| ACKNOWLEDGEMENTS | 第4-5页 |
| ABSTRACT | 第5-6页 |
| 摘要 | 第7-9页 |
| LIST OF ABBREVIATIONS | 第9-20页 |
| 1 Introduction | 第20-36页 |
| 1.1 Research Background | 第20-22页 |
| 1.2 Research Status | 第22-31页 |
| 1.2.1 Foreign research status | 第22-25页 |
| 1.2.2 Domestic research status | 第25-31页 |
| 1.3 The main contents of the thesis research ideas and methods | 第31-36页 |
| 1.3.1 The main content of the research | 第31-32页 |
| 1.3.2 The framework of research | 第32-34页 |
| 1.3.3 Research methods | 第34-36页 |
| 2. Back-office operation centralization on commercial Banks operating model definition ofrelated concepts and theoretical basis | 第36-57页 |
| 2.1 Back-office operation centralization of commercial bank business operating modelrelated concept definition | 第36-39页 |
| 2.1.1 Front desk and Back-office operation management | 第36-37页 |
| 2.1.2 Bank business at the front desk and back office | 第37-38页 |
| 2.1.3 Back office of commercial bank operation centralization mode | 第38-39页 |
| 2.2 Back office of commercial bank operation centralization theory | 第39-48页 |
| 2.2.1 Process bank theory | 第39-41页 |
| 2.2.2 Branch transformation theory | 第41-43页 |
| 2.2.3 Back-office operation risk prevention and control theory | 第43-48页 |
| 2.3 Commercial bank back-office operation characteristics | 第48-51页 |
| 2.3.1 Specialization of the business process | 第48-49页 |
| 2.3.2 Standardization of business operation | 第49-50页 |
| 2.3.3 Personnel management refinement | 第50-51页 |
| 2.4 Commercial bank back-office operation centralization advantages and necessity | 第51-57页 |
| 3 Back-office operation centralization of commercial Banks experience | 第57-66页 |
| 3.1 Foreign Banks operation model of back office practice | 第59-66页 |
| 3.1.1 Citi Bank | 第59-61页 |
| 3.1.2 HSBC | 第61-66页 |
| 4 BEA's back-office operation situation and the insufficient | 第66-78页 |
| 4.1 BEA back-office business operation mode status | 第66-68页 |
| 4.1.1 Push & realize centralized operation in Bank Industry | 第66-67页 |
| 4.1.2 Push and realize from the operating mainly to the operation and control of thecombination of transformation | 第67页 |
| 4.1.3 System automation to establish customer self-service | 第67-68页 |
| 4.2 Weakness of BEA back-office operation centralization mode | 第68-78页 |
| 4.2.1 Scope limitation and pressure of front desk cannot be reduce | 第69-71页 |
| 4.2.2 Low level Specialization and less prevention and control for risk | 第71-74页 |
| 4.2.3 Less of communication and weakness internal service consciousness | 第74-75页 |
| 4.2.4 Back-Office operation intelligent level should be increased | 第75-76页 |
| 4.2.5 Promote operation centralization method is not scientific and effectively | 第76-78页 |
| 5 Back-office operation centralization mode of BEA countermeasures and Suggestions | 第78-93页 |
| 5.1 Establish linkage workflow and set up scientific and effective system of serviceresponse | 第78-81页 |
| 5.2 To the development of the back-office operation staff and back-office operationmanagement and examination | 第81-84页 |
| 5.3 Increase the intensity of non-core business outsourcing | 第84-85页 |
| 5.4 Reinforce the risk control | 第85-89页 |
| 5.4.1 Extend management chain for process and risk control | 第86-87页 |
| 5.4.2 Improve and strengthen the internal control mechanism | 第87-88页 |
| 5.4.3 Improve the humanized management and internal control culture | 第88-89页 |
| 5.5 Utilize the technology to implement the intelligent of the back-office operations | 第89-91页 |
| 5.6 Business Continuity Plan | 第91-92页 |
| 5.7 Construction advance by steps in different stages | 第92-93页 |
| 6 The research conclusion and prospect | 第93-98页 |
| 6.1 The research conclusion | 第93-95页 |
| 6.2 Prospect | 第95-96页 |
| 6.3 Main innovation point | 第96-97页 |
| 6.4 Deficiencies of paper | 第97-98页 |
| REFERENCES | 第98-101页 |
| 致谢 | 第101页 |
