一、银行对公业务场景金融创新面临的挑战 （一）场景体系分散，品牌化、规模化优势难以发挥 1.个性化与碎片化需求 （二）内部统筹缺失，难以实现跨场景协同联动 1.组织管理待优化 商业银行组织架构和职能分工下，场景建设职责分散于各前台业务部门，后台科技部门专注研发运 维。这种模式初期虽能快速响应市场，但在渠道资源配置、界面流程设计、客户运营及权益推广等方面 缺乏统筹管理，效率低下。例如公司业务部、零售信贷部、个人金融部推出的项目虽目标客户重叠，却 常局限于自身业务，忽视跨部门协同。 2.数据割裂现象 银行采购外部服务构建场景时，因法律监管、技术水平、开发周期与资金投入等因素，系统与数据 独立，场景间难以数据共享与交叉销售。自建场景外，银行仅嵌入链接或对接接口提供金融服务，难以 获取客户信息与行为数据，导致场景与传统业务间数据壁垒，难以实现数据复用与有效联动。 银行场景建设合作方多为大型平台或集团企业，其业务理解与经营策略差异大，导致场景需求个性 化、碎片化。即便相似场景，因行业与地域不同，也难以形成通用标杆产品，银行在服务终端难以呈现 品牌化与标准化形象。如资金监管业务，不同领域和地区要求各异，场景建设只能 "一 ...

Core Insights - The International Children's Day on June 1st serves as a crucial marketing opportunity for brands in the mother and baby industry, reflecting the evolving consumer trends towards refined, scenario-based, and technology-driven experiences [1][2] Group 1: Company Strategy - Goodbaby Group has established the "June 1st Goodbaby Festival" IP since 2014, utilizing a dual-channel integration model of "hundreds of cities and thousands of stores" to enhance user interaction and ecosystem building [1][2] - The 2023 "June 1st Goodbaby Festival" focuses on a global celebration theme, expanding its core store network across China, Southeast Asia, and Europe and the U.S., while creating immersive experience stores in major urban centers [1][2] - The company is enhancing its digital capabilities by integrating various data sources, including consumer, product, sales, and customer service data, to achieve comprehensive consumer outreach [2][3] Group 2: Market Trends - The core drivers of maternal and infant consumption have shifted from mere functional needs to emotional and technological demands, with 72% of consumers willing to pay a premium for smart features [3] - The collaboration between the "June 1st Goodbaby Festival" and the "618" shopping festival represents an extension and reconstruction of consumer scenarios, aiming to establish brand recognition through offline pop-up stores and online gamified operations [3] - The Chinese maternal and infant market is projected to exceed 5 trillion yuan by 2025, indicating that reliance on price wars is no longer sustainable; instead, companies must integrate technological innovation, scenario operations, and user value to create new growth in a saturated market [3]