本文關(guān)鍵詞： 運(yùn)營(yíng)模式 后臺(tái)集中處理 業(yè)務(wù)流程 客戶體驗(yàn)　出處：《廣東外語外貿(mào)大學(xué)》2016年碩士論文　論文類型：學(xué)位論文

【摘要】：商業(yè)銀行前臺(tái)與后臺(tái)業(yè)務(wù)分離,后臺(tái)業(yè)務(wù)集中化標(biāo)準(zhǔn)作業(yè)是銀行運(yùn)營(yíng)模式發(fā)展的新趨勢(shì),該模式是指商業(yè)銀行“以客戶為中心”通過業(yè)務(wù)流程再改造建立垂直的業(yè)務(wù)條線管理體系,將非實(shí)時(shí)性交易業(yè)務(wù)、保障性業(yè)務(wù)、核算性業(yè)務(wù)的集中處理。實(shí)施前后臺(tái)分離的目的是簡(jiǎn)化銀行前臺(tái)業(yè)務(wù)操作步驟與流程,節(jié)省客戶等待的時(shí)間,促進(jìn)前臺(tái)網(wǎng)點(diǎn)功能轉(zhuǎn)型,使其專注于營(yíng)銷和客戶服務(wù),從而提高客戶對(duì)銀行整體服務(wù)的滿意度,改善客戶體驗(yàn)。后臺(tái)則發(fā)揮集約化優(yōu)勢(shì),將原本屬于前臺(tái)網(wǎng)點(diǎn)操作的非實(shí)時(shí)和非交易性等業(yè)務(wù)劃轉(zhuǎn)到銀行后臺(tái)部門進(jìn)行標(biāo)準(zhǔn)化和專業(yè)化處理,從而實(shí)現(xiàn)銀行運(yùn)營(yíng)管理水平、風(fēng)險(xiǎn)控制水平、業(yè)務(wù)操作效率的同步提升。國外銀行很早就提出相關(guān)概念并于上世紀(jì)九十年代開始實(shí)施,現(xiàn)發(fā)展已日臻成熟。許多國內(nèi)外商業(yè)銀行從上世紀(jì)九十年代到本世紀(jì)初,借鑒同業(yè)經(jīng)驗(yàn)一直在進(jìn)行著探索并逐步推廣。國內(nèi)外商業(yè)銀行長(zhǎng)期以來實(shí)行的是傳統(tǒng)的分散運(yùn)營(yíng),近年來,不少商業(yè)銀行亦本著“以客戶為中心”的經(jīng)營(yíng)理念,借鑒先進(jìn)銀行的做法,結(jié)合自身實(shí)際,以銀行業(yè)務(wù)流程再造為切入點(diǎn),依托信息技術(shù)和影像技術(shù)按照扁平化、集中化、專業(yè)化和前后臺(tái)分離的原則逐步建立起符合現(xiàn)代銀行經(jīng)營(yíng)管理的后臺(tái)運(yùn)營(yíng)模式,積極開展業(yè)務(wù)前后臺(tái)分離及后臺(tái)集中的改革與嘗試,客觀地說提高了銀行運(yùn)營(yíng)效率,取得了一定成效,但從現(xiàn)階段東亞銀行前后臺(tái)業(yè)務(wù)分離后臺(tái)業(yè)務(wù)集中操作的具體實(shí)施效果來看,也仍然存在著一些問題與不足之處,具有較大的局限性。本文以東亞銀行為例,首先闡述了商業(yè)銀行前后臺(tái)業(yè)務(wù)分離后臺(tái)業(yè)務(wù)集中運(yùn)營(yíng)模式的相關(guān)概念與理論基礎(chǔ),指出商業(yè)銀行進(jìn)一步深化業(yè)務(wù)前后臺(tái)分離及后臺(tái)集中改革的必要性。其次分析了東亞銀行后臺(tái)業(yè)務(wù)運(yùn)營(yíng)模式的現(xiàn)狀與不足,指出東亞銀行現(xiàn)階段后臺(tái)運(yùn)營(yíng)模式存在的主要問題。再次介紹了國外有關(guān)商業(yè)銀行后臺(tái)業(yè)務(wù)集中運(yùn)營(yíng)的經(jīng)驗(yàn)以及對(duì)東亞銀行的啟示。最后分析了東亞銀行推進(jìn)業(yè)務(wù)前后臺(tái)分離及后臺(tái)業(yè)務(wù)集中運(yùn)營(yíng)模式過程中出現(xiàn)的問題與不足之處,并提出了相關(guān)對(duì)策和建議。本文主體論述有六章,第一章主要介紹商業(yè)銀行前后臺(tái)業(yè)務(wù)分離后臺(tái)業(yè)務(wù)集中處理運(yùn)營(yíng)模式的研究背景和意義、國內(nèi)外相關(guān)領(lǐng)域研究現(xiàn)狀,并介紹了論文整體的研究思路、研究框架和研究方法。第二章介紹商業(yè)銀行后臺(tái)業(yè)務(wù)集中運(yùn)營(yíng)模式的相關(guān)概念并進(jìn)行了理論分析。第三章較為詳細(xì)的介紹了當(dāng)今國外銀行后臺(tái)集中運(yùn)營(yíng)的主要做法與先進(jìn)經(jīng)驗(yàn),重點(diǎn)介紹了后臺(tái)運(yùn)營(yíng)管理較為出色的匯豐銀行的后臺(tái)運(yùn)營(yíng)機(jī)制。第四章剖析了我所在的東亞銀行后臺(tái)集中運(yùn)營(yíng)的現(xiàn)狀及存在的主要問題。第五章是對(duì)東亞銀行后臺(tái)集中處理運(yùn)營(yíng)模式的建議。第六章對(duì)全文進(jìn)行了總結(jié),并提出了對(duì)所研究課題未來的展望。
[Abstract]:The separation of foreground and back-office business in commercial banks, and the centralized standard operation of back-office business are the new trends in the development of bank operation mode. The model refers to the establishment of vertical business line management system by "customer-centered" business process reengineering in commercial banks, which will result in non-real-time transactions and indemnificatory business. The purpose of implementing the separation of front and back business is to simplify the operation steps and processes of bank foreground business, to save customer waiting time, to promote the functional transformation of front office, and to make it focus on marketing and customer service. In order to improve customer satisfaction with the overall service of the bank and improve the customer experience, the backstage will give play to its intensive advantage. The non-real-time and non-transactional business that was originally operated by the foreground network is transferred to the backstage department of the bank for standardization and specialized processing, so as to realize the level of bank operation management and risk control. Foreign banks put forward the related concept very early and put it into practice in -10s, and now it has become more and more mature. Many domestic and foreign commercial banks from -10s to the beginning of this century, The domestic and foreign commercial banks have been implementing the traditional decentralized operation for a long time. In recent years, many commercial banks have also been guided by the "customer-centered" business philosophy. Drawing lessons from the practices of advanced banks, combining with their own reality, taking bank business process reengineering as the starting point, relying on information technology and image technology, according to flat, centralized, The principle of specialization and separation of the front and back gradually establishes a background operation model that conforms to the management of modern banks, actively carries out the reform and attempt of separation of business front and back and the centralization of the backstage, and objectively improves the efficiency of bank operations. Some achievements have been made, but from the concrete implementation effect of the separation of the front and back business of the Bank of East Asia at the present stage, there are still some problems and deficiencies, which have great limitations. This paper takes the Bank of East Asia as an example. First of all, the related concepts and theoretical basis of the centralized operation mode of the former and back business separation of commercial banks are expounded. It points out the necessity of further deepening the separation of business front and back and the reform of backstage centralization of commercial banks. Secondly, the paper analyzes the present situation and deficiency of the background business operation mode of Bank of East Asia. This paper points out the main problems existing in the background operation mode of the Bank of East Asia at the present stage, and introduces the experience of foreign commercial banks in the centralized operation of the back-office business and the enlightenment to the Bank of East Asia. Finally, the paper analyzes the promotion industry of the Bank of East Asia. Problems and shortcomings in the process of separation of front and background and centralized operation of back-office business, There are six chapters in this paper. The first chapter mainly introduces the research background and significance of the business separation and operation mode of commercial banks, and the research status of related fields at home and abroad. And introduced the whole research ideas of the paper, The second chapter introduces the related concepts and theoretical analysis of commercial bank back-end centralized operation mode. Chapter three introduces the main methods and advanced experience of foreign bank centralized operation in detail. This paper focuses on the background operation mechanism of HSBC, which has excellent background operation management. Chapter 4th analyzes the current situation and main problems of the backstage centralized operation of the Bank of East Asia. Chapter 5th is after the Bank of East Asia. Chapter 6th summarizes the full text. The prospect of the future of the research topic is also put forward.
【學(xué)位授予單位】：廣東外語外貿(mào)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F832.2

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