Research Report on Digital Marketing of Long-Tail Customer Groups in Commercial Banks Under the Background of Economic Downturn: A Case Study of Pudong Development Bank Daxing Sub-branch

Authors

  • Yuzhuo Zhang Beijing City University Author
  • Xiao Sun Beijing City University Author
  • Xiaoyang Yang Beijing City University Author
  • Xin Peng Beijing City University Author

DOI:

https://doi.org/10.71204/tkkhyk97

Keywords:

Economic Downturn, Commercial Banks, Long-tail Customers, Digital Marketing, Customer Behavior, Inclusive Finance, Financial Services

Abstract

This study examines the digital marketing practices directed toward long-tail customer segments in commercial banks under the pressures of an economic downturn, using the SPD Bank Daxing Sub-branch as a representative case. Against the backdrop of declining household income expectations, weakened consumption, and reduced corporate investment, the assets and activity levels of long-tail customers have shown a significant contraction, posing challenges to traditional banking business models. Through questionnaire surveys and semi-structured interviews with frontline employees, managers, and customers, this research identifies several critical issues: the narrow use of digital marketing tools, insufficient customer loyalty, diminished customer acquisition capabilities, homogeneous marketing content, inadequate customer understanding of financial products, and suboptimal service experiences. Despite the advancement of digital technologies, most marketing efforts remain concentrated on mobile banking applications, while other digital channels—such as social media, intelligent customer service systems, and multi-platform integration—are underutilized. Customers, for their part, often face decision dilemmas due to limited financial literacy and lack of personalized guidance. The findings highlight the necessity of multi-channel digital engagement, data-driven precision marketing, service optimization, and strengthened financial education. The study suggests expanding digital channels, adopting emerging technologies, enhancing product and service innovation, and constructing a more comprehensive digital service ecosystem to improve customer stickiness and support inclusive finance. These insights contribute to understanding how commercial banks can effectively reshape their marketing strategies for long-tail customers and maintain competitiveness amid economic uncertainty.

Author Biography

  • Yuzhuo Zhang, Beijing City University

    Beijing City University

References

Chen, M., & Zan, Z. (2023). Practices and insights on digital management of long-tail customers by commercial banks. Modern Commercial Banks, (11), 66–69.

Gou, B., He, X., & Wu, N. (2021). Research on the potential analysis and marketing service strategies for individual long-tail customer groups: A case study of ICBC Guizhou Branch. Modern Financial Guide, (11), 58–60.

Huang, H. (2022). Research on the marketing strategies for individual long-tail customers of ICBC G Branch (Master’s thesis, Guizhou University).

Jin, X., & Research Team of Jiangsu Branch of Industrial and Commercial Bank of China. (2024). Measures for commercial banks to optimize financial services for long-tail customer groups. Financial Horizons, (02), 16–20.

Yang, S., & Zhou, M. (2024). Enhancing digital transformation capability to build new market competitive advantages: The construction of a digital marketing system by the Jiaxing Branch of Industrial and Commercial Bank of China based on financial technology. Modern Commercial Banks, (15), 28–31.

Yin, L. (2025). Analysis of optimization strategies for marketing financial products of commercial banks under the background of digital transformation. Modern Business Research, (09), 112–114.

Downloads

Published

2026-02-28

How to Cite

Research Report on Digital Marketing of Long-Tail Customer Groups in Commercial Banks Under the Background of Economic Downturn: A Case Study of Pudong Development Bank Daxing Sub-branch. (2026). Digital-Intelligent Economy and Scientific Management, 1(2), 11-37. https://doi.org/10.71204/tkkhyk97