招商银行信用卡业务的流程再造探讨

发布时间：2018-03-18 03:09

本文选题：招商银行信用卡　切入点：流程再造　出处：《山西大学》2013年硕士论文　论文类型：学位论文

【摘要】：人类重要的技术革命几乎都伴随着媒介的革命,人类的活动从本质上看都是信息活动,人类社会的进步伴随着信息流的传递和管理的变革。互联网技术发展到今天,在以社交网络和电子商务为标志的WEB2.0时代,以“低成本替代”为原则,人们传递和管理信息的成本大幅降低,从思想到行为都产生了巨大的变化。外部环境的重大变化,使商业银行传统的业务及营销模式难以为继。银行需要对经营理念进行革新,流程再造和流程银行建设便是互联网时代的重大变化在银行业务上的映射。信用卡业务以客户为中心进行流程再造,必须重视信息资源管理,利用强大的信息系统和先进的技术手段对客户行为进行更加深入的分析,以此为依据设计银行流程。按照IS09000的定义,“流程”是一组将输入转化为输出的相互关联或相互作用的活动。流程的核心特征有两个：客户和价值。信用卡业务流程的目标就是为客户创造价值,必须要有良好的流程管理,精简重复的、不创造价值的流程,剔除冗余的流程,通过整合资源和流程梳理,推动流程型银行建设。流程银行建设需要顶层设计与自下而上相结合进行推动,权力下移,调动员工的参与积极性,流程银行能更好地满足客户的需要、提高资源的利用效率、增强全局观,适应动荡的经营环境和培养银行核心竞争力。流程再造要求银行以客户为中心建立机动灵活的体制机制,适应不断变化的外部环境和客户需求,本文对招商银行信用卡的流程再造进行探讨,以北京分行信用卡部为例对招商银行信用卡业务流程、管理流程、支持保障流程和监督评价流程的再造进行分析；对招商银行信用卡流程再造及招商银行流程银行建设提出了信息化、社交化、集约化、模块化的具体建议,通过IT系统整合、交叉营销、依托SNS进行差异化客户服务、通过流程再造推动管理变革、实施流程管理和业务集成等途径深化招商银行“二次转型”。文章从信用卡业务的经营与改革出发,从区域经营机构的流程再造到全行信用卡业务的流程再造,以信用卡业务流程再造为切入点对流程银行建设进行探讨。
[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.
【学位授予单位】：山西大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.2

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