埃森哲-EXECOV韩国银行咨询报告
埃森哲咨询业务服务介绍
埃森哲咨询业务服务介绍1. 业务范围埃森哲是一家全球领先的管理咨询和专业服务公司，提供多领域的咨询业务服务。
我们的业务范围包括但不限于以下几个方面：- 战略咨询：帮助客户制定和实施战略规划，提供市场分析和商业发展策略等服务。
- 组织优化：通过组织结构设计、流程改进和人力资源管理等方法，帮助客户提高内部运营效率。
- 数字转型：为客户提供数字化转型战略，推动创新和数字化技术的应用，提高企业竞争力。
- 运营优化：通过优化供应链管理、生产效率提升和运营流程优化等措施，帮助客户降低成本、提升效益。
- 项目管理：提供专业的项目管理咨询服务，确保项目按时交付、符合质量要求。
2. 专业团队我们拥有一支经验丰富、专业素质出色的团队，包括顶尖的管理咨询顾问、技术专家和行业专家。
我们的团队成员具备广泛的知识背景和丰富的行业经验，能够针对不同行业和不同规模的企业提供个性化的咨询解决方案。
3. 项目案例我们在多个行业和领域的项目中积累了丰富的经验，成功地帮助众多客户实现业务目标。
以下是我们的一些典型项目案例：- 某国际零售企业：通过优化供应链管理和仓储物流流程，帮助客户降低库存成本，提高销售效率。
- 某金融机构：提供数字化转型战略，推动业务创新和在线渠道发展，提升客户体验。
- 某电信公司：通过组织优化和人力资源管理，提高内部团队协作效率，提升服务质量。
- 某制造企业：通过运营优化和技术升级，提高生产效率，降低能源消耗。
4. 服务流程我们的服务流程包括以下几个步骤：- 需求分析：与客户深入沟通，了解其需求和目标。
- 解决方案设计：根据需求分析结果，制定个性化的咨询解决方案。
- 实施执行：与客户合作，共同推进解决方案的实施和执行。
- 成果评估：定期评估项目成果，及时调整和优化方案。
5. 联系方式如果您对我们的咨询业务服务感兴趣或有任何疑问，请随时联系我们的客户服务团队。
您可以通过以下方式与我们进行联系：- +86期待与您的合作！。
埃森哲
埃森哲求职干货目录1.公司介绍 (1)1.1埃森哲概况 (1)1.2埃森哲历史 (1)1.3埃森哲中国分公司 (1)1.4埃森哲主营业务与品牌 (1)2.校招介绍 (4)3.HR答疑 (4)4.薪酬待遇 (5)4.1埃森哲职业发展 (5)5.笔试经验 (8)5.1埃森哲中文笔试题 (8)5.2埃森哲助理软件工程师笔试试题 (9)5.3埃森哲在线笔试题 (9)5.4埃森哲上海笔试经验 (10)5.5上财的埃森哲笔试 (11)5.6北语的埃森哲笔试 (12)6.面试经验 (13)6.1埃森哲一面面经 (13)6.2埃森哲一面面经 (14)6.3北京埃森哲Intern一二三面全过程 (15)6.4埃森哲咨询分析师一面 (17)7.工作感悟 (19)7.1我所认识的埃森哲的人 (19)7.2埃克森全球交付中心（业务流程外包）高级经理在埃克森的工作 (19)7.3员工心声 (20)8.延伸阅读 (22)8.1埃森哲用人标准 (22)8.2埃森哲企业领导者 (22)8.3埃森哲的工作环境 (23)8.4中华区埃森哲为女性员工提供的职业机会 (24)8.5埃森哲在京成立技术实验室主要研究新兴技术 (25)1.公司介绍1.1埃森哲概况埃森哲是全球领先的管理咨询、信息技术及外包服务机构。
凭借在各个行业领域积累的丰富经验、广泛能力以及对全球最成功企业的深入研究，埃森哲与客户携手合作，帮助其成为卓越绩效的企业和政府。
作为《财富》全球500强企业之一，埃森哲全球员工逾246,000名，为遍布120多个国家的客户提供服务。
截至2011年8月31日结束的财政年度，公司净收入达255亿美元。
埃森哲与全球着名的企业和政府机构建立了广泛的合作关系，客户遍及各个行业、规模各异。
目前，《财富》全球100强企业中有87家是埃森哲的客户1.2埃森哲历史/group1/M00/30/CD/CgpAo1H9GvyAcksiAAAAe6qVT F0853m.png1.3埃森哲中国分公司埃森哲（北京）、埃森哲（上海）、埃森哲（大连）、埃森哲（广州）、埃森哲（成都）、埃森哲（香港）、埃森哲（台北）。
埃森哲：2019年合规风险报告
埃森哲：2019年合规风险报告
埃森哲（Accenture）的一份新报告显示，在大多数金融机构的合规部门面临预算削减的情况下，合规专业人士应加快使用包括人工智能（AI）和监管科技在内的新技术，以增强下一代合规的能力，并重新配置他们的运营模式，以跟上不断变化的业务需求。
埃森哲基于对北美、欧洲、亚太地区和南美金融服务机构151名合规高管的调查发现，近3/4的金融机构合规部门（71%）正面临成本削减。
其中近2/3的合规部门的目标（64%）是在未来三年内削减10%-20%的预算。
此外，半数的受访者（50%）表示，企业非管理性员工流失率高于预期，这突出表明迫切需要采用包括自然语言处理和人工智能等创新技术，这些技术可以增强合规员工的技能和知识，提高他们的工作效率，并帮助他们在隐私和第三方监管等领域更好地指导业务。
报告还指出，合规转型的最大动力是提高对业务增长需求的响应能力，35%的受访者这么认为。
金融机构正寻求与开放式银行或开放式保险相关的机会，应对并购带来的增长，并迅速推出新产品和服务，包括区块链解决方案、端到端客户生命周期管理和自动化投资咨询。
合规运营模式仍在不断改变。
60%的受访者表示，以前由合规职能履行的职责已转移到运营管理，包括了解客户（KYC）、测试和监视等领域。
这一转变使合规职能部门能够调整业务，管理新的风险，同时又不会影响运营管理。
埃森哲 客户洞察方法
埃森哲客户洞察方法
埃森哲（Accenture）是一家全球性的管理咨询和专业服务公司，其客户洞察方法主要包括以下几个方面：
1. 数据驱动的洞察，埃森哲利用大数据分析和人工智能技术来
深入挖掘客户数据，以发现隐藏在数据背后的洞察。
通过对客户行为、偏好和趋势的分析，可以帮助企业更好地了解客户需求，提高
服务质量和客户满意度。
2. 创新的研究方法，埃森哲致力于不断创新研究方法，包括定
性和定量研究，以及实地调研和深度访谈等方式，从而全面了解客
户的需求和期望。
这些研究方法可以帮助企业抓住市场机会，提前
预测客户需求的变化。
3. 全球化视角，作为一家全球性公司，埃森哲拥有遍布全球的
业务和专业团队，可以从全球化视角出发，帮助客户了解不同市场
的文化、习惯和趋势，从而制定更具针对性的客户洞察策略。
4. 专业团队支持，埃森哲拥有一支由行业专家、数据科学家和
市场分析师组成的专业团队，他们可以为客户提供全方位的支持，
包括市场调研、数据分析、竞争情报等方面的服务，帮助客户深入
洞察市场和客户。
总的来说，埃森哲的客户洞察方法是基于数据驱动、创新研究、全球化视角和专业团队支持的，以帮助企业更好地了解客户需求，
抓住市场机会，提升竞争力。
埃森哲(中国)深度调研报告
IT技术咨询主要通过应用软件帮助客户完成信息系统集成，而外包则是近几年的新兴业 务。目前中国内地的销售收入不足埃森哲全球收入的1％，而且主要是管理咨询和IT咨 询，外包业务很少。
在中国内地，外包咨询服务的客户数量只是由2003年的3家发展到现在的7家，且主要是 外资客户。这与埃森哲国际业务中外包客户数量的大幅增加的情况有些区别，这也是埃 森哲在中国下一步的发展重点。
7
埃森哲（中国）咨询公司的工作方法
发展战略
埃森哲的整合性咨询服务
组织战略
业务运作模式 信息战略
战略服务
变革管理 变革管理
系统实施和管理
系统设计
系统管理
流程/技术
一体化高价值 服务体系
帮助客户获得竞争优势和进行业务的优化
使客户业务和利润增长，并使其股东价值最大化
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埃森哲（中国）咨询解决方案---信息技术
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埃森哲（中国）咨询解决方案---管理咨询
埃森哲大客户的忠诚度高也跟他的市场定位有关。跟其他很多管理咨询公司不同 的是，埃森哲是为数不多的能够提供管理咨询价值链“端到端”服务的公司。比如， 有些国际知名的管理咨询公司只负责高端战略的制定，还有一些公司只负责专业领域 的咨询，如人力资源或者系统集成和信息技术服务。而埃森哲的服务涵盖从最高层的 公司战略、运营层面的运营改进、流程再造优化，直至系统实施和外包服务。埃森哲 将帮助客户成就卓越绩效作为为客户服务的价值目标，不只给客户提供方案和蓝图， 更要帮助蓝图实施，要和客户一起将方案付诸实践并看到效果。这都是埃森哲保持高 客户忠诚度的原因所在。
Oracle解决方案
充分利用从250多个甲骨文应用方案项目中积累并强化的经验。
PeopleSoft解决方案 让您的PeopleSoft企业解决方案发挥最大效益
咨询公司埃森哲专业模板完整版
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感谢您的观看
客户满意度高
凭借优质的服务和良好的业绩，埃森哲赢得 了众多客户的信任和好评。
CHAPTER 06
服务流程
需求分析
01
明确客户目标
深入了解客户的业务需求和目标 ，确保咨询项目能够满足客户的 期望。
收集信息
02
03
分析问题
通过访谈、问卷调查等方式收集 客户业务相关的信息，为后续分 析提供数据支持。
基于收集的信息，识别客户业务 中存在的问题和挑战，为制定解 决方案提供依据。
根据分析结果，埃森哲为 企业设计符合其发展需求 的人力资源管理体系，包 括招聘、培训、绩效管理 等方面。
埃森哲为企业提供人力资 源培训服务，提高企业人 力资源管理的专业水平。
在项目实施过程中，埃森 哲对项目进行持续的监控 和评估，确保项目达到预 期的效果。
案例三：企业战略咨询
企业战略是企业发展的核心
总结与反馈
在项目结束后进行总结，提炼经 验教训，为客户提供持续的支持 和改进建议。
方法论工具
行业研究工具
利用专业的行业研究工具，收集最新的市场数据 和趋势，为解决方案提供有力支持。
项目管理工具
采用高效的项目管理工具，确保项目进度和质量 的控制，提高工作效率。
ABCD
数据分析工具
运用先进的数据分析工具，对收集到的数据进行 深入挖掘，揭示数据的内在联系和规律。
培训与认证
团队成员定期参加各类培训和认证，以确保其专 业知识和技能的更新与提升。
团队优势
行业洞察力
团队成员对各行业发展趋势有深入了解，能 够为客户提供前瞻性的战略建议。
项目管理能力
团队在项目管理方面具有丰富的经验，能够 确保咨询项目的顺利实施。
某韩国银行咨询报告(英文版).pptx
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Operations Processing
Customer Maintenance - Details - Relation-
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Reg-ulatory infor. MAauinthteonriatnyce - Ratios Reporting
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ISP Project Executive Summary - February 15, 1995
Information Action Plan Overview
1. Information Action Plan Overview
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ISP Project Executive Summary - February 15, 1995
- D.M
- Consulting
Needs Analysis
- Customer - Products - Market
Campaign - PPlalannning
Developmen t - Sales
Promotion Plan
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- EFT/POS - SWIFT
BOK Wire
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Relationship Management
Customer Mgmt.
Credit Control
Sales Support - Cust. Seg. & Selection
Company Introduction ESSEX Lake Group是一个全球化的咨询公司
Company Introduction:ESSEX Lake Group是一个全球化的咨询公司，在纽约，伦敦，米兰，上海，新德里都有公司。
本公司致力于为世界财富500强公司提供高质量的咨询服务。
我们的核心团队成员在运营分析和金融领域具有非常丰富的经验。
多数合伙人早年供职于知名咨询公司以及金融机构包括麦肯锡和美国运通, 并且拥有超过二十五年的资深经验。
通过成功的项目合作，我们已经与很多著名的北美和欧洲主要金融机构建立起了非常密切的关系。
我们的优势在于利用高级分析技术为复杂问题提供切合实际的解决方案，以实现在短期内迅速提升企业利润。
我们的成员:ESSEX的团队由三种类型的专业人员组成：-具有在金融服务，电信，零售等领域丰富运营和项目实施经验的合伙人-来自世界各地知名机构的熟悉建模技术的数量分析科学家和专家-具有丰富咨询经验的商业顾问和经理。
大部分人来自全球知名的商学院，例如哈佛，沃顿，哥伦比亚等ESSEX的成员来自世界各地, 拥有多元的背景，但是我们都富有热情和创造力，勤奋工作并且充满活力。
我们怎样工作：-根据个人技能的特点和项目需要的不同，ESSEX的团队成员在遍布世界各地的“虚拟全球化”环境中工作-基于团队整合和开发的目的，ESSEX的员工时常需要在位于美国和欧洲的客户场所或者不同的办公室工作我们的优势：-ESSEX通过多角度理解商业行为，深入分析并且提出建议-ESSEX为复杂问题提供可行和实际的解决方案-ESSEX利用全球不同办公室之间的合作为客户提供24小时的服务，不管客户位于何处我们的文化：-ESSEX提供开放和灵活的环境，鼓励不同的想法并保持严谨的态度-ESSEX培养员工使他们成为具有国际化视野，能够接触不同文化和观点，享有在全球各地商旅机会的世界公民-ESSEX并不简单地提供咨询建议。
我们深入理解客户的运营方式并基于数据分析结果提供可以快速提升客户利润的方案, 并且协助客户实施该方案-ESSEX尊重才智，勤奋，和创新我们现在正在寻找精力充沛，工作主动自觉，具有团队合作精神的优秀人才来为我们的团队带来新颖想法和创新解决方案。
埃森哲调查报告
埃森哲调查报告埃森哲调查报告：保险创新有机遇根据国际咨询公司埃森哲对于7000个来自13个国家的受访者的调查显示，发达国家的更年轻一代和来自新兴市场的消费者，对于诸如移动服务这样的创新更加感兴趣，而且很有可能进行消费。
这对于保险公司来说就是商机，保险公司开发有创意和个性化的保险产品和服务，并将创新类产品通过这些消费者偏爱的销售渠道进行广泛传播。
超过76%的小于35岁的受访者表示了对于移动服务的兴趣，他们给保险公司发短信希望获知最新的索赔信息，并且希望与保险经纪人和保险中介公司通过装有视频功能的智能手机进行互动。
而超过45岁的受访者中只有46%表示出了这种兴趣。
在中国，96%的消费者表示对新的移动服务感兴趣，而印度有91%，韩国有88%，巴西有83%。
比较而言，新兴市场中平均63%的受访者对移动服务感兴趣，而德国仅为41%。
当购买保险时，使用诸如社会媒体网络和博客的模式基本相同。
这些可以引起49%的巴西受访者的兴趣，而法国只有14%。
然而，发达国家中的更年轻一代和新兴市场的消费者是最不忠诚的：平均超过22%的受访者表示他们很有可能在未来的12个月内不会在他们过去的承保公司投保，而且18至24岁年龄段的受访者中，这个比例会升高到31%，但在超过55岁的受访者中可能会大大降低到10%。
新兴市场的消费者很可能转换承保人以期获得可以满足他们需求的产品。
比如，96%的中国消费者很有可能转保，美国则有59%的消费者会这么做，而调查的平均比例则为76%。
尽管如此，发达国家中的更年轻一代和新兴市场的消费者都极有可能愿意付高一些的保险费以获得能满足他们需求的产品。
接近70%的18至24岁年龄段的消费者表示他们愿意多花些钱，这与55岁以上群体的33%，和45至54岁年龄段群体的38% 相比高出很多。
印度、中国、韩国和巴西的消费者分别有93%、92%、76%和73%的受访者，愿意支付更多来获得满足自己需求的产品和服务，而在法国只有21%的受访者愿意。
如何写咨询报告
如何写咨询报告————我的一点心得体会有人认为，撰写咨询报告并非很难的事情，不需要小题大做，更不要长篇大论，我认为绝非如此。
在这里我谈谈自己对撰写咨询报告的理解和体会，与大家分享，仅供参考。
在谈如何写咨询报告之前，我先谈谈写咨询报告与写学术论文或一般性的文章有什么区别。
首先，写咨询报告与写学术论文在某些方面具有一定的相似性，主要表现为：（1）它们都是一种思想的传播形式；（2）都具有很强的逻辑推理性；（4）报告结构非常严谨；（5）都是通过一定的理论模式来阐述自己的思想或观点；（6）对得出的结论具有明确的倾向性等。
但咨询报告与学术论文也存在很大的不同。
（1）在报告写作风格上，咨询报告一般采取演绎推理法，即以成熟的理论框架为分析工具，以事实论据为分析手段，从而阐述自己的观点。
而学术论文基本采取归纳推理法，更强调理论的创新性，即通过一定案例（或实验现象等）分析，从而总结出创新性的经济/管理思想（或技术发明等）。
（2）在思维模式上，咨询报告的思维模式就是“提出问题－解决问题－方案设计”。
而写学术论文的思维模式就是“提出论点－求证分析－结论”。
由此可见，咨询报告与学术论文具有很大的区别。
至于一般性的文章，它只是告诉别人自己的一个观点或说明一个事实，让人从中产生一定的共鸣或得到一定的启迪等，不象咨询报告或学术论文要求那么严谨或严格。
在明确了咨询报告与学术论文或一般性的文章之间的区别之后，那么如何撰写咨询报告？一.思维模式前面说了，咨询报告一般遵循“提出问题－解决问题－方案设计”的思维模式。
（一）如何提出问题如何提出问题？提出哪些问题?提出问题的目的和意义是什么？提出问题的内容来源于《项目建议书》每个阶段欲完成的咨询报告的要求。
例如，在《公司战略》报告中，提出问题就是明确：（1）发展模式—公司未来发展使命、远景？战略定位、发展路径和实现的战略目标？（2）成长模式—业务组合；（3）管理模式—运营机制和资源配置等。
埃森哲-APPARC韩国银行咨询报告(英文版)(doc 26页)
埃森哲-APPARC韩国银行咨询报告(英文版)(doc 26页)部门： xxx时间： xxx整理范文，仅供参考，可下载自行编辑Application ArchitectureDecember 7, 19955.3A PPLICATION A RCHITECTURE (3)5.3.1 Section Overview (5)5.3.2 Application Architecture Model (6)5.3.3 Current Application Architecture (9)5.3.4 Application Architecture Guidelines (13)5.3.5 Proposed Application Architecture Strategy (14)5.3 Application ArchitectureThis section describes Bank X’s current and future application architectures--the systems and applications used by customers, branch personnel, business users, executives, and external agency to support Bank X’s business environment. The applica tion architecture is built based on user requirements, new technical solutions, and banking best practices. Where possible, we have identified potential technical and business supported changes that could help Bank X’s systems. The Application and Data plan describes the actual planned improvements or new applications to be built over the next five years.Key featuresThe focus of the new application architecture is to enhance market-driven processes--processes that improve Bank X’s position in the K orean banking environment by providing better customer service, products, increased market coverage, and competitive prices. Many of the new applications focus on improving management information to help Bank X manage a larger bank and to more precisely evaluate customer needs. Highlights of the new application architecture include:•New sales and marketing systems⇒Needs analysis (customer, product, and market)⇒Campaign planning (new channels, sales, promotion activities)⇒Branch opening support (global information system)⇒Sales support (sales schedule, customer consulting activities)•Enhanced customer management systems⇒Corporate data information management (financial, personnel, news)⇒Retail customer information management (name, address, family relationships)•Advanced credit systems⇒Corporate credit analysis⇒Customer credit scoring•New management information systems⇒Business unit profitability (customer, product, branch)⇒Regulatory and Compliance⇒Treasury management⇒Market risk⇒Product managementPotential risksTo achieve the application architecture, Bank X will need to carefully coordinate technical infrastructure improvement, database development, and EDP resources. This requires managing the following risks:•Customer applications (e.g., ATM, credit card, phone banking, electronic banking) are not competitive with other Korean banks or non-Korean banks (e.g., Citibank)•Changing customer preferences may require changed application focus, new products, or new services•Bank X EDP department lack the resources to both support existing applications and build new technical infrastructure•Bank X tries to build to many new applications•Existing applications are do not meet future needs or can not integrate well with new applications•Technical infrastructure and databases can not support new applicationsBenefits of Application ArchitectureAs application architecture is a high level model shared by both business and EDP personnel to identify the types of systems Bank X requires. It is a tool similar to a building architecture that provides a model to be used to plan projects, design new systems and databases, and prioritize EDP activities.•Business and Technology department cooperation The application architecture should be shared document between business units and technology areas. Business units, operations personnel, branch personnel, and executives should be able to identify the applications that support their areas. Changes to those applications should be clearly distinguished as should new applications•Increased Usability The architecture should provide users with the applications they need to support their tasks and to meet their type of work.•Flexibility and Isolation By separating applications based on business functions, the application should be allowed to grow in sophistication with the business.Secondly a change to one business areas applications should not impact other business areas.•Identification of Packaged Solutions The application architecture and the application plans should describe applications to a detailed enough to identify whether packaged solutions can meet business requirements.•Standardization The architecture should identify opportunities to share program components and data across applications. It should also help indicate the proper platforms for applications.5.3.1 Section OverviewThe application architecture section is comprised of the following sections:5.3.2 Application Architecture Model - presents a conceptual model used to categorize and visualize the architecture components.5.3.3 Architectural Transformation - Describes the process of building Bank X’s new applic ation architecture5.3.4 Application Architecture Guidelines - presents guidelines that should be followed in order to implement a successful architecture.5.3.5 Proposed Technical Architecture Strategy - this section illustrates the likely features of the new architecture. It contains the following sub-sections:- 5.3.5.1 Service Delivery- 5.3.5.2 Central Processing- 5.3.5.3 Relationship Management- 5.3.5.4 Management and Control- 5.3.5.5 Information Delivery5.3.2 Application Architecture ModelThe goal of the architecture strategy is to define an application architecture that will support Bank X's future business requirements. To assist in the development process, Andersen Consulting's Vision Application Architecture Model was chosen as a design tool. This section shows how the proposed application architecture was designed using the Vision Application Architecture Model as a starting point. The components of the Vision Application architecture are:1.Service Delivery2.Central Processing3.Relationship Management4.Management and Controlrmation Delivery6.Gateways.。
埃森哲全球医患大调查报告
• Where relevant, the survey uses select findings from the 2019 Accenture Doctors Survey to compare the doctor and consumer responses.
What did we do to ensure balance and a representative sample?
Data were weighted to be nationally representative of the general population in each country (or the online population in the case of Brazil*). •In Australia, data were weighted by education, age by sex, region, and income •In Brazil, data were weighted by sex, age, region, income socioeconomic group, internet connection type, and whether an online buyer •In England, data were weighted by region, education, age by sex, and hours online •In Norway, data were weighted by age by gender, education, income, region, and household size •In Saudi Arabia, data were weighted by age by sex, nationality, and region •In Singapore, data were weighted by age by sex, ethnicity, and household income •In the US, data were weighted by education, age by sex, race/ethnicity, region, and income to be nationally representative of the general population. However, because 2019 data were not weighted, all data for trended questions are not weighted. This is indicated on each slide.
埃森哲-APPARC韩国银行咨询报告
Application ArchitectureDecember 7, 19955.3A PPLICATION A RCHITECTURE (3)5.3.1 Section Overview (5)5.3.2 Application Architecture Model (6)5.3.3 Current Application Architecture (10)5.3.4 Application Architecture Guidelines (15)5.3.5 Proposed Application Architecture Strategy (16)5.3 Application ArchitectureThis section describes Bank X’s current and future application architectures--the systems and applications used by customers, branch personnel, business users, executives, and external agency to support Bank X’s business environment. The application architecture is built based on use r requirements, new technical solutions, and banking best practices. Where possible, we have identified potential technical an d business supported changes that could help Bank X’s systems. The Application and Data plan describes the actual planned improvements or new applications to be built over the next five years.Key featuresThe focus of the new application architecture is to enhance market-driven processes--processes that improve Bank X’s position in the Korean banking environment by providing better customer service, products, increased market coverage, and competitive prices. Many of the new applications focus on improving management information to help Bank X manage a larger bank and to more precisely evaluate customer needs. Highlights of the new application architecture include: •New sales and marketing systems⇒Needs analysis (customer, product, and market)⇒Campaign planning (new channels, sales, promotion activities)⇒Branch opening support (global information system)⇒Sales support (sales schedule, customer consulting activities)•Enhanced customer management systems⇒Corporate data information management (financial, personnel, news)⇒Retail customer information management (name, address, family relationships)•Advanced credit systems⇒Corporate credit analysis⇒Customer credit scoring•New management information systems⇒Business unit profitability (customer, product, branch)⇒Regulatory and Compliance⇒Treasury management⇒Market risk⇒Product managementPotential risksTo achieve the application architecture, Bank X will need to carefully coordinate technical infrastructure improvement, database development, and EDP resources. This requires managing the following risks:•Customer applications (e.g., ATM, credit card, phone banking, electronic banking) are not competitive with other Korean banks or non-Korean banks (e.g., Citibank)•Changing customer preferences may require changed application focus, new products, or new services•Bank X EDP department lack the resources to both support existing applications and build new technical infrastructure•Bank X tries to build to many new applications•Existing applications are do not meet future needs or can not integrate well with new applications•Technical infrastructure and databases can not support new applicationsBenefits of Application ArchitectureAs application architecture is a high level model shared by both business and EDP personnel to identify the types of systems Bank X requires. It is a tool similar to a building architecture that provides a model to be used to plan projects, design new systems and databases, and prioritize EDP activities.•Business and Technology department cooperation The application architecture should be shared document between business units and technology areas. Business units, operations personnel, branch personnel, and executives should be able to identify the applications that support their areas. Changes to those applications should be clearly distinguished as should new applications•Increased Usability The architecture should provide users with the applications they need to support their tasks and to meet their type of work.•Flexibility and Isolation By separating applications based on business functions, the application should be allowed to grow in sophistication with the business.Secondly a change to one business areas applications should not impact other business areas.•Identification of Packaged Solutions The application architecture and the application plans should describe applications to a detailed enough to identify whether packaged solutions can meet business requirements.•Standardization The architecture should identify opportunities to share program components and data across applications. It should also help indicate the proper platforms for applications.5.3.1 Section OverviewThe application architecture section is comprised of the following sections:5.3.2 Application Architecture Model - presents a conceptual model used to categorize and visualize the architecture components.5.3.3 Architectural Transformation - Describes the process of building Bank X’s new application architecture5.3.4 Application Architecture Guidelines - presents guidelines that should be followed in order to implement a successful architecture.5.3.5 Proposed Technical Architecture Strategy - this section illustrates the likely features of the new architecture. It contains the following sub-sections:- 5.3.5.1 Service Delivery- 5.3.5.2 Central Processing- 5.3.5.3 Relationship Management- 5.3.5.4 Management and Control- 5.3.5.5 Information Delivery5.3.2 Application Architecture ModelThe goal of the architecture strategy is to define an application architecture that will support Bank X's future business requirements. To assist in the development process, Andersen Consulting's Vision Application Architecture Model was chosen as a design tool. This section shows how the proposed application architecture was designed using the Vision Application Architecture Model as a starting point. The components of the Vision Application architecture are:1.Service Delivery2.Central Processing3.Relationship Management4.Management and Controlrmation Delivery6.Gateways.1. Service DeliveryService Delivery supports all banking functions provided to benefit Bank X’s customers. These include the branch network, internal department s, customers, correspondent banks and clearing and funds transfer service providers. They may use a variety of techniques to access the organization's information, such as terminals in branches, executive workstations, telemarketing workstations, ATMs, home and telephone banking and corporate workstations.The objective for Service Delivery is to provide an integrated and seamless interface to all users. Traditionally, screens and menus were developed as part of a specific system such as branch sales, credit scoring or account processing. However, to reduce costs and improve customer service organizations are trying to streamline their business processes. For instance, they might want not only to sell a loan to a customer, but also get credit authorization and set up an account on the spot.The range of functions provided by the system must match the range of activities the user performs. If front office staff in a branch are supposed to provide customer service and to sell, then they need a platform which will allow them to do both, irrespective of whether they are accessing a product processing system or a sales support system.2. Central ProcessingCentral processing includes the transaction processing traditionally supported by central systems. This processing ensures t hat the bank’s transactions are properly executed and that the bank’s various accounts are properl y managed. Central processing consists of four components:Operations ProcessingIn order to process transactions a number of common functions need to be performed before they are applied to a particular system. The user's authority to carry out the transaction needs to be authenticated - for instance, ATM PIN validation. The source and nature of the transaction need to be recorded for use in activity measurement and for productivity monitoring. Security requires that transactions are properly audited and in some instances business rules dictate thata second person must authorize the transaction. Journal entries must be generated. If transactions are not applied to the underlying product processing system,these exceptions must be captured and reprocessed efficiently.Closing and SettlementClosing and settlement functions ensure that all accounts are properly updated, reconciled, and accurate. It requires transferring information between various entities including other banks, clearing agencies, and across branches. The system should process business transactions rather than a series of more physical transactions dictated by the limitations of product administration systems. For instance, transferring money from one account to another is a single business transaction. This remains true even when the accounts are in different currencies, processed on different systems, and require several journal entries.Product AdministrationProduct administration functions perform all product specific processing for deposits, loans, foreign exchange, credit cards, bill payment, trade finance, and other types of products.Product FactoryA product factory is a system that supports common product functions such as interest calculation and payment, pricing, product reporting, product accounting,and other product calculations. Many banking institutions are using object-oriented techniques to manage their many product types.3. Relationship ManagementRelationship Management supports sales and marketing, customer management and credit control. These are business functions which relate principally to customers and households as opposed to individual accounts. Marketing campaigns are managed across the various distribution channels available. Then, by drawing on information about individual customers, other members of their households, their products, product usage patterns, demographics and behavioral psychographics, needs are identified. Campaign execution can be in the form of direct mail, telemarketing or the passing of leads to branches. Sales support provides facilities for demonstrating product benefits to customers, managing leads in progress and closing the sale.Customer service histories are maintained recording the quality of the individual relationship. For business customers and high net worth individuals, information on customer profitability and the relationship as a whole may be used to determine how to structure and price product offerings. Institutions also need to report on the individual customer relationship for regulatory purposes such as to the Bank of Korea.Credit management includes not only the initial scoring of applications but the subsequent monitoring and resetting of limits. By understanding a customer's complete relationship different decisions can be made. For instance, a customer with an unauthorized overdraft on a checking account but a large balance on deposit should be treated differently from a customer with a similar unauthorized overdraft who has also exceeded the limit on his credit card. Part of the process is likely to involve credit scoring and using third party information for credit decisions.4. Management and ControlThe Management and Control component of our architecture is divided between management information functions and administrative functions. Administrative functions, which are generally not specific to the financial services industry, form the basis of effective organization and office management.The Management Information component supports the activities of planning, analysis, monitoring and reporting. It is divided into three broad categories: •Financial: Information on costs, profits and positions for use in producing financial position and regulatory reports (including BIS reports), budgeting and forecasting, and assessing risk.•Operations: Information on productivity and service quality.•Sales: Information on current sales performance and that required to assess the actual profit and potential for profit from different products and sectors of the market.Executive information is provided from all three categories in a more summarized form.5. Information DeliveryInformation Delivery manages the external delivery of information whether on paper or by electronic means. Information Delivery may involve additional processing such as that required for Electronic Data Interchange (EDI). It allows financial institutions to be a service provider for information exchange between clients and third parties. Indeed the financial institution may choose to position itself as the provider of the value-added EDI network itself.The physical printing of reports, statements and mailings are also Information Delivery activities. It can often be more cost effective to subcontract some of these activities to third parties. Through Information Delivery it is also possible to consolidate orders for physical media such as checkbooks and plastic cards, realizing greater bulk discounts.6. GatewaysThe gateways are the components generally systems software or middleware that enable information to be distributed between applications as well as shield the applications from changes in the underlying technical or data architectures. The four main gateways are:•Driver: Manages the process of getting valid business transactions to the appropriate application, including translating single business transactions into one or many systems transactions. For example, when a central customer master file is updated, the driver process will ensure that this transaction is passed to the relevant applications.••Integrator: These processes will be responsible for integrating information from the various applications. An example would be the summarization of data from the customer or product information to evaluate branch profitability.•Navigator: Establishes and maintains the bank’s view of its relationships and systems. It maintains information about clients, interm ediaries, other third parties and their interrelationships.•Distributor: These processes consolidate information for use both within Bank X and also for external organizations such as clearing and settlement organizations or for SWIFT.Gateway functionality is further discussed in the technology plan.5.3.3 Architectural TransformationTransforming from a centralized mainframe architecture to a new distributed architecture is a difficult task, and one that many organizations have failed in. Nevertheless the realities of today’s banking and technology environments have made architectural transformation a necessity. More and more the banks with best technologies and information systems have a competitive edge. Banks with advanced technology can:•Deliver advanced services to customers•Spot market trends quicker•Bring products quickly to market that truly meet customer needs•Capture new market segments•Discriminate between profitable and unprofitable customers•Discriminate between high risk and low risk products and customers•Mitigate their risks through diversification or hedgingTo develop Bank X’s new application architecture we have taken the following steps which we hope will lead to successful arch itectural transformation.Step 1 - Recognize the changing environmentBefore the project started Bank X had recognized that both technology and Korean banking were evolving at increasingly rapid rates. It is no longer possible to plan technology on a one year basis, nor can one use the technology developed for banks 10 years ago. In the first step, we reviewed the current Transaction System - Reporting system architecture which is based on IBM Japan’s model for banks 10-15 years ago.With the changing technology, this model has become outdated and for the most part, Japanese banks are searching for new methods. Unfortunately for the larger banks, changing is difficult after 15 years of investment in mainframe systems. Sometimes being the largest bank in the world can be a liability.Step 2 - Identify new methods for grouping applicationsThe second step was to find ne w methods of grouping Bank X’s applications (rather than simply grouping by on-line or reporting). Our method was to choose six data and processing characteristics (see section 5.1) and classify the applications by these characteristics.Step 3 - Regroup system supported functions into new applicationsIn step 3, we regrouped the business functions based primarily on the user type, processing type, and data summarization level. This lead to a preliminary application architectureStep 4 - Validate against other application architecturesStep 4 was the process of validating Bank X’s architecture against Andersen Consulting Vision architecture (described in Section 5.3.2) as well as against other bank’s architectures. This validation lead to a few adjustments. This architecture is shown in figure 5.4.Figure 5.3.3.2 - Current ApplicationsStep 5 - Map in new business requirementsThe fifth step was to map in new business requirements by identify potential applications based on the user requirements developed by the management assessment team.Step 6- Revalidate against the vision architectureThe final step was to revalidate the future architecture against the Vision application architecture. This lead to the final architecture picture.It should be noted that the final architecture should represent Bank X’s requirements. A simple implementation of the Vision architecture, IBM’s architecture, or any other architecture would in the end fail as these architecture are generic based on many banks.5.3.4 Application Architecture GuidelinesThis section presents guidelines that will be followed throughout the implementation of the application architecture. These guidelines will be used as a starting point for Bank X in their decision making process. Each guideline will be assigned a relative importance which will be used in the selection of architecture components. They are based on Andersen Consulting's experience in implementing similar architectures in the retail financial services industries.The guidelines are as follows:Architecture driven by the business The selecting and building of architectural components should be driven by the needs of the business and not by technology. Bank X’s EDP department must understand the business requirements and the business lines must understand new applications such as risk management, smart cards, and virtual banking.Unify Applications Users should be supported by a small number of applications in such a way that each business functions require only a single application to operate.User Driven The user interface, application logic, information availability should be based on the users requirements. Knowledge workers (product specialists, business managers, loan officers) require advanced functions and reporting. Executives require summarized information from theentire bank. Tellers and operations clerks require easy to operate systems that allow them to process transactions quickly. Customer systemsshould have quick response times and attractive user interfaces.Consistent, Easy to Use In all cases, the user interface should be intuitive . Application screens and windows should follow interface standards so that different applications have the same “look and feel”. On-line help screens should be available for all functions.Flexible The architecture should be able to support the introduction of new products and changes in functionality that are inherent in Bank X's business. The architecture should also be able to utilize the latest developments from third party vendors to support new products and allowproductive custom development and enhancements.Well documented All applications should be clearly documented so that application developers, maintainers, and users can clearly understand the relevant functional and technical components.Package Driven Where practical, the application architecture should use commercial software packages rather than be custom developed. Packages are less expensive than building software at Bank X and can provide full functionality quicklyIntegrated Information should be shared across applications. Where possible the same databases should be used across applications. Applications should share software components where possible including validation routines, product calculations, data access routines, logging, and othercommon functions.Phased Approach for Software Roll out A phased approach should be used for the software roll out. Implementing all applications at one time would likely result in a number of partially or unfinished projects.Secure To protect the confidentiality of the bank’s customers and to secure the funds deposited at Bank X, the architecture must pro vide robust security at the network, system, application, data. While ensuring that no unauthorized access is possible, the security must not inhibitefficient use of the system by authorized users.5.3.5 Proposed Application Architecture StrategyThis section 5.3.5 outlines the proposed application architecture strategy to support Bank X's business requirements. This architecture is based on the user requirements identified in section 5.1. This section proposes a application architecture that will better enable Bank X’s growth and pro fitability goals. The new architecture focuses on developing systems to evaluate product and customer needs, costs, profitability, and requirements. Detailed application strategies are described in appendix 1.5.3.5.1 Service DeliveryThe service delivery approach is shown in figure 5.3.5.1 The major strategies in the service delivery are as follows:Customer SystemsCustomer systems will become increasingly important in the Korean Banking environment over the next five years. Competition from non-Korean banks such as Citibank using advanced technologies, electronic payment, Internet access will raise the technology and application stakes.ATM/CDAt present, there are no plans to upgrade the ATM and CD network with the exception of building ATMs in the new branches. This decision is based on the strategic focus on Middle/Upper income customers who prefer face to face contact.This strategy is contrary to the trends seen in the US, Japan, and Europe where banks have significantly upgraded their ATMs. Already Citibank hasimplemented advanced 24-hr ATMs in Korea that provide a wide range of functions. As we have seen in the US, Europe, and Japan, customer systems can be a key differentiator for the future. In the US, for example, most people choose their bank based on the proximity of the ATMs to their work or home (rather than branch proximity). Similarly, most customers in the US ever enter the branch. Banks in Switzerland provide full function ATMs that let customers perform FX transactions, buy/sell stock, review interest rates, and other advanced banking functions.Many Western banks are considering adding multimedia features(sound, graphics, and video) to their ATMs which requires both hardware and software upgrades. Nationwide bank in England has built virtual branches that provide the bank’s customers with a graphic image of a bank.In the application plan Bank X must decide whether they believe these trends will occur in Korea and decide how to react.Electronic Banking (Home/Firm)At present there are few plans to upgrade Electronic banking, this text-based system was built recently and is similar to other Home/Firm banking applications in Korea. One strategy that Bank X is exploring is the use of the Internet Web server to distribute information about Bank X to current and potentialcustomers.In the US, Citibank also has an easy to use electronic banking software package which it distributes for free. The other new trend is to use the Internet Web to make payments and provide banking services. Bank of America is piloting Internet based banking in the US.Credit CardAt present there are few plans to upgrade the Credit Card functions, The main functions currently supported are cash retrieval and payment functions.In the US, credit cards have become a major force in banking. Most large purchases, entertainment, and travel expenses are paid by credit card. In addition, credit cards are used for mail order purchases. While credit cards are not as popular in Japan and Europe, usage is increasing. The major trend in the US is to offer credit cards with affinity relationships with Airlines, Hotels, and other leisure companies. This cross-marketing has enabled smaller or regional banks to become major credit card providers. The goal is to find customers who hold balances on their cards, but tend to pay off the loans eventually.A new type of credit card is gaining popularity in France: the smart/integrated circuit card, which stores account and transaction information on the card. Thisis the first phase of electronic cash.Phone BankingTelephone banking will be upgraded to provide full automated (touch-tone) service that will enable customers to check balances and transfer money by phone.This service will replace the use of human operators and will make phone banking available for 24hrs.Branch SystemsBranch systems refer to the systems used by female tellers, branch clerks, and branch male associates to perform banking functions such as deposit taking, bill payment, lending, foreign exchange, and account management. Systems for tellers and branch clerks will remain stable for the next few years. The major change is to replace the old teller terminals with PCs which has already occurred in the majority of the branches. Banks in the US are limiting their spending on bank teller systems as fewer transactions are through the old teller system and more through ATMs.Lending systems will be upgraded to improve credit checking and better identify customers who have failed to make loan payments. Barclays Bank in London has a system that automatically performs credit scoring of customers (i.e., evaluates their credit risk and enables tellers to make small loans in 10 minutes)External ProcessingExternal processing supports functions which are used to communicate with external agencies such as the Bank of Korea, other banks, and credit card companies. These applications are updated as necessary to meet the needs of the external companies.Transaction ProcessingTransaction processing systems support bill and check clearing functions including GIRO.Information FeedsInformation feeds systems support interaction with external clearing and credit card agencies. This includes wire transfer (SWIFT) and credit card payment Point of Sale (POS) , and electronic funds transfer (EFT).BOK WireBOK Wire from the BOK are used to make government sponsored loans to entrepreneurs and middle-sized companies. It also supports taking deposits from the BOK.5.3.5.2 Central ProcessingCentral processing supports bank operations--deposits, lending, account closing, clearing and settlement, product management, and product processing. The majority of these applications were built in the first five years. Because these systems originated in a different banking environment (before interest rate changes, complex products, deregulation), they must be constantly maintained and upgraded. Over the next five years, most effort will be to standardize and document these applications. Secondly these application’s databases will be made more uniform to enable transfer to the enter prise data server.Where possible, shared processing such as validation, logging, journal processing, authorization handling, work measurement, financial audit trailing, transaction handling should be identified and separated into common modules.5.3.5.3 Relationship ManagementRelationship management application support three key areas: sales and marketing, customer management, and credit control. All three of these areas will have significant new applications over the next five years.Sales and MarketingSales and marketing systems are used to enable further growth in Bank X’s revenues. Their focus includes:•opening of new branches•attracting new customers to Bank X•selling more products to current customersSales SupportSales support functions include customer segmentation and selection, direct marketing, and consulting services. These applications rely on a strong customer database and good query tools to provide information to sales personnel in the branches. A key new focus area in sales support is the delivery of advisory services to customers (e.g., investment , retirement, and tax planning). These applications should also enable sales professionals to manage leads and sales visits.Needs AnalysisA Needs analysis application will be built to enable sales and marketing professionals to identify potential new products, customer segments, and marketsegments that could produce increased revenues and profits for Bank X. These systems will enable Bank X’s marketing teams to analyze their currentcustomer preferences for products and help them identify new types of loans, savings accounts, etc. These systems also require good customer and product databases as well as statistical analysis tools.。
埃森哲报告
埃森哲报告
埃森哲（Accenture）是全球领先的专业服务公司之一，成立
于1989年，总部位于爱尔兰都柏林。
该公司提供全方位的解
决方案和服务，帮助客户在数字化时代取得成功。
埃森哲的核心业务涵盖战略咨询、数字技术和运营服务。
他们的咨询团队帮助客户制定战略规划，推动变革和创新，提高业务绩效。
他们的数字技术团队为客户提供创新的技术解决方案，包括人工智能、云计算、大数据分析等，帮助客户提升效率和竞争力。
他们的运营服务团队提供一系列的流程外包和IT外
包服务，帮助客户降低成本并加强业务运营效率。
埃森哲在全球范围内拥有广泛的业务覆盖，与众多行业的客户进行合作，包括金融、快速消费品、制造等。
他们深入了解客户的需求，并提供定制化的解决方案，以实现客户的业务目标。
埃森哲一直以来注重创新和技术研发，在行业内具有领先的创新能力。
他们投资于研发实验室，并与大学和科研机构合作，开展前沿科技的研究和应用。
他们还积极参与开放式创新，与初创企业和创新团队合作，推动数字化创新。
埃森哲致力于追求卓越，并持续提高自身的业务能力和服务水平。
他们通过培训和发展计划，确保员工的专业素质和技能得到提升。
他们还积极倡导多样性和包容性，并致力于创建一个开放、平等和共融的工作环境。
总之，埃森哲是一家全球领先的专业服务公司，通过提供多领
域的解决方案和服务，帮助客户在数字化时代取得成功。
他们以创新为驱动力，致力于提供高质量的服务，并不断提升自身的能力和业务水平。
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1) Information Action Plan Overview 2) The Future: The Case for Change 3) Strategic Application Projects 4) Technology Infrastructure & EDP Organization 5) Programme cost, resources, and manpower 6) Programme & Change Management 7) Next Steps
1
ISP Project Executive Summary - February 15, 1995
Information Action Plan Overview
1. Information Action Plan Overview
2
ISP Project Executive Summary - February 15, 1995
Navigator
Operations Processing
Customer Maintenance - Details - Relation-
ship - Credit
history
Reg-ulatory infor. MAauinthteonriatnyce - Ratios Reporting
- EFT/POS - SWIFT
BOK Wire
- Borrowing - National
Treasury
Sales & Marketing
Relationship Managol
Sales Support - Cust. Seg. & Selection
Technology Plan
Information Action Plan Overview
Phase 1
Phase 2 Phase 3
Service Delivery
Customer
ATM/CD - DW - UP - AC Transfer
Phone Banking - TR Service - Account IQ .etc
Credit Card
- Cash Service
Home/Firm - TR Service - Account IQ - Internet - Virtual Bank
Teller/Male
Female - OPproenc(eAsCs,ing
Cust) - DP(TR money
other banks) - Foreign EX/RM - Others IQ
Stage 2
Business & Competition Assessment
Organization Plan
Application, Data, and Technical Strategies
Projects and Schedules
Scope Definition & Classifications
- D.M
- Consulting
Needs Analysis
- Customer - Products - Market
Campaign - PPlalannning
Developmen t - Sales
Promotion Plan
Branch Opening
- GIS
Service Customer Management - Attribute - Exposure /Limits Relationshi p
Setting &
Monitorin g
Debt -CDoelbletoctrion list - Legal
Notice - Recovery
Tracking
Driver
Transaction Management - Financial - Non-
financial
Workflow Management
have also identified the data and technology infrastructures, projects, and schedule to
carry out these strategies.
- ISP Planning Project Workplan -
Stage 1
Information Action Plan Overview
The Information System Planning (ISP) project is complete. We have identified a 5 year
application strategy (shown on next page) aligned with Bank X’s business strategy. We
Customer Third Party Reporting
Profitability of Cust. Details
- Customer
Relationship
- KBF, BOK - Checking real name
- SCcorreidnigt M- aCnraegdeitment Ref. - Limit
Male Processing
- Loan, Mortgage - Card, Borrowing - Trade FI - Others IQ
External Processing
Transaction
Information
Processing
Feeds
- Clears from other banks - GIRO
Current Situation Assessment
IT Strategy
Data & Application
Plan
Information Action Plan
IT Possibility Analysis
3
ISP Project Executive Summary - February 15, 1995
GIS
- Geographic Demographic - Branch attribute