CIMA—E3在线测试(5)12706.pdf

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1、 财经网络教育领导品牌 _ 高顿网校 All Rights Reserved 版权所有 复制必究 1 CIMAE3在线测试（5）1.Requirement(a)Business Process Re-engineering and Process Innovation are similar concepts in the area of business process re-design and innovation.Both aim to improve the processes to make a business run more efficiently with the use

2、of technology to help deliver business effectiveness.In the context of the case scenario,these changes should be focused on improving the quality and level of customer service to meet the demands of customers who now have a choice of bank in Country W.Business Process Re-engineering(BPR)BPR is the f

3、undamental re-design of the existing business processes in order to achieve dramatic improvements in performance to meet the needs of the customers and to eliminate inefficient processes.BPR tries to identify each of the required steps in a particular process and to define a better 财经网络教育领导品牌 _ 高顿网校

4、 All Rights Reserved 版权所有 复制必究 2 system to achieve this service delivery.It often involves the use of technology innovatively to carry out business processes in new ways.For SSS it is likely to involve a radical re-think of its existing business transactions and customer service activities and a rev

5、iew of its current use of technology,particularly in undertaking basic customer transactions and the use of its website.BPR needs to link into SSSs agreed strategy for the future and how that strategy can best be achieved in the long-term.It should not be seen as a short-term fix or way of cutting c

6、osts.Process Innovation(PI)PI focuses upon the invention of completely new processes,rather than re-designing existing ones and it involves the creation of totally innovative ways to do business and nearly always involves the use of new high tech solutions.This approach is likely to involve SSS re-t

7、hinking the entire business and its mission rather than upon individual banking processes and activities that it currently undertakes.Therefore,its impact upon SSS is likely to be much more radical and far reaching than BPR,in that it is likely to involve a complete re-think of the whole mission of

8、the bank and lead to changes in structure and total re-design of processes.An example in the banking business would be the installation of finger print recognition readers at cash machines to identify the customer rather than the use of a magnetic strip on a cash withdrawal plastic card.The use of t

9、his new technology would reduce fraud and differentiate SSS from its competitors.Therefore,for each business process,PI would look to see how the use of technology could deliver a better service for customers.This may be through the use of internet banking to save SSSs branch staff processing each o

10、f the transactions,or for customers to be able to download their transactions to their computers for further analysis,which could be an attraction for business users.Requirement(b)Each business process performed by SSS needs firstly to be broken down into a series of processes.Each process then need

11、s to be recorded and analysed to find out whether it is necessary,whether it is adding value and whether it provides support to other value adding processes.Any process which is not adding value or which is not providing essential support to the value adding activities needs to be eliminated.Those p

12、rocesses that remain need to be re-designed so that they are as efficient as possible.For SSS this is likely to involve the introduction of new technology to improve these processes.However,SSS must ensure that the statutory processes are not compromised.The benefits that SSS is likely to obtain fro

13、m BPR are as follows:In-branch cash deposits and withdrawals The activity of depositing and withdrawing cash from the bank is a vital one for customers and 财经网络教育领导品牌 _ 高顿网校 All Rights Reserved 版权所有 复制必究 3 therefore must be retained,but clearly there are inefficiencies in the current way of operatin

14、g this process.Deposits and withdrawals currently are carried out manually in-branch,resulting in long waiting times for customers.BPR would be likely to involve the review of branch staff processing activities to see if there are any unnecessary or duplicate processes taking place and to eliminate

15、these if they do not add value to the customer.In addition,BPR will involve the review of each process to determine whether it could be improved or eliminated through the introduction of technology.The introduction of automated deposits and withdrawals would drastically reduce the manual input of st

16、aff and reduce waiting times for customers but would require investment in the installation of Automated Teller Machines(ATMs)into branches.Loan applications and account opening Loan applications and opening of new accounts are complex processes,requiring multiple forms to be completed and an interv

17、iew process.These are likely to be more complex processes than deposits and withdrawals,but nevertheless,there is likely to be room for improved efficiency.BPR would involve the analysis of the whole process and all of the activities involved.It is likely that BPR would identify the need for only on

18、e form that captures all of the necessary customer information and it is likely that this could in fact be improved or indeed eliminated through the development of an online application form through SSSs website.Online entry should eliminate the possibility of forms being mislaid,lost or completed i

19、ncorrectly,again enhancing customer service.Online processing checks,ensuring that data fields are correctly entered by customers should reduce errors and eliminate unnecessary staff activities in checking and re-processing forms.Customer service activities Customer relationship management is not a

20、factor that SSS considers to be necessary,as customers have traditionally been loyal.However,this is largely driven by lack of competition,rather than because of high levels of customer satisfaction.Now that customers of Country W have alternative banking opportunities this has now highlighted the n

21、eed for SSS to focus attention on managing its relationship with its customers.This is evident from the number of customers now leaving SSS and moving to the foreign banks.BPR activities would assist SSS in understanding those processes which SSSs customers value the most and eliminate those which a

22、re not valued.The foreign banks have introduced a range of new products,including online banking and mobile and telephone banking facilities,as well as much higher levels of customer service.Clearly these are valued by the customer.As discussed above,in-branch transactions by SSS should be reduced o

23、r eliminated completely in favour of online banking facilities.Use of mobile and internet technologies to undertake its business processes and activities should increase customer satisfaction and customer service levels.Also,they will save time and improve efficiency whilst 财经网络教育领导品牌 _ 高顿网校 All Rig

24、hts Reserved 版权所有 复制必究 4 retaining effectiveness.Overall,it is likely that BPR may increase costs within SSS in the short-term as investment in technology is likely to be required.However,this should have the effect of reducing costly levels of wasted manual activities and processes.In the long-term

25、 the benefits should be increased levels of efficiency,profitability and high levels of customer service and retention.Note:The question only requires candidates to analyse two different business processes of SSS.Requirement(c)(i)BPR will be a major change in SSS and is likely to have an impact upon

26、 the culture of the business.Culture can be generally defined as the way we do things around here(Charles Handy).Currently,the culture of SSS appears to be highly bureaucratic and process driven,with staff having to follow rigid procedures and rules,regardless of whether those processes are actually

27、 necessary or not.The current structure of the organisation is rigid and inflexible and staff are not encouraged to think of new ideas or ways of operating.This has resulted in a culture where staff follow these rules and procedures,taking them for granted and not questioning the status quo.This has

28、 led to a culture of merely doing,which has resulted in low morale,especially as frontline staff receive the brunt of customer complaints.There is no cultural focus upon the importance of the customer as customer reviews have never been undertaken.Therefore,culturally,the customers experience is not

29、 considered to be an important aspect of the business.It is likely that this culture is deeply embedded in the staff and therefore will be difficult to change.Therefore,it is likely that any initiative such as BPR will lead to resistance to change from staff.Managers are also likely to find change d

30、ifficult due to their lack of experience of change in the banks systems and procedures in the past.Therefore,a change agent may be necessary to lead the process and to direct both staff and management.This in itself may be problematic as the staff will never have had experience of working with chang

31、e agents and may resist what could be seen as interference,particularly if it is an external change agent.Requirement(c)(ii)The use of the Kotter and Schlesinger 6 stage change model or Lewins unfreeze/move/re-freeze model may be useful for SSS to adopt to help in the change management process withi

32、n SSS.It will be necessary for the tone from the top to be set and for the SSS Board to be fully committed to change as a way to improve the customer experience.Any cost savings that occur are incidental 财经网络教育领导品牌 _ 高顿网校 All Rights Reserved 版权所有 复制必究 5 and a favourable side-effect of change but the

33、 whole focus needs to be on delivering a better service to customers.It will be necessary to hold road shows and communicate the ideas for change with staff at all of its 100 branches.This could be done by posters,email,newsletters as well as regular staff briefings at all branches.This change proce

34、ss takes time,but it is a necessary step in order to achieve employee buy in and for all employees to participate in helping to bring about change and to focus on what customers want.It may also be necessary to introduce performance related pay(PRP)which links SSSs new business objectives into emplo

35、yees bonus payments.This will help motivate both employees and managers to achieve the business objectives.Employees will resist change but emphasis and time needs to be put in by change agents to help overcome this resistance.Tesco has change agents and Champions for change employees at all stores

36、to help bring about business efficiencies and to focus on the customer.Employees may fear for their jobs and are not familiar with the extensive use of technology,especially very high technology methods,and training will be required.To reassure them,all employees need to be educated that these actio

37、ns are for the long-term growth of SSS rather than simply for short-term cost savings.BPR has a reputation for being seen only as a way of cutting costs and achieving staff reductions/redundancies,so it is natural for employees to be concerned.However,all employees should be briefed about SSSs curre

38、nt loss of customers and its market share and what impact the new foreign banks have had on SSSs performance.It should be explained that the BPR review is being undertaken to enable SSS to grow and develop a long-term strategy to enable it to better serve its customers.Structures will need to be con

39、sidered and new ways of working will have to be set up.Involvement and participation will be new to staff and training must be undertaken.However,if redundancies are a likely outcome,the Board needs to be transparent and clearly and unambiguously explain this to staff to obtain their confidence.参与 CIMA 的考生可按照复习计划有效进行，另外高顿网校官网考试辅导高清课程已经开通，还可索取CIMA 考试通关宝典，针对性地讲解、训练、答疑、模考，对学习过程进行全程跟踪、分析、指导，可以帮助考生全面提升备考效果。更多详情可登录高顿网校官网进行咨询。更多 CIMA 考试资讯，请关注官方微信公众号：gaoduncima