为增强竞争力、推进可持续发展，并满足实体经济的多元化金融需求，商业银行正逐渐加大对零售中间业务的重视。在当前复杂的经济金融环境和金融科技的快速进步下，商业银行零售中间业务发展既面临前所未有的挑战，也存在众多新机遇。在此背景下，商业银行发展零售中间业务，要更加重视营销的作用，改进营销策略，不断加大市场营销力度，从而推动市场竞争力提升。

论文基于7Ps营销理论，以A银行陕西分行零售中间业务为研究对象，主要从以下三方面展开研究：首先，对A银行陕西分行零售中间业务的营销环境进行分析。通过PEST分析法，从政治法律、经济、社会和技术四大角度分析影响其营销的宏观环境；采用波特五力分析法，深入剖析供应商议价能力、购买者议价能力、潜在进入者的威胁、替代品的威胁、同行业竞争者五个维度的竞争环境。其次，分析A银行陕西分行零售中间业务营销策略现状，通过问卷调查及访谈法，发现A银行陕西分行零售中间业务营销策略存在产品缺乏特色、定价策略单一、营销渠道仍需改进、促销效果不佳、零售客户经理专业度与服务态度还需提升、服务流程繁琐、部分网点布局不合理等的问题，产生问题的原因主要有：产品创新不足、定价缺乏科学依据、渠道管理粗放、未深入挖掘客户需求、人才队伍建设滞后、业务流程不清晰、网点功能配置不完善等。最后，针对存在的问题，提出了A银行陕西分行零售中间业务营销策略的改进建议：加大产品创新力度、差别化精细化定价、提升营销渠道服务与效率、提升促销效果、提升零售客户经理专业度和服务能力、建立标准化流程、优化营业网点布局等，并进一步从完善内部组织结构、强化人才队伍建设、加强业务风险管理和提升金融科技赋能四个方面，提出了A银行陕西分行落实营销策略的保障措施，助力A银行陕西分行提升零售中间业务收入和市场地位。

In order to enhance competitiveness, promote sustainable development, and meet the diversified financial needs of the real economy, commercial banks are gradually increasing their attention to retail intermediary business. Under the current complex economic and financial environment and the rapid progress of financial technology, the development of retail intermediary business of commercial banks is facing both unprecedented challenges and many new opportunities. In this context, to develop retail intermediary business, commercial banks should pay more attention to the role of marketing, improve marketing strategies, and constantly increase marketing efforts, so as to promote market competitiveness.

Based on 7Ps marketing theory, this paper takes the retail intermediary business of A Bank Shaanxi Branch as the research object, mainly from the following three aspects: First, the marketing environment of the retail intermediary business of A Bank Shaanxi Branch is analyzed. Through PEST analysis, the macro-environment affecting its marketing is analyzed from the four factors, politics, law, economy, society and technology. Porter's five forces analysis method is adopted to deeply analyze the competitive environment of five dimensions: supplier's bargaining power, buyer's bargaining power, threat of potential entrants, threat of substitutes and competitors in the same industry. Second, A detailed analysis of the current marketing strategy of the retail intermediary business of A Bank Shaanxi Branch. Through questionnaire survey and interview, it is found that the marketing strategy of the retail intermediary business of the bank has some problems, such as lack of product characteristics, single pricing strategy, marketing channels still need to be improved, poor promotion, retail account managers' professionalism and service attitude need to be improved, cumbersome service process, and unreasonable layout of outlets. The main reasons for these problems are as follow: Lack of product innovation, lack of scientific pricing basis, extensive management channel, not in-depth exploration of customer needs, talent team construction lag, unclear business process, network function configuration is not perfect. Finally, in view of the existing problems, this paper puts forward some suggestions for improving the marketing strategy of retail intermediate business of A Bank Shaanxi branch: Strengthen product innovation, differentiate and refine pricing, improve marketing channel services and efficiency, enhance promotion effect, improve retail account managers' professionalism and service capabilities, establish standardized processes, optimize the layout of business outlets, etc., and further improve the internal organizational structure, strengthen the construction of talent team, strengthen business risk management and enhance the empowerment of financial technology. The effective measures to implement the marketing strategy are putting forward to improve A Bank Shaanxi Branch’s retail intermediate business income and market position.

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