联系我们

论文查询结果	返回搜索

论文编号：	5791
作者编号：	2120112608
上传时间：	2013/12/4 18:40:58
中文题目：	招商银行业务流程再造研究
英文题目：	The Study of Business Process Reengineering of China Merchants Bank
指导老师：	于斌
中文关键字：	招商银行 业务流程再造 银行业务流程再造
英文关键字：	China Merchants Bank; business process reengineering;business process reengineering in the commercial bank
中文摘要：	2006年底，在经过了WTO五年过渡期后，中国的银行业开始全面对外开放，这意味着具有先进的经营理念和完善的管理制度的外资银行可以享受“国民待遇”，平等参与我国金融市场的竞争，无疑对我国商业银行的发展构成了威胁。然而，中国银行业所面临的挑战远不止于此。利率市场化的不断推进、金融脱媒的加速，以及长期以来自身粗放经营造成的效能低下都要求中国的银行业必须进行一场彻底的变革。 作为中国银行业最具活力和创新能力的银行之一，二十多年来招商银行始终立足于市场和客户的需求，形成了强有力的竞争力。然而其“部门银行”的运行方式和沿用了多年的业务流程不仅降低了银行的效率，还影响了客户体验。为了改变上述状况，保持领先地位，招商银行实施了业务流程的再造，希望通过再造形成长久的竞争优势，应对市场环境的变化。 本文结合哈默等人的业务流程再造理论，对招商银行业务流程再造的实施进行了具体深入的研究和分析。首先，文章对招行作了概况性的介绍及SWOT分析，并阐述了其进行业务流程再造的背景及再造前存在的问题，找出了招商银行进行业务流程再造的驱动力。其次，从三个方面论述了招商银行实施再造的过程。一是再造前的准备，包括制定业务流程再造的原则和方法。二是新流程的应用：以会计业务和信贷业务为例，对比再造前后业务流程的变化，分析出新流程在提高银行运行效率、提高客户满意度和降低银行风险方面发挥的作用。三是再造中所采取的支持保障措施：招行通过对组织机构的再造、人力资源的优化配置和企业文化的再造，使组织、人员和文化与新业务流程相匹配，使新业务流程的优势得到了充分的发挥。截至目前，招商银行已完成了部分业务的流程再造，取得了较好的效果。再造的结果印证了招行在实施再造时所制订的原则方法、设计的流程和采取的支持保障措施的正确性与必要性。这些经验对国内其他中资银行的业务流程再造具有指导和借鉴意义。
英文摘要：	At the end of 2006, after the five years’ duration of protection of WTO, Chinese banking industry began to open up in an all-round way, which means that the foreign banks with advanced operation idea and perfect management system can participate in the competition of the financial market in China as local corporate citizens. There is no doubt that it would be a threat to the development of China's commercial banks. However, the challenges faced by China's commercial banks are far more than that. The advancement of marketization of interest rate, the acceleration of financial disintermediation, and the inefficiency caused by long time extensive management require Chinese banking industry to make a radical change. As one of the most vigorous and innovative bank, China Merchants Bank has always been based on market and customer demand for more than 20 years. And it has formed a strong competitiveness. However, its "sector bank" operation mode and used for many years of business process not only reduces the efficiency of the bank, but also affects the customer experience. In order to change this situation and keep the leading position, China Merchants Bank has implemented the activities of business process reengineering, hoping that through reengineering it can form a lasting competitive advantage and adapt to the change of market environment. In this dissertation, incorporating the thought of Hammer’s business process reengineering theory, the author carries on the detailed research and analysis about China Merchants Bank’s implementation of business process reengineering. Firstly, this dissertation makes a general introduction and SWOT analysis of China Merchants Bank. And then by describing the background of implementation of reengineering and the problems before business process reengineering, it finds out the driving force of China Merchants Bank’s reengineering. Secondly, the dissertation discusses China Merchants Bank’s implementation of business process reengineering from three aspects. The first aspect is about the preparation of the reengineering, including setting the principles and methods of business process reengineering. The second aspect is the application of the new process: by taking the accounting business and credit business for example, the author compares the change before and after the reengineering and finds that the new process plays a role in bank’s efficiency, customer satisfaction and risk prevention. The third aspect is about support and safeguard measures. By reengineering the organization, optimizing the allocation of human resources and reengineering enterprise culture, China Merchants Bank makes the organization, personnel and enterprise culture match the new business process, which gives full play to the business process. So far, China Merchants Bank has completed part of the business process reengineering, and the good results have been achieved. The results confirm that principles and methods, new process and support measures in the reengineering activities are correct and necessary. The experience has instructive meaning to business process reengineering of other domestic banks.
查看全文：	预览  下载(下载需要进行登录)