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论文编号：	10742
作者编号：	2120162999
上传时间：	2018/12/9 21:31:35
中文题目：	渣打环球商业服务有限公司后台运营服务实践研究
英文题目：	Research on Operation Service Practice of Standard Chartered Global Business Services Co., Ltd.
指导老师：	侯文华
中文关键字：	运营服务实践；业务流程；客户体验
英文关键字：	Operation service practice; business process; customer experience
中文摘要：	前台与后台的分离，以及商业银行后台的运营服务是银行发展的必经之路和不二选择。这种模式以客户为核心，对商业银行的业务流程进行整合、优化，从而构建起具有科学性和实效性的管理体系和商业银行运营服务机制，处理非实时交易业务、支持业务和会计业务。前台和后台的分离旨在简化银行前台的运作步骤和流程，促进网点功能的转变，注重客户的体验和满意度，重视产品营销及服务质量，不断提升服务的水平，满足客户的需求。充分发挥后台的集中性、规范化的优势，不断转移并收纳原属前台的各种业务并对其进行专业化和标准化的处理，以促进银行营运水平和能力的提升，有效的管控网点并提高运营效率。外资银行上世纪九十年代初便提出了相应的定义，并开始尝试实施，经过发展，已成为比较成熟、可行的一种操作流程。自二十世纪九十年代末以来，这些经验一直受到国内银行业的重视，并不断学习、借鉴其先进经验和做法。 一般商业银行长期实施传统的分散运营模式。近年来，几家商业银行基于“顾客体验”的运营原则，借鉴先进方法，结合自身情况，以银行业务流程再造为出发点，积极进行探索和尝试，努力将前、后台业务剥离开来。借助先进的信息技术和其它影音技术，参照集约化、专业化、集中性的原则，将银行的前、后台业务逐渐剥离，构建起现代化的后台营运管理模式，经过实践显示成效显著。然而，从商业银行分离前后台和后台运营服务的具体实施效果来看，客观地说，虽然银行运营效率相对提高，但仍存在一些问题和不足，以及很大的局限性。 以渣打环球商业服务有限公司为例，首先对商业银行的前、后台剥离的后台营运模式进行了介绍，并对相关的理论、概念进行了阐述，提出了我国商业银行进行前、后剥离、构建现代化的后台营运服务管理模式的必要性。其次，本文分析了该运营模式当前的运行现状，并对存在的问题和不足进行了分析。再次，文章通过对外国同行的经验借鉴，介绍了渣打环球后台运营服务实践的优化原则、准备工作和主要内容。最后，本文详细介绍了渣打环球后台运营服务实践优化的保障措施。
英文摘要：	The separation of the front and back offices, as well as the operational services behind the commercial banks, is the only way and the best choice for banks to develop. This model takes the customer as the core and integrates and optimizes the business processes of commercial banks, thus constructing a scientific and effective management system and commercial banking operation service mechanism to deal with non-real-time transaction business, support business and accounting business. The separation of the front and back office is designed to simplify the steps and processes of the bank's front-end, promote the transformation of the front office in branch offices, focus on customer experience and satisfaction, pay attention to product marketing and service quality, and continuously improve the level of service to meet customer needs. Give full play to the advantages of centralized and standardized back office, constantly transfer and store various services of the former front desk and professionalize and standardize them to promote the improvement of bank operation level and capability, effectively control branch offices and improve operation effectiveness. At the beginning of the 1990s, foreign banks put forward corresponding definitions and began to try to implement them. After development, they have become a relatively mature and feasible operation process. Since the late 1990s, these experiences have been valued by the domestic banking industry and continue to learn from their advanced experiences and practices. General commercial banks have long implemented traditional decentralized operating models. In recent years, based on the operating principle of “customer experience”, several commercial banks have used the advanced methods, combined with their own situation, to take the bank business process reengineering as the starting point, actively explore and try, and strive to separate the front and back office business. With advanced information technology and other audio-visual technologies, with reference to the principles of intensification, specialization and concentration, the bank's front and back-office business will be gradually divested, and a modern back-office operation management model will be built, which has achieved remarkable results through practice. However, judging from the specific implementation effect of separating the front and back office and back-office operation services of commercial banks, objectively speaking, although the bank operation efficiency is relatively improved, there are still some problems and deficiencies, and great limitations. Taking Standard Chartered Global Business Services Co., Ltd. as an example, this paper first introduces the operation mode of commercial bank's front and back office separation, and expounds related theories and concepts, and proposes the necessity of construction of commercial banks in China. Secondly, it analyzes the current operational status of the operation model and analyzes the existing problems and deficiencies. Thirdly, the article introduces the optimization principles, preparations and main contents of the background operation service practice of Standard Chartered Global Business Services Co., Ltd. with the experience of foreign counterparts. Finally, this paper describes in detail the safeguards for the optimization of the back-office operation service practice of Standard Chartered Global Business Services Co., Ltd..
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