商業(yè)銀行創(chuàng)新發(fā)展中英文對(duì)照外文翻譯文獻(xiàn)商業(yè)銀行創(chuàng)新發(fā)展中英文對(duì)照外文翻譯文獻(xiàn)(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(shè)計(jì)與追求創(chuàng)新戰(zhàn)略的，使得我們可以對(duì)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(duì)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(gè)圖書俱樂部,是一個(gè)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)鼐用瘢袊蛻艄餐瑘?zhí)行任務(wù)。該銀行是繼第一個(gè)外國公司香港上海銀行之后的首個(gè)泰國商業(yè)銀行，正式于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(gè)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(duì)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(gè)只要目的：（1）促進(jìn)銀行與顧客之間的日常商務(wù)活動(dòng)（2）采取新的方式來提供金融服務(wù)(SCBTechnologies1996a).更為有趣的是，該銀行在1998年早期宣布在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(gè)銀行業(yè)。這個(gè)宣布與該國正處于財(cái)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(duì)金融危機(jī)，該銀行建立一個(gè)非盈利組織以招聘那些潛在雇傭者和雇員，同時(shí)為IT失業(yè)者提供語言和計(jì)算機(jī)培訓(xùn)。(BangkokPost1997n)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(jì)部門也顯示出了技術(shù)上的作用。技術(shù)集團(tuán)，這個(gè)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(bào)告，主要分為五個(gè)部門。(SCBTechnologies1996b).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(gè)合作中心，以培養(yǎng)和監(jiān)控政策、計(jì)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(jì)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(gè)只要的計(jì)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(shí)也可以為計(jì)算機(jī)設(shè)備的購買對(duì)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(jì)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)銀行能力上發(fā)揮了一個(gè)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(dòng)化和創(chuàng)新計(jì)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(cái)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(gè)主要的變動(dòng)，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(jià)格水門建議改善銀行商業(yè)貸款和柜臺(tái)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。這也加速了IT的使用。該銀行和IBM銀行首次合作開展一個(gè)名為“銀行2020關(guān)系”（RB2020）的項(xiàng)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(gè)項(xiàng)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(gè)貸款申請得到高得分,計(jì)算機(jī)就同意貸款。否則，不然,面對(duì)一個(gè)一般的或低得分的就會(huì)相應(yīng)地拒絕進(jìn)一步考慮。此外,銀行建立了一個(gè)移動(dòng)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(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(yàn)、培訓(xùn)。此后,在1995年成功地引進(jìn)了員工升級(jí)系統(tǒng)。旨在支持該銀行的概念一個(gè)學(xué)習(xí)組織。之后出現(xiàn)的第二個(gè)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