本文選題：招商銀行信用卡　切入點：流程再造　出處：《山西大學》2013年碩士論文　論文類型：學位論文

【摘要】：人類重要的技術革命幾乎都伴隨著媒介的革命,人類的活動從本質上看都是信息活動,人類社會的進步伴隨著信息流的傳遞和管理的變革。互聯(lián)網(wǎng)技術發(fā)展到今天,在以社交網(wǎng)絡和電子商務為標志的WEB2.0時代,以“低成本替代”為原則,人們傳遞和管理信息的成本大幅降低,從思想到行為都產(chǎn)生了巨大的變化。外部環(huán)境的重大變化,使商業(yè)銀行傳統(tǒng)的業(yè)務及營銷模式難以為繼。銀行需要對經(jīng)營理念進行革新,流程再造和流程銀行建設便是互聯(lián)網(wǎng)時代的重大變化在銀行業(yè)務上的映射。 信用卡業(yè)務以客戶為中心進行流程再造,必須重視信息資源管理,利用強大的信息系統(tǒng)和先進的技術手段對客戶行為進行更加深入的分析,以此為依據(jù)設計銀行流程。按照IS09000的定義,“流程”是一組將輸入轉化為輸出的相互關聯(lián)或相互作用的活動。流程的核心特征有兩個：客戶和價值。信用卡業(yè)務流程的目標就是為客戶創(chuàng)造價值,必須要有良好的流程管理,精簡重復的、不創(chuàng)造價值的流程,剔除冗余的流程,通過整合資源和流程梳理,推動流程型銀行建設。流程銀行建設需要頂層設計與自下而上相結合進行推動,權力下移,調(diào)動員工的參與積極性,流程銀行能更好地滿足客戶的需要、提高資源的利用效率、增強全局觀,適應動蕩的經(jīng)營環(huán)境和培養(yǎng)銀行核心競爭力。 流程再造要求銀行以客戶為中心建立機動靈活的體制機制,適應不斷變化的外部環(huán)境和客戶需求,本文對招商銀行信用卡的流程再造進行探討,以北京分行信用卡部為例對招商銀行信用卡業(yè)務流程、管理流程、支持保障流程和監(jiān)督評價流程的再造進行分析；對招商銀行信用卡流程再造及招商銀行流程銀行建設提出了信息化、社交化、集約化、模塊化的具體建議,通過IT系統(tǒng)整合、交叉營銷、依托SNS進行差異化客戶服務、通過流程再造推動管理變革、實施流程管理和業(yè)務集成等途徑深化招商銀行“二次轉型”。文章從信用卡業(yè)務的經(jīng)營與改革出發(fā),從區(qū)域經(jīng)營機構的流程再造到全行信用卡業(yè)務的流程再造,以信用卡業(yè)務流程再造為切入點對流程銀行建設進行探討。
[Abstract]:Almost all the important technological revolutions of mankind are accompanied by the revolution of the media, the activities of human beings are essentially information activities, and the progress of human society is accompanied by the transformation of the transmission and management of information flow. In the era of WEB2.0, marked by social network and electronic commerce, the cost of transmitting and managing information has been greatly reduced under the principle of "low-cost substitution", which has changed greatly from thought to behavior. The traditional business and marketing models of commercial banks are difficult to continue. Banks need to innovate their business concepts. Process reengineering and process banking construction are the mapping of the major changes in the Internet era in the banking business. The credit card business takes the customer as the center to carry on the process reengineering, must pay attention to the information resources management, uses the powerful information system and the advanced technical means to carry on the deeper analysis to the customer behavior, According to the definition of IS09000, a "process" is a set of interrelated or interactive activities that translate input into output. The core features of the process are two: customer and value; credit card business flow. Cheng's goal is to create value for customers, There must be good process management, streamlining repetitive, non-value creating processes, eliminating redundant processes, and combing through the integration of resources and processes, The construction of process bank needs the combination of top-level design and bottom-up, power shift, staff participation enthusiasm, process bank can better meet the needs of customers, improve the efficiency of resource utilization. Enhance the overall view, adapt to the volatile business environment and cultivate the core competitiveness of banks. Process reengineering requires banks to set up a flexible institutional mechanism centered on customers to adapt to the changing external environment and customer needs. This paper discusses the credit card process reengineering of China Merchants Bank. Taking the credit card department of Beijing Branch as an example, this paper analyzes the credit card business process, management process, support guarantee process and supervision and evaluation process of China Merchants Bank. The paper puts forward some concrete suggestions on credit card process reengineering of China Merchants Bank and process bank construction of China Merchants Bank, which are information, social, intensive and modularized. Through the integration of IT system, cross-marketing, and relying on SNS to carry out differentiated customer service. Through process reengineering to promote management reform, implement process management and business integration and other ways to deepen China Merchants Bank "secondary transformation." the article from the management and reform of credit card business, From the process reengineering of the regional operation organization to the credit card business process reengineering of the whole bank, the paper discusses the construction of the process bank with the credit card business process reengineering as the starting point.
【學位授予單位】：山西大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F832.2

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