本文關(guān)鍵詞： 商業(yè)銀行 柜面業(yè)務(wù) 前后臺(tái)分離 后臺(tái)集中　出處：《山東大學(xué)》2012年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：自2006年底我國(guó)銀行業(yè)全面對(duì)外開(kāi)放以來(lái),國(guó)內(nèi)商業(yè)銀行紛紛借股改上市之機(jī),積極引進(jìn)境外機(jī)構(gòu)投資者與戰(zhàn)略合作伙伴。外資銀行的涌入以及合作伙伴的引入,使國(guó)內(nèi)銀行業(yè)面臨的挑戰(zhàn)與競(jìng)爭(zhēng)日趨激烈,為提高核心競(jìng)爭(zhēng)力,再造業(yè)務(wù)流程打造流程銀行成為各家銀行應(yīng)對(duì)挑戰(zhàn)的首選。從當(dāng)前國(guó)內(nèi)商業(yè)銀行現(xiàn)狀來(lái)看,營(yíng)業(yè)網(wǎng)點(diǎn)的柜面仍然是銀行服務(wù)與營(yíng)銷(xiāo)客戶(hù)的主要渠道。因此,近年來(lái),不少?lài)?guó)內(nèi)商業(yè)銀行本著“以客戶(hù)為中心”的經(jīng)營(yíng)理念,借鑒國(guó)外先進(jìn)銀行的做法,結(jié)合自身實(shí)際,以柜面業(yè)務(wù)流程再造為切入點(diǎn),積極開(kāi)展柜面業(yè)務(wù)前后臺(tái)分離及后臺(tái)集中的改革與嘗試,取得了較為明顯的成效。但從現(xiàn)階段各商業(yè)銀行實(shí)際分離與集中的業(yè)務(wù)范圍與具體實(shí)施效果來(lái)看,客觀地說(shuō)仍然存在著較大的局限性。 論文首先分析了當(dāng)前國(guó)內(nèi)商業(yè)銀行柜面業(yè)務(wù)的現(xiàn)狀與特點(diǎn),指出了商業(yè)銀行現(xiàn)階段改革存在的主要問(wèn)題,從其局限性入手,闡述了商業(yè)銀行進(jìn)一步深化柜面業(yè)務(wù)前后臺(tái)分離及后臺(tái)集中改革的必要性;其次,從深化柜面業(yè)務(wù)前后臺(tái)分離及后臺(tái)集中的項(xiàng)目定位、項(xiàng)目目標(biāo)、設(shè)計(jì)原則、實(shí)現(xiàn)方式四個(gè)方面,提出了商業(yè)銀行深化柜面業(yè)務(wù)前后臺(tái)分離及后臺(tái)集中改革的基本設(shè)想；再次,從主要任務(wù)、基本思路、主要業(yè)務(wù)流程、機(jī)制與規(guī)則、階段性效果五個(gè)方面,詳細(xì)介紹了建設(shè)銀行深化柜面業(yè)務(wù)前后臺(tái)分離及后臺(tái)集中項(xiàng)目的具體實(shí)踐情況；最后簡(jiǎn)要分析了國(guó)內(nèi)商業(yè)銀行深化柜面業(yè)務(wù)前后臺(tái)分離及后臺(tái)集中的重點(diǎn)關(guān)注事項(xiàng),并提出了相關(guān)建議。 深化柜面業(yè)務(wù)前后臺(tái)分離及后臺(tái)集中項(xiàng)目非常繁雜,也是商業(yè)銀行實(shí)施業(yè)務(wù)流程再造及建設(shè)流程銀行的一項(xiàng)系統(tǒng)工程。目前建設(shè)銀行正在有條不紊的推進(jìn)柜面業(yè)務(wù)前后臺(tái)分離及后臺(tái)集中項(xiàng)目,作為第一家在全國(guó)范圍內(nèi)所有網(wǎng)點(diǎn)全面推廣實(shí)施柜面業(yè)務(wù)前后臺(tái)分離及后臺(tái)集中的四大國(guó)有商業(yè)銀行之一,項(xiàng)目的設(shè)計(jì)思路、設(shè)計(jì)方法、實(shí)施方案、推廣實(shí)效都會(huì)為其他商業(yè)銀行帶來(lái)非常有益的借鑒與參考。
[Abstract]:Since China's banking industry opened to the outside world in end of 2006, domestic commercial banks have taken advantage of the opportunity of stock listing to actively introduce foreign institutional investors and strategic partners, the influx of foreign banks and the introduction of partners. In order to improve the core competitiveness, reengineering the business process to create the process bank becomes the first choice for each bank to deal with the challenge. From the current situation of domestic commercial banks, The counter of business network is still the main channel of bank service and marketing customer. Therefore, in recent years, many domestic commercial banks, in line with the "customer-centered" management concept, draw lessons from the practices of advanced foreign banks and combine with their own reality. With the counter business process reengineering as the breakthrough point, we should actively carry out the reform and attempt of separating the front and the back of the counter business and centralizing the backstage. However, from the view of the actual separation and concentration of the business scope and the concrete implementation effect of the commercial banks at present, there are still some limitations objectively speaking. Firstly, the paper analyzes the present situation and characteristics of domestic commercial bank's counter business, points out the main problems existing in the current reform of commercial bank, and starts with its limitation. This paper expounds the necessity of further deepening the separation of the front and back parts of the counter business and the reform of the backstage centralization of the commercial banks. Secondly, the project positioning, project objectives and design principles for the deepening of the separation of the front and back business and the backstage centralization are discussed. The paper puts forward the basic idea of deepening the separation of the front and back of the counter business and the centralized reform of the backstage; thirdly, from five aspects: the main task, the basic idea, the main business process, the mechanism and the rule, the stage effect. This paper introduces in detail the concrete practice of China Construction Bank in deepening the separation of the front and back parts of the counter business and the centralized backstage projects; finally, it briefly analyzes the key concerns of the domestic commercial banks in deepening the separation of the front and the background of the counter business and the backstage concentration. Some suggestions are put forward. It is very complicated to deepen the separation of the front and back parts of the counter business and to concentrate on the backstage projects. It is also a systematic project for commercial banks to implement business process reengineering and build process banks. At present, China Construction Bank is methodically promoting the separation of front and rear parts of counter business and centralized backstage projects. As one of the first four state-owned commercial banks to comprehensively promote and implement the separation of the front and back parts of the counter business and the backstage concentration in all branches throughout the country, the project design ideas, design methods, and implementation schemes, Promotion effect will bring very beneficial reference and reference for other commercial banks.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F832.2

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