外文翻译----商业银行能力发展

1、外文题目： Capability Development：Commercial Banks 出 处： Contributions to Economics (2009):145-172 作 者： Tanai Khiaonarong and Jonathan Liebenau 原 文：Capability Development: Commercial BanksAbstract The competitive strategies of Thai banks during the transformative period brought some successes and some fai

2、lures 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 strategies of first movers, dominant market players, re-engineering leaders, and innovative state ban

3、ks. The cases illustrate the relationship between innovation and banking leadership in the country. In the final section we assess the common characteristics of these approaches and present some lessons that can be applied by other commercial banks seeking to use IT to gain competitive advantage.Sia

4、m Commercial BankSiam 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 basis of the bank, providing basic banking functions such as deposits, loan extensions, and foreign exch

5、ange. It was operated by local people and primarily served Thai and Chinese clients in the local business community. The bank became the first Thai commercial bank formed after the first foreign bank, Hong Kong Shanghai Banking Corporation, began operations in the country in 1888. Most importantly,

6、it has served as a model for many Thai commercial banks in the early and modern periods. In 1996, the bank was ranked the fourth largest Thai commercial bank in terms of total assets, and the 211th largestRole of ITSiam Commercial Bank has been progressive in the use of IT through senior-level manag

7、ement 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 about the bank and, more importantly, customer information (The Asian Banker 1997b). Furthermore, th

8、e chief executive officer has clearly defined two main objectives in the use of IT: (1) to facilitate daily banking activities between the bank and customers, and (2) to develop new methods in delivering financial services (SCB Technologies 1996a).More interestingly, the bank surprised the banking c

9、ommunity in early-1998 by announcing an increased investment in its IT budget by 23% over its 900 million baht investment in the previous year (Bangkok Post 1998b). This was despite the countrys financial crisis which caused a change in the exchange rate regime, the devaluation of the local currency

10、, and the cutting of costs across companies. In response to the financial crisis, the bank established a non-profit organisation to serve as a job placement centre for potential employers and employees, while also providing language and computer training for unemployed IT professionals (Bangkok Post

11、 1997n).Bank functions related to IT are mainly organised in the technology group. In addition, the information system audit department 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

12、reorganisation in 1996, reports directly to the banks chief executive officer, and is divided into five main units (SCB Technologies 1996b). Firstly, the technology policy division overlooks broad technological developments and provides a centre of co-ordination. It prepares and monitors policies, p

13、lans, and the banks expenditures in IT. Secondly, the system engineering department develops, implements, tests, operates, and maintains the banks computer systems. Thirdly, the technology and process engineering department overlooks the management of the banks two main computer centre, controls the

14、 operating systems, and manages the banks data warehouse located in mainframe computers. It also overlooks the purchase of computer equipment. Fourthly, the business relations department manages the banks call centre, promotes the use of IT in the bank and to the public, and finally, overlooks the b

15、anks customer information facility system, credit monitoring, and collection system, and black list system. And lastly, the applied technology department conducts research into the use of new information technologies, maintains computer software, and manages computer hardware, software, and communic

16、ation standards. This last function has played a particularly important role in building and strengthening bank capabilities and is discussed later.Bank Automation and InnovationComputers were first introduced in 1975. This mainly supported deposit functions located at the banks head office. Early u

17、se of IT was extended to more sophisticated bank operations, and financial 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 bank once again b

18、ecame a pioneer in introducing on-line electronic banking communications in Thailand, particularly in tele-banking and infobanking systems.The bank introduced two major changes in the early 1990s. They were the adoption of customer-based business process management and organisational restructuring a

19、t the banks head office. Price Waterhouse was contracted to advise on improving the banks commercial lending and counter services, for which the consultants studied customer requirements and modified the banks work processes to help address their needs. This partly resulted in the increased use of I

20、T.A project called “relationship banking 2020” (RB 2020) was initiated jointly with IBM to help shift the banks 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 pioneered an analytical capab

21、ility 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 bank branches nation-wide.The bank also adapted and applied object-oriented technology to support the del

22、ivery of financial services. For example, loan authorisation systems were built based on expert systems which has decision-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 o

23、r rejected the application accordingly. Furthermore, the bank built a mobile loan authorization system which efficiently analysed and approved a customer loan application data, following on-line verification by portable computers with its head office. Such services provided new channels for deliveri

24、ng financial services and improved customer convenience.Information technology was also applied to improve personnel management and staff promotion (SCB Technologies 1996c). In 1994, the banks human resource and control group introduced a personnel IS that recorded all personnel particulars includin

25、g education, work experience, and training. Thereafter, an employee promotion system was successfully introduced in 1995. This was aimed to support the banks concept of a learning organisation. The second system was later enhanced to support decision-making in personnel promotion, and was aimed to m

26、ake personnel information widely available to specific bank departments and branches located nation-wide.Bangkok BankBangkok 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 rank

27、ed the largest Thai commercial 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 worlds second most profitable bank in 19941995. In 1995, the bank was presented with

28、 an award for excellence as the “Best Domestic Bank” in Thailand (Euromoney 1995), having been the largest commercial bank in Southeast Asia, and having expanded its international operations, particularly in the Indo-Chinese region and in the Peoples Republic of China. Role of ITBangkok Banks chairm

29、an, together with senior-level management, have clearly defined the banks future 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 well su

30、pported with regular five-year technological improvement plans. For example, an approximate sum of 400500 million baht was allocated, as of 1998, for the replacement of computer hardware and software among the banks nation-wide branches. Nevertheless, the banks senior vice president (SVP) for system

31、s development suggests that the support of such a strategy involves not only investments in IT.IT related functions 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

32、, operation, general service, 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, headed by senior vice presidents and managers.The applicat

33、ion of satellite technology supported branch banking in the provincial areas. In addition, this supplemented the use of telephone lines in such remote areas which were inadequate in number and were also relatively unreliable. Therefore, the bank innovated by combining two types of technologies satel

34、lite and microwave technologies. The banks senior EVP for support service operations further explains the potential and problems in this choice of innovation.Sources of InnovationThe sources of innovation can be grouped in four main areas. The first and most important source is bank personnel. At th

35、e organisational level, the bank introduced a range of policies and programmes aimed at promoting the quality of staff and services.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 innovati

36、on. Departmental employees, who are owners of specific job functions, gained familiarity with particular routines and used them as a basis for defining user requirements. The banks senior EVP for support service operations emphasized this point.This suggests that the technology division plays a supp

37、orting 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. For example, staff from specialised bank divisions may request for technology after learning about new applications from overseas tr

38、avel and training.The second source, computer companies, is a result 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 organised training

39、 courses with Microsoft at the banks premises and at the software firms authorised training centres. Such courses have specifically included server administration which is a required skill in nonmainframe technology and has become an emerging trend in the country, particularly networking in local an

40、d wide area environments.The third source is the systems development department which has been behind the banks pioneering use of IT. As the bank was the first to develop computer online systems in the country, it enjoyed an early mover advantage, and more importantly, acquired and build-upon these

41、early technological capabilities. The banks SVP for systems development further suggests that such capabilities may be partly attributed to the systems development department, which has focused its strengths,for example, in the development of retail payment systems.The fourth, and least important so

42、urce, is consulting companies. During the re-engineering of its work 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 as the banks

43、idea catalysts and informer of market and technology trends in banking, such sources of knowledge have provided a limited contribution. The bank made two reservations. Firstly, although foreign firms were more experienced, as compared to their local counterparts, this did not suggest that all foreig

44、n consultants were experts. Secondly, foreign firms merely made recommendations but faced difficulties in implementing project details. Thus, the bank strongly supports selfreliance and self-judgement, and even argued that 90% of consultant recommendations were widely available in textbooks.Lessons

45、LearnedThis 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 widespread developments in IT in the banking sector, major technological developments and tre

46、nds were initiated by the large commercial banks. Therefore, this group has become technology leaders and their involvement has served as a precedent for, or in some cases as a catalyst to the adoption of new information technologies in the commercial banking sector.Most importantly, however, is the

47、 acquisition of personnel at the senior-management level. Although such policies are 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 acti

48、vely involved in setting IT strategies. In Thailand, where a large number of commercial banks are family-controlled, there has been the appointment of influential figures in the country to key organisational positions. This has largely been to gain and maintain political and social connections in go

49、vernment and business. Thus, such invisible human resources are unique and difficult to transfer, but would provide a potential source of competitive advantage.In sum, the combined case studies helped identify the major sources of innovation which contributed towards banking automation and payments

50、system modernisation. Although such sources included skilled staff, IT, and re-engineering, their potential as a source of sustained competitive advantage varied. In order to develop and provide innovative products and services, commercial banks increasingly depend on the development or acquisition

51、of skilled bank personnel, in contrast with increased investments in IT, or even in bank re-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

52、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

53、以及更重要的顾客信息加深了了解（The Asian Banker 1997b）。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(SCB Technologies 1996a).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。(Ba

54、ngkok Post 1997n)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。(SCB Technologies 1996b).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

55、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

56、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

57、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 (SCB Technologies 1996c)。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