外文翻譯商業(yè)銀行能力發(fā)展1

1、Capability Development: Commercial BanksAbstract The competitive strategies of Thai banks during the transformative period brought some successes and some failures associated with payment systems. In this chapter we show how banks, ranked among the largest in the world, devised and pursued innovatio

2、n strategies. This allows us to contrast the competitive strategies of first movers, dominant market players, re-engineering leaders, and innovative state banks. The cases illustrate the relationship between innovation and banking leadership in the country. In the final section we assess the common

3、characteristics of these approaches and present some lessons that can be applied by other commercial banks seeking to use IT to gain competitive advantage.Siam Commercial BankSiam Commercial Bank was officially established in 1906, following its transformation from a Book Club set-up in 1904. The Bo

4、ok Club, which was a private trust, formed the modern basis of the bank, providing basic banking functions such as deposits, loan extensions, and foreign exchange. It was operated by local people and primarily served Thai and Chinese clients in the local business community. The bank became the first

5、 Thai commercial bank formed after the first foreign bank, Hong Kong Shanghai Banking Corporation, began operations in the country in 1888. Most importantly, it has served as a model for many Thai commercial banks in the early and modern periods. In 1996, the bank was ranked the fourth largest Thai

6、commercial bank in terms of total assets, and the 211th largestRole of ITSiam Commercial Bank has been progressive in the use of IT through senior-level management support which has helped shape its visions and strategies. For example, the active involvement of the chief executive officer has led to

7、 investments in data warehousing technology to learn more about the bank and, more importantly, customer information (The Asian Banker 1997b). Furthermore, the chief executive officer has clearly defined two main objectives in the use of IT: (1) to facilitate daily banking activities between the ban

8、k and customers, and (2) to develop new methods in delivering financial services (SCB Technologies 1996a).More interestingly, the bank surprised the banking community in early-1998 by announcing an increased investment in its IT budget by 23% over its 900 million baht investment in the previous year

9、 (Bangkok Post 1998b). This was despite the countrys financial crisis which caused a change in the exchange rate regime, the devaluation of the local currency, and the cutting of costs across companies. In response to the financial crisis, the bank established a non-profit organisation to serve as a

10、 job placement centre for potential employers and employees, while also providing language and computer training for unemployed IT professionals (Bangkok Post 1997n).Bank functions related to IT are mainly organised in the technology group. In addition, the information system audit department locate

11、d within the human resource and control group also has a technological role. The technology group, following the initiation of ideas in the early-1980s and a reorganisation in 1996, reports directly to the banks chief executive officer, and is divided into five main units (SCB Technologies 1996b). F

12、irstly, the technology policy division overlooks broad technological developments and provides a centre of co-ordination. It prepares and monitors policies, plans, and the banks expenditures in IT. Secondly, the system engineering department develops, implements, tests, operates, and maintains the b

13、anks computer systems. Thirdly, the technology and process engineering department overlooks the management of the banks two main computer centre, controls the operating systems, and manages the banks data warehouse located in mainframe computers. It also overlooks the purchase of computer equipment.

14、 Fourthly, the business relations department manages the banks call centre, promotes the use of IT in the bank and to the public, and finally, overlooks the banks customer information facility system, credit monitoring, and collection system, and black list system. And lastly, the applied technology

15、 department conducts research into the use of new information technologies, maintains computer software, and manages computer hardware, software, and communication standards. This last function has played a particularly important role in building and strengthening bank capabilities and is discussed

16、later.Bank Automation and InnovationComputers were first introduced in 1975. This mainly supported deposit functions located at the banks head office. Early use of IT was extended to more sophisticated bank operations, and financial products and services. The pioneering ATM provided a new method of

17、delivering payment services and was widely adopted by other local commercial banks which diffused nation-wide accordingly. In the 1990s, the bank once again became a pioneer in introducing on-line electronic banking communications in Thailand, particularly in tele-banking and infobanking systems.The

18、 bank introduced two major changes in the early 1990s. They were the adoption of customer-based business process management and organisational restructuring at the banks head office. Price Waterhouse was contracted to advise on improving the banks commercial lending and counter services, for which t

19、he consultants studied customer requirements and modified the banks work processes to help address their needs. This partly resulted in the increased use of IT.A project called “relationship banking 2020” (RB 2020) was initiated jointly with IBM to help shift the banks focus from an account-based to

20、 a customer-based system. RB 2020 restructured the way retail banking was delivered to bank customers since the early 1970s, and pioneered an analytical capability that assists in identifying the most suitable services for a specific target group of customers. This project, introduced in early 1996,

21、 was to be widely diffused and installed in over 400 bank branches nation-wide.The bank also adapted and applied object-oriented technology to support the delivery of financial services. For example, loan authorisation systems were built based on expert systems which has decision-making capabilities

22、 based on a 100-points scale. If a loan application scored high points, the computer approvedthe loan. Otherwise, an average or low score further considered or rejected the application accordingly. Furthermore, the bank built a mobile loan authorization system which efficiently analysed and approved

23、 a customer loan application data, following on-line verification by portable computers with its head office. Such services provided new channels for delivering financial services and improved customer convenience.Information technology was also applied to improve personnel management and staff prom

24、otion (SCB Technologies 1996c). In 1994, the banks human resource and control group introduced a personnel IS that recorded all personnel particulars including education, work experience, and training. Thereafter, an employee promotion system was successfully introduced in 1995. This was aimed to su

25、pport the banks concept of a learning organisation. The second system was later enhanced to support decision-making in personnel promotion, and was aimed to make personnel information widely available to specific bank departments and branches located nation-wide.Bangkok BankBangkok Bank was establis

26、hed by the Sophonpanich family in 1944 and is the largest Thai commercial bank, enjoying wide recognition regionally and internationally. In 1996, it was ranked the largest Thai commercial bank in assets, and the 121th largest international commercial bank (KTB 1997; The Banker 1997). The bank was a

27、lso recognised by IBCA, a leading rating institution in Europe, to be the worlds second most profitable bank in 19941995. In 1995, the bank was presented with an award for excellence as the “Best Domestic Bank” in Thailand (Euromoney 1995), having been the largest commercial bank in Southeast Asia,

28、and having expanded its international operations, particularly in the Indo-Chinese region and in the Peoples Republic of China. Role of ITBangkok Banks chairman, together with senior-level management, have clearly defined the banks future theme as being focused on electronic banking and IT which is

29、in support of providing innovative financial services and generating fees-based income (Bangkok Post 1997p). Such a technologically oriented theme was well supported with regular five-year technological improvement plans. For example, an approximate sum of 400500 million baht was allocated, as of 19

30、98, for the replacement of computer hardware and software among the banks nation-wide branches. Nevertheless, the banks senior vice president (SVP) for systems development suggests that the support of such a strategy involves not only investments in IT.IT related functions of the bank are located wi

31、thin a technology division which is part of broader support service operations. This includes other housekeeping divisions like financial information services, operation, general service, and personnel. In the technology division, there are two departments headed by an executive vice president in ch

32、arge, including the system development, and information-processing departments, which are, in turn, headed by senior vice presidents and managers.The application of satellite technology supported branch banking in the provincial areas. In addition, this supplemented the use of telephone lines in suc

33、h remote areas which were inadequate in number and were also relatively unreliable. Therefore, the bank innovated by combining two types of technologies satellite and microwave technologies. The banks senior EVP for support service operations further explains the potential and problems in this choic

34、e of innovation.Sources of InnovationThe sources of innovation can be grouped in four main areas. The first and most important source is bank personnel. At the organisational level, the bank introduced a range of policies and programmes aimed at promoting the quality of staff and services.Since the

35、bank began to use computers in the early 1970s, employees working in a particular department became familiar with their tasks, leading to user-driven innovation. Departmental employees, who are owners of specific job functions, gained familiarity with particular routines and used them as a basis for

36、 defining user requirements. The banks senior EVP for support service operations emphasized this point.This suggests that the technology division plays a supporting role to other departments. As the decision to use or to invest in a particular type of technology remains with the user, the search for

37、 new IT rests with users. For example, staff from specialised bank divisions may request for technology after learning about new applications from overseas travel and training.The second source, computer companies, is a result of such outward-oriented training programmes. For example, this has inclu

38、ded training with computer companies such as IBM which provided courses on project management and programming skills. In addition, the bank organised training courses with Microsoft at the banks premises and at the software firms authorised training centres. Such courses have specifically included s

39、erver administration which is a required skill in nonmainframe technology and has become an emerging trend in the country, particularly networking in local and wide area environments.The third source is the systems development department which has been behind the banks pioneering use of IT. As the b

40、ank was the first to develop computer online systems in the country, it enjoyed an early mover advantage, and more importantly, acquired and build-upon these early technological capabilities. The banks SVP for systems development further suggests that such capabilities may be partly attributed to th

41、e systems development department, which has focused its strengths,for example, in the development of retail payment systems.The fourth, and least important source, is consulting companies. During the re-engineering of its work processes, the bank contracted consulting firms, for example Booz Allen a

42、nd Hamilton, to assist in developing new credit processes, credit lease management, and credit workflow systems. Although such firms have served as the banks idea catalysts and informer of market and technology trends in banking, such sources of knowledge have provided a limited contribution. The ba

43、nk made two reservations. Firstly, although foreign firms were more experienced, as compared to their local counterparts, this did not suggest that all foreign consultants were experts. Secondly, foreign firms merely made recommendations but faced difficulties in implementing project details. Thus,

44、the bank strongly supports selfreliance and self-judgement, and even argued that 90% of consultant recommendations were widely available in textbooks.Lessons LearnedThis section discusses the common characteristics shared by the commercial banks and draws some lessons for other commercial banks seek

45、ing to use IT for competitive advantage. Although there has been widespread developments in IT in the banking sector, major technological developments and trends were initiated by the large commercial banks. Therefore, this group has become technology leaders and their involvement has served as a pr

46、ecedent for, or in some cases as a catalyst to the adoption of new information technologies in the commercial banking sector.Most importantly, however, is the acquisition of personnel at the senior-management level. Although such policies are not explicit, it has become one of the common characteris

47、tics among the commercial banks. Such individuals have been recruited, or in some cases appointed, to acquire managerial skills and senior management was actively involved in setting IT strategies. In Thailand, where a large number of commercial banks are family-controlled, there has been the appoin

48、tment of influential figures in the country to key organisational positions. This has largely been to gain and maintain political and social connections in government and business. Thus, such invisible human resources are unique and difficult to transfer, but would provide a potential source of comp

49、etitive advantage.In sum, the combined case studies helped identify the major sources of innovation which contributed towards banking automation and payments system modernisation. Although such sources included skilled staff, IT, and re-engineering, their potential as a source of sustained competiti

50、ve advantage varied. In order to develop and provide innovative products and services, commercial banks increasingly depend on the development or acquisition of skilled bank personnel, in contrast with increased investments in IT, or even in bank re-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

51、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(shè)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(lǐng)導(dǎo)，創(chuàng)新國有銀行里的競爭戰(zhàn)略進(jìn)行對比分析。這些例子顯示了創(chuàng)新與該國銀行領(lǐng)導(dǎo)層的關(guān)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(qiáng)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(chǔ)上的銀行,提供其銀行的基礎(chǔ)功能,如存款、貸款延伸、外匯，由該商業(yè)區(qū)的當(dāng)?shù)鼐用?，中國客戶共同?zhí)行任務(wù)。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

52、于1888年開始運(yùn)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(jìn)步，把信息技術(shù)運(yùn)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（The Asian Banker 1997b）。此外，CEO已明確里信息技術(shù)使用的兩個只要目的：（1）促進(jìn)銀行與顧客之間的日常商務(wù)活動（2）采取新的方式來提供金融服務(wù)(SCB Technologies 1996a).更為有趣的是，該銀行在1998年早期

53、宣布在IT方面的預(yù)算投資增加，在先前9億泰銖?fù)顿Y的基礎(chǔ)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(jī)極不相符，金融危機(jī)導(dǎo)致了政權(quán)的改變，當(dāng)?shù)刎泿诺馁H值，以至于公司必須要減少成本開支。為了應(yīng)對金融危機(jī)，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(jī)培訓(xùn)。(Bangkok Post 1997n)和IT相關(guān)的銀行職能主要是在技術(shù)集團(tuán)里體現(xiàn)。除此之外，人力資源控制集團(tuán)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(tuán)，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。(SCB Technologie

54、s 1996b).第一，技術(shù)策略部門可以預(yù)見廣泛的技術(shù)進(jìn)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(yùn)作與保持使用計算機(jī)系統(tǒng)。第三，技術(shù)和工藝工程部可預(yù)見該銀行的兩個只要的計算機(jī)中心管理系統(tǒng)，控制運(yùn)行該系統(tǒng)，管理位于該銀行主機(jī)的數(shù)據(jù)庫。同時也可以為計算機(jī)設(shè)備的購買對準(zhǔn)備。第四，商業(yè)關(guān)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(shè)備制度,信用監(jiān)控、和收集系統(tǒng),黑名單系統(tǒng)。最后，應(yīng)用技術(shù)部門進(jìn)行新信息技術(shù)使用的研究,保持電腦軟件，管理計算機(jī)硬件,軟件,和通信標(biāo)準(zhǔn)。這最后一點(diǎn)在建設(shè)和加強(qiáng)銀行能

55、力上發(fā)揮了一個很重要的角色，關(guān)于這一點(diǎn)將在以下的部分討論。銀行自動化和創(chuàng)新計算機(jī)在1975年首次進(jìn)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(kuò)展到更復(fù)雜的銀行運(yùn)作,以及金融產(chǎn)品和服務(wù)。ATM的首先使用提供了一種新的支付服務(wù)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(jì)90年代，該銀行再次成為泰國引進(jìn)在線電子銀行通信的先驅(qū),特別是在電子理財服務(wù)和信息銀行系統(tǒng)中。上世紀(jì)90年代早期，該銀行引進(jìn)了兩個主要的變動，包括顧客為基礎(chǔ)的業(yè)務(wù)流程管理與在該銀行總部進(jìn)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(wù),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

56、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(guān)系”（RB2020）的項目，將該銀行的重點(diǎn)從賬戶為導(dǎo)向的系統(tǒng)到顧客為導(dǎo)向。RB2020調(diào)整零售銀行自上世紀(jì)70年代初開始的給客戶提供服務(wù)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(biāo)群體的客戶提供最適當(dāng)?shù)姆?wù)。這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(yīng)和應(yīng)用面向?qū)ο蟮募夹g(shù)以支持金融服務(wù)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(chǔ)上的決策能力。如果一個貸款申請得到高得分,計算機(jī)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(yīng)地拒絕進(jìn)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(zhǔn)申請貸款客戶數(shù)據(jù)，這為提供金融服務(wù)提供了新的渠道,給客戶提供了方便。信息技術(shù)同樣運(yùn)用于提高人事管理與員工升職 (SCB Technologies 1996c)。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(yàn)、培訓(xùn)。此后,在1995年成功地引進(jìn)了員工升級系統(tǒng)。旨在支持該銀行的概念一個學(xué)習(xí)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(jī)構(gòu)。曼谷銀行由Sophonpanich家庭1944年成立的曼谷銀行是泰國最大的商業(yè)銀行