目前世界经济增长缓慢，经济复苏缺乏动力，加之金融脱媒等政策落地实施，以及伴随着互联网金融公司等新兴力量的迅速崛起，在多种因素的影响下，商业银行在激烈的市场竞争中急需改变自身经营模式，提供更优质的产品服务以满足客户需求，从而增加业务收入，赢得市场，发展壮大。后疫情时代，商业银行更应该抓住数字化转型的赛道，实现自身经营模式与产品的转型发展，以应对市场变化。公司金融业务是商业银行收入的重要来源，如何实现公司金融业务数字化转型是目前需要探索的问题。本文通过利用文献研究、理论研究、案例研究的方法来分析CA商业银行公司金融业务的数字化转型之路，从而为其他商业银行等金融机构实现数字化转型提供一定的参考。

本文以CA银行为具体研究案例，利用CA银行2018-2022年的经营年报数据，介绍了CA银行公司金融业务发展的基本情况，并通过对CA银行的经营情况进行调查问卷分析，总结了目前CA银行公司金融业务发展存在的主要问题：一是市场定位不明确，产品种类不齐全；二是不良贷款规模偏高，风控能力较差；三是缺少专业人才；四是中间业务占比较低；五是供应链金融业务相对滞后。同时对CA银行公司金融业务的数字化转型的必要性进行了分析。通过利用PEST、波特五力分析模型、SWOT等分析工具对CA银行公司金融业务面临的宏观外部环境、微观外部环境、综合环境进行了分析。其中通过PEST分析和波特五力模型分析，发现政治、经济、社会、技术等宏观因素以及供应商、买家、竞争对手、替代品、潜在进入者等微观因素都将对数字化转型产生影响，这说明数字化转型需要充分考虑外部环境的变化，灵活应对各种挑战和机遇。通过SWOT分析，得出CA银行稳健的财务表现、广泛的分支网络、专业的团队、技术创新、深耕本地市场等优势为转型提供了坚实的基础；产品多样性不足、知名度和品牌认知度相对较低、对公贷款结构不合理、市场推广不足等劣势需要在转型过程中加以解决；同时需要利用金融市场的增长、金融科技创新、市场政策环境带来的机遇去克服劣势，实现顺利转型；面对经济波动、监管变化、新兴竞争对手、利率风险、数据安全等威胁时，则应充分利用自身优势应对威胁，避免威胁、减少劣势。

本文最后基于相关数据和战略分析工具的研究结果，提出了数字化背景下CA银行公司金融业务转型的目标与思路，给出了具体的转型策略，包括产品策略、经营结构策略、营销策略、战略执行策略，并从健全组织结构、完善机制建设、加强风险防范、精细化管理客户、加大资源投入五个方面提出了策略实施的内部保障措施，以促进CA银行公司金融业务实现转型和高质量发展。

At present, the world economy is growing slowly and lacks momentum for economic recovery. In addition, policies such as financial disintermediation have been implemented, and along with the rapid rise of emerging forces such as Internet finance companies, commercial banks urgently need to change their business models in fierce market competition, provide better product services to meet customer needs, increase business revenue, win the market, and develop and grow. In the post epidemic era, commercial banks should seize the track of digital transformation and achieve the transformation and development of their own business models and products to cope with market changes. Corporate Finance business is an important source of income for commercial banks, and how to achieve digital transformation of corporate financial business is currently a problem that needs to be explored. This article analyzes the digital transformation path of CA commercial bank's corporate financial business through literature research, theoretical research, and case study methods, providing certain references for other commercial banks and financial institutions to achieve digital transformation.

This article takes CA Bank as a specific research case and uses CA Bank's annual business report data from 2018 to 2022 to introduce the basic situation of CA Bank's corporate financial business development. Through questionnaire analysis of CA Bank's business situation, the main problems in the current development of CA Bank's corporate financial business are summarized: Firstly, the market positioning is unclear and the product types are not complete; Secondly, the scale of non-performing loans is relatively high and the risk control ability is poor; Thirdly, there is a lack of professional talents; Fourthly, the proportion of intermediary business is relatively low; The fifth reason is that the supply chain finance business is relatively lagging behind. At the same time, the necessity of digital transformation of CA Bank's financial business was analyzed. We analyze the macro external environment, micro external environment, and comprehensive environment faced by CA

Bank's financial business by using analysis tools such as PEST, Porter's Five Forces Analysis Model, and SWOT. Through PEST analysis and Porter's Five Forces model analysis, it was found that macro factors such as politics, economy, society, and technology, as well as micro factors such as suppliers, buyers, competitors, substitutes, and potential entrants, will have an impact on digital transformation. This indicates that digital transformation needs to fully consider changes in the external environment and flexibly respond to various challenges and opportunities. Through SWOT analysis, it is concluded that CA Bank's stable financial performance, extensive branch network, professional team, technological innovation, and deep cultivation of the local market provide a solid foundation for transformation; The disadvantages of insufficient product diversity, relatively low brand recognition and awareness, unreasonable corporate loan structure, and insufficient market promotion need to be addressed during the transformation process; At the same time, it is necessary to utilize the opportunities brought by the growth of financial markets, financial technology innovation, and market policy environment to overcome disadvantages and achieve smooth transformation; When facing threats such as economic fluctuations, regulatory changes, emerging competitors, interest rate risks, data security, etc., one should fully utilize their own advantages to respond to threats, avoid threats, and reduce disadvantages.

Based on the research results of relevant data and strategic analysis tools, this article proposes the goals and ideas for the transformation of CA Bank's corporation financial business under the digital background, and provides specific transformation strategies, including product strategy, business structure strategy, marketing strategy, and strategic execution strategy. The internal safeguard measures of strategy implementation are put forward from five aspects: sounding organizational structure, improving mechanism construction, strengthening risk prevention, finely managing customers and increasing resource investment, in order to promote the transformation and high-quality development of CA Bank's corporation financial business.

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