金融外文翻譯----商業(yè)銀行能力發(fā)展

1、<p>　　本科畢業(yè)論文外文翻譯</p><p>　　外文題目： Capability Development：Commercial Banks </p><p>　　出 處： Contributions to Economics (2009):145-172

2、 </p><p>　　作 者： Tanai Khiaonarong and Jonathan Liebenau </p><p><b>　　原 文：</b></p&

3、gt;<p>　　Capability Development: Commercial Banks</p><p><b>　　Abstract </b></p><p>　　The competitive strategies of Thai banks during the transformative period brought some suc

4、cesses and some failures associated with payment systems. In this chapter we show how banks, ranked among the largest in the world, devised and pursued innovation strategies. This allows us to contrast the competitive st

5、rategies 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 </p><p>　　Siam Co

6、mmercial Bank</p><p>　　Siam Commercial Bank was officially established in 1906, following its transformation from a ‘Book Club’ set-up in 1904. The Book Club, which was a private trust, formed the modern bas

7、is 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. Th

8、e bank became the first Thai commercial bank formed after the first foreign bank, Hong Kong Shan</p><p>　　Role of IT</p><p>　　Siam Commercial Bank has been progressive in the use of IT through s

9、enior-level management support which has helped shape its visions and strategies. For example, the active involvement of the chief executive officer has led to investments in data warehousing technology to learn more abo

10、ut 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</p&g

11、t;<p>　　More interestingly, the bank surprised the banking community in early-1998 by announcing an increased investment in its IT budget by 2–3% over its 900 million baht investment in the previous year (Bangkok

12、Post 1998b). This was despite the country’s 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 financi

13、al crisis, the bank established a non-profit organisation to serve as a job</p><p>　　Bank functions related to IT are mainly organised in the technology group. In addition, the information system audit depar

14、tment located 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 ba

15、nk’s chief executive officer, and is divided into five main units (SCB Technologies 1996b). </p><p>　　Firstly, the technology policy division overlooks broad technological developments and provides a centre

16、of co-ordination. It prepares and monitors policies, plans, and the bank’s expenditures in IT. Secondly, the system engineering department develops, implements, tests, operates, and maintains the bank’s computer systems.

17、 Thirdly, the technology and process engineering department overlooks the management of the bank’s two main computer centre, controls the operating systems, and manages the ba</p><p>　　Bank Automation and In

18、novation</p><p>　　Computers were first introduced in 1975. This mainly supported deposit functions located at the bank’s head office. Early use of IT was extended to more sophisticated bank operations, and f

19、inancial products and services. The pioneering ATM provided a new method of delivering payment services and was widely adopted by other local commercial banks which diffused nation-wide accordingly. In the 1990s, the ban

20、k once again became a pioneer in introducing on-line electronic banking communications in T</p><p>　　The bank introduced two major changes in the early 1990s. They were the adoption of customer-based busines

21、s process management and organisational restructuring at the bank’s head office. Price Waterhouse was contracted to advise on improving the bank’s commercial lending and counter services, for which the consultants studie

22、d customer requirements and modified the bank’s work processes to help address their needs. This partly resulted in the increased use of IT.</p><p>　　A project called “relationship banking 2020” (RB 2020) wa

23、s initiated jointly with IBM to help shift the bank’s focus from an account-based to a customer-based system. RB 2020 restructured the way retail banking was delivered to bank customers since the early 1970s, and pioneer

24、ed an analytical capability that assists in identifying the most suitable services for a specific target group of customers. This project, introduced in early 1996, was to be widely diffused and installed in over 400 ban

25、k b</p><p>　　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 d

26、ecision-making capabilities 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 accordin

27、gly. Furthermore, the bank built a mobile loan authorization system which efficiently </p><p>　　Information technology was also applied to improve personnel management and staff promotion (SCB Technologies 1

28、996c). In 1994, the bank’s 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 w

29、as successfully introduced in 1995. This was aimed to support the bank’s concept of a learning organisation. The second system was later enhanced to support decision-mak</p><p>　　Bangkok Bank</p><

30、p>　　Bangkok Bank was established 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

31、 bank in assets, and the 121th largest international commercial bank (KTB 1997; The Banker 1997). The bank was also recognised by IBCA, a leading rating institution in Europe, to be the world’s second most profitable ban

32、k in 1994–1995. In 1995, the bank was presented with an award for e</p><p>　　Role of IT</p><p>　　Bangkok Bank’s chairman, together with senior-level management, have clearly defined the bank’s f

33、uture theme as being focused on electronic banking and IT which is in support of providing innovative financial services and generating fees-based income (Bangkok Post 1997p). Such a technologically oriented theme was we

34、ll supported with regular five-year technological improvement plans. For example, an approximate sum of 400–500 million baht was allocated, as of 1998, for the replacement of computer</p><p>　　IT related fun

35、ctions of the bank are located within a technology division which is part of broader support service operations. This includes other ‘housekeeping’ divisions like financial information services, operation, general servic

36、e, and personnel. In the technology division, there are two departments headed by an executive vice president in charge, including the system development, and information-processing departments, which are, in turn, heade

37、d by senior vice presidents and managers.</p><p>　　The application of satellite technology supported branch banking in the provincial areas. In addition, this supplemented the use of telephone lines in such

38、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 bank’s senior EVP for sup

39、port service operations further explains the potential and problems in this choice of innovation.</p><p>　　Sources of Innovation</p><p>　　The sources of innovation can be grouped in four main ar

40、eas. 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.</p><p>　　

41、Since the 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 specif

42、ic job functions, gained familiarity with particular routines and used them as a basis for defining user requirements. The bank’s senior EVP for support service operations emphasized this point.</p><p>　　Thi

43、s 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 new IT rests with users.

44、For example, staff from specialised bank divisions may request for technology after learning about new applications from overseas travel and training.</p><p>　　The second source, computer companies, is a res

45、ult of such outward-oriented training programmes. For example, this has included training with computer companies such as IBM which provided courses on project management and programming skills. In addition, the bank org

46、anised training courses with Microsoft at the bank’s premises and at the software firm’s authorised training centres. Such courses have specifically included server administration which is a required skill in nonmainfram

47、e technology </p><p>　　The third source is the systems development department which has been behind the bank’s pioneering use of IT. As the bank was the first to develop computer online systems in the countr

48、y, it enjoyed an early mover advantage, and more importantly, acquired and build-upon these early technological capabilities. The bank’s SVP for systems development further suggests that such capabilities may be partly a

49、ttributed to the systems development department, which has focused its strengths,for example, in</p><p>　　The fourth, and least important source, is consulting companies. During the re-engineering of its wor

50、k processes, the bank contracted consulting firms, for example Booz Allen and Hamilton, to assist in developing new credit processes, credit lease management, and credit workflow systems. Although such firms have served

51、as the bank’s idea catalysts and informer of market and technology trends in banking, such sources of knowledge have provided a limited contribution. The bank made two reservation</p><p>　　Lessons Learned<

52、;/p><p>　　This section discusses the common characteristics shared by the commercial banks and draws some lessons for other commercial banks seeking to use IT for competitive advantage. Although there has been

53、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

54、 served as a precedent for, or in some cases as a catalyst to the adoption of ne</p><p>　　Most importantly, however, is the acquisition of personnel at the senior-management level. Although such policies are

55、 not explicit, it has become one of the common characteristics among the commercial banks. Such individuals have been recruited, or in some cases appointed, to acquire managerial skills and senior management was actively

56、 involved in setting IT strategies. In Thailand, where a large number of commercial banks are family-controlled, there has been the appointment of influential figu</p><p>　　In sum, the combined case studies

57、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 s

58、ource of sustained competitive 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 cont

59、rast with increased invest</p><p><b>　　譯 文：</b></p><p><b>　　商業(yè)銀行能力發(fā)展</b></p><p><b>　　摘要</b></p><p>　　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

60、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)增強競爭力。</p><p><b>　　暹羅商業(yè)銀行</b></p><p>　　暹羅

61、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，

62、居世界21位。</p><p><b>　　信息技術(shù)的作用</b></p><p>　　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（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）促進銀行與顧客之間的

63、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).</p><p>　　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(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，該銀行建立一個非盈利組織以招聘那些潛在雇傭者

64、和雇員，同時為IT失業(yè)者提供語言和計算機培訓(xùn)。(Bangkok Post 1997n)</p><p>　　和IT相關(guān)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。(SCB Technologies 1996b).</p><p>

65、;　　第一，技術(shù)策略部門可以預(yù)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(yù)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(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)

66、控、和收集系統(tǒng),黑名單系統(tǒng)。最后，應(yīng)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(biāo)準(zhǔn)。這最后一點在建設(shè)和加強銀行能力上發(fā)揮了一個很重要的角色，關(guān)于這一點將在以下的部分討論。</p><p><b>　　銀行自動化和創(chuàng)新</b></p><p>　　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(fù)

67、雜的銀行運作,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。</p><p>　　上世紀(jì)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(chǔ)的業(yè)務(wù)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(wù),使顧問便于研究顧客的要求，修改

68、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。</p><p>　　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

69、行分部。</p><p>　　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。<

70、;/p><p>　　信息技術(shù)同樣運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、培訓(xùn)。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(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構(gòu)。</p>&l

71、t;p><b>　　曼谷銀行</b></p><p>　　由Sophonpanich家庭1944年成立的曼谷銀行是泰國最大的商業(yè)銀行,受到地區(qū)和國際上的廣泛認(rèn)可。1996年，它以總資產(chǎn)成為了泰國最大的商業(yè)銀行，在世界商業(yè)銀行中排名121(KTB 1997; The Banker 1997)。銀行也被歐洲領(lǐng)先的評級機構(gòu)IBCA認(rèn)可成為1994 - 1995年間世界第二大有利可圖的銀行。1

72、995年,該銀行獲得了泰國“國內(nèi)最佳銀行“(歐洲現(xiàn)金1995)稱號，成為了東南亞最大的商業(yè)銀行，擴大了它的國際化經(jīng)營,特別是在印支地區(qū)和中華人民共和國。</p><p><b>　　IT的作用</b></p><p>　　曼谷銀行主席與高級管理一起明確宣布銀行的未來主題關(guān)注于電子銀行和IT技術(shù)，支持提供創(chuàng)新金融服務(wù)和產(chǎn)生費用為基礎(chǔ)的收入(Bangkok Post 19

73、97p)。這樣一個以技術(shù)主題是很好地得到了五年技術(shù)發(fā)展計劃的支持。例如,1998年，一筆近似于四五百萬泰銖被分配到全國性的銀行分支機構(gòu)，以更換計算機硬件和軟件。然而,負(fù)責(zé)系統(tǒng)發(fā)展的高級副總裁(SVP),提出了不同的策略，不僅關(guān)系到投資在IT上。</p><p>　　技術(shù)部能更廣泛地支持服務(wù)業(yè)務(wù)，而與銀行功能相關(guān)的IT就屬于此部門。這包括其他“客房服務(wù)”部門，如金融信息服務(wù)部，經(jīng)營部，一般服務(wù)部和人事部。在技術(shù)部，

74、有兩個由執(zhí)行副總裁負(fù)責(zé)的部門，包括系統(tǒng)開發(fā)部及由高級副總裁和經(jīng)理輪流負(fù)責(zé)的信息處理部。</p><p>　　衛(wèi)星技術(shù)的應(yīng)用支持省級的分支銀行。另外，這為那些數(shù)量不足且相對不可靠的偏遠(yuǎn)地區(qū)增設(shè)了電話線的使用。因此，衛(wèi)星技術(shù)和微波技術(shù)相結(jié)合的創(chuàng)新型銀行誕生了。</p><p><b>　　創(chuàng)新的來源</b></p><p>　　創(chuàng)新的來源可分為四個

75、主要領(lǐng)域。第一個同時也是最重要的來源是銀行人員。在組織層面上，銀行出臺了一系列政策和方案以提升員工的素質(zhì)服務(wù)質(zhì)量。</p><p>　　自20世紀(jì)90年代初銀行開始使用電腦起，特定部門的員工越來越熟悉各自的工作任務(wù)，引起了用戶驅(qū)動的創(chuàng)新。擁有具體工作職責(zé)的部門員工，熟悉地掌握了這些特定的程序，并以此作為定義用戶需求的基礎(chǔ)。支持服務(wù)業(yè)務(wù)的銀行高級執(zhí)行副總裁強調(diào)了這一點。</p><p>　　

76、這表明，技術(shù)部門對其他部門起到了支持作用。因為決定使用或投資于特定類型的技術(shù)仍然用戶，尋求新的信息技術(shù)也有賴于用戶。例如，專業(yè)銀行部門的員工在從國外旅行和培訓(xùn)中學(xué)到了新的應(yīng)用后，就可以要求技術(shù)革新。</p><p>　　第二個來源，是與各類計算機公司的外向型培訓(xùn)計劃。例如，包括與IBM等計算機公司的培訓(xùn)。如IBM公司可提供關(guān)于項目管理和編程技能的課程。此外，銀行在銀行場所和微軟公司授權(quán)的培訓(xùn)中心與微軟公司組織了培

77、訓(xùn)課程。這些課程包括服務(wù)器管理，這種管理需要無主機技術(shù)技能，而且已成為全國新興的趨勢，尤其是在局域網(wǎng)環(huán)境和廣域網(wǎng)環(huán)境</p><p>　　第三個來源是系統(tǒng)開發(fā)部門。銀行，作為國內(nèi)最早開發(fā)計算機網(wǎng)絡(luò)系統(tǒng)的一方，具有先行者的優(yōu)勢，更重要的是它擁有并建立了這些早期技術(shù)能力。該銀行的系統(tǒng)開發(fā)的高級副總裁進一步表明，這種能力可能一部分要歸因于集中自己優(yōu)勢的系統(tǒng)開發(fā)部，例如零售支付系統(tǒng)的發(fā)展。</p><

78、p>　　第四個來源是咨詢公司。在重新設(shè)計其工作流程中，銀行與咨詢公司簽約，例如與博思艾倫和漢密爾頓簽約以此來協(xié)助開發(fā)新的信貸程序，信貸租賃管理和信貸工作流程系統(tǒng)。盡管這些公司成為了銀行的主意催化劑，銀行市場和技術(shù)的預(yù)見者，但是這些知識的貢獻非常有限，該銀行提出的兩項保留意見。第一，雖然與其當(dāng)同行相比，外國公司更有經(jīng)驗，但這并不意味著所有的外國咨詢公司都是專家。第二，外國公司僅是提出一些建議，在實施項目的具體細(xì)節(jié)上面臨著困難。因此，

79、銀行大力支持獨立自主和自我判斷，甚至認(rèn)為，90％的顧問建議被廣泛使用于教科書。</p><p><b>　　經(jīng)驗教訓(xùn)</b></p><p>　　本節(jié)討論的是商業(yè)銀行的共同特點，以及為了競爭優(yōu)勢，吸取一些其他商業(yè)銀行在尋求信息技術(shù)中經(jīng)驗。雖然信息技術(shù)在銀行業(yè)已有了廣泛的發(fā)展—主要技術(shù)的發(fā)展和由大型商業(yè)銀行開創(chuàng)的趨勢。因此，這種集團已成為了技術(shù)的領(lǐng)導(dǎo)者，而且在某些情況中

80、，他們的參與已被視為是商業(yè)銀行采用信息技術(shù)的一種催化劑的先例。 </p><p>　　然而最重要的是高級管理層次人才的獲取。雖然這種政策不明確，但它已成為商業(yè)銀行的共同點之一。獲聘者或某些情況下的委任者是為了掌握管理技能和正在積極參與制定信息技術(shù)的戰(zhàn)略高級管理。在泰國，那里的商業(yè)銀行大多數(shù)是由家族控制的，肯定有一個重要人物占據(jù)組織的關(guān)鍵位置。這在很大程度上已經(jīng)獲得并保持政治和社會聯(lián)系政府和商業(yè)。因此,如此無形的人