北京市金融后台服务体系发展研究
摘要
20世纪90年代以来,伴随着信息技术和金融创新的发展,金融机构后台业务呈现出与前台业务分离的趋势。经过二十多年的高速发展,金融后台服务完成了由简单到复杂,由非核心到核心的转变,服务种类主要包括金融资产管理、客户服务中心、数据分析和处理、信息安全及认证体系、灾难备份、新产品研发、人力资源培训等。金融后台服务体系是现代金融产业服务价值链上的重要环节,是由相当完善的法律制度、便捷的交通通讯等基础设施设施、一定规模的金融后台服务园区以及专业化的后台服务人才构成的完善体系。金融后台服务体系的特点不仅表现在科技含量高、技术保障能力强等方面,还包括优惠的政策支持、高级人才密集、能够为金融机构发展核心业务提供完善的物化载体等。随着服务的规模和产值不断扩大,一个成功的金融后台服务体系能够充分利用所聚集起来的各种要素和条件,有效实现金融资源的合理开发和高效配置,并有力促进周边地区的经济增长,进而带动整个城市的经济发展,成为城市的竞争优势所在。
本文的核心内容有：一是引入和融合劳动分工理论、比较优势理论、价值链理论、企业能力与核心竞争力理论、产业集群理论,构建较为系统的相关理论基础,为北京市建设金融后台服务体系提供必不可少的理论支持。二是分析印度金融后台服务体系的发展现状、模式及经验,得出启示。三是阐述了北京市金融后台服务体系的规划及现状,采用SWOT分析方法进行深入研究。四是在上述相关研究的基础上,从平台搭建、后台支撑和配套体系方面对北京市金融后台服务体系的发展提出建议。
Since the 90s of the 20th century, along with the development of information technology and financial innovation, back-office businesses of financial institutions have shown the trend of separation with foreground business. After twenty years of rapid development, financial back-office businesses have completed the transtration from simple to complex, from non-core to core areas. The types of back-office businesses include:financial asset management, customer service centers, data analysis and process, information security and certification system, disaster Backup, new product development and human resources training. Financial back-office services industry as an important part of the value chain of modern financial services system,is composed of well-established legal system,convenient transportation and communication and other infrastructure facilities,a certain amount of financial back-office services park.The characteristics of the financial back-office service system includes high technology, strong technical support in terms of policies, support of senior personnal-intensive, development of core business for financial institutions to provide comprehensive physical carrier. As the size and value expand, a successful financial back-office services system can take full advantage of the various elements of financial resources effectively, to achieve the rational development and efficient configuration.In the end, it will promote strong economic growth hroughout the city and the surrounding area and changes intothe city's competitive advantag.This thesis attempts to construct the basic theory,research the successful experiences of international financial background service system.Based on the curent situition and SWOT analysis,this thesis aims to make some recommendations on development of Beijing's background service system, which may have both theoretical and practical significance.
The core parts of the thesis:(1) The introduction and integration of labor division theory,comparative advantage theory,value chain theory, corporate capability and core competence theory, industrial cluster theory. Build a more systematic basis for the construction of the financial background services in Beijing to provide essential theoretical support system.(2) Analysis of the Indian financial background services system development status, mode and experience, draw inspiration.(3) Describition of the plan and status of Beijing financial background system.In-depth study under the SWOT analysis.(4) Based on the above studies,make some recommendations on financial back-office services system in Beijing, such as platforms building and background support systems.
本文的核心内容有：一是引入和融合劳动分工理论、比较优势理论、价值链理论、企业能力与核心竞争力理论、产业集群理论,构建较为系统的相关理论基础,为北京市建设金融后台服务体系提供必不可少的理论支持。二是分析印度金融后台服务体系的发展现状、模式及经验,得出启示。三是阐述了北京市金融后台服务体系的规划及现状,采用SWOT分析方法进行深入研究。四是在上述相关研究的基础上,从平台搭建、后台支撑和配套体系方面对北京市金融后台服务体系的发展提出建议。
Since the 90s of the 20th century, along with the development of information technology and financial innovation, back-office businesses of financial institutions have shown the trend of separation with foreground business. After twenty years of rapid development, financial back-office businesses have completed the transtration from simple to complex, from non-core to core areas. The types of back-office businesses include:financial asset management, customer service centers, data analysis and process, information security and certification system, disaster Backup, new product development and human resources training. Financial back-office services industry as an important part of the value chain of modern financial services system,is composed of well-established legal system,convenient transportation and communication and other infrastructure facilities,a certain amount of financial back-office services park.The characteristics of the financial back-office service system includes high technology, strong technical support in terms of policies, support of senior personnal-intensive, development of core business for financial institutions to provide comprehensive physical carrier. As the size and value expand, a successful financial back-office services system can take full advantage of the various elements of financial resources effectively, to achieve the rational development and efficient configuration.In the end, it will promote strong economic growth hroughout the city and the surrounding area and changes intothe city's competitive advantag.This thesis attempts to construct the basic theory,research the successful experiences of international financial background service system.Based on the curent situition and SWOT analysis,this thesis aims to make some recommendations on development of Beijing's background service system, which may have both theoretical and practical significance.
The core parts of the thesis:(1) The introduction and integration of labor division theory,comparative advantage theory,value chain theory, corporate capability and core competence theory, industrial cluster theory. Build a more systematic basis for the construction of the financial background services in Beijing to provide essential theoretical support system.(2) Analysis of the Indian financial background services system development status, mode and experience, draw inspiration.(3) Describition of the plan and status of Beijing financial background system.In-depth study under the SWOT analysis.(4) Based on the above studies,make some recommendations on financial back-office services system in Beijing, such as platforms building and background support systems.
引文
①引自：王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,07,20
②引自：陆岷峰,陈志宁.用科学发展观统领金融后台服务基地,2008,08,23
③引自：陆岷峰,陈志宁.用科学发展观统领金融后台服务基地,2008,08,23
④引自：王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,07,19
⑤引自：王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,07,20
⑧引自：王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,07,20
⑦北京特华财经研究所研究报告：《北京市金融后台服务体系建设研究》,2006年,第9-10页
⑧HaMel, Prahalad.Core Competence.HBR,1990,05
⑨引自：王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,07,21
⑩引自：王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,07,21
11数据来源:Gupta(2006, P39), PCT指《专利合作条约》,n.a.指不适用
12引自《北京市人民政府关于加快首都金融后台服务支持体系建设的意见》.《北京市人民政府公报》,2007-09-10
13引自《北京市人民政府关于加快首都金融后台服务支持体系建设的意见》.《北京市人民政府公报》,2007-09-10
14引自《北京市人民政府关于加快首都金融后台服务支持体系建设的意见》.《北京市人民政府公报》,2007-09-10
15引自《北京市人民政府关于加快首都金融后台服务支持体系建设的意见》.《北京市人民政府公报》,2007-09-10
16数据来源：北京市统计局网站
17数据来源：北京市统计局网站
[1]Lacity, M. C. Willcocks, L. P. Feeny, D. E. ITOutsourcing:Maximize Flexibiligy and Contr. Harvard Business Review, May-June 1995,84-93
[2]Earl, M. J. The Risk of Outsourcing IT. Sloan Management Review, Spring 1996, 26-32
[3]Cross, J. IT Outsourcing.British Petroleum's Competitive Approach. Harvard Business Review,May-June 1995,94-102
[4]Nelson, P, Richmond, W., Seidman. A Two Dimensions of Software Acquisition. communication of the ACM, Vol.39, No.7, July 1996,29-35
[5]O'leary, M. The maintframe Doesn't Work Here Anymore, CIO, Vol 6, June 1990, 77-99
[6]Clark, Thomas d., Zmud, Robert W. The outsourcing of information services: transforming the nature of business in the information industry. Journal of Information Technology,1995,10,221-237
[7]Choudhury, V. Strategic Choices in the Development of Interorganizational Information Systems Research,1997,3,21-24
[8]D'Aveni, R. A., Ravenscraft. Economies of Integration versus Bureaucracy Costs:Does Vertical Integration Improve Performance?.Academy of Management Journal,1994,37,1167-1206
[9]Das, T., Teng, B. Between Trust and Control:Developing Confidence in Partner Cooperation in Alliances. Academy of Management Review,1998,23(3),491-512.
[10]Arnold U. New Dimensions of Outsourcing:A combination of Transaction Cost Economics and the Core Competencies Concept.European Journal of Purchasing & Supply Management,2000,06,23-29
[11]Arrow, K.The Economic Implications of Learning By Doing. Review of Economic Studies,1962,29,155-173
[12]Federal Deposit Insurance Corporation. Offshore Outsourcing of Data Services by Insured Institutions and Associated Consumer Privacy Risks, June 2004
[13]Spencer J. International Outsourcing and Incomplete Contracts. NBER: working paper,2005,11,418
[14]Qumn J. B., Hilmer F. GStrategic Outsouming. Sloan Management Renew,1994, 35(4),43-55
[15]Finlay Paul N, King Ruth M. IT sourcing:A research framework. Geneva: International Journal of Technology Management,1999(17),109-129
[16]Glass L. Outsourcing under Imperfect Protection of Intellectual Property. Renew of International Economics,2004,12(5),867-884
[17]杜智刚.金融领域外包业务的兴起.国际金融研究,2000,021,41～44
[18]邓敏敏.财务资金外包业务.浙江金融,2001,02,21
[19]曹曼莉,李绍铃,李宛萍.论商业银行业务外包.问题探讨,2003,07,33～35
[20]王晓燕.信息技术外包策略在我国电子化进程中的应用探讨.国际金融研究,2000,04,68～71
[21]陈平.浅谈金融IT的自我服务与外包.中国金融电脑,2003,02,5～61
[22]胡峰.银行业信息技术资源外包策略探讨.金融与保险,2004,10,95～97
[23]代军.金融呼叫中心的外包模式.中国金融电脑,2003,12,20～23
[24]徐为山,王宝舟.保险公司资产管理的全球趋势.上海金融,2003,04,31～33
[25]孙燕.银行业务外包大势所趋.现代商业银行,2005,06,50～51
[26]袁小四.信息技术外包-金融电子化建设的新策略.信息网络安全,2002,04,51～53
[27]魏平.委托外包经营-信用卡业务发展的必然趋势.中国信用卡,2003,05,29～30
[28]冉净斐.以战略联盟进行金融再造.理论探索,2002,12,3～5
[29]冯巧根.论业务外包中的风险防范.中国流通经济,2002,6,37～39
[30]吕丽卫.谈业务外包中的风险管理.现代管理科学,2003,2,69～70
[31]徐妹.西方业务外包研究成果评价.外国经济与管理,2003,2,13～17
[32]陈剑锋,唐振鹏.国外产业集群研究综述.外国经济与管理,2002,08,22～27
[33]杨公遂.关于业务流程外包(BPO)构成要素及动机的探讨.山东经济,2005,21,54～56
[34]陈菲.服务外包动因机制分析及发展趋势预测-美国服务外包的验证.中国工业经济,2005,6,67～73
[35]马祖军.供应链企业业务外包决策模型研究.西南交通大学学报,2004,1,34～37
[36]寇宗来.需求不确定性、生产能力投资和外包.世界经济,2004,9,13～19
[37]汪云峰,刘仲英.基于关系合同的受包企业成本问题分析.同济大学学报(自然科学版),2005,5,706～710
[38]夏红芳,武鑫.金融外包国际动态及对中国金融企业的启示.浙江金融,2006,11,26～27
[39]王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,7,19～23
[40]陆岷峰,陈志宁.用科学发展观统领金融后台服务基地,2008,8,22～24
[41]北京特华财经研究所课题组.金融后台业务发展的国际新趋势.投资北京,2008,7,34～35
[42]黄育华,王力.国外金融后台与服务外包体系建设和发展的重要经验.中国城市经济.2009,4,84～88
[43]施惠洪.我国金融后台建设的企业、行业实践分析.浙江金融,2010,06,53～55
[44]张淼淼.北京金融后台服务区发展现状与对策分析.时代金融,2010,4,91～93
[45]施惠洪.促进我国金融后台园区建设的对策分析.商业时代.2010,18,93～97
②引自：陆岷峰,陈志宁.用科学发展观统领金融后台服务基地,2008,08,23
③引自：陆岷峰,陈志宁.用科学发展观统领金融后台服务基地,2008,08,23
④引自：王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,07,19
⑤引自：王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,07,20
⑧引自：王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,07,20
⑦北京特华财经研究所研究报告：《北京市金融后台服务体系建设研究》,2006年,第9-10页
⑧HaMel, Prahalad.Core Competence.HBR,1990,05
⑨引自：王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,07,21
⑩引自：王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,07,21
11数据来源:Gupta(2006, P39), PCT指《专利合作条约》,n.a.指不适用
12引自《北京市人民政府关于加快首都金融后台服务支持体系建设的意见》.《北京市人民政府公报》,2007-09-10
13引自《北京市人民政府关于加快首都金融后台服务支持体系建设的意见》.《北京市人民政府公报》,2007-09-10
14引自《北京市人民政府关于加快首都金融后台服务支持体系建设的意见》.《北京市人民政府公报》,2007-09-10
15引自《北京市人民政府关于加快首都金融后台服务支持体系建设的意见》.《北京市人民政府公报》,2007-09-10
16数据来源：北京市统计局网站
17数据来源：北京市统计局网站
[1]Lacity, M. C. Willcocks, L. P. Feeny, D. E. ITOutsourcing:Maximize Flexibiligy and Contr. Harvard Business Review, May-June 1995,84-93
[2]Earl, M. J. The Risk of Outsourcing IT. Sloan Management Review, Spring 1996, 26-32
[3]Cross, J. IT Outsourcing.British Petroleum's Competitive Approach. Harvard Business Review,May-June 1995,94-102
[4]Nelson, P, Richmond, W., Seidman. A Two Dimensions of Software Acquisition. communication of the ACM, Vol.39, No.7, July 1996,29-35
[5]O'leary, M. The maintframe Doesn't Work Here Anymore, CIO, Vol 6, June 1990, 77-99
[6]Clark, Thomas d., Zmud, Robert W. The outsourcing of information services: transforming the nature of business in the information industry. Journal of Information Technology,1995,10,221-237
[7]Choudhury, V. Strategic Choices in the Development of Interorganizational Information Systems Research,1997,3,21-24
[8]D'Aveni, R. A., Ravenscraft. Economies of Integration versus Bureaucracy Costs:Does Vertical Integration Improve Performance?.Academy of Management Journal,1994,37,1167-1206
[9]Das, T., Teng, B. Between Trust and Control:Developing Confidence in Partner Cooperation in Alliances. Academy of Management Review,1998,23(3),491-512.
[10]Arnold U. New Dimensions of Outsourcing:A combination of Transaction Cost Economics and the Core Competencies Concept.European Journal of Purchasing & Supply Management,2000,06,23-29
[11]Arrow, K.The Economic Implications of Learning By Doing. Review of Economic Studies,1962,29,155-173
[12]Federal Deposit Insurance Corporation. Offshore Outsourcing of Data Services by Insured Institutions and Associated Consumer Privacy Risks, June 2004
[13]Spencer J. International Outsourcing and Incomplete Contracts. NBER: working paper,2005,11,418
[14]Qumn J. B., Hilmer F. GStrategic Outsouming. Sloan Management Renew,1994, 35(4),43-55
[15]Finlay Paul N, King Ruth M. IT sourcing:A research framework. Geneva: International Journal of Technology Management,1999(17),109-129
[16]Glass L. Outsourcing under Imperfect Protection of Intellectual Property. Renew of International Economics,2004,12(5),867-884
[17]杜智刚.金融领域外包业务的兴起.国际金融研究,2000,021,41～44
[18]邓敏敏.财务资金外包业务.浙江金融,2001,02,21
[19]曹曼莉,李绍铃,李宛萍.论商业银行业务外包.问题探讨,2003,07,33～35
[20]王晓燕.信息技术外包策略在我国电子化进程中的应用探讨.国际金融研究,2000,04,68～71
[21]陈平.浅谈金融IT的自我服务与外包.中国金融电脑,2003,02,5～61
[22]胡峰.银行业信息技术资源外包策略探讨.金融与保险,2004,10,95～97
[23]代军.金融呼叫中心的外包模式.中国金融电脑,2003,12,20～23
[24]徐为山,王宝舟.保险公司资产管理的全球趋势.上海金融,2003,04,31～33
[25]孙燕.银行业务外包大势所趋.现代商业银行,2005,06,50～51
[26]袁小四.信息技术外包-金融电子化建设的新策略.信息网络安全,2002,04,51～53
[27]魏平.委托外包经营-信用卡业务发展的必然趋势.中国信用卡,2003,05,29～30
[28]冉净斐.以战略联盟进行金融再造.理论探索,2002,12,3～5
[29]冯巧根.论业务外包中的风险防范.中国流通经济,2002,6,37～39
[30]吕丽卫.谈业务外包中的风险管理.现代管理科学,2003,2,69～70
[31]徐妹.西方业务外包研究成果评价.外国经济与管理,2003,2,13～17
[32]陈剑锋,唐振鹏.国外产业集群研究综述.外国经济与管理,2002,08,22～27
[33]杨公遂.关于业务流程外包(BPO)构成要素及动机的探讨.山东经济,2005,21,54～56
[34]陈菲.服务外包动因机制分析及发展趋势预测-美国服务外包的验证.中国工业经济,2005,6,67～73
[35]马祖军.供应链企业业务外包决策模型研究.西南交通大学学报,2004,1,34～37
[36]寇宗来.需求不确定性、生产能力投资和外包.世界经济,2004,9,13～19
[37]汪云峰,刘仲英.基于关系合同的受包企业成本问题分析.同济大学学报(自然科学版),2005,5,706～710
[38]夏红芳,武鑫.金融外包国际动态及对中国金融企业的启示.浙江金融,2006,11,26～27
[39]王力.金融产业前后台业务分离的新趋势研究.财贸经济,2007,7,19～23
[40]陆岷峰,陈志宁.用科学发展观统领金融后台服务基地,2008,8,22～24
[41]北京特华财经研究所课题组.金融后台业务发展的国际新趋势.投资北京,2008,7,34～35
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[43]施惠洪.我国金融后台建设的企业、行业实践分析.浙江金融,2010,06,53～55
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