MBA原文案例库-英文版(doc 11页)

MBA原文案例库-英文版内容简介：
 　Information technology(IT) is increasingly critical to the operations of financial services firms. Today banks spend as much as 15% of non-interest expense on information technology. It is estimated that the industry will spend at least $21.1 billion on IT in 1998, and financial institutions collectively account for the majority of IT investment in the U.S. economy. In additon to being a large component of the cost structure, information technology has a strong influence on financial firms operatons and strategy. Few financial products and services exist that do not utilize computers at some point in the delivery process, and a firms'information systems place strong constraints on the type of products offered, the degree of customization possible and the speed at which firms can respond to competitive opportunities or threats.
　　A persistent finding of research into the performance of financial institutions is that performance and efficiency varies widely across institutions, even after controlling for factors such as size(scale), product breadth(scope), branching behavior and organizational form(e.g. stock versus mutual for insurers; banks versus saving & loans). Given the central role that technology plays in these institutions, at least some of this variation is likely to be due to variations in the use and effectiveness of IT investments. While some authors have argued that the value of IT investment has been insignificant, particularly in services, recent empirical work has suggested that IT investment, on average, is a productive investment. Perhaps more importantly, there appears to be substantial variation across firms; some firms have very high investments but are poor performers, while otheres invest less but appear to be much more successful. Brynjolfsson and Hitt found that as much as half the returns to IT investment are due to firm specific factors.
　　One potentially important driver of differences in IT value, and of firm performance more broadly, is likely to be the decision and management peocessed for IT investments. Horror stories of bad IT investment decisions abound. Consider the example of the new strategic banking system(SBS) at Banc One(American Banker 1997). Banc One Corp. and Electronic Data Systems Corp. agreed last year to end their joint development of this retail banking system after spending an estimated $175 million on it. As stated in the American Banker article, SBS"was just so overwhelming and so complete that by the time they were getting to market, it was going to take too long to install the whole thing," said Alan Riegler, principal in Ernst & Young's financial services management consulting division. However, not all the stories are negative. New IT systems are playing a vital role in reshaping the delivery of financial services. For example, new computer-telephony integration(CTI) technologies are transforming call center operations in financial institutions. By investing in technology, more and more institutions are moving operations from high-cost branch operations to the telephone channel,where the cost per transaction is one-tenth the cost of a teller interaction. This IT investment not only reduces the cost of serving existing customers, but also extends the reach of the institution beyond its traditional geographic boundaries.
　　In this paper, we utilize detailed case studies of six retail banks to investigate several interrelated questions:

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