. However, the development of China's smart banks is facing both opportunities and challenges. It is a long-term solution for all banks to find out their own characteristics of the construction of smart banks from their own actual situation.浙江工业大学硕士学位论文 Z 商业银行智慧银行发展策略研究 III This paper puts forward detailed suggestions and strategies for the development of smart banks from the head office level, which is of great theoretical and practical significance for other institutions to draw lessons from. KEY WORDS，Commercial Bank；Smart Bank；Development Strategy TYPE OF DISSERTATION/THESIS，Application Research浙江工业大学硕士学位论文 Z商业银行智慧银行发展策略研究 IV 目 录 1 绪论 ................................................ 1 1.1 研究背景和意义...................................... 1 1.2 研究内容和框架...................................... 2 1.2.1 研究内容..................................................2 1.2.2 研究框架..................................................3 1.3 研究方法与分析工具................................... 4 1.3.1 研究方法..................................................4 1.3.2 研究分析工具..............................................5 1.4 本文创新点 ......................................... 5 2 相关理论及文献综述 ................................... 6 2.1 智慧银行概述 ....................................... 6 2.1.1 智慧银行定义..............................................6 2.1.2 智慧银行特征..............................................6 2.2 智慧银行相关理论 .................................... 7 2.2.1 长尾理论 ..................................................7 2.2.2 客户关系管理理论..........................................8 2.2.3 感知服务质量理论..........................................9 2.3 智慧银行相关文献综述 ................................ 10 2.3.1 国外研究现状.............................................10 2.3.2 国内研究现状.............................................11 2.4 智慧银行理论与文献评述 .............................. 13 3 智慧银行发展外部环境分析 ............................ 14 3.1 智慧银行宏观环境分析 ................................ 14 3.1.1 政治环境分析（P）........................................14 3.1.2 经济环境分析（E）........................................15 3.1.3 社会环境分析（S）........................................19 3.1.4 技术环境分析（T）........................................21 3.2 欧亿·体育（中国）有限公司环境分析 ...................................... 22 3.2.1 同欧亿·体育（中国）有限公司内现有竞争者的竞争能力.............................22浙江工业大学硕士学位论文 Z商业银行智慧银行发展策略研究 V 3.2.2 潜在竞争者进入的能力.....................................23 3.2.3 替代品的替代能力.........................................24 3.2.4 供应商的讨价还价能力.....................................24 3.2.5 购买者的讨价还价能力.....................................24 4 Z 银行智慧银行发展现状分析........................... 26 4.1 Z 银行智慧银行概况 .................................. 26 4.1.1 Z 银行概述 ...............................................26 4.1.2 Z 银行智慧银行发展历程 ...................................26 4.1.3 Z 银行智慧银行发展现状 ...................................27 4.1.4 Z 银行智慧银行发展存在问题 ...............................30 4.2 Z 银行智慧银行发展 SWOT 分析........................... 31 4.2.1 Z 银行智慧银行的优势和劣势分析 ...........................31 4.2.2 Z 银行智慧银行的机会和威胁分析 ...........................32 4.2.3 SWOT 分析结论 ............................................34 5 Z 银行智慧银行发展策略............................... 35 5.1 金融科技策略....................................... 35 5.1.1 建立企业级核心业务系统...................................35 5.1.2 深化大数据应用...........................................35 5.1.3 新兴技术打造金融新模式...................................36 5.2 运营流程策略 ...................................... 36 5.2.1 成立集中处理中心.........................................36 5.2.2 优化流程.................................................37 5.2.3 重新定义柜员.............................................37 5.2.4 重新定义网点服务人员.....................................38 5.3 双渠道策略 ........................................ 38 5.3.1 优化线上渠道产品功能和服务质量...........................38 5.3.2 加快线下渠道的智慧改造 ...................................39 5.3.3 全面互联互通.............................................40 5.4 客户管理体系策略 ................................... 42 5.4.1 提升客户体验.............................................42 5.4.2 运用大数据分析满足客户差异化需求.........................43 6 Z 银行智慧银行发展的保障措施 ....................