在“十四五”时期，我国努力推动经济由高速增长阶段向高质量发展阶段转变，而推动经济高质量发展的关键在于推动数字经济的发展。我们应当立足新发展阶段，贯彻新发展理念，努力推动产业数字化，推动数字经济和实体经济深度融合。在此背景下，中国人民银行印发了《金融科技发展规划（2022—2025年）》，规划明确了金融机构的八项重点任务和五项保障措施，将数字化转型作为金融机构发展重点，深化数字技术金融应用。在数字经济背景下，商业银行应当深化供给侧结构性改革，通过数字化转型，构建零售业务标准、规范的数字化运行体系，在创新金融产品的同时，做好数字化人才培养，努力构建数字化的金融生态圈，实现银行零售业务的高质量发展。J商业银行作为国内排名靠前的地方性城市商业银行，虽然近些年的发展迅速，但是其零售业务在数字化转型中，仍存在一些局限性。因此，本文对J商业银行零售业务数字化转型的优化策略进行研究，是十分有必要的。

本文以J商业银行零售业务数字化转型为例，分析其零售业务数字化转型中存在的问题，并设计出其数字化转型优化方案。本文首先界定了相关概念，并阐述了客户关系管理理论、金融创新理论、7Ps理论的基本观点；其次，通过调查问卷和访谈的方式，分析了J商业银行在零售业务数字化转型现状；再次，探究J商业银行零售业务数字化转型中存在数字化系统不完善、数字化营销不到位、产品数字化创新不够、客户增值权益数字化运用不够的问题；并且本文从数字化组织体系、客户关系管理体系、数据的运用、客户服务四个方面，分析J商业银行零售业务数字化转型过程中存在问题的原因。最后，本文在确定J商业银行零售业务数字化转型优化目标、原则的基础上，从完善零售业务数字化系统、提高数字化营销能力、创新数字化零售金融产品、构建数字化金融生态链四个方面提出优化对策；最后从风险管理、人才培养、考核激励、经费投入四个方面提出相应保障措施，帮助J商业银行能够将相关对策落到实处。本文不仅可为J商业银行零售业务数字化转型提供详细思路，还能为我国其他商业银行零售业务数字化转型提供参考和借鉴。

In the "14th Five-Year Plan" period, China is trying to promote the transformation of the economy from a high-speed growth stage to a high-quality development stage, and the key to promoting high-quality economic development is to promote the development of the digital economy. We should base ourselves on the new development stage, implement the new development concept, strive to promote industrial digitalization, and promote the deep integration of the digital economy and the real economy. In this context, the People's Bank of China issued the Fintech Development Plan (2022-2025), which defines eight key tasks and five safeguard measures for financial institutions, takes digital transformation as a development focus of financial institutions, and deepensthe application of digital technology in finance. In the context of the digital economy, commercial banks should deepen the supply-side structural reform, build a standard and standardized digital operation system for retail business through digital transformation, do a good job in the training of digital talents while innovating financial products, and strive to build a digital financial ecosystem to achieve high-quality development of bank retail business. As one of the top local city commercial banks in China, J Commercial Bank has developed rapidly in recent years, but its retail business still has some limitations in the process of digital transformation. Therefore, it is very necessary for this paper to study the optimization strategy of J commercial Bank's retail business digital transformation.

This paper takes the digital transformation of retail business of J commercial Bank as an example, analyzes the problems existing in the digital transformation of its retail business, and designs its digital transformation optimization plan. This paper first defines the relevant concepts, and expounds the basic viewpoints of customer relationship management theory, financial innovation theory, 7Ps theory; Secondly, through questionnaires and interviews, this paper analyzes the current situation of J Commercial Bank's digital transformation in retail business. Thirdly, it explores the problems of imperfect digital system, inadequate digital marketing, insufficient product digital innovation, and insufficient digital application of customers' value-added rights in the digital transformation of J commercial Bank's retail business. In addition, this paper analyzes the causes of problems in the digital transformation process of J commercial Bank's retail business from four aspects: digital organization system, customer relationship management system, data application and customer service. Finally, on the basis of determining the objectives and principles of the digital transformation and optimization of J commercial Bank's retail business, this paper puts forward optimization countermeasures from four aspects: improving the digital system of retail business, improving the digital marketing ability, innovating digital retail financial products, and building digital financial ecological chain. Finally, it puts forward corresponding safeguard measures from four aspects: risk management, talent training, assessment and incentive, and fund investment to help J Commercial Bank implement relevant countermeasures. This paper can not only provide detailed ideas for the digital transformation of retail business of J commercial bank, but also provide reference for other commercial banks in China.

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