当前全球经济处于下行周期，银行传统存贷业务利润萎缩使得国际结算服务产生的中间收入成为商业银行的重要利润来源。江苏省作为国内进出口贸易的重要地区，省内外贸企业保持着旺盛的国际结算需求。面对日益增长的国际业务机遇与挑战，N银行南京分行亟需优化“速汇盈”服务的营销策略，增强市场竞争力，并促进地区经济的国际化发展。

本研究通过综合运用7Ps营销理论、服务营销理论和STP理论等工具，针对N银行南京分行通过“速汇盈”服务营销国际结算客户的现状进行深入分析，并系统地评估了该分行在国际结算服务方面的营销策略，以及与同业竞争中存在的问题和挑战。

研究发现N银行南京分行在国际结算服务营销方面存在诸多问题，如高价值客户对服务定价不满、人员专业性不足削弱分行服务竞争力、数字化系统遭受客户诟病。这些问题的根源在于价格统一固化、人员专业培训体系不完善、数字化系统缺少人性化设计。同时，分析了分行的外部环境和内部条件，确认了其在业务布局、货币清算能力和服务质量方面的优势，以及人才和内部管理的劣势。结合这些分析，提出了优化产品体系、实施分层定价和完善人员专业培养体系等建议，以及人员、制度、技术方面的保障措施，旨在提升该分行的国际结算服务竞争力和市场份额。

The current global economy is in a downward cycle. The shrinking profits of traditional deposit and loan businesses of banks have made the intermediary income generated by international settlement services an important source of profit for commercial banks. Jiangsu Province, as an important region for domestic import and export trade, maintains a strong demand for international settlement services among its foreign trade enterprises. Facing the increasing opportunities and challenges in international business, the Nanjing Branch of N Bank urgently needs to optimize the marketing strategies of its "SwiftPay" service, enhance its market competitiveness, and promote the internationalization of the regional economy.

This research conducts an in-depth analysis of the current situation of N Bank's Nanjing Branch marketing international settlement customers through the "SwiftPay" service by comprehensively applying marketing tools such as the 7Ps marketing theory, service marketing theory, and STP theory. It systematically assesses the marketing strategies of the branch in international settlement services and the problems and challenges it faces in competition with peers.

The research finds that the Nanjing Branch of N Bank has many problems in marketing international settlement services, such as dissatisfaction of high-value customers with the pricing strategy, lack of professional staff weakening the competitiveness of the branch's services, and digital systems are criticized by customers. The root causes of these problems lie in the uniform and rigid pricing, the incomplete professional training system for staff, and the lack of humanized design of the digital system. At the same time, the external environment and internal conditions of the branch are analyzed, confirming its advantages in business layout, currency clearing capacity, and service quality, as well as its disadvantages in talent and internal management. Based on these analyses, suggestions for optimizing the product system, implementing tiered pricing, and improving the professional training system for staff are proposed, along with safeguard measures in terms of personnel, systems, and technology, aiming to enhance the competitiveness and market share of the branch's international settlement services.

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