商业银行创新发展中英文对照外文翻译文献

商业银行创新发展中英文对照外文翻译文献商业银行创新发展中英文对照外文翻译文献(文档含英文原文和中文翻译)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.译文：商业银行能力发展摘要泰国银行在转型期间采用的竞争策略使其支付系统有成功与失败之处。在这一章中我们将看到世界上大银行是怎么设计与追求创新战略的，使得我们可以对首创者，卓越的市场参与者，重组领导，创新国有银行里的竞争战略进行对比分析。这些例子显示了创新与该国银行领导层的关系。在最后一节，我们将找出这些方法的共性，提供一些可以被其他商业银行采用的措施，利用信息技术增强竞争力。暹罗商业银行暹罗商业银行正式成立于1906，由1904成立的图书俱乐部成功转型而来。这个图书俱乐部,是一个私人的信托,形成了现代基础上的银行,提供其银行的基础功能,如存款、贷款延伸、外汇，由该商业区的当地居民，中国客户共同执行任务。该银行是继第一个外国公司香港上海银行之后的首个泰国商业银行，正式于1888年开始运作。最重要的是，不管是在早期还是在现代，该银行都为很多泰国其他的商业银行树立了一个楷模作用。1996年，该银行以总资产居泰国四大商业银行之一，居世界21位。信息技术的作用暹罗商业银行一直在进步，把信息技术运用在高层管理中，使之有了自己的前景和战略。举例来说，首席行政官积极参与投资数据库技术，对银行以及更重要的顾客信息加深了了解（TheAsianBanker1997b）。此外，CEO已明确里信息技术使用的两个只要目的：（1）促进银行与顾客之间的日常商务活动（2）采取新的方式来提供金融服务(SCBTechnologies1996a).更为有趣的是，该银行在1998年早期宣布在IT方面的预算投资增加，在先前9亿泰铢投资的基础上提高2%-3%，这震惊了整个银行业。这个宣布与该国正处于财政危机极不相符，金融危机导致了政权的改变，当地货币的贬值，以至于公司必须要减少成本开支。为了应对金融危机，该银行建立一个非盈利组织以招聘那些潜在雇佣者和雇员，同时为IT失业者提供语言和计算机培训。(BangkokPost1997n)和IT相关的银行职能主要是在技术集团里体现。除此之外，人力资源控制集团里的信息系统审计部门也显示出了技术上的作用。技术集团，这个概念最先出现在1980年早期，1966年重组。它直接向银行的CEO报告，主要分为五个部门。(SCBTechnologies1996b).第一，技术策略部门可以预见广泛的技术进步，提供一个合作中心，以培养和监控政策、计划,银行在IT方面的支出。第二，系统工程部发展，完善，测试，运作与保持使用计算机系统。第三，技术和工艺工程部可预见该银行的两个只要的计算机中心管理系统，控制运行该系统，管理位于该银行主机的数据库。同时也可以为计算机设备的购买对准备。第四，商业关系部门管理银行的呼叫中心，把IT的使用推广到银行内部及公共地方。以致最后,俯瞰着银行的客户信息设备制度,信用监控、和收集系统,黑名单系统。最后，应用技术部门进行新信息技术使用的研究,保持电脑软件，管理计算机硬件,软件,和通信标准。这最后一点在建设和加强银行能力上发挥了一个很重要的角色，关于这一点将在以下的部分讨论。银行自动化和创新计算机在1975年首次进入银行业，主要支持银行总部的存款功能。IT从早期的利用扩展到更复杂的银行运作,以及金融产品和服务。ATM的首先使用提供了一种新的支付服务的方法,也广泛采用于散布于国内的其他商业银行。20世纪90年代，该银行再次成为泰国引进在线电子银行通信的先驱,特别是在电子理财服务和信息银行系统中。上世纪90年代早期，该银行引进了两个主要的变动，包括顾客为基础的业务流程管理与在该银行总部进行组织重组。价格水门建议改善银行商业贷款和柜台服务,使顾问便于研究顾客的要求，修改银行的工作流程,帮助解决他们的需要。这也加速了IT的使用。该银行和IBM银行首次合作开展一个名为“银行2020关系”（RB2020）的项目，将该银行的重点从账户为导向的系统到顾客为导向。RB2020调整零售银行自上世纪70年代初开始的给客户提供服务的方式,并开创了一种分析能力,协助寻求为某一特定目标群体的客户提供最适当的服务。这个项目首次使用是在1996年早期，之后广泛使用于全国400多家银行分部。这家银行也适应和应用面向对象的技术以支持金融服务的传输。例如,贷款授权系统的建立基于专家系统,基于满分基础上的决策能力。如果一个贷款申请得到高得分,计算机就同意贷款。否则，不然,面对一个一般的或低得分的就会相应地拒绝进一步考虑。此外,银行建立了一个移动贷款授权制度通过总部的手提电脑在线证明，然后有效地分析和批准申请贷款客户数据，这为提供金融服务提供了新的渠道,给客户提供了方便。信息技术同样运用于提高人事管理与员工升职(SCBTechnologies1996c)。1994年,该银行的人力资源和控制部人员介绍了一种方法，记录所有人员资料包括教育、工作经验、培训。此后,在1995年成功地引进了员工升级系统。旨在支持该银行的概念一个学习组织。之后出现的第二个系统支持人事升职方面的决策,旨在使人员信息广泛地提供到特定的银行部门及位于全国分支机构。曼谷银行由Sophonpanich家庭1944年成立的曼谷银行是泰国