The BPR For The Retail Loan Of The Bank Of East Asia

In the context of economic globalization and interest rate liberalization, customer requirement becomes more personalized and diversified, and market competitions become increasingly fierce. Chinese banks have been operating under the traditional system of labor division and bureaucracy, and managed in sector banks mode for a long time. Business units often proceed from their own interests. Therefore, lack of communication and coordination between departments, fragmented inconsistent business processes, and missing or overlapping borders are commonplace. It is difficult for a unit to earnestly research, plan, and organize the whole process of business operation.The existing organizational structure of The Bank of East Asia for Retail Loan business is Head Office-Branch-Sub-branch. The business is conducted independently by each administering bank. There are a lot of duplicated oversights and reviews due to the lack of trust and collaboration between departments. Position setting is also inflexible.To solve these problems, in this paper, the theories of process-oriented commercial bank and business process reengineering are summarized at first, which are the theoretical foundations for subsequent analyses and research. Secondly, The bank of East Asia and its personal consuming credit business, including analyses of internal and external environment, motivation and meaning of the process reengineering, are described. Then, the method, scope and content of personal consuming credit business process reengineering of The bank of East Asia are introduced. The original organizational structure and process are analyzed. Areas that need improvements are proposed. A new process is designed based on the above theories, involving organizational structure, process optimization, and construction of information systems. Next, differences before and after the process reengineering are shown via data comparisons.Finally, the conclusion is made. Using the reengineered process can not only improve the core competitiveness of The bank of East Asia, but also be understood as the practice for business process reengineering of domestic commercial banks.