商業(yè)銀行創(chuàng)新發(fā)展中英文對照外文翻譯文獻

商業(yè)銀行創(chuàng)新發(fā)展中英文對照外文翻譯文獻商業(yè)銀行創(chuàng)新發(fā)展中英文對照外文翻譯文獻(文檔含英文原文和中文翻譯)CapabilityDevelopment:CommercialBanksAbstractThecompetitivestrategiesofThaibanksduringthetransformativeperiodbroughtsomesuccessesandsomefailuresassociatedwithpaymentsystems.Inthischapterweshowhowbanks,rankedamongthelargestintheworld,devisedandpursuedinnovationstrategies.Thisallowsustocontrastthecompetitivestrategiesoffirstmovers,dominantmarketplayers,re-engineeringleaders,andinnovativestatebanks.Thecasesillustratetherelationshipbetweeninnovationandbankingleadershipinthecountry.InthefinalsectionweassessthecommoncharacteristicsoftheseapproachesandpresentsomelessonsthatcanbeappliedbyothercommercialbanksseekingtouseITtogaincompetitiveadvantage.SiamCommercialBankSiamCommercialBankwasofficiallyestablishedin1906,followingitstransformationfroma‘BookClub’set-upin1904.TheBookClub,whichwasaprivatetrust,formedthemodernbasisofthebank,providingbasicbankingfunctionssuchasdeposits,loanextensions,andforeignexchange.ItwasoperatedbylocalpeopleandprimarilyservedThaiandChineseclientsinthelocalbusinesscommunity.ThebankbecamethefirstThaicommercialbankformedafterthefirstforeignbank,HongKongShanghaiBankingCorporation,beganoperationsinthecountryin1888.Mostimportantly,ithasservedasamodelformanyThaicommercialbanksintheearlyandmodernperiods.In1996,thebankwasrankedthefourthlargestThaicommercialbankintermsoftotalassets,andthe211thlargestRoleofITSiamCommercialBankhasbeenprogressiveintheuseofITthroughsenior-levelmanagementsupportwhichhashelpedshapeitsvisionsandstrategies.Forexample,theactiveinvolvementofthechiefexecutiveofficerhasledtoinvestmentsindatawarehousingtechnologytolearnmoreaboutthebankand,moreimportantly,customerinformation(TheAsianBanker1997b).Furthermore,thechiefexecutiveofficerhasclearlydefinedtwomainobjectivesintheuseofIT:(1)tofacilitatedailybankingactivitiesbetweenthebankandcustomers,and(2)todevelopnewmethodsindeliveringfinancialservices(SCBTechnologies1996a).Moreinterestingly,thebanksurprisedthebankingcommunityinearly-1998byannouncinganincreasedinvestmentinitsITbudgetby2–3%overits900millionbahtinvestmentinthepreviousyear(BangkokPost1998b).Thiswasdespitethecountry’sfinancialcrisiswhichcausedachangeintheexchangerateregime,thedevaluationofthelocalcurrency,andthecuttingofcostsacrosscompanies.Inresponsetothefinancialcrisis,thebankestablishedanon-profitorganisationtoserveasajobplacementcentreforpotentialemployersandemployees,whilealsoprovidinglanguageandcomputertrainingforunemployedITprofessionals(BangkokPost1997n).BankfunctionsrelatedtoITaremainlyorganisedinthetechnologygroup.Inaddition,theinformationsystemauditdepartmentlocatedwithinthehumanresourceandcontrolgroupalsohasatechnologicalrole.Thetechnologygroup,followingtheinitiationofideasintheearly-1980sandareorganisationin1996,reportsdirectlytothebank’schiefexecutiveofficer,andisdividedintofivemainunits(SCBTechnologies1996b).Firstly,thetechnologypolicydivisionoverlooksbroadtechnologicaldevelopmentsandprovidesacentreofco-ordination.Itpreparesandmonitorspolicies,plans,andthebank’sexpendituresinIT.Secondly,thesystemengineeringdepartmentdevelops,implements,tests,operates,andmaintainsthebank’scomputersystems.Thirdly,thetechnologyandprocessengineeringdepartmentoverlooksthemanagementofthebank’stwomaincomputercentre,controlstheoperatingsystems,andmanagesthebank’sdatawarehouselocatedinmainframecomputers.Italsooverlooksthepurchaseofcomputerequipment.Fourthly,thebusinessrelationsdepartmentmanagesthebank’scallcentre,promotestheuseofITinthebankandtothepublic,andfinally,overlooksthebank’scustomerinformationfacilitysystem,creditmonitoring,andcollectionsystem,andblacklistsystem.Andlastly,theappliedtechnologydepartmentconductsresearchintotheuseofnewinformationtechnologies,maintainscomputersoftware,andmanagescomputerhardware,software,andcommunicationstandards.Thislastfunctionhasplayedaparticularlyimportantroleinbuildingandstrengtheningbankcapabilitiesandisdiscussedlater.BankAutomationandInnovationComputerswerefirstintroducedin1975.Thismainlysupporteddepositfunctionslocatedatthebank’sheadoffice.EarlyuseofITwasextendedtomoresophisticatedbankoperations,andfinancialproductsandservices.ThepioneeringATMprovidedanewmethodofdeliveringpaymentservicesandwaswidelyadoptedbyotherlocalcommercialbankswhichdiffusednation-wideaccordingly.Inthe1990s,thebankonceagainbecameapioneerinintroducingon-lineelectronicbankingcommunicationsinThailand,particularlyintele-bankingandinfobankingsystems.Thebankintroducedtwomajorchangesintheearly1990s.Theyweretheadoptionofcustomer-basedbusinessprocessmanagementandorganisationalrestructuringatthebank’sheadoffice.PriceWaterhousewascontractedtoadviseonimprovingthebank’scommerciallendingandcounterservices,forwhichtheconsultantsstudiedcustomerrequirementsandmodifiedthebank’sworkprocessestohelpaddresstheirneeds.ThispartlyresultedintheincreaseduseofIT.Aprojectcalled“relationshipbanking2020”(RB2020)wasinitiatedjointlywithIBMtohelpshiftthebank’sfocusfromanaccount-basedtoacustomer-basedsystem.RB2020restructuredthewayretailbankingwasdeliveredtobankcustomerssincetheearly1970s,andpioneeredananalyticalcapabilitythatassistsinidentifyingthemostsuitableservicesforaspecifictargetgroupofcustomers.Thisproject,introducedinearly1996,wastobewidelydiffusedandinstalledinover400bankbranchesnation-wide.Thebankalsoadaptedandappliedobject-orientedtechnologytosupportthedeliveryoffinancialservices.Forexample,loanauthorisationsystemswerebuiltbasedonexpertsystemswhichhasdecision-makingcapabilitiesbasedona100-pointsscale.Ifaloanapplicationscoredhighpoints,thecomputerapprovedtheloan.Otherwise,anaverageorlowscorefurtherconsideredorrejectedtheapplicationaccordingly.Furthermore,thebankbuiltamobileloanauthorizationsystemwhichefficientlyanalysedandapprovedacustomerloanapplicationdata,followingon-lineverificationbyportablecomputerswithitsheadoffice.Suchservicesprovidednewchannelsfordeliveringfinancialservicesandimprovedcustomerconvenience.Informationtechnologywasalsoappliedtoimprovepersonnelmanagementandstaffpromotion(SCBTechnologies1996c).In1994,thebank’shumanresourceandcontrolgroupintroducedapersonnelISthatrecordedallpersonnelparticularsincludingeducation,workexperience,andtraining.Thereafter,anemployeepromotionsystemwassuccessfullyintroducedin1995.Thiswasaimedtosupportthebank’sconceptofalearningorganisation.Thesecondsystemwaslaterenhancedtosupportdecision-makinginpersonnelpromotion,andwasaimedtomakepersonnelinformationwidelyavailabletospecificbankdepartmentsandbrancheslocatednation-wide.BangkokBankBangkokBankwasestablishedbytheSophonpanichfamilyin1944andisthelargestThaicommercialbank,enjoyingwiderecognitionregionallyandinternationally.In1996,itwasrankedthelargestThaicommercialbankinassets,andthe121thlargestinternationalcommercialbank(KTB1997;TheBanker1997).ThebankwasalsorecognisedbyIBCA,aleadingratinginstitutioninEurope,tobetheworld’ssecondmostprofitablebankin1994–1995.In1995,thebankwaspresentedwithanawardforexcellenceasthe“BestDomesticBank”inThailand(Euromoney1995),havingbeenthelargestcommercialbankinSoutheastAsia,andhavingexpandeditsinternationaloperations,particularlyintheIndo-ChineseregionandinthePeople’sRepublicofChina.RoleofITBangkokBank’schairman,togetherwithsenior-levelmanagement,haveclearlydefinedthebank’sfuturethemeasbeingfocusedonelectronicbankingandITwhichisinsupportofprovidinginnovativefinancialservicesandgeneratingfees-basedincome(BangkokPost1997p).Suchatechnologicallyorientedthemewaswellsupportedwithregularfive-yeartechnologicalimprovementplans.Forexample,anapproximatesumof400–500millionbahtwasallocated,asof1998,forthereplacementofcomputerhardwareandsoftwareamongthebank’snation-widebranches.Nevertheless,thebank’sseniorvicepresident(SVP)forsystemsdevelopmentsuggeststhatthesupportofsuchastrategyinvolvesnotonlyinvestmentsinIT.ITrelatedfunctionsofthebankarelocatedwithinatechnologydivisionwhichispartofbroadersupportserviceoperations.Thisincludesother‘housekeeping’divisionslikefinancialinformationservices,operation,generalservice,andpersonnel.Inthetechnologydivision,therearetwodepartmentsheadedbyanexecutivevicepresidentincharge,includingthesystemdevelopment,andinformation-processingdepartments,whichare,inturn,headedbyseniorvicepresidentsandmanagers.Theapplicationofsatellitetechnologysupportedbranchbankingintheprovincialareas.Inaddition,thissupplementedtheuseoftelephonelinesinsuchremoteareaswhichwereinadequateinnumberandwerealsorelativelyunreliable.Therefore,thebankinnovatedbycombiningtwotypesoftechnologies–satelliteandmicrowavetechnologies.Thebank’sseniorEVPforsupportserviceoperationsfurtherexplainsthepotentialandproblemsinthischoiceofinnovation.SourcesofInnovationThesourcesofinnovationcanbegroupedinfourmainareas.Thefirstandmostimportantsourceisbankpersonnel.Attheorganisationallevel,thebankintroducedarangeofpoliciesandprogrammesaimedatpromotingthequalityofstaffandservices.Sincethebankbegantousecomputersintheearly1970s,employeesworkinginaparticulardepartmentbecamefamiliarwiththeirtasks,leadingtouser-driveninnovation.Departmentalemployees,whoareownersofspecificjobfunctions,gainedfamiliaritywithparticularroutinesandusedthemasabasisfordefininguserrequirements.Thebank’sseniorEVPforsupportserviceoperationsemphasizedthispoint.Thissuggeststhatthetechnologydivisionplaysasupportingroletootherdepartments.Asthedecisiontouseortoinvestinaparticulartypeoftechnologyremainswiththeuser,thesearchfornewITrestswithusers.Forexample,stafffromspecialisedbankdivisionsmayrequestfortechnologyafterlearningaboutnewapplicationsfromoverseastravelandtraining.Thesecondsource,computercompanies,isaresultofsuchoutward-orientedtrainingprogrammes.Forexample,thishasincludedtrainingwithcomputercompaniessuchasIBMwhichprovidedcoursesonprojectmanagementandprogrammingskills.Inaddition,thebankorganisedtrainingcourseswithMicrosoftatthebank’spremisesandatthesoftwarefirm’sauthorisedtrainingcentres.Suchcourseshavespecificallyincludedserveradministrationwhichisarequiredskillinnonmainframetechnologyandhasbecomeanemergingtrendinthecountry,particularlynetworkinginlocalandwideareaenvironments.Thethirdsourceisthesystemsdevelopmentdepartmentwhichhasbeenbehindthebank’spioneeringuseofIT.Asthebankwasthefirsttodevelopcomputeronlinesystemsinthecountry,itenjoyedanearlymoveradvantage,andmoreimportantly,acquiredandbuild-upontheseearlytechnologicalcapabilities.Thebank’sSVPforsystemsdevelopmentfurthersuggeststhatsuchcapabilitiesmaybepartlyattributedtothesystemsdevelopmentdepartment,whichhasfocuseditsstrengths,forexample,inthedevelopmentofretailpaymentsystems.Thefourth,andleastimportantsource,isconsultingcompanies.Duringthere-engineeringofitsworkprocesses,thebankcontractedconsultingfirms,forexampleBoozAllenandHamilton,toassistindevelopingnewcreditprocesses,creditleasemanagement,andcreditworkflowsystems.Althoughsuchfirmshaveservedasthebank’sideacatalystsandinformerofmarketandtechnologytrendsinbanking,suchsourcesofknowledgehaveprovidedalimitedcontribution.Thebankmadetworeservations.Firstly,althoughforeignfirmsweremoreexperienced,ascomparedtotheirlocalcounterparts,thisdidnotsuggestthatallforeignconsultantswereexperts.Secondly,foreignfirmsmerelymaderecommendationsbutfaceddifficultiesinimplementingprojectdetails.Thus,thebankstronglysupportsselfrelianceandself-judgement,andevenarguedthat90%ofconsultantrecommendationswerewidelyavailableintextbooks.LessonsLearnedThissectiondiscussesthecommoncharacteristicssharedbythecommercialbanksanddrawssomelessonsforothercommercialbanksseekingtouseITforcompetitiveadvantage.AlthoughtherehasbeenwidespreaddevelopmentsinITinthebankingsector,majortechnologicaldevelopmentsandtrendswereinitiatedbythelargecommercialbanks.Therefore,thisgrouphasbecometechnologyleadersandtheirinvolvementhasservedasaprecedentfor,orinsomecasesasacatalysttotheadoptionofnewinformationtechnologiesinthecommercialbankingsector.Mostimportantly,however,istheacquisitionofpersonnelatthesenior-managementlevel.Althoughsuchpoliciesarenotexplicit,ithasbecomeoneofthecommoncharacteristicsamongthecommercialbanks.Suchindividualshavebeenrecruited,orinsomecasesappointed,toacquiremanagerialskillsandseniormanagementwasactivelyinvolvedinsettingITstrategies.InThailand,wherealargenumberofcommercialbanksarefamily-controlled,therehasbeentheappointmentofinfluentialfiguresinthecountrytokeyorganisationalpositions.Thishaslargelybeentogainandmaintainpoliticalandsocialconnectionsingovernmentandbusiness.Thus,suchinvisiblehumanresourcesareuniqueanddifficulttotransfer,butwouldprovideapotentialsourceofcompetitiveadvantage.Insum,thecombinedcasestudieshelpedidentifythemajorsourcesofinnovationwhichcontributedtowardsbankingautomationandpaymentssystemmodernisation.Althoughsuchsourcesincludedskilledstaff,IT,andre-engineering,theirpotentialasasourceofsustainedcompetitiveadvantagevaried.Inordertodevelopandprovideinnovativeproductsandservices,commercialbanksincreasinglydependonthedevelopmentoracquisitionofskilledbankpersonnel,incontrastwithincreasedinvestmentsinIT,oreveninbankre-engineering.譯文：商業(yè)銀行能力發(fā)展摘要泰國銀行在轉(zhuǎn)型期間采用的競爭策略使其支付系統(tǒng)有成功與失敗之處。在這一章中我們將看到世界上大銀行是怎么設計與追求創(chuàng)新戰(zhàn)略的，使得我們可以對首創(chuàng)者，卓越的市場參與者，重組領導，創(chuàng)新國有銀行里的競爭戰(zhàn)略進行對比分析。這些例子顯示了創(chuàng)新與該國銀行領導層的關系。在最后一節(jié)，我們將找出這些方法的共性，提供一些可以被其他商業(yè)銀行采用的措施，利用信息技術(shù)增強競爭力。暹羅商業(yè)銀行暹羅商業(yè)銀行正式成立于1906，由1904成立的圖書俱樂部成功轉(zhuǎn)型而來。這個圖書俱樂部,是一個私人的信托,形成了現(xiàn)代基礎上的銀行,提供其銀行的基礎功能,如存款、貸款延伸、外匯，由該商業(yè)區(qū)的當?shù)鼐用瘢袊蛻艄餐瑘?zhí)行任務。該銀行是繼第一個外國公司香港上海銀行之后的首個泰國商業(yè)銀行，正式于1888年開始運作。最重要的是，不管是在早期還是在現(xiàn)代，該銀行都為很多泰國其他的商業(yè)銀行樹立了一個楷模作用。1996年，該銀行以總資產(chǎn)居泰國四大商業(yè)銀行之一，居世界21位。信息技術(shù)的作用暹羅商業(yè)銀行一直在進步，把信息技術(shù)運用在高層管理中，使之有了自己的前景和戰(zhàn)略。舉例來說，首席行政官積極參與投資數(shù)據(jù)庫技術(shù)，對銀行以及更重要的顧客信息加深了了解（TheAsianBanker1997b）。此外，CEO已明確里信息技術(shù)使用的兩個只要目的：（1）促進銀行與顧客之間的日常商務活動（2）采取新的方式來提供金融服務(SCBTechnologies1996a).更為有趣的是，該銀行在1998年早期宣布在IT方面的預算投資增加，在先前9億泰銖投資的基礎上提高2%-3%，這震驚了整個銀行業(yè)。這個宣布與該國正處于財政危機極不相符，金融危機導致了政權(quán)的改變，當?shù)刎泿诺馁H值，以至于公司必須要減少成本開支。為了應對金融危機，該銀行建立一個非盈利組織以招聘那些潛在雇傭者和雇員，同時為IT失業(yè)者提供語言和計算機培訓。(BangkokPost1997n)和IT相關的銀行職能主要是在技術(shù)集團里體現(xiàn)。除此之外，人力資源控制集團里的信息系統(tǒng)審計部門也顯示出了技術(shù)上的作用。技術(shù)集團，這個概念最先出現(xiàn)在1980年早期，1966年重組。它直接向銀行的CEO報告，主要分為五個部門。(SCBTechnologies1996b).第一，技術(shù)策略部門可以預見廣泛的技術(shù)進步，提供一個合作中心，以培養(yǎng)和監(jiān)控政策、計劃,銀行在IT方面的支出。第二，系統(tǒng)工程部發(fā)展，完善，測試，運作與保持使用計算機系統(tǒng)。第三，技術(shù)和工藝工程部可預見該銀行的兩個只要的計算機中心管理系統(tǒng)，控制運行該系統(tǒng)，管理位于該銀行主機的數(shù)據(jù)庫。同時也可以為計算機設備的購買對準備。第四，商業(yè)關系部門管理銀行的呼叫中心，把IT的使用推廣到銀行內(nèi)部及公共地方。以致最后,俯瞰著銀行的客戶信息設備制度,信用監(jiān)控、和收集系統(tǒng),黑名單系統(tǒng)。最后，應用技術(shù)部門進行新信息技術(shù)使用的研究,保持電腦軟件，管理計算機硬件,軟件,和通信標準。這最后一點在建設和加強銀行能力上發(fā)揮了一個很重要的角色，關于這一點將在以下的部分討論。銀行自動化和創(chuàng)新計算機在1975年首次進入銀行業(yè)，主要支持銀行總部的存款功能。IT從早期的利用擴展到更復雜的銀行運作,以及金融產(chǎn)品和服務。ATM的首先使用提供了一種新的支付服務的方法,也廣泛采用于散布于國內(nèi)的其他商業(yè)銀行。20世紀90年代，該銀行再次成為泰國引進在線電子銀行通信的先驅(qū),特別是在電子理財服務和信息銀行系統(tǒng)中。上世紀90年代早期，該銀行引進了兩個主要的變動，包括顧客為基礎的業(yè)務流程管理與在該銀行總部進行組織重組。價格水門建議改善銀行商業(yè)貸款和柜臺服務,使顧問便于研究顧客的要求，修改銀行的工作流程,幫助解決他們的需要。這也加速了IT的使用。該銀行和IBM銀行首次合作開展一個名為“銀行2020關系”（RB2020）的項目，將該銀行的重點從賬戶為導向的系統(tǒng)到顧客為導向。RB2020調(diào)整零售銀行自上世紀70年代初開始的給客戶提供服務的方式,并開創(chuàng)了一種分析能力,協(xié)助尋求為某一特定目標群體的客戶提供最適當?shù)姆铡＿@個項目首次使用是在1996年早期，之后廣泛使用于全國400多家銀行分部。這家銀行也適應和應用面向?qū)ο蟮募夹g(shù)以支持金融服務的傳輸。例如,貸款授權(quán)系統(tǒng)的建立基于專家系統(tǒng),基于滿分基礎上的決策能力。如果一個貸款申請得到高得分,計算機就同意貸款。否則，不然,面對一個一般的或低得分的就會相應地拒絕進一步考慮。此外,銀行建立了一個移動貸款授權(quán)制度通過總部的手提電腦在線證明，然后有效地分析和批準申請貸款客戶數(shù)據(jù)，這為提供金融服務提供了新的渠道,給客戶提供了方便。信息技術(shù)同樣運用于提高人事管理與員工升職(SCBTechnologies1996c)。1994年,該銀行的人力資源和控制部人員介紹了一種方法，記錄所有人員資料包括教育、工作經(jīng)驗、培訓。此后,在1995年成功地引進了員工升級系統(tǒng)。旨在支持該銀行的概念一個學習組織。之后出現(xiàn)的第二個系統(tǒng)支持人事升職方面的決策,旨在使人員信息廣泛地提供到特定的銀行部門及位于全國分支機構(gòu)。曼谷銀行由Sophonpanich家庭1944年成立的曼谷銀行是泰國