Study on Digital Transformation Mode of Commercial Banks
- 10.2991/aebmr.k.201211.061How to use a DOI?
- Commercial bank digital transformation model, interest rate marketization, financial technology
In recent years, under the background of a new round of informatization and technology revolution, the process of banking networking and digitization has been accelerated significantly. As the “first driving force” of banking business transformation, digital transformation aims to break the traditional business boundary with digital thinking, empower business innovation through digital operation, and optimize customer experience on the basis of open connection. This paper will first introduce the background of the digital transformation of commercial banks, explore the different paths of the digital transformation through classical case studies and summarize the transformation characteristics of different banks based on the data of bank annual reports and business introduction from 2010 to 2019. Also, this passage will point out that the digital transformation is based on mature technology application construction and customer-centered. What’s more, the platform oriented, which can connect online and offline, not only realizing cross-channel management, but also integrating front-rear resources and internal-external resources thus, further develop to management ecology. Tamp the foundation of technology construction and optimize the allocation of talent resources, for the development of digital depth transformation.
- © 2020, the Authors. Published by Atlantis Press.
- Open Access
- This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).
Cite this article
TY - CONF AU - Xiangxiang Zhou AU - Lifeng Tu PY - 2020 DA - 2020/12/14 TI - Study on Digital Transformation Mode of Commercial Banks BT - Proceedings of the Fifth International Conference on Economic and Business Management (FEBM 2020) PB - Atlantis Press SP - 364 EP - 369 SN - 2352-5428 UR - https://doi.org/10.2991/aebmr.k.201211.061 DO - 10.2991/aebmr.k.201211.061 ID - Zhou2020 ER -