Research On TY Rural Commercial Bank Counter Business Process Reengineering

These days,commercial banks in China are facing a great challenge in the changing internal and external environment,evolving customer needs.Their current workflow can no longer withstand the increasing new demands.To decrease unnecessary resource waste and to have better customer satisfaction,commercial banks must redesign and reengineer their business processes,with which they could improve the market resilience and core competitiveness.This paper takes TY Rural Commercial Bank as the research object.TY Rural Commercial Bank has fallen into a bottleneck with its traditional counter operations procedure and the extensive management style.A complete makeover of the operational processes at the service counter becomes inevitable to the successful establishment of competitive advantage and the bank's sustainable development.Firstly,this paper's theoretical basis sets on the concept of business process reengineering as well as the four-factor analysis methodology,basing on the understanding of the current status of rural commercial banks in China,and the reference to extensive industrial reports and business reviews.In the meantime,the use of process flow chart tools to reproduce the service counter business processes at the TY Rural Commercial Bank,provides analytical insights to the problems and the corresponding reasons.And the use of fourfactor analysis methodology to facilitate the design of the business processes reengineering at service counters proposes specific implementation schemes for the reengineering of goals,principles,and processes.Lastly,the use of process operation efficiency and customer satisfaction as indicators to evaluate the performance of the business process reengineering at service counters after the initial implementation.This paper also proposes some guarantee measures for the effective implementation of business process reengineering at TY Rural Commercial Bank,which includes institutional constraints,organizational optimization,incentive mechanism,and tracking and continuous improvement of business processes after reengineering.It is hoped that this paper will have a referential significance for the counter business process reengineering of various commercial banks and improve the competitiveness of small and medium commercial banks in China,especially for the banks that are in the early stages of transformation like TY Rural Commercial Bank where customers rely heavily on the service counters.