外文文献原文及翻译
商业银行创新发展中英文对照外文翻译文献
(文档含英文原文和中文翻译)
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商业银行创新发展中英文对照外文翻译文献
Capability Development: Commercial Banks
Abstract
The competitive strategies of Thai banks during the transformative period brought some successes and some failures 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 banks. 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.
Siam Commercial Bank
Siam 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 exchange. 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, 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 largest
Role of IT
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Siam Commercial Bank has been progressive in the use of IT through senior-level management 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, the 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 community in early-1998 by announcing an increased investment in its IT budget by 2–3% over its 900 million baht investment in the previous year (Bangkok Post 1998b). This was despite the country?s financial crisis which caused a change in the exchange rate regime, the devaluation of the local currency, 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 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 reorganisation in 1996, reports directly to the bank?s chief executive officer, and is divided into five main units (SCB Technologies 1996b).
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商业银行创新发展中英文对照外文翻译文献
